June 26, 2025 • 30 mins
The discourse with Bob Burg elucidates the essential principle of leadership, which is the imperative shift from a self-centered approach to one that prioritizes the act of giving. In our conversation, we delve into the profound tenets of the "Go Giver" philosophy, emphasizing the notion that true leadership is predicated upon serving others and fostering meaningful relationships. Bob expounds upon the significance of understanding the needs and aspirations of team members, advocating for leaders to engage in genuine curiosity regarding the desires of those they lead. As we navigate the intricacies of leadership, we discern that the most effective leaders cultivate an environment where individuals feel valued and empowered to contribute their best selves. This episode serves as a clarion call for leaders to embrace a mindset of generosity and service, ultimately driving both personal fulfillment and organizational success.
The discourse with Bob Burg elucidates the essential principle of leadership, which is the imperative shift from a self-centered approach to one that prioritizes the act of giving. In our conversation, we delve into the profound tenets of the "Go Giver" philosophy, emphasizing the notion that true leadership is predicated upon serving others and fostering meaningful relationships. Bob expounds upon the significance of understanding the needs and aspirations of team members, advocating for leaders to engage in genuine curiosity regarding the desires of those they lead. As we navigate the intricacies of leadership, we discern that the most effective leaders cultivate an environment where individuals feel valued and empowered to contribute their best selves. This episode serves as a clarion call for leaders to embrace a mindset of generosity and service, ultimately driving both personal fulfillment and organizational success.
Engaging with Bob Burg, a luminary in the realm of leadership and co-author of 'The Go-Giver', presents a unique opportunity to explore the intersection of service and success. Our conversation unveils Burg's perspective on leadership as an act of giving — a philosophy that not only transforms individual careers but also reshapes organizational dynamics. At the heart of this discussion is the critical idea that leaders must prioritize the well-being and development of their team members. By adopting a service-oriented approach, leaders create a supportive environment that fosters innovation and collaboration.
Burg articulates that effective leadership is inherently about understanding and addressing the aspirations of others. This requires leaders to engage in meaningful dialogue, actively listening to their team’s needs and providing the necessary resources and guidance to help them thrive. Our dialogue also touches on the practical aspects of implementing this philosophy in real-world scenarios, offering listeners actionable insights into how they can embody the 'go-giver' spirit in their everyday leadership practices. Ultimately, this episode is a clarion call for leaders to reexamine their approach to leadership and embrace the transformative potential of generosity and service.
Takeaways:
- The Go Giver philosophy emphasizes the paramount importance of providing value to others in all aspects of leadership and business.
- Effective leadership is fundamentally about serving others, understanding their needs, and facilitating their growth and success.
- Creating a culture of learning and curiosity within a team is essential for fostering innovation and engagement among team members.
- Leaders must shift their focus from managing tasks to empowering their team members to achieve their personal and professional goals.
- Understanding that people are motivated by their own reasons, not the reasons of the leader, is crucial for effective leadership.
- Communicating and embodying core values consistently...
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:58):
Well, hello everybody andwelcome to another amazing edition
of the Unstoppable LeadershipSpotlight podcast. I am your host
Jaclyn Strominger and on thispodcast we hear from amazing leaders
and their game changinginsights. And today I have the absolute
pleasure of interviewing andspeaking with one of my heroes, Bob
(01:19):
Burg. If you have not listenedto Bob Burg or read any of his books,
go get them and we'll talkabout those in a second. But Bob
Burg is the co author withJohn David Mann of the international
best selling business parablethe Go Giver which has sold well
over 1 million copies and hasbeen translated into 30 languages.
(01:40):
And he is the founder of theGo Giver Academy and online resources
resource featuring the SuccessVault, which is really a great vault
of information and an advocateof free markets. And he runs an,
he is an unapologetic animalfanatic. Love all animals myself.
And you can learn more aboutBob and subscribe to his daily Impact
(02:02):
email, which is a daily emailthat comes to your inbox@berg.com
so welcome Bob to theUnstoppable Leadership Spotlight
podcast. I'm like, like, likeI said before, I'm in awe. Right.
I'm like, you're my hero.
That's so sweet. Thank you,Jaclyn. And congratulations by the
way on Charting True North.Wow, very exciting. I know that's
(02:24):
going to sell big and touch alot of people's lives, you know.
Thank you. Yeah, so it's, it'smy new book and I co authored it
with somebody that I actuallymet on a podcast and it is a leadership
workbook. So but speaking ofleadership, you have the Go Giver
series. You, which is, you'vegot Go Givers, Go Giver, Influencer
(02:47):
selling. I think there's evenone on marriage.
Yeah, My co author, John Davidman and his wife, they did the marriage
one. Okay. John David Mann andhis wife Anna, Anna Gabriel man.
And yeah, they did a fantasticjob. They, they were nice enough
to ask me if I wanted to tryauthor. You know, tri. Instead of
co author, try author. But I'mnot married and I thought, you know,
(03:10):
there's a little lack ofcredibility. Someone, you know, try
authoring a, a book onmarriage who's not actually married.
But, but no, they have awonderful marriage, great people
and they, they really wrote aremarkable book. They did a fantastic
job with it.
So I want to get to, you know,Go Givers again, millions of copies
sold. There are companiesthat, and people that live by the
(03:33):
Go Giver philosophy. And soyou know, when you're talking about
Companies. And I want to thinkabout more about leadership because
this is where we really wantto influence great, great leaders.
How does, how does a leaderbecome a go giver and not somebody
(03:53):
who, you know, just lives thatand I guess you could say embodies
that.
Okay, so yeah, it's a greatquestion. So let, let's kind of just
take the premise of what weeven mean by go giver. And while
the, you know, the first bookin the series was written for entrepreneurs
and we then came up with thego giver leader and and so forth,
it's the same it no matter whoit is. So a go giver would be someone
(04:19):
who has learned or maybealways intuitively knew that shifting
your focus. And I think thisis really where it all begins. Shifting
your focus from getting togiving. Now when we say giving in
this, in this context, wesimply mean constantly and consistently
providing immense value, valueto others and understanding that
(04:42):
doing so is not only a, a morefulfilling way of conducting business,
of selling, of leading whathave you, it's the most financially
profitable way as well. Andnot for any kind of way out there.
Woo woo. Magical, mysticalreasons. Oh, just give and do good
things and good things willget. No, nothing like that at all.
(05:03):
It's actually very practical.It's very, it's very rational when
you think about it. And thatis when you're that person who can
take your focus off ofyourself and place it on serving
others. And as a leader, whatdo we do? We serve others, right?
So whether we're talkingsales, entrepreneurship, leadership,
(05:25):
when you can focus on servingothers, discovering their needs,
their wants, their desires,understanding and helping them to
overcome their problems andchallenges, when you can make it
not about yourself, but aboutmoving them closer to happiness.
People feel good about you,they feel great about you, okay?
(05:47):
They want to, they want to getto know you. They like, they trust
you, they want to be inrelationship with you, they want
to follow you, they want to bepart of your life, they want to be
part of your business ororganization. And you know what?
They want to tell the worldabout you. They want to be what we
call in the first book yourpersonal walking ambassador. But
it all begins with being sure,internally motivated, but outwardly
(06:12):
focused.
So, so I love that. And whenas you're speaking, the, the one
of the biggest things that's,that comes into my brain is the difference
between as a leader, you know,managing versus leading. And I think
there's, you know, I love tosay we can manage a flock of sheep,
(06:36):
but we need to lead People.Right. We really need to lead people.
And there's a huge differencein there, I think.
So I've heard a lot of people,as well as some really notable leadership
management people say there'sno difference. I disagree. But I've
also heard more say there is.And you know, and, and, and by the
(07:01):
way, both are important.Leaders are important, managers are
important. Each have a role.Okay. And there's some overlap, but
really, I think leadership'sa, A just a different analyst. It's
a difference between mentoringand coaching, if you will. You know,
it's. They're. They'recousins, right?
Yes.
Yeah. But when we talkleadership, what we're really talking
(07:23):
about is what can you do to.To build others around you. We're
not talking about managingschedules. We're not talking about
keeping this here and thisthere. We're talking about how do
you make other people's livesbetter? How do you help bring out
their best? How do you tapinto what drives and motivates them
in such a way that you maketheir lives better and improve the
(07:47):
operation of the team itself?
You know, and, and so the, thequestion I have is, if I'm. If I'm
a leader and I'm looking at myteam and I need to be that better
leader, what is one of the.What is the first thing I need to
do to help lift them up?
(08:08):
Well, I mean, in a sense,although it's always about the other
person, we still have to workon ourselves and we've got to become
equipped. And I remember in,in my case, you know, when I let.
Jumped from sales to a sales.What they called sales management,
(08:30):
but what is really salesleadership, I was not good. I was
a good producer. I was areally good salesperson. I had learned
sales. I had practiced sales.I had done sales. Right. Then you
go up to sales manager, slashsales leader. Well, now it's a whole
different thing. I stunk atit. I was just.
(08:50):
I was horrible.
Okay. So I realized that I didnot have the knowledge to do this
to myself. So fortunately, oneday, a woman who I was dating, her
mom got me a book from JohnMaxwell. Oh, yeah. And it was called
(09:11):
Bill. It was actually, I thinkit was his third book, Building the
Leaders around you. Okay. Now,it was a great book. But I also knew
I needed to get his two booksbefore that, I needed Building the
Leader, you know, within you.But his first book, that. Which I
think was the third one I readof his was the 21 irrefutable laws
of leadership. And his firstlaw, which was the law of the lid,
(09:36):
was all about the fact thatyou can only go so far in leadership
as your own personal lid. Inother words, you had to improve yourself
before you could then leadothers with any kind of success.
So that said to me, so I, youknow, back then it was cassette tapes.
And so I, I subscribed to hismaximum impact thing that he had,
(10:01):
and I would get his tapes andI get his books and I'd say, right.
And so I just, I, I started toreally love just the idea of leadership
once I realized how little Iknew about it and how much I wanted
to, to learn about it. So Ithink that first part is, you know,
doing an assessment of whereyou are as a leader right now and,
you know, making the point toincrease or higher, not higher, improve
(10:27):
your lid. Yeah, exactly. Okay,now, you know, so you're doing that.
And now the, the question thenbecomes, well, how do I make other
people's, you know, how do Ilead my team in order to make their
lives better, to help them?How do I help make their lives better
as I tie in, you know, mymission or the company mission with
(10:51):
their needs, wants, anddesires? Okay. And that's where the
focus has to be on them. Youknow, Dale Carnegie said something
of the many brilliant thingshe said in his career and in his
book how to Win Friends andInfluence People. I think his underlying
premise was summarized in, inone statement. And, and Jaclyn, that
(11:14):
is where he said, ultimately,people do things for their reasons,
not our reasons.
Right.
Okay. And so I think thenumber one thing a leader can do
when they're in now into thatpart about building others is, is
to ask themselves thequestion, what do they want to do?
(11:39):
What are they looking for? Imean, this is so simple, really.
I mean, I, I wish I could saysomething really profound.
There's nothing profound aboutyet. But, Bob, it is in the sense
that I think one of the thingstoday, and, and correct me if you're,
if, if you, you know, if youthink differently, but I think one
of the biggest things today isthat we forget about the, A lot of
times leaders forget about thepeople or that, that you're on my
(12:03):
team, but, and I've hired you,I've brought you in, but do I get
to know you? Do I ask thatquestion? Do I spend the time and
say to you, if you're on myteam, hey, Bob, you know what your,
your job is, blah, blah, blah,whatever that is. And yet I want
to be curious, like, what doyou want to do? Where do you want
(12:24):
to go in your life, where doyou see yourself? What are your dreams
and aspirations? And if wedon't ask those questions of the
people that are in our fold,we have no idea really how to lead
them.
Oh, oh, exactly, exactly. AndI think a person who is so wonderful,
there's a great friend ofmine, Jeff west, he had a wonderful
(12:48):
sales career as a salespersonand then as a sales manager leader
with a major, major insurancecompany. I won't mention the name,
but it rhymes with halflacand, and quacks like a duck, you
know, but, but, you know, oneof the things he talks about is what
he called the invertedpyramid. And he says, you know, so
(13:11):
many leaders come on as thoughthey're at the top and everyone else,
you know it. And he says, no,no, invert that pyramid. He said,
you're the servant leader. Youknow, you're that person who's there
to serve them. And as youknow, one of the best ways to serve
is to find out, what are theirreasons? What do they want? How can
I make their lives better? Howdo I equip them?
(13:31):
Right.
Again, so, so basic and yet. So.
Yeah, it's so. It is basic,but, you know, and, and you just
made me think about. It'slike, you know, if you, if you don't
understand servant leadership,think about the server who you absolutely
love, the restaurant that youlove, and what does that server do?
They ask you what they wantyou. They ask, you know, you ask
(13:53):
a question. What kinds of fooddo you like? How can I help you steer
you in the right direction tothis menu? Have you been here before?
You know, and they askquestions so that they can understand
what you, what you want as a,as, you know, sitting down at that
table, but you don't knowunless you ask the questions. So
I, I think that's where I feellike we, we. We start to. Leaders
(14:16):
today forget to ask those questions.
I think so. And then what dothose questions do? When you do it
successfully, it leads you toknow what they, what they need and
how best to equip them. Acouple of great friends of mine,
Marnie Stockman and NickColiglio, they wrote a great book
called Leave It Like Lasso,which was based on the, you know,
(14:38):
I don't know if you watch the,the show, if you, if you were.
I love that. I love the show.Great quotes. Like, oh, oh, just
brilliant. Yeah, we're talkingabout not judgmental, right?
Yeah. Yeah. And so, and so myfavorite scene in the whole thing
was when he bought A book foreveryone on the team. And each one
(15:01):
of those books was the bookthat person really needed to. To
read.
Right.
And he could only know thatthrough first getting to know them
all, observing them, beingcurious, not judgmental.
Right.
And, and, and then gettingthem what they need that tied in.
You know, he could have gotteneverybody the same book and said,
(15:22):
here's a great book andeverybody. No, but he got everybody
individual. I thought that was brilliant.
You know, is so. It is. It istruly brilliant. And I think, you
know, and there's. There. Ilove that show. It's. And I'm so
happy that it's coming backand there's so many great quotes
in it and we've. It's a, It'sa, It's a show that I love to repeat,
you know, watch again andagain. Not because I know what's
(15:45):
happening, but because I lovethe Nuggets. It's the Nuggets. And
it's, It's a great. And so I,My. I've watched it twice with my
son, like the, you know, episode.
Oh, good for you. Yeah, yeah, yeah.
So you said something also,you know, Dale Carnegie had, you
know, great words and, and Ilove one of the things that he said.
(16:08):
And I think this is also kindof key when it comes to leadership
is. And being a great being inthat servant role is when you, you
want to hire people who areactually smarter than you.
Oh, yeah, right.
That's one that stuck out tome. And that you hire them so that
you can help bring them up.And you've got to remember, in order
(16:31):
for you to grow and, and moveup, you want to help the other people
around you grow and move up.
Right, Right. And you. In. Inthe culture is one of. Of doing that.
Dan Rockwell, who. Who writesthe, the Leadership Freak blog, which
I think is in every civilizedcountry there is and some countries
(16:54):
that aren't even thatcivilized and, and they read it everywhere.
But one of the things he saysis, is be a learn it all, not a know
it all.
Yeah.
And when you can have a. Whenyou can create a culture of being
learned at alls, you know, nowyou're really so far ahead of the
game. And as we know, youknow, leadership does be. You know,
(17:17):
you can, you can lead fromanywhere and have a certain amount
of influence, but the cultureof leader, the culture of a company
come at. Starts at the top andtrickles down.
Yeah.
So when you have a leader whois a learn it all and not only talks
about it, but actually showsthat when they communicate their
(17:42):
desire to learn. Well, nowyou've got a whole bunch of people
who are now looking at thatand saying, oh, yeah, okay, that's
acceptable, you know, atlearning, asking questions, admitting
I'm wrong and trying to growis not something that's punished,
it's something that'srewarded, you know.
Right. Key thing, reward. Andthat's a huge, that's a huge aspect
(18:05):
of it, you know, and. Youknow, you know, I know that. And
you. This is actually in someof the things that you've talked
about and I. One of the thingsabout leading today and people share
this and, and I think it'simportant to kind of bring up is
so many people think that theyhave. Or that, that when they're
(18:31):
thinking of serving, it'sdoing for other people. But in actuality,
we're not doing the work for them.
Right, right, right, right,right, right. No, we're equipping.
We're, you know, we'recreating the environment for them
to, to succeed. And thatdoesn't happen by just doing the
things for them. And that wasanother thing I had to learn big
time. You know, I was thatperson who said, no, if it's going
(18:54):
to be done right, I'm going tohave to do, you know, and you can't
grow that way. You cannotscale that way.
And so talk about that alittle bit more because they're talking
about scaling and leadershipand, and where that. Because, because
that's also. There's scalingties when it also ties into burnout
or if to helps reduce burnout, too.
(19:16):
Yeah, yeah. Well, when you'vegot people. And I mean, I'm very
fortunate. And now at thispoint in my career, in my business,
we have, I have, I don't thinkany employees, but we have a team
of people that work with us.So. So yeah, while we're paying them,
it's still a volunteer armywhen you think about it, because
it ain't right. So, so right.Which is, which is wonderful. And
(19:36):
we have such wonderful peopleon, on the team. Okay. But if I was
to try to do what they do andtry to do their job, it would, it
would not come out rightbecause they're really good at what
they do. You know, I'm good ata couple things. Okay. And I'm, I,
I feel very confident withthose couple of things, but I'm not
(20:00):
confident that I can do awhole bunch of different things because
I can't. Can't. Okay. So I'vegot to be able to, to lead them to
understand what it isbasically I am looking for and then
let them do it. It means Ialso have to be unattached to the
idea that there will bemistakes made. Now that's not, that
(20:22):
doesn't mean you, you abdicateresponsibility for that happening,
but it means you've got to beokay with people making mistakes.
Okay. And being able to decidefirst of all what you're going to
correct and bring up and whatyou're not. Okay? Because you have
to make the decision. If I'mtoo specific about this and it's
(20:45):
not a hill worth dying on,it's not a, is that going to discourage
them more than encourage them,you know, so you want to make sure
when you're going to, to, torespectfully call out on those things
that are non negotiable.Right. You can't do that all the
time. Right. It's got to be sothat they know, hey, if he's saying
(21:07):
this and he's saying thisabout this specific thing that he
was not happy with, okay, it'sa big thing. But if you're picking
apart everything they'redoing, not only, you know, are you,
are you not going to be aseffective, but they're going to start
walking on eggshells andthey're going to be afraid of making
mistakes and then they're notgoing to do the things they do well.
(21:30):
Really well. That was toughfor me. But I, but I say this as
though I was always good atit. I was not. I was not. This is
something I really had to workon because it's like, well, how can
you not point it out if it's,you know, how can you not, you know,
I was just attached to ithaving to be perfect and everybody
doing things as I would wantit to be done. That's not, that's
(21:55):
not how you scale.
Right. And key thing that youjust said, there's a couple, I think
there's a lot of key lessonsin there. It's as, as you said, as
I want it to be done, I want.
Right, right.
And so letting people knowthat they can make mistakes and let
them know that, you know,maybe you gave them the procedure
(22:15):
of how you have had it done,but they might actually get it done
differently, end up with thesame outcome or maybe a similar outcome.
And that's still okay becauseby allowing them to think and, and
do it the way that it worksbest for them, magic can happen and
you might find something andlearn something new.
(22:36):
Oh, gosh, absolutely. And I,I, I always loved what Zig Ziglar
said be, be, be flexible onstrategy, but immutable on principle,
you know. And so, you know, sowhen it comes to the values of the
company and what I'm lookingto accomplish and what we're looking.
(22:57):
No, there's a certain partthat, you know, the values are the
values and those will not becompromised. But in terms of the
strategy, I had to learn to be flexible.
Yeah. And that's, you know, Iwant to actually kind of stick stuff,
stay on the values part for aminute because I think that's something
that is really important thatmaybe that, that I have seen. Like,
(23:20):
you know, I think about mycareer. When I first got into the
corporate world, I was inmagazine publishing. And I think
back to the first company Iworked for, I had no idea what the
values were. I had no ideawhat the values of my management
team happened to be.
That's something.
(23:42):
Yeah. I then even the, eventhe other companies that I went to,
I remember one company yousaw, if you ever saw the CEO walk
in the, walk down the hall,you're like, oh, gotta go. And, and
I think about how, like howwrong that is. Right. And so, you
(24:04):
know, and I don't mean thatvalues just, you know, a lot of times
what I see happening now isthat people will write out their
values and the mission of thecompany. They put it on a pretty
plaque and, or, you know, orthey write it down in their, their
operating, you know, to createtheir business plan and then they
forget about it. And I thinkit's, I really truly believe that
(24:25):
values have to be front and center.
Absolutely. Robert Glazier.Bob Glazer does a Friday forward
calls it email and he's got acouple books out now and his latest
one is on, on, you know, oncreating values and so forth. If
you get a chance to look himup, I mean he's done some, there,
there's a few people actuallyhave done some great work with that.
(24:47):
But he is really, he, he runsa nice sized company in the Boston
area, which you and I are bothfamiliar with. And, and, and, and
the, the, that, you know,having those values and being able
to effectively communicatethem is something he has really ma.
Very, very successful. Hiscompany is very successful. And I
(25:08):
know he credits a lot of it to that.
Yeah. And I think it's soimportant. Yeah. So, you know, if
I, if you're, if there's aleader today, how do you, what do
you think is the best way forthem to communicate those values?
Well, they say when you dothat, that, you know, that you can't.
(25:32):
They say you can't overcommunicate them because like an
advertising campaign, it takesa while for it to sink in, you know,
and I've always thought thatadvice was pretty good because we
know that nobody is thinkingabout something as important that's
important to us as much aswe're thinking about something. Right.
(25:54):
That's important to us. So, Imean, the leadership does create
the value system and whetherit's that one leader or whether that
leader was bringing in a, youknow, a team around them to determine
what, you know, to, to, tocommunicate, to, if I'm using the
right word, demarcate, youknow, to, to put those values down
(26:15):
on, on paper, you know, andthen it's a matter of, of, you know,
creating that environmentwhere those leaders are able to continue
to, you know, to, to thepeople who report to them and the
people who report to them tomake sure those values trickle down.
Yeah. You know, and, and, butagain, I, you know, I'm not sure
you can, you know, maybe youcan over communicate if you're just,
(26:36):
you know, saying it, you know,again and again and again and again.
But boy, it'd be tough to do,you know, it would be, it would be.
But I think it's thatcombination of speaking it and living
it that, you.
Know, is so important. Right.Speaking it and loving it, you know.
You know, Bob, I could talk toyou for hours because I think the
whole philosophy go givers isso important and to help others.
(26:57):
And you know, I, I've got,I've listened to the series, I've
got the endless referralsbecause I'm like, you know, I'm a
big, I'm a big believer innetworking. And so I have another
company called Missing LinkNetwork. And, and I truly believe
that networking is, is not.And I, I say this to people all the
(27:21):
time. If you're walking into aroom to network, it's not about you,
it's about the other person.What can you do?
Oh, exactly.
Make it about the otherperson. And don't. And, and not to
be the monkey, you know,that's always looking around too.
Right.
You know, be focused on theperson that's in front of you.
Yeah. Oh, that's the, youknow, that, that's the key. I, you
(27:42):
know, I, when people saynetworking, they have different.
People have differentdefinitions and they're usually unconscious
definitions. But so manypeople think networking is about,
you know, handing out abusiness card to everybody you meet
and saying really cleverthings like, hey, you know, if you
were Somebody, you know, needsa witch. Mahousi. Feel free to call
any time. Anyway, any. Danny,hi. You know, and, or let's do lunch,
(28:02):
you know, and that's, that'snot networking. That's, that's actually,
I'm not sure what that is, butit's not what we would consider networking.
Like, like most things, weneed to define really what it is.
My personal definition ofnetwork, I'm not saying this is the
only definition, but it's justmine is simply the cultivating of
mutually benefic give andreceive, win win relationships. And
(28:25):
the emphasis is on the givepart. And from that very first moment
you meet that person, how doyou communicate value to that person?
Well, you become, as you said,making it about them. You're interested
in them, you're asking themquestions. Not, not, you know, salesy
intrusive, invasive type ofquestions, but questions in which
you ask them about themselvesand that they enjoy answering and
(28:49):
that they feel good about. Andit begins to establish that. So you
know, it's all, it's all abouthow we define and then how we go
about living that definition.
Yeah. And it's so true. And weneed to, and that also goes back
to, to me, the values is thatas the values, each and every one
of us has certain values thatwe embodied and we need to live those.
(29:10):
Live those. We don't want tobe the used car sales 1. At least
no one, I think wakes upthinking I want to be used cards.
Like that kind of what we didthink about. Nothing against used
car salesman, but, but.
The stereo, the stereotype.The caricature. The caricature, yeah.
The character of that. Right.The crazy avatar of that. Right,
right. So, you know, we don'tthink about that and we want to be
(29:33):
that person that people thinkof. You want to be the person that
we think of. If, you know,you're thinking about, oh, what's
a great book to read? Oh, BobBurke has great books to read or
great leadership. Like who,like you want people to think of
you. And a lot of that is justbecause you make them feel good and,
and, and you didn't come atthem with a pitch.
(29:55):
Yeah, absolutely. Sure. Yeah.
So Bob, what's. What's next onyour agenda? What's. You know, and
what is the best way forpeople to connect with you and, and,
and besides going to yourwebsite? Because we know that we
got to go to. We gotta. Youguys all need to go to get, get his
daily email.
Well, thank you. Yeah, that,you know, that's pretty much the
best place to. To find me thisBurg. Burg, excuse me dot com. So
(30:19):
yeah, and again, I wish youwonderful success with your new book.
I just love the idea of it andI just, wow, excited for you. I know
you're gonna do great thingswith that.
Thank you. I really appreciateit. Well listeners, if you have gotten
value out of this as I'm sureyou have, please do me two favors.
One is hit. Subscribe to thepodcast number two, please go to
(30:42):
Bob Burg's website berg.comand subscribe to his daily email
and connect with him. And ifyou have not read all of his books,
do me a favor, go on toAmazon. They actually have a whole
gift set of them. Get that,get that thing. I'm going to put
a link in the show notes onthat too.
Thank you. That's very kind.
Thank you so thank you so muchBob for being an amazing guest and
(31:05):
thank you listeners. This isthe unstoppable leadership spotlight
where we hear from gamechanging leaders and their remarkable
insights. So thank you so much.
Well, hello everybody andwelcome to another amazing edition
of the Unstoppable LeadershipSpotlight podcast. I am your host
Jaclyn Strominger and on thispodcast we hear from amazing leaders
and their game changinginsights. And today I have the absolute
pleasure of interviewing andspeaking with one of my heroes, Bob
(01:19):
Burg. If you have not listenedto Bob Burg or read any of his books,
go get them and we'll talkabout those in a second. But Bob
Burg is the co author withJohn David Mann of the international
best selling business parablethe Go Giver which has sold well
over 1 million copies and hasbeen translated into 30 languages.
(01:40):
And he is the founder of theGo Giver Academy and online resources
resource featuring the SuccessVault, which is really a great vault
of information and an advocateof free markets. And he runs an,
he is an unapologetic animalfanatic. Love all animals myself.
And you can learn more aboutBob and subscribe to his daily Impact
(02:02):
email, which is a daily emailthat comes to your inbox@berg.com
so welcome Bob to theUnstoppable Leadership Spotlight
podcast. I'm like, like, likeI said before, I'm in awe. Right.
I'm like, you're my hero.
That's so sweet. Thank you,Jaclyn. And congratulations by the
way on Charting True North.Wow, very exciting. I know that's
(02:24):
going to sell big and touch alot of people's lives, you know.
Thank you. Yeah, so it's, it'smy new book and I co authored it
with somebody that I actuallymet on a podcast and it is a leadership
workbook. So but speaking ofleadership, you have the Go Giver
series. You, which is, you'vegot Go Givers, Go Giver, Influencer
(02:47):
selling. I think there's evenone on marriage.
Yeah, My co author, John Davidman and his wife, they did the marriage
one. Okay. John David Mann andhis wife Anna, Anna Gabriel man.
And yeah, they did a fantasticjob. They, they were nice enough
to ask me if I wanted to tryauthor. You know, tri. Instead of
co author, try author. But I'mnot married and I thought, you know,
(03:10):
there's a little lack ofcredibility. Someone, you know, try
authoring a, a book onmarriage who's not actually married.
But, but no, they have awonderful marriage, great people
and they, they really wrote aremarkable book. They did a fantastic
job with it.
So I want to get to, you know,Go Givers again, millions of copies
sold. There are companiesthat, and people that live by the
(03:33):
Go Giver philosophy. And soyou know, when you're talking about
Companies. And I want to thinkabout more about leadership because
this is where we really wantto influence great, great leaders.
How does, how does a leaderbecome a go giver and not somebody
(03:53):
who, you know, just lives thatand I guess you could say embodies
that.
Okay, so yeah, it's a greatquestion. So let, let's kind of just
take the premise of what weeven mean by go giver. And while
the, you know, the first bookin the series was written for entrepreneurs
and we then came up with thego giver leader and and so forth,
it's the same it no matter whoit is. So a go giver would be someone
(04:19):
who has learned or maybealways intuitively knew that shifting
your focus. And I think thisis really where it all begins. Shifting
your focus from getting togiving. Now when we say giving in
this, in this context, wesimply mean constantly and consistently
providing immense value, valueto others and understanding that
(04:42):
doing so is not only a, a morefulfilling way of conducting business,
of selling, of leading whathave you, it's the most financially
profitable way as well. Andnot for any kind of way out there.
Woo woo. Magical, mysticalreasons. Oh, just give and do good
things and good things willget. No, nothing like that at all.
(05:03):
It's actually very practical.It's very, it's very rational when
you think about it. And thatis when you're that person who can
take your focus off ofyourself and place it on serving
others. And as a leader, whatdo we do? We serve others, right?
So whether we're talkingsales, entrepreneurship, leadership,
(05:25):
when you can focus on servingothers, discovering their needs,
their wants, their desires,understanding and helping them to
overcome their problems andchallenges, when you can make it
not about yourself, but aboutmoving them closer to happiness.
People feel good about you,they feel great about you, okay?
(05:47):
They want to, they want to getto know you. They like, they trust
you, they want to be inrelationship with you, they want
to follow you, they want to bepart of your life, they want to be
part of your business ororganization. And you know what?
They want to tell the worldabout you. They want to be what we
call in the first book yourpersonal walking ambassador. But
it all begins with being sure,internally motivated, but outwardly
(06:12):
focused.
So, so I love that. And whenas you're speaking, the, the one
of the biggest things that's,that comes into my brain is the difference
between as a leader, you know,managing versus leading. And I think
there's, you know, I love tosay we can manage a flock of sheep,
(06:36):
but we need to lead People.Right. We really need to lead people.
And there's a huge differencein there, I think.
So I've heard a lot of people,as well as some really notable leadership
management people say there'sno difference. I disagree. But I've
also heard more say there is.And you know, and, and, and by the
(07:01):
way, both are important.Leaders are important, managers are
important. Each have a role.Okay. And there's some overlap, but
really, I think leadership'sa, A just a different analyst. It's
a difference between mentoringand coaching, if you will. You know,
it's. They're. They'recousins, right?
Yes.
Yeah. But when we talkleadership, what we're really talking
(07:23):
about is what can you do to.To build others around you. We're
not talking about managingschedules. We're not talking about
keeping this here and thisthere. We're talking about how do
you make other people's livesbetter? How do you help bring out
their best? How do you tapinto what drives and motivates them
in such a way that you maketheir lives better and improve the
(07:47):
operation of the team itself?
You know, and, and so the, thequestion I have is, if I'm. If I'm
a leader and I'm looking at myteam and I need to be that better
leader, what is one of the.What is the first thing I need to
do to help lift them up?
(08:08):
Well, I mean, in a sense,although it's always about the other
person, we still have to workon ourselves and we've got to become
equipped. And I remember in,in my case, you know, when I let.
Jumped from sales to a sales.What they called sales management,
(08:30):
but what is really salesleadership, I was not good. I was
a good producer. I was areally good salesperson. I had learned
sales. I had practiced sales.I had done sales. Right. Then you
go up to sales manager, slashsales leader. Well, now it's a whole
different thing. I stunk atit. I was just.
(08:50):
I was horrible.
Okay. So I realized that I didnot have the knowledge to do this
to myself. So fortunately, oneday, a woman who I was dating, her
mom got me a book from JohnMaxwell. Oh, yeah. And it was called
(09:11):
Bill. It was actually, I thinkit was his third book, Building the
Leaders around you. Okay. Now,it was a great book. But I also knew
I needed to get his two booksbefore that, I needed Building the
Leader, you know, within you.But his first book, that. Which I
think was the third one I readof his was the 21 irrefutable laws
of leadership. And his firstlaw, which was the law of the lid,
(09:36):
was all about the fact thatyou can only go so far in leadership
as your own personal lid. Inother words, you had to improve yourself
before you could then leadothers with any kind of success.
So that said to me, so I, youknow, back then it was cassette tapes.
And so I, I subscribed to hismaximum impact thing that he had,
(10:01):
and I would get his tapes andI get his books and I'd say, right.
And so I just, I, I started toreally love just the idea of leadership
once I realized how little Iknew about it and how much I wanted
to, to learn about it. So Ithink that first part is, you know,
doing an assessment of whereyou are as a leader right now and,
you know, making the point toincrease or higher, not higher, improve
(10:27):
your lid. Yeah, exactly. Okay,now, you know, so you're doing that.
And now the, the question thenbecomes, well, how do I make other
people's, you know, how do Ilead my team in order to make their
lives better, to help them?How do I help make their lives better
as I tie in, you know, mymission or the company mission with
(10:51):
their needs, wants, anddesires? Okay. And that's where the
focus has to be on them. Youknow, Dale Carnegie said something
of the many brilliant thingshe said in his career and in his
book how to Win Friends andInfluence People. I think his underlying
premise was summarized in, inone statement. And, and Jaclyn, that
(11:14):
is where he said, ultimately,people do things for their reasons,
not our reasons.
Right.
Okay. And so I think thenumber one thing a leader can do
when they're in now into thatpart about building others is, is
to ask themselves thequestion, what do they want to do?
(11:39):
What are they looking for? Imean, this is so simple, really.
I mean, I, I wish I could saysomething really profound.
There's nothing profound aboutyet. But, Bob, it is in the sense
that I think one of the thingstoday, and, and correct me if you're,
if, if you, you know, if youthink differently, but I think one
of the biggest things today isthat we forget about the, A lot of
times leaders forget about thepeople or that, that you're on my
(12:03):
team, but, and I've hired you,I've brought you in, but do I get
to know you? Do I ask thatquestion? Do I spend the time and
say to you, if you're on myteam, hey, Bob, you know what your,
your job is, blah, blah, blah,whatever that is. And yet I want
to be curious, like, what doyou want to do? Where do you want
(12:24):
to go in your life, where doyou see yourself? What are your dreams
and aspirations? And if wedon't ask those questions of the
people that are in our fold,we have no idea really how to lead
them.
Oh, oh, exactly, exactly. AndI think a person who is so wonderful,
there's a great friend ofmine, Jeff west, he had a wonderful
(12:48):
sales career as a salespersonand then as a sales manager leader
with a major, major insurancecompany. I won't mention the name,
but it rhymes with halflacand, and quacks like a duck, you
know, but, but, you know, oneof the things he talks about is what
he called the invertedpyramid. And he says, you know, so
(13:11):
many leaders come on as thoughthey're at the top and everyone else,
you know it. And he says, no,no, invert that pyramid. He said,
you're the servant leader. Youknow, you're that person who's there
to serve them. And as youknow, one of the best ways to serve
is to find out, what are theirreasons? What do they want? How can
I make their lives better? Howdo I equip them?
(13:31):
Right.
Again, so, so basic and yet. So.
Yeah, it's so. It is basic,but, you know, and, and you just
made me think about. It'slike, you know, if you, if you don't
understand servant leadership,think about the server who you absolutely
love, the restaurant that youlove, and what does that server do?
They ask you what they wantyou. They ask, you know, you ask
(13:53):
a question. What kinds of fooddo you like? How can I help you steer
you in the right direction tothis menu? Have you been here before?
You know, and they askquestions so that they can understand
what you, what you want as a,as, you know, sitting down at that
table, but you don't knowunless you ask the questions. So
I, I think that's where I feellike we, we. We start to. Leaders
(14:16):
today forget to ask those questions.
I think so. And then what dothose questions do? When you do it
successfully, it leads you toknow what they, what they need and
how best to equip them. Acouple of great friends of mine,
Marnie Stockman and NickColiglio, they wrote a great book
called Leave It Like Lasso,which was based on the, you know,
(14:38):
I don't know if you watch the,the show, if you, if you were.
I love that. I love the show.Great quotes. Like, oh, oh, just
brilliant. Yeah, we're talkingabout not judgmental, right?
Yeah. Yeah. And so, and so myfavorite scene in the whole thing
was when he bought A book foreveryone on the team. And each one
(15:01):
of those books was the bookthat person really needed to. To
read.
Right.
And he could only know thatthrough first getting to know them
all, observing them, beingcurious, not judgmental.
Right.
And, and, and then gettingthem what they need that tied in.
You know, he could have gotteneverybody the same book and said,
(15:22):
here's a great book andeverybody. No, but he got everybody
individual. I thought that was brilliant.
You know, is so. It is. It istruly brilliant. And I think, you
know, and there's. There. Ilove that show. It's. And I'm so
happy that it's coming backand there's so many great quotes
in it and we've. It's a, It'sa, It's a show that I love to repeat,
you know, watch again andagain. Not because I know what's
(15:45):
happening, but because I lovethe Nuggets. It's the Nuggets. And
it's, It's a great. And so I,My. I've watched it twice with my
son, like the, you know, episode.
Oh, good for you. Yeah, yeah, yeah.
So you said something also,you know, Dale Carnegie had, you
know, great words and, and Ilove one of the things that he said.
(16:08):
And I think this is also kindof key when it comes to leadership
is. And being a great being inthat servant role is when you, you
want to hire people who areactually smarter than you.
Oh, yeah, right.
That's one that stuck out tome. And that you hire them so that
you can help bring them up.And you've got to remember, in order
(16:31):
for you to grow and, and moveup, you want to help the other people
around you grow and move up.
Right, Right. And you. In. Inthe culture is one of. Of doing that.
Dan Rockwell, who. Who writesthe, the Leadership Freak blog, which
I think is in every civilizedcountry there is and some countries
(16:54):
that aren't even thatcivilized and, and they read it everywhere.
But one of the things he saysis, is be a learn it all, not a know
it all.
Yeah.
And when you can have a. Whenyou can create a culture of being
learned at alls, you know, nowyou're really so far ahead of the
game. And as we know, youknow, leadership does be. You know,
(17:17):
you can, you can lead fromanywhere and have a certain amount
of influence, but the cultureof leader, the culture of a company
come at. Starts at the top andtrickles down.
Yeah.
So when you have a leader whois a learn it all and not only talks
about it, but actually showsthat when they communicate their
(17:42):
desire to learn. Well, nowyou've got a whole bunch of people
who are now looking at thatand saying, oh, yeah, okay, that's
acceptable, you know, atlearning, asking questions, admitting
I'm wrong and trying to growis not something that's punished,
it's something that'srewarded, you know.
Right. Key thing, reward. Andthat's a huge, that's a huge aspect
(18:05):
of it, you know, and. Youknow, you know, I know that. And
you. This is actually in someof the things that you've talked
about and I. One of the thingsabout leading today and people share
this and, and I think it'simportant to kind of bring up is
so many people think that theyhave. Or that, that when they're
(18:31):
thinking of serving, it'sdoing for other people. But in actuality,
we're not doing the work for them.
Right, right, right, right,right, right. No, we're equipping.
We're, you know, we'recreating the environment for them
to, to succeed. And thatdoesn't happen by just doing the
things for them. And that wasanother thing I had to learn big
time. You know, I was thatperson who said, no, if it's going
(18:54):
to be done right, I'm going tohave to do, you know, and you can't
grow that way. You cannotscale that way.
And so talk about that alittle bit more because they're talking
about scaling and leadershipand, and where that. Because, because
that's also. There's scalingties when it also ties into burnout
or if to helps reduce burnout, too.
(19:16):
Yeah, yeah. Well, when you'vegot people. And I mean, I'm very
fortunate. And now at thispoint in my career, in my business,
we have, I have, I don't thinkany employees, but we have a team
of people that work with us.So. So yeah, while we're paying them,
it's still a volunteer armywhen you think about it, because
it ain't right. So, so right.Which is, which is wonderful. And
(19:36):
we have such wonderful peopleon, on the team. Okay. But if I was
to try to do what they do andtry to do their job, it would, it
would not come out rightbecause they're really good at what
they do. You know, I'm good ata couple things. Okay. And I'm, I,
I feel very confident withthose couple of things, but I'm not
(20:00):
confident that I can do awhole bunch of different things because
I can't. Can't. Okay. So I'vegot to be able to, to lead them to
understand what it isbasically I am looking for and then
let them do it. It means Ialso have to be unattached to the
idea that there will bemistakes made. Now that's not, that
(20:22):
doesn't mean you, you abdicateresponsibility for that happening,
but it means you've got to beokay with people making mistakes.
Okay. And being able to decidefirst of all what you're going to
correct and bring up and whatyou're not. Okay? Because you have
to make the decision. If I'mtoo specific about this and it's
(20:45):
not a hill worth dying on,it's not a, is that going to discourage
them more than encourage them,you know, so you want to make sure
when you're going to, to, torespectfully call out on those things
that are non negotiable.Right. You can't do that all the
time. Right. It's got to be sothat they know, hey, if he's saying
(21:07):
this and he's saying thisabout this specific thing that he
was not happy with, okay, it'sa big thing. But if you're picking
apart everything they'redoing, not only, you know, are you,
are you not going to be aseffective, but they're going to start
walking on eggshells andthey're going to be afraid of making
mistakes and then they're notgoing to do the things they do well.
(21:30):
Really well. That was toughfor me. But I, but I say this as
though I was always good atit. I was not. I was not. This is
something I really had to workon because it's like, well, how can
you not point it out if it's,you know, how can you not, you know,
I was just attached to ithaving to be perfect and everybody
doing things as I would wantit to be done. That's not, that's
(21:55):
not how you scale.
Right. And key thing that youjust said, there's a couple, I think
there's a lot of key lessonsin there. It's as, as you said, as
I want it to be done, I want.
Right, right.
And so letting people knowthat they can make mistakes and let
them know that, you know,maybe you gave them the procedure
(22:15):
of how you have had it done,but they might actually get it done
differently, end up with thesame outcome or maybe a similar outcome.
And that's still okay becauseby allowing them to think and, and
do it the way that it worksbest for them, magic can happen and
you might find something andlearn something new.
(22:36):
Oh, gosh, absolutely. And I,I, I always loved what Zig Ziglar
said be, be, be flexible onstrategy, but immutable on principle,
you know. And so, you know, sowhen it comes to the values of the
company and what I'm lookingto accomplish and what we're looking.
(22:57):
No, there's a certain partthat, you know, the values are the
values and those will not becompromised. But in terms of the
strategy, I had to learn to be flexible.
Yeah. And that's, you know, Iwant to actually kind of stick stuff,
stay on the values part for aminute because I think that's something
that is really important thatmaybe that, that I have seen. Like,
(23:20):
you know, I think about mycareer. When I first got into the
corporate world, I was inmagazine publishing. And I think
back to the first company Iworked for, I had no idea what the
values were. I had no ideawhat the values of my management
team happened to be.
That's something.
(23:42):
Yeah. I then even the, eventhe other companies that I went to,
I remember one company yousaw, if you ever saw the CEO walk
in the, walk down the hall,you're like, oh, gotta go. And, and
I think about how, like howwrong that is. Right. And so, you
(24:04):
know, and I don't mean thatvalues just, you know, a lot of times
what I see happening now isthat people will write out their
values and the mission of thecompany. They put it on a pretty
plaque and, or, you know, orthey write it down in their, their
operating, you know, to createtheir business plan and then they
forget about it. And I thinkit's, I really truly believe that
(24:25):
values have to be front and center.
Absolutely. Robert Glazier.Bob Glazer does a Friday forward
calls it email and he's got acouple books out now and his latest
one is on, on, you know, oncreating values and so forth. If
you get a chance to look himup, I mean he's done some, there,
there's a few people actuallyhave done some great work with that.
(24:47):
But he is really, he, he runsa nice sized company in the Boston
area, which you and I are bothfamiliar with. And, and, and, and
the, the, that, you know,having those values and being able
to effectively communicatethem is something he has really ma.
Very, very successful. Hiscompany is very successful. And I
(25:08):
know he credits a lot of it to that.
Yeah. And I think it's soimportant. Yeah. So, you know, if
I, if you're, if there's aleader today, how do you, what do
you think is the best way forthem to communicate those values?
Well, they say when you dothat, that, you know, that you can't.
(25:32):
They say you can't overcommunicate them because like an
advertising campaign, it takesa while for it to sink in, you know,
and I've always thought thatadvice was pretty good because we
know that nobody is thinkingabout something as important that's
important to us as much aswe're thinking about something. Right.
(25:54):
That's important to us. So, Imean, the leadership does create
the value system and whetherit's that one leader or whether that
leader was bringing in a, youknow, a team around them to determine
what, you know, to, to, tocommunicate, to, if I'm using the
right word, demarcate, youknow, to, to put those values down
(26:15):
on, on paper, you know, andthen it's a matter of, of, you know,
creating that environmentwhere those leaders are able to continue
to, you know, to, to thepeople who report to them and the
people who report to them tomake sure those values trickle down.
Yeah. You know, and, and, butagain, I, you know, I'm not sure
you can, you know, maybe youcan over communicate if you're just,
(26:36):
you know, saying it, you know,again and again and again and again.
But boy, it'd be tough to do,you know, it would be, it would be.
But I think it's thatcombination of speaking it and living
it that, you.
Know, is so important. Right.Speaking it and loving it, you know.
You know, Bob, I could talk toyou for hours because I think the
whole philosophy go givers isso important and to help others.
(26:57):
And you know, I, I've got,I've listened to the series, I've
got the endless referralsbecause I'm like, you know, I'm a
big, I'm a big believer innetworking. And so I have another
company called Missing LinkNetwork. And, and I truly believe
that networking is, is not.And I, I say this to people all the
(27:21):
time. If you're walking into aroom to network, it's not about you,
it's about the other person.What can you do?
Oh, exactly.
Make it about the otherperson. And don't. And, and not to
be the monkey, you know,that's always looking around too.
Right.
You know, be focused on theperson that's in front of you.
Yeah. Oh, that's the, youknow, that, that's the key. I, you
(27:42):
know, I, when people saynetworking, they have different.
People have differentdefinitions and they're usually unconscious
definitions. But so manypeople think networking is about,
you know, handing out abusiness card to everybody you meet
and saying really cleverthings like, hey, you know, if you
were Somebody, you know, needsa witch. Mahousi. Feel free to call
any time. Anyway, any. Danny,hi. You know, and, or let's do lunch,
(28:02):
you know, and that's, that'snot networking. That's, that's actually,
I'm not sure what that is, butit's not what we would consider networking.
Like, like most things, weneed to define really what it is.
My personal definition ofnetwork, I'm not saying this is the
only definition, but it's justmine is simply the cultivating of
mutually benefic give andreceive, win win relationships. And
(28:25):
the emphasis is on the givepart. And from that very first moment
you meet that person, how doyou communicate value to that person?
Well, you become, as you said,making it about them. You're interested
in them, you're asking themquestions. Not, not, you know, salesy
intrusive, invasive type ofquestions, but questions in which
you ask them about themselvesand that they enjoy answering and
(28:49):
that they feel good about. Andit begins to establish that. So you
know, it's all, it's all abouthow we define and then how we go
about living that definition.
Yeah. And it's so true. And weneed to, and that also goes back
to, to me, the values is thatas the values, each and every one
of us has certain values thatwe embodied and we need to live those.
(29:10):
Live those. We don't want tobe the used car sales 1. At least
no one, I think wakes upthinking I want to be used cards.
Like that kind of what we didthink about. Nothing against used
car salesman, but, but.
The stereo, the stereotype.The caricature. The caricature, yeah.
The character of that. Right.The crazy avatar of that. Right,
right. So, you know, we don'tthink about that and we want to be
(29:33):
that person that people thinkof. You want to be the person that
we think of. If, you know,you're thinking about, oh, what's
a great book to read? Oh, BobBurke has great books to read or
great leadership. Like who,like you want people to think of
you. And a lot of that is justbecause you make them feel good and,
and, and you didn't come atthem with a pitch.
(29:55):
Yeah, absolutely. Sure. Yeah.
So Bob, what's. What's next onyour agenda? What's. You know, and
what is the best way forpeople to connect with you and, and,
and besides going to yourwebsite? Because we know that we
got to go to. We gotta. Youguys all need to go to get, get his
daily email.
Well, thank you. Yeah, that,you know, that's pretty much the
best place to. To find me thisBurg. Burg, excuse me dot com. So
(30:19):
yeah, and again, I wish youwonderful success with your new book.
I just love the idea of it andI just, wow, excited for you. I know
you're gonna do great thingswith that.
Thank you. I really appreciateit. Well listeners, if you have gotten
value out of this as I'm sureyou have, please do me two favors.
One is hit. Subscribe to thepodcast number two, please go to
(30:42):
Bob Burg's website berg.comand subscribe to his daily email
and connect with him. And ifyou have not read all of his books,
do me a favor, go on toAmazon. They actually have a whole
gift set of them. Get that,get that thing. I'm going to put
a link in the show notes onthat too.
Thank you. That's very kind.
Thank you so thank you so muchBob for being an amazing guest and
(31:05):
thank you listeners. This isthe unstoppable leadership spotlight
where we hear from gamechanging leaders and their remarkable
insights. So thank you so much.
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