March 11, 2025 • 40 mins
What separates those who crumble under pressure from those who thrive? For Schuyler Williamson, the answer crystallized during an IED attack in Iraq that disabled his vehicle and injured his entire platoon. Despite chaos, pain, and limited visibility, his team still looked to him for the next decision. That pivotal moment forms the heart of this gripping conversation about leadership when everything goes wrong.
Schuyler brings remarkable perspective from his journey as a professional baseball player drafted by the Detroit Tigers, through his military service with the 1st Cavalry and 82nd Airborne, to his success as a real estate entrepreneur. Drawing from these diverse experiences, he shares the framework behind his new book "The Steady Leader," revealing how to maintain composure and make effective decisions when chaos hits.
The conversation dives deep into his leadership philosophy, starting with a childhood lesson about the difference between being "hurt" versus "injured" — a distinction that would later prove crucial in combat and business alike. He presents a compelling case for why self-leadership must precede team leadership, outlining three critical dimensions of being "combat ready": mental health (maintaining a growth mindset), physical health (maintaining bodily discipline), and spiritual health (focusing on serving others rather than self-advancement).
What truly resonates throughout is Schuyler's practical approach to leadership development through existing models rather than reinvention. "When you're never the best and you want to be the best, you do what the coaches tell you to do," he explains, highlighting the power of standing on the shoulders of giants who came before us. His morning routine—from Bible reading to intentional interactions with his children—demonstrates how these principles translate into daily practice.
Whether you're leading a team through organizational change, building a business, or simply trying to navigate personal challenges with greater clarity, Schuyler Williamson's battle-tested wisdom offers a roadmap for responding thoughtfully rather than reacting emotionally when pressure hits. Subscribe now to hear more conversations with uncommon leaders who are transforming how we think about leadership in business and life.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
I like to tell people when you wake up in the morning
, do you think about what you'regoing to get, all the
accomplishments you're going tohave personally, or the money
you're going to make?
Or, when you wake up, are youthinking about the other people
that you're going to pour into,that you're going to help be
successful, that you're going totake care of and provide value
to?
Is it about you or is it aboutothers?
If it's about others, you'reprobably spiritually stronger
(00:20):
than most.
If it's about you, you've gotsome work to do.
Speaker 2 (00:30):
Hey, uncommon Leaders , welcome back.
This is the Uncommon Leaderpodcast.
I'm your host, john Gallagher.
I'm pretty jazzed up theconversation I'm going to have
with you today Not just me, but,more than anything else, the
(00:51):
guest that's joining us, skylarWilliamson, has got quite a
story to tell, from hisdevelopment as a professional
baseball player to his timeserving in the military, and
he's got quite a story to gowith there with regards to being
a part of the 1st Cavalry andthe 82nd Airborne Group and now
to his successful career as anentrepreneur in the real estate
world Very successful career asthose things are measured and it
just so happens that he's nowmoving with all of that into the
(01:12):
wonderful world of being anauthor.
He's got a book coming out thatwe're going to talk about today
called the Steady Leader, andI'm excited about the
conversation we're going to have.
This book kind of provides somepretty practical models and
frameworks that you can use as aleader in everyday life,
regardless of whether you'rejust trying to improve a
personal goal in your own life,whether you're trying to develop
(01:34):
yourself as a professional ordevelop your team and we're
going to talk a good bit in yourorganization.
We're going to talk a good bitabout that as well.
So, skylar Williamson, welcometo the Uncommon Leader Podcast.
Great to have you on the show.
How are you doing?
Speaker 1 (01:45):
I'm good, I'm grateful to be here.
Speaker 2 (01:47):
I'm glad you are here as well.
Well, I'm going to start youoff, and I know you can handle
pressure pretty good, but let'sjust get you right into this
thing.
Tell me a story from yourchildhood that still impacts who
you are today, as a person oras a leader.
Speaker 1 (02:03):
That's an interesting question, I will say.
When I tried to come up with atitle for the book, you know,
the first thing I did was askmyself well, what, what makes me
special to this world, whatmakes me unique to my family,
what, what, what are my soldiersvalue about me?
What are my my teams that Ilead now?
(02:23):
What do they value about me?
And you know, I said I'm steady, right and, and that's, and
that's why they love me, that'swhy my wife loves me, and my
kids, my teammates, and um andso if I, if I just think about a
story from my past that maybemade me more steady than not, uh
, it reminds me of pop Warnerfootball.
Okay, and uh, I was blessed tobe one of those kids whose
(02:47):
fathers coached them at the sametime, and so, until I got to
high school, my father was oneof my football coaches, and I
love football because I love tohit people.
I was a really nice kid, but onthe football team, I left it
all out there, and so I threw mybody around and I played tackle
football since I was five yearsold.
The football team, you know, Ileft it all out there, and so I
threw my body around and uh andI I played tackle football since
(03:07):
I was five years old.
I know now nowadays we don't dothat anymore.
You know we protect our kids'brains, uh, but there was no
protecting my brain at the time,you know, from the time I was
five and I could strap it on.
We played tackle football and Iremember in one of my games
early in my football career, Igot hit and it hurt and it
(03:27):
knocked the breath out of me anduh and I just laid there and so
my, my dad, ran out there anduh, you know, like he would any
any player on the team, but heran out there to me and uh, and
he asked me if I was okay.
And uh, and I was able to talk.
At that point I said, yeah, I'mokay.
It just knocked the breath outof me and he said well, let me
tell you something.
There's the difference betweenhurt, being hurt and injured.
(03:50):
If you're injured, I will runout here and I'll carry you off
the field, but if you're hurt, Iexpect you to get back up in.
You know it might be a littletough, you know, for a young boy
.
Um, but man, there's so muchwisdom and that lesson there and
uh, and at the time to me thatjust meant well, I can't lay on
(04:11):
the field anymore, to the pointwhere I tore my uh, the
ligaments in my right knee whenI played high school football
and I tried to get up and walkoff the field.
And you know, when you don'thave ligaments in your knee,
your, your leg collapses.
But I was going to walk off thefield because I had that hurt
or injured mentality.
But, man, as I look back atthat lesson as an adult now,
(04:32):
with some dirt underneath myfingernails, there's so much
wisdom in that.
You know, a lot of times we'rehurt and we can keep going,
sometimes we're injured andthat's when we need support.
But, knowing the differencebetween those two things, I I'll
, I'll never forget that lesson,such a simple moment in time on
the on a pop Warner footballteam, and yet I carry it to this
(04:55):
day.
Speaker 2 (04:57):
Love that and I think you can understand that right
along when people say, hey, Ijust can't get this done, and to
your point is, are you not ableto do that?
Or you know you frankly do.
You just have not have itinside of you to get it done.
I could imagine.
You've seen a bunch of that.
I mean again, especially asuccessful athletic career like
you have.
So you talked about football.
You also had a successfulcareer in baseball and end up
(05:20):
getting drafted, I believe, intothe Tigers organization right,
that's right.
Yeah, and spending some timethere and whether that was
changed in terms of ultimatelygoing to West Point may have
been a difference, but, yeah,those things are in the world of
sports.
You got to learn the differencebetween whether or not you are
actually injured or you're justfeeling some pain, and that is a
(05:41):
great message, that to go on.
And you talked about it beingsteady.
You talked about that wordbeing steady.
I mean that's the title of yourbook, the Steady Leader.
Now, the steady in terms ofwhat you're saying in the
subtitle talks about how to dealwith chaos in a much better way
.
So that's the steady side.
Is that being someone who canbe steady in a time of chaos
(06:02):
that you're looking for, notjust this calm and leader who
never changes?
Look, I read the introductionto your book and I got to tell
you I'd love you to share asmuch of that story with regards
to steady and what that meant toyou when you were serving our
country.
Thank you so much for yourservice in either Iraq or
(06:23):
Afghanistan, when youencountered something pretty
traumatic that led to eitherpain or injury.
Can you tell us a little bitabout that story?
Speaker 1 (06:32):
I'll share that first story.
And it was in Iraq, although Idid serve in Afghanistan too, so
I had the opportunity toexperience both wars during my
time in service.
But, yeah, this story willsound unique, but it wasn't all
that unique.
We experienced this stuff on adaily basis.
But you got to start your booksomewhere and to give you the
(06:54):
short version of it, we were inIraq and one of my sister
platoons the platoon closest tous that was operating in, was
operating uh in the, you know,in the operating environment at
the time got into a very majorfight and they had uh casualties
.
And so U S army you know when,when one of your sister platoons
(07:16):
is under attack, you know youmaneuver to go support them in
that attack, especially if uh US soldiers are injured or killed
.
And so we obviously we startedmoving.
I was the closest one there.
We weren't going to wait onhelicopters or someone else to
go help them out.
I wasn't going to wait for mycommander to tell me to go that
direction.
We started moving there and Ilet everyone know we were going
(07:37):
and one of my soldiers said well, what route are we taking?
And there was a safe route thatwould take longer to get there.
And then there was a safe routethat would take longer to get
there.
And then there was a quickroute, which we had never taken
up until that point because itwas so unsafe.
It was an off-ramp thatfunneled your movement down.
You were all in line and therewas only one place to go,
(07:58):
otherwise you fell off the offramp.
And so we took that routebecause, again, soldiers were
hurt and, um, you know, and Iwould want someone to get to me
as fast as possible if I hadsoldiers hurt and so we went on
(08:18):
that off ramp and, uh, as youcan expect, the enemy blew a
large improvised explosivedevice, um, and it hit my
vehicle head on and uh, uh, youknow, I I can't tell you that I
passed out.
Um, all I can tell you wasthere was a moment in time where
I just snapped to um and thevehicle was full of dust.
(08:40):
Um, couldn't see, and what thatmeans is, you know, the bomb
was actually able to penetratethe vehicle right, otherwise
there wouldn't be dust in it.
My driver was trying to get thetruck cranked.
The truck was completelydisabled, but he was trying to
get it cranked so we can moveout of the kill zone.
My gunner, who sat in theturret of the vehicle, was
(09:03):
completely knocked out, and thetwo guys in the back who were
riding with us, my two soldierswith me in the truck there in
the back that dismounted with me, both were screaming because
they had had shrapnel hit them.
So, essentially, you know, thedoor blew into my leg and
fractured my shin there.
Okay, so my side of the vehicletook the direct hit and it blew
(09:26):
the door into my leg and soeverybody, everybody in the LT's
truck, was injured in some way.
We were, we were all, uh, quotecasualties, just at different,
different degrees, right, and um, so, even though it was my
vehicle that was hit and eventhough every one of us were hurt
(09:46):
, my unit looked to me to makethe next decision and, um, and
we were all kind of sitting out,listen, every single vehicle
was disabled from that bomb.
It was a large bomb.
There was a lot of chaos,everyone was trying to take care
of the soldiers in theirvehicle and yet, you know,
everybody was waiting for me tomake a call and, uh, you know,
(10:09):
and we got out of that, right,but that I think that's the
point is, chaos is going to findyou.
We were.
We were the most elite platoonin my battalion, um, in fact, I
didn't even have a companycommander, because the battalion
commander moved me around towherever the, the, wherever the
battalion's main effort was.
So we were that good.
(10:29):
He put us where he needed usmost.
So we were the best platoon andchaos found us right.
We were humbled in that momentbecause we did something we
shouldn't have.
We went a route that we shouldhave never went, but we were
doing it for a right reason.
But nonetheless, it found us.
And you know, hey, leader, youstill got to make great
decisions.
(10:49):
Even when you're hurt, evenwhen your assets don't work,
even when you can't see becausethere's so much dust in your
eyes, you still got to make acall.
They were waiting on me to makea call and I just think there's
make a call, um, and I justthink there's.
I think it's going to find us.
Obviously, it isn't all going tobe combat for everybody, but
(11:09):
but that's, that's the start ofthe book is hey look, chaos is
going to find you.
You still have to lead and whenyou lead, you don't want to be
the person reacting, you want tobe responding to every
situation.
And if you're going to respond,that means you put some thought
into it, and there are the the.
To me, the best way to bringclarity to the chaos is to
(11:31):
leverage thinking the mosteffective way, and I think that
that's through models.
So I walk around this earth allday long looking for models to
implement in my business and mypersonal life as a father, as a
husband.
I'm looking for modelseverywhere because I know that
if it's chaotic and I start witha model where I'm 80% of the
way there, then I just, if Iwant to be creative, I can be
(11:54):
creative on top of that, but I'mgoing to be successful just
with the model alone.
And I just try to share that inthe book that your job as a
leader is to think so that youcan respond, and the best way to
do that is through models.
Speaker 2 (12:08):
Love that, oh my goodness.
First I love the story andagain to have that model ready
to go to be seen as that leaderat that time.
Skylar, once again, I don'tknow that I can even half
imagine what that was like inthe time that you were there.
So again, thank you and I'msure that your team members
(12:30):
thank you for that.
Before we jump into kind ofthat framework talk with inside
of your book, because it takes aspecial kind of leader.
And if you've got I think aboutthat if you've got the models in
place, those are the things youdon't have to think of Like you
want to wipe out the things youdon't want to think about so
that when you do get in achaotic or in a tough situation
(12:50):
those are the times you reallyget paid to make the money and
make the good decisions in atimely fashion Could be a
surgeon that's, you know,working on somebody who was
injured in the field, like thatyou know they are.
Really we want to make sure wehave all the equipment that we
need in the same place and theycan look for all the time.
It's in the same room and allthose things where the model is
done and we do the surgery acertain way so that when things
(13:11):
go wrong uh, you got time tothink, you don't have to worry
about the many basic things.
I think that's so powerful.
Yeah, when you see, uh, now inthis, in your leadership space,
now again, this could go backinto your days on the football
team or the baseball team in themilitary, or now in the
successful real estate worldthat you're in and those that
(13:32):
you're leading.
When you see those that don'thave the models that end up in
chaos, what are some of theweaknesses that prevent them
from, at you know, at least Ieven trying to identify what
those models are.
What are the things thatthey're missing?
Speaker 1 (13:47):
Yeah, honestly, john, and I think you'll, just by
your profession, I think you'llbe able to like validate this
right away.
Most leaders in business haveforgotten to lead themselves
first.
Now they got every goodintention in the world and
they're reading these businessbooks and they're given all the
effort that they can at work tolead their team the best they
(14:10):
can.
But, man, you know, you got tolead yourself first before you
deserve to lead your team, andthen you got to lead your team
well before you deserve to leadyour business, and it has to be
in that order and it has toalways happen and so to to lead
in your business.
Really well, I think you got tobe extraordinary at leading
(14:31):
yourself because your teamdoesn't deserve the leader that
shows up.
That's unpredictable, becausesome days they have a bad day,
some days you know they're,they're riding the stars,
they're so high.
They need someone that's goingto show up every day, prepared,
you know, thoughtful, caring,loving and consistent, and
(14:53):
that's where trust shows up.
If you could show up every daythe same productive, thoughtful,
motivated, caring, lovingleader, uh, I mean, they're just
, they're going to bring youideas, they're going to fail and
it's okay.
Um, they're going to bust theirbutt.
You know as much as they can.
I mean, they're just going toshow up.
(15:14):
They're going to show upbecause they know that you care
about them and um, and they'regoing to do more than just
collect their paycheck.
You know they're going to giveyou what they have and they're
going to do more than justcollect their paycheck.
They're going to give you whatthey have and they're going to
enjoy it while they're therewith you, and they're going to
be thoughtful, just like you.
And I think that that allstarts with you leading yourself
first, and I think the onesthat fail are doing that real
well in some capacity.
Speaker 2 (15:36):
Hey listeners, I want to take a quick moment to share
something special with you.
Many of the topics anddiscussions we have on this
podcast are areas where Iprovide coaching and consulting
services for individuals andorganizations.
If you've been inspired by ourconversation and are seeking a
catalyst for change in your ownlife or within your team, I
invite you to visitcoachjohngallaghercom forward
(15:57):
slash free call to sign up for afree coaching call with me.
It's an opportunity for us toconnect, discuss your unique
challenges and explore howcoaching or consulting can
benefit you and your team.
Okay, let's get back to theshow.
When I think about that, skylar,and the idea of choosing as the
(16:18):
leader, that you don't alreadyhave all the answers, so you
know, frankly, the barrier ispride, right, that gets in the
way.
I already know all this stuff.
I don't need to get better.
I've been given the leadershiptitle.
I've already arrived and and Idon't have to worry about that
and you touch on it in yourframework early on inside the
book, where you talk about itsdevelopment of self first Yep,
(16:39):
once you do that, then you candevelop your team.
Then you can develop your team,then you can develop your
organization, which ultimatelyleads to the impact, long-term
impact, especially that youreally talk about in the
conclusion of the book that youhave on people's lives.
So there's a model to reallystart to go by the develop self,
develop team, develop yourorganization, resulting in the
(17:02):
impact that you want to have.
Great model to have.
How is it that you then developyour own personal leadership
Skylar on a regular basis?
What do you do?
What are some disciplines thatyou do that are important to
develop self?
Speaker 1 (17:17):
Yeah, well, I'll share two of them and you cut me
off if I'm too long winded.
Okay, this is kind ofsummarizing two chapters, uh,
but I but I think they matterRight.
And you know, look the first.
The first chapter is all aboutvision and purpose and there's
lots of books out there on thatand I'm happy to share my
approach to that.
Uh, but we have this chaptercalled combat ready.
(17:38):
All right, and if you're amilitary unit, who's combat
ready when given a mission youcan execute right away.
You've got your resources,you're trained, you've got your
personnel, you're ready to go Tome.
When you're leading yourself andyou're asking yourself are you
combat ready?
Really, what you're askingyourself is am I healthy enough
(17:59):
personally to go lead?
And I think of health in threeways.
I think of it as mental health,physical health and spiritual
health.
And to me, mental health is agrowth mindset and that you're
pouring into yourself all thetime with the idea that I've got
to be better, consistentlybetter, if I want my
(18:20):
organization to grow At somepoint, as John Maxwell says.
Better if I want myorganization to grow At some
point.
As John Maxwell says, you willbe the lead of your, the lid of
your business if you don'tcontinue to grow.
And you know what the livesthat trust on me to continue to
grow our business and theopportunities for their personal
lives.
I'm not going to be thatlimiting factor.
It won't be me, it could bethem.
It isn't going to be me, and soI'm going to grow every day,
(18:41):
mentally, physically.
I love um, so I just finishedup a book uh, discipline is
destiny by Ryan holiday, and Ilove his thought process, or
stoicism, around your body andyour physical health.
Are you telling your body whatto do or is it telling you what
to do?
You know, I think, is your bodyan asset or is it a liability?
(19:02):
When you say, john, I've got adeadline coming and today's
going to be a 10 hour day, notan eight hour day, I mean, are
you, are you going to be able todo it with as much intensity as
it would have been an eighthour day?
You know, are you getting yourbody up every morning and
telling it it's going to workout, or is your body telling you
just lay in bed a little bitlonger, you don't need to work
out today, right?
(19:23):
So that that's the physicalhealth and then the spiritual
health is.
You know, I like to tell peoplewhen you wake up in the morning,
do you think about what you'regoing to get you know, all the
accomplishments you're going tohave personally?
Or the money you're going tomake?
Or, when you wake up, are youthinking about the other people
that you're going to pour into,that you're going to help be
(19:44):
successful, that you're going totake care of and provide value
to?
Is it about you or is it aboutothers?
If it's about others, you'reprobably spiritually stronger
than most.
If it's about you, you got somework to do and leaders have to
make decisions free of theworldly pressure, and the only
way to truly be free of worldlypressure on your decisions is to
(20:06):
have great spiritual strength.
All right, so that to me that'sbeing combat ready, you know.
The other thing is just energy,right, on a daily basis.
Leaders got to bring greatenergy to their organizations
and it's, it's, it's um, it's uh, contagious.
And so to me, that starts witha morning routine.
You credit Hal Elrod with theMiracle Morning as a great
(20:27):
example model.
To start with, in the morning,it kind of Uh, but I but I love
to read the Bible, um, and thenI'll have some prayer time after
that.
Then I'll read a business bookand uh, and I'll I'll journal
(20:51):
kind of what I took away in thechapter or two that I read.
I actually posted on socialmedia just so people can get the
cliff notes.
Um, after that I go exercise,um, physical, you know.
I push weights, um, I don't, Idon't do cardio or anything like
that, I just I just liftweights.
At this point in my life, um,and and while I'm lifting
weights I'm, I'm listening toworship music again, just kind
(21:14):
of like filling my mind withgratitude and freedom, right.
And then when I'm done withthat, uh, I pray one more time,
you know, just again a gratitudeprayer.
And then I go wake my kids up,because I got to take my kids to
school and it's my firstopportunity, john, to pour
energy into someone else, right,and I'm very thoughtful about
(21:35):
it.
When I walk into my son's roomI've got an 11 year old daughter
.
She's a little bit harder towake up these days.
So I start with my younger one,my son, um, who just jumps out
of bed, and I'll wake him up andI say hey, dude, and uh, my, my
son's, hilarious, he.
He repeats back what you say tohim, cause he thinks it's it's
uh polite.
And I'm just like, hey, I'vebeen missing you, man.
(21:58):
And he goes, I miss you too,dad.
And then I say, man, I'm justso proud of you.
You know that he's like, yeah,dad, I'm proud of you too.
And I go, today's going to bean awesome day.
You ready to get after it?
And he's like, let's go.
And so you know, right away, myfirst employee, my first, my
first teammate, my son.
(22:19):
I tell him that his daddymisses him.
I've been thinking about himall morning.
I tell him I'm proud of him, sohe can be proud of himself, and
I tell him it's going to be agreat day when I'm giving him a
choice.
It's going to be a great day.
And then we go get out, andthen I go do the same thing with
my daughter, and then I go tellmy wife, you know I'm grateful
for her and I, you know, I loveher just as much as I loved her
(22:40):
20 years ago.
And then, and then I go to workand I'm kind of doing the same
thing.
You know, today, this morning Iwas nerding out about this
brain book I'm reading right now.
But when I come in excited andI'm teaching models to my team.
I mean, it'd be hard for themto sit there at their desk and
not smile at me.
I'm like I'm nerding out infront of them.
So I, just I pour that energyinto.
Speaker 2 (23:08):
I think it does as well, and you touched on it.
I mean, you're using thatframework on a regular basis.
You're developing self first,your spiritual, mental and
physical as you're going forward.
I know I was reading a littlebit about the four-legged stool
concept that you talk aboutwithin that and then you go
develop your team, and one ofthose teams is your family,
You're exactly right your son,your daughter and with your wife
as well, and that's developingyour family, your life as well,
(23:33):
and that's developing yourfamily.
And then you take it into youryou know, your team inside of
your company as well, ultimatelycreating more success for your
organization.
I love that.
I love the idea of that morningroutine.
Uh, I have not how Elrod's book, the the uh, the miracle
morning uh, is our morning,miracle morning is on my reading
list for this year.
Um, you've you mentioned JohnMaxwell, who's been a big
(23:54):
influence on me, no doubt aboutit.
Uh, that's been somethingthat's been important to me and
you think about that like howyou choose, and you've got
inside of your book, you've gota long reading list that you'd
make suggestions to others,who's been a, who's been a
mentor to you.
That's poured into you, um, asthe second stick of you will of
somebody's team, as the secondstick, if you will, of
somebody's team.
So somebody else has had to dothat for you.
Speaker 1 (24:18):
Yeah, there's a couple people.
Some of them know more thanothers that they've been that
for me and then obviously I readlike crazy.
So I get mentors, whether theyknow it or not, through my book,
through the books that I read,and I kind of hope my book is a
mentor for someone down the roadtoo.
Uh, but you know, I I learned alot from Gary Keller, um, and
(24:39):
he's a man of models and, uh, hewas the first one to interpret
Tony Robbins teaching models tome, and then he shared a bunch
of his models to me and uh, andthat, the, the, the idea of
models was taught to me allthroughout West Point and all
throughout in the military.
But no one taught it to me thatway.
(25:00):
I didn't grab a hold of it.
We call them standard operatingprocedures and I just saw it as
a part of my job.
Well, when Gary pointed it outthat the world is run on models,
and then I heard Tony Robbinsand some of these other really
talented people talk about it, Ijust got it and I and I grabbed
a hold of it.
And then, that way, when I reada book, I'm reading for the
(25:20):
model.
When I go into the grocerystore.
I'm like, well, what's themodel that these folks are using
to get all these customers inhere?
I'm thinking, I'm thinking allthe time about this stuff.
So he was one of them, my firstbusiness coach ever.
I call him my rich dad.
He taught me how to invest.
(25:42):
He taught me how to translatewhat I did in the military to
business as you and I know ittoday the civilian world,
business and uh, you know, and Ididn't know how to invest until
him.
That's why I call him my richdad.
Um, and you know he's wealthy,so he, he knew what he was
talking about.
Uh, so he's, he's had a bigimpact on me because he helped
(26:05):
me change my vernacular, uh, torelate to the rest of the world
and and identify a good dealwhen there's a good deal to be
had, and identify a good dealwhen there's a good deal to be
had.
And then my father my father isthe sweetest, most loving
person that I know and he's oneof the most selfless men I've
ever met in my life.
And it just works.
(26:26):
I mean, he just works so hard.
To this day, he works real hard.
And I could go on, probably,but, but those three are the
biggest, probably mentors that Ihave in my life today.
I mean my pastor is a mentor ofmine.
You know obviously thespiritual world, um, but yeah, I
mean you know I don't.
Speaker 2 (26:47):
We have different, different pastors for different
legs of that stool.
Right, in terms of what that is, you've got a spiritual mentor.
You've got you know the thephysical side.
I'm sure there are other peoplein the fitness world that you
model yourself after as well interms of what you're putting
through there, and then you'reyou're frankly, uh, as a dad now
.
You, you had a model of yourfather as well, getting you
(27:09):
ready for that, and you're right, some of them don't know that
you're mentored.
They may never know that they'rethe authors of books that you
read, that you may get.
You may never get a chance tomeet them and tell them, but
they are an impact.
Speaker 1 (27:21):
Absolutely.
I've got a lot of pride inbeing coachable.
Uh, myself, Uh, you know, I Ihad the blessing in life that I
was never the best at sportsuntil the very end of my career.
I kind of peaked right at theright time.
But when you're never the bestand you want to be the best, you
do what the coaches tell you todo and you work hard at it.
(27:41):
And so I always, from the timeI was five till to this day,
I've always valued coaching.
I value mentors, I valueconsultants who come in and
solve specific problems for you.
I value all these relationshipsbecause I'm humble enough to
know that there's an enemy outthere.
Although they might not be asgood as you head to head, but
(28:02):
when you're on their battlefieldthey can take you, and I know
that.
So I'm always open to learningfrom anybody I talk to.
I mean, you'd be silly not tobe open to that.
Speaker 2 (28:16):
Absolutely.
I look at this Skylar and Ithink about this.
One of the expressions you usedin the book with regards to
models and even mentors andmodels maybe together the
overlap was standing on theshoulders of giants, and you
kind of compared it toinnovation as well.
You're like, if the model'salready out there, right,
there's no reason to kind ofreinvent just for the sake of
(28:36):
inventing.
Tell me a little bit about thatconcept standing on the
shoulders of giants and what youmean by that.
Speaker 1 (28:41):
Yeah, you know, again in the, in the concept of the
eyes of a model, and I, youlisten, I can't take credit for
that.
That's a Tony Robbins sayingbut there are, but there are
giants.
There are people in businessthat have come before us.
Right, I'm in real estate.
We've been doing real estatesince America was created, right
(29:03):
, and there have been plenty ofpeople that are successful in
developing and selling realestate.
All I have to do is go find thepeople that were the most
successful and ask myself howdid they do it, Write down the
model and then say, okay, withthis model in mind, with my
strengths known and my gifts andwhere my passions lie in life
(29:25):
and where I want my business tobe in the future, what parts of
this am I going to start with?
And then I will start with asuccessful model that I had.
No, all I did was copy it, Ijust duplicated it and I applied
it to where my strengths lie.
Once you have that in place,you know you, there's going to
be some measure of success thatyou're already going to have
(29:46):
that you all you did wasduplicate.
Then you can bring yourcreative, you can bring your
team's talents and ideas.
Then you can bring theenvironment that you're
operating in and what, whatopportunities you have in that
environment and then innovate ontop of those models to give
yourself even more of an edge.
(30:06):
Cause most people, most people,will try to create from the very
beginning and they may create amodel just as good as people in
the past, but more times thannot they don't, because it took
some of these guys 50 years tocreate their model.
Some people will just duplicatethe models from the past and
then they'll just leave it atthat.
(30:26):
They'll just leave it at thatand they'll run a business based
on the model they duplicated,and it's great.
They'll run a business based onthe model they duplicated, and
it's great.
Very few will take a successfulmodel from the past and then
innovate it to the environmentthey're in or the talents that
they have or the team thatthey've accumulated and work
with that, and I think thatthat's the edge, that's how you
get to the top.
1% is not only do you implementa model that you know is
(30:48):
successful very quickly, butthen you take the time to
progress consistently.
Right and that's that's a valuein my organization is that
we're we're always going toprogress.
You know we're not going to sitstill, and I mean I would
stress you out if you came to myorganization and you wanted to
sit still.
I would I'm I'm one of thenicest guys you'll ever meet and
(31:10):
I will stress you out if youdon't want to grow and so that's
you know.
Speaker 2 (31:18):
We do that, skylar.
In the conclusion of your bookyou talk about the day in the
life of the steady leader.
How important is it, do youthink, to have a picture of what
that looks like so that folkscan move toward that in the day
of the life?
And one of the things youreally finish with is that
impact scenario, the impactyou're having on other people's
lives.
But tell me about that a day inthe life of a steady leader.
Speaker 1 (31:41):
Yeah, I will tell you the day in the life, but it
starts with your purpose.
All right, to me, purpose iswhat gets you up out of bed,
it's what you're living yourlife for.
It's evergreen.
It doesn't mean that it's notgoing to adjust from time to
time, but today, as you see yourpurpose, today, at your point
(32:02):
in life, it could be what drivesyou for the rest of your days.
It really could, and that'spurpose, right.
I get up and I go to work everyday with motivation and love and
intensity, because I'm tryingto accomplish this and you're
right, john, like mine is aboutother people.
I believe a great purpose isabout others, not yourself.
Then you have a vision right,and I love the EOS system for
(32:28):
vision, which is set your oneyear, set your three year, set
your tenure Right, and, uh,that's that's.
Yeah, john, I'm a model guy,I'm hunting models, um, and so
you, you've got your vision, andyour vision changes.
It could change every day,right?
(32:55):
It's not.
It's not as evergreen as yourpurpose.
Your vision is to give you adirection to move in, and then
you backwards plan from yourvision to today and what's that
first step that you're going totake?
And that's, that's how youbuild your plan, all right.
So, with with purpose, visionand plan in mind, how are you
going to operate your day?
And, to me, you're executingthe plan that you built,
thoughtfully built.
But you wake up in the morningand you think about your day,
(33:17):
you think about your week, youthink about your year, you think
about that 10-year goal, butyou're thinking.
And then you kind of do yourreading, right, you do your
meditation, your breath work,you do your exercise, but you're
thinking all the time You'rethinking about how your day's
going to go.
Like I'm, I'm a baseball guy,so I'm, I'm envisioning the at
(33:38):
bat, right, the ball is, youknow, this one's going to be a
fastball, so I'm set, you know,I think he's going to go on the
outside corner, whatever, right.
Like you're envisioning yourday but you're thinking about it
.
Work, and you, you hustle, youexecute, um, on the task of the
day.
And then you go to lunch, youknow what, and at lunch you're
(33:58):
thinking right, you take, youkind of take your step back from
the line and you put yourthought in the place, um, and
you're thinking about it.
Then you go back to work andyou hustle whatever remaining
time you have for the day.
And then after that you'rethinking about your day Well,
what could I have done better?
All right, well, what am Igoing to do tomorrow based on
what I learned today?
And then you go home and youlove on your family, and then
after that, you think about yourfamily and you think about your
(34:18):
business and your day.
And the key is is that you notonly take action, but you think.
Steady leaders are alwaysthinking Right, and we started
with this, but you know, now itlooks like we're going to end
with it too.
Right, and we started with this, but you know, now it looks
like we're going to end with ittoo.
You're always thinking so thatyou can respond.
You don't want to be the leaderthat reacts.
(34:39):
People don't follow thosepeople as hard.
You lose influence.
When you're just a reactiontype person, it's because you of
the time.
You will always be in positionto be more successful than not,
and people will follow that.
Speaker 2 (34:58):
And that's my biggest argument, scott.
I love that and I think you'respot on, because it is one of
those last steps After we'vegone through it, let's take a
look at what we've done whatcould we have done better, what
did we do well and what could wehave done better and then
allows you to adjust versusresponding in a chaotic way.
So I've been through theconclusion and I really then
(35:20):
just kind of come to the booktest.
So somebody is going to readyour entire book, skylar.
They're going to then set it upon a bookshelf just like the
one that's behind me, and allthey're really going to see is
the binder of the book.
But when they see that binder,it's going to elicit some
response, if you will.
When folks have read your bookand they look at it a year later
, what do you want them to feel?
(35:42):
One thing you want them to feeland one thing you want them to
do after having read your book.
Speaker 1 (36:01):
Well, I'd love for them to feel motivated, um, and
if I were to say a feeling rightafter that clear um, I want
them to feel motivated thatthere is a way to go get better.
And here you know, and thisbook is a way to go get better.
And then I want them to feelclear, in that we know what we
can do in a chaotic moment totake control back.
And I hope that my words givethem that clarity.
(36:23):
What I want them to do and Ikind of start the book and who
the book is for it's for leadersthat want to leave this world a
better place than they found it.
I want people who are good,people that choose to be leaders
, to be grateful, to be a leaderand then to take care of those
(36:44):
lives that they lead in all waysprofessionally, financially,
spiritually.
I want them to take care of thelives that they're responsible
for beyond the business thatthey're in their personal lives,
everything, their health.
And by doing that, I knowthey're going to leave a legacy
in that person and that personand the person that reads the
(37:05):
book, they're all going to gomake the world a better place.
If we look at all of ourleaders today that get all the
headlines.
How many of those would we sayare steady leaders?
I want steady leaders and Iwant people that live their
lives for others and I want themto leave them better than they
found them Love that.
Speaker 2 (37:24):
Thank you for sharing that, skylar.
Where do you want them to go toget the book?
A Steady Leader.
Speaker 1 (37:36):
Because they need to go do that or they need to go to
get it.
And where do they need to go tostay in touch with you as well?
Yeah, so you can find the bookat thesteadyleadercom.
You know we have a site set upjust for that book.
If you just go toskylarwilliamsoncom, you can see
all the businesses we'reworking on and how you can
interact with us at aprofessional level.
And then every morning I poston LinkedIn and X my morning
journal post.
So if you're not a big readerbut you want to pick up the
(37:58):
Cliff Notes chapter by chapter,just go read what I post in the
morning on LinkedIn and X.
And I'm the only SkylarWilliamson that spells my name
the way it is in Austin, texas.
So if you type my name in andyou search Austin, I'm the only
guy there, so it's unique enoughfor that Excellent?
Speaker 2 (38:17):
Yeah, williamson, maybe basic.
We got Skyler and we'll put thespelling correct.
It'll be in the title and onthe YouTube video it'll be up on
there.
It's right there on the screenas well, so we'll be good to go,
skyler, I have appreciated ourconversation today.
I've learned a bunch and I knowthat the book is going to be
successful in all the ways thatyou want it to be.
I look forward to seeing itlisted as bestseller after it
(38:40):
comes out and has its time thatit needs to get there, depending
on when you listen to thispodcast folks.
Be sure to go out there and geta copy of it regardless.
Skylar, I want to finish ourconversation by giving you the
last word, but I'm going to giveyou a billboard and you can put
any message you want to on thatbillboard and, frankly, put
(39:00):
that billboard anywhere you wantto.
But what's the message thatyou're going to put on that
billboard and why do you putthat message on?
Speaker 1 (39:06):
there.
My message on that billboard isJesus is the most steady leader
that has ever lived on thisearth and you ought to follow
him.
I think that that is importantto me because that spiritual
health that I was talking about,and of all the mentors you can
go follow and try to be likethem, jesus is the one.
(39:31):
He's the one.
He's the most steady leaderthat ever walked the earth.
That's why we still talk abouthim all the one.
He's the one.
He's the most steady leaderthat ever walked the earth.
That's why we still talk abouthim all the time, and I think
there's a reason for that.
And call me or call one of yourother spiritual mentors,
whoever you need to call, tofigure out more about him.
But I think that that's what Iwould leave as the last message
here.
Amen, amen, skylar.
Speaker 2 (39:50):
I appreciate you adding value to the listeners of
the last message here.
Amen, amen, skylar, Iappreciate you adding value to
the listeners of the UncommonLeader Podcast.
Wish you the best friend.
God bless you, thank you, andthat wraps up another episode of
the Uncommon Leader Podcast.
Thanks for tuning in today.
If you found value in thisepisode, I encourage you to
share it with your friends,colleagues or anyone else who
(40:12):
could benefit from the insightsand inspiration we've shared.
Also, if you have a moment, I'dgreatly appreciate if you could
leave a rating and review onyour favorite podcast platform.
Your feedback not only helps usto improve, but it also helps
others discover the podcast andjoin our growing community of
uncommon leaders.
Until next time, go and growchampions.
I like to tell people when you wake up in the morning
, do you think about what you'regoing to get, all the
accomplishments you're going tohave personally, or the money
you're going to make?
Or, when you wake up, are youthinking about the other people
that you're going to pour into,that you're going to help be
successful, that you're going totake care of and provide value
to?
Is it about you or is it aboutothers?
If it's about others, you'reprobably spiritually stronger
(00:20):
than most.
If it's about you, you've gotsome work to do.
Speaker 2 (00:30):
Hey, uncommon Leaders , welcome back.
This is the Uncommon Leaderpodcast.
I'm your host, john Gallagher.
I'm pretty jazzed up theconversation I'm going to have
with you today Not just me, but,more than anything else, the
(00:51):
guest that's joining us, skylarWilliamson, has got quite a
story to tell, from hisdevelopment as a professional
baseball player to his timeserving in the military, and
he's got quite a story to gowith there with regards to being
a part of the 1st Cavalry andthe 82nd Airborne Group and now
to his successful career as anentrepreneur in the real estate
world Very successful career asthose things are measured and it
just so happens that he's nowmoving with all of that into the
(01:12):
wonderful world of being anauthor.
He's got a book coming out thatwe're going to talk about today
called the Steady Leader, andI'm excited about the
conversation we're going to have.
This book kind of provides somepretty practical models and
frameworks that you can use as aleader in everyday life,
regardless of whether you'rejust trying to improve a
personal goal in your own life,whether you're trying to develop
(01:34):
yourself as a professional ordevelop your team and we're
going to talk a good bit in yourorganization.
We're going to talk a good bitabout that as well.
So, skylar Williamson, welcometo the Uncommon Leader Podcast.
Great to have you on the show.
How are you doing?
Speaker 1 (01:45):
I'm good, I'm grateful to be here.
Speaker 2 (01:47):
I'm glad you are here as well.
Well, I'm going to start youoff, and I know you can handle
pressure pretty good, but let'sjust get you right into this
thing.
Tell me a story from yourchildhood that still impacts who
you are today, as a person oras a leader.
Speaker 1 (02:03):
That's an interesting question, I will say.
When I tried to come up with atitle for the book, you know,
the first thing I did was askmyself well, what, what makes me
special to this world, whatmakes me unique to my family,
what, what, what are my soldiersvalue about me?
What are my my teams that Ilead now?
(02:23):
What do they value about me?
And you know, I said I'm steady, right and, and that's, and
that's why they love me, that'swhy my wife loves me, and my
kids, my teammates, and um andso if I, if I just think about a
story from my past that maybemade me more steady than not, uh
, it reminds me of pop Warnerfootball.
Okay, and uh, I was blessed tobe one of those kids whose
(02:47):
fathers coached them at the sametime, and so, until I got to
high school, my father was oneof my football coaches, and I
love football because I love tohit people.
I was a really nice kid, but onthe football team, I left it
all out there, and so I threw mybody around and I played tackle
football since I was five yearsold.
The football team, you know, Ileft it all out there, and so I
threw my body around and uh andI I played tackle football since
(03:07):
I was five years old.
I know now nowadays we don't dothat anymore.
You know we protect our kids'brains, uh, but there was no
protecting my brain at the time,you know, from the time I was
five and I could strap it on.
We played tackle football and Iremember in one of my games
early in my football career, Igot hit and it hurt and it
(03:27):
knocked the breath out of me anduh and I just laid there and so
my, my dad, ran out there anduh, you know, like he would any
any player on the team, but heran out there to me and uh, and
he asked me if I was okay.
And uh, and I was able to talk.
At that point I said, yeah, I'mokay.
It just knocked the breath outof me and he said well, let me
tell you something.
There's the difference betweenhurt, being hurt and injured.
(03:50):
If you're injured, I will runout here and I'll carry you off
the field, but if you're hurt, Iexpect you to get back up in.
You know it might be a littletough, you know, for a young boy
.
Um, but man, there's so muchwisdom and that lesson there and
uh, and at the time to me thatjust meant well, I can't lay on
(04:11):
the field anymore, to the pointwhere I tore my uh, the
ligaments in my right knee whenI played high school football
and I tried to get up and walkoff the field.
And you know, when you don'thave ligaments in your knee,
your, your leg collapses.
But I was going to walk off thefield because I had that hurt
or injured mentality.
But, man, as I look back atthat lesson as an adult now,
(04:32):
with some dirt underneath myfingernails, there's so much
wisdom in that.
You know, a lot of times we'rehurt and we can keep going,
sometimes we're injured andthat's when we need support.
But, knowing the differencebetween those two things, I I'll
, I'll never forget that lesson,such a simple moment in time on
the on a pop Warner footballteam, and yet I carry it to this
(04:55):
day.
Speaker 2 (04:57):
Love that and I think you can understand that right
along when people say, hey, Ijust can't get this done, and to
your point is, are you not ableto do that?
Or you know you frankly do.
You just have not have itinside of you to get it done.
I could imagine.
You've seen a bunch of that.
I mean again, especially asuccessful athletic career like
you have.
So you talked about football.
You also had a successfulcareer in baseball and end up
(05:20):
getting drafted, I believe, intothe Tigers organization right,
that's right.
Yeah, and spending some timethere and whether that was
changed in terms of ultimatelygoing to West Point may have
been a difference, but, yeah,those things are in the world of
sports.
You got to learn the differencebetween whether or not you are
actually injured or you're justfeeling some pain, and that is a
(05:41):
great message, that to go on.
And you talked about it beingsteady.
You talked about that wordbeing steady.
I mean that's the title of yourbook, the Steady Leader.
Now, the steady in terms ofwhat you're saying in the
subtitle talks about how to dealwith chaos in a much better way
.
So that's the steady side.
Is that being someone who canbe steady in a time of chaos
(06:02):
that you're looking for, notjust this calm and leader who
never changes?
Look, I read the introductionto your book and I got to tell
you I'd love you to share asmuch of that story with regards
to steady and what that meant toyou when you were serving our
country.
Thank you so much for yourservice in either Iraq or
(06:23):
Afghanistan, when youencountered something pretty
traumatic that led to eitherpain or injury.
Can you tell us a little bitabout that story?
Speaker 1 (06:32):
I'll share that first story.
And it was in Iraq, although Idid serve in Afghanistan too, so
I had the opportunity toexperience both wars during my
time in service.
But, yeah, this story willsound unique, but it wasn't all
that unique.
We experienced this stuff on adaily basis.
But you got to start your booksomewhere and to give you the
(06:54):
short version of it, we were inIraq and one of my sister
platoons the platoon closest tous that was operating in, was
operating uh in the, you know,in the operating environment at
the time got into a very majorfight and they had uh casualties
.
And so U S army you know when,when one of your sister platoons
(07:16):
is under attack, you know youmaneuver to go support them in
that attack, especially if uh US soldiers are injured or killed
.
And so we obviously we startedmoving.
I was the closest one there.
We weren't going to wait onhelicopters or someone else to
go help them out.
I wasn't going to wait for mycommander to tell me to go that
direction.
We started moving there and Ilet everyone know we were going
(07:37):
and one of my soldiers said well, what route are we taking?
And there was a safe route thatwould take longer to get there.
And then there was a safe routethat would take longer to get
there.
And then there was a quickroute, which we had never taken
up until that point because itwas so unsafe.
It was an off-ramp thatfunneled your movement down.
You were all in line and therewas only one place to go,
(07:58):
otherwise you fell off the offramp.
And so we took that routebecause, again, soldiers were
hurt and, um, you know, and Iwould want someone to get to me
as fast as possible if I hadsoldiers hurt and so we went on
(08:18):
that off ramp and, uh, as youcan expect, the enemy blew a
large improvised explosivedevice, um, and it hit my
vehicle head on and uh, uh, youknow, I I can't tell you that I
passed out.
Um, all I can tell you wasthere was a moment in time where
I just snapped to um and thevehicle was full of dust.
(08:40):
Um, couldn't see, and what thatmeans is, you know, the bomb
was actually able to penetratethe vehicle right, otherwise
there wouldn't be dust in it.
My driver was trying to get thetruck cranked.
The truck was completelydisabled, but he was trying to
get it cranked so we can moveout of the kill zone.
My gunner, who sat in theturret of the vehicle, was
(09:03):
completely knocked out, and thetwo guys in the back who were
riding with us, my two soldierswith me in the truck there in
the back that dismounted with me, both were screaming because
they had had shrapnel hit them.
So, essentially, you know, thedoor blew into my leg and
fractured my shin there.
Okay, so my side of the vehicletook the direct hit and it blew
(09:26):
the door into my leg and soeverybody, everybody in the LT's
truck, was injured in some way.
We were, we were all, uh, quotecasualties, just at different,
different degrees, right, and um, so, even though it was my
vehicle that was hit and eventhough every one of us were hurt
(09:46):
, my unit looked to me to makethe next decision and, um, and
we were all kind of sitting out,listen, every single vehicle
was disabled from that bomb.
It was a large bomb.
There was a lot of chaos,everyone was trying to take care
of the soldiers in theirvehicle and yet, you know,
everybody was waiting for me tomake a call and, uh, you know,
(10:09):
and we got out of that, right,but that I think that's the
point is, chaos is going to findyou.
We were.
We were the most elite platoonin my battalion, um, in fact, I
didn't even have a companycommander, because the battalion
commander moved me around towherever the, the, wherever the
battalion's main effort was.
So we were that good.
(10:29):
He put us where he needed usmost.
So we were the best platoon andchaos found us right.
We were humbled in that momentbecause we did something we
shouldn't have.
We went a route that we shouldhave never went, but we were
doing it for a right reason.
But nonetheless, it found us.
And you know, hey, leader, youstill got to make great
decisions.
(10:49):
Even when you're hurt, evenwhen your assets don't work,
even when you can't see becausethere's so much dust in your
eyes, you still got to make acall.
They were waiting on me to makea call and I just think there's
make a call, um, and I justthink there's.
I think it's going to find us.
Obviously, it isn't all going tobe combat for everybody, but
(11:09):
but that's, that's the start ofthe book is hey look, chaos is
going to find you.
You still have to lead and whenyou lead, you don't want to be
the person reacting, you want tobe responding to every
situation.
And if you're going to respond,that means you put some thought
into it, and there are the the.
To me, the best way to bringclarity to the chaos is to
(11:31):
leverage thinking the mosteffective way, and I think that
that's through models.
So I walk around this earth allday long looking for models to
implement in my business and mypersonal life as a father, as a
husband.
I'm looking for modelseverywhere because I know that
if it's chaotic and I start witha model where I'm 80% of the
way there, then I just, if Iwant to be creative, I can be
(11:54):
creative on top of that, but I'mgoing to be successful just
with the model alone.
And I just try to share that inthe book that your job as a
leader is to think so that youcan respond, and the best way to
do that is through models.
Speaker 2 (12:08):
Love that, oh my goodness.
First I love the story andagain to have that model ready
to go to be seen as that leaderat that time.
Skylar, once again, I don'tknow that I can even half
imagine what that was like inthe time that you were there.
So again, thank you and I'msure that your team members
(12:30):
thank you for that.
Before we jump into kind ofthat framework talk with inside
of your book, because it takes aspecial kind of leader.
And if you've got I think aboutthat if you've got the models in
place, those are the things youdon't have to think of Like you
want to wipe out the things youdon't want to think about so
that when you do get in achaotic or in a tough situation
(12:50):
those are the times you reallyget paid to make the money and
make the good decisions in atimely fashion Could be a
surgeon that's, you know,working on somebody who was
injured in the field, like thatyou know they are.
Really we want to make sure wehave all the equipment that we
need in the same place and theycan look for all the time.
It's in the same room and allthose things where the model is
done and we do the surgery acertain way so that when things
(13:11):
go wrong uh, you got time tothink, you don't have to worry
about the many basic things.
I think that's so powerful.
Yeah, when you see, uh, now inthis, in your leadership space,
now again, this could go backinto your days on the football
team or the baseball team in themilitary, or now in the
successful real estate worldthat you're in and those that
(13:32):
you're leading.
When you see those that don'thave the models that end up in
chaos, what are some of theweaknesses that prevent them
from, at you know, at least Ieven trying to identify what
those models are.
What are the things thatthey're missing?
Speaker 1 (13:47):
Yeah, honestly, john, and I think you'll, just by
your profession, I think you'llbe able to like validate this
right away.
Most leaders in business haveforgotten to lead themselves
first.
Now they got every goodintention in the world and
they're reading these businessbooks and they're given all the
effort that they can at work tolead their team the best they
(14:10):
can.
But, man, you know, you got tolead yourself first before you
deserve to lead your team, andthen you got to lead your team
well before you deserve to leadyour business, and it has to be
in that order and it has toalways happen and so to to lead
in your business.
Really well, I think you got tobe extraordinary at leading
(14:31):
yourself because your teamdoesn't deserve the leader that
shows up.
That's unpredictable, becausesome days they have a bad day,
some days you know they're,they're riding the stars,
they're so high.
They need someone that's goingto show up every day, prepared,
you know, thoughtful, caring,loving and consistent, and
(14:53):
that's where trust shows up.
If you could show up every daythe same productive, thoughtful,
motivated, caring, lovingleader, uh, I mean, they're just
, they're going to bring youideas, they're going to fail and
it's okay.
Um, they're going to bust theirbutt.
You know as much as they can.
I mean, they're just going toshow up.
(15:14):
They're going to show upbecause they know that you care
about them and um, and they'regoing to do more than just
collect their paycheck.
You know they're going to giveyou what they have and they're
going to do more than justcollect their paycheck.
They're going to give you whatthey have and they're going to
enjoy it while they're therewith you, and they're going to
be thoughtful, just like you.
And I think that that allstarts with you leading yourself
first, and I think the onesthat fail are doing that real
well in some capacity.
Speaker 2 (15:36):
Hey listeners, I want to take a quick moment to share
something special with you.
Many of the topics anddiscussions we have on this
podcast are areas where Iprovide coaching and consulting
services for individuals andorganizations.
If you've been inspired by ourconversation and are seeking a
catalyst for change in your ownlife or within your team, I
invite you to visitcoachjohngallaghercom forward
(15:57):
slash free call to sign up for afree coaching call with me.
It's an opportunity for us toconnect, discuss your unique
challenges and explore howcoaching or consulting can
benefit you and your team.
Okay, let's get back to theshow.
When I think about that, skylar,and the idea of choosing as the
(16:18):
leader, that you don't alreadyhave all the answers, so you
know, frankly, the barrier ispride, right, that gets in the
way.
I already know all this stuff.
I don't need to get better.
I've been given the leadershiptitle.
I've already arrived and and Idon't have to worry about that
and you touch on it in yourframework early on inside the
book, where you talk about itsdevelopment of self first Yep,
(16:39):
once you do that, then you candevelop your team.
Then you can develop your team,then you can develop your
organization, which ultimatelyleads to the impact, long-term
impact, especially that youreally talk about in the
conclusion of the book that youhave on people's lives.
So there's a model to reallystart to go by the develop self,
develop team, develop yourorganization, resulting in the
(17:02):
impact that you want to have.
Great model to have.
How is it that you then developyour own personal leadership
Skylar on a regular basis?
What do you do?
What are some disciplines thatyou do that are important to
develop self?
Speaker 1 (17:17):
Yeah, well, I'll share two of them and you cut me
off if I'm too long winded.
Okay, this is kind ofsummarizing two chapters, uh,
but I but I think they matterRight.
And you know, look the first.
The first chapter is all aboutvision and purpose and there's
lots of books out there on thatand I'm happy to share my
approach to that.
Uh, but we have this chaptercalled combat ready.
(17:38):
All right, and if you're amilitary unit, who's combat
ready when given a mission youcan execute right away.
You've got your resources,you're trained, you've got your
personnel, you're ready to go Tome.
When you're leading yourself andyou're asking yourself are you
combat ready?
Really, what you're askingyourself is am I healthy enough
(17:59):
personally to go lead?
And I think of health in threeways.
I think of it as mental health,physical health and spiritual
health.
And to me, mental health is agrowth mindset and that you're
pouring into yourself all thetime with the idea that I've got
to be better, consistentlybetter, if I want my
(18:20):
organization to grow At somepoint, as John Maxwell says.
Better if I want myorganization to grow At some
point.
As John Maxwell says, you willbe the lead of your, the lid of
your business if you don'tcontinue to grow.
And you know what the livesthat trust on me to continue to
grow our business and theopportunities for their personal
lives.
I'm not going to be thatlimiting factor.
It won't be me, it could bethem.
It isn't going to be me, and soI'm going to grow every day,
(18:41):
mentally, physically.
I love um, so I just finishedup a book uh, discipline is
destiny by Ryan holiday, and Ilove his thought process, or
stoicism, around your body andyour physical health.
Are you telling your body whatto do or is it telling you what
to do?
You know, I think, is your bodyan asset or is it a liability?
(19:02):
When you say, john, I've got adeadline coming and today's
going to be a 10 hour day, notan eight hour day, I mean, are
you, are you going to be able todo it with as much intensity as
it would have been an eighthour day?
You know, are you getting yourbody up every morning and
telling it it's going to workout, or is your body telling you
just lay in bed a little bitlonger, you don't need to work
out today, right?
(19:23):
So that that's the physicalhealth and then the spiritual
health is.
You know, I like to tell peoplewhen you wake up in the morning,
do you think about what you'regoing to get you know, all the
accomplishments you're going tohave personally?
Or the money you're going tomake?
Or, when you wake up, are youthinking about the other people
that you're going to pour into,that you're going to help be
(19:44):
successful, that you're going totake care of and provide value
to?
Is it about you or is it aboutothers?
If it's about others, you'reprobably spiritually stronger
than most.
If it's about you, you got somework to do and leaders have to
make decisions free of theworldly pressure, and the only
way to truly be free of worldlypressure on your decisions is to
(20:06):
have great spiritual strength.
All right, so that to me that'sbeing combat ready, you know.
The other thing is just energy,right, on a daily basis.
Leaders got to bring greatenergy to their organizations
and it's, it's, it's um, it's uh, contagious.
And so to me, that starts witha morning routine.
You credit Hal Elrod with theMiracle Morning as a great
(20:27):
example model.
To start with, in the morning,it kind of Uh, but I but I love
to read the Bible, um, and thenI'll have some prayer time after
that.
Then I'll read a business bookand uh, and I'll I'll journal
(20:51):
kind of what I took away in thechapter or two that I read.
I actually posted on socialmedia just so people can get the
cliff notes.
Um, after that I go exercise,um, physical, you know.
I push weights, um, I don't, Idon't do cardio or anything like
that, I just I just liftweights.
At this point in my life, um,and and while I'm lifting
weights I'm, I'm listening toworship music again, just kind
(21:14):
of like filling my mind withgratitude and freedom, right.
And then when I'm done withthat, uh, I pray one more time,
you know, just again a gratitudeprayer.
And then I go wake my kids up,because I got to take my kids to
school and it's my firstopportunity, john, to pour
energy into someone else, right,and I'm very thoughtful about
(21:35):
it.
When I walk into my son's roomI've got an 11 year old daughter
.
She's a little bit harder towake up these days.
So I start with my younger one,my son, um, who just jumps out
of bed, and I'll wake him up andI say hey, dude, and uh, my, my
son's, hilarious, he.
He repeats back what you say tohim, cause he thinks it's it's
uh polite.
And I'm just like, hey, I'vebeen missing you, man.
(21:58):
And he goes, I miss you too,dad.
And then I say, man, I'm justso proud of you.
You know that he's like, yeah,dad, I'm proud of you too.
And I go, today's going to bean awesome day.
You ready to get after it?
And he's like, let's go.
And so you know, right away, myfirst employee, my first, my
first teammate, my son.
(22:19):
I tell him that his daddymisses him.
I've been thinking about himall morning.
I tell him I'm proud of him, sohe can be proud of himself, and
I tell him it's going to be agreat day when I'm giving him a
choice.
It's going to be a great day.
And then we go get out, andthen I go do the same thing with
my daughter, and then I go tellmy wife, you know I'm grateful
for her and I, you know, I loveher just as much as I loved her
(22:40):
20 years ago.
And then, and then I go to workand I'm kind of doing the same
thing.
You know, today, this morning Iwas nerding out about this
brain book I'm reading right now.
But when I come in excited andI'm teaching models to my team.
I mean, it'd be hard for themto sit there at their desk and
not smile at me.
I'm like I'm nerding out infront of them.
So I, just I pour that energyinto.
Speaker 2 (23:08):
I think it does as well, and you touched on it.
I mean, you're using thatframework on a regular basis.
You're developing self first,your spiritual, mental and
physical as you're going forward.
I know I was reading a littlebit about the four-legged stool
concept that you talk aboutwithin that and then you go
develop your team, and one ofthose teams is your family,
You're exactly right your son,your daughter and with your wife
as well, and that's developingyour family, your life as well,
(23:33):
and that's developing yourfamily.
And then you take it into youryou know, your team inside of
your company as well, ultimatelycreating more success for your
organization.
I love that.
I love the idea of that morningroutine.
Uh, I have not how Elrod's book, the the uh, the miracle
morning uh, is our morning,miracle morning is on my reading
list for this year.
Um, you've you mentioned JohnMaxwell, who's been a big
(23:54):
influence on me, no doubt aboutit.
Uh, that's been somethingthat's been important to me and
you think about that like howyou choose, and you've got
inside of your book, you've gota long reading list that you'd
make suggestions to others,who's been a, who's been a
mentor to you.
That's poured into you, um, asthe second stick of you will of
somebody's team, as the secondstick, if you will, of
somebody's team.
So somebody else has had to dothat for you.
Speaker 1 (24:18):
Yeah, there's a couple people.
Some of them know more thanothers that they've been that
for me and then obviously I readlike crazy.
So I get mentors, whether theyknow it or not, through my book,
through the books that I read,and I kind of hope my book is a
mentor for someone down the roadtoo.
Uh, but you know, I I learned alot from Gary Keller, um, and
(24:39):
he's a man of models and, uh, hewas the first one to interpret
Tony Robbins teaching models tome, and then he shared a bunch
of his models to me and uh, andthat, the, the, the idea of
models was taught to me allthroughout West Point and all
throughout in the military.
But no one taught it to me thatway.
(25:00):
I didn't grab a hold of it.
We call them standard operatingprocedures and I just saw it as
a part of my job.
Well, when Gary pointed it outthat the world is run on models,
and then I heard Tony Robbinsand some of these other really
talented people talk about it, Ijust got it and I and I grabbed
a hold of it.
And then, that way, when I reada book, I'm reading for the
(25:20):
model.
When I go into the grocerystore.
I'm like, well, what's themodel that these folks are using
to get all these customers inhere?
I'm thinking, I'm thinking allthe time about this stuff.
So he was one of them, my firstbusiness coach ever.
I call him my rich dad.
He taught me how to invest.
(25:42):
He taught me how to translatewhat I did in the military to
business as you and I know ittoday the civilian world,
business and uh, you know, and Ididn't know how to invest until
him.
That's why I call him my richdad.
Um, and you know he's wealthy,so he, he knew what he was
talking about.
Uh, so he's, he's had a bigimpact on me because he helped
(26:05):
me change my vernacular, uh, torelate to the rest of the world
and and identify a good dealwhen there's a good deal to be
had, and identify a good dealwhen there's a good deal to be
had.
And then my father my father isthe sweetest, most loving
person that I know and he's oneof the most selfless men I've
ever met in my life.
And it just works.
(26:26):
I mean, he just works so hard.
To this day, he works real hard.
And I could go on, probably,but, but those three are the
biggest, probably mentors that Ihave in my life today.
I mean my pastor is a mentor ofmine.
You know obviously thespiritual world, um, but yeah, I
mean you know I don't.
Speaker 2 (26:47):
We have different, different pastors for different
legs of that stool.
Right, in terms of what that is, you've got a spiritual mentor.
You've got you know the thephysical side.
I'm sure there are other peoplein the fitness world that you
model yourself after as well interms of what you're putting
through there, and then you'reyou're frankly, uh, as a dad now
.
You, you had a model of yourfather as well, getting you
(27:09):
ready for that, and you're right, some of them don't know that
you're mentored.
They may never know that they'rethe authors of books that you
read, that you may get.
You may never get a chance tomeet them and tell them, but
they are an impact.
Speaker 1 (27:21):
Absolutely.
I've got a lot of pride inbeing coachable.
Uh, myself, Uh, you know, I Ihad the blessing in life that I
was never the best at sportsuntil the very end of my career.
I kind of peaked right at theright time.
But when you're never the bestand you want to be the best, you
do what the coaches tell you todo and you work hard at it.
(27:41):
And so I always, from the timeI was five till to this day,
I've always valued coaching.
I value mentors, I valueconsultants who come in and
solve specific problems for you.
I value all these relationshipsbecause I'm humble enough to
know that there's an enemy outthere.
Although they might not be asgood as you head to head, but
(28:02):
when you're on their battlefieldthey can take you, and I know
that.
So I'm always open to learningfrom anybody I talk to.
I mean, you'd be silly not tobe open to that.
Speaker 2 (28:16):
Absolutely.
I look at this Skylar and Ithink about this.
One of the expressions you usedin the book with regards to
models and even mentors andmodels maybe together the
overlap was standing on theshoulders of giants, and you
kind of compared it toinnovation as well.
You're like, if the model'salready out there, right,
there's no reason to kind ofreinvent just for the sake of
(28:36):
inventing.
Tell me a little bit about thatconcept standing on the
shoulders of giants and what youmean by that.
Speaker 1 (28:41):
Yeah, you know, again in the, in the concept of the
eyes of a model, and I, youlisten, I can't take credit for
that.
That's a Tony Robbins sayingbut there are, but there are
giants.
There are people in businessthat have come before us.
Right, I'm in real estate.
We've been doing real estatesince America was created, right
(29:03):
, and there have been plenty ofpeople that are successful in
developing and selling realestate.
All I have to do is go find thepeople that were the most
successful and ask myself howdid they do it, Write down the
model and then say, okay, withthis model in mind, with my
strengths known and my gifts andwhere my passions lie in life
(29:25):
and where I want my business tobe in the future, what parts of
this am I going to start with?
And then I will start with asuccessful model that I had.
No, all I did was copy it, Ijust duplicated it and I applied
it to where my strengths lie.
Once you have that in place,you know you, there's going to
be some measure of success thatyou're already going to have
(29:46):
that you all you did wasduplicate.
Then you can bring yourcreative, you can bring your
team's talents and ideas.
Then you can bring theenvironment that you're
operating in and what, whatopportunities you have in that
environment and then innovate ontop of those models to give
yourself even more of an edge.
(30:06):
Cause most people, most people,will try to create from the very
beginning and they may create amodel just as good as people in
the past, but more times thannot they don't, because it took
some of these guys 50 years tocreate their model.
Some people will just duplicatethe models from the past and
then they'll just leave it atthat.
(30:26):
They'll just leave it at thatand they'll run a business based
on the model they duplicated,and it's great.
They'll run a business based onthe model they duplicated, and
it's great.
Very few will take a successfulmodel from the past and then
innovate it to the environmentthey're in or the talents that
they have or the team thatthey've accumulated and work
with that, and I think thatthat's the edge, that's how you
get to the top.
1% is not only do you implementa model that you know is
(30:48):
successful very quickly, butthen you take the time to
progress consistently.
Right and that's that's a valuein my organization is that
we're we're always going toprogress.
You know we're not going to sitstill, and I mean I would
stress you out if you came to myorganization and you wanted to
sit still.
I would I'm I'm one of thenicest guys you'll ever meet and
(31:10):
I will stress you out if youdon't want to grow and so that's
you know.
Speaker 2 (31:18):
We do that, skylar.
In the conclusion of your bookyou talk about the day in the
life of the steady leader.
How important is it, do youthink, to have a picture of what
that looks like so that folkscan move toward that in the day
of the life?
And one of the things youreally finish with is that
impact scenario, the impactyou're having on other people's
lives.
But tell me about that a day inthe life of a steady leader.
Speaker 1 (31:41):
Yeah, I will tell you the day in the life, but it
starts with your purpose.
All right, to me, purpose iswhat gets you up out of bed,
it's what you're living yourlife for.
It's evergreen.
It doesn't mean that it's notgoing to adjust from time to
time, but today, as you see yourpurpose, today, at your point
(32:02):
in life, it could be what drivesyou for the rest of your days.
It really could, and that'spurpose, right.
I get up and I go to work everyday with motivation and love and
intensity, because I'm tryingto accomplish this and you're
right, john, like mine is aboutother people.
I believe a great purpose isabout others, not yourself.
Then you have a vision right,and I love the EOS system for
(32:28):
vision, which is set your oneyear, set your three year, set
your tenure Right, and, uh,that's that's.
Yeah, john, I'm a model guy,I'm hunting models, um, and so
you, you've got your vision, andyour vision changes.
It could change every day,right?
(32:55):
It's not.
It's not as evergreen as yourpurpose.
Your vision is to give you adirection to move in, and then
you backwards plan from yourvision to today and what's that
first step that you're going totake?
And that's, that's how youbuild your plan, all right.
So, with with purpose, visionand plan in mind, how are you
going to operate your day?
And, to me, you're executingthe plan that you built,
thoughtfully built.
But you wake up in the morningand you think about your day,
(33:17):
you think about your week, youthink about your year, you think
about that 10-year goal, butyou're thinking.
And then you kind of do yourreading, right, you do your
meditation, your breath work,you do your exercise, but you're
thinking all the time You'rethinking about how your day's
going to go.
Like I'm, I'm a baseball guy,so I'm, I'm envisioning the at
(33:38):
bat, right, the ball is, youknow, this one's going to be a
fastball, so I'm set, you know,I think he's going to go on the
outside corner, whatever, right.
Like you're envisioning yourday but you're thinking about it
.
Work, and you, you hustle, youexecute, um, on the task of the
day.
And then you go to lunch, youknow what, and at lunch you're
(33:58):
thinking right, you take, youkind of take your step back from
the line and you put yourthought in the place, um, and
you're thinking about it.
Then you go back to work andyou hustle whatever remaining
time you have for the day.
And then after that you'rethinking about your day Well,
what could I have done better?
All right, well, what am Igoing to do tomorrow based on
what I learned today?
And then you go home and youlove on your family, and then
after that, you think about yourfamily and you think about your
(34:18):
business and your day.
And the key is is that you notonly take action, but you think.
Steady leaders are alwaysthinking Right, and we started
with this, but you know, now itlooks like we're going to end
with it too.
Right, and we started with this, but you know, now it looks
like we're going to end with ittoo.
You're always thinking so thatyou can respond.
You don't want to be the leaderthat reacts.
(34:39):
People don't follow thosepeople as hard.
You lose influence.
When you're just a reactiontype person, it's because you of
the time.
You will always be in positionto be more successful than not,
and people will follow that.
Speaker 2 (34:58):
And that's my biggest argument, scott.
I love that and I think you'respot on, because it is one of
those last steps After we'vegone through it, let's take a
look at what we've done whatcould we have done better, what
did we do well and what could wehave done better and then
allows you to adjust versusresponding in a chaotic way.
So I've been through theconclusion and I really then
(35:20):
just kind of come to the booktest.
So somebody is going to readyour entire book, skylar.
They're going to then set it upon a bookshelf just like the
one that's behind me, and allthey're really going to see is
the binder of the book.
But when they see that binder,it's going to elicit some
response, if you will.
When folks have read your bookand they look at it a year later
, what do you want them to feel?
(35:42):
One thing you want them to feeland one thing you want them to
do after having read your book.
Speaker 1 (36:01):
Well, I'd love for them to feel motivated, um, and
if I were to say a feeling rightafter that clear um, I want
them to feel motivated thatthere is a way to go get better.
And here you know, and thisbook is a way to go get better.
And then I want them to feelclear, in that we know what we
can do in a chaotic moment totake control back.
And I hope that my words givethem that clarity.
(36:23):
What I want them to do and Ikind of start the book and who
the book is for it's for leadersthat want to leave this world a
better place than they found it.
I want people who are good,people that choose to be leaders
, to be grateful, to be a leaderand then to take care of those
(36:44):
lives that they lead in all waysprofessionally, financially,
spiritually.
I want them to take care of thelives that they're responsible
for beyond the business thatthey're in their personal lives,
everything, their health.
And by doing that, I knowthey're going to leave a legacy
in that person and that personand the person that reads the
(37:05):
book, they're all going to gomake the world a better place.
If we look at all of ourleaders today that get all the
headlines.
How many of those would we sayare steady leaders?
I want steady leaders and Iwant people that live their
lives for others and I want themto leave them better than they
found them Love that.
Speaker 2 (37:24):
Thank you for sharing that, skylar.
Where do you want them to go toget the book?
A Steady Leader.
Speaker 1 (37:36):
Because they need to go do that or they need to go to
get it.
And where do they need to go tostay in touch with you as well?
Yeah, so you can find the bookat thesteadyleadercom.
You know we have a site set upjust for that book.
If you just go toskylarwilliamsoncom, you can see
all the businesses we'reworking on and how you can
interact with us at aprofessional level.
And then every morning I poston LinkedIn and X my morning
journal post.
So if you're not a big readerbut you want to pick up the
(37:58):
Cliff Notes chapter by chapter,just go read what I post in the
morning on LinkedIn and X.
And I'm the only SkylarWilliamson that spells my name
the way it is in Austin, texas.
So if you type my name in andyou search Austin, I'm the only
guy there, so it's unique enoughfor that Excellent?
Speaker 2 (38:17):
Yeah, williamson, maybe basic.
We got Skyler and we'll put thespelling correct.
It'll be in the title and onthe YouTube video it'll be up on
there.
It's right there on the screenas well, so we'll be good to go,
skyler, I have appreciated ourconversation today.
I've learned a bunch and I knowthat the book is going to be
successful in all the ways thatyou want it to be.
I look forward to seeing itlisted as bestseller after it
(38:40):
comes out and has its time thatit needs to get there, depending
on when you listen to thispodcast folks.
Be sure to go out there and geta copy of it regardless.
Skylar, I want to finish ourconversation by giving you the
last word, but I'm going to giveyou a billboard and you can put
any message you want to on thatbillboard and, frankly, put
(39:00):
that billboard anywhere you wantto.
But what's the message thatyou're going to put on that
billboard and why do you putthat message on?
Speaker 1 (39:06):
there.
My message on that billboard isJesus is the most steady leader
that has ever lived on thisearth and you ought to follow
him.
I think that that is importantto me because that spiritual
health that I was talking about,and of all the mentors you can
go follow and try to be likethem, jesus is the one.
(39:31):
He's the one.
He's the most steady leaderthat ever walked the earth.
That's why we still talk abouthim all the one.
He's the one.
He's the most steady leaderthat ever walked the earth.
That's why we still talk abouthim all the time, and I think
there's a reason for that.
And call me or call one of yourother spiritual mentors,
whoever you need to call, tofigure out more about him.
But I think that that's what Iwould leave as the last message
here.
Amen, amen, skylar.
Speaker 2 (39:50):
I appreciate you adding value to the listeners of
the last message here.
Amen, amen, skylar, Iappreciate you adding value to
the listeners of the UncommonLeader Podcast.
Wish you the best friend.
God bless you, thank you, andthat wraps up another episode of
the Uncommon Leader Podcast.
Thanks for tuning in today.
If you found value in thisepisode, I encourage you to
share it with your friends,colleagues or anyone else who
(40:12):
could benefit from the insightsand inspiration we've shared.
Also, if you have a moment, I'dgreatly appreciate if you could
leave a rating and review onyour favorite podcast platform.
Your feedback not only helps usto improve, but it also helps
others discover the podcast andjoin our growing community of
uncommon leaders.
Until next time, go and growchampions.
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