November 25, 2025 • 13 mins
Come along on my journey, teaching the teenage Parker, Ellie, leadership. I'm sure it will be applicable to all leaders.
Today's lesson is the next part of showing Ellie how to "Set the Vision" as a leader.
How do you know your vision is bold enough?
How do you know your vision is logical enough?
What is the process to create a bold, logical vision?
Today's lesson is the next part of showing Ellie how to "Set the Vision" as a leader.
How do you know your vision is bold enough?
How do you know your vision is logical enough?
What is the process to create a bold, logical vision?
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Parker Resource podcast was brought to you by our platinum sponsor,
SID Services. Ads and Coaches. Does the idea of a
sports information department at your school sound appealing? Sid Services
was founded with one goal in mind help athletic directors
and coaches with their sports information duties and responsibilities. Developed
a full service agency, they can help you with all
(00:20):
things sports information. SID Services will not graduate or lead
for another school. Instead, they will provide an ongoing and
knowledgeable resource for the entire athletic department. Their game plan
will be based off your needs, your wants, and your wishes.
Your direction will lead their services. For more information and
schedule an initial consultation, contact them today. Sid Services email
(00:43):
is info at sidh services dot com. That's info at
sid services dot com and their website is sid services
dot com. Now we're back with the Leader Matters podcast,
(01:06):
teaching Elie how to be a leader and her teenage
self and for you guys, all leadership rules are universals,
So what Ellie's need to learn for the first time
Some of you guys may be hearing over and over again,
but hopefully helping you out. So Ellie since had a birthday,
she's officially sixteen since the last time we talked. So
happy birthday, Elie, thank you.
Speaker 2 (01:28):
Yeah.
Speaker 1 (01:28):
So last time we had our first every these we
talked about there's ten different kind of buckets the things
we think leaders do, and the first one is set
in the vision. And so the first several of these
are going to be talking about how you stud a vision.
And last time we talked about what can be attained
in thirty days, sixty days, ninety days, a year, three years,
and kind of how you walk through that approach when
(01:50):
you're becoming a leader of something, you know, a leader
of yourself for a leader of an organization or whatever.
So rule number two for this is you got to
balance being bold in your aspirations but logical in your approach.
Do you know what that means? You know, be bold
in your aspirations, but logical and your approach. What does
that mean before we start talking about it, what do
(02:11):
you think that means?
Speaker 2 (02:13):
I mean, I think that would mean like you want
to have like a big goal, and like you want
to like you know, dream big and have like something
big to do, but you want it to be reasonable.
You want to have like a reasonable plan to get
in there. It can't just be like you threw it
out there and you have no plan to get there.
Speaker 1 (02:30):
Yeah, Like last time, we talked about John Kennedy saying
he wanted to go to the moon, right, and that
was pretty bold because we didn't even know how to
get there at that point, but they did have enough
technology to felt like it was doable. So it's important
to be bold. But also if you said, you know
my job, you know, if I became a coach and
I said we want to you know, we want to
(02:53):
take a really bad football team and go beat the
state champions tomorrow, that might not be logical. Just having
a bold approach is nice, but you got to balance both.
But sometimes what you'll find as a leader is people
limit themselves both ways, meaning they either come in with
too bold you know, they say what they're going to
do and it's probably not even possible, or they don't
(03:14):
have a bold enough approach you know that they don't
feel like you know, they maybe limit themselves and say, well,
we can't win here, or this business can't thrive except
to hear and you can't do that either, So you
really want to be bold. Most visionary leaders are bold.
They're not scared to say what they're going to do.
But you also got to have a logical approach. We
(03:34):
want to talk about for the next few minutes. It's
just how you can be bold and logical at the
same time. So bold and realistic, I guess is a
good way to look at it. So, you know, I
became the head football coach twice you were little or
not born, one time in little the other time, and
both times the team One time the team was zero
(03:56):
to ten the year before they didn't win a game,
and the other time the team was one and nine
year And one of the hardest things you I do
is convince them they could win. But we couldn't go
in there the first day instead of going to win
the state championship. You have to let them know what
we could attain. So you're kind of constantly asking yourself,
am I being bold enough and not giving these guys
confidence that we can win? Or am I just coming
(04:17):
up with a bunch of stuff that sounds really good
and bold but it's really not all that great. So
how do you know if a vision is bold enough?
And I came up with three things, it challenges the
status quo? You know, you know what that means like,
it challenges what's normal, It stretches capabilities, and it inspires excitement.
(04:37):
So think about those three things again. I'm i asking
you to think it's something you might see in your
life doing that, either now or as you get older.
A vision is bold enough when it challenges the status quo,
stretches capabilities, and inspires excitement. So what would be something
you would need a vision for like that?
Speaker 2 (04:59):
I mean, I know our last episode I talked about
like my PSAT score, and I think that's a good
example because my goal is to get like a fifteen
hundred on the SAT and I mean that's a pretty
bold goal.
Speaker 1 (05:16):
It's a very bold goal. Is it realistic?
Speaker 2 (05:20):
I mean, it's been done before and it can be
done if.
Speaker 1 (05:24):
Done by you. Do you have other evidence that you're
getting Are you doing well academically in other areas? Yeah?
So there is that. But it is challenging the status quo,
which is that's a really high score. Is that stretching
your capabilities? Is that pushing you a little further?
Speaker 2 (05:40):
Then?
Speaker 1 (05:40):
Yeah, start excitement because it might give you some things
that you really want. Right, And so now when you
try to be a leader, the first person you lead
is you. That's one of these we'll get into down
the road. But when you try to lead some other people,
what would be an example of something? It doesn't have
to be for you personally, just be something you know
people where you'd be a leader or something. And now
(06:02):
you got to inspire excitement and other people. So everybody's
excited when they're the leader, they get to be the
boss or something. They're excited, But how do they get
other people excited? Like what's something we could do there?
It could be what taking over a business? It could
be getting a promotion at work, things like that, Right, Yeah, I.
Speaker 2 (06:22):
Mean, like like you said, like a business, like taking
over a business, you can get the people working for
you excited about like better like quality of jobs.
Speaker 1 (06:34):
And like if you don't get a mistake.
Speaker 2 (06:37):
Yeah, no, you've got to get You've got to get
them excited.
Speaker 1 (06:40):
You've got to get them excited. But that's why you
know the visits. So you think, is my vision bold enough?
So like when I became those football coach of those
two bad teams, we set the vision that we're going
to make the state playoffs. That one school had never
been in the playoffs, one had been a long time.
We're gonna make the playoffs. We're gonna win when we
get in the playoffs. That was our goal. I didn't
say we went to state championship. I wasn't realistic, but
(07:01):
was realistic getting the playoffs eve though. It was tough.
So it challenged the status quo. They never done it.
It stretched the capability. I mean, everybody's looking around like,
I don't know. I mean, we're gonna have to really
work if we want to do that. And then it
inspire people's excitement because well, that would be cool if
we made the state playoffs. So and I'm proud to
report in both places we did those things. But how
do you know it's logical enough? Right? So now let's
(07:23):
go the other way. Let's say, how do you know
that it's logical enough? We know it's bold enough. Now
did it check those boxes? Does it check these boxes
being logical enough? So your fifteen hundred that's PSAT score?
Is that logical? Is that even attainable? So a vision's
logical enough when it has these three things actionable steps.
(07:44):
I mean, how you're going to get there? You thought
about what you're going to do to get there? In
aligns with short term goals and it promotes long term sustainability.
So think about those teams that I coached, like do
we we can just say we're going to make the playoffs,
and of course everybody want to make the playoffsn't really
didn't do anything. You had to actually come up with, Okay,
how we're gonna practice differently, We're gonna do these things
(08:05):
in the summer. We're go do these things in the
weight room, whatever it was that we thought would be
different than what they had done, and move us forward
and has some short term goals or short term goals
were constantly entertained, and then the long term sustainability, meaning
if I made everybody on the team just run and
run and run and run, that would make them in
(08:26):
better shape, but they eventually all quit. Like, that's not
long term sustainable, so it would get the goal quicker.
It's got to be long time sustainable. So what comes
to mind when you hear me say those things?
Speaker 2 (08:39):
I mean, I think like when you say like long
term sustainability, that like, I think that's really important because
if you come in and you have all these big plans,
but you make all these people you're leading do all
these things that they don't want to do. They're not
gonna like, they're not going to get excited about it,
like you said, and then that's not like, that's not
(08:59):
going to work.
Speaker 1 (09:01):
Yeah, the key for building bold and logical approaches or
visions is really turning your plan into our plan. So
you come in there with a plan, you're the leader.
You want to teach other people to buy into that plan.
It's got to turn into our plan, okay. And you know,
there's a good example of that, and try to give
you a real life example on these but it's a
(09:23):
lady named Cheryl Sandberg who joined Facebook in two thousand
and eight, one of the main people right under Mark
Zuckerberg who runs Facebook, and Facebook needs a lot of
work done with operations at that time, it's just getting
really big, and she quickly realized that she was going
to have to change her plan and integrated into her
to their plan. She had some great ideas, some bold
(09:43):
things you want to do, but then once she got there,
she realized some of that wasn't gonna work. And so
she started meeting with all the different people on the
teams and you know, getting ideas and kind of then
mixing her vision with what they realistically can do. So
they came up with this share vision that was bold
but also logical and kind of transitioned what she just
(10:05):
thought was a plan that she had sold on Zuckerberg,
you know that is the guy that runs Facebook, sold
them on what they wanted to do, and then when
it got in there kind of had to tweak it.
So that's the thing too, you know, you got to
mix plans on these bold and logical approach. You may
come in there with a great idea what you're going
to do, and then you get there, like I'm coaching
football team and I say, well, we're going to practice
this way. Well, they might not even have a practice
(10:26):
field that even allows that. We got to have it.
You know, we've got totally change them so things can happen.
You know, you want to when you get somewhere, you
want to really think about how you can mix some plans,
and that's usually talking about what's going well, meeting with
some people, what's going well, what are the most significant
barriers they face, what are some ideas to fix those barriers?
(10:48):
And then you take those answers and you put them
together to create a vision. This bold and logical so
what else you got to add to that before we
get people to do for this one?
Speaker 2 (11:01):
I mean, Loia said, I think that's those are very important.
And if you can't, if you don't come in and
make people like the people you're leading excited, then you're
not going to get anywhere with like, no matter how
good you think your plan is, if you can't get
other people to work with you and you can't adapt
to like changes and stuff, then it's then it's not
(11:25):
going to work. Then you can't be a leader.
Speaker 1 (11:27):
That's exactly right. So thank you Ellie for helping everyone
learn the second lesson of being bold and your vision
but also logical in your approach. You know, it's important
to have a bold vision, it's important to stretch your capabilities.
It's important to invoke excitement. But it's also important to
have achievable, attainable things. And sometimes the way to do that,
(11:52):
so the way to do both, what's realistic, is to
mix your plans. You know, take your vision, mix it
in with what you get from your team, what's going well,
what hasn't gone well there, and come up with some
realistic milestones. You know what that means, like some goals,
some targets and try to help know if this thing's
(12:12):
working or if we need to change it along the way.
So that's our second part of talking about your vision,
making a bowl vision, a logical vision, and next time
we'll talk about a key part speaking things into existence.
So come back next time. Tell everybody. By ELI. The
Park of Resource podcast is brought to you by Coastal
(12:34):
Sports Turf. Coastal Sports Turf mission is to provide beautiful,
healthy and safe natural turf grass playing surfaces for athletes
and coaches in Georgia. Many school systems cannot afford a
licensed professional turf grass manager. They have over twenty five
years of experience in turf grass management and are licensing
bonded in Georgia providing weeded insect control plus fird fertility
(12:55):
programs designed to fit your expectations for quality athletic turf surface.
You can have the field of your dreams with Coastal
Sports Turf. Many coaches and staff have to maintain their
fields and they desire to have dependable equipment to use.
Coastal Sports Turf carries equipment designed for athletic field maintenance
like real mowers, infield rates, blowers and other turf equipment.
(13:16):
You can email Coastal Sports Turf LLC at gmail dot com.
That's Coastal Sports Turf LLC at gmail dot com, or
follow them on Twitter at CST three zero four three
nine
Parker Resource podcast was brought to you by our platinum sponsor,
SID Services. Ads and Coaches. Does the idea of a
sports information department at your school sound appealing? Sid Services
was founded with one goal in mind help athletic directors
and coaches with their sports information duties and responsibilities. Developed
a full service agency, they can help you with all
(00:20):
things sports information. SID Services will not graduate or lead
for another school. Instead, they will provide an ongoing and
knowledgeable resource for the entire athletic department. Their game plan
will be based off your needs, your wants, and your wishes.
Your direction will lead their services. For more information and
schedule an initial consultation, contact them today. Sid Services email
(00:43):
is info at sidh services dot com. That's info at
sid services dot com and their website is sid services
dot com. Now we're back with the Leader Matters podcast,
(01:06):
teaching Elie how to be a leader and her teenage
self and for you guys, all leadership rules are universals,
So what Ellie's need to learn for the first time
Some of you guys may be hearing over and over again,
but hopefully helping you out. So Ellie since had a birthday,
she's officially sixteen since the last time we talked. So
happy birthday, Elie, thank you.
Speaker 2 (01:28):
Yeah.
Speaker 1 (01:28):
So last time we had our first every these we
talked about there's ten different kind of buckets the things
we think leaders do, and the first one is set
in the vision. And so the first several of these
are going to be talking about how you stud a vision.
And last time we talked about what can be attained
in thirty days, sixty days, ninety days, a year, three years,
and kind of how you walk through that approach when
(01:50):
you're becoming a leader of something, you know, a leader
of yourself for a leader of an organization or whatever.
So rule number two for this is you got to
balance being bold in your aspirations but logical in your approach.
Do you know what that means? You know, be bold
in your aspirations, but logical and your approach. What does
that mean before we start talking about it, what do
(02:11):
you think that means?
Speaker 2 (02:13):
I mean, I think that would mean like you want
to have like a big goal, and like you want
to like you know, dream big and have like something
big to do, but you want it to be reasonable.
You want to have like a reasonable plan to get
in there. It can't just be like you threw it
out there and you have no plan to get there.
Speaker 1 (02:30):
Yeah, Like last time, we talked about John Kennedy saying
he wanted to go to the moon, right, and that
was pretty bold because we didn't even know how to
get there at that point, but they did have enough
technology to felt like it was doable. So it's important
to be bold. But also if you said, you know
my job, you know, if I became a coach and
I said we want to you know, we want to
(02:53):
take a really bad football team and go beat the
state champions tomorrow, that might not be logical. Just having
a bold approach is nice, but you got to balance both.
But sometimes what you'll find as a leader is people
limit themselves both ways, meaning they either come in with
too bold you know, they say what they're going to
do and it's probably not even possible, or they don't
(03:14):
have a bold enough approach you know that they don't
feel like you know, they maybe limit themselves and say, well,
we can't win here, or this business can't thrive except
to hear and you can't do that either, So you
really want to be bold. Most visionary leaders are bold.
They're not scared to say what they're going to do.
But you also got to have a logical approach. We
(03:34):
want to talk about for the next few minutes. It's
just how you can be bold and logical at the
same time. So bold and realistic, I guess is a
good way to look at it. So, you know, I
became the head football coach twice you were little or
not born, one time in little the other time, and
both times the team One time the team was zero
(03:56):
to ten the year before they didn't win a game,
and the other time the team was one and nine
year And one of the hardest things you I do
is convince them they could win. But we couldn't go
in there the first day instead of going to win
the state championship. You have to let them know what
we could attain. So you're kind of constantly asking yourself,
am I being bold enough and not giving these guys
confidence that we can win? Or am I just coming
(04:17):
up with a bunch of stuff that sounds really good
and bold but it's really not all that great. So
how do you know if a vision is bold enough?
And I came up with three things, it challenges the
status quo? You know, you know what that means like,
it challenges what's normal, It stretches capabilities, and it inspires excitement.
(04:37):
So think about those three things again. I'm i asking
you to think it's something you might see in your
life doing that, either now or as you get older.
A vision is bold enough when it challenges the status quo,
stretches capabilities, and inspires excitement. So what would be something
you would need a vision for like that?
Speaker 2 (04:59):
I mean, I know our last episode I talked about
like my PSAT score, and I think that's a good
example because my goal is to get like a fifteen
hundred on the SAT and I mean that's a pretty
bold goal.
Speaker 1 (05:16):
It's a very bold goal. Is it realistic?
Speaker 2 (05:20):
I mean, it's been done before and it can be
done if.
Speaker 1 (05:24):
Done by you. Do you have other evidence that you're
getting Are you doing well academically in other areas? Yeah?
So there is that. But it is challenging the status quo,
which is that's a really high score. Is that stretching
your capabilities? Is that pushing you a little further?
Speaker 2 (05:40):
Then?
Speaker 1 (05:40):
Yeah, start excitement because it might give you some things
that you really want. Right, And so now when you
try to be a leader, the first person you lead
is you. That's one of these we'll get into down
the road. But when you try to lead some other people,
what would be an example of something? It doesn't have
to be for you personally, just be something you know
people where you'd be a leader or something. And now
(06:02):
you got to inspire excitement and other people. So everybody's
excited when they're the leader, they get to be the
boss or something. They're excited, But how do they get
other people excited? Like what's something we could do there?
It could be what taking over a business? It could
be getting a promotion at work, things like that, Right, Yeah, I.
Speaker 2 (06:22):
Mean, like like you said, like a business, like taking
over a business, you can get the people working for
you excited about like better like quality of jobs.
Speaker 1 (06:34):
And like if you don't get a mistake.
Speaker 2 (06:37):
Yeah, no, you've got to get You've got to get
them excited.
Speaker 1 (06:40):
You've got to get them excited. But that's why you
know the visits. So you think, is my vision bold enough?
So like when I became those football coach of those
two bad teams, we set the vision that we're going
to make the state playoffs. That one school had never
been in the playoffs, one had been a long time.
We're gonna make the playoffs. We're gonna win when we
get in the playoffs. That was our goal. I didn't
say we went to state championship. I wasn't realistic, but
(07:01):
was realistic getting the playoffs eve though. It was tough.
So it challenged the status quo. They never done it.
It stretched the capability. I mean, everybody's looking around like,
I don't know. I mean, we're gonna have to really
work if we want to do that. And then it
inspire people's excitement because well, that would be cool if
we made the state playoffs. So and I'm proud to
report in both places we did those things. But how
do you know it's logical enough? Right? So now let's
(07:23):
go the other way. Let's say, how do you know
that it's logical enough? We know it's bold enough. Now
did it check those boxes? Does it check these boxes
being logical enough? So your fifteen hundred that's PSAT score?
Is that logical? Is that even attainable? So a vision's
logical enough when it has these three things actionable steps.
(07:44):
I mean, how you're going to get there? You thought
about what you're going to do to get there? In
aligns with short term goals and it promotes long term sustainability.
So think about those teams that I coached, like do
we we can just say we're going to make the playoffs,
and of course everybody want to make the playoffsn't really
didn't do anything. You had to actually come up with, Okay,
how we're gonna practice differently, We're gonna do these things
(08:05):
in the summer. We're go do these things in the
weight room, whatever it was that we thought would be
different than what they had done, and move us forward
and has some short term goals or short term goals
were constantly entertained, and then the long term sustainability, meaning
if I made everybody on the team just run and
run and run and run, that would make them in
(08:26):
better shape, but they eventually all quit. Like, that's not
long term sustainable, so it would get the goal quicker.
It's got to be long time sustainable. So what comes
to mind when you hear me say those things?
Speaker 2 (08:39):
I mean, I think like when you say like long
term sustainability, that like, I think that's really important because
if you come in and you have all these big plans,
but you make all these people you're leading do all
these things that they don't want to do. They're not
gonna like, they're not going to get excited about it,
like you said, and then that's not like, that's not
(08:59):
going to work.
Speaker 1 (09:01):
Yeah, the key for building bold and logical approaches or
visions is really turning your plan into our plan. So
you come in there with a plan, you're the leader.
You want to teach other people to buy into that plan.
It's got to turn into our plan, okay. And you know,
there's a good example of that, and try to give
you a real life example on these but it's a
(09:23):
lady named Cheryl Sandberg who joined Facebook in two thousand
and eight, one of the main people right under Mark
Zuckerberg who runs Facebook, and Facebook needs a lot of
work done with operations at that time, it's just getting
really big, and she quickly realized that she was going
to have to change her plan and integrated into her
to their plan. She had some great ideas, some bold
(09:43):
things you want to do, but then once she got there,
she realized some of that wasn't gonna work. And so
she started meeting with all the different people on the
teams and you know, getting ideas and kind of then
mixing her vision with what they realistically can do. So
they came up with this share vision that was bold
but also logical and kind of transitioned what she just
(10:05):
thought was a plan that she had sold on Zuckerberg,
you know that is the guy that runs Facebook, sold
them on what they wanted to do, and then when
it got in there kind of had to tweak it.
So that's the thing too, you know, you got to
mix plans on these bold and logical approach. You may
come in there with a great idea what you're going
to do, and then you get there, like I'm coaching
football team and I say, well, we're going to practice
this way. Well, they might not even have a practice
(10:26):
field that even allows that. We got to have it.
You know, we've got totally change them so things can happen.
You know, you want to when you get somewhere, you
want to really think about how you can mix some plans,
and that's usually talking about what's going well, meeting with
some people, what's going well, what are the most significant
barriers they face, what are some ideas to fix those barriers?
(10:48):
And then you take those answers and you put them
together to create a vision. This bold and logical so
what else you got to add to that before we
get people to do for this one?
Speaker 2 (11:01):
I mean, Loia said, I think that's those are very important.
And if you can't, if you don't come in and
make people like the people you're leading excited, then you're
not going to get anywhere with like, no matter how
good you think your plan is, if you can't get
other people to work with you and you can't adapt
to like changes and stuff, then it's then it's not
(11:25):
going to work. Then you can't be a leader.
Speaker 1 (11:27):
That's exactly right. So thank you Ellie for helping everyone
learn the second lesson of being bold and your vision
but also logical in your approach. You know, it's important
to have a bold vision, it's important to stretch your capabilities.
It's important to invoke excitement. But it's also important to
have achievable, attainable things. And sometimes the way to do that,
(11:52):
so the way to do both, what's realistic, is to
mix your plans. You know, take your vision, mix it
in with what you get from your team, what's going well,
what hasn't gone well there, and come up with some
realistic milestones. You know what that means, like some goals,
some targets and try to help know if this thing's
(12:12):
working or if we need to change it along the way.
So that's our second part of talking about your vision,
making a bowl vision, a logical vision, and next time
we'll talk about a key part speaking things into existence.
So come back next time. Tell everybody. By ELI. The
Park of Resource podcast is brought to you by Coastal
(12:34):
Sports Turf. Coastal Sports Turf mission is to provide beautiful,
healthy and safe natural turf grass playing surfaces for athletes
and coaches in Georgia. Many school systems cannot afford a
licensed professional turf grass manager. They have over twenty five
years of experience in turf grass management and are licensing
bonded in Georgia providing weeded insect control plus fird fertility
(12:55):
programs designed to fit your expectations for quality athletic turf surface.
You can have the field of your dreams with Coastal
Sports Turf. Many coaches and staff have to maintain their
fields and they desire to have dependable equipment to use.
Coastal Sports Turf carries equipment designed for athletic field maintenance
like real mowers, infield rates, blowers and other turf equipment.
(13:16):
You can email Coastal Sports Turf LLC at gmail dot com.
That's Coastal Sports Turf LLC at gmail dot com, or
follow them on Twitter at CST three zero four three
nine
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