Maxwell Leadership Podcast: High Road Leadership (Part 4)

Mark Cole:
Hey, welcome to the Maxwell Leadership podcast. I am here with the founder, the originator of this next statement. We are people of value. We add value to people and we want to add value to you today. And we do that with this podcast by adding value to leaders who will multiply value to others. Hey, we are so excited. We are in week four talking about the book High road leadership, bringing people together in a world that divides. And John, I’ve got to thank you here at the beginning of this.

Mark Cole:
This has been such a rich series that not only highlights a book, a book that we all need, but it highlights a concept that the world is not hearing enough. And so we’re going to talk more today for our fourth week in a row. We’re going to talk about the content from high road leadership. If you have not heard week one, week two, week three, I’m not going to say you’re behind, but I am going to say you’re missing some things because you want to go back and pick that up. If you have not heard the website High road leadership, let me tell you, there are thousands, literally thousands ahead of you already that has ordered the book. You’re behind times go to that website, even right now, you’ll be able to see that. Hey, for our YouTube listeners, for our podcast listeners, if you go to maxwellleadership.com highroad, we have some resources there for you as well. John, I’m so thankful to.

Mark Cole:
Thanks for being back with us today.

John Maxwell:
It’s great to be with you. I’m very excited about today. I’ve enjoyed it very much, Mark. And for all those that go into the podcast continually, I just want to thank you because we do it for you. And the response as far as how many watch this podcast or listen to it is kind of overwhelming. But what that means, Mark, is that we’re meeting a need. We’re helping people and that’s why they come back to us on the podcast. So it’s good.

John Maxwell:
We’re going to have another day to add value to people. That’s what we do.

Mark Cole:
Hey, so for all of you, again, you consistent listeners, you’re going to know this. For all of you, that’s new. Now, I know you’re going to go back and listen to week number three, but how many like me on the podcast, maybe watching by YouTube or listening, how many of you counted the number of eagle days and hippo days last week? I sit there between John this session and session last week, I found myself going, Mark, you’re being a hippo today. You’re in the mud. Get yourself up with an eagle perspective. And so, John, you’ve added tremendous resources with us, tremendous value with us, rather, the last few weeks, I’d love to get into two more concepts, two more ideas that you present in this book today. The first one is one that, to be honest with you, podcast family, I have been learning for the last two to three years, and I’m getting ready to grab a pen and take some notes. Because, John, this idea of emotional capacity, and you talk about that in this book, emotional capacity is having the ability to respond to adversity, to failure, to criticism, and even taking pressure in positive ways.

Mark Cole:
So how do we act out on this? How do we do this?

John Maxwell:
Well, Mark, the quality of a high road leader is, the chapter’s entitled that high. Right. Leaders develop emotional capacity. I think the key word is develop. In other words, this is a process. We don’t start with a lot of emotional capacity. We have to develop it. It takes time, it takes a lot of intentionality, and that’s what I wanna do in the book.

John Maxwell:
Of course, you’re not supposed to have favorite chapters in a book, and there are twelve characteristics of a high road leader. But the emotional capacity chapter is truly one of my top, probably three. And the reason for that is, I think this is a real need for leaders. I think COVID showed that we’re more fragile than we think we are, that people are. And I think before COVID we thought we had some players that after COVID, we found out they were pretenders and that they just didn’t carry the weight, that we thought that they would carry the weight or the responsibility to really help the people during the difficult times. So in this chapter, I really try to get real practical, say, okay, how do you develop emotional capacity? Let me just say one other thing before I just dive into this to help all of our people on the podcast. When I talk about developing emotional capacity, when I was young, as a young leader, I had an idea or a thought that was not a good leadership, thought it was the best I could think. It was like youth.

John Maxwell:
Youth, you have a lot of thoughts that some of them are good, some aren’t. But when I started as a leader, I thought what would happen was that I would do hard things. I mean, cause leadership’s hard. I mean, it just is. It’s not easy. And in fact, one of my early mentors said, john, there are no two good consecutive days in a leader’s life. Great advice, a lot of truth to it. But I thought, I’ll go in and I’ll go knock all the hard stuff out.

John Maxwell:
I’ll just make hard decisions and I’ll just. Just go after and there’ll be a time when I no longer have to deal with heart. It’ll get less and it’ll get easier. You know, it’s kind of like there’ll be a time when I get on top of the mountain. Now I got me a view and I can build me a home and I can, you know, just enjoy the fruit of my labor. And I had this idea that if I did the hard stuff, some easy stuff was coming. And what I want everybody to understand is that’s so untrue. There’s no truth to that at all.

John Maxwell:
There’s no truth in it at all that there’s no such thing as, I did the hard stuff, I did the hard stuff, I did the hard stuff and now I don’t do any hard stuff at all. It’s just everything comes my way. It’s all easy. That is a total fallacy. In fact, what I discovered is that you do the hard things well, so you can do harder things later. You can’t do harder if you haven’t done hard. So the increase of difficulty and, and challenge, it always increases as a leader develops his or her capacity and they really grow. So what I want to do is I want to help a person.

John Maxwell:
What do I have to do to develop this emotional capacity? Because one more thought, what I have discovered is many leaders fail not because they don’t have leadership knowledge. They fail because they don’t have emotional capacity to handle the pressure. In other words, they truly lead well and they know how to lead and they have good leadership skills, but they haven’t developed that emotional capacity that lets them stay in the game when the game isn’t any fun or it’s difficult. And so I’m going to give get ready podcast listeners. I’m just going to give you some quick thoughts. Obviously, when you get the book, this chapter is loaded with how to develop emotional capacity. But let me give you just a few, not all of them. And the first one I’ve already talked about, and I’m going to state it.

John Maxwell:
If you want to develop emotional capacity, you just have to embrace this fact. Leadership is difficult. It’s just difficult. There’s nothing easy about it. I ask a lot of times because I do leadership. People come up to me and they tell me they want to be a leader. And whenever they tell me they want to be a leader, I always ask this question, mark why? Why do you want to be a leader? And sometimes, you know, they’ll say, oh, my gosh, you know, I like to lead. I gosh, I mean, it’s fun to be in charge.

John Maxwell:
I’m the captain of my team, and I love leading. If they’re a little bit older, well, you know, I want a good parking place, or I want. I want a corner office. And they give you all this stuff that, these frills and thrills of leadership, and I want to look at them and I’m going to say, the parking place and the corner office, it’s not worth it. Just trust me. Hey, about their fourth or fifth day of hard or very hard, you’ll. You’ll give all that stuff away. You say, here, you got my parking lot.

John Maxwell:
You have my parking place, if you’ll take care of this problem. Because the only problems we get at leaders are the hardest problems, because problems have to be solved at the lowest level possible. So easy problems, where are they solved? They’re not solved at the leader’s life. They’re solved down there, down at the bottom. And the same thing with decisions. I mean, the only things that work their way up to a leader are the hard things. Easy doesn’t come to a leader. Easy gets settled at a low level.

John Maxwell:
If it’s easy, they don’t need you. Somebody else has made that decision. In fact, they’d even check with you. They’ve already moved on. So we have to accept the fact that leadership is difficult, and that’s essential for us to carry emotional baggage, because let me tell you what, if I don’t accept that leadership is difficult, I’ll think emotional baggage is a result of one of two things. Either I did something wrong and I’m not a good leader. That happens all the time. Oh, my gosh.

John Maxwell:
If I’d have made better decisions, I probably wouldn’t feel this weight that I have. So we began to kind of go, to go that route. And since I’m not a good leader, that’s why I have to carry this extra weight. That’s the first one or the second. The second thing that happens is, the fact is, it gets to the place where we finally say, I quit. I no longer want to stay in the game. And people emotionally quit, usually before they physically quit. In fact, most people, they’ve already quit.

John Maxwell:
They just haven’t made it official yet. So everybody knows I’m. I’m well known for me putting my arm up in the air and saying, you know, everything worthwhile is uphill. And because that’s just so true. It’s such a great statement, and it really works and people understand it. This is the average person’s life uphill. But this is not a visual of the leader’s life, the leader’s life like that. The hills higher.

John Maxwell:
In fact, it’s not a hill, it’s a mountain. Leaders don’t have as easy of a path as followers have. And you say, well, why is that, John? It’s very simple. Because leaders have to take people with them. The moment you take people from where they are to where they have to go, your life slows down. You’re no longer running your life like you could run your life. Because a lot of great leaders, they can really run far if they just did it themselves, but they got, what do you have to wait on people? You have to. You have to go back and pick people up that didn’t make it, that you turned your back for a moment.

John Maxwell:
They already went down a thousand feet. You got to go down and get them and bring them back. So, so if you accept the fact that leadership is very difficult, then when you have to carry some luggage or stuff with you, you won’t complain about it, because this was kind of like you. You signed up for this. You signed up for this. And so that’s state number one.

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John Maxwell:
The second thing I would talk about, handling emotional making and developing emotional capacity is make action your priority. Much of the emotional stuff we carry, we’ve never acted on. I know this for a fact. This is huge. This is going to help a lot of people. A lot of the stuff that we take with us, we don’t even have. We don’t need to have it. But because we haven’t taken action on it and because we have lived with it internally and had these self talks in this internal battle with ourself.

John Maxwell:
We’ve made the problem bigger than the problem. In fact, what we’ve done is we’ve just said, you know, instead of me carrying two bags, I like to have a couple more bags because worry adds baggage and anxiety. And what I tell people all the time is if you would just act upon what you fear, you would find that your fears aren’t reliable. You would find that your fears most of the time don’t even come to pass. I mean, don’t cross the bridge before you come to it, and don’t burn the bridge after you crossed it. It’s a bridge, but when you get there, you’ll have the ability to go from one side to another. But so many times we’re trying to work out problems before we get to the problem. You know, some people just, they want to clear the.

John Maxwell:
It’s kind of like I want to, well, what I drive, you know, of course, you know me, I drive fast. Dear Lord. And if there is like an suv in front of me, I’m around it. Why? I want to see the road. I want to see the road. I don’t want trucks in front of me, I want suv’s in front of me. I want to see the road. And there’s sometimes in leadership that we want to see so much of the road that we’re adding this emotional baggage to ourselves instead of getting rid of it.

John Maxwell:
Much of the emotional baggage we have that we carry is not reality at all. It’s in our imagination. And what I tell people all the time, action is your best friend. You know what action will do? Action will tell you very quickly if your thinking was correct or incorrect. It’s just, it just will you go out and you act on it and you’ll thought, boy, I thought it was going to be like this way. It’s not like that at all. Well, what happened? Action revealed to you what is truth? Action revealed to you what is reality. Without action, we just get buried with stuff until we can’t.

John Maxwell:
We’re immobilized and we’re not immobilized because the load that we have to carry. We’re immobilized because of the load we think we have to carry. And that’s a big difference. The third thing I would say to our podcast people is, and this one’s going to be, this is so real to me, I hope I can teach it well, Mark, anytime, because you know me well, anytime you can jump in. And many times when you finish what I say, it’s better than what I would have said. Or when you finish a question that I started answering, it’s better. So feel free to jump in. This one is very close to my heart because it really works well for me.

John Maxwell:
But I do have a difficult time teaching it. It’s not because it can’t be taught, it’s just because it’s so much a who I am that sometimes, if it’s intuitively already who you are and it’s so natural to how you think, it’s hard to teach it. It’s like the law of intuition, the law of timing is hard to teach it. It’s so subjective. But here. But let me give it to you. You have to be your best friend. I don’t know how to describe this anyway, so I want to say it, but when I say it, you’re going to think I’m a narcissist or something.

John Maxwell:
You’re going to say, dear God, John, you need to go to a therapist this afternoon. I’m my best friend and I find myself always encouraging myself. I do. Now I don’t even know how I got there. And that’s what frustrates you. Because if I’m going to tell you to be your best friend, I ought to have a five step process of how to become your best friend. But I’m a best friend, and you’ve mentioned before, I’m very comfortable in my own skin. I don’t do battles that most people do battles with.

John Maxwell:
Now I think I’m my best friend because I grew up in a very good environment. I won the parent lottery and so I’m very secure because my mother gave me unconditional love and my father was just an incredibly action, go get him successful person. But I find myself, after a hard day, talking to myself. And I’m not saying be my best friend where I don’t deal with reality or I don’t deal with issues because sometimes, sometimes I have to go deal with an issue. But can I tell some? If you’ve got to deal with a real issue in your life, you still want to be your best friend. You don’t want to leave yourself behind and to go alone at it. I take me with me. I take me with me so I can talk to me because the best listen, the most important person you’re going to listen to all day is you.

John Maxwell:
And so I take me with me. And the reason I take me with me is I may need me because I may be at a real difficult time and I may need to say to me, John, you can do this. It’s okay, you know, this too shall pass. Sometimes I need a counselor. Sometimes I need a cheerleader. Sometimes I need somebody to just say, I am your best friend, but you missed it here. So now my best friend encourages me to tell people I was wrong, but I take me with me and it works. Now, I wouldn’t take me with me if I wasn’t my best friend.

John Maxwell:
I would change me before I took me with me. If you take me with me and you’re not your best friend, you’re going to talk down to yourself and you’re going to beat yourself up and you’re going to have guilt trips that you’re going to go through. And when you’re going, it’s a terrible thing when you kill you because you got enough people on the outside shooting at you, you got enough people throwing the bricks. I mean, if you’re leading people, you’re visible. If you’re visible, you got people taking shots at you all the time. That cannot be avoided. That’s not the emotional baggage I’m talking about at all. That comes with the fact that leadership is difficult.

John Maxwell:
The emotional baggage I’m talking about that you can lessen and not have to carry is the fact that if I carry me and I’m the best me that I carry, that load gets less. But if I carry me and I’m the worst me I can carry and I’m a critic of myself. And, you know, when I was in college, a book that was incredible, I had it in a psych class. I could still remember the title of the book, and I can still remember the author, the title of the book. This book would be totally out of print. I mean, we’re talking, but, you know, what are we talking about? We’re talking almost 60 years ago, the book was called your inner child of the past. It was written by a guy named Doctor Missledig. And your inner child of the past basically says what you had in your childhood comes back to play in your adulthood.

John Maxwell:
And the quicker you realize this and you deal with this, the quicker you’ll better yourself and heal yourself. I think that is very true. I think we act out as adults what we went through as children. And so to be your best friend, if you had, I don’t mean assign kind, if you had parents that were critical, demanding, controlling, it’s hard to be your best friend. I remember somebody was very precious to me, but her self image was very low. She didn’t have self worth. She had controlling parents. She grew up in a legalistic background.

John Maxwell:
And I remember sitting down with her, just the two of us. And I would get right in front of her and I would look at her and I would call her by name and I would talk about all the good things I saw in her and all the things that made her precious and special and beautiful. And I kid you not, she’d just weep. She’d just cry. She was washing away all that stuff that she had as a child. Now, I’m not a psychologist, psychiatrist, I’m not a therapist. I just am a friend and do my best. But I’m sure, I mean, somebody else could have helped her a lot more than I could have helped her.

John Maxwell:
But I literally watched her sit there and just the stuff come out of her that was within her. And I just say to you, be your best friend. And when you fail, admit the failure, but be your best friend. I mean, okay, you failed, but is this the end? No. You know, to use a biblical principle, David, this great king of Israel, it said that David, David had a lot of enemies and he was a warrior king and he did battle all the time and he had a lot of stuff on his plate. That’s for. And the Bible says that David encouraged himself in the Lord. I’m David.

John Maxwell:
I can encourage myself in the Lord. And by the way, because I can encourage me, guess what I can do for you? I can do the same thing, but I can’t do that well for you if I’m not dealt with that. So I don’t know if I’m teaching it well. Mark, I’m just talking. But be, be your best friend. If you could just be your best friend. I don’t know. When I get done with this, I think, oh, crap.

John Maxwell:
I don’t think I helped anybody.

Mark Cole:
Let me tell you how you helped me, because, John, many leaders, in fact, you would be able to say, we could have the rest of our session be a counseling session with how you’ve had to help me. Most leaders wear a badge of honor when they say I’m my own worst critic. And what you’ve done while you said, quote unquote, you don’t know if you’re teaching us, you are teaching a way that most leaders are not familiar with. Your most unique characteristic is being comfortable in your own skin. The reason you can be uncomfortable in your own skin is because you’re your best friend. And that when you said that while you were studying and writing for this book on high road leadership, it was the first time I heard you say it. You will, remember you came off stage and said, I don’t think I’ve ever said that before. And I said, I don’t think you have either.

Mark Cole:
But it is absolutely the truth. You are your own best friend. And so while you say, maybe I didn’t teach you, what you did was show us there is a better way to view ourselves leaders than what most of us do. Because I promise you, John, most of the people listening to this podcast relate with me. When I say I’ve wore a badge of honor before, when I say I’m my own worst critic, you’re not going to find something before me that I’ve not already recognized in myself that’s wrong and tried to fix it. So, podcast listeners, I want you to soak in what John just said and to truly, authentically look yourself in the mirror and say, am my own worst critic or my own best friend. Because, John, you showed us a better way. I want to hit one more thing because I want you to talk about chapter seven before we run out of time.

Mark Cole:
But before I go there, it was also in study in this book that John brought the idea of doing hard things first. Why do we do hard things? So that we can do harder things. You know, most of us as leaders, we were taught in leadership, do the hard things first so you can coast after you get the hard things out of the way. And John, when you blew my mind, and I want to underline this, underscore it, highlight it, we don’t do hard things so that we can get done with them. We do hard things so we are prepared to do harder things. And then the other thing, John, that you said is you said we used to do hard things fast so we could relax. We don’t do hard things fast so that we can get done with them. We do hard things fast so we can hurry up and learn the lesson to take on the real challenge we.

John Maxwell:
Were created for because this was epiphany.

Mark Cole:
For me because most of my life I’ve spent my time trying to pay the price so I could enjoy the reward. That’s not true. We pay the price so we can take on a greater assignment. And I just love this teaching John well.

John Maxwell:
And what it does, Mark, is it makes, it honestly makes people a greater leader. Because during the most difficult, dark times, the only leaders that will help the people are leaders that have developed emotional capacity because everybody else has left the game. And so when we say that I do hard things so I can do harder things, I want people to also understand I do hard things without that being hard on me. Don’t miss this. Now, why is it not hard on me? Because I’ve done hard things before. It’s. It’s not the first hard thing I’ve done. See, let me tell you, the hardest things I did as a leader was when I was a young leader, and I did them for the first time because I didn’t know what to expect.

John Maxwell:
And I looked back and they were just little, teeny weeny little things. They weren’t hard at all. They were little nuggets, you know what I’m saying? But I did them. But because I did them, I could do something just a little bit bigger. Just a little bit bigger. So in my life, I’m 77, I’m still dealing with hard things, harder things. But. But that doesn’t bother me.

John Maxwell:
In fact, it, it challenges me because now I say, well, I can do that. You know, I get frustrated if I’m out of my league. That’s why I tell people, don’t go to the next level, grow to the next level. You know, you don’t go through hard things, grow through hard things. If you grow through hard things, it prepares you, character wise to deal with a harder thing. So when I hear leaders who are unhappy with difficulty and frustrated with problems, I sit there and I say, you’ve never really learned to grow through them and understand the value that they have to you. One more thing, we may not get to the last chapter, mark, but it’s okay. Aren’t the people going to buy the book?

Mark Cole:
They’re going to buy the book anyway. We don’t have to.

John Maxwell:
Are you going to buy the book? I mean, I mean, do we need to dump everything? I know where mister podcasts add value to everybody, but good lord, I mean, pick up the book and add a little. Add a little value to yourself because I think we’re onto something I think we’re onto something that is just very vital and very essential. If you don’t carry emotional baggage with you, you have strength to handle the real stuff. But if you can, if you carry a lot of emotional luggage, you can’t take on big boys or big stuff because you don’t have any more energy. You’ve been lugging those suitcases around with you for so long that you’re already worn out when you get, when you get to the meeting. And so, you know, people say, travel light, travel fast. I say, travel light, travel far. There’s a difference.

John Maxwell:
You know, speed doesn’t really, it’s fast, isn’t bad. I like fast, too. I’m not opposed to fast, but I’m not. I’m not doing this so I can be faster. I’m doing this so I can go farther. And the great gravitas, mark of leaders. Of great leaders. The gravitas of great leaders.

John Maxwell:
When you’re around a great leader, you just sense strength from him. You sense moral authority from him, you sense security from him. All this stuff comes on you and you’re feeling it and you say, why do I feel it in that person? It’s because that’s who the person is. They’re not trying to fool you. They’re not trying to fake it. They’re in the midst of major heavy stuff and they’re doing very well. They’re doing very well because they’ve been in the midst of major heavy stuff before. They’ve been tried.

John Maxwell:
They’ve been proven they’re trusted. And so the big stuff, instead of throwing them or them saying, I want to get rid of it as fast as I can, it’s very challenging to it, they kind of say, yeah, I’d like to tackle that. And they always know this, they haven’t gone that far before, but because, oh, don’t miss this. They haven’t gone that far before, but because they’ve gone far, they can go farther. They don’t know how far they can go, but they’re not afraid of trying because they’ve developed this capacity to get to where they want to go. It goes back to what you hear me say all the time, Mark. There’s always an answer. There’s always another answer, and there’s always a better answer that there just is.

John Maxwell:
And if somebody comes, okay, what’s the answer? I’d say I don’t know right now. Well, they said then you don’t know that. No, no, no, no. I know there’s an answer. There’s a difference between I know there’s an answer, but I don’t know what the answer is. Than living a life of there’s no answer. That’s all. Those worlds are very far apart.

John Maxwell:
So if people say, spell it out now, I can’t spell it out now. I don’t need to spell it out now. When I get to it, I’ll be able to spell it out again. Don’t carry stuff that you don’t have to carry until tomorrow. Just carry today’s weight, whatever that is. Live in the moment, because if you live in the moment and you carry what you need to carry today, you will have strength to carry what you need. But you can’t take yesterday’s guilt and tomorrow’s problems and stick them on you and then carry today’s weight and do well. You just can’t do that.

John Maxwell:
And so, you know, I would hope for all of our podcast listeners that they’ll get rid of yesterday’s guilt. You say, well, I see a problem coming. Is it here? No. Well, then just. It’ll get to you. Don’t worry. It’ll get to you. Don’t.

John Maxwell:
You don’t have to. You don’t have to run ahead. You don’t have to run ahead. Your name’s not scout. Just stay where you are. Confidence is not knowing about tomorrow. Confidence is feeling confident about today. And that’s what I want.

John Maxwell:
That’s what I want for you, Mark, as I mentor you. That’s what I want for all of our podcast people. You don’t have to tell me how great you’re going to be to just have the greatness for today that you need to. Because if you’re good today, tomorrow you’re gonna be good, too. It’s just a matter of time.

Mark Cole:
John, I’m gonna let you wrap us up in just a moment. I’ve got a little bit of logistics and tell people how to get the book. But we didn’t get a chance, even though we took four weeks, we didn’t get a chance to talk about, embrace authenticity, placing people above your agenda. We didn’t get a chance to talk about, don’t keep score. Live by the bigger picture. This book, in my opinion, podcast family. And again, for those of you watching YouTube, holding it up, great cover design, but the content in this book is unbelievably rich and a resource for you and how you want to design your leadership, how you want to interact with those closest to you, how you wish leaders that are serving our communities would lead. And ultimately, I’m telling you, it is a culture oriented book.

Mark Cole:
Those of you that have teams, those of you that lead people, yes, I promise you, you’ll do your team a favor, you’ll do your leadership a favor, and you’ll do the desired outcomes of your organization a favor. If you will begin a study with your team. Best thing you can do for your book as we head into summer is to get every last member of your team, every direct report you have this book and take some excerpts out of each of these chapters and begin building a high road leadership culture in your organization. We believe that you can go to highroadleadershipbook.com, you can get discounts on multiple bundled packages of the book. By the way, there’s free resources there. You’ll see on there that John’s doing an event. He’s got some digital resources for you. He’s got things for you that are yours for you to begin this high road leadership journey that we’re on.

Mark Cole:
So go to highroadleadershipbook.com dot John, any closing things you would like to say before we sign off today?

John Maxwell:
I just say what you just said. I was just thinking myself. We’re not on the same page. We’re on the same sentence. Think about it. Just, just think about it. You have a team of 2323. I don’t know how many people you have on a team.

John Maxwell:
How many of you would like to look at all your teammates and say they’re high road leaders? What’s that going to do for your organization? And by the way, what’s that going to do for your clients and your customers? Everybody wins when a high road leader walks in the room. And everybody loses when a middle road or low road leader walks in the room. So let’s help people win. Let’s win ourselves. Let’s help our family win. Let’s help our team win. We can get this. Everything in this book is achievable.

John Maxwell:
Nothing is beyond you. Nothing is beyond me. So we have to learn it and then we have to practice it. And I know you will. And Mark, thanks for letting me come on the podcast. Maybe, you know, maybe when I turn 90, you’ll let me come back on, do something else. I don’t know. We’ll see.

Mark Cole:
Number one. Number one, you are the podcast. Number two, thank you for joining us live. We do have to do this again. And finally, all of you podcast listeners, I met Walter two weeks ago and he joined the Maxwell leadership team. And this is what he told me. He said, I’d never heard of Maxwell leadership team. I hadn’t even read my first Maxwell leadership book, he said, but you talked about this team of people that wanted to do leadership different.

Mark Cole:
So, Walter, I met you at IMC a few weeks ago in Orlando. You joined the team from the podcast and you are a high road leader. You have a high road leadership culture. Go to highroad leadershipbook.com, get your team the book and let’s start a movement of high road leadership. Hey, thank you everybody. We do this because everyone deserves to be led well.