What Leaders Carry Alone

SPEAKER_01 0:14

All right, let's dive in. What's something leaders carry alone that they should probably bring to the team sooner?

SPEAKER_00 0:23

What's something leaders carry that they should probably bring to the team sooner? That they don't know the answer to a problem. Like just to say, hey, I don't know. Not like I don't know and I'm advocating responsibility, but man, I feel like s we we don't give people any clarity so often. Like our team just sits in the dark because the leader isn't willing to just say, hey, yeah, I don't know. Yeah. What's it what's it for what's it you know what?

SPEAKER_01 0:52

As you said it, I I kind of thought of it's probably similar. It's the fear under the decision. It's really we often carry this fear. We we bring bring the plan, but we never bring the pressure. Now, again, you have to kind of navigate. We bring the strategy, but not really the concern. Like what actually matters most? And it's not about having a better plan as much as it's about telling the truth sooner. So, yeah, no, I I think I think you're on it, man. Well, listen, this is James Wilson Jr., and I'm here with my man JC Fowler. Uh, we're crossing the threshold leadership. And so last episode we said teamwork breaks down when the work is unclear and the worry is unnamed. Today is about one simple reset busy leaders can use without adding more meetings or overcomplicating the team to move toward shared responsibility. Because if the work is unclear, the leader becomes the bottleneck. If the worry is unnamed, it leaks into control, resentment, and avoidance.

SPEAKER_00 1:55

Let's go there today. Yeah, let's do it. That's why we need a teamwork reset. Yeah. And let me just encourage some leaders out there, some team leads. And this also applies if you don't lead a team, but you're just in relationships, this will this will be really helpful. Um yeah, maintenance, the ongoing building and developing of a team and the team dynamic is important. But I'm a strong believer that we need these, we need these point in times where we do a reset. Yeah, absolutely. Where we say, hey, let's come to the table. We we've been doing this, hopefully, or not, yeah, and let's do a reset. So here's a teamwork, teamwork reset. When a team is suffering, um, or even just uh, we're a big fan of quarterly twice a year, yeah, to really sit down and engage. And you can pull these out anytime.

SPEAKER_01 2:43

I think you're right, man. Because you're right, it's not just suffering, it is actually like we just want to make sure we're aligned. We'll just make sure we're going in the same direction. That's good, man.

SPEAKER_00 2:53

What I've found is that some of the teams and organizations that we've been able to add the most value to aren't the unhealthiest. That's right.

SPEAKER_01 3:02

That's right.

SPEAKER_00 3:02

They're the ones that are pretty healthy. We

The Four Question Reset

SPEAKER_00 3:05

I was talking with an organization the other day, super awesome mission, incredible leaders, seven years old, found. I mean, just so fun.

SPEAKER_01 3:12

Yeah.

SPEAKER_00 3:13

And, you know, I was talking about workshop and I said, hey, you know, we could do a two-hour workshop. What we really like to do is a four-hour workshop, it's like a half day, but that's a lot for people sometimes. Yeah. And she was like, Oh, no, no, no. We do a half day workshop once a month for team development. Brilliant. And so I could have thought, oh, they're definitely not gonna hire us. Yeah, because we already have things, right? And instead, it was a oh yeah, we want to bring in that value and that dynamic. And so it's like, wait a second. That's good. Uh the healthier you get healthier, it's like the Matthew principle or something, right? It's good, man. The more we get more. Yeah. Anyway, we we have room for you no matter where you are. Okay, go for it. All right, here are these four questions about this teamwork reset. Number one, it's about the work. Simple. What work needs to get done? What work needs to get done? You'd ask that question. Then you move a little deeper into worry. What concern, pressure, risk, or tension needs to be named? What are we carrying underneath this that needs to be named? Question for the work, question for the worry. And then we can move into wisdom. We'll unpack this more. That's good. But here's the question What perspective, experience, or insight do we need in the room? What perspective, experience, or insight do we need in the room? And then finally, we have to move to ownership. Who owns the next step? And that is the simplest question, but it might be the one that is most often ignored because it seems so obvious. Well, we just talked about it. Uh, please clarify. We'll dig into it. So let's start with name the work. A lot of teamwork, tension isn't personal. It actually has nothing to do with the interpersonal dynamics, it's simply because of unclear

Name The Work Clearly

SPEAKER_00 5:00

work. It's not that people are always lazy, resistant, or careless. Sometimes they're just unclear. Yeah. I'm not a great, I'm not a great dancer. I'm willing to dance. All right, all right. But you got two people dancing and you're stepping on each other's toes, and it's not, it's not because you don't like each other. Right. You guys are dancing together. We like each other. You just don't know where you're supposed to step next, right?

SPEAKER_01 5:22

And we could be doing to that. I love that analogy of the dance because we could be doing two separate dances to the same tune.

SPEAKER_00 5:30

I thought we were, but I thought, right, yep, let's get clear. So, name the work. Here's uh dig a little deeper into the name the work questions. What are we trying to accomplish?

SPEAKER_01 5:43

Mm-hmm.

SPEAKER_00 5:43

That is kind of like a higher level look, maybe like a 15,000-foot view look, you know, of like, hey, what are we what are we actually trying to accomplish? I I saw a team employ this question the other day, and it totally changed the details of what they were planning. I love it. Everyone went, oh, yeah. Yeah. Oh, oh, we're trying to accomplish these three things. Oh, that's where we're trying to go. Now the work is clear. Which direction are we headed?

SPEAKER_01 6:11

And maybe another way of putting that same question is what's the problem we're trying to solve?

unknown 6:16

Yes.

SPEAKER_01 6:16

Right? Like, what we got, oh, this solution and that solution. I'm an idea guy. It's like, oh, let's do this, let's do that. Right. But the when we start kind of peeling back the layers, it's like, well, what are we actually trying to solve here? Yeah.

SPEAKER_00 6:28

I love it. You taught me this one. What does done look like? I gotta be honest, I skipped this a lot in my own leadership because I let it live in my head. Yeah. Yeah. You know? Yep. What does done look like? And then kind of with that, is what will get in the way of this getting done? Yeah. I see. Or or maybe what do we need to get this done? Hey, you asked me to do this thing, but I don't actually have the authority to tell Susan about or I don't have the resource to, or am I allowed to make that purchase? Or whatever.

SPEAKER_01 7:04

Or you already have me tasked with doing five other things and doing this thing is going to take a lot more time than we anticipated. Right.

SPEAKER_00 7:12

Yeah. Yeah. And then what decisions need to be made? That's like again, that that can be the authority bottleneck of do I have the authority to make that decision? Um should we make that decision together? So we need some time to think about that decision. We go through this work. Yep. Like, oh hey, go, you know, I want you to pick a bunch of paints and then give it to the supplier. Like, okay. Do I pick the paint or, you know, are we gonna come back? Anyway, what decisions need to be made? So, yeah, what are we actually trying to accomplish? What does it done look like? What will get in the way, or what do we need to get it done? What decisions need to be made? I I'm guilty of this. Leaders often delegate tasks, but not outcomes. Hey, here's what the finished product looks like. Just talking, coaching with someone last night, and oh, they made this slideshow, and I I told them here's the information we need on the slideshow, got the slideshow back, and it was not ready to be presented to the client.

SPEAKER_01 8:10

Yeah.

SPEAKER_00 8:11

I was like, oh, well, did they know the outcome? Did they know it was supposed to be aesthetically pleasing? Did they know it lived in your head?

SPEAKER_01 8:18

Yeah, yeah. I heard someone say this is essentially um, I forgot who it was, but it's like a 360 review, right? When you tell someone to say, hey, all right, we've got this event coming up, and I want you to get the hot dogs. Had this happen to me once before. What kind of hot dogs? Um, because we've got a group of people here who don't eat pork, or we've got a group of people here who do eat this. So what kind of hot dogs do we need? And are they are they, and if we get these longer hot dogs, then we need to make sure we got buns for it? Are these people eat bun? Do we need kind of right? So you you really want to, again, as leaders, we know things need to get done, but we need to make sure that as we're working with the team, that we really spend a little time on that navigating, okay, what's the actual outcome? And the outcome is hey, I just want to make sure that everybody gets a small uh hot dog that's safe enough, that with little condiments, with little bread, and here's our budget, by the way, and this. So spending a little time, a little bit extra time to now be able to execute well.

SPEAKER_00 9:23

That is when the work is unclear, you just expressed it. The worry multiplies.

SPEAKER_01 9:30

That's it.

SPEAKER_00 9:31

Clarity is kindness, obviously, deliver it in a kind way, but clarity is great. Once the work is clear, we still have to ask what's underneath it. Yeah. And that I think in that hot dog example, what we're gonna talk about next enables us to go, well, what kind of hot dog? Rather than just stressing out, and then I totally dude, it's it's

Define Done And Remove Blocks

SPEAKER_00 9:54

so real.

SPEAKER_01 9:55

So so we'll go, we go from naming the work to now we have to also name the worried. And I think that as leaders, we are often avoiding of this because we we spend so much time executing, and it's important to execute, it's important to get things done, but we've got to understand that there's some fears, like this the hot dog example. Um, if you've got folks who are allergic to those things, they're they they want to be pleasing. They no, here's the truth, man. Nobody wants to be rejected, right? So I'm not gonna speak up and say, hey, I'm allergic to this hot dog. Instead, what I'm gonna do is I'm either not gonna eat it or I'm gonna eat it and suffer through it. I just didn't come. That's that's well, why not? I'm allergic to the hot dog. I'm allergic to the hot dog. Why are you saying anything? I didn't feel comfortable. I didn't feel comfortable. Okay, so let's go here. So, not every worry gets to drive the decision, but every important worry needs to be heard. This is you really people. So, again, that that everyone on your team making sure that they have a voice. Now, it's not that everybody's voice has the same level of value or the same level of volume, but you have to make sure that you're hearing what's underneath this? What what's what's driving this? Again, we talked about in the last episode. All of this stuff would work if we were machines, right? But we're people, easy, right? And people have worries. So the question I would be asking under this is what are we carrying with this? Whatever the this is, what are we carrying with this decision that we've not net that we've not yet named? Um uh, what are we carrying with this marriage that we have not named yet? What are we carrying with this new client? Oh gosh, that we have not named yet, right? What are we carrying? And I think you have to get under there. And so this one is so, so important because every time there's demands, there's also pressure and worry that come with it. And so one of the guardrails I would say for this is naming worry is not emotional dumping, though. And this is why some leaders get really afraid of it because we just assume oh gosh, here we go. I'm not a therapist, I'm not a therapist, I don't need to do this. And so the goal isn't emotional overflow, the goal is really to get clear on shared responsibility. What why is this why is this bothering you so much?

SPEAKER_00 12:12

Oh I like a thought around how to name the worry because like these smaller worries will come up, and and if and there's a bit if there's a if there's a bigger worry, then I I would say, I'm just thinking out loud here, I would say great, bring the emotional weight with it. Like let that let that show and breathe. Yes. I think sometimes we can be, you know, you've been called a contrarian, yep. Which you have a gift of of asking good questions, yeah, which can be like naming worries in a way of like, well, what about this? What's gonna happen at this? And I think sometimes I've experienced people who will name a worry this way. Well, uh, let's say, what if no one comes to the event? And everyone's like, man, we're all excited about the event. Like, yeah, that's a realistic possibility. Which is just a killjoy, yeah. Or hey, okay, so what if no one comes to the event? What where do we are we okay with that? Where do we go from here? How do we recover from that? Like, that's like, oh, okay, so you have a worry that no one comes, and someone else might be thinking, wow, I was thinking the same thing. Yeah. But if it's so emotionally charged, if it's outsized almost, then people won't even want to identify with it, even if they were thinking it, because they don't want to identify with what feels like uh a discrepancy in kind of like reality and emotional reality, nobody wants to be rejected, right?

SPEAKER_01 13:42

Like I want to be at the table just as much as everybody else does. So I'm going to maneuver and navigate things to try to be at the table. And so if we now think through um not just more stages, because on stages people just talk to you. But if we think through what does it look like to sit at the table with circle, circle, circle. Oh, okay. Now I've got to give some room, some voice, whatever. And and also just saying, okay, this person has worry, but I have worry too. So what that person might have been naming is that man, we don't have enough people aren't going to come to this event. What I'm thinking in my brain, the reason why I might have reacted as a leader to say, oh no, let's not be a Debbie Downer is that I'm afraid I'm not gonna move the mission forward. So that's my worry. But but we have to, we have to here here's where I'm leading in. Worry named well becomes wisdom. Yes. Right? But worry unnamed becomes control, avoidance, resentment, or shutdown. And and even what you're pointing to is that worry needs to have a place to go. And it doesn't need to be in the

Name The Worry Without Dumping

SPEAKER_01 14:45

team all the time. You may need a separate team to actually name that worry, and we're gonna get there in a little bit, but you you gotta have a place to actually say, hey, here's what I'm carrying.

SPEAKER_00 14:54

I really like as you said that I thought, wow, someone having the courage to name their worry if we're paying attention can help us surface our own. Yeah. Because whether we it leaks, whether or not you're like, oh, I'm afraid, you know, I'm gonna be a failure. And yeah, and then we get to say, no, this is a this is an experiment, this is uh an initiative trying to replacing a bet, we're not going all in. Yeah, yeah.

SPEAKER_01 15:20

Yeah. So in my so what happens is in my mind, in my heart, my emotional sensor, I'm I'm raising the stakes for something that I actually haven't addressed or recognized that. Oh, I just I made this because if we don't have this event, I'm just thinking, oh my gosh, I'm I'm a failure. But that's not what's happening here. We're just trying to figure it out.

SPEAKER_00 15:41

Dude, I got uh friend of ours sent me a podcast the other day, and uh it was like a it was about self-talk. And I was like, oh boy, lame. I'm not listening to that. This is some self-hill. This don't this don't fit in my, you know, even like Christian worldview, you know. God bless everybody, but I'm like, you know, I'm like, I don't know, and I want to read and listen from all different sorts of people, but I was like, nah, I ain't doing it. But I said, you know what, he's he's a good friend. Incredible, yep. Matt.

SPEAKER_01 16:15

Mm-hmm.

SPEAKER_00 16:16

And I'm like, okay, I'm gonna listen to it for him. I listened to it was amazing, it was awesome. But here's here's what they said that and maybe tie the bow on the worry conversation is to change you can help, and I think you can do this better if you talk it out loud, but you can you can change the conversation in your head or in the room if you say you name the worry. What if? And then I think the people around you can help turn it to well, even if. Even if what if, oh come on, even if come on, thank you, Matt.

SPEAKER_01 16:46

Come on, for that goal, dude, because it's so it's so powerful that the whole idea is we don't want to be rejected. We actually have a desire to do meaningful work with people. And so when someone says, when you say what if, you're surfacing something like, Oh my gosh, I'm terrified, I'm scared, I don't know if I'm gonna be able to do this. And someone says, nah, nah, nah, even if I'm with you. I'm getting chills as we talk about it. Even if this happens, I'm still with you.

SPEAKER_00 17:15

That's a great segue. So that's good.

SPEAKER_01 17:16

Once the worry is named, the next question is, what wisdom is already in the untapped gems or untapped spaces where as leaders we can be flying through things and forget about this. That teams don't just exist to divide tasks, they actually exist to multiply perspective. Ooh. There is some gold on the teams that you're on.

SPEAKER_00 17:44

So when people come to meet a mind for gold, you got a mind for right?

SPEAKER_01 17:48

So when when folks come and we're sitting on teams or we're working with the organizations, and when they're like, Oh, I need to change this, I need to change this. Nah, what if you've got some wisdom in the seats that are already occupied?

SPEAKER_00 18:02

I'm so glad you said that. And so much, so much of our coaching evolves into team discussion. Because I'm like, we don't have all the voices in the room, and I'm to one-on-one coaching, amazing, but yeah, like there's almost always a step where hey, this conversation needs to happen. Yeah, I didn't I didn't put that together.

SPEAKER_01 18:20

Man, on a on a very practical level, uh, I talk, I remember talking to somebody, and we were talking about gosh, what were we talking about? Something about he was trying to share with me something, and I share with him, like, hey, I need you to understand, I fully get what you're talking about. Um, I got a master's degree, I feel like I'm pretty smart, um, but I need my wife here to help me. I'll tell you, dude, it was my doctor. That's oh my gosh, it's so terrible. I said, Hey, doc, um listen, I know I sound clueless right now, but my wife asks some really good questions in these moments, and I I'm fully capable of navigating that. But she's got this additional wisdom. She's got something where it's like, oh, she can ask the question. It's like, that's what we needed. And so it's important, right, to know who's on my team and to actually be able to invite those voices to uh be on the team.

SPEAKER_00 19:14

And you had to overcome what I think a lot of us feel is well, I don't want to look dumb. Yep. Or well, I'm supposed to have the answers or I'm somebody, and and so that's that's so critical.

SPEAKER_01 19:28

So let me give you this for free. And I know I don't want to run out of time, but this is I was thinking about this, and this was after the notes. But if you're gonna find wisdom, three things I want you to focus on invite, amplify, share, right? So you want to invite other perspectives to the table. Um, there's sometimes there's certain perspectives and certain voices that you want to amplify um because they actually surface some things that say, oh, this actually really matters. Hey, that's a good point. Let's come back to such and such, because what they said really matters, right? So you invite new perspectives, you amplify certain voices. And then I love this because this is some of the work we're doing, is also now we want to share some of this. Like shared leadership for me is a whole nother podcast and a whole nother space. But we sometimes as leaders get this really thing, it's the great man theory, right? We just assume I gotta be the guy, I gotta be

From What If To Even If

SPEAKER_01 21:00

the woman. And the truth is, you can actually share some of this responsibility for finding wisdom, but you've got to build a culture for it.

SPEAKER_00 21:09

It's like the antithesis of teamwork. That's it. That's it. Great man theory. So give us a few questions. Couple questions. Here it is.

SPEAKER_01 21:15

Who sees something I do not see or has the context I don't have? Right? This is that perspective piece for finding wisdom, right? Okay, okay. Who is closer to the people affected by this?

SPEAKER_00 21:29

I love that question. Oh, that's so good. Yeah, yeah. I think I know everything. We all do. I'm like, oh no, I know. Like, when's the last time? Like, you are you are six levels above in the org chart. You're not even in customer service, but you think you know what the customer is thinking. Yep, whatever it is. Yeah.

SPEAKER_01 21:46

And leaders, we do that. We try to keep our hands on the pulse as best as we can. It's great. There is a sense that you might be missing some things.

SPEAKER_00 21:52

Yeah, don't let don't let the org chart get in the way of knowing what's what.

SPEAKER_01 21:55

And those are the voices you got to amplify, right? So, and then the other question would be who has experience that could help us make a better decision? This is the conversation where people are like, Well, why do we bring outside consultants? Why do we bring in these folks? Well, because they've got some experience, but also there's that guest speaker effect. Yeah, there's that effect of like, I've been telling my daughters to do a certain thing for the last year. Bring in somebody else. JC may say the same thing, and they're like, Oh, dad, did you hear what Jason said? What? I mean, I've only said that for the last year, right? But it's this idea that sometimes we can, as leaders, be proactive by bringing them in and helping us make that decision.

SPEAKER_00 22:37

So let me get super real real quick. So a buddy of ours, his brother passed away recently. Yeah, wow. Yeah. And he he was a friend of mine too, but this is one of my childhood best friends. And uh we're in this men's small group. He He couldn't make it. He he was out of town. And everyone is thinking, what do we do for him? How do we like how do we talk to him? What do we say? What's going on? And you know, I lost a brother too. Yep. And I said, Well, I think it would be helpful to not that I have all the answers, but to talk to someone who has that same experience, what helped them.

SPEAKER_01 23:18

That's powerful.

SPEAKER_00 23:19

Because you can't replace that experience. Now you can read you know, there's methods and tactics, and and and the most important part was showing up, but there is some ways that we could do that well. But that was like, wow.

SPEAKER_01 23:29

That's powerful, man.

SPEAKER_00 23:30

Okay, I have this experience that's pretty unique. Huh. Like you talk about in your work, kind of some of the lane that you run in is I've experienced a ton of different transitions.

SPEAKER_01 23:40

Yep.

SPEAKER_00 23:40

Yep. So when I when I'm working with somebody and I'm like, oh, you need to talk to my partner, James, because he knows about transition. Yeah. I can I got theory, and that's the point we were talking about. How do you have authority in something? Probably because you've experienced it. So

Find Wisdom Already On The Team

SPEAKER_00 23:54

yeah.

SPEAKER_01 23:54

Critical critical. If you only use your team for execution, don't be surprised when they stop bringing their wisdom. Why is nobody saying anything? You didn't ask them. You didn't ask them. They got experience that you're not listening to. Some leaders say they want a team, but then they dictate all the decisions. And so we want to kind of lean into this thought that embracing conflict, because this is we don't even have time to get into it. Right, but we will. But embrace embracing conflict is key not just to real relationships, but it's also also critical for great decisions. Yeah. Yeah.

SPEAKER_00 24:32

Okay. So we want to name the work, name the worry, find the wisdom. And then lastly, we've got to turn into ownership. We've got to clarify the owner. A great conversation, one that is real and raw and clear and honest, and utilize the wisdom of all the people in the room. That's good. Still needs to a clear, still needs to lead to a clear next step if we're actually going to experience momentum and growth. And so after you name the work, worry, and find the wisdom, you got to ask, who owns the next step? A couple ways to say that. Who's responsible? And I like even who should be responsible. Yeah, that's good. Who should be responsible for this? Because then you start to think about, oh, Sarah is so good at that.

SPEAKER_01 25:15

Yeah.

SPEAKER_00 25:16

Oh, James is natural. He loves to now instead of just like, well, that's what your job description says. Yeah. Or well, we just ask you to do things. Or who should be responsible? Who's caring the most right now? And great. So clarify the owner. Yeah. What needs to happen next? What needs to happen next? I we worked with a consultant a while back at the church, and he gave us this language that was so sticky. He said, Who, whose puppy is that? He said, Because, you know, if you don't take care of a puppy, that puppy makes a mess everywhere. Yeah. And nobody wants a lost puppy. And puppies are loud and make noise. And so we'd be like, whose puppy is that? Like, oh, that's my puppy. Like, okay, I'm going to take care of that puppy. I'm going to make sure that puppy's fed. Yeah. Make sure that puppy gets to where it needs to go. Oh, that's so good. It's like, wow, it's so silly, but so helpful. And then this is sort of a close the loop question. When will we check back in? It's kind of like when it can either be a when when do we want this done by, right? So a deadline kind of deal. But even it doesn't have to get done. It's more like when will we check back in on the progress? Right. Um, some of those we operate better when we have some sort of urgency. And I don't mean unhealthy urgency, but like, oh, here's the deadline, here's the here's the benchmark. Not even for done, like for staging the process.

SPEAKER_01 26:39

We're wired like that. I mean, we're like we've talked about we're human beings. And I nothing got me ready uh for nothing got me ready more for marriage than being married. You know what I'm saying? Like it was just something something shifted in me when I'm like, oh, here's my deadline. We in there, like we're getting married. This is our day. Okay, now I gotta just do it. It's a forcing function.

SPEAKER_00 27:05

Force function. That's yeah, I love that. That's so helpful. So this is where teamwork turns into execution. If no one owns the step leaders, you probably experienced this. All the weight goes back to you, yep, which can be heavy, and then you end up frustrated, and you're like, oh, but it might have just been because you weren't clear, uh guilty. If the team isn't clear about who owns it, check it out. There's a good chance that no one does.

SPEAKER_01 27:28

Oh man, everybody's doing it. Yeah, nobody's doing it. Nobody is doing it. Yeah.

SPEAKER_00 27:34

Oh man, that's so good. And that's like so many times people want to rush out of a meeting. I think the last five minutes of a meeting are so critical. Or a conversation, whatever. Like, hey, here's what I heard, here's what you heard. Yep. Okay. Is there anything else? Yeah. It's like working through, working through, and then, all right, you're gonna do that, I'm gonna do this. Yeah, yeah.

SPEAKER_01 27:54

I heard a leader tell me, mentoring me once, and it was just like, James, you do a great job of leading these meetings, you do a great job of, you know, you're there for people, you give people psychological safety, you do all of this great stuff. Um, what's often

Ownership Deadlines And Checkbacks

SPEAKER_01 28:08

missing is the shared expectations. Like you, at the end of the day, they walk out not quite knowing we had a good talk, but what was this about again? Yeah, and what do I need to do? And that comes again from sometimes there's corrective conversations, sometimes there's other conversations that we just need to say, okay, you know what? Here is where we're going. And at the heartbeat of that is getting back to where we started, man. It's this whole purpose of teamwork is not just so that we can cause more friction, but it's actually so that we can move things forward. Yeah, man. So let's go ahead, Land of Plain, y'all. Crossing the threshold this week. Um, what I want you to do this week, I want you to run one teamwork reset. So whether you are leading a large organization or it's an organization of just you and your significant other, or you and your best friend, I want you to have this real conversation. Um, here's what it says Ask, what's the work, right? What work needs to move forward? Who needs to be cleaning the dishes, right? Worry. What concerns need to be named? Wisdom. What perspective do we need in the room? And then ownership is who owns the next step? I I we probably should have just put this in there. Whose puppy is this?

SPEAKER_00 29:26

Uh so yeah, y'all.

SPEAKER_01 29:30

One conversation this week. I don't want you to feel like you've got to do it all, but do this one thing one conversation and think about these four words work, worry, wisdom, owner. You don't build a team by carrying everything better. You build a team by learning what should not be carried alone. Yeah.

SPEAKER_00 29:51

Teamwork is hard work, but man, is it worth it? It is like the untapped superpower. Everyone wants to think about more strategy, more technical intelligence, more marketing capability. And hey, great stuff, absolutely. But I think teamwork, it's hard work, which is why people don't always try and make it work, but it's an untapped superpower. Listen, whether or not you lead a team, uh, if you are feeling stuck, overwhelmed, or just looking to grow, we want to encourage you to sign up for the Leadership Momentum Accelerator. You can do that at cttleadership.com or just check out the show notes for a link. For just $3.98, you're gonna get two coaches focused on you, working through a tried and true framework for 70 minutes, a custom roadmap to help you overcome that, consulting access, accountability,

One Reset Conversation This Week

SPEAKER_00 30:37

and so much more for the following month. And we have seen this produce such amazing results that we will guarantee you will be satisfied with the service or we'll hand you your money back. We're not kidding. It's been awesome. We we feel on fire about it. So we have we have just five spots open at that 398 as we're kind of launching and rolling this out. We would love to join in that with you. Until next time, y'all. This is JC. I'm James. See you next time.

SPEAKER_01 31:04

Peace.