Leaders Make It Happen

Mark Cole:

Welcome to the Maxwell Leadership Podcast. This is the podcast that adds value to leaders who multiply value to others. My name is Mark Cole. One of the greatest skills leaders possess is the ability to get things done, the ability to somehow mobilize people and create resources to achieve a common goal. So in today’s episode, we’re sharing a lesson from John Maxwell, in which John teaches on three main things that leaders make happen in order to achieve results. After John’s teaching, I’m going to be joined by a guy that is producing results. You know him as Chris Goldie. I call him Mr. Producer. We’re going to discuss John’s three points and how we actively apply them here at Maxwell Leadership. But before we jump in today’s lesson, be sure to check out YouTube and visit us and watch. And give us comments. You can do that at maxwellpodcast.com/YouTube.

And finally, we have a free downloadable PDF worksheet. In fact, if you’re watching by YouTube, I’m holding it up. Chris and I have in studio notes as we listen to John. Now, I’m going to take a moment today because many of you have had challenges recently to download the bonus resource. Some of you have never even visited and realized the library of value we have created for you. Whether you consume this for personal, or whether like many of my friends, you consume this with your team, gathered around a board table, I’m going to tell you we create this value add for you so that you can follow along, but now we have every bonus resource that we have ever created in one central repository for you.

So you can go and click on the bonus resource button. And not only get today’s bonus resource, but every bonus resource that we’ve got. And we did this all to add value to you because you’re multiplying value to others. So to get this free downloadable PDF worksheet, you can access it by going to maxwell podcast.com/makeithappen. I love that link. Click the bonus resource button, and the PDF will be there for you, making it easier for you to capture notes as John teaches. Okay, let’s go download the notes. Get ready because here is John Maxwell.

John Maxwell:

Leaders cause something to happen. This is how you know found the leader. Again in the 17 indisputable laws of teamwork, one of the laws is the law of the catalyst. The law of the catalyst says winning teams have players who make things happen. You see, games are won by get it done and then some people. That’s just what they are. So leaders have the ability to stir, to cause. In the Leadership Challenge book, they enable people to act. They cause things to happen. And what do leaders cause? Number one, they cause momentum. They have the ability to get momentum going. Warren Buffet said it’s not how hard you row the boat. It’s how fast the stream is going. There are four types of people in an organization in the area of momentum. There are momentum fakers. You ever know momentum faker. They think noise makes it happen. So they’re all rah, rah, rah, rah, rah, rah. They just drive you nuts after a while. You just want to get in a room and lock the door and be by yourself. Okay? Or have them take a pill, one of the two.

But they’re momentum fakers, they just think of the noise will do it, so they just kind of get hyped, I guess. Then there are what I call momentum breakers. Momentum breakers, they think their middle name is dam. They’re always trying to stop something. They’re always plugging it up. They’re just like a dam. You know what I mean? They can keep any moving object still for a while. And then there are what I call momentum takers. They don’t think. They just take. You just get momentum going. They just come and suck life out of. You know what I’m saying? They’re the kind of person you just groan when you see them coming down the hallway. You know what I mean? How many of you know somebody you just grown when you see them coming, you say, “Oh no, no, it’s…” But then there’s this last class of people, they’re a leader. They’re momentum makers, and they’re the leaders who make things happen.

By the way, when you’re trying to find the potential leader, when you’re looking around the eaglets, looking for an eagle, always go to the person who has the ability to make things happen. You just throw them out there, and they always come back. They always bring home the bacon. You know what I’m talking about? Instead of belching out the baloney, they just bring home the bacon. They just bring it back. Every time, just throw them out there, doesn’t matter. They come back and they win. They just come out on top. You just say, well, how’d they pull that off? You ask them. They don’t even know how they pulled it off, or they won’t even tell you how they pulled it off. The cops may, but they won’t. Okay? And don’t you also know other people, you can set them up perfectly and they can’t pull it off? You can just set it up, and they just come back with 17 reasons why they couldn’t, shouldn’t, didn’t, and won’t. Okay? Okay, four types people, momentum fakers, breakers, takers, and makers.

Now, leaders not only cause momentum. In other words, leaders are like thermostats, not thermometers. They determine the temperature, not record it. Leaders also cause change. They have the ability to cause change. Leaders either cause change or they stop change. Now, hang on. If you had heard me 20 years ago, if you’d heard me 15 years ago, one of the things I would’ve told you is this wrong, but I would’ve told you this. I’m just a wonderful, passionate, sometimes very naive, stupid person. I would’ve told you 15 years ago. I’ve said, “Now, here’s the way this works. Leaders love change, and followers hate change.” That’s not true. Can I tell you something? Leaders hate change as much as followers, unless the change is their idea.

In fact, I’m going to make a statement to you that’s really huge. Leaders resist change more than followers if it’s not their idea. Because leaders many times say, “How’s this going to threaten my kingdom? How’s this going to mess up my turf?” So just because you’re a leader doesn’t mean you’re a pro change, and if you’re a follower, you’re anti change. No, no, no, no, no. No, no. So what you’ve got to do is make sure that those motives are right and you got the teamwork going, so that you don’t have people sabotaging your organization just because they want to somehow protect their turf. If the pace of change inside your organization is not faster than the pace of change outside your organization, then your organization has a very short lifespan. Leaders cause one more thing. Leaders not only cause momentum, and leaders not only cause change, but thirdly, and finally, leaders cause growth.

Whenever you see a leader, the people around them, the organization is growing. That’s just the way it works. The quote’s a great quote. Those who are successful are those who have known more than the average person considers necessary. Leaders are always growing. And because they’re always growing, their organizations are always growing. So three growth statements. Letter A, leaders continue to lead if they continue to grow. B, the pace of the leader determines the pace of the people. And C, growth is not automatic. Are you taking this material? Are you taking this stuff, and are you flexing it out in your company? Are you passing on to people? Are you using it for yourself, and then are you stopping it there, or are you using it for others? You see, you want to be a river, not a reservoir. So let it flow. Let it flow. Therefore, because you keep growing, we always are going to have answers to questions people are asking. We’re always going to be add value to people that are hurting. See, you cannot give what you do not have.

And one of the saddest things in life, my dad, when I was 17 years of age, he said, “John, listen to me very carefully.” He said, “You got to read every day. You got to listen to tapes every day. You got to get around growing people every day because…” He said, “Let me tell you what, the saddest thing I know in life is, for somebody to get up at 60 years of age and open their mouth and have nothing to say.” He said, “Constantly make sure that you’ve got something to say. And the only insurance that you’ve got something to say is the fact that you keep growing, that you keep developing, that you keep improving.” Because here’s what I know about leaders, they cause growth around them. Thank you very much.

Speaker 3:

Hey podcast listeners, do you have a clear plan for growth? Achieving big results most often does not require big life changes. Small improvements over time compound into big results. Download the Maxwell Leadership app. It’s the new free app where our expert guides and John Maxwell help you pace your leadership journey and set a clear plan for your own personal growth. You can also find all sorts of resources on the Maxwell leadership app, including this podcast, information on upcoming events, and much more. Just search Maxwell leadership in your app store and download the app today.

Mark Cole:

Hey, welcome back. I did say in the intro, Chris, how I’m glad you’re here. I’m always glad you’re here. The audience is glad that you’re here. Everybody but the people in the studio is glad you’re here because they keep moving you around today. I don’t know what you did to offend.

Chris Goede:

They kept pushing me further out of the camera, which for those that are watching YouTube, I don’t know what that means, but we’ll [inaudible 00:10:12]

Mark Cole:

But you’re back in.

Chris Goede:

I’m back in now.

Mark Cole:

We’ll talk about that later. Go to YouTube and make Chris feel a little better.

Chris Goede:

Make me feel better. Yeah.

Mark Cole:

Hey, really, you’re in a season of Make It Happen, and I’m loving what you not only just produce in and through your team, personal production, but also producing the needs of the organization. So it’s truly a privilege. I was thinking about that as we were listening, or as we was listening to John. It’s really a privilege to kind of still be around making it happen with John, isn’t it?

Chris Goede:

Yeah, I appreciate that. Thank you. I’m glad to be back. And it’s interesting because you and I were just talking a minute ago, and even Jake, we were talking about the old guy, he’s still got a couple principles in there. We were like, “Oh man, wait a minute. Let’s listen to that again.” And I think this is just a simple, but yet very profound lesson that I think all leaders, whether internally, which we’re going to talk about, or if you’re leading your team… And as I was thinking about this, one of the things I was thinking about is… I think one of the most difficult things to do as leaders is to sustain momentum. And when we talk about leaders making things happen. I want to really dig into this first point that John talked about around momentum. We just happen to be, here at Maxwell Leadership, you happen to be in your leadership, knee deep in making sure that we are gaining momentum. And then what are we going to do to sustain it?

Because we’ve had seasons in our enterprise where we’ve had momentum. It probably wasn’t sustainable. Let me take out the word probably.

Mark Cole:

Yeah, exactly.

Chris Goede:

It wasn’t sustainable, because now we’re back in it. And you’re doing some things different. You’re leading differently. And I think the keys… And this is what I want you to build off of for our listeners and those that are viewing for us today, a couple of things. There’s two things that I think about when I think about momentum in regards to keys, preparation and motivation. Now, in order to create momentum inside our organization, you’ve had to prepare.

Mark Cole:

Yeah.

Chris Goede:

We’ve talked about this in personal growth before. You’ve had to go back and prepare in a way that said, okay, I’ve got to grow personally so that I can create momentum for the organization. You then had to come in and create motivation for us in order to create momentum. And that motivation is in all kinds of different ways. Sometimes it’s just small wins, different scorecards that are shorter, different, “Hey attaboys,” whatever it might be. And I know that I love this quote. He talked about Warren Buffet in here. We tend to lean towards a tailwind. John has used that before of saying, “Hey, it might just be a tailwind, not necessarily momentum inside your organization.” Okay, enough about that. We’re in this season, that’s why it’s just coming to me right now and I’m kind of running on a minute. But talk about from a leader’s perspective in creating momentum in order to make things happen for the enterprise, man, what’s going on inside your head, right now and over the last 90, 120 days when you’ve had this emphasis around momentum?

Mark Cole:

Well first, let me say this, and I greatly appreciate our support team that helps us make this podcast better. We couldn’t do it without them. But Jake provided a quote by Martin Luther King for me that is so worthy of stating at front before I respond to what you said. He said, “A genuine leader is not a searcher of consensus, but a molder of consensus.” Okay? So now let’s take that with this idea of momentum, because you said a couple of things there that I do want to unpack and I want to state for our audience, as well as for you and I to take this podcast and make our company better.

Chris Goede:

Right.

Mark Cole:

So right now, you might just listen to me and Chris pontificate right here so that we can go back upstairs and make our companies better. So I hope this adds value to you. But you interchangeably used a couple of words there on create momentum and sustain momentum. And when you were saying that, it’s hard to sustain momentum. And I agree with you. I do. I would contend it’s harder to create it.

Chris Goede:

I would agree with you.

Mark Cole:

I’m reminded of… And John said this often, so this is not mine, it’s not even John’s, but I caught it from John, and then I actually heard Lou Holt say this one time. He was doing a talk out in Odessa, Texas, and he said, “Hey, I’ve coached good players and I’ve coached bad players, and I’m just a better coach with good players.” And I got to tell you, I’ve coached with no momentum. I’ve coached-

Chris Goede:

That’s great.

Mark Cole:

… or led with creating momentum, and I’ve led with sustaining momentum. I’m just a better leader with sustaining momentum.

Chris Goede:

That’s a good point. Yeah.

Mark Cole:

I’m not really good-

Chris Goede:

That’s a good point.

Mark Cole:

… with no momentum.

Chris Goede:

That’s a good catch [inaudible 00:14:49].

Mark Cole:

I’m learning how to catch or to lead or manufacture momentum.

Chris Goede:

Create it, yeah.

Mark Cole:

And then I have sustained momentum. When you were talking and I was thinking about that, and thinking about the differences there of no momentum, creating momentum, sustaining momentum… Let me toot my own horn for a minute. When John asked me to be the CEO of his companies in 2010, I came out with a bang in 2011. We had a very difficult first and second quarter. We turned it around. We had a better 2011 than 2010. We had a better 2012, better 2013, better 2014, better 2015. I’m on a roll. 2016 was great, the best year we’d ever had in all of John’s enterprise. ’17 was the first dip that I led through, ’18, ’19. ’19 upticked. We sustained in ’20. And I’m just walking you through that sometimes it’s easiest to call momentum momentum by the bottom line production of an organization. And it’s true. If you’re not producing, if there’s not true tangible KPIs that is measuring momentum, then it’s hard to determine momentum and not. But momentum is not just bottom line production.

Chris Goede:

That’s right.

Mark Cole:

I have led through some very difficult times that sustaining morale, culture engagement was just as important as top line or bottom line performance. And it was momentum. So don’t get caught up in, like I did in 2010 through 2016, of going, “I’m a great CEO because I am continuing to build year over year.” Most of those years was double digit growth.

Chris Goede:

Yeah.

Mark Cole:

And yet some of the things that we should have been paying attention to, like R&D and creativity, we didn’t reinvent the bell curve there. And momentum was that tailwind that you were talking about, and not necessarily sustaining momentum that we had.

Chris Goede:

That’s good.

Mark Cole:

Sustaining and manufacturing momentum. Well, then we went through the pandemic, we went through several things, and now we’re back working to manufacture momentum with some brand new initiatives. And isn’t it interesting, Chris, you gave me some accolades there, you gave me some points to reflect on in your opening comments, and you also brought some things to my attention, because I do believe that a leader’s responsibility is to determine what’s best for the team to inspire and manufacture momentum. And just in the last 90 days around here, we’ve used hard meetings, we’ve used meetings to where we stated the facts, and then paused and let the silence kill the room. We’ve stated what if scenarios. If we don’t do X, then there is going to be a cause and effect here that is not going to be fun. We’ve used inspiration when there was nothing to be inspired about.

Truly, I believe manufacturing momentum is as much art as it is science. I believe that it is the ability of the leader to know when to use a challenging meeting, an inspiring meeting, a reality meeting, or a hopeful meeting to inspire momentum. But here’s what you’ve got to understand. You cannot create momentum until you define reality. So now let me make my final point-

Chris Goede:

You’re good.

Mark Cole:

… in responding this-

Chris Goede:

It’s good.

Mark Cole:

… is there is a no momentum, there is a creating momentum, there is a sustaining momentum, but you cannot give a accurate reading on momentum unless you define reality with where we should be, where we want to be, and where we are wanting to ultimately go as an organization. And too many leaders use and reference momentum as this hocus pocus pie in the sky thing. We don’t have momentum, and you don’t back it up with facts and data to demonstrate what momentum is. And that’s where I think a lot of times we miss it, is because while it is art, we do have to bring in science and facts to really define when we’re wanting to build momentum.

Chris Goede:

It’s interesting, as you were saying that, I immediately started thinking about you began to feel this and sense it as a leader. And you said, “Hmm, I think we might have a momentum problem, opportunity for us.” What’s interesting about that is then you kind of backed up, and I’m not going to say that you went and hidden a cave, but you said, “I got to go to work. I got to really, really understand what’s going on.” In essence, what you’re saying is you got to define reality.

Mark Cole:

Right.

Chris Goede:

And what I love about that is, I think that as you create this momentum, it does take courage as a leader to do that. It takes creativity, but I think it also takes consistency. And I think on the other side, as we’re working through this, and you’re experiencing it and living it out just with a magnifying glass on it for right now, we’re always as leaders worried and working towards that, creating and sustaining it, which to your point, two separate things, but we got to be consistent in what we’re doing. And you’ve set up some things that are now very consistent with our leadership team, with our organization that is helping. It doesn’t, right now, show up to your point on the bottom line, right? The EBITDA is not changing because of some of this consistency-

Mark Cole:

Right.

Chris Goede:

It’s more than just those KPIs. So it’s the culture, it’s the consistency. And oh by the way, then it’s going to lead to the enhanced EBITDA at the bottom of the line or the bottom of the financial solution.

Mark Cole:

Let me say something on that, Chris, that I think will help a lot of us leaders that are in a position of needing to manufacture momentum. We’re three months in. Let’s the end of March, we’re three months into a quarter. We’re a quarter into 2023, and there’s still as much unknowns about recessions in stock markets now as there was at the beginning of the year. We’re still almost anticipating gloom and doom and not real sure. About a month ago I came off the road, after spending 90 days, to come home and figure out, assess what was going on, to define reality, as I talked about earlier. And I’ll never forget this, I went on this trip with John. It was an international trip. We went to Vietnam, Dubai. We did all this kind of stuff, and it was after a 90 day period. And John was waiting for the revelation.

I almost felt like Moses coming down from the mount, ready to give clarity. And I sit down with John the first day, and I’m kind of giving him this report. And John wanted more clarity, and he said, “Well, what all have you found out?” And I kind of shared a lot with him. We had a great meeting, by the way, perhaps the comment. But too often, we come in and we need jerk what the problem is and what the solution is, and we don’t give time for the leadership team or the organization around us to define the reality that we’re in. And I’ve watched too many leaders do something drastic, like I did, come off the road for 90 days, knee jerk the assessment, and knee jerk the response to the assessment, and end up on an island all by themselves.

Chris Goede:

Yeah.

Mark Cole:

What I can say I’m very proud of our team in right now is we did not come home, and we did not come back and get hasty in our assessment. We took our time. We did not get hasty in coming up with the response. We took our time. In fact, call me slow, I probably took too much time compared to others. But in taking the time, and then letting us all self reflect on where we are, it’s making the journey of progression to gaining momentum that much more effective. Because again, you cannot get leadership into the hearts of others until you define reality. You cannot manufacture momentum until there is a level setting of what momentum looks like and where we are in that momentum spectrum.

Chris Goede:

Yeah, that’s good. That’s good. We could probably talk about this first point the entire time, but there is a lot of gold in this lesson. And so I want to kind of move us to this next point where I think momentum can be an extremely powerful change agent. Now, we got to understand the capacity our team has for change, but it can be a change agent when we create that momentum. And John talks in here. And both of you, both you and I… And we even ask the team, “Did John just say that?”

Mark Cole:

Yeah.

Chris Goede:

And we’re like, “Yeah.” And so Jake put it in our notes.

Mark Cole:

Yep.

Chris Goede:

And I want you just to unpack your reaction to this comment that John talked about, where he said, “If the pace of change inside your organization is not faster than the pace of change outside your organization, your organization has a very short lifespan.” That is so profound, and we could unpack that for a long time. I think about the fact that if we don’t change, we’re going to irrelevance a whole lot less.

Mark Cole:

Yeah, yeah.

Chris Goede:

And as an organization, that’s a true statement right there. So talk to us a little bit about your reaction to that, because you literally… Let me just give you a little behind the scenes. We’re listening to John’s lesson, and we’re reacting to it here, and he’s underlying. And then it got quiet for a minute before we started rolling. He’s like, “Guys, wait a minute. Did John just really say that?” And I underlined it because he’s like, “That’s so so good.” So talk to us a little bit about that reaction.

Mark Cole:

Well first, let me say this. I hope the podcast always comes across as fresh. Like number one, we’re students-

Chris Goede:

Yes, yes.

Mark Cole:

… me and whoever’s co-hosting, that we’re students. Number two, that we’re application specialists. We’re trying to apply this to our life. And then number three, that we give you something that’s worth extending your listening time beyond John’s content, right? And so we walked that fine line. It was one of those moments to where I went, “I don’t want to talk about this. I want to go back up to my office, I want to shut off the light, I want to close the blinds, and I want to figure this thing out, because have we ever, leaders, have we ever done an assessment on something we’re trying to change by looking external to see the pace of change external compared to the pace of change internal?” And Chris, I don’t know that I have ever done that inventory.

I don’t know that I have ever assessed… I’ve assessed our need for change. I’ve assessed intuitively realizing that we need to change. I don’t know that I’ve always compared it and said, how is change externally happening compared to internal? And it was Jake who said, as I was sitting here reeling said, “Did John just say that or was that my imagination, because it’s definitely in the notes?” And it was Jake that says, “Isn’t that true about the inside of a leader, as well as the inside of an organization?” Here’s my point. I’ve been teaching this all day. I’ve had the privilege of a three hour teaching call. I didn’t teach all three hours. Don’t get worried about the podcast going for three hours here. But I just had a call for three hours, and then I did our growth app, a call for an hour. So it’s been a morning of content for me.

And I was sharing that oftentimes, it felt like both calls, and here we are on our podcast today, I felt like for so long of the early part of my career, I spent much more time developing and making myself relevant externally than making sure that I had the infrastructure to support that trajectory of growth externally. I just didn’t do it.

Chris Goede:

That’s good.

Mark Cole:

And here we are again, coming back to this. And as an organizational leader of a multimillion dollar company, I’m going, “I don’t think I’m assessing the rate of the pace of change inside the organization compared to the industry or the customer or the consumer outside the organization. And I’m very riveted with this idea.”

Chris Goede:

Yeah.

Mark Cole:

Because John said it. Okay, I got it. But man, how am I applying this? And I’m going to tell you, I got to go to work. And I hope that pausing with this level of authenticity, for those of you that are listening and viewing, I hope that you too are going, you cannot have sustainability. If the world around you is changing. It goes back to our friend, a very good friend, Jim Collins, writing the book Good to Great. And I’ve read it. I loved it. I studied those companies that he highlighted, only to read his next book that says, How the Mighty Fall: Built to Last. And I’m going, whoa, good to great, does it necessarily mean you will stay great if the world around you changes? Do we need to mention Kodak?

Chris Goede:

Right.

Mark Cole:

Does even some of our podcast listeners even know what Kodak means? Does that not date us?

Chris Goede:

Right, right.

Mark Cole:

Because they became irrelevant, because the world around them changed and the organization stayed the same.

Chris Goede:

Yeah. Well, I’m going to throw it back to you to wrap up, but that statement alone, I felt like encompassed this leaders caused things to happen, that statement alone. Because in that statement, you could look at, it’s how we create momentum, we can look at change needs to happen in that statement, and then finally to the conversation you and Jake were having, that’s going to cause growth. And as you look at that, it’s almost compounding, right? You go, okay, so is the organization changing or growing or expanding at a pace faster than I am personally, internally? And then you look at it and you go, okay, internally as an organization, externally, is it changing? And you go, man, this is really a three step thing that I need to look at. And to your point, not that I want you to quit the podcast… Jake and I might be able to handle it. You need to go up to your office and figure this out-

Mark Cole:

I do need to. Thank you.

Chris Goede:

… for Maxwell Leadership. But it also made me think too of The Law of the Lid, which the number one law in the 21 irrefutable laws written some 25 years ago literally is that statement as well. And so I’m going to throw it back to you saying closing comments as you think about that, with leaders cause things to happen, and it’s our responsibility to do that.

Mark Cole:

Well, and it goes to… What you’re mentioning is this idea of growth.

Chris Goede:

Yeah.

Mark Cole:

Are you growing? I was recently talking to John about another concept from our great friend, Jim Collins, the Flywheel. And John told me, he said, “Mark, I always tried to be first with ideas. Now, ideas were inspired by others and people that were doing it, but I wanted to bring something to the market first. I wanted to innovate, create. I wanted people to feel like they were in the room for the experience on the first.” And it was really insightful. It was something that in all of our pre-work… You’re hearing this for the first time, but in all our pre-work, we kind of uncovered with words like research and development, creativity. But John really struck something with me, that great leaders that know how to create momentum create momentum because of the new or the fresh, or the exciting, or something that gets people’s curiosity leaning into an idea or thought.

I think that comes with growth. I think if we’re constantly growing ourself and challenging ourself to see the world differently, to experience leadership in a more enhanced way, we’re going to constantly create a sense of curiosity, a sense of interest to those around us. That’s why… I think John closes today with this concept of growth. Are we growing? Are we challenging ourself to learn something new? I ask this question all the time. It bears repeating in today’s podcast. When is the last time you learned something for the first time? When is it? And I say that. It rolls off the tongue because I’ve said it so much, but pause. Press pause and answer that question. When is the last time you’ve learned something, done something, created something for the first time? The answer to that question could speak to your relevancy. It could speak to your sustainability. It will speak to your momentum eventually. It will.

And so when John begins to say, “Hey, leaders make things happen, that is a creative statement.” They’re problem solvers. Leaders have the ability to take us, to pioneer us, to create experiences for us that we would not be able to make on our own. And without that element of making things happen, your momentum is in decline. None of the numbers may show it, but your momentum is in decline. And so I just challenge all of us to really take this point. And I think it goes back to the Martin Luther King Jr. comment that says, “A genuine leader is not a searcher of consensus, but they are a molder of consensus.” They create it. It’s what leaders do. Things that make time, they make things happen. Chris, I wanted to close today. You and podcast, you’ve heard me, and I’m holding this up already for YouTube, so YouTube, you get to experience something first. Listeners, you don’t even know what I’m holding up because you’re not viewing it right now.

But what I’m holding up is something all of you have heard about. We are extremely excited about John’s new book, The 16 Undeniable Laws of Communication. Now, I know you that listen and view the podcast, you’ve already bought it because you’ve heard it. We’ve been talking about it. You probably were on the launch party yesterday because the book just launched yesterday. But it goes without saying that the day after the release of John Maxwell’s new book, that if you want to learn to communicate one-on-one, you want to learn to communicate in a boardroom, you want to learn to communicate from stage better, there are 16 laws. You mentioned 25 years of the 21 laws.

Chris Goede:

Yeah.

Mark Cole:

It’s been 25 years since John’s first law book. And now, here we are again yesterday giving you, I promise you, laws that when you apply them, you will make the most of your message. I want to close today with a listener comment. This comes from Ty. And Ty listened to the podcast, How Leaders Find Common Ground. We’ll put that in the show notes. For those of you that did not hear that podcast. Here’s what Ty said. He said, “I am very grateful for the humility that that bit that you did that describes what helps people climb the ladder of leadership in an organization, it helped me where I work.” Ty goes on and says, “I have served with humility by connecting with people other than directing them, and built our staff from three to 60.”

Chris Goede:

Wow.

Mark Cole:

Ty, you need to send a check to me and Goede.

Chris Goede:

That’s right.

Mark Cole:

We want a piece of the action, dude, built a staff from three to 60. May God bless those who put the podcast into practice. It’s a difficult path, but it pays off. Thank you, Ty. That’s why we do what we do. We do that because people like you, Ty, that needs to bring powerful, positive change to the world. Because Ty, those 60 people you’re leading deserves to be led well. We’ll see you next week.