February 4, 2025 • 14 mins
You can find the article here: "Does Your Boss Practice Toxic Positivity" by Mita Mallick
Episode 132 - What if the optimism you thought was boosting your team is actually holding them back? This episode uncovers the fine line between constructive positivity and its toxic counterpart, revealing how excessive optimism can manipulate teams, cause burnout, and lead to frustration. Drawing on insights from Mita Mallik, we explore how leaders can fall into the trap of weaponizing positivity, often at the expense of addressing real workplace challenges. True leadership goes beyond the surface, requiring a commitment to realistic goals and genuine support through coaching, training, and mentoring. Beware of surrounding yourself with 'yes' people and the dangers of groupthink, as we highlight the pivotal role finance leaders play in aligning resources with organizational goals.
Honest communication and transparency emerge as crucial tools for effective leadership. Inspired by the Army's principle of leading from the front, we discuss strategies for actively supporting your team, managing workloads, and setting realistic expectations. Our conversation is enriched by gratitude to Mita Mallik and Harvard Business Review, whose valuable insights offer a roadmap for personal development in leadership. As we focus on building trust and mutual respect, we invite you to steer clear of manipulation and equip your teams for success in a resource-constrained environment. Join us for an engaging discussion on fostering genuine work relationships and guiding your team with integrity.
Episode outline:
- The weaponization of being too positive,
- Be more realistic in your leadership style, and
- Validate your team members’ concerns, which can lead to better solutions.
Please connect with me on:
1. Instagram: stephen.mclain
2. Twitter: smclainiii
3. Facebook: stephenmclainconsultant
4. LinkedIn: stephenjmclainiii
For more resources, please visit Finance Leader Academy: financeleaderacademy.com.
The Office of the CFO Bootcamp Training Workshop: CFO Bootcamp
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Stephen McLain (00:04):
Have you ever felt you were being manipulated
by excessive praise or emptyadulations so that you would
press on with a difficult task?
Without question, we don't haveto manipulate our team to
properly motivate them.
Be honest and realistic withthe tasks and requirements we
assign to our team.
(00:25):
Set them up for success evenwhen you have few resources to
do so.
Help your team win by doingyour part to eliminate obstacles
and to maximize existingresources so your team members
can achieve success.
Continue to assess and refinehow you motivate your team to
build genuine work relationshipsbased on trust and mutual
(00:47):
respect never manipulation.
Please enjoy the episode.
Welcome to the Finance LeaderPodcast, where leadership is
bigger than the numbers.
I am your host, Stephen McLain.
This is the podcast fordeveloping leaders in finance
and accounting.
Please consider following me onTwitter, facebook, instagram
and LinkedIn.
My usernames and the links arein this episode's show notes,
(01:11):
and you can also follow FinanceLeader Academy on LinkedIn,
thank you.
This is episode number 132, andI will be talking about the
impact of using positivity tomanipulate your team, and I will
highlight the following topicspositivity to manipulate your
team, and I will highlight thefollowing topics.
Number one the weaponization ofbeing too positive.
(01:31):
Number two, be more realisticin your leadership style.
And three, validate your teammembers' concerns, which can
lead to better solutions.
Baseball center fielder AaronJudge said if your team is in
the trenches, then you've got tobe in the trenches with them.
Harvard Business Reviewpublished an article last year
by Mita Mallik titled Does yourBoss Practice Toxic Positivity?
(01:54):
It's an enlightening articleabout how unchecked optimism
without any consideration ofreality in the workplace can
lead to manipulation, burnoutand frustration because
leadership offers no solutionsfor obstacles, when we all know
that obstacles are real in theworkplace, whether it is a lack
of resources or a lack oftraining, being short-staffed or
(02:17):
even unrealistic goals.
I believe that leadership is aprivilege.
Not everyone understands that.
Yes, we rise to roles thatrequire leading others, but
often there is a lack ofknowledge on how to properly
motivate our team withoutmanipulating them.
I recommend reading thisarticle and applying its lessons
.
I'll leave a link to thearticle in the show notes to
(02:39):
this episode.
Last week, in episode 131, stayon Track for Long-Term Success
our first check-in for 2025, Iconducted a check-in with
everyone on how their goalsetting and goal achievement was
going so far in the new year.
Are you on track or do you needto make a few adjustments?
This is a great time to updateyour plan and document your
(03:01):
progress after one month in thenew year.
Now we have to be careful notto misuse positive comments to
manipulate our team and ourorganization.
When we set unrealistic goalsor expectations and we convince
others to go along with that, itcould be abuse.
I talk often on this podcastabout helping your team overcome
(03:22):
obstacles.
You have to set up your teamfor success.
You need to provide theresources required to help them
achieve team and organizationalgoals.
There is a point where a lackof resources will result in
failure and extra effort willnot overcome it.
Now, most of you know I servedin the Army for a career and we
(03:42):
were expected to never fail andto never make an excuse, so I
understand this situation.
But the military is a differentculture and the mission is very
, very unique.
In the business environment,you are not literally in violent
combat fighting to the lastperson for a national strategic
objective where your veryfreedom could be at risk.
(04:04):
In the business environment,you are making sales to achieve
a profitable situation.
Two entirely different culturesand two entirely different
missions and required commitment.
So ensure your business isproperly resourced so your
people can achieve theorganizational goals or make the
adjustments based on theresources you have.
(04:25):
The author, meena Malik, walksus through the weaponization of
positivity.
She says, and I quote no matterhow bad or stressful the
situation is or how difficultthe circumstances, they convince
themselves that simply actinghappy or thinking positive will
change the outcome.
End quote these same leaderspush this unrealistic approach
(04:47):
to their teams.
Team objectives must havematching resources with
realistic expectations.
When we lead, we help our teammembers achieve their goals
through coaching, training andmentoring.
The weekly team meeting and theone-on-one meetings you have
with each person helps toprovide an opportunity to
address issues to overcome.
How do you know you are beingmanipulated?
(05:08):
Are you required to maintain afake persona, no matter the
circumstances?
Is happiness required at workat all times?
Does your boss use excessiveflattery to get you to perform
impossible tasks or achieveimpossible outcomes?
If this is happening to you,then make a plan to address it.
Why is this so critical forfinance leaders?
(05:31):
We need to ask ourselves if theplan or goal set out by the
board and executive team makessense.
For example, as CFO, you needto state your opinion if the
level of resources committedmatches the growth that is
expected.
If the CEO wants to stay flatin the budget but grow revenue
30% year over year, is thatpossible?
(05:51):
What additional resources willbe required or what resources
need to be reallocated to makethis happen?
Can it happen?
Some may say that it is our jobto make it happen, but it is
also our job to not practicegroup think, do everything you
can to help shape and achieverealistic organizational goals.
(06:11):
The important point for us allis to be careful about
surrounding yourself with yes,people.
We want people to followdirections absolutely, but we
also want people to question thestatus quo, to question when
things don't make sense.
If you want to increase yourchance of failure, surround
yourself with people who won'tquestion one decision you make.
(06:31):
Leadership is hard, no matterwhat, because every day, you are
trying to maximize possiblylimited resources in order to
turn it into something amazing.
Every day, even when the worldwants to stop you at every turn,
let's do everything we can toset realistic expectations and
to treat people fairly and withdignity.
(06:53):
The other side of this articleis to take notice if you are
being manipulated.
Most of this episode, I amconcentrating on leaders doing
the right thing, but thisarticle can make you smart so
you can notice for yourself ifyou are being manipulated to
help you take action to alterthe situation for yourself.
Now let's talk about the impactof using positivity to
(07:14):
manipulate your team.
Number one the weaponization ofbeing too positive.
I love optimism, but canoptimism to the extreme be
harmful?
It sure can.
When faced with crisis, we needleaders ready to find solutions
, not just make everything soundwonderful.
Should you be a leader buildingconfidence, definitely, instead
(07:34):
of doom and gloom?
Of course, again, yes, so itcomes down to our approach.
Be honest, take charge and leadyour team without the fluff.
Now trickery becomes apparent.
People are smart, so if you'reconsistently trying to trick
them into something, they willfigure it out.
Just like I asked you torespect your team, you don't
(07:55):
want to lose their respect.
Your team wants to be valuedand treated with respect.
Flattery to get your way is abad move.
It's not leadership, it'smanipulation.
This is particularly true whenit comes to resource gaps.
When you are trying to trickyour team into doing way more
than their capacity, you have aduty to manage and then fix the
(08:15):
gaps.
Short-term, not great solutionscan be exercised if you are
honest and if you, as the leader, also assume some of that extra
workload.
Number two be more realistic inyour leadership style.
Always start with yourself.
When faced with anorganizational or team problem,
do you lead with integrity,honesty and with trust built
(08:36):
into your actions?
We all face pressure to deliverfantastic results every month
and to come up with a great idea.
But what do you do when theresults are not great or if you
are short-staffed but with lotsof work to complete?
There are many ways to attack astaff resource problem.
Set your priorities, whichmeans you have to direct more on
(08:57):
what projects get worked first.
Protect your team's time fromunwanted and less important
requests and cancel wastefulmeetings.
This, again, is a way toprotect time, and another lever
you can pull change yourprocesses.
Make sure your processes areeasier so you can save time and
eliminate some frustration.
Be truthful and authentic in allyour communication and how you
(09:20):
treat people.
That's basic leadership.
Treat your team right, takecare of them and they will take
care of you, including doingextra when it is required.
But you as a leader, has toshow up first.
Self-awareness is a necessaryskill, but seek feedback on how
you speak to your people and howyou motivate your team.
3.
(09:41):
Validate your team members'concerns, which can lead to
better solutions.
I always encourage leaders to begreat listeners.
Don't be dismissive.
Listen and comprehend.
I had to learn to be an activelistener over the years and I am
still learning.
I had to learn to be an activelistener over the years and I am
still learning.
I realized I needed to changewhen I was a unit commander in
the Army and I had just startedmy MBA program.
(10:02):
Active listening was a keytopic and I dove in.
You have to be deliberate whenlistening.
You need to drop everything andturn to the person who is
talking and validate what youare hearing.
The next step is to apply whatyou learned from your team.
You should be able to learnsomething significant that can
make a positive difference.
Next is to develop a realisticplan when faced with a problem,
(10:27):
take the lead and I expect youto sacrifice also Sacrifice
right along with your team ifyou need to make drastic changes
Now.
As finance leaders, we face amyriad of problems while trying
to determine why somethinghappened, and we have to give
direction to our team on whatdata to pull or what type of
information should be analyzed.
We may need to try differentthings to help senior leaders
(10:49):
make better decisions.
The pressure is great indeed tofigure out something, and often
quickly, and often the datadoesn't support what we
projected to happen.
So how do you deliver such newsand how do you motivate your
team to find a better solution?
When things go wrong, we canblame or we can find solutions.
We can choose to manipulate ourteam or we can become the
(11:10):
leader our team deserves byleading the process, by leading
with integrity and not withcoercion or tricks or even
manipulation.
Now for action.
Today, the great leaders knowhow to listen to their team
members, especially to the teammember with vast experience.
I'm also assuming that leaderswant to make a genuine
contribution to making adifference without using
(11:33):
manipulation to get what theywant during tough situations.
I recommend you assess yourprocess for getting people on
board.
When faced with a tough problem, how do you address the
workload and how do you addressperformance improvement?
I was asked to speak at afinance leadership development
program.
It's a three-week virtualtraining event to help you
(11:54):
unlock critical skills so youcan reach for higher roles in
finance and accounting.
It is called the Office of theCFO Boot Camp.
Topics include the CFO mindset,strategic Influence, change
Leadership, and ExecutivePresence and Communication.
You can find more informationand how to sign up at
financeleaderacademycom SelectBoot Camp in the top menu.
(12:16):
I will also drop a link in thisepisode's show notes If you are
listening to this episode.
Later there is a plan foradditional workshops, so keep
checking that link.
Today I talked about the impactof using positivity to
manipulate your team, and Ihighlighted the following points
1.
The weaponization of being toopositive.
2.
(12:37):
Be more realistic in yourleadership style.
3.
Validate your team members'concerns, which can lead to
better solutions.
I want to thank Mita Mallik andHarvard Business Review for
publishing this article.
It is so important to realizewhat we are saying to our team.
We have to be aware of ourwords and our actions when it
comes to leading our team, andif you use intentional
(12:59):
manipulation to sway your teamto work a certain way or to work
harder instead of being honest,so please let's find a better
way to do it.
And if you are an aspiringleader, developing realistic
leadership is key to success foryour team.
As leaders, we have tools tohelp our team with workload and
priorities.
That's what leaders do, solet's help our team and lead
(13:22):
from the front, as we say in theArmy.
Please read the article andthere is a link in the show
notes.
Great article.
I recommend it for yourdevelopment.
I hope you enjoyed the FinanceLeader Podcast.
You can find this episodewherever you listen to podcasts.
If this episode helped youtoday, please share it with a
colleague.
Until next time, you can checkout more resources at
(13:43):
financeleaderacademycom and signup for my weekly updates so you
don't miss an episode of thepodcast.
And now go lead your team andI'll see you next time.
Thank you.
Have you ever felt you were being manipulated
by excessive praise or emptyadulations so that you would
press on with a difficult task?
Without question, we don't haveto manipulate our team to
properly motivate them.
Be honest and realistic withthe tasks and requirements we
assign to our team.
(00:25):
Set them up for success evenwhen you have few resources to
do so.
Help your team win by doingyour part to eliminate obstacles
and to maximize existingresources so your team members
can achieve success.
Continue to assess and refinehow you motivate your team to
build genuine work relationshipsbased on trust and mutual
(00:47):
respect never manipulation.
Please enjoy the episode.
Welcome to the Finance LeaderPodcast, where leadership is
bigger than the numbers.
I am your host, Stephen McLain.
This is the podcast fordeveloping leaders in finance
and accounting.
Please consider following me onTwitter, facebook, instagram
and LinkedIn.
My usernames and the links arein this episode's show notes,
(01:11):
and you can also follow FinanceLeader Academy on LinkedIn,
thank you.
This is episode number 132, andI will be talking about the
impact of using positivity tomanipulate your team, and I will
highlight the following topicspositivity to manipulate your
team, and I will highlight thefollowing topics.
Number one the weaponization ofbeing too positive.
(01:31):
Number two, be more realisticin your leadership style.
And three, validate your teammembers' concerns, which can
lead to better solutions.
Baseball center fielder AaronJudge said if your team is in
the trenches, then you've got tobe in the trenches with them.
Harvard Business Reviewpublished an article last year
by Mita Mallik titled Does yourBoss Practice Toxic Positivity?
(01:54):
It's an enlightening articleabout how unchecked optimism
without any consideration ofreality in the workplace can
lead to manipulation, burnoutand frustration because
leadership offers no solutionsfor obstacles, when we all know
that obstacles are real in theworkplace, whether it is a lack
of resources or a lack oftraining, being short-staffed or
(02:17):
even unrealistic goals.
I believe that leadership is aprivilege.
Not everyone understands that.
Yes, we rise to roles thatrequire leading others, but
often there is a lack ofknowledge on how to properly
motivate our team withoutmanipulating them.
I recommend reading thisarticle and applying its lessons
.
I'll leave a link to thearticle in the show notes to
(02:39):
this episode.
Last week, in episode 131, stayon Track for Long-Term Success
our first check-in for 2025, Iconducted a check-in with
everyone on how their goalsetting and goal achievement was
going so far in the new year.
Are you on track or do you needto make a few adjustments?
This is a great time to updateyour plan and document your
(03:01):
progress after one month in thenew year.
Now we have to be careful notto misuse positive comments to
manipulate our team and ourorganization.
When we set unrealistic goalsor expectations and we convince
others to go along with that, itcould be abuse.
I talk often on this podcastabout helping your team overcome
(03:22):
obstacles.
You have to set up your teamfor success.
You need to provide theresources required to help them
achieve team and organizationalgoals.
There is a point where a lackof resources will result in
failure and extra effort willnot overcome it.
Now, most of you know I servedin the Army for a career and we
(03:42):
were expected to never fail andto never make an excuse, so I
understand this situation.
But the military is a differentculture and the mission is very
, very unique.
In the business environment,you are not literally in violent
combat fighting to the lastperson for a national strategic
objective where your veryfreedom could be at risk.
(04:04):
In the business environment,you are making sales to achieve
a profitable situation.
Two entirely different culturesand two entirely different
missions and required commitment.
So ensure your business isproperly resourced so your
people can achieve theorganizational goals or make the
adjustments based on theresources you have.
(04:25):
The author, meena Malik, walksus through the weaponization of
positivity.
She says, and I quote no matterhow bad or stressful the
situation is or how difficultthe circumstances, they convince
themselves that simply actinghappy or thinking positive will
change the outcome.
End quote these same leaderspush this unrealistic approach
(04:47):
to their teams.
Team objectives must havematching resources with
realistic expectations.
When we lead, we help our teammembers achieve their goals
through coaching, training andmentoring.
The weekly team meeting and theone-on-one meetings you have
with each person helps toprovide an opportunity to
address issues to overcome.
How do you know you are beingmanipulated?
(05:08):
Are you required to maintain afake persona, no matter the
circumstances?
Is happiness required at workat all times?
Does your boss use excessiveflattery to get you to perform
impossible tasks or achieveimpossible outcomes?
If this is happening to you,then make a plan to address it.
Why is this so critical forfinance leaders?
(05:31):
We need to ask ourselves if theplan or goal set out by the
board and executive team makessense.
For example, as CFO, you needto state your opinion if the
level of resources committedmatches the growth that is
expected.
If the CEO wants to stay flatin the budget but grow revenue
30% year over year, is thatpossible?
(05:51):
What additional resources willbe required or what resources
need to be reallocated to makethis happen?
Can it happen?
Some may say that it is our jobto make it happen, but it is
also our job to not practicegroup think, do everything you
can to help shape and achieverealistic organizational goals.
(06:11):
The important point for us allis to be careful about
surrounding yourself with yes,people.
We want people to followdirections absolutely, but we
also want people to question thestatus quo, to question when
things don't make sense.
If you want to increase yourchance of failure, surround
yourself with people who won'tquestion one decision you make.
(06:31):
Leadership is hard, no matterwhat, because every day, you are
trying to maximize possiblylimited resources in order to
turn it into something amazing.
Every day, even when the worldwants to stop you at every turn,
let's do everything we can toset realistic expectations and
to treat people fairly and withdignity.
(06:53):
The other side of this articleis to take notice if you are
being manipulated.
Most of this episode, I amconcentrating on leaders doing
the right thing, but thisarticle can make you smart so
you can notice for yourself ifyou are being manipulated to
help you take action to alterthe situation for yourself.
Now let's talk about the impactof using positivity to
(07:14):
manipulate your team.
Number one the weaponization ofbeing too positive.
I love optimism, but canoptimism to the extreme be
harmful?
It sure can.
When faced with crisis, we needleaders ready to find solutions
, not just make everything soundwonderful.
Should you be a leader buildingconfidence, definitely, instead
(07:34):
of doom and gloom?
Of course, again, yes, so itcomes down to our approach.
Be honest, take charge and leadyour team without the fluff.
Now trickery becomes apparent.
People are smart, so if you'reconsistently trying to trick
them into something, they willfigure it out.
Just like I asked you torespect your team, you don't
(07:55):
want to lose their respect.
Your team wants to be valuedand treated with respect.
Flattery to get your way is abad move.
It's not leadership, it'smanipulation.
This is particularly true whenit comes to resource gaps.
When you are trying to trickyour team into doing way more
than their capacity, you have aduty to manage and then fix the
(08:15):
gaps.
Short-term, not great solutionscan be exercised if you are
honest and if you, as the leader, also assume some of that extra
workload.
Number two be more realistic inyour leadership style.
Always start with yourself.
When faced with anorganizational or team problem,
do you lead with integrity,honesty and with trust built
(08:36):
into your actions?
We all face pressure to deliverfantastic results every month
and to come up with a great idea.
But what do you do when theresults are not great or if you
are short-staffed but with lotsof work to complete?
There are many ways to attack astaff resource problem.
Set your priorities, whichmeans you have to direct more on
(08:57):
what projects get worked first.
Protect your team's time fromunwanted and less important
requests and cancel wastefulmeetings.
This, again, is a way toprotect time, and another lever
you can pull change yourprocesses.
Make sure your processes areeasier so you can save time and
eliminate some frustration.
Be truthful and authentic in allyour communication and how you
(09:20):
treat people.
That's basic leadership.
Treat your team right, takecare of them and they will take
care of you, including doingextra when it is required.
But you as a leader, has toshow up first.
Self-awareness is a necessaryskill, but seek feedback on how
you speak to your people and howyou motivate your team.
3.
(09:41):
Validate your team members'concerns, which can lead to
better solutions.
I always encourage leaders to begreat listeners.
Don't be dismissive.
Listen and comprehend.
I had to learn to be an activelistener over the years and I am
still learning.
I had to learn to be an activelistener over the years and I am
still learning.
I realized I needed to changewhen I was a unit commander in
the Army and I had just startedmy MBA program.
(10:02):
Active listening was a keytopic and I dove in.
You have to be deliberate whenlistening.
You need to drop everything andturn to the person who is
talking and validate what youare hearing.
The next step is to apply whatyou learned from your team.
You should be able to learnsomething significant that can
make a positive difference.
Next is to develop a realisticplan when faced with a problem,
(10:27):
take the lead and I expect youto sacrifice also Sacrifice
right along with your team ifyou need to make drastic changes
Now.
As finance leaders, we face amyriad of problems while trying
to determine why somethinghappened, and we have to give
direction to our team on whatdata to pull or what type of
information should be analyzed.
We may need to try differentthings to help senior leaders
(10:49):
make better decisions.
The pressure is great indeed tofigure out something, and often
quickly, and often the datadoesn't support what we
projected to happen.
So how do you deliver such newsand how do you motivate your
team to find a better solution?
When things go wrong, we canblame or we can find solutions.
We can choose to manipulate ourteam or we can become the
(11:10):
leader our team deserves byleading the process, by leading
with integrity and not withcoercion or tricks or even
manipulation.
Now for action.
Today, the great leaders knowhow to listen to their team
members, especially to the teammember with vast experience.
I'm also assuming that leaderswant to make a genuine
contribution to making adifference without using
(11:33):
manipulation to get what theywant during tough situations.
I recommend you assess yourprocess for getting people on
board.
When faced with a tough problem, how do you address the
workload and how do you addressperformance improvement?
I was asked to speak at afinance leadership development
program.
It's a three-week virtualtraining event to help you
(11:54):
unlock critical skills so youcan reach for higher roles in
finance and accounting.
It is called the Office of theCFO Boot Camp.
Topics include the CFO mindset,strategic Influence, change
Leadership, and ExecutivePresence and Communication.
You can find more informationand how to sign up at
financeleaderacademycom SelectBoot Camp in the top menu.
(12:16):
I will also drop a link in thisepisode's show notes If you are
listening to this episode.
Later there is a plan foradditional workshops, so keep
checking that link.
Today I talked about the impactof using positivity to
manipulate your team, and Ihighlighted the following points
1.
The weaponization of being toopositive.
2.
(12:37):
Be more realistic in yourleadership style.
3.
Validate your team members'concerns, which can lead to
better solutions.
I want to thank Mita Mallik andHarvard Business Review for
publishing this article.
It is so important to realizewhat we are saying to our team.
We have to be aware of ourwords and our actions when it
comes to leading our team, andif you use intentional
(12:59):
manipulation to sway your teamto work a certain way or to work
harder instead of being honest,so please let's find a better
way to do it.
And if you are an aspiringleader, developing realistic
leadership is key to success foryour team.
As leaders, we have tools tohelp our team with workload and
priorities.
That's what leaders do, solet's help our team and lead
(13:22):
from the front, as we say in theArmy.
Please read the article andthere is a link in the show
notes.
Great article.
I recommend it for yourdevelopment.
I hope you enjoyed the FinanceLeader Podcast.
You can find this episodewherever you listen to podcasts.
If this episode helped youtoday, please share it with a
colleague.
Until next time, you can checkout more resources at
(13:43):
financeleaderacademycom and signup for my weekly updates so you
don't miss an episode of thepodcast.
And now go lead your team andI'll see you next time.
Thank you.
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Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by audiochuck Media Company.
The Breakfast Club
The World's Most Dangerous Morning Show, The Breakfast Club, With DJ Envy, Jess Hilarious, And Charlamagne Tha God!