From Awareness To Ownership

SPEAKER_00 0:14

What's up, y'all? This is James. Last week we talked about blind spots, the thing everyone else sees in us that we don't always see in ourselves. But here's the truth: self-awareness is only the beginning. A lot of leaders know their patterns, they know their issues, but we never own them. They see the issue, but they don't change their behavior. Self-awareness without ownership just becomes information. Ownership is what turns awareness into transformation. So today I'm excited because JC and I are going to be diving into not just seeing it, but owning it and why that shift can shift your leadership, your life, your relationships, your love, everything, everything that comes with that.

SPEAKER_03 1:01

Dude, you just hit you just hit something in me. I love more information. Right? I just want to collect and consume. Yeah, I'll read three books before you ever make a call. Yeah, yeah. And that is uh it's just information. That's real. It's only as good as it is. That's it. So let me tell you about some information I got about some self-awareness. And this was a this was really a pivotal time, my own leadership. So we I was in grad school and I was I was leading um this organization, working with this team, right? And

The Consultant’s Mirror

SPEAKER_03 1:32

we brought a consultant in. Great. Consultant, always great sound and board. So part of the process in this two-day deal, um, they met with my direct reports and got some said, Hey, have some honest conversations. This doesn't need to be shared with me. Great. Yeah, okay. They did that, we met. The consultant said, I could share a couple things with you, and they said I can't share it with you. I said, Okay. First thing, uh, they love you. It's like, great. Yeah, okay, that's good. I'm I'm loving my people, I'm pouring into them. It's not hard, yep. The second thing is they all said across the board, they don't know how you work so hard and don't just drop. Wow. Two things happen immediately. It's like my my alter egos were fighting. Yeah. In one sense, I went, oh, that's great. I'm working really hard. Look at me, people are noticing. Man, this is awesome. But I know better. Yeah. Yeah. I know that that's not an example I want to set. I want to work hard, but I want to work hard within reason, right? And with those healthy rhythms, not just uh, I don't want to become a workaholic. Yeah. I said, okay, I know that that's not who I want to be. Now what? Now here's the crazy part is the now what wasn't as simple as well, just stop working as hard because I was taking a certain course load, I had certain responsibilities, and so the place that I came to, and this was where like how do I step into ownership? Is I decided I had this goal. I'm gonna finish classes in three years. Okay, period. Okay. And I had to let that goal die. Yeah, yeah. And I can't tell you how

Letting A Goal Die

SPEAKER_03 3:24

hard that was. Yeah. Yeah. I had to own it. And that was the only way I could. Took me some time.

SPEAKER_00 3:32

Dude, that uh you you I'm listening to um uh Mark Batterson, uh, when I think it's called Win the Day, and he talks about burying or burying dead yesterdays. And that right there, dude, is so you just right there in the heart, it's that you had this tremendous goal. Um, and everybody on the outside is like, yeah, you got it. You know you got it, like you know what you're capable of. Like I'm doing it, I'm doing it well. But to say that, okay, cool, I've got this goal. I'm going to storm the castle, but wait, I can't do that anymore. Like, so so I almost want to hear from you, like what because I know I know you and I know you're like, yo, let's just let's let's go after it. Let's go after what shifted in you? What what what showed up and what shifted in you?

SPEAKER_03 4:25

Yeah, man, I was coming against like how I'm wired. I I have this this this story. I don't think it's a it's a false story, it's not a helpful story, um, or at least often it's not, of this need to either be or appear strong. And not even to define it. That's just like a thing I live with, like, oh like a narrative I've had forever is only the strong survive. So like you don't complain, you don't ever slow down, yeah, you just keep going, and and that's great. And so I came up against that and had to say, okay, who do I really want to be? Right. That's good, man. So I hear this, and now I know, okay, this is my disposition, and it like turned my insides. The proposition of not going after that goal and slowing down, it was like terrifying. Yeah. So here's what I did. I knew alone there was no way I was gonna be able to do it. So first I talked to my wife, and I told her, then I talked to my team, and I talked to some mentors,

Asking For Permission To Slow Down

SPEAKER_03 5:37

and then not only did I have those conversations, but I essentially like said, hey, here, you take the reins. What do you think that I should do? And I'll be willing to do it.

SPEAKER_02 5:55

Wow.

SPEAKER_03 5:55

Now I don't give that invitation to just anyone, yeah. Those are some some loddies. And I took a collective, yeah, but that that's what I needed. I needed some people to say because I at that point, total transparency, I wasn't mature enough to give myself permission to slow down. I needed someone who I respected to give it to me. Let's go.

SPEAKER_00 6:17

Yeah, yeah, yeah. That that's a that's that's a mouthful, right? Like the idea of self-awareness, we assume like self-awareness is just maturity. Oh, I'm like we we talk so much about it. Oh, I'm aware, I'm aware, I'm aware. Okay, cool, I must be mature. The reality though is maturity is not about discovering uh, you know, the thing, it's actually about taking action on what you discover.

SPEAKER_01 6:44

Sure. Right?

SPEAKER_00 6:45

It's it's it's the ability to think before I act and to actually take action on what I've thought about. Like that's maturity, right? It it's and so as you said that I wasn't mature enough to to respond, to have this and respond. I I'm almost curious of what was some of the feedback? What were what were some of the the things that you got in that process? Like what and I'm almost I want us to unpack right some of this idea of self-awareness and ownership. Right. And for you, like what was showing up again, what what were people saying? What was showing up?

SPEAKER_03 7:18

Yeah, yeah, taking ownership. It's so interesting. Seems like an oxymoron. I took ownership by almost giving it away, yeah, and inviting other people into it. Yeah. Yeah, I think it's like I got this story in my head, and I'm whether it's we're heading into a meeting, we're gonna give that person feedback, we are whatever, gonna take that assignment, and oh, it's gonna be so bad, or what are they gonna say? And all the spaces that I came to were like, yeah, that's not sustainable. We've been thinking about that for a little while.

SPEAKER_02 7:54

Yeah.

SPEAKER_03 7:55

Like, oh. And they said, JC, sometimes it's hard to get your attention. I'm like, okay, tell me more about it. Because I'm I get so laser focused, yeah. And and and I can be a little prickly if if I feel like progress is being impeded. Don't stop me. I come on, I gotta do this. And so yeah, I I realized, oh, okay. Um I'm not not only did I sort of create this thing and keep running with it, I also became the type of leader that it wasn't easy to give feedback to.

SPEAKER_02 8:33

Yeah.

SPEAKER_03 8:34

Amazing

Feedback, Focus, And Prickly Leadership

SPEAKER_03 8:35

that I became that type of leader, even asking questions like, what's it like to be on the other side of me?

SPEAKER_02 8:40

Yeah.

SPEAKER_03 8:41

Because those words, that information are one thing, but the posture that I take or or or how receptive I am or how I respond when people are actually asking me those things. I remember my wife thinking, um, just reminding me of the core. Like, and she reminds me all the time, hey, you're not what you do. Yeah, yeah. And so she'll tell me, she'll say, Um, the power's about to go out. Oh, absolutely. So I'm looking, I'm looking at we are still live though. We're still alive. She told me, uh, you're not allowed to describe your day uh using the word productive. Like, I don't know what to say then. Yeah, you know, how was your day? How was your day? It's like, oh, it was good. It was productive. Yeah, it was who So yeah, that was that was something I got.

SPEAKER_00 9:32

That's that's real, man. I mean, like though that language, we kind of hitting on it in that some of what you've described as a pattern, right? Some of what you describe is your team sees it, um, your your your wife sees it, your organization, they see it, they experience it, they feel it. But there's this pattern that you've developed that almost like, well, I'm gonna, I'm, I'm showing up in one spot and I'm doing what I need to do well, but this pattern is almost it, it was in the dark.

SPEAKER_03 10:01

Right.

SPEAKER_00 10:02

And so having someone actually show you, hey, this isn't uh, this isn't it. And I love the fact that your wife not only showed you the pattern, but actually gave you a tool for how to move forward. Right. How did that feel?

SPEAKER_03 10:54

Yeah, I mean the the vulnerable space of even coming, like, like I had to do it very like cerebrally, like like intellectually. Okay, I I know the right leadership move, so now I need to go and carry it out. Yeah, even though my emotions are screaming, like, get out of there, no way. And then to finally receive that and just get permission. I mean, honestly, man, it felt like it felt like a sigh of relief, which in turn became a little bit of guilt. Yeah, yeah. And then so even her holding that space of like, and whoever it is, whether it's your your wife, your partner, you know, someone you're working with, come in and bring this thing, they give you the out, say, hey, take a breath. Yeah, and then I feel wow, okay, that actually felt pretty good. And then I feel a little guilty about that feeling good. I gotta own that too. Like I gotta bring that to. Not just to like, okay, I did it, and now I'm gonna move. Yeah, no. Because it's never a one and done. This is a journey that we're on. This is a journey.

Systems That Produce Your Results

SPEAKER_03 11:58

And so then bringing that to her and saying, Oh, I'm feeling I feel kind of guilty that I feel good that I have permission to slow down. Yeah. It's like, why? Yeah, why do you feel guilty? Oh, that's right. My worth is in what I do. Okay. Yeah. She said, I don't care what you do. Yeah. And not in a it what we do totally matters. Yeah. But it isn't like, hey, I love you because I love you. It's like, oh wow. And I think we can get caught up, especially as we take on greater leadership roles and responsibilities, of I'm as good as my last quarter, I'm as good as, and then it becomes well, I can't make a mistake, or I can't slow down, or I can't pivot, but because, because, because yeah, and that's just a trap. It's a trap.

SPEAKER_00 12:42

What I hear you saying is number one, um, you had to start with the question of who do I really want to be? Right? Like that. I heard you say that. Who do I really want to be? Then I heard you say that I have who I really want to be, and now I'm going to take who I really want to be and put it on the table for someone else to see. Right. Like the a safe place. Yeah. You you literally, what I the picture I got was that you took who you wanted to be and you brought it into this room, this, this sacred room, this, this kind of almost like a not an intervention, but uh a room of this board of directors, this this committee of like, hey, tell me, tell me, tell me more. You know, like so you had the consultant, you had your team, you had mentors, you had your wife, you had all these folks are like, hey, okay, here's who you really want to be, here's how you get there. And I just think about for leaders um from your seat, what actually keeps us from doing some of this stuff?

SPEAKER_03 13:42

Right. As you were just saying that, I was thinking, I think this answers the question. Our systems are perfectly designed to get us the results that we get. There it is. And we think of systems sometimes like, oh, we got operating procedures and we have how do you do this and what's the workflow here? Yeah. But a lot of time it's relational systems. How is the check-in? Is there a check-in? Do we talk about these things? Do we have regular one-on-ones with our direct reports? Do we ask the question, how do I show up? Yeah, are we willing to receive that feedback? Are there people that we've invited into our life? Because I I know there are people, you included, who I've said, hey, feedback open. Like, I want to hear what you're seeing from the outside

Naming Patterns And Humility

SPEAKER_03 14:24

in. And so I think our systems are perfectly designed to get us the results that we get. Yeah, that's good. That's James Clear Atomic Habit. That's great, man. I mean, he's great. That's that's pivotal. How else? I was thinking too about how our ability to change, right? I feel like is directly proportionate to our level of humility. And that's even a weird thing to talk about. I'm not here saying I'm humble. I'm saying I got a long way to go. Yeah, yeah. But you said, who do I really want to be? You know who I really want to be? I really want to be a humble leader. Yeah. Okay, well, what would a humble leader do in this situation? Great. And that's yeah, that's just kind of what you're doing.

SPEAKER_00 15:11

No, that's real, man, because you you're saying what would a humble leader do, and you're naming some of that. We were kind of looking at this this study from Duke University. Here's what it says behavioral psychology shows that naming a habit increases your ability to change it by 30%.

SPEAKER_03 15:25

That's so good.

SPEAKER_00 15:26

Like that, that just the idea of exposing it, naming it, and saying, okay, this is this is who I really want to be. Here is what I'm doing. Right. All right, here's the system that I currently have. How do I move forward from that? Right. Yeah, yeah, that's good, man. You you make me think of um some of this that there is Howard Howard Thurman. I I've been really digging a lot of his work lately. Uh, Howard Thurman is this um uh theologian, philosopher, Christian mystic, uh, really served as a mentor for uh Martin Luther King Jr. in this civil rights movement. Uh really, so he's got this book called uh Jesus and the Disinherited, but this one is called Meditations of the Heart. And he talks about this concept that we all have this inner world, and this inner world of, he says it's almost like this island, right? And so you have this inner world in your heart that's this island uh with peaceful shores. Well, no, the peace is on the island, but surrounding the island is this really crazy sea, and guarding the sea is this person with a flaming sword. And so the idea is the only person who has access to the island is you. And it's just like this this picture of in order to get the peace that I want, yeah, I actually have to go through the flaming sword, the crazy seas. Sure, that's where the island is. And so, so what I think about when I think of leaders is oftentimes it's hard to take ownership because of all of the the the tumultuous the challenge that we have to go through. Like the reality of saying I'm taking

Inner World And The Flaming Sword

SPEAKER_00 17:08

ownership is I'm not only aware of my choices, right, but now I'm aware of the fact that my choices led to the system that got me to where I am. Right. Right. And so there's this there's this tension that as you were talking, I'm like, it's it's kind of tough when you think about leadership. It's you you no one wakes up, I don't think, wakes up saying, man, I wanna, I wanna really mess up my team here. Right. No one wakes up saying, you know what, man, I'm gonna burn these folks out. I'm gonna burn myself out. Yeah, no one wakes up saying, man, I'm I'm just gonna be a terrible leader today. I don't think that's right the case.

SPEAKER_03 17:45

Totally.

SPEAKER_00 17:46

But it's over time of not going through the flaming sword, right? The tumultuous sea, that we miss this idea that there's something internal that we've been that we've been missing. And we talked about it last time that you know, every time I show up, I bring something in my book bag. Right. But what's hard, I'm I've been kind of sitting with this, is it's hard actually just sitting with the book bag. It's hard sitting because you look at your life and you're like, oof, I messed up there. Ugh, uh, that wasn't as bad. That wasn't as good as I thought it would have been. And, you know, there's all of these things. So as I'm I'm almost trying to get into the the heart and the mind of a leader of why they're not taking ownership. So yeah, I'm just thinking about that.

SPEAKER_03 18:27

Well, you know, when I was thinking about thinking about how some of the students I work with told me, uh, you're old if you call it a book bag.

SPEAKER_04 18:35

I don't know, but it's a trauma. What am I supposed to call it? I'm not a backpack. I don't know, I don't know. It's a book bag.

SPEAKER_03 18:56

You know what making me think of that. And this this you have been so pivotal in my life in this way is that you have been so real and honest. And I admire you so much as a leader that to hear you say, Hey, here's where I failed, here's where I struggled, here's where I burned out, fell down. I'm like, oh, and he is still a great leader, right? And it's like we don't want to own something because that feels like it makes it real. And I totally, I totally felt that. Yeah. But like you said, until we own it, we can't really walk through it, we can't rise through it, as you would say. I mean, it doesn't, it's crazy, yeah. And I it might be scary, but to see other examples, it's almost like a another reason for you know the manager out there, the supervisor, the CEO, the executive director to say, to make it a point, not just accidentally, especially if you're like me and this doesn't come naturally, which I don't know who it comes naturally for, but to say, hey, here's where I messed up.

SPEAKER_02 19:52

Yeah.

SPEAKER_03 19:52

I was working, I was working with this uh founder, owner, and she was telling me about uh this purchasing decision that she made that was really complicated and in hindsight wasn't the best decision. Yeah. Now we're talking about like a $27,000 loss, not not like a little, oh, these pens aren't what we thought they would be. Right, right, right. Like, oh, okay, this is real. And I felt so encouraged by her because while she was still kind of carrying some of this, she was saying,

Vulnerability Without Oversharing

SPEAKER_03 20:24

but you know, I can learn from that. And yeah, I'm raising up this other leader, yeah, and I can't wait to tell them what I did. Whoa. I can't wait to tell them what I did. Oh, you must have crushed it. I can't wait to tell them what I did. Oh, you must have knocked it out of the park. I can't wait to tell them what I did. Oh, you must have broken the record for the sales, and you're totally. No, I totally dropped the ball. Yeah, I totally messed up, and I can't wait to tell them what I did because inevitably they're gonna do the same thing and they don't have to wear that. So I was I was sitting here, I'm I'm sitting here, I'm thinking I'm coaching you. I'm like, uh-huh. Yeah, let's you have more of that more of that. Yeah. Um and yeah, and I just told her, hey, here's an opportunity to demonstrate that humility. Go and lay it bare before the team, and she's all in.

SPEAKER_00 21:06

That's great. I think that you you're hitting it where it's like, who do I really want to be? Yeah. And it's also the the thing I'm getting is what what do I also want them to experience? Like what, not even just who do I want to be right now as a leader, but what what does this mean for generations? What does this mean long term? Like, have I created uh really like this hundred to two year, two hundred year pattern? Like, I love the thought of I'm going through something right now that's not just for me, but it's for them as well. No, no, it's not, but and it's for them. I love that word. You like I wrote that down, I circled it. And it's for this. Like I struggled with this, and so when you share, like I I share my vulnerability as a leader because I realized that so much of it wasn't for me. Right? Like, I realized so much of it was, oh, I'm learning so that I can share with others.

SPEAKER_01 22:08

Right.

SPEAKER_00 22:08

Um, some of that is deeply ingrained in me. Some of that is also how I feel like you process some of the hardest parts of life, is when you can figure out, uh, is it who is it? Um, Victor Frankel, right? It's it's given meaning to pain.

SPEAKER_03 22:25

Yeah.

SPEAKER_00 22:26

That if I can give meaning to it, now I've I've been able to reframe it. Yeah. So now it's like, okay, this is not the end of my my life. Right. This isn't the end of the world. This isn't the end of the company. Yeah. This isn't the end, this isn't a high-stakes game. Totally. This is actually a lot lower than I anticipated. And so if I feel like it's a lot lower, now I'm able to make some harder decisions. I think, okay, do I hire this person? Do I fire this person? Listening to the person you're coaching. Next time I show up, now I'm realizing maybe maybe this complication is an indication that yeah, nah, this isn't the right way.

SPEAKER_03 23:02

Maybe this complication

Reframing Mistakes As Tuition

SPEAKER_03 23:04

is an indication. Yeah, let's talk about it. Yeah, man. That's so good. That's so good. I was just thinking how um somebody listening my rent right now might be thinking, well, I don't want to overshare. Yeah. And I think, you know, episode for another time, totally. Yeah. But I heard this and I'll never forget it. I can't remember where it came from. I want to give them credit. But they essentially said, if you are oversharing mistakes you've made, it's not an oversharing issue, it's a competency issue. So that's a whole different Yeah, we're not talking about that. Yeah, you know what I'm saying? That's like, oh okay, well, now I need to become more competent. It is. So I'm not making all these mistakes, right? And I need to get trained and I need to realize I need some skills. And so because I think we can get, well, I don't want to overshare. I don't want to overshare. And that's just that isolating voice that's telling you. And when really, again, people connect with your weaknesses, they'll be inspired by your strengths, but they connect with your weaknesses.

SPEAKER_00 24:01

So I do, I do think to your point, there is again, it's back to the safe space. It's who do I really want to be? Right. Can I bring it to some safe spaces, some rage spaces? Can I bring it to a space where I can actually grow and they're not taking this because the other part is what we're trying to go after is not just naming the pattern, but bringing light to it. Yeah. Like taking the sting off of it. Right. Taking the sting. I think if leaders could do that, take the sting off of the next decision. Right. Like take take the baggage off of the take off the book bag, right? Whatever. Uh or the backpack, however you decide it. But but take off the the man bag, the person, whatever. Take it off for a moment and realize that this decision is not going to be the death of you. Right. I I was talking to someone, gosh, I was just talking to someone recently and was a coaching session, and they were talking about some of the success they've had, and this person was struggling with the influence of this leader, this mentor in their life, and words that this mentor had shared. And they were afraid of making another decision because of this, like this big decision. It's like, I want to make this decision.

SPEAKER_03 25:11

Right.

SPEAKER_00 25:12

Then they got to this point where they had this revelation and said, you know what? But I made big decisions before. And he said, and it didn't kill me. Right. Oh. Yeah. I didn't die doing it. Right. You know, like the fact that you and I are still here, the fact that we're able to navigate it, and it for me, it goes back to the inner world. Right. Sometimes we've got to, in order to take ownership, we've got to own some of that inner world to say, I'm not dead. Right. Yeah. Like, I'm actually talking, whether I can talk or not. I'm I'm here. Like, I'm breathing.

SPEAKER_03 25:46

Dude, you say inner world now, all I picture is somebody with a flaming sword. Come on, man. I'm like, what? Whoa, that's it. That image is really interesting. Beautiful. That's so good. Yeah, I'm wondering right now. I don't know who needs to hear this, but I had a call yesterday. Not a great call. Didn't show up great. And so I'm sitting there thinking, man, what am I even doing? Yeah. What's wrong with me? This is terrible. I'm

The Closet Full Of Stuff

SPEAKER_03 26:13

faking it. I'm not even this ain't gonna amount to nothing. What are we doing? Right. Right. I mean, I mean, I'm like, I'm like, I'm like, I'm like, I'm laying on the ground. And then I said, Well, why am I doing it? Okay, I'm doing it for my family. I want I want leaders to thrive so that they can restore the world. Like, okay, here we go. And like you said, realizing, and you always remind me of this, that like we're learning that this too, that call, that mistake, that mundane thing, whatever, it can be worked for good. In fact, we need these lessons to learn, these mistakes to be had, so that we can continue to learn, it only happens in real time. And so I think I think I think my big takeaway would be that as we take ownership, not only do we grow, but it actually becomes easier to take ownership. Yeah, right. It's like self-fulfilling.

SPEAKER_00 27:14

Yep, yep. Michael Jackson, right? Um we're quoting everybody to do. It's too high to get over, too low to get under. Um, you're stuck in the middle. The pain is done-done, right? It is what I get from that is this vision of you can't just get over stuff.

SPEAKER_03 27:38

Right.

SPEAKER_00 27:39

You don't just go under it, but you figure out ways to rise through it. Yeah. Right. And as you rise through it, there's a strength that's developed under pressure. Right. There's a strength that's only developed under pressure, under the next decision, under the next thing. Like now I know, okay, cool. Right. I don't have to make that $27,000 mistake because now, instead of it being a $27,000 mistake, this was a $27,000 course. Yep.

SPEAKER_03 28:04

That's exactly what we were doing.

SPEAKER_00 28:05

You know what I'm saying? Like, I just took, I mean, folks are spending hundreds of thousands of dollars on uh PhDs and but this person now, you're walking through what you're walking through, and it's like, I've learned. Dude, I just had a conversation and I could keep going on. Talked with a dude yesterday with a rare form of cancer. He's been living with this for about 14 years. Um, the average expectancy of someone living with this is about five years. And so he said, Man, I've been struggling with this survivor's guilt. Um, because I'm seeing people that um really I should have been, but I'm still here. And what he shared for me really just encouraged me, like it really made my day. He says, But I've got something to live for. Like, this is my life's work. Wow. Because I said, Man, you, you, this guy, he said, I'm I'm walking through a divorce. Uh, I've walked through this cancer, but he says, I've got something to live for every day. These were watching crossing the threshold with James. What if we took that as again, Jason? I'll share this and I'll shut up. I'll never forget forward. Um bring me back to it. And share another mission-driven leader. We show up at their house in their own threshold mode. The fastest way to clean up their house is to keep invite somebody over. I know you all are minimalists, and so y'all don't have to y'all gonna deal with that as much as I do. But but the fastest way to clean up your house, invite somebody over, these friends invited us over, and we're hanging out at their house, and it was like, oh man, this is clean. Sure enough, they had this room, and this room, when you open it up, it's like, oh, this is where everything is. This room was where everything was. And I think what happens is we all have those rooms. So they had this bigger room because they had a bigger house. Mine used to be under my bed, right? Or it could be in your closet, wherever your room is. The truth is, you've got to now have the courage to not just look at the stuff in the room, but own the stuff in the room, realizing, hey, if I start digging in some of this room, I'm getting stronger, but I'm also getting clearer, my teens trust me more, I'm able to have bigger impact.

Take The Next Courageous Step

SPEAKER_00 30:09

It's like, oh, because in that room, not only was it junk or things that needed to be cleaned, but it was also things that held meaning. Right. It was actually things that helped, you know, purpose. And so I I don't know, I don't want to derail this, but I really want to hit on that is that for the leader that's discouraged, right, that's tired, for the leader that's under pressure, for the leader that is terrified over the next decision, own the room. Own the room. Own the room. Own the room because in that room, there's so much beauty. In that room is who you truly want to be. Right. In that room, it's actually that's what this gentleman shared with me. This rare form of cancer. He says, I'm walking through one of the hardest seasons of my life. He says, When I look at it though, I have a lot of people that love me. Right. A lot of people that support me. Yeah. When you own the room, you realize I got people to share this my stuff with.

SPEAKER_03 30:58

What's really there? What's really there? What needs to be?

SPEAKER_00 31:00

What do you really want? What's really there? Dude, that's yeah, it's pretty good.

SPEAKER_03 31:03

That's so good. Yeah. Yeah, man. Hey, we're all crossing thresholds. Yeah, man. Take your next courageous step. Ownership. It'll change the game. It'll change not just your leadership, but also the lives of the people you lead. There it is. That's it.

SPEAKER_00 31:15

Boom.