November 14, 2025 • 42 mins
AI isn’t the enemy — it’s the mirror.
In this brutally honest solo episode, Kellan Fluckiger dismantles the illusion of “online gurus” who sell confidence without transformation. As artificial intelligence begins replacing surface-level coaches, Kellan exposes the truth: if a $97 checklist can do your job, you were never leading — you were repeating.
This is not an attack on coaching. It’s a resurrection of authenticity, presence, and divine leadership in an era that’s trading depth for data.
Important Topics Discussed:
- Why fake authority is collapsing in the age of AI
- The rise of “checklist coaching” and what it reveals about the industry
- How authenticity will outlive every algorithm
- The difference between guiding transformation and selling templates
- Why real leadership can’t be automated or cloned
🔥 Ready to turn your truth into impact?
Join the Dream • Build • Write It Webinar — where bold creators transform ideas into movements.
👉 Reserve your free seat now at dreambuildwriteit.com
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Leadership is coaching. And ifit's not, it's not leadership. Welcome
to the show. Tired of the hypeabout living the dream? It's time
for truth. This is the placefor tools, power, and real talk so
you can create the life youdream and deserve your ultimate life.
(00:27):
Subscribe, share, create. Youhave infinite power. Welcome to your
ultimate life, the podcastcreated specifically for you to create
the life of purpose,prosperity and joy. And every episode,
I'm going to tell you thingsthat I know that I've learned that
(00:48):
make that happen. It's realand you can have it, and you can
have it today. This is not oneof those someday things where someday
I'll be happy. If you'rewaiting for that, that's really sad
because you don't need to now.One of the things that I'm really
focused on these days iscoaching, but not just coaching.
In the context of a coach whohangs a shingle and says, I'm a coach.
(01:13):
Hire me to xyz. I'm talkingabout leadership. Leadership is coaching,
and if it's not, it's notleadership. It sucks and you're not
getting the kind of resultsyou want. The old kind of leadership,
where we tell people what todo, is dead and good riddance. But,
(01:35):
you know, let's have itsfuneral and we'll play the dirge,
right? That's no fun. Thatkind of leadership never was. Now
I'm old enough to rememberbeing in a company where fear was
the motivator. Here's a story.I live. I didn't live. I worked in
a company, felt like I livedthere sometimes, but I worked in
a company where it was shiftwork, and that meant there were three.
(01:59):
Then we worked eights. Today,a lot of jobs work 12 hour shifts,
but we worked 8 hour shifts.And there was, you know, day, afternoon
and night shift, and the nightshift ended also at the beginning
of the day. Workers kind ofpeople and the. The job and, you
(02:20):
know, it doesn't matter whatit was, but it's. It's an important
job. Not air traffic control,but it's like power grid control.
You've seen those movies wherethey'll show the control rooms of
the power grid and there's allthese lights and things on the wall
and stuff like that. I workedin one of those places where you
had to have double doubledoors and man traps and stuff way,
(02:43):
way before anybody else did.Now that's all over the place. But
decades ago, that was truethere because, you know, you can
control so much and shut downeverything from there. But anyway,
so the night shift would endand part of the night shift was to
prepare a summary ofeverything that had happened yesterday
(03:07):
and, and over the night shiftby up to 7 o', clock, which is when
that night shift ended, and tohave it ready for day shift people.
So when I worked night shift,one of the things I had to do was
run around in the building andput report papers on certain people's
desks and you know, so theyhad a sense of what had happened
in the power grid overnightand where things were standing, what
(03:29):
the projections were for thecoming day. Are we going to have
enough power? What things arebroken, anything happen overnight
that was a big deal, all thatkind of stuff, and that's all normal
and to be expected. So the dayshift people, not the people on the
running the grid, but theleaders, the you know, the bosses
and VPs and you know, thatkind of stuff would know what was
going on. But anyway, the guythat was in charge of the, the, the
(03:55):
floor, the operating floor,used to come in on purpose a half
an hour before the night shiftended. And all the papers of course
were on his desk. And here wasthe deal. We all held our breath
because that leader was such ajerk wad in terms of his leadership
(04:19):
style. I'm not talking abouthim personally, I don't know that
much about his personal life,don't care to. But we all lived in
fear because we saw the lightgo on in the office and the office
was adjacent to the floor andit had a big window so he could see
out onto the floor and a doorof course, in that window. And we
all held our breath,especially the shift supervisor,
(04:41):
because more than 50% of thetime that leader would walk to that
door and put his hand up andsay, aiming, you know, at the shift
supervisor, meaning they hadto come in because there was something
not right about these reports.Now can you imagine that every time
(05:05):
you work night shift? Now atthat time, it was much earlier in
my career before I became aleader and went into leadership and
eventually C suite positions.But at that time I was just one of
the people running the powergrid and I wasn't the shift supervisor,
but I knew the visceral fearthat the shift supervisor experienced
(05:25):
between 6:30 and 7:00 clockwhen they were supposed to leave
because the next shift hadcome in to relieve us. And you know
that the door, you know, andyou know that was like come in, get
chewed out, get yelled at, gethow come you didn't? And you're too
stupid to know, whatever. Andyou know, that kind of leadership
(05:45):
now you've probably had thatkind of a job. And as I told that
story, you're probablythinking of the name of the person
who that was. And it was, itwas atrocious. His leadership style
was a disaster. And I don'tknow if it was his own insecurity
or lack of skill or if thatwas just the style of the time or
(06:06):
whatever. And I'm not, it'snot about that. But I want to talk
about leadership in terms ofcoaching and in terms of coaching
or leadership or selfleadership. So this is the same package.
And one of the things I'velearned both from being in the C
suite, managerial positionsbefore that, and a Coach now for
(06:29):
18 years, the author of 21books, you know that. Here's what
I've learned. There is nodifference between good self leadership,
leadership of a teameffectively, and good coaching. No
difference. Or the littledifferences are minor, minor, minor,
(06:52):
minor. And I'll tell you whatsome of them are right now. As a
leader of a team, you areresponsible for providing resources
for your team. So if theteam's got a project and they're
working on them, working onit, and it turns out they need more
money or some cooperation fromanother department or some other
stuff, you know, your job as aleader is go get that, go talk to
whatever leader you need toand make arrangements, that kind
(07:14):
of stuff, or put together across functional team, whatever it
is. So you're responsible toget the resources, both time, money,
cooperation, reports,information, whatever it is, so your
team can function at peakefficiency. That's not really the
same as self leadership,except there's something that's just
about like that. Because as aleader of yourself, you gotta have
(07:39):
the resources you need to keepyour body, your spirit, your mind,
your relationships healthy. Sohere's the thing. I do these podcasts.
Now, you don't know much aboutmy computer setup. It's not really
that important. But I havetwo, two monitors and they're not
high definition, they're not4K, they're 2K. So I have a couple
(08:04):
of 2K monitors. And one ofthem, we had a little power outage
the other day and that monitorfried, went black and never came
on. And it had been breakingfor some time. There was a static
problem at my desk. So everytime I moved a certain way, this
has gone on for two or threeyears, the left screen of my two
screens would go black andthen come back on. So it would interrupt
(08:25):
the power supply. That littlestatic you know how that works. You
resets your microwave clockand you know those kinds of things,
right? Anyway, finally thepower supply went bad and I had to
get a couple of new monitorsand now I wanted two of the same.
So I didn't just buy one, Ibought two monitors and I installed
those yesterday. Now that'sgetting the resources that I think
(08:45):
I need to be a good leader ofmyself. Because part of my work is
to love you and to lift youand to bless you and to encourage
you. In fact, that might bethe favorite part of my work. Because
I know something about you. Iknow you're divine, and that means
you came from a holy place. Iknow you have a mission. I know you
(09:06):
have a purpose. I know youagreed to it before you came, because
we all did. I also know thatyou've had a bunch of life experiences
that have beat you down.You've been hurt, you've been disappointed,
you've been wounded. Oftenthat dream that you feel feels beyond
your reach, like, I'll neverflip and get there. It requires powerful,
(09:26):
diligent, intentional selfleadership to get there. So whether
you're leading yourself oryou're leading a team of 10 or 50
or 100 or 500 that has a bunchof leaders separately. One of the
(09:47):
things that I remember veryvividly when I was the leader of
hundreds, I never had enoughpeople in the organizations. I was,
well, maybe in the C suite, Idon't know. But anyway, as a direct
leader of leaders, I didn'thave a thousand. So anyway, I had
hundreds. And. And so I wasresponsible to develop other leaders.
(10:10):
And I remember veryspecifically one leader I had, I
had promoted him. And I didn'tknow enough about leadership then
to interview for leadershipskills. I did what was done mostly
in those years, which was takethe most competent person, not necessarily
seniority, but the best one,and promote them into leadership.
(10:33):
That works sometimes,sometimes it doesn't. In this particular
case, this person had a reallywobbly opinion of their own leadership
skills. And so they werescared to death about how to get
their team to function and howto lead. And so that was the first
time I intentionally went towork to develop a leader. I need
(10:53):
to develop this leader. It wasthe first time I had. It wasn't the
first time I'd appointed aleader or chosen one or whatever,
but it was the first time itwas done. And it was clear that this
person was scared to death andlike emotional. Even in my office
saying, I don't know how to dothis and I'm Afraid of this, that
and the other. And if that hadthe feeling had been real in other
(11:15):
people's circumstances, Ididn't know it. But anyway, so I
went on a course of developingthis leader, and it was very successful.
And within one year, hereceived for the entire company the
Director of the Year awardbecause of his leadership. Now think
about that. He was so scared,he didn't know how to lead at all.
(11:37):
And now he's Leader of theyear. So my point there is not how
cool I am. My point is whenyou pay attention, you can develop
leadership in yourself and inothers. Now, we've been talking a
lot about AI. My Thursdayepisodes, the one that came out yesterday,
I think. I think this is aFriday episode, is. Yeah, this is
(12:01):
a Friday episode, is thesesolo episodes. And the Tuesday episodes
are one with a. A guest. AndThursday is about coaching and the
rise of AI. And I've beeninterviewing coaches now for several
weeks, and those conversationshave been amazing. If you're a leader
of any kind, you need tolisten especially to the Thursday
(12:23):
episodes. If you're a coach ofany kind, you need to listen to those
Thursday episodes this week.Excuse me, next week I'm recording
this on a Saturday. So nextweek, my new book, Coaching and the
Rise of AI is going to bereleased to the world. And you need
to read that if you're aleader of any kind and if you're
(12:45):
a coach. And here's why the.This thing we're calling AI, artificial
intelligence, although itisn't intelligence at all yet. It
is a fabulous researcher,collator, a really good writer, an
adaptive, you know, anadaptive program that does a lot
of really cool stuff, butintelligence isn't part of that yet.
(13:08):
Anyway, you need to watchthose episodes, Thursdays especially,
and the next few Fridayepisodes, because I'm also talking
about coaching, leadership andAI. So the. This development of what
we're calling artificialintelligence, AI, large language
models that have staggeringskills is going to change a lot of
(13:29):
stuff. Now, we've all read ifyou're a coach or if you're a leader,
you've read tons of leadershipbooks. You know, the Art of the Longview,
7 Habits for Highly EffectivePeople, the Art of Excellence, maybe
even the Art of Impossible bySteven Kotler. You know, lots of
books, thousands of books havebeen written on leadership, how to
(13:49):
Connect with People, how tolead, and anything older than 15
or 20 years, except maybeseven habits and some others are
useless anyway because theywere written in the emotional context
of. Of another era. The eratoday is One of connection, one of
guidance, one of love, one ofcaring, of bringing front and center.
(14:10):
All those emotionalintelligence skills that we used
to think were squishy until wegot the book Emotional Intelligence.
And we, you know, startedrealizing, oh, crap, it's not. But
we still call them softskills. They're not. They're the
most important. And that's whyI'm combining this conversation about
leadership, self leadership,group leadership, and coaching, because
it's the same thing.Leadership is no longer being the
(14:34):
boss. It never was. But that'show we used to get taught. You're
in charge and you have to tellpeople what to do. And if something
bad happened, it was yourfault. And crap rolls downhill. So,
you know, the peopleunderneath you got dissed or slammed
or whatever. That's noteffective. And it doesn't work. So
throw that out of yourideation, throw it out of your vocabulary,
(14:55):
and let's talk about what doeswork. Okay, here is. Here is our
opportunity as a coach, a selfleader, or a real leader. It's to
love people. What does lovemean? Love doesn't mean weird, squishy
stuff. It doesn't mean getsidetracked by somebody's personal
problems. It doesn't mean getso hooked up in drama that you lose
(15:18):
your leadership status. Itdoesn't mean any of that. You can
be the leader and care verydeeply. You can be the leader and
have everyone you lead knowfor sure that your empathy and your
connectedness and your lovefor them is real. Love is a choice
(15:41):
to serve someone in theirhighest and best interest. That's
what it really is, and it's averb. Now, if I'm a leader of myself,
let's talk about that. So if Ineed to get in shape, if I've allowed
my body to become unhealthy,maybe it's just out of shape. Maybe
(16:01):
there's weight, extra weightinvolved or whatever. If I've allowed
that to happen, going on anexercise and, you know, being more
careful about what I eat, I,you know, might call it a diet of
some kinds. But whatever, youknow, monitoring food, checking with
the nutritionist, getting yourhealth check, you know, doing some
(16:21):
exercise, those are acts oflove. Those are not acts of cruelty.
Those are not acts ofdiscipline in the sort of grumpy
way. Those are acts of lovebecause you're caring for your heart,
your body, the physicalcontainer of your spirit. If you
don't do that, we all know howthat affects us, right? We know when
(16:42):
we don't feel good physically,it's not fun Life isn't, you know,
enjoyable. So cut it out.Exercise some genuine leadership.
And all real leadership comesfrom love in the sense that which
is the deepest sense.Everything's for our highest and
best good. So let's talk aboutGod for a minute. Spirituality has
(17:05):
its foundation in God. Lots ofpeople tell me, well, I'm not religious,
meaning I don't subscribe toor attend any particular church or
have any dogma written on mywalls or something. But I am spiritual.
And to most people, as we diginto that, what that means is they
(17:25):
have a sense that there's agreater force at work. There's the
universe, higher self, call itwhatever you want to. I call it God
because I feel like that mostaccurately represents how we were
created. You got to remember Ihad a near death experience, actually
(17:46):
a death experience where Idied and wrote this book, Meeting
God at the Door, which was adoorway where I had three conversations
over three different days withGod when I died in 2018, which is
now seven years ago. So I callit God. But anyway, whatever you
call it, if you think aboutultimate leadership, that would be
(18:09):
the divine. Now the divineisn't running around interfering
in our lives, micromanaging.If he were, every single thing that
was, quote, right would bedone. There would be no wars, there
would be no pain and sufferingand all the rest, because God would
take care of that. And somepeople get raged, rage at the divine
(18:30):
and say, how come all this badstuff happens? If there were a God,
he wouldn't let that happen.And you know, there's a framework
to this. And part of it, atleast for me, means I understand
that there's a lot more tothis. It's not just these 70 or 100
years. There was a time beforeand a time after. And part of the
intention for this mortalperiod is to see what we make of
(18:55):
ourselves. Well, we can't seewhat we make of ourselves if we can't
make mistakes and even dohorrible things. So people do that.
There will be a recompense andthere will be a making right of all
that. So we don't need toworry about it. So in that context,
the leadership that Godexercises is he gives direction.
(19:17):
If we look specifically and welearn to both hear and trust our
intuition, he gives personaldirection. So general direction or
in the sense of standards ofmorality we've up to now mostly had
Judeo Christian sort ofprinciples that stem from things
like the Ten Commandments. Butthere are similar sets of directives
(19:42):
in all religious contexts andthey all sound about the Same. And
to me, that's clear andcompelling evidence that they all
came from the same divinesource. We've tried desperately in
the last little while, thelast 20 or 30 years, to make spirituality
(20:02):
and religion a thing ofchoice, meaning I get to choose whatever
I want for rules andcommandments and none of the rest
of it matters. Well, thatnever works because there's always
a conflict. Anyway, this isn'ta sermon. It's about leadership and
coaching. So leadership isdesigned to inspire, to lift, and
(20:24):
to provide direction. Now, ifyou're a coach, you want to do the
same thing. Some coachingmodels say, you know, you never tell
a client what to do, and youcan't anyway because they're going
to do or not do whatever theywant. But you help them by asking
some good questions that helpthem dig into their own thoughts
and patterns so they discoverthat they have either the answer
(20:47):
or. Or a next action that willlead to the answer. Well, that's
a lot. How the divine workswith us. There's some general directives,
and what I know for sure isthat if I seek, and I have learned
very powerfully and many yearsago now to. To hear inspiration and
(21:07):
intuition. I had thatconversation with someone just three
or four days ago aboutlearning to hear the difference between
what you want inside. I wantthis. I want this. And so it seems
like a good idea and realinspiration. There's a complete difference.
They feel different, they seemdifferent, and it's easy to tell
the difference if you learnthat. So. But AI, as it changes things,
(21:34):
can't provide intuition orinspiration. It can't love, it can't
bleed. It can't sit with theperson in silence or in a powerful
moment of introspection andinsight, the way I frame that is
the source is not for sale. Soeven if AI gets better, and it is
(21:56):
every. As I have been workingon this book, Coaching and the Rise
of AI that's out next week nowfor six months. It is. It is. AI
has doubled its skill andcapacity twice, double and double.
So right now it appears to meto be about four times faster, better,
(22:17):
more comprehensive, morecohesive than it was when we started.
It hallucinates a lot less.The research and direction and ideas
and suggestions that it givesare way better. And that's just in
these few months. So what thatsays for me is every hack, every
list, every checklist, everyleadership, you know, reminder, every
(22:39):
leadership approach, all ofthat's available on AI right this
minute. And its ability togather, synthesize, and present you
with exactly what you need isgetting better and better. All that
we have to learn to do is askit the right questions. That makes
it seem like, well, all theanswers are now for sale. Get a subscription
(23:02):
to an AI coach, leadershipcoach or personal coach for 97 bucks
a month. There you go. All thethings I know are in the checklist
right there. And if they'renot in the first checklist, I ask
a little better question andtell it to refine and this and that.
So it's in the checklist.Boom, boom, boom. 97 bucks a month.
That right there is what'sgoing to put 95% of coaches, leadership
(23:25):
coaches, business coaches,life coaches, out of business. Because
most people have been usingthose things as the genesis or the
basis or the power of theircoaching methodologies. That's going
to fail really fast because AIis and will be able to do that. But
the source, the divine, theuniverse, God, that's not for sale.
(23:46):
And the key difference,whether you're leading yourself or
leading a team or coachingsomeone else, you know, as a coach,
which is effectively goodleadership, if you, whether you're
leading them to discover theirpower within themselves, which is
often what we're doing ascoaches, or you're taking them places
they've never been before,which is also what leaders do and
(24:09):
coaches do. Attitudes, ideas,opinions. Think of a coach on a football
team or a basketball team, ora hockey team or baseball team. The
first game of the World Serieswas last night. I'm recording this
on the Saturday after that.You know, the coaches on those teams,
the pitching coaches, battingcoaches, the coach of the whole team.
Now, I don't know a ton aboutthe mechanics of pitching coaching
(24:33):
or batting coaching oranything else. You know, I've had
a little bit here and there,but I've never been a particularly
good softball or baseballplayer, so I'm not skilled at those
skills. But I am the worldclass expert at coaching, mindset,
attitude, leadership, selfleadership. And here's the difference.
(24:55):
The things that need to bedeveloped for personal leadership,
team leadership or coachingare a bulletproof truth that you
are capable. The way Idescribe that is you are worthy.
Your worth is infinite. Whywould that be true? Because some
(25:17):
places, many places in theworld right now, people are treated
like dirt. They're not worthanything. Lives are sacrificed by
the thousands and tens ofthousands. Think of that. Just painful
and absurd war in both Israelthat is at least right this minute,
has a ceasefire. And thishorrific thing that's going on between
(25:39):
Ukraine and Russia because ofthe whims of A madman. Tens of thousands
of people are dying again andagain and again. What kind of leadership
is that? It's not. But theworth of every individual soul is
infinite. God created each oneof us lovingly and carefully. The
(26:01):
tragic end, whether an infantdies in illness or a soldier dies
an essentially meaninglessdeath on a battlefield because of
a madman is a tragedy, butonly in our limited understanding.
It's only a tragedy because wedon't really understand the bigger
picture, the picture of theinfinite. And so when you get that,
(26:25):
you don't need to worry aboutthat. So let's just set that aside
and we'll say as long as weare here breathing air, we have an
opportunity to connect withthe divine and get direct and specific
leadership and information.You can't buy that connection. I
can't buy a 200amonthsubscription or $20 a month subscription
(26:47):
with ChatGPT or Grok or Geminior Claude or anything else that's
going to give me divineinspiration. It might give me beautiful
words, and in fact it doesbecause I've been using it for thousands
of hours as I prepared boththe university curriculum. I didn't
talk about that. I'm opening auniversity in January called the
Ultimate Life Uni. There itis. Ultimate Life Uni. I'm doing
(27:11):
that because I now know whatit takes to live the ultimate Life.
I live it, purpose, prosperityand joy every single day. And it
takes leadership. It takescoaching, which are the same thing.
It takes love, it takes somecontainer where we can feel the encouragement
we need. I have another, aclient who, I don't know if he coined
(27:33):
this phrase, but he uses it alot and posts it a lot on social.
And I love it. People needencouragement more than they need
advice. I love that. Of coursethey do. Because you know what? Most
of the time, it isn't that wedon't know what to do. We say that,
but it's not true. It is thatwe don't do what we know. That's
(27:56):
true. Whether you're leadingyourself in an effort to get more
healthy. It's whether you'releading yourself in an effort to
acquire a skill. It is whetheryou're leading a team in an effort
to get them to be moreproductive and behave more like owners
in the company that you guyswork for, or you're a coach, in which
case you're trying to doexactly the same thing. Get people
(28:19):
to take personal ownership oftheir lives, which you want them
to do as a team. If you're aleader in a company, personal ownership
of their lives, their jobs.And in order to do that, they got
to have a clear vision andmission of where the company's going
and their particular role inthat endeavor. You know what? Personal
(28:41):
leadership is the same. Youmust have a vision of where your
life is going. Just like ifyou work for a company, you need
to know where they're going.And it isn't just sell more stuff.
That's like a person for theirlife vision. Just saying make a bunch
of money. Well, if you've hadany life experience at all and you
(29:05):
all have, you know, thatboatloads of cash, I don't care how
big the boat is, doesn't buyhappiness. Just look, we just had
a famous music person, youknow, get convicted on a few charges
because why the excess ofmoney wrecked his life. That was
(29:26):
one of the explanations, youknow, the excess, the too much, the
having everything ruined hisjudgment and thoughts and stuff.
And we see that all over theplace. We see executives and Hollywood
celebrities and sportscelebrities commit suicide, enter
into addictions, ruinrelationship after relationship and
(29:46):
go crazy. So stuff isn't theanswer. So you can't say I'll be
happy when I'm rich, you know,you won't. A company has got to know
where it's going and theleadership provides that and communicates
it to those that work in yourlife. You are both the vision setter
(30:07):
and the worker. You may andshould get help with any of those
that matter. If you don't knowhow to set a powerful Burn the walls
down, Light your heart on fireeveryday vision, please talk to me.
Go to kellenfluecigermedia.comthis thing right here and there's
a contact form. I'd be happyto chat with you. Having a personal
(30:31):
vision about your life is, isnon negotiable. It's not a nice to
have working for the weekend.I gotta work so I have enough money
to pay the bills and party alittle and whatever. Oh, I, you know,
I lived like that. And thenwhen you make more money, it's oh
good, I buy more toys andparty a little harder. Buy more toys
and party a little harder. Andyour soul at every level of that
(30:53):
gets emptier and emptier.Down, down, down, down. Yeah, and
it sucks. Purpose in your lifeis no different than purpose in a
company. The vision statementis a vision statement. A mission
is the practical steps to getto that vision. And goals are smaller
(31:16):
versions of those practicalsteps. Those are non negotiable and
leadership is the way to getthere. Now when I Say the Source
is not for sale. I don't knowabout you, but I have learned through
my years that I really don'tknow anything. And I am delighted
(31:38):
when I can. And I do regularlyconnect with the Source, with God,
to get inspiration anddirection. I do that every day. I
don't even start my day anyday, not once in a while, any day
ever, until I have talked toGod and heard the voice of God and
I understand what I'm supposedto do, what would be good to do.
And you know what I notice? InGod's kindness and mercy, it's always
(32:01):
cool stuff. Like, we have thisvocabulary. If I have to do this.
That isn't how God works.Leadership, whether you're leading
yourself, whether you'recoaching others or leading a team,
it is a little bit likealchemy. There is some science and
(32:22):
there is some magic. Magic inthe sense that we don't understand.
I don't understand how thetransmission method works between
you and me and the divine. Idon't really understand how the transmission
of power works. When I'msitting with a client and we're just
deep in presence and suddenlythere is a shift in their mindset,
(32:49):
and you can see it on theirface and their manner and their shoulders
move and they. They change andthey sit up a little straighter and
wow, I didn't, you know, Idon't understand. We don't know what
the transmission method is. Wedon't understand how love is transmitted.
(33:09):
We know that love is a verband it is an action. Love isn't a
feeling. A feeling comes fromthe action. What I was talking about
in terms of AI is that AIcan't love. It can spout words. That's
(33:30):
why we know love isn't justwords. Because love is a. Is not
only a feeling, but is aseries of actions. AI cannot take
any action. AI cannot transmitthe feeling of belonging. AI cannot
transmit the feeling ofunderstanding and empathy. AI cannot
(33:50):
be with someone. You know,holding space is one way. People
describe that, as they make amental or spiritual or emotional
breakthrough, which meanssomething that had been limiting
them before. I now see, or younow see from a different angle. And
suddenly the things that werea problem before aren't. I had that
(34:15):
experience just a couple ofdays ago. I had the opportunity to
have a session with a womanwho does spiritual energy work and
actually moves into otherdimensions and sees struggles from
different angles and thentells us, tells me, told me what
she saw. And I'm not going torepeat what she saw here because
(34:39):
it's very, very personal. Itwas really powerful for me. It was
something I hadn't thoughtabout before and I loved it. I was
scared of it at first, for amoment, and then I realized this
is a liberating truth, thisnew thought and perspective is a
(35:00):
liberating truth if I let itbe so. The source, which is the fountain,
the wellspring of divine love,of capability, of value, of the infinite
worth of souls, of empathy andcaring, that's beyond the range of
(35:22):
the lines of code. So if youand I are going to stay powerful,
leading ourselves, leadingteams, leading our families, or coaching,
which is a form of powerfulleadership for clients, if we're
going to stay relevant, wehave to develop our ability to receive
(35:47):
intuition. We have to learn totrust it. We have to learn to help
others see through language,through sometimes wordless communication,
through acts of love andservice, through holding space, as
it were, which is a. I noteven sure I like that because it's
(36:10):
overused. But it meanscreating a safe emotional context
where truth, where power,where encouragement is real and flows
out of you as a coach or aleader and into someone else. Without
words. Think about that.Without words, that ability is not
(36:36):
for sale. It can be earned.It's moving from being a technician,
which is saying all the rightwords, having all the right frameworks,
asking all the right questionsand everything else to embodiment.
You're moving from being atechnician to a transmitter, from
selling deliverables toembodying power. It's easy to create
(37:06):
principles, ideas, frameworks,checklists, etc, and even to create
outcomes with those. It's acompletely different thing at the
same time because the outcomesare important. That's what people
hire coaches or promoteleaders for. At the same time, to
simply be a product of theproduct, be the embodiment of, of
(37:33):
leadership, of truth, ofintegrity, of love, of honesty, all
of those words. Because whenwe, when we are that, when we're
being that embodiment, peoplecan feel that. And we don't know
how that feeling istransmitted either. But you know
good and well when you talk tosomeone where your BS meter goes
(37:53):
off. I see that in a lot ofpolitical debate these days. So many
people are standing up, makingbold claims and accusing this, that
and the other. And when I lookat them, you can feel the dishonesty,
you can feel the shellblubbering words. And there is no
(38:17):
truth beneath that. As aleader or a coach, that's going to
be the only thing that keepsus in the game. Because AI is going
to do all the rest below thatlevel. The level of mastery required
for a good leader, whetherit's in your family or a leader of
yourself, is a truth teller,one who embodies and that means radiates
(38:44):
or leaks the truths that youteach. You know when you're speaking
to someone who speaks truth,there is a radiance about that. There
is a radiance about empathyand a radiance about caring and love.
Even if you're not getting theanswers you want, there is a space
(39:07):
that invites us to be betterand more powerful that is so inviting
and just all inclusive that werespond to that. We lean into it.
Our spirits and bodiesrespond. That's what real leadership
is. Content can be copied,principles can be copied, frameworks
(39:30):
can be prop copied better thanwe can. Because now AI Faster and
better has the ability tocollate dozens of systems and come
up with powerful cumulativeframeworks that are awesome and the
words blow your mind. Here'swhat I invite you to do. Check this
week where are you simply thetruth of what you teach and where
(39:57):
are you simply spouting scriptchange one area from spouting to
being don't talk aboutintegrity. Be every word you say.
This week one of my statementsin my document is I am my word. I
(40:19):
speak only truth. I do what Isay and I am who I seem with simplicity,
transparency and honor. Thatstatement reminds me a hundred times
a day to take care with allthat. And what that means then is
(40:42):
when I speak and interact withpeople they know that people commented
on all the time, they saystraight up to me, I know. And they
had try to emphasize thatword. I know you're telling me the
truth. You can have that. Andif you don't, your leadership skill
sucks. Your coaching skill isgoing to be replaced. Because the
(41:05):
only place to get that powerof truth is from the divine. And
you and I have access to that.But that has to be developed like
any other skill. Now if you dothat, then you're going to be a great
leader and a great coach andyou're going to have business running
out your ears and you'll beeither living immediately or well
(41:26):
on your way to creating yourultimate life. The sky. Never hold
back and you'll never ask why.Open your heart. And this time around,
right here, right now, youropportunity for massive growth is
right in front of you. Everyepisode gives you practical tips
(41:48):
and practices that will changeeverything. If you want to know more,
go to Kellen flukeygermenmedia.com if you want more free tools,
go here your ultimate life.Ca. Subscribe. Share. Stand with
your heart in the sky and yourfeet on the ground.
Leadership is coaching. And ifit's not, it's not leadership. Welcome
to the show. Tired of the hypeabout living the dream? It's time
for truth. This is the placefor tools, power, and real talk so
you can create the life youdream and deserve your ultimate life.
(00:27):
Subscribe, share, create. Youhave infinite power. Welcome to your
ultimate life, the podcastcreated specifically for you to create
the life of purpose,prosperity and joy. And every episode,
I'm going to tell you thingsthat I know that I've learned that
(00:48):
make that happen. It's realand you can have it, and you can
have it today. This is not oneof those someday things where someday
I'll be happy. If you'rewaiting for that, that's really sad
because you don't need to now.One of the things that I'm really
focused on these days iscoaching, but not just coaching.
In the context of a coach whohangs a shingle and says, I'm a coach.
(01:13):
Hire me to xyz. I'm talkingabout leadership. Leadership is coaching,
and if it's not, it's notleadership. It sucks and you're not
getting the kind of resultsyou want. The old kind of leadership,
where we tell people what todo, is dead and good riddance. But,
(01:35):
you know, let's have itsfuneral and we'll play the dirge,
right? That's no fun. Thatkind of leadership never was. Now
I'm old enough to rememberbeing in a company where fear was
the motivator. Here's a story.I live. I didn't live. I worked in
a company, felt like I livedthere sometimes, but I worked in
a company where it was shiftwork, and that meant there were three.
(01:59):
Then we worked eights. Today,a lot of jobs work 12 hour shifts,
but we worked 8 hour shifts.And there was, you know, day, afternoon
and night shift, and the nightshift ended also at the beginning
of the day. Workers kind ofpeople and the. The job and, you
(02:20):
know, it doesn't matter whatit was, but it's. It's an important
job. Not air traffic control,but it's like power grid control.
You've seen those movies wherethey'll show the control rooms of
the power grid and there's allthese lights and things on the wall
and stuff like that. I workedin one of those places where you
had to have double doubledoors and man traps and stuff way,
(02:43):
way before anybody else did.Now that's all over the place. But
decades ago, that was truethere because, you know, you can
control so much and shut downeverything from there. But anyway,
so the night shift would endand part of the night shift was to
prepare a summary ofeverything that had happened yesterday
(03:07):
and, and over the night shiftby up to 7 o', clock, which is when
that night shift ended, and tohave it ready for day shift people.
So when I worked night shift,one of the things I had to do was
run around in the building andput report papers on certain people's
desks and you know, so theyhad a sense of what had happened
in the power grid overnightand where things were standing, what
(03:29):
the projections were for thecoming day. Are we going to have
enough power? What things arebroken, anything happen overnight
that was a big deal, all thatkind of stuff, and that's all normal
and to be expected. So the dayshift people, not the people on the
running the grid, but theleaders, the you know, the bosses
and VPs and you know, thatkind of stuff would know what was
going on. But anyway, the guythat was in charge of the, the, the
(03:55):
floor, the operating floor,used to come in on purpose a half
an hour before the night shiftended. And all the papers of course
were on his desk. And here wasthe deal. We all held our breath
because that leader was such ajerk wad in terms of his leadership
(04:19):
style. I'm not talking abouthim personally, I don't know that
much about his personal life,don't care to. But we all lived in
fear because we saw the lightgo on in the office and the office
was adjacent to the floor andit had a big window so he could see
out onto the floor and a doorof course, in that window. And we
all held our breath,especially the shift supervisor,
(04:41):
because more than 50% of thetime that leader would walk to that
door and put his hand up andsay, aiming, you know, at the shift
supervisor, meaning they hadto come in because there was something
not right about these reports.Now can you imagine that every time
(05:05):
you work night shift? Now atthat time, it was much earlier in
my career before I became aleader and went into leadership and
eventually C suite positions.But at that time I was just one of
the people running the powergrid and I wasn't the shift supervisor,
but I knew the visceral fearthat the shift supervisor experienced
(05:25):
between 6:30 and 7:00 clockwhen they were supposed to leave
because the next shift hadcome in to relieve us. And you know
that the door, you know, andyou know that was like come in, get
chewed out, get yelled at, gethow come you didn't? And you're too
stupid to know, whatever. Andyou know, that kind of leadership
(05:45):
now you've probably had thatkind of a job. And as I told that
story, you're probablythinking of the name of the person
who that was. And it was, itwas atrocious. His leadership style
was a disaster. And I don'tknow if it was his own insecurity
or lack of skill or if thatwas just the style of the time or
(06:06):
whatever. And I'm not, it'snot about that. But I want to talk
about leadership in terms ofcoaching and in terms of coaching
or leadership or selfleadership. So this is the same package.
And one of the things I'velearned both from being in the C
suite, managerial positionsbefore that, and a Coach now for
(06:29):
18 years, the author of 21books, you know that. Here's what
I've learned. There is nodifference between good self leadership,
leadership of a teameffectively, and good coaching. No
difference. Or the littledifferences are minor, minor, minor,
(06:52):
minor. And I'll tell you whatsome of them are right now. As a
leader of a team, you areresponsible for providing resources
for your team. So if theteam's got a project and they're
working on them, working onit, and it turns out they need more
money or some cooperation fromanother department or some other
stuff, you know, your job as aleader is go get that, go talk to
whatever leader you need toand make arrangements, that kind
(07:14):
of stuff, or put together across functional team, whatever it
is. So you're responsible toget the resources, both time, money,
cooperation, reports,information, whatever it is, so your
team can function at peakefficiency. That's not really the
same as self leadership,except there's something that's just
about like that. Because as aleader of yourself, you gotta have
(07:39):
the resources you need to keepyour body, your spirit, your mind,
your relationships healthy. Sohere's the thing. I do these podcasts.
Now, you don't know much aboutmy computer setup. It's not really
that important. But I havetwo, two monitors and they're not
high definition, they're not4K, they're 2K. So I have a couple
(08:04):
of 2K monitors. And one ofthem, we had a little power outage
the other day and that monitorfried, went black and never came
on. And it had been breakingfor some time. There was a static
problem at my desk. So everytime I moved a certain way, this
has gone on for two or threeyears, the left screen of my two
screens would go black andthen come back on. So it would interrupt
(08:25):
the power supply. That littlestatic you know how that works. You
resets your microwave clockand you know those kinds of things,
right? Anyway, finally thepower supply went bad and I had to
get a couple of new monitorsand now I wanted two of the same.
So I didn't just buy one, Ibought two monitors and I installed
those yesterday. Now that'sgetting the resources that I think
(08:45):
I need to be a good leader ofmyself. Because part of my work is
to love you and to lift youand to bless you and to encourage
you. In fact, that might bethe favorite part of my work. Because
I know something about you. Iknow you're divine, and that means
you came from a holy place. Iknow you have a mission. I know you
(09:06):
have a purpose. I know youagreed to it before you came, because
we all did. I also know thatyou've had a bunch of life experiences
that have beat you down.You've been hurt, you've been disappointed,
you've been wounded. Oftenthat dream that you feel feels beyond
your reach, like, I'll neverflip and get there. It requires powerful,
(09:26):
diligent, intentional selfleadership to get there. So whether
you're leading yourself oryou're leading a team of 10 or 50
or 100 or 500 that has a bunchof leaders separately. One of the
(09:47):
things that I remember veryvividly when I was the leader of
hundreds, I never had enoughpeople in the organizations. I was,
well, maybe in the C suite, Idon't know. But anyway, as a direct
leader of leaders, I didn'thave a thousand. So anyway, I had
hundreds. And. And so I wasresponsible to develop other leaders.
(10:10):
And I remember veryspecifically one leader I had, I
had promoted him. And I didn'tknow enough about leadership then
to interview for leadershipskills. I did what was done mostly
in those years, which was takethe most competent person, not necessarily
seniority, but the best one,and promote them into leadership.
(10:33):
That works sometimes,sometimes it doesn't. In this particular
case, this person had a reallywobbly opinion of their own leadership
skills. And so they werescared to death about how to get
their team to function and howto lead. And so that was the first
time I intentionally went towork to develop a leader. I need
(10:53):
to develop this leader. It wasthe first time I had. It wasn't the
first time I'd appointed aleader or chosen one or whatever,
but it was the first time itwas done. And it was clear that this
person was scared to death andlike emotional. Even in my office
saying, I don't know how to dothis and I'm Afraid of this, that
and the other. And if that hadthe feeling had been real in other
(11:15):
people's circumstances, Ididn't know it. But anyway, so I
went on a course of developingthis leader, and it was very successful.
And within one year, hereceived for the entire company the
Director of the Year awardbecause of his leadership. Now think
about that. He was so scared,he didn't know how to lead at all.
(11:37):
And now he's Leader of theyear. So my point there is not how
cool I am. My point is whenyou pay attention, you can develop
leadership in yourself and inothers. Now, we've been talking a
lot about AI. My Thursdayepisodes, the one that came out yesterday,
I think. I think this is aFriday episode, is. Yeah, this is
(12:01):
a Friday episode, is thesesolo episodes. And the Tuesday episodes
are one with a. A guest. AndThursday is about coaching and the
rise of AI. And I've beeninterviewing coaches now for several
weeks, and those conversationshave been amazing. If you're a leader
of any kind, you need tolisten especially to the Thursday
(12:23):
episodes. If you're a coach ofany kind, you need to listen to those
Thursday episodes this week.Excuse me, next week I'm recording
this on a Saturday. So nextweek, my new book, Coaching and the
Rise of AI is going to bereleased to the world. And you need
to read that if you're aleader of any kind and if you're
(12:45):
a coach. And here's why the.This thing we're calling AI, artificial
intelligence, although itisn't intelligence at all yet. It
is a fabulous researcher,collator, a really good writer, an
adaptive, you know, anadaptive program that does a lot
of really cool stuff, butintelligence isn't part of that yet.
(13:08):
Anyway, you need to watchthose episodes, Thursdays especially,
and the next few Fridayepisodes, because I'm also talking
about coaching, leadership andAI. So the. This development of what
we're calling artificialintelligence, AI, large language
models that have staggeringskills is going to change a lot of
(13:29):
stuff. Now, we've all read ifyou're a coach or if you're a leader,
you've read tons of leadershipbooks. You know, the Art of the Longview,
7 Habits for Highly EffectivePeople, the Art of Excellence, maybe
even the Art of Impossible bySteven Kotler. You know, lots of
books, thousands of books havebeen written on leadership, how to
(13:49):
Connect with People, how tolead, and anything older than 15
or 20 years, except maybeseven habits and some others are
useless anyway because theywere written in the emotional context
of. Of another era. The eratoday is One of connection, one of
guidance, one of love, one ofcaring, of bringing front and center.
(14:10):
All those emotionalintelligence skills that we used
to think were squishy until wegot the book Emotional Intelligence.
And we, you know, startedrealizing, oh, crap, it's not. But
we still call them softskills. They're not. They're the
most important. And that's whyI'm combining this conversation about
leadership, self leadership,group leadership, and coaching, because
it's the same thing.Leadership is no longer being the
(14:34):
boss. It never was. But that'show we used to get taught. You're
in charge and you have to tellpeople what to do. And if something
bad happened, it was yourfault. And crap rolls downhill. So,
you know, the peopleunderneath you got dissed or slammed
or whatever. That's noteffective. And it doesn't work. So
throw that out of yourideation, throw it out of your vocabulary,
(14:55):
and let's talk about what doeswork. Okay, here is. Here is our
opportunity as a coach, a selfleader, or a real leader. It's to
love people. What does lovemean? Love doesn't mean weird, squishy
stuff. It doesn't mean getsidetracked by somebody's personal
problems. It doesn't mean getso hooked up in drama that you lose
(15:18):
your leadership status. Itdoesn't mean any of that. You can
be the leader and care verydeeply. You can be the leader and
have everyone you lead knowfor sure that your empathy and your
connectedness and your lovefor them is real. Love is a choice
(15:41):
to serve someone in theirhighest and best interest. That's
what it really is, and it's averb. Now, if I'm a leader of myself,
let's talk about that. So if Ineed to get in shape, if I've allowed
my body to become unhealthy,maybe it's just out of shape. Maybe
(16:01):
there's weight, extra weightinvolved or whatever. If I've allowed
that to happen, going on anexercise and, you know, being more
careful about what I eat, I,you know, might call it a diet of
some kinds. But whatever, youknow, monitoring food, checking with
the nutritionist, getting yourhealth check, you know, doing some
(16:21):
exercise, those are acts oflove. Those are not acts of cruelty.
Those are not acts ofdiscipline in the sort of grumpy
way. Those are acts of lovebecause you're caring for your heart,
your body, the physicalcontainer of your spirit. If you
don't do that, we all know howthat affects us, right? We know when
(16:42):
we don't feel good physically,it's not fun Life isn't, you know,
enjoyable. So cut it out.Exercise some genuine leadership.
And all real leadership comesfrom love in the sense that which
is the deepest sense.Everything's for our highest and
best good. So let's talk aboutGod for a minute. Spirituality has
(17:05):
its foundation in God. Lots ofpeople tell me, well, I'm not religious,
meaning I don't subscribe toor attend any particular church or
have any dogma written on mywalls or something. But I am spiritual.
And to most people, as we diginto that, what that means is they
(17:25):
have a sense that there's agreater force at work. There's the
universe, higher self, call itwhatever you want to. I call it God
because I feel like that mostaccurately represents how we were
created. You got to remember Ihad a near death experience, actually
(17:46):
a death experience where Idied and wrote this book, Meeting
God at the Door, which was adoorway where I had three conversations
over three different days withGod when I died in 2018, which is
now seven years ago. So I callit God. But anyway, whatever you
call it, if you think aboutultimate leadership, that would be
(18:09):
the divine. Now the divineisn't running around interfering
in our lives, micromanaging.If he were, every single thing that
was, quote, right would bedone. There would be no wars, there
would be no pain and sufferingand all the rest, because God would
take care of that. And somepeople get raged, rage at the divine
(18:30):
and say, how come all this badstuff happens? If there were a God,
he wouldn't let that happen.And you know, there's a framework
to this. And part of it, atleast for me, means I understand
that there's a lot more tothis. It's not just these 70 or 100
years. There was a time beforeand a time after. And part of the
intention for this mortalperiod is to see what we make of
(18:55):
ourselves. Well, we can't seewhat we make of ourselves if we can't
make mistakes and even dohorrible things. So people do that.
There will be a recompense andthere will be a making right of all
that. So we don't need toworry about it. So in that context,
the leadership that Godexercises is he gives direction.
(19:17):
If we look specifically and welearn to both hear and trust our
intuition, he gives personaldirection. So general direction or
in the sense of standards ofmorality we've up to now mostly had
Judeo Christian sort ofprinciples that stem from things
like the Ten Commandments. Butthere are similar sets of directives
(19:42):
in all religious contexts andthey all sound about the Same. And
to me, that's clear andcompelling evidence that they all
came from the same divinesource. We've tried desperately in
the last little while, thelast 20 or 30 years, to make spirituality
(20:02):
and religion a thing ofchoice, meaning I get to choose whatever
I want for rules andcommandments and none of the rest
of it matters. Well, thatnever works because there's always
a conflict. Anyway, this isn'ta sermon. It's about leadership and
coaching. So leadership isdesigned to inspire, to lift, and
(20:24):
to provide direction. Now, ifyou're a coach, you want to do the
same thing. Some coachingmodels say, you know, you never tell
a client what to do, and youcan't anyway because they're going
to do or not do whatever theywant. But you help them by asking
some good questions that helpthem dig into their own thoughts
and patterns so they discoverthat they have either the answer
(20:47):
or. Or a next action that willlead to the answer. Well, that's
a lot. How the divine workswith us. There's some general directives,
and what I know for sure isthat if I seek, and I have learned
very powerfully and many yearsago now to. To hear inspiration and
(21:07):
intuition. I had thatconversation with someone just three
or four days ago aboutlearning to hear the difference between
what you want inside. I wantthis. I want this. And so it seems
like a good idea and realinspiration. There's a complete difference.
They feel different, they seemdifferent, and it's easy to tell
the difference if you learnthat. So. But AI, as it changes things,
(21:34):
can't provide intuition orinspiration. It can't love, it can't
bleed. It can't sit with theperson in silence or in a powerful
moment of introspection andinsight, the way I frame that is
the source is not for sale. Soeven if AI gets better, and it is
(21:56):
every. As I have been workingon this book, Coaching and the Rise
of AI that's out next week nowfor six months. It is. It is. AI
has doubled its skill andcapacity twice, double and double.
So right now it appears to meto be about four times faster, better,
(22:17):
more comprehensive, morecohesive than it was when we started.
It hallucinates a lot less.The research and direction and ideas
and suggestions that it givesare way better. And that's just in
these few months. So what thatsays for me is every hack, every
list, every checklist, everyleadership, you know, reminder, every
(22:39):
leadership approach, all ofthat's available on AI right this
minute. And its ability togather, synthesize, and present you
with exactly what you need isgetting better and better. All that
we have to learn to do is askit the right questions. That makes
it seem like, well, all theanswers are now for sale. Get a subscription
(23:02):
to an AI coach, leadershipcoach or personal coach for 97 bucks
a month. There you go. All thethings I know are in the checklist
right there. And if they'renot in the first checklist, I ask
a little better question andtell it to refine and this and that.
So it's in the checklist.Boom, boom, boom. 97 bucks a month.
That right there is what'sgoing to put 95% of coaches, leadership
(23:25):
coaches, business coaches,life coaches, out of business. Because
most people have been usingthose things as the genesis or the
basis or the power of theircoaching methodologies. That's going
to fail really fast because AIis and will be able to do that. But
the source, the divine, theuniverse, God, that's not for sale.
(23:46):
And the key difference,whether you're leading yourself or
leading a team or coachingsomeone else, you know, as a coach,
which is effectively goodleadership, if you, whether you're
leading them to discover theirpower within themselves, which is
often what we're doing ascoaches, or you're taking them places
they've never been before,which is also what leaders do and
(24:09):
coaches do. Attitudes, ideas,opinions. Think of a coach on a football
team or a basketball team, ora hockey team or baseball team. The
first game of the World Serieswas last night. I'm recording this
on the Saturday after that.You know, the coaches on those teams,
the pitching coaches, battingcoaches, the coach of the whole team.
Now, I don't know a ton aboutthe mechanics of pitching coaching
(24:33):
or batting coaching oranything else. You know, I've had
a little bit here and there,but I've never been a particularly
good softball or baseballplayer, so I'm not skilled at those
skills. But I am the worldclass expert at coaching, mindset,
attitude, leadership, selfleadership. And here's the difference.
(24:55):
The things that need to bedeveloped for personal leadership,
team leadership or coachingare a bulletproof truth that you
are capable. The way Idescribe that is you are worthy.
Your worth is infinite. Whywould that be true? Because some
(25:17):
places, many places in theworld right now, people are treated
like dirt. They're not worthanything. Lives are sacrificed by
the thousands and tens ofthousands. Think of that. Just painful
and absurd war in both Israelthat is at least right this minute,
has a ceasefire. And thishorrific thing that's going on between
(25:39):
Ukraine and Russia because ofthe whims of A madman. Tens of thousands
of people are dying again andagain and again. What kind of leadership
is that? It's not. But theworth of every individual soul is
infinite. God created each oneof us lovingly and carefully. The
(26:01):
tragic end, whether an infantdies in illness or a soldier dies
an essentially meaninglessdeath on a battlefield because of
a madman is a tragedy, butonly in our limited understanding.
It's only a tragedy because wedon't really understand the bigger
picture, the picture of theinfinite. And so when you get that,
(26:25):
you don't need to worry aboutthat. So let's just set that aside
and we'll say as long as weare here breathing air, we have an
opportunity to connect withthe divine and get direct and specific
leadership and information.You can't buy that connection. I
can't buy a 200amonthsubscription or $20 a month subscription
(26:47):
with ChatGPT or Grok or Geminior Claude or anything else that's
going to give me divineinspiration. It might give me beautiful
words, and in fact it doesbecause I've been using it for thousands
of hours as I prepared boththe university curriculum. I didn't
talk about that. I'm opening auniversity in January called the
Ultimate Life Uni. There itis. Ultimate Life Uni. I'm doing
(27:11):
that because I now know whatit takes to live the ultimate Life.
I live it, purpose, prosperityand joy every single day. And it
takes leadership. It takescoaching, which are the same thing.
It takes love, it takes somecontainer where we can feel the encouragement
we need. I have another, aclient who, I don't know if he coined
(27:33):
this phrase, but he uses it alot and posts it a lot on social.
And I love it. People needencouragement more than they need
advice. I love that. Of coursethey do. Because you know what? Most
of the time, it isn't that wedon't know what to do. We say that,
but it's not true. It is thatwe don't do what we know. That's
(27:56):
true. Whether you're leadingyourself in an effort to get more
healthy. It's whether you'releading yourself in an effort to
acquire a skill. It is whetheryou're leading a team in an effort
to get them to be moreproductive and behave more like owners
in the company that you guyswork for, or you're a coach, in which
case you're trying to doexactly the same thing. Get people
(28:19):
to take personal ownership oftheir lives, which you want them
to do as a team. If you're aleader in a company, personal ownership
of their lives, their jobs.And in order to do that, they got
to have a clear vision andmission of where the company's going
and their particular role inthat endeavor. You know what? Personal
(28:41):
leadership is the same. Youmust have a vision of where your
life is going. Just like ifyou work for a company, you need
to know where they're going.And it isn't just sell more stuff.
That's like a person for theirlife vision. Just saying make a bunch
of money. Well, if you've hadany life experience at all and you
(29:05):
all have, you know, thatboatloads of cash, I don't care how
big the boat is, doesn't buyhappiness. Just look, we just had
a famous music person, youknow, get convicted on a few charges
because why the excess ofmoney wrecked his life. That was
(29:26):
one of the explanations, youknow, the excess, the too much, the
having everything ruined hisjudgment and thoughts and stuff.
And we see that all over theplace. We see executives and Hollywood
celebrities and sportscelebrities commit suicide, enter
into addictions, ruinrelationship after relationship and
(29:46):
go crazy. So stuff isn't theanswer. So you can't say I'll be
happy when I'm rich, you know,you won't. A company has got to know
where it's going and theleadership provides that and communicates
it to those that work in yourlife. You are both the vision setter
(30:07):
and the worker. You may andshould get help with any of those
that matter. If you don't knowhow to set a powerful Burn the walls
down, Light your heart on fireeveryday vision, please talk to me.
Go to kellenfluecigermedia.comthis thing right here and there's
a contact form. I'd be happyto chat with you. Having a personal
(30:31):
vision about your life is, isnon negotiable. It's not a nice to
have working for the weekend.I gotta work so I have enough money
to pay the bills and party alittle and whatever. Oh, I, you know,
I lived like that. And thenwhen you make more money, it's oh
good, I buy more toys andparty a little harder. Buy more toys
and party a little harder. Andyour soul at every level of that
(30:53):
gets emptier and emptier.Down, down, down, down. Yeah, and
it sucks. Purpose in your lifeis no different than purpose in a
company. The vision statementis a vision statement. A mission
is the practical steps to getto that vision. And goals are smaller
(31:16):
versions of those practicalsteps. Those are non negotiable and
leadership is the way to getthere. Now when I Say the Source
is not for sale. I don't knowabout you, but I have learned through
my years that I really don'tknow anything. And I am delighted
(31:38):
when I can. And I do regularlyconnect with the Source, with God,
to get inspiration anddirection. I do that every day. I
don't even start my day anyday, not once in a while, any day
ever, until I have talked toGod and heard the voice of God and
I understand what I'm supposedto do, what would be good to do.
And you know what I notice? InGod's kindness and mercy, it's always
(32:01):
cool stuff. Like, we have thisvocabulary. If I have to do this.
That isn't how God works.Leadership, whether you're leading
yourself, whether you'recoaching others or leading a team,
it is a little bit likealchemy. There is some science and
(32:22):
there is some magic. Magic inthe sense that we don't understand.
I don't understand how thetransmission method works between
you and me and the divine. Idon't really understand how the transmission
of power works. When I'msitting with a client and we're just
deep in presence and suddenlythere is a shift in their mindset,
(32:49):
and you can see it on theirface and their manner and their shoulders
move and they. They change andthey sit up a little straighter and
wow, I didn't, you know, Idon't understand. We don't know what
the transmission method is. Wedon't understand how love is transmitted.
(33:09):
We know that love is a verband it is an action. Love isn't a
feeling. A feeling comes fromthe action. What I was talking about
in terms of AI is that AIcan't love. It can spout words. That's
(33:30):
why we know love isn't justwords. Because love is a. Is not
only a feeling, but is aseries of actions. AI cannot take
any action. AI cannot transmitthe feeling of belonging. AI cannot
transmit the feeling ofunderstanding and empathy. AI cannot
(33:50):
be with someone. You know,holding space is one way. People
describe that, as they make amental or spiritual or emotional
breakthrough, which meanssomething that had been limiting
them before. I now see, or younow see from a different angle. And
suddenly the things that werea problem before aren't. I had that
(34:15):
experience just a couple ofdays ago. I had the opportunity to
have a session with a womanwho does spiritual energy work and
actually moves into otherdimensions and sees struggles from
different angles and thentells us, tells me, told me what
she saw. And I'm not going torepeat what she saw here because
(34:39):
it's very, very personal. Itwas really powerful for me. It was
something I hadn't thoughtabout before and I loved it. I was
scared of it at first, for amoment, and then I realized this
is a liberating truth, thisnew thought and perspective is a
(35:00):
liberating truth if I let itbe so. The source, which is the fountain,
the wellspring of divine love,of capability, of value, of the infinite
worth of souls, of empathy andcaring, that's beyond the range of
(35:22):
the lines of code. So if youand I are going to stay powerful,
leading ourselves, leadingteams, leading our families, or coaching,
which is a form of powerfulleadership for clients, if we're
going to stay relevant, wehave to develop our ability to receive
(35:47):
intuition. We have to learn totrust it. We have to learn to help
others see through language,through sometimes wordless communication,
through acts of love andservice, through holding space, as
it were, which is a. I noteven sure I like that because it's
(36:10):
overused. But it meanscreating a safe emotional context
where truth, where power,where encouragement is real and flows
out of you as a coach or aleader and into someone else. Without
words. Think about that.Without words, that ability is not
(36:36):
for sale. It can be earned.It's moving from being a technician,
which is saying all the rightwords, having all the right frameworks,
asking all the right questionsand everything else to embodiment.
You're moving from being atechnician to a transmitter, from
selling deliverables toembodying power. It's easy to create
(37:06):
principles, ideas, frameworks,checklists, etc, and even to create
outcomes with those. It's acompletely different thing at the
same time because the outcomesare important. That's what people
hire coaches or promoteleaders for. At the same time, to
simply be a product of theproduct, be the embodiment of, of
(37:33):
leadership, of truth, ofintegrity, of love, of honesty, all
of those words. Because whenwe, when we are that, when we're
being that embodiment, peoplecan feel that. And we don't know
how that feeling istransmitted either. But you know
good and well when you talk tosomeone where your BS meter goes
(37:53):
off. I see that in a lot ofpolitical debate these days. So many
people are standing up, makingbold claims and accusing this, that
and the other. And when I lookat them, you can feel the dishonesty,
you can feel the shellblubbering words. And there is no
(38:17):
truth beneath that. As aleader or a coach, that's going to
be the only thing that keepsus in the game. Because AI is going
to do all the rest below thatlevel. The level of mastery required
for a good leader, whetherit's in your family or a leader of
yourself, is a truth teller,one who embodies and that means radiates
(38:44):
or leaks the truths that youteach. You know when you're speaking
to someone who speaks truth,there is a radiance about that. There
is a radiance about empathyand a radiance about caring and love.
Even if you're not getting theanswers you want, there is a space
(39:07):
that invites us to be betterand more powerful that is so inviting
and just all inclusive that werespond to that. We lean into it.
Our spirits and bodiesrespond. That's what real leadership
is. Content can be copied,principles can be copied, frameworks
(39:30):
can be prop copied better thanwe can. Because now AI Faster and
better has the ability tocollate dozens of systems and come
up with powerful cumulativeframeworks that are awesome and the
words blow your mind. Here'swhat I invite you to do. Check this
week where are you simply thetruth of what you teach and where
(39:57):
are you simply spouting scriptchange one area from spouting to
being don't talk aboutintegrity. Be every word you say.
This week one of my statementsin my document is I am my word. I
(40:19):
speak only truth. I do what Isay and I am who I seem with simplicity,
transparency and honor. Thatstatement reminds me a hundred times
a day to take care with allthat. And what that means then is
(40:42):
when I speak and interact withpeople they know that people commented
on all the time, they saystraight up to me, I know. And they
had try to emphasize thatword. I know you're telling me the
truth. You can have that. Andif you don't, your leadership skill
sucks. Your coaching skill isgoing to be replaced. Because the
(41:05):
only place to get that powerof truth is from the divine. And
you and I have access to that.But that has to be developed like
any other skill. Now if you dothat, then you're going to be a great
leader and a great coach andyou're going to have business running
out your ears and you'll beeither living immediately or well
(41:26):
on your way to creating yourultimate life. The sky. Never hold
back and you'll never ask why.Open your heart. And this time around,
right here, right now, youropportunity for massive growth is
right in front of you. Everyepisode gives you practical tips
(41:48):
and practices that will changeeverything. If you want to know more,
go to Kellen flukeygermenmedia.com if you want more free tools,
go here your ultimate life.Ca. Subscribe. Share. Stand with
your heart in the sky and yourfeet on the ground.
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