vision

Episode 183 - Gloria Riley - Leaders On Leadership

TLP Gloria Riley | Leadership


Leadership is a journey that shapes greatness from within. In this episode, we have Gloria Riley to discuss the depths of leadership. She explains the often-overlooked elements of loneliness, weariness, abandonment, and the critical component of vision that shapes true leadership. Explore the impact of burnout, the importance of self-awareness in overcoming feelings of abandonment, and the essence of finding clarity in one's vision and purpose. Gloria emphasizes the need for a pure heart and a servant leadership mentality in fulfilling these callings, drawing insights as well from her book, Imagine, Believe, and Prosper. Tune in now and learn how to become a true leader!

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Gloria Riley - Leaders on Leadership

Welcome to another episode where we pull back the curtain on leadership and talk with leaders of all ages and stages about what it takes to truly pay the price of leadership. My guest is the one, the only, the tremendous, Gloria Riley.

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Gloria, welcome.

Thank you so much for having me on your show. I am very honored to be here.

I'm so excited. Let me tell the audience a little bit about Tremendous Gloria. You guys know, especially Gloria, that was my mother's name. All Glorias are extra super tremendous. Gloria is a phenomenal, dynamic, and inspirational business owner. She's a coach, a speaker, and an author. We're going to talk about her book at the end of the episode.

She is devoted to self-development and assisting others as she works to partner with the Creator. It is nice to meet a sister in Christ too. Her motto is, “Growth and development of people is the principle calling of leadership.” Amen. You're at the right place. We can't wait to hear what you say. Welcome again.

Thank you so much. Thank you for that warm introduction.

You're welcome. I always like to tell our audience where we connected. She called me on our business line and started sharing that she's a brand new coach, she has written books, and she was looking for other books she had heard about on our website to share with her clients. We started going through this. The more we talked and recommended books, we found out the more things we had in common. I said, “Tremendous Gloria, would you please be on my show?” My sister got right on there, and here we are. It's amazing. When you're open to it, you never know who you're going to connect with.

Of all the things that Tremendous Leadership is about, it is leadership. We are students of leadership. We know that leaders are readers. Hence the beautiful combination of books and being a lifelong learner. My father gave a speech called The Price of Leadership many years ago. It was probably his most requested speech. In it, he said that there are four things that you're going to have to be committed to if you're going to truly be a leader and not just a leader in name only.

The first of those topics is loneliness. We've all heard the term, “It's lonely at the top,” or, “Heavy is the head that wears the crown.” Can you unpack what loneliness has looked like for you in your leadership journey and perhaps some words of wisdom that you could share with our audience if they might be in a season of loneliness?

As a leader, as a person, you are going to experience loneliness. What we do with that loneliness is turn that negative aspect of loneliness into something positive. I started off in the insurance and financial services industry. When I started off, it was mostly males in the industry. I started off as a supervisor for Allstate Insurance Company. Inside the corporate office, there is a mixture of males and females. When I decided to go into the field as a sales agent, it was mostly males. You have the training, and then they leave you to yourself.

As a leader, as a person you are going to experience loneliness as what we do with that loneliness turns that negative aspect of loneliness into something positive.

I always felt it was lonely because I always had to reach out for additional training, additional help, or to say, “I'm experiencing this situation. What's the best way to go about conquering this situation?” Whereas I saw other individuals come into the industry and they buddied up right away. They weren't like me having to extend my arms for assistance and help. I realized if there is such a thing as loneliness, I could either learn how to cope with it or suffer from it.

Loneliness, to me, is not positive. It's a negative. I know that negative vibrations don't come from above. They don't come from the Creator. I learned early on that if I wanted to move the needle about anything in life, I had to always find a way or find a crack somewhere in the ceiling to get out of that lonely space. That's what I did.

I normally would go to someone older than me to share with them what I was going through. Once they understood me and I understood them, so we began to communicate, collaborate, and share, they felt more comfortable with me to share information. It was so I didn't feel like I was on a lonely island by myself. No man's an island to himself.

When you experience loneliness, don't stay in that situation. Write down different strategies to get out of that situation and turn it into something positive. It is something that everyone experiences. There's no way of escaping it. It happens for a reason because it allows us to self-reflect, “What can I do better? How did I get into this situation? Why am I in this situation? Have others experienced this as well? What is the solution?”

As a leader, you learn how to solve problems. This was your personal problem and you were able to come out of it. That means that if you run across someone who's experiencing the same loneliness, you're able to assist them. You learn from presets and examples. You're the example. You don't have to stay lonely. It's something that everyone is going to experience, but always know there is an answer to loneliness. You have to reach out.

You talked about the ownership of it. You talked about the things that are from above, which are the gifts of the Spirit, joy, hope, and love. Loneliness is a self-imposed emotion. You may be physically alone because you're not aware of what you're supposed to be doing, but then take action and say, “I don't have to stay like this.” I love that you said that because so many times, we sit there and get more isolated.

People can't read our minds. It's up to you to go ask someone. I love that you talked about how then, you have the empathy that you can probably see other people struggling and say, “I've been there.” You can pick them up and help them. You had the self-efficacy to ask somebody for help, but a lot of people still struggle with that. If you are out there in a space of this, ask somebody and reach out. People, if they don't know what you're going through, may assume that you've got it already figured out. That's fabulous. I love that. It is true. It does happen to everybody, even the most popular, wild, successful people. It's going to hit you sooner or later, so have that strategy. Thank you for that.

The next thing he talked about was weariness. A lot of times, Charles was a humorist but very used to dealing with people. He ran his insurance industry too. He would say, “Tracey, in life, you're going to find some people that do way more than they are expected and a lot of people that do way less.” It's tiring because if everybody did what they were supposed to do, we would not get so rundown all the time, but that's the way it is. How do you combat weariness so you can stay at your top form for your children, business, coaching, writing, and everything?

I have found weariness several times in my life. I'm going to reflect back to the most recent time that I experienced it. It was burnout. Having my own insurance agency, trying to wear all the hats, and going through the daily routines of running a business, I found myself very burnt out. It almost turned into a depression. You have to realize that you're human and you can only take on so much stress, pressure, and responsibility. Everybody needs to be rejuvenated. You need to sit back, examine, and reflect on what you're going through and maybe why this is happening to you.

You talked about loneliness being an emotion. Weariness is an emotion too. When you feel this weariness coming upon you, you have to think, “Is this positive or negative? Is this a negative vibration or a positive vibration?” Mine was a negative vibration. Even my countenance had changed. I didn't smile as much as I normally do. I didn't exercise as much as I normally did. It affected every aspect of my body. I did not like the way that I felt so I wanted to change that situation immediately. I wanted to be able to talk about, “I’m burnt out.”

A lot of times, we see people who are depressed or wary, or they’re not themselves and we brush it off. We’re like, “They're going through this. Nevermind them. I don't have time for this. Call me later.” It's a serious emotion to be in. It's a serious situation that you have. You are asking for help. Burnout, to me in my situation, was a signal that I was doing too much. I had to restructure my business, get the assistance and direction that I needed, and change that situation so I didn't feel burnt out as much

It is being able to realize, “It's okay to feel burnt out, but now that you've had your pity party, what's next? How are we going to get on top of this? How are we going to change this around and go back to being the same you? We know that's not a fruit of the Spirit. We're supposed to experience joy and happiness.” If we go through a moment in time when we're not 100% ourselves or we're not displaying all the fruits of the Spirit, think about how you got to that state and then start working on the correction.

There is always a solution to a problem. We have to recognize it and recognize that is not the state that our Creator intended us to stay in. If it happens, think about it, pray about it, and design a plan or a strategy. If you need help, reach out for help and move on. There's so much work in this world that His children, God's children, need to accomplish on this earth.

We were destined to accomplish specific tasks, each one of us. Mine is different from yours. In order to accomplish those tasks, we have to be at the right vibration. We have to have the right Spirit and the right attitude. Light attracts light, so we have to be able to attract that light. That has to be in the very best possible situation, attitude, character, mindset, and influence financially, spiritually, and emotionally that we can possibly be in to help someone else.

We have to have the right spirit and the right attitude because light attracts light.

I love it when you hit that burnout and the restructure. This is so crucial. I hope everybody read what she dropped. It comes from 1 of 2 sources, your burnout and your weariness. Either you don't have the means, which means there's an external deficiency where you need the who or you need help, or you said it's resources or direction. That's an intrinsic piece. That means you don't have the clarity or the singularity of your vision or focus.

Weariness comes from either intrinsically you are not exactly clear on your meaning and purpose for God's highest and best use of you or, number two, you know it but you don't have the tools or resources to get it. When you dial that in, then you get that relentless energy, that indwelling, or that infusing stuff. You're with the right people externally and internally. I'm glad you hit on that. Burnout originates from 1 of 2 sources and you hit on both of those well. Thank you.

We talked about loneliness and weariness. The next part that he talked about was abandonment. A lot of times, we hear about one of the fears, and it is the fear of abandonment. I don't know if you're a pet owner, but I'm in rescue, so abandonment has a very negative connotation. Charles was like, “I'm talking about abandoning what you like and want to think about in favor of what you ought and need to.”

If left to our own self-serving devices, I may not get out of bed and stay in my jammies all day, and think about nonsense. Abandonment is stopping the waste of time because your time is precious and life is fleeting. We only have a certain amount of moments. That was his focus, this hyper abandonment of all things for the best and the purest. Since you have a lot of different plates and a lot of different hats you wear, how do you abandon the things that are maybe good but not the great that Gloria needs to be focusing on?

That’s another good character there too. I love the recap that you did on weariness. When I was thinking about abandonment, I was thinking about self-awareness and understanding my purpose in life. A lot of times, if you look at abandonment, it can come from a lot of different sources. Initially, when I thought about this, I thought, “I could have felt abandoned when I was three and a half years old.” I was raised by my mother's oldest sister. I was separated from my mom and my family in South Carolina and moved to Seattle, Washington. I was raised by my aunt and her husband. I could have felt abandoned that no one loved me, but look at God. God put me in a family that nurtured me to be the woman that I am.

When I look at any type of abandonment or being forsaken, I see a light. I know it sounds supernatural, but I always see a light. At the early age of three, I knew that I was a child of God. I always saw the light that there was always something better for me, so I always wanted greater. I know there was better, but for some reason, deep down inside, I always reached for greater. I always wanted the greater.

When I experience some type of rejection or abandonment or there's no clarity, self-direction, or self-awareness, I meditate, practice yoga, and practice self-affirmations, the self-confidence formula. I love to read. Those types of things bring me back. They center me into who I am and why I am here on this earth. I understand my purpose.

When you're self-aware, you know that you’re destined for greatness and you know who you are. There is clarity. There's no reason to feel abandoned. You set your trajectory because you have completed your annual report, which is your annual report of what you are going to accomplish for the next twelve months. You have priorities, strategies, goals, and action steps. Every month, you go back to review, “What am I to accomplish in January?” Check that off. In February, you’re like, “What did I complete in January?” You don't have the time to feel abandoned. You have a blueprint. You have a track record.

You must understand why you were created. Once you realize why you were created and what you were created to do, then you minister to those individuals. It's a two-way street. My work is to partner with God. I'm His hands, feet, and mind on this earth. When I can go to bed at night knowing I've done all I was commissioned and appointed to do, then there is no room to feel abandoned. I am fulfilled by what I accomplished that day.

You remind me so much of Charles. I can't wait for you to meet him in Heaven because he, too, was abandoned by his mother at a very young age as well as his four brothers and sisters after him. He would always tell me, “I need to not try and reimagine the past. It is what it is.” In Christ, all that's gone. Joan Anderson, who was the interview before this, talked about the one thing that everybody has to understand in the beginning, and that's their origin. That means we're all creatures. What's our origin?

When you're a creature and you’re created or you evolved, you think that you're your own origin, which I don't understand how you could create yourself, but neither here nor there. You go back to the Creator. When you realize, “I am His and created for Him,” that gives you that grounding because He was abandoned too, but He was a new creature. Talk about life insurance. He even had a policy called the eternal life insurance policy. He'd sell you a whole term life, but then He'd sell you eternal life because that would pick up where the other stuff would let off. That was His thing, like you, “How can I feel abandoned when I've been claimed?”

I love that you talk about that rooting, that grounding, or that sense of origin that gives you the meaning and fulfillment on which then, you can have your blueprint. You stop sucking your thumb and thinking, “Woe is me.” Woe is everybody. Look at Joseph or the greats in the Bible that went through their abandonment. It is what it is, but we don't have to stay in that space. Thank you for that take on abandonment which I had not heard before.

That's great. I thought of it literally, but when you asked me the question, I thought about it in a different way. My mother did the best she could do. She felt she was making the best decision for me, her daughter. It was the best decision.

For my dad, it was too.  It’s one of those things that you have to recognize. You did talk about abandonment and that you abandoned that feeling of, “Nobody loves me.” You could have carried that. There are still people with healthy two-family houses that still carry stuff. It's like, “Stop. They did the best they could or they were completely demonic and evil. That's neither here nor there. Right now, this is where you are.”

That's what we're talking about. We all fail each other all the time. Even the best parents are still horrible parents because that's the nature of sin and the fall of man. You did talk about abandonment in the sense that could have been the grudge or the bone of contention that made you so angry that you never found the love of Christ and you were out of sorts your whole life and mad.

That is so true.

I love that you peeled that back. We could go on and on about it. It touched me because I remember Dad talking to me about that. I was like, “I can't imagine that.” He was like, “You have a choice. You can abandon those feelings of hostility and anger. You can stop looking at other kids and realizing, “They all came from two-family households,” or back then, a lot of them did, “Why not me?” It's a ridiculous question. The verse is always what man intended for evil, God intended for good. Whatever else you went through, you don't have to harbor that. Thank you so much

Lastly, vision. I would always screw up with a lot of visionary people. I'm like, “They must have a chip in their brain to let them see things. They are amazing, influential, godly, and ethical.” Although my dad was like, “Vision is seeing what needs to be done and then doing it.” He had this very pragmatic tactical aspect to it. Strategic thinking is great, but without tactical planning and execution, it's esoteric. Can you share with us, especially as a coach, how you craft a vision for yourself or how you see a vision in our lives as a leader and some words of wisdom that you would give to us on that topic?

I see vision as your dad said that he sees something that needs to be done and he does it. I'll add this personal statement with you on how I see vision not all the time but for a majority of the time. I could be driving or I can be in the shower, or I can be walking my dog. I can be doing something completely unscheduled and a vision can come to me. I can see what I want to implement. I can see my next project or goal. When it happened, I wouldn't give it all the credit I needed to give it. I was thinking, “The wind is blowing. A vision that's coming to me is not significant.” As I started getting older, I realized it was a vision from above and it was very significant, so then I started implementing those visions.

Case in point, a few years ago, I had a vision to have a conference. In September 2023, I had a conference called the Wealth Legacy Retreat here in Atlanta. We talked about accumulating wealth and all the aspects of it, which were the legal part of it, the financial part of it, the health part of it, and the spiritual part of it, and brought it together. That was a vision that I received a few years ago. I worked on it until I was able to manifest it. When we are given the vision, then the task is to share that vision. You must be a good communicator to share that vision with others, and then as a collaborative body, you bring the vision to pass. I wanted to share that with you.

TLP Gloria Riley | Leadership

Leadership: The task is to share that vision. So, you must be a good communicator to share that Vision with others.

A lot of times, visions come to us when we're asleep. When we're asleep, the visions come, and then you wake up like, “Why did I think about that?” What I normally do is journal a lot. When I have a vision, I  journal it. It's day 1 or day 2. I have two journals. There's a writing journal and a gratitude journal. I have one journal that's dedicated to gratification or gratitude. I’d be like, “I'm grateful today that I'm on the show with Dr. Jones.”

Vision, I believe, is so critical because you see it in different arenas. This is going to sound quirky again, but on Christmas night, everybody went to bed to wake up the next morning. I had a dream and was quiet about it. I didn't share it with anybody. In the dream, it's death two times. I didn't share it with my spouse, my family members, or anyone.

I received a text message that someone in my family had passed. In the past, I've seen a silhouette of death. I have dreamt about death. This one was an audible vision. I've also seen the picturesque vision as well. When we talk about vision, to me, there's a spiritual side of vision and then, for lack of a better word, a marketplace for vision. Vision is given to those that the Creator can entrust that will see the vision through no matter the results. It is like, “If I trust you to do what I've asked you or called you to do, will you complete the vision?”

At the conference, one lady came up to me. She was crying when she said this to me. When she came up, her eyes weren't filled with water, but when she got there talking, it was, and mine was tearing down too. She says, “I want to thank you for completing the vision.” That meant so much to me. It was like someone had given me $1 million because I was faithful in completing the vision that God had given me. He gave it to me years ago. I fought with it. I had to make sure everything was right.

You have to be willing to receive the vision, implement the vision, and see it through. If God can trust you with a little, He can trust you with more. Sometimes, they're scary because then, you go back to the spiritual vision. Hearing death while you're sleeping two times is scary. I didn't share it with anyone. Seeing as you’re driving a car a silhouette of death is scary as well.

The Lord, and I believe this is in the word of God, will entrust those that He knows are His children of God. He will only give to those who have an intimate relationship that He can trust to give certain visions to. You don't have to be perfect, but the Lord wants to know that you have a pure heart. You're not accomplishing these visions so you can prosper. You are acting in a servant leadership role with a responsibility to accomplish those visions.

You don't have to be perfect. But the Lord wants to know that you have a pure heart and you're not you're not accomplishing these Visions just so you can prosper. You are acting in a servant leadership role.

I love that you hit on the basis of vision. A lot of people quote, “All things work together for good work,” but you're forgetting the other part. If you love God, then you're His child. A lot of people are like, “I love God.” I'm like, “You're not.” They are called according to his purpose. I love that you brought out that vision is not a true vision from above. We know there are a lot of demonic visions going on in the prince of the world unless God has authored it. If God hasn't authored this vision, He's not obligated to finish it. If He gives it to you and He knows that you are a willing soldier and will do the work as you did, there's going to be no stopping it.

I'm so glad you brought that up because everything's like, “It's an idea from God.” Are you prepared for it? I'm sure when you got that vision, it was because He knew, and He's omniscient so He already knows, that you had been preparing your whole life for this. It's not something that you sat up one day and said, “I feel like doing this.” It's not Willy-nilly. It’s perpetual. You were a baby and then you were an adolescent. You’re a young woman, and then you’re a warrior woman in Christ grounded in the financial industry and able to rightly divide the word of truth and the word of wealth. That's when it comes together.

Wonderfully said.

I love it. I love that you brought up what vision is because a lot of times, it’s like, “When does it come for me?” You're so right without our creator, we're integrators. We're executors. He already made everything that ever was and it's all His anyway. Let’s be good stewards of the talents we're given and let Him do the rest.  Thank you.

Thank you.

This is like C.S. Lewis stuff. I got to go back and chew on it a couple of times to get the good stuff out of it.

I love C.S. Lewis.

We talked about loneliness, weariness, abandonment, and vision. Is there anything else that you would like to share with our audience as far as anything else leadership you'd like to share with them? Also, I would like you to share about your book too.

I know that regarding leadership, there are so many distractions vying for our time in terms of who's a leader, who's an influencer, or who's doing what. We need to stay focused on true leadership. True leadership doesn't ask for a pat on the back. We want to move a person from where they are to where we see they can be. We can see their journey and their destination before they can even see it.

True leadership is iron sharpening iron and helping that person get to their greatness. I did want to mention that about truth leadership and keeping your eye on the ball. What I mean is staying in tune with the spiritual awakening of our spiritual destiny. That will guide us to the type of leader and the type of leadership that we need to share and spread to the world.

TLP Gloria Riley | Leadership

Leadership: True leadership is iron sharpening iron.

TLP Gloria Riley | Leadership

Imagine, Believe & Prosper(R): A Guide To Financial Success

I am a second-time author. I haven't written as many books as you have, but I have written a book and it's on Amazon. It's called IMAGINE, BELIEVE, & PROSPER. The name came to me as a vision. I have trademarked the name because it means that much to me. That's my mantra. If you can imagine, you can see it. You can imagine it. You can believe it before you receive it. Your desires will come to pass and you will prosper. That's the name of the book. It's a guide to financial success. It's available on my website at GloriaRiley.com. It's also available on Amazon. If you would read it and write a review, I would appreciate it a lot. It's a guide that can help any and everybody.

There are a lot of changes coming into the financial services arena. We know that. There are a lot of changes coming to the banking system, cryptocurrency, Bitcoin, digital currency, housing market, life insurance, homeowners insurance, and mortgages. There are a lot of changes coming down the pike. God wants us to be great stewards of what He has given us.

Education is a continuous curriculum or a continuous journey that we need to always pursue and stay on top of. We need to continue being good stewards of what we have. Once we do that, then we're able to bless others. I hope you will pick up the book. It's not too late. You can send out a belated Christmas gift or share it with friends and leave a message for me on my website about what you thought of the book.

I love it.

I'm so excited about that. I'm a coach, an author, and a speaker, and I run an insurance agency. God will design you in such a way that you're able to fulfill everything that He has predestined you to do. I thank God that everything that I touch is intertwined with financial literacy. It is making sure that we understand the times that we're living in, that we are good stewards of our resources, and that we take care of the loved ones that we brought into this world and the loved ones that we communicate and connect with all the time. Iron sharpens iron.

A lot of people are having difficult times in this recession with the high economy. They need encouragement. Someone may not ever hear my voice, but thank you. Here, they will read what I have to say. Even the lost children are still children of God. They're lost but they're still created by God. They say, “A voice of a stranger they will not obey.” We need to share the good news of the gospel that God loves you. He will provide for you and will give you the resources that you need so that you can live a godly life.

It all starts with that. Otherwise, you could give everybody $1 billion and it would make things worse without that awareness or without knowing it. Bless your heart. Thank you. If you're looking for a coach, we want you to stay in touch with her. To our audience, this brings us to the end of another one of our tremendous, robust, rich, informative, and inspiring discussions. Thank you so much for tuning in.

If you like what you’ve read, please be sure and hit the subscribe button. Share it with a friend who may need to know how to pay the price of leadership and be encouraged that if they're going through loneliness, weariness, abandonment, and vision, they're doing it right. There are leaders like us that are here to put their arms around them. If you'd leave us the honor of a five-star review, that lets other people know the kind of caliber of content that you're reading. Please also connect with Tremendous Gloria. Thank you again so much for sharing with us. Such a blessing.

Thank you. It was an honor. I've enjoyed it so much. I love the work that you're doing. I commend you. May God continue to bless you. It's been a phenomenal time here with you. I've enjoyed it so much.

I look forward to maybe even doing a conference together. That would truly be tremendous, wouldn't it?

Yes, it would be.

TLP Gloria Riley | Leadership

Leadership: You're going to be the same person five years from now that you are today except for two things: the people you meet and the books you read.

To our audience out there, always remember you're going to be the same person five years from now except for two things, the people you meet and the books you read, so make sure they are both tremendous. Thanks so much for paying the price of leadership. Have a tremendous rest of your day. Bye.

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About Gloria Riley

TLP Gloria Riley | Leadership

Gloria Riley is a phenomenal, dynamic, inspirational business owner, coach, speaker, and author. She is devoted to self-development and assisting others as she works to partner with the Creator. Her motto is "Growth and development of people is the principle calling of leadership".

Episode 181 - Darrin Gray - Leaders On Leadership

Tremendous Leadership | Servant Leadership | Darrin Gray

True leadership is found in the ordinary—a series of small, intentional acts that create an extraordinary impact. In today's episode, Darrin Gray discusses the concept of servant leadership. From loneliness and weariness to the crucial aspects of vision and abandonment, Darrin explores the layers of what it truly takes to lead. He highlights the need to stay true to values while dealing with the complexities of leadership in today's world. He discusses the intersection of spirituality and leadership, and how it can help find hope during difficult times. With his story, passion, and vision, Darrin encourages everyone to be part of something bigger. Tune in now!

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Watch the episode here

Listen to the podcast here

Darrin Gray - Leaders on Leadership

In this episode, I am so excited to introduce you to my new friend and brother in Christ, and my new acquaintance, Darrin Gray. Welcome.

It’s great to be with you.

Thank you. I connected with Tremendous Scott from somebody else on the military. He says, “That's what tremendous people do. The people you meet and books you read immediately connect with Darrin.” I sent him an email back. Darrin called me right away and got on my show within a week. Let me tell you a little bit about this tremendous individual you're going to learn from this episode. Darrin is an influencer, author, and he is a sports media producer who guides notable campaigns including the NFL-sanctioned SuperBowlBreakfast.com, The Bart Starr Award, and the live stream Indianapolis, HeGetsUs.com Campaign, which I know a lot of our readers who are avid football fans have seen a lot of those He Gets Us campaigns and more.

Darrin maintains an influential network of NFL players, coaches, and alumni. His expertise includes sponsorship, sports media, sports ministry, and mass mentoring fatherhood projects including All Pro Dad and co-authored The Jersey Effect: Beyond The World Championship, which is about Tony Dungy's Super Bowl team win. The show loves Tony Dungy.

Darrin, welcome. We are thankful for your time, especially coming up on Super Bowl season. I want to hear so much more about that. Let's get right into talking about what it takes to pay the price of leadership. The first price my father wrote this speech many years ago about what it takes to pay the price of leadership, he list four things. Firs is loneliness. We have all heard that statement. It's lonely at the top. Heavy is the head that wears the crown. We know Jesus experienced times of loneliness. Can you unpack for our readers what loneliness has looked like for you throughout the seasons of your life and, perhaps, if we have some readers out there that are in a season, maybe some words of instruction or exhortation that you can give to them?

First of all, thank you for having me and grafting me into a family that's willing to think about meaningful things like, “How shall we lead in the midst of a world that is scattered, tossed, media fragmentation, and all of the things that make our world little complicated now, and how can we bring truth in the midst of the chaos? How can we keep pace about what we're doing toward our calling but be at peace while we're doing it?”

Pace and peace sometimes seems too different things like their oxymoronics, but in my life, I try to practice both. I move out of pace in any given day. I'll have 40 to 50 interactions with people digitally and in-person, podcasts, and media, yet as I produce the NFL sanction programs, I want to make sure that I leave space for what I call the ministry of availability and make myself available for people. Sometimes people call this the ministry of presence. In other words, I'm willing to be present in your life, journey, and loneliness. Isn't an interesting that we're both a little less lonely after we do that?

It is sometimes lonely at the top of these projects when you don't have anyone else to look to aside from the Lord for the answers and you're constantly in discernment as it relates to what business moves we should make in order to advance the kingdom of God on Earth as it is in heaven. Most of my work from that He Gets Us campaign, Super Bowl Breakfast, the NBA All-Star breakfast, and the NCAA Wooden Keys To Life event, all of those are about guiding people closer to a relationship with Christ.

If we say that upfront and say, “You want to be a Jesus follower,” a lot of people on this show may be, “That's great.” In the world, there are lots of people that we call and designate spiritually open skeptics. In other words, they're skeptical about the divinity of who Jesus was and the virgin birth, all these things are a little quizzical to people who didn't grow up in the church, yet they're open. They have a God-sized hole. They know that they experience loneliness. They know they feel far from whatever a spiritual source sometimes called the higher power or something, but they know that if there isn't something more, then what is the purpose of all this anyway? Why are we even toiling, “Let's make a lot of money. Let's be merry and then we die.”

Most of America, all but 17%, are antithetical what Christ was and is, and that's okay. It’s not my job to do the saving, but it's my job to position who I am in Christ each and every day in the things that I do and the show I participate in, etc., so that people might be drawn a little closer to ask me, “Why do I care about God? Who am I?” I know those are the things that we're going to talk about as we consider what leadership is. We'll call it kingdom leadership as we think about what we're doing to draw people a little closer to Christ.

You called it the ministry of availability and I love that. My father always told me that too. When people say, “I'm lonely,” and I'm like, “Who are you interacting with?” “No one.” I'm like, “This could be an issue.” When you are pouring into others, Zig Ziglar said, “The best way to get what you want is to help enough other people get what you want.” Serving is the best gift of all because it doesn't diminish. You meet with all these people. Do you ever feel lonely? Do you ever walk in a season of that? I know you're busy and you're pouring, but how do you handle it?

Not that often. What I've done a good job of doing is finding places where I can be dialogical. What that means is I can dialogue through interaction with another. I can get filled up. I can learn about myself and I can also help them solve their deepest problems and needs. I am constantly seeking out and finding places that are beyond the superficiality of modern culture. Most people are, “What about the big game?” Confession from a sports ministry guy, I barely watch college football. I watch a little pro sports, but never baseball, very rarely NBA.

I do follow the NFL pretty closely, but I say all that to say that I try to leap over like who's winning and losing in the leagues and get deeper down into, “What shall we do together to make ourselves better today?” I don't experience a ton of loneliness. it is probably the opposite. Perhaps I'll land a plane here, something like sensory overload, being spread thin, which you addressed earlier because of the pace that I keep wanting to be of service and be helpful to others. For me, it's learning a lot of times to say, “No, I can't help another today because I need to focus on my own well-being, my own family, and the things that are most important to me.” I don't know that I have terrible loneliness the way some people do.

I love that you brought that out because sometimes people say, “You're always pouring out to people.” I go, “I know.” I love that you said that dialogical. When I'm pouring out and people are coming back to me, that feeds me. If that's your spiritual gifting, helping other people unpack truth or being available, pouring out into other people feeds people like us. If it's not your gifting zone, yes, it will deplete you and you'll be like, “I got to get away from it.”

It's interesting that sometimes entrepreneurs get, “You're doing too much.” I'm like, “Don't ever say that to somebody that's truly in their zone because that's their lifeblood.” That'd be like telling my father, “You can't go hug more people or only sleep four hours.” He did it because that was his life force. It's very interesting that you said that, but for a lot of people, you have to watch the loneliness because it hits. For us, ministering to others' loneliness will prevent our own loneliness. That's a beautiful way you said it.

I'm a strategic arranger, grounded and has deep devotion to Christ. In other words, in any given situation, I'll look at all the problems, giftedness, and connections. I'll begin to strategically arrange inside any given conversation like, “How can I bring my best self to this conversation?” As a dialogical person, which many of us are and perhaps you are as well, we begin to learn about ourselves. We begin to get more and more clarity on who we are, why we exist, what our purpose is, and we're in that zone. It's fulfilling that it's the flow state of human development.

That's why surround myself with people who are way smarter and gifted than I am, then I try to be there to soak it up and understand. I had one of those with my longest-term mentor. I spent an hour and a half with him. I do that every 3 or 4 weeks. What are all the things that I have the complexity of the things that I'm working on? It's not much that he'll solve my problems or with his labor, influence, finances, or expertise. That's the life model that I follow.

I'm not there so much for him to bring finance to my projects. I want him to bring his whole life so that he can bring not his labor like working. It's his expertise that I want. It's his ability to help almost serve as my individual board of directors to help me to stay on point so that I can do what matters most first, do the things that matter, keep a pace, and be at peace while I'm doing those things. It's a pretty good way to live a life, I suspect.

You talked about weariness. My father said, “In life, you're going to have some people that are always doing way more than what's required a lot less. Some do less.” Our bodies are all going back to the Earth from once we came. Our spirits live forever. Our souls do, but the body is the temple and we want to finish the race strong. Leadership has a very physical element, too, and you of all people being in sports, everything's in the spiritual world, but we still are walking around in the human form now. How do you combat weariness?

I get filled up by being with people. It's the exact opposite of my wifey, who is depleted by that. I say that to say that it's enlightened me to understand who people are and what it is that they need, but the way that I combat weariness in some ways is to surround myself and to talk to each day the people that I care about, the ones that get me and that understand this extraverted leader, highly passionate, and constantly loves to arrange things for the accomplishment of kingdom purpose. I do that with people.

There are many people like my wife who need to withdraw from people in order to solve for their weariness. I rest with her. She's my sounding board. She is my everything, my bride that I met when she was twelve years old at the Fontainebleau Hotel because I had ridden my bicycle from Anderson, Indiana at fifteen years of age to Miami Beach Florida. I met her there. That's a crazy story and it's all true.

When we began to date and then ultimately married many years ago with four children and all the things that fill us up, those are the things that are purposeful, meaningful, and valuable that they lie beyond the mundane, the family, and the things that all of your listeners are committed to like being a better father and mothers and more committed to their kids and their grandkids for the sake of seven generations from now, for the sake of people that can think about their children's children. When you begin to think like that, like, “How do I leave a legacy that is meaningful and true of my value?” that keeps me on point, helps me not to grow weary, and continue to pursue those things each and every day. How do you it? How do you not become weary?

Servant Leadership: When you begin to think, "How do I leave a legacy that is meaningful and true of my value?", it keeps you on point. It helps you not to grow weary and just to continue to pursue those things each and every day.

A lot of it is physicality. I reclaimed my health a few years ago. I talk extensively on the show with that. I dialed in my spiritual walk too. I got saved when I was young, but I didn't have a deep relationship with Christ. Realizing that the Holy Spirit was in there all along waiting to be my greatest advocate of all and as a leader realizing, “You can't get it right without the right people, the right partners, my Peter, James and John, my inner circle and my spouse.”

He's the exact opposite of me. He is my everything, and having that one to go to. It's the whole body. It's the mind, body, and soul, and reading great books. Whenever I feel like I'm going to suck my thumb or want to throw in the towel, I realize I haven't been in the word, good books, hanging out with tremendous people, and walking my dogs enough. I then get back on it and it happens.

We would be remiss if we didn't bring forward the scripture Matthew 11 about this, “Come to me all of you are weary and carry heavy burdens because I will give you rest. Take my yoke upon you. Let me teach you because I am humble and gentle at heart and you will find rest for your souls for my yoke is easy to bear and the burden I give you is light.” That's the New Living Translation. All of us have this sense that it's almost like we hear those words, “The burden is easy. Yoke is light,” and we go, “That's for other people. My burden is heavy. I've got to carry all this. I've got to do all the changing.”

For me, the principle from sport, from what I've learned from the world of sport that's very transferable back here is what we call AO1, Audience Of One. When you serve an audience of one, ultimately, the audience of one, God, is responsible for the results like, “I'm going to go play my hardest. I'm going to give it my all. I'm going to stay committed and be the best father I can be within the confines of the energy that God gives me that day and the appointments, passion, and all of that, but in reality, I'm not responsible for saving the world. I'm responsible for doing the work and letting the results fall into place.”

Tony Dungy says, “You don't win on emotion. You win on execution.” “What did you do with the gifts and abilities that I gave you?” How you use those is what I believe defines life, and not that I won't be emotional from time to time and live in that passion and emotion, but the way that we ultimately win, it's about sacrifice, significance, and things that lie beyond success. That's a little bit about my story.

The way that we ultimately win is about sacrifice, significance, about things that lie beyond success.

You said that with your wife, kids, and the generations, it lies beyond. Everybody thinks when they're younger, it's fortune and family. Probably with the sports people, it's winds and rings. We're talking eternity. When you touched on it, why I was feeling depleted and why most people fear weary is they don't understand their father. They don't know their father. You help people deal with the absence of an Earthly father. I was blessed with an unbelievable Earthly father, but I didn't know my heavenly father.

When you read Matthew 11, if you don't know God intimately, you hear those words, but you don't know it. I understood, “Why would I worry?” I worried before because I didn't understand the character of God, and until I understood the character of God and knew it beyond the shadow of doubt, I started realizing, “I'm basically reading the Bible, but I'm not even accepting it because I don't understand who God is.” That's where a lot of Christians falter because we don't understand. For one second, we could be like Paul and go see what is the beyond before we get to heaven.

When Paul was blinded by the radiance of Christ, he turns from his old ways like, “I killed Jews. I am opposed to all things Jewish,” and now he receives that indwelling and then continues to live the rest of his life to be the most prolific Christian author in the history of the world.

Like you said, the legacy is the most important thing that God will look to us. He's a jealous God. He'd much rather have us in heaven now because he loves us so much. All he wants to know is that every day down here, we are falling deeper in love with him. That's what I want on my report card when I get to heaven. Like you said, everybody has that hole, even the famous NFL supports people. I can't imagine that world, the pressures, and the higher up they get. Surely they look at it and say, “All this could be over in an instant.” We see it, but we don't have as much to lose. They truly see it, and to orient them into that is such a joy.

We are very privileged and sheltered from our physicality. In other words, our ankles, knee, hands, heads with a concussion, all of the head trauma, and chronic encephalitis that my peers in and around the NFL have to face, it's part of the job. They do have a wonderful abundance financially, most of them. We're not going to let them off the hook. They still need to do what it is that they need to do to claim a relationship with Christ to get their academic, athletic, social, and spiritual dimensions in line.

Do they have the playbook? There's the academic. Do they have a social? Are they grafted into the team? Do they know their role, when to speak, and when not to speak? Academic athletic got to be great. They got to have the physicality and then the spiritual dimensions. This is what Tony Dungy taught me years ago when I write in my book, The Jersey Effect, about this world championship season. It's the guys that are chasing after all four of those dimensions and want to get a little better each day in each of those four, those are the ones that are most well-adjusted.

There are many of them in and around the league. Certainly, we hear about some of the people who are having trouble, but that trouble is not a sign, whether it be mental or otherwise. It's a sign that they need somebody to come alongside them and be their guide. That's what I'm privileged to be able to do, and perhaps we're doing a little bit through this session with your readers that are all wrestling with, “How do I live a life of significance? How do I live a life that's less lonely and more committed to be the best version of myself?” Hopefully, if we can do that a little bit, we'll get a little better in the process too.

Servant Leadership: Trouble is a sign that people need somebody to come alongside them and be their guide.

No doubt you are on what Tony Dungey was talking about from what you shared. There was a book I read when I was a teenager my father gave me. We republished it. I recorded on an audiobook called I Dare You by William H. Danforth. He was the president of The Boys & Girls Club. He had youth camps. This is back after the Second World War. It's a four-square life, your checker, the physical, mental, and creative which is your followership, charismatic personality, and spiritual.

You must have all four areas to live a successful life, to live a solid little grounded life. Too many feet people focus on one. That's where they get that character malformation or the square collapses because of one of the legs. He hits all of them from posture to breathing air. It's old school, but old school is best. I love that you're you're still living that. That's the basics, the four tenets because we are body, spirit, mind, and soul. We better be taking care of all four of them. We talked about loneliness and weariness.

Charles talked about abandonment, not like in a fear of abandonment or if you're in pet rescue like me, abandoning an animal, but he says, “We need to abandon what we like to do and want to do in favor of what we ought to do and need to do.” He always told me, “I'm always surprised I'm even remotely successful because, at any given day, I do more to contribute to my failure than my success.”

I'm like, “You look pretty successful to me.” He's being very honest with himself and allowing the Lord to say, “Charles, this isn't the highest and best use of your time. You need to stop dodging this phone call. You need to stop kicking this can down the road. I've called you to do this. Make that call.” Abandonment is very much like hyper-focus or intentionality because nothing is guaranteed. Can you unpack that for us how you stay with a sense of urgency and a sense of focus?

“I ought to do it. I can do it, but will I do it. What will I do today? What shall I do that will make a measurable difference?” I keep a chart that people won't see. Each one of these represents a relationship that I'm connecting with. It’s about 50 people that I need to have a form of contact with. People might call it customer relationship management. I do use some of those tools, but from a practical sense, how will I connect with this person? What will I share with them that will guide them toward the outcomes that I'm seeking to create in the cases of the campaigns that I'm a steward of, the events that I produce, and then at a national and a local level, that gets this campaign?

How can I draw people close to that? How can they help support that with their labor, influence, finance, and expertise to bring their life to the project? As I think about it, I try to be in the will as much as I can. Sometimes that means “I will say no. This is out of scope. This doesn't fit me. As much as I like to help you, let me get you to somebody who might even be a better service and might be more uniquely equipped to handle so I can stay on task with the big things, the big rocks that I seek to move in any given week.” That's how I try to stay disciplined. My yes means yes when I commit to things as our time here.

It is important for our readers, writing the stuff down and plotting it out because otherwise, we get hit with a million things. I can't imagine how many things come your way. You were sharing with me a little bit earlier about what you did and some of the thoughts from that. Would you unpack some of that with our readers?

It was a tragic situation. I learned that my two sons, Evan and Prince, and a young homeless man that we brought into our lives in fourth grade and now a college graduate and gainfully employed young man at their childhood friend who slept in my home, I suspect and prepping for this eulogy. I suspect he slept in my home over 100 times. His name was Aiden. He's no longer alive.

Aiden was in a domestic violence incident. He was killed. It was tragic, but it wasn't just some other man out there. It wasn't a statistic far from me. It was like,“I've got this kid's number in my phone. He played on the high school football team that I was the chaplain of. I fed him. I took out my wallet. I cared for him in countless places.” When we were the closest is when I was helping to guide the national fatherhood movement All Pro Dad. We were doing mass mentoring projects all over America, leading stadium events, and resourcing countless fathers.

That's all relevant to this story. I had been with him and all these places, reaching, and, in many ways, being a father figure to this young man. He made some bad decisions and it led ultimately to his death. Because of that, the only hope we have is in Christ, yet in the midst of that, a lot of people are hurting and feeling far from God.

As my two sons, Prince and Evan, spoke at the funeral and then I tried to make sense of all of that in a broader eulogy, I found myself sad that it could come to this. This tragedy could impact my family and community. It's hard. I found myself reflecting on that on the Saturday after Thanksgiving. The days leading up to Thanksgiving were difficult. I called my own pastor and said, “I need to sit. I need to talk. I need to get clear on how it is that I address of this.”

It wasn't easy. It angers me that this could even happen in the world that we live in. There are a lot of people who are lonely, angry, depressed, far from God, and having relational challenges. Clearly, that was the case in this situation. Tragedies will befall us. How we respond to that tragedy defines the character of who we are, so trying to point people toward Jesus and invite people to know him and rest in him even when bad things happen to good people. That's the messy little truth of a sports minister speaking inside of a funeral.

Tragedies will befall us. How we respond to that tragedy really defines the character of who we are.

Sometimes I get hung up as Christians about, “It's bad. How could this happen? It's going to get worse.” I'd love that you talked about that. We can touch on it. We feel it. Christ grieved. He was a man of sorrows. Deal with it, but realize that this is the best we're going to have now, but this is the worst we're going to have now. We have to get people focused and oriented towards that because part of it is abandoning, “How could this happen in our community?” It can happen in any community.

You have to process it, as you did, but that's wonderful that you oriented that. That's not where our hope is. Our hope isn't in the communities. No matter how much we try and clean them up and we're here to do that, that won't happen until it's over. We did loneliness, weariness, and abandonment. The last thing is vision. I can remember I would sit as a kid and listen to people like Og Mandino, Zig Ziglar and and others. I'm like, “These guys are smart. They must have a chip in their brain that makes them these visionary types.”

I hear the Bible verse about, “Where there is no vision, the people perish,” and I'm like, “What is this thing? Are you born with that or whatever?” My dad's like, “Vision is seeing what needs to be done and doing it.” I'm like, “That's much more practical. I can get my teeth on that.” With the different groups that you're in or starting, how do you hone your vision, values, decide what to work with, and decide what's next for you in your life because I know you have so much more to pour out?

I’m going to be clear on who I am, what I stand for, and how I will communicate that in the small daily things that I do but also in the projects that I align myself with. This is all about trust. Those of us who are trustworthy people operating in a world where trust is hard to gain and easy to lose, how shall we conduct ourselves? What project shall we put forward in public ways? What is better kept private? What are the things that happen inside the confines of the locker room or the chapel services that will never hit the light of day ever?

They matter a whole lot because of the small things that make a big difference. Discern constantly which ones need to stay hyper-private and then which ones we can elevate into the nation's consciousness. He Gets Us Campaign is to say, “Let's all come back a little closer to Jesus now. How can we attend to those things that matter, that love, kindness, and caring for our neighbor even when it's uncomfortable to do so?” My vision is imperfect, but understand that it's set from a Biblical framework or a biblical worldview to the extent that I can and then stay focused on, “Who Jesus is in my life?”

I love that you talked about the small things, too, because vision have this BHAG, Big, Hairy, Audacious Goal. I remember when I was in the military, one of my favorite quotes is, “If you can't get them to salute when you tell them to salute or wear the clothes you tell them to wear, how are you going to get them to die for their country?”

I love that you are talking about vision is the small things. Your big vision is built on your little small things and for a lot of the entrepreneurs out there who are partnering or doing different things with other people. I love that you talked about projects that align with who you're going to align yourself with and to make sure that they are back to your core values and convictions because there are a lot of things that look good, but if they're one degree off, that's bad. That’s not going to end well.

One of the greatest coaches of all time in the NFL was Chuck Noll. Chuck Noll was the coach that took Tony Dungy under his wing and ultimately Tony became the defensive coordinator for, which Tony's higher calling was not so much to play pro football, which he did for four seasons. It was to coach. They want to now broadcast and influence the world through his win in some way and his gentleness of spirit and his ability to articulate things about football but point people toward Christ.

Chuck's quote, which I think we need to reflect upon more often in our society, is that essentially, extraordinary leaders, which he called champions, tremendous leaders and champions, he'd say, “Tremendous leaders aren't tremendous leaders because they do extraordinary things all the time.” They're tremendous because they're willing to do ordinary things better than anyone else. They're willing to understand what plays they're supposed to run, what their part in the play is, when you block, when you run, and when you pass.

I was in rookie training camp. I'm there and Chuck lays that down. Here I was, “This is Tony Dungy going on to do amazing things in the world.” He was telling me that I needed not to worry so much about the extraordinary but to focus on what my role in the ordinary was. You go, “That'll preach in my own life every single day how I prepare for meetings and how I get clear about what it is that I should bring forward in any given conversation to reflect the love of Christ, even when it's uncomfortable to do so.” That's what I'll do in the midst of this important conversation about leadership and what it takes to be a real champion.

You needed not worry so much about the extraordinary but to focus on what your role in the ordinary.

Thank you for sharing that quote. That is absolutely beautiful and biblical. We talked about loneliness, weariness, abandonment, and vision. Anything else that you would like to share with our readers on the topic of leadership that we haven't touched on yet?

For a number of years, I served as the President of a center for serving leadership. You hear the word servant leadership. In fact, the Greenleaf Center for Servant Leadership was founded in Indianapolis, which is the city that I live in. It is a unique vantage point for that system but myself and many other leaders because I stand on the shoulders of many. Dr. John Stahl-Wert was the leader that I worked with. He's out of Pittsburgh. John pioneered a simple book that was essentially parabolic in nature.

It was a modern-day parable about a busy dad who was an amazing leader and a consultant to the titans of commerce, but he left his son behind on the journey. The son was, “I need your help.” It's called The Serving Leader. It's wonderful. It's a tremendous read and influenced my life greatly. I found myself serving with John and being a proponent of this system, which was present tense. Servant leadership, servant becomes an adjective. In the case of serving, it's, “How do I serve you today so that you might be a little better?”

What we began to build upon is sometimes it takes an upside-down pyramid. It's not the achievement all the way up to some high success. It's turning that upside down and knowing that we can serve the many, but before we serve the many, we first have to serve the few. Who will we serve? The little things. Doctor John began teaching me as I learned from him about how to be a great decision-maker, how to upend that pyramid, and focus on those little things that would ultimately lead to this big kingdom vision of bringing people together, creating community, and then helping people find their place that they can believe and belong, place that they feel a place of belonging and they can believe in something beyond themselves.

In so doing, they can ultimately become the best version of themselves, which I hope is a Jesus follower. I hope to see them in heaven and be inside that mansion one day with all those that I've encountered, but the truth is I won't know. The tens of thousands of people, perhaps many times more that I've encountered in all of the media work that I've done, yet I stand undeterred. I'll continue to fight the good fight.

We are that cauldron called together to consider how we might get better or how we might put our feet to the fire a little bit, ask hard questions, and think about things of significance in this conversation. My hope is that this touches someone inside your network and ecosystem. They can learn more about me @DarrinGray2020. You can find me in Linkedin, Meta, Instagram and Facebook. If you want to follow along, join that journey. That helps me and ultimately allows me to encounter your readers in a digital world. If somebody wants to have a deeper conversation, the four things that drive my day-to-day business practice, which are the things that I have to do to put bread on the table and to do the things that matter, I produce three events that I helped to co-produce and do sponsorship development for. That's the Super Bowl breakfast.

You can learn more at SuperBowlBreakfast.com. If anybody's coming to the Super Bowl on a Saturday before the Super Bowl, the single greatest event for Christ of Super Bowl weekend, 1 of only 5 NFL-sanctioned events. There are hundreds of events that will be happening in Las Vegas in 2023, New Orleans in 2024, and San Francisco in 2025 because I'm always working three years out with the work that I do in and around the Super Bowl, but that NFL-sanctioned event is truly remarkable. The real good guys of the faith will come forward, Mike Singletary and Anthony Muños, the greatest line that of all time, Tony Dungy, and we'll give away the Bart Starr Award, which is a very significant award for character and leadership. We're blessed to do that. That's one thing. I need sponsors, ticket buyer, and participants at that program simply to find that. The next is called the NBA All-Star Breakfast. It’s AllStarBreakfast.com.

That happens the very following weekend in Indianapolis at the NBA All-Star Weekend where we do the exact same thing scaled for the NBA, and then a few weeks later, we do that at the NCAA all-star weekend. We call that one KeysToLife.us. If you google that, you'll find. It's literally a who's who of college coaches across America because one thing is true. Almost every college basketball coach in America goes to the NCAA Final Four weekend whether their teams are playing or not.

We do ministry in and around that space to make sure that their resourced properly so they can bring back into their own teams, the academic athletic social, and spiritual tools that they need to help their teams grow. All three of those, we are actively seeking sponsors that want to affiliate themselves with these amazing NFL sanctions and NBA and NCAA strategies. That's a big deal. That's something that your readers might be called to.

If they are, then please connect with me and I'd love to tell them more about that. My main thing is called the He Gets Us Campaign. I'll bet there's a significant number of your readers, about 70% of them, who have encountered that campaign either through our Super Bowl ads, Maui classic ads, and all the things that we're doing with our very large-scale campaign for Christ.

In fact, it's the most ambitious campaign for the sake of Christ in the history of the postmodern world. Think about that. I love what Billy Graham did at the time. He did it stadium by stadium. There was some newspaper advertising and it reach hundreds of thousands, perhaps, even millions of people. This particular campaign is reaching hundreds of millions of people. We're grateful to be able to push it forward and then in cities across America. Indianapolis, Memphis, Seattle, Kansas City, and Nashville were beginning to build out city-based strategies where local leaders can get involved and advisory teams and then help us with their labor, influence, finance, and expertise to help us build a network of churches so strong that they can receive what we call the explorers.

These are the spiritually open skeptics that encounter the communications campaigns that we draw into a digital conversation and then invite them to join us for prayer, church, or conversation. Every one of your readers can apply. Those who are Jesus followers and who meet some very basic criteria can apply to become a receiver of explorers and you can literally receive those folks in your town by ZIP code where you are because by the hundreds of thousands, they're coming to us each month because they're encountering this amazing campaign, HeGetsUs.com.

They come in the digital ecosystem, “I want to learn more about Jesus. I need to have a conversation,” all the way down to our death-to-life strategy, which is our suicidal ideation and prevention strategy. There are a lot of people that are hurting so much. They're thinking about taking their own life. They don't see the point of going on, so we connect them immediately. In less than two minutes, they're connected to a very specific strategy with a real human being who will communicate with them and try to talk them off of whatever ledge they're on.

The other ones that are less urgent, we route it to the local church, but when the urgency is high because folks are prone sometimes to bad decision-making when they're depressed, lonely, weary, upset, and all the things that we talked about, at the start of the meeting, some folks don't have the resilience to know what to do, but they're coming to the He Gets Us campaign in droves and then we're building a network that is strong and durable.

Thousands of local churches have already signed up. Every single one of your readers can get their church signed up for. It doesn't cost anything. We will scholarship all the churches that your readers represent. All they need to do is log on to HeGetsUsPartners.com. They're able to get their churches signed up and onboarded to receive the explorers. Those are the four things I care about. That's my job. That's how it is that I build the kingdom on Earth as it is in heaven and then find a way to find men and women who to want to give, connect, and ultimately be a part of the greatest story in the history of the world. That's Jesus's story.

Servant Leadership: Ultimately be a part of the greatest story in the history of the world, and that's Jesus' story.

That's quite the love story. I got to love a good love story. Thank you because a lot of my readers are at a place where, “How can I go onboard with stuff like that? How can I serve in my capacity?” Thank you for giving to identify specifically how we can connect with you, but how we can help you, brother? You've been such a tremendous resource for us and a tremendous resource to many. Thank you so much for everything that you have shared with us on what it takes to pay the price of leadership. I know you have greatly blessed our readers.

It's been my privilege to be with you. Thanks for the work you're doing to improve the lives of all those you encounter. Godbless you.

Readers, thank you so much for paying the price of leadership. Never forget, you'll be the same person that you were in five years than you are now except for two things, the people you meet and the books you read. Make them both tremendous. If you like what you read, please be sure and hit the subscribe button. If you do us the honor of a five-star review, that would be beyond tremendous. Please share this with somebody out there who is looking for something or wants to grow in leadership, fellowship, and connect with tremendous people like Darren and the work that he's doing. To our tremendous tribe out there, thank you for paying the tremendous price of leadership. Have a wonderful rest of your week.

 

Important Links 

About Darrin Gray

Influencer, Author, and Sports Media Producer who guides notable campaigns including: the NFL-sanctioned SuperBowlBreakfast.com Bart Starr Award and Live Stream Indianapolis HeGetsUs.com Campaign and more.

Darrin maintains an influential network of NFL players, coaches, and alumni and his expertise includes sponsorship, sports media, sports ministry, mass-mentoring fatherhood projects including @AllProDad

Darrin co-authored The Jersey Effect Beyond the World Championship, about Tony Dungy’s Super Bowl team.

Episode 178 - Lt.Gen. (Ret.) Michelle Johnson - Leaders On Leadership

TLP 178 | Cadet Wing Commander

Leadership isn't just about the stars on your shoulders; it's about having the courage to step into the unknown, where you might just learn how to fly. In this inspiring episode, we have Retired Lieutenant General Michelle Johnson to share her journey of breaking barriers in leadership. As the first woman to ever become a Cadet Wing Commander in the U.S. Air Force Academy, she paved the way for future generations of leaders. Today, she dives into the core principles of leadership such as the importance of courage, vision, and managing up. She shares her experiences in managing complex international relationships, navigating the political landscape, and persuading those who hold power. Lt. Gen. Johnson's leadership journey shows how having faith in yourself and your ability to adapt can lead you to new heights. Tune in now!

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Watch the episode here

Listen to the podcast here

Lt.Gen. (Ret.) Michelle Johnson - Leaders on Leadership

I am so excited. My guest is Retired Lieutenant General Michelle Johnson. General, welcome.

Thanks so much for having me, Tracey. It's been so good to know someone from my decade at the Air Force Academy.

Let me tell you a little bit about Retired Lieutenant General Michelle Johnson. She was in the class of ‘81 at the United States Air Force Academy. It’s my alma mater, so you know how tremendous she is. ‘81 was the second class of women that graduated. She was also the first female cadet to be named Cadet Wing Commander, which is quite the deal, and she later went on to become the first female officer to serve as the Air Force Academy Superintendent.

She was our 19th sup. Currently, she is the one and only female who has been appointed to be the superintendent of one of the service academies. Talk about a trailblazer, Michelle. Not only that, she was also inducted into the inaugural class of the United States Air Force Academy Athletic Hall of Fame and a Rhodes scholar.

While in uniform, she served as the Air Force Aide to the President, an Air Force Squadron, and Group and Wing Commander. Let me tell you. She was in C-141s, KC-10s, KC-135s, C-5s, and C-17s, and she also worked at the NATO/SHAPE, where she was a Deputy Chief of Staff Intel and operations. She also served with the NBA as the senior vice president and head of referee operations. She is married to the tremendous John Hargreaves. She’s a retired pilot and the happy parent of two sons. Michelle, I wish you would have focused and done something with your life. I salute you. I’m starstruck.

This is how I connected with Michelle. This is the tremendous people you meet in the book you read. In September 2023, I was in Philly. Many of you know, I talk about the American College of Financial Services often and I have the blessing of serving on their Center for Military and Veterans Affairs. Every year, they do a Soldier Citizen Clambake Award and we gave the award to Admiral Mullen from the Navy this past September. While I was there, I had the amazing honor of connecting and sitting at the table with Michelle. That's where we met. Michelle, do you want to tell them about your connection with the American College of Financial Services?

It's been a wonderful association. I was a friend and colleague in the Air Force with the Provost when I was on faculty at the Air Force Academy. Gwen Hall was as well, and she introduced me to the new CEO of the American College, George Nichols, who was a transformational leader. You could talk with him sometime.

I was born in Iowa without a lot of means. He was born in Kentucky without a lot of means, but he made his way through New York Life Insurance and he's come back to give back and to take this college. That had been a designated correspondent school for people in the financial industry to take it to the next level.

To not only help make it a robust educational opportunity for people and financial services but to help apply practical financial knowledge to people who need it in underrepresented communities like veterans. I’m trying to be a great supporter of the Veterans Center that you're an advisor for, but he's also in the Centers for African-Americans, members of the financial community, and families with people who suffer disabilities. They have special financial planning challenges.

To try to attend to the realities that human beings are still within life but maybe haven't been touched by knowledge of financial practices and how things work. The whole atmosphere of service reminds me a little bit about the service you and I tried to provide to our country but in a different way to serve others to build community. That's what drew me. I’m so honored to be one of the trustees on the board of trustees for the college.

Thank you for sharing that and I love that you said come back to give back. As we transition through a lot of our readers, they're on their second, third, and fourth careers and they keep coming back to continue to give back. Michelle, my father, wrote a speech called The Price of Leadership many years ago. It's one of the ones that has been most downloaded because it's very raw, authentic, and practical.

In it, he talks about the things that you are going to have to be paying as a price to be a leader and not just a leader in name only. I can't wait to hear your take on this, especially the first one, loneliness. There were few women in my class ’88. There was ‘97 in the first class of females at the Air Force Academy, so you're already a small group but tend to be the first, the one, the only. Can you unpack what loneliness looks like for you at a time in your career as leadership and what you would share with our audience if they're going through a season of it?

There are different angles of it, as you point out, to go and suddenly become a minority. I’m from Northwest Iowa, so I was not in a minority there. As a woman, we're half part of the humanity but also as a wide-angle Saxon Protestant. I went to the Air Force Academy and suddenly, from being a woman and a lot of other factors, I was a minority.

It was a new idea to people. They didn't study the history. We could talk about this more later, but what was happening when I graduated from high school in 1977, all volunteer forces needed everybody. All hands on deck. We can't draft people now and it can't be one certain group of people. We need everybody in an all-volunteer military force. I didn't know that at that time.

I thought it was an opportunity for education. I was a basketball player but also to serve for a while. It was lonely and shocking. It was aggressive. It’s like, “In your face, you don't belong here,” kind of lonely. You have to cleave to what you believe, what you're striving for, and what's the shared purpose. Some officers, cadets, men, and women did as well.

You don't belong here, but for every one of those, there were 5 or 10 great educators and mentors who'd say, “You're capable of this. Why don't you try it? Why don't you try for a scholarship? Make sure you're in the flying program.” I didn't know it. It says the Air Force Academy. I know that, but my family was farmers. They didn’t even think about that. That's part of it, but the structural loneliness thing is part of some things.

I found as I got more senior, I was in uniform for 40 years, basically if you include the four years from the Academy. At the end of my career, I was more senior and I’d be put in different organizations to help solve problems. I was a stranger because I hadn't been in their community or their tribe for a long time. It was professional loneliness. You haven't done what we've done. It was a very interesting skillset, but I think there were similarities.

Part of being a leader, if you wish to do that, is to be out of your comfort zone and move other people out of their comfort zone. You may have read Marty Linsky's work, Adaptive Leadership. This isn't a military thing. This is modern leadership. Leadership isn't always conforming, following the rules, and checking the box.

Part of being a leader is to be out of your comfort zone and move other people out of their comfort zone.

That's management. What do you need to do? Management is super important. You got to do that. If you don't, keep the books or you're in trouble. If you want to adapt to new things, new demands, or new missions, you need to move an organization and yourself out of your comfort zone. That's lonely and it's in your new territory. You're not where you want to be yet, but you're pretty far from shore. You need to find a way to move forward and to understand it.

Understanding the history of how you got there to prepare and say, “How do we get here? Where we're trying to go?” and then communicate that to help you see the loneliness. It's a real thing. I deployed one time when I was in KC-10s in the ‘90s. We spent a lot of time deployed in Abu Dhabi in the United Arab Emirates. I could give tours of Abu Dhabi.

During the First Gulf War, we called that Show Air Force Base or Show Abu Dhabi.

It's very elaborate now, evidently, but we were still intense and then the rocks out there. We would deploy from our Squadron. Our Squadron was in California, Travis Air Force Base, between Sacramento and San Francisco. Usually, when you are deployed, you take on the next level of responsibilities. My captains and majors had to take roles as schedulers and flight commanders at a greater level than they would have had at home. I ran into one of our majors. We're standing outside at 135 degrees, which was something I should admit was a bad idea. He stopped me. I was a lieutenant colonel and he said, “I get it now. It's lonely being in charge of people or being responsible.” He was feeling it.

He said, “When you walk in the room, people stop talking because now you're them. It's us and them and now you're them.” If you can prove that you care about them at the shared mission more than yourself, everybody benefits. However, if you try to act remotely and act like you're the warlord and you're the strong person leader, “Do what I say. I’m the boss,” the divide is worse and it's terrible for everybody.

If you can prove that you care about them at the shared mission more than yourself, everybody benefits.

Unfortunately, when I ran into people in the private sector, sometimes they think that's what leadership is. You're the boss and you tell people what to do. What I learned, on the contrary, is how did we get here and where are we going? Communicate that. Be consistent and fair and people will come along with you and help accomplish tremendous things despite there being tremendous in this thing.

We've had a lot of people in the military. I know they get to the colonel level and then they go into these staff positions. They're in more civilian sectors outside of their tribe and you have to show you care and share. Otherwise, I’ve seen some bad culture clashes and it chewed up some great people and spent them out.

When you come out of wearing the uniform after 40 years, we have people in our tremendous tribe who are leaving entrepreneurship or life insurance to go and do the next chapter. When you came out of uniform, I know, like me, it is different because it's such a collective. It's such camaraderie. It's so much fun. It's so crazy and scary. I think of that loneliness. It’s like, “I was a chiropractor for 30 years and now I’m not.” Where are you at right now in that transition because I know it hasn't been all that long.

I retired in 2017 from the Air Force and I left the NBA in 2019. I’m going to touch on some of the other points you're going to bring up because I think what your dad hit on applies. A part of it is an executive leadership. I became a generalist, by the way. Executive leadership is being a generalist because the main thing you are an expert at, perhaps for a long time, is one of many things you're in charge of.

Your confidence as a professional may have been based on that competence in a particular flying that plane, so all the plans had different cultures too. Each crew, the way you pronounce the checklist, there’s a different culture. There’s the way you did the bag drag. I flew cargo around the world in C-141 on the ground.

It’s the next thing up from a C-130. You’re in the dirt working. You’re considered knucklebusters. You dragged your own bag, helped each other, and helped with maintenance. KC-10s were like Gucci. These are fancy planes. We wear headsets and park at different places. It’s a different way to communicate and maneuver.

I had a pretty collective career in the Air Force, even operationally, but when I would talk with the senior officials, even civilians in the DoD, let alone, as you said, in the private sector, you can be a specialist for about so long and then when you go into management or leadership, you're responsible for a varied spectrum of skillsets.

I found people whose confidence was based on the specific. In their competence, they lost their confidence because now I’m managing people who know more about many things than I do. I was going to talk about the letting go part or my angle on abandonment. Part of it is letting go of, “I know what I know, but I’m going to let go of my ego and let go of my fear that I don't know everything. My fear of I can't control everything.”

Let go and empower the ones next to you. That was the last sixteen years of my career in the Air Force. I went from a flying wing to being in charge of personnel, air mobility command, and public affairs for the Air Force. What do I know about that? I know about bringing people together in their expertise and doing their homework.

We visited USAA and the senior vice president for corporate communication. How do you communicate in a big enterprise to try to get better? I had my public affairs experts learn. They knew more about setting up a press conference than I did and that's okay. I had to let go. I had a lot of people who are in the military or support people like the Navy Supply Corps.

The logo on their collar looks like a pork chop, so other people operators call them pork chops, which is terrible. That’s a terrible thing. Not because it’s not respectful but because the people who work for me who are in Navy Supply went to Harvard Business School. They are smart about supply chains, big logistics, and the national power source, so I tried to assemble teams who could solve problems.

That’s what I became. I was a change agent because we would have to do things differently. It would take a few months to earn people’s trust that I do care more about the mission and myself. I’m going to be okay. I was blessed that John was home taking care of me and the boys. He said that was his mission. The home was not relaxing because we had twin babies. When they were toddlers, they pinned on my Brigadier General Stars. The home was incredibly not restful but empowering and full of love. It was safe and recharging, so I didn’t have anything to lose. I want to do my best.

When people realize that whether they were at Fort Meade with cyber, when we did cyber command, or when I wound up at NATO/SHAPE in the Southern part of Belgium with generals from other countries who had never been around a woman General officer because other countries haven’t done that yet, they had to deal with me.

Sometimes, I had to be tough to get their attention because I’m 5’8” on a good day or used to be. My voice isn't baritone. Sometimes, if I say things nicely and quietly the first 2 or 3 times, they don't hear it. I learned something. I don't know if Armand Hammer said this. Somebody else besides me said this, but I liked it and I used to repeat it.

When you come up with a new idea or a new thing with a new group of people who don't know you, the first 50 times you say the thing we need to do together, they don't even hear you. It doesn't even register. The second 50 times, they don't understand you. I heard you, but what? The third 50 times, they don't believe you. At 151, they'll go, “Is that what you meant?” Sometimes our spouses do that, so this isn't just at work. However many times it is, it's a lot on that 151st time. I have a memento from an old job that they put on a fake magazine cover 151 times. On 151st time, they go, “That's what you meant.”

When people start owning it for them, I say no. What do I know about cyber? I know about policy, people working together, strategic opportunities, operational requirements, and how to think operationally. That's why I endured in service so long. There wasn't a path for women and women weren't allowed in fighters or bombers when I went to pilot training.

We did heavies, but when I got out of that tribe, other tribes realized I had something to offer to their tribe. It was communication and consistency. I did my homework. They'd say, “Johnson, it's a good thing you were right.” Sometimes, you are the voice in the wilderness and you have to double-check and have someone.

The last thing I’ll say is it's great to have an ally, companion, a mentor, maybe someone not exactly in your chain of command, but it's a sanity check to say, “I know in the voice in the wilderness. I genuinely don't want to be crazy. It sounds crazy to people when it's new.” I do have another anecdote about that from the NBA. What do you think? Give me a sanity check.

My late sister worked as a manager in a big insurance company. She was my voice of reason on management types of things. My husband loves me too much to be a great critic of speeches but in terms of practical operational matters, he's a crudogue as we used to say. He's a very pragmatic electrical engineer dude who graduated from VMI, so he could give me the straight scoop, but sometimes I needed somebody else from the world that I was in to say sanity check.

You're not alone. Leadership is a team sport. Even though you feel alone, you're not alone because the whole point of leadership is being with other people. The last thing I’ll mention from the NBA is brilliant. A chief of NBA referee operations is still there, Monty McCutchen. He used to be my partner. I tried to codify what he knew in process, resources, and training, but he's wise. One time he said to me, “Michelle did this brilliant thing.” I said, “What brilliant thing?”

TLP 178 | Cadet Wing Commander

Cadet Wing Commander: Leadership is a team sport. Even though you feel alone, you're not alone because the whole point of leadership is being with other people.

He said, “To bring when the referees rotate through New York, Brooklyn, and New Jersey during the season, have a small group in-season training sessions and go over video and talk about the position as they do.” I said, “Monty, what's brilliant about that? That's practical training. That's continuing training from the intense stuff you do in the summer to do it throughout the season.” He said, “It's brilliant to me because I never would have thought of that.”

That's from a different world. That brought it from being a pilot in the Air Force. No matter what field you're in, the Air Force or any service or trade, you have resources and you’re committed to training. You have criteria and standards for performance and you evaluate people on that. That's easy. It's not easy for other people who don't know. It was a new idea to him. I wasn't alone, but for a while, I was lonely because I had to say that 151 times.

There's this duality of it and they're going to be times and sometimes you need to get alone because you're getting prepped or purified or we did something or we need to own it. It's not a bad thing. I’ve heard people say, “You’re only lonely because you did something wrong.” There are reasons for everything. You can be accused of something.

There are all bad things that happen to good people to put you in a lonely place, but I love that you talked about having somebody outside of your chain of command to be an ally or a voice of reason to sit there. That's so important because otherwise, we're too much in the same arena. We can often get what we need to hear and people tell us what they think or see it through the same ones we do. I love that you brought that aspect up.

Even at the Academy, it's an institution of higher education. It's a commissioning source. It's in a beautiful place. It's a good gig to be in Colorado Springs at 7,000 feet altitude, on the side of the mountains on the front range, and be with all these wonderful young people from across the world and our country. Obviously, we have cadets from 70 countries across the world that come through. Even that place could become inward-looking and I would say, “See ourselves as others see us.”

You may do something and it's motivated by every pure thought, but externally, it's perceived differently because they don't have the context. They haven't lived in that group. That's sometimes the fresh eyes. The fresh eyes can be lonely eyes, but you need them, as you said, to go off and reflect. Think about how we get here, what we are trying to do, and how we get there together.

TLP 178 | Cadet Wing Commander

Cadet Wing Commander: The fresh eyes can be lonely eyes, but you need them to go off and reflect. Think about how we get here, what we are trying to do, and how we get there together.

We calibrate and reorient how we're going to make the end goals. You talked about having to support your family. It’s the next topic and again, he talked about weariness. I love that you talked about you had the great thing. People always say that when you have two alphas married, how do you guys do it? Do you kill each other? I’m like, “No. Two alphas means double the resources, double the tenacity, we're not quitting, and we're not giving up.” It's almost this complementary thing.

I love to combat the work-life balance because here you are pinning on your store and you have little ones at home. Every woman out there, heck every man out there, has to deal with juggling fortune, family, and growing that. You had that to help you be strong and safe, especially you had to stay rested to fly, rested to command, and make decisions when you're going to hostile or the fog and friction war. How do you combat weariness, Michelle?

Sometimes, it isn't possible to do it on your own. One of these things is when I was a squadron commander and my husband was in Okinawa for three years. It was our longest separation. We only had cats then, so we’re waiting for kids. We were older parents. We didn't live together very often initially. I remember it was coming up on Christmas.

Our flight sergeant for our Squadron and first sergeant was hovering around my office. I worked long hours and it was KC-10 Squadron. I fly all the time and it was only about 250 people. People take time. If you listen to them, care about them, do the documentation, and everything, it takes a lot of time. I know this one evening as Christmas was approaching, these two guys, the flight surgeon, and the first sergeant, were in my office talking with me and it hit me.

I looked at them and I said, “You're taking care of me, aren't you right now? Your first sergeanting me. You're checking on me.” They said, “Yes, ma'am.” In terms of letting go, let people help you. It's so hard to ask for help to even know you need help. At a student level for cadets, they get themselves in a hole and grades. All they needed to do was raise their hand and ask for help.

Everybody wants you to succeed there. If you're in an organization, unless you're a hateful, loathsome human being, which hopefully none of us are, people want you and the organization to succeed. If you've been giving to everybody else, they want to help you and you need to let them. That's super hard, but that was a real blessing to have people like that around me.

Did I always take their advice? No. I was probably horrible about that, but you do need to take care of yourself. I don't have musical talents, but some people do. That feels like their tank of joy. Don't forget to find your joy. If the boys were running around, John would leave. I was a brigadier general at the Pentagon and we lived near the Pentagon, so I could walk over and at least be home to maybe see him at bath time and go to bedtime and stuff.

He'd say, “Look at the wall.” It’s the big crayon drawing all over the wall that we would have to repaint, but he said, “I left it for you because I knew you'd get a kick out of it,” or the big pile of chairs and pillows and stuff in the living room because that was there for filled my tank and that was terrific. Even that said, it has driven type A as I am and you take different roles at home. I was playing a type B at home. He both can at the same time, but he was a leader at home and obviously at work in different settings and back and forth.

I read Viktor Frankl’s book and when I’m having a bad day, I’ll think, “He survived the Holocaust and he lost his whole family. He was a psychologist and he chose to stay with his family when he could have gotten out.” His writings were helpful about the meaning of life. You’re doing something you love with people you love. When you’re faced with adversity or have the attitude to face adversity in a way, that’s an achievement. Getting yourself out of a predicament is an achievement and it doesn’t come across as a Rhodes scholarship, a medal, a lot of money, fame, or anything.

When you're faced with adversity or have the attitude to face adversity in a way, that's an achievement.

If you have the grit to overcome the challenge, that’s empowering. Even my friend Monty, the head of referees at the NBA, is a philosopher and ref. He’s not published it, but he’s got a manuscript. He was written about sports. People do sports because they want to be challenged against the standard. It’s like, “Let me see how good am I at this. I want to know. I’m going to do my best and then if I’m not the best, dog on it. I’m not, but I’m going to give it my shot.” Sometimes, some aspects of public service are like that. Flying a plane is hard. You don’t pop out of high school and know how to fly a jet, manage a mission and every fuel, do the kinds of things we did, or be a Thunderbird like Nicole Malachowski.

I think a lot of people want to be challenged and say, “How good would I be? Fair and square, but I gave it my best shot. That’s how well I could do it.” Attitude is helpful and it doesn’t matter if you’re short or tall or they’re small. I’ll bring back the loneliness a little bit. People see me show up and flying Squadron, saying, “I don’t know anybody like you. My mother is not like you. My sister is not like you. How can you possibly be doing this thing?”

If your attitude is we want to do this thing and everybody helps, then you can get over that pretty fast. I’ll leave the last thing. Kansas is the home state of the McConnell Air Force Base, where I was a wing commander when I had the boys. I was up all night anyway. There's no sleeping for me as a wing commander. It is between the calls from the command post and the boys.

That's how it was, but on a cold winter night in Kansas when it was zero temperatures and high winds, we're trying to launch a bunch of planes, like twenty planes. Everyone on the flight line wore Gore-Tex gloves. We had no idea who anybody was because we were blobs of waterproof material, pushing pallets and trying to refuel things. When everything was said and done and the planes were all launched, I went around, as the commander does, to talk with people, thank them, and check on them, having no idea what they looked like.

As they pulled off their balaclavas, hoods, and everything, you could start to see their ranks, faces, ethnicity, men and women, tall and short, everything, and I was so moved. I was moved daily, but I was moved in moments like that to say, “Isn't it wonderful that we were who we were? We went out and did what we had to do and we value each other.” To me, that's exciting. That fills my tank. I tell people now I’m a mom. You should get your sleep. Make sure you eat right. Take care of your joints and stuff like that. There's this other feeling that's inspiring and hopefully, you can foster that in others.

You said, “Fill the tank,” and you're right. There was nothing like the military as far as we were all in it together and none of it mattered. As you said, it’s not the rank or anything all bundled up or you're in Kenmore Fair. You can't even tell, but we were the collective. It’s a diverse group but the ultimate unified mission. Michelle, you brought up probably one of my top five books, Man’s Search For Meaning by Viktor Frankl. If you want to learn about resiliency and adaptive capacity, I tell people who are complaining, read that book and then you come back and talk to me. They never come back and complain. It’s so profound.

That's a heavy, dark topic. If you read it, it's full of joy. It’s not to trivialize anything.

He didn't trivialize it, but that's profound. You covered abandonment and I love that. Primarily, as you're climbing up, you got to let go of the ego. You got to be okay with abandoning some of these things that may have worked for you as an individual contributor or a commander at a flight level where you had a smaller group. Remember, it’s less and less of the outcome.

The only outcome of you as a commander is what the individual troops do. You have to start managing the troops versus managing the processes, the sorties, the non-mission capable rates, or all that other stuff. Is there anything else on abandonment you want to talk about? I thought that was so rich to share with our audience.

It was a one-on-one level when I was a co-pilot in C-141. I was a little older than other co-pilots. I was a little more senior. I was the first lieutenant. Now I’m a second lieutenant because I’ve gone to graduate school at Oxford and then was fine. We had Lieutenant Colonels who've flown in Vietnam. He’s a gruff guy. Some who had flown the plane so long, even though we were supposed to be dutiful students of the tech orders, they'd quit reading the tech orders because they knew how to fly it and the co-pilots would do the knob work for them.

There's this one gruff lieutenant colonel. He's a wonderful person. We respect the heck out of him, but he scared all the co-pilots. My husband had flown with him too. He said to me once, “Johnson, I make the co-pilots cry and that's the guys, but I don't mess with you.” I didn't know what that meant exactly. One time, he and I were on a check ride. The flight examiner was sitting right behind the console, watching everything we did.

For our audience, a check ride is an evaluation ride. She's getting graded on proficiency.

Also, how we ran the checklist and how we ran the mission. He and I were on it. It’s an evaluation like you're driving in high school, but times 1,000. I noticed that in the left seats where the aircraft commander sits, his navigation select panel wasn't right with the checklist. Safety first, but also contending with culture. You don't touch each other switches as a cultural thing about reaching across somebody, especially somebody imposing like him. I reached my hand over in front of the switch that needed to be corrected and said, “I’ll set your knob select panel up for the takeoff check,” then I waited.

I didn't touch it, but I waited. I wanted to show respect. I didn't know what he'd do and he said, “Thanks, Co.” I hit the button, we did the flight, and everything went on. I’ve actually said that at a commencement speech at Niagara University a couple of years ago, “I know it seems weird to say something like that. Thanks, Co. So what?” What he did was courageous in a way. He let me help him. It not only helped us do the mission safely and get to see the check right and everything, but it also modeled for me to let go.

Later, when I was on missions and was tired in the middle of the night in Bahrain or someplace, I did the before-takeoff checklist. I say to the crew, “We've all been awake for 36 hours now, so we need to help each other. If you see something, you speak up because we're all tired and we've got to get this right. If you help me succeed, I’ll help you succeed.” I said that attitude. Part of what helped me do that. It’s letting go of my ego or letting go of the fear of although things she's weak.

Michelle, you were telling the story about when you got with your check pilot and you had the courage to let him know, “I’m going to touch the switches,” and then you were referring to some things that happen when people don't feel in other cultures that they are free to express what's going on.

Sometimes, it's grouped dynamics, leadership, and culture. We used to talk about crew resource management because, on a big airplane, you have teams of 4 to 20 people. The C-5 fighter crews are big and 141. We had to have at least four people, but when you're working in a work environment, being able to collaborate means listening to each other and letting go of your own protectiveness or personal power. It's important in a plane. Someone is going to get hurt if the chief pilot, the aircraft Commander, or the pilot in charge doesn't listen or take input. As I’ve said, there have been accidents and some came from national cultures of hierarchy.

Being able to collaborate means listening to each other and letting go of your own protectiveness or personal power.

The leading person is like, “I’m the boss. I don't have to listen to you.” It's literally dangerous, but even if it's not in an airplane, in general, you're not hearing the totality of what’s going on. You're not being informed if you're not listening and taking input from people around you. Ultimately, a leader has to decide and may not follow exactly what those inputs are. That's part of the aloneness. Someone’s got to decide, but listening empowers a team to know that they'll be heard. You may not agree, but they'll be heard and it's an important lesson.

You hit on the importance of being courageous enough to manage up. A lot of times, here you are managing down or managing lateral but to help your boss or your leader to become the best that they can. As you said, unless it's illegal, immoral, unethical, or unsafe, you are being heard. For the leaders out there, you have to be courageous enough to make the call and say, “I know, but we need to look at this.” The last thing my dad talked about was vision.

We hear about these visionaries. Michelle, we have our heroes in the military who were sheer, brilliant tacticians, motivators, and all the greats. My dad would always tell me, “Vision is seeing what needs to be done and then doing it.” It’s this blue-sky thing but also this very tactical strategic thing. How do you hone your vision, especially now that you're in the next stage of your life? I know the military would often feed you your vision, but how do you inspire that in other people?

It's an important notion. You don't have to be a genius philosopher to have a vision. It's what needs to be done, as you said. Maybe even asking the question of, “We're doing this thing. So what?” What's going to happen on the other side of this? Some of it is strategic planning. What are the opportunities and what are the risks? That is not a military function. It's a business function, I would think. Even the American College of Financial Services Board talked to us about financial risk, what are the risks with personnel, and what's going to happen next. To my point, we caught it with the head of referees for the NBA when I suggested in-season training, not just in the summer. That seemed brilliant and visionary to him.

It seemed obvious to me. If I thought of that, what do we miss that someone else might think of it? To your point of managing up, as a senior officer or a general officer, I wasn't always the most senior. I was a 2 or 3-star, but there are always four stars and civilian leaders. To be brave enough to challenge the status quo or tell them the truth or the bad news sometimes is eye-opening. Do it privately and give them some grace, a way out, or a graceful exit. We can fix it if you make this phone call or this is what needs to be done, but to see ahead and assess, that's part of a vision as well. It has to do with listening and learning. In this day and age, people don't always want hard-copy books. My husband and I are still of a generation that values the tactile feel of a book.

I’m aggressive with books. I deface them out of love. I write in them and I tear their pages, but I’m willing to learn. To my earlier point about how we get here as an organization or as a group and what we need to do next, the best part of a vision is a narrative. What's our story? Maybe that's a more palatable way for us to think about what's our narrative. For me, a lot of veterans and other people are at a point in life where you have more discretion about your time. What brings meaning? Not as profound as Viktor Frankl with that sense of that meaning, but in the sense of what do I know that might help another group, whether it's with corporate memory or another perspective as a board member now.

Board members are not supposed to partake in the everyday operations of an enterprise, but I always think, “Have I asked a challenging question? Have I thought of another angle that they might not have thought of?” You're on the advisory board for the Veteran Center, so you may think of that as well. It’s like, “If I asked a good question that they might not have thought of or another angle and to be supportive in a way that's constructive.” It isn't always positive cheerleading. It's sometimes saying, “There may be some pitfalls on that one. You might want to consider what could happen from practical experience and also from studying.”

You brought that up earlier. We always have something to offer, no matter if it’s taking off the uniform but the way we think. What I like about people in the military is we always are a worst-case scenario. We're always contingency planners and we're also after-actions people. That's the other thing where you talked about we train it in-season and out of season and that's not intuitively obvious. It's interesting that you said that because I can remember sitting on some boards, when something would go wrong, not military things, they're like, “What's next?”

I’m like, “What happened here? After the access report, no behaviors change until a lesson has been learned,” and we tweak something. I love that you said that in a constructive way. That's the point of leadership. Not an echo chamber but to ask the tough questions or the great critical thinking skills because we have seen a lot and blended a lot about what could possibly go right. You can't go into war thing and everything is going to go right. You think everything is going to go wrong and reverse engineer from that.

Tell that story. It is what it is and don't be afraid. Too many people use the word fear and I’m afraid. I was always thankful. I didn't have to worry in the main about our boys going to the shopping center and being bombed. We live in a violent world and things can happen randomly but we live in a pretty safe environment.

We don't have the day-to-day risk like a lot of people have or the food insecurity that a lot of people have and those things so I count my blessings. What are we afraid of? What do we have to be afraid of to say it is what it is and try to persuade people? That's the other thing. With vision, you want to do that thing that you see something that is different. I go back to what I said before.

They may not even hear you when you say, “I disagree with that.” They may not hear you literally the first couple of times. I really think this is a thing and try to be persuasive that way. After working at the White House for two years, I carried the nuclear codes for President Bush and President Clinton. If you do a lot of advance work, you have to plan ahead.

Here's what will happen in the worst case that maintains connectivity with the Commander in Chief in the command authority. You had to think of every possible contingency: medical, communication, physical, other 25th amendment, and nuclear things. Mostly, bad things didn't happen, but in order to get senior civilians to do what I needed to do, I had to persuade them.

I had no power over them. I was a major, but you have to persuade people to get things done. People have written about political powers. It’s a power of persuasion. You're moving people. I did that to the extent that when I went back to Travis Air Force Base after that assignment, one of the sergeants said, “You could tell us what to do. You don't have to persuade.” I said, “Okay. Point well taken.” I'll tell you on those few transactional things, but it’s inspiring things and trying to do new things for an enterprise to have a vision of what happens next. You need to say why and what will be in it for you. What will your role be in it?

The vision isn't, “We're going to get to that mountain,” it's, “How are you going to help us get to the mountain? How am I going to help you get to the mountain? How are we going to do that together?” We are obviously great communicators, but that's not a value thing in military service. If you look at Myers-Briggs personalities, I’m an ENTJ, so I think I can do the math. I was an Operations Research undergrad. It's like an Engineering minor at the Service Academy. Both of us were, but I tend to be an extrovert who thinks intuitively, which isn't softer. It's in macro and I’m a thinker and dredger. We can go do that, but not everybody can see it if they're a linear thinker or more sensory or an engineer. They want to know what happens and what step is next.

Understanding myself and how I’m thinking, I’m open that way and engineer like my husband. He is a linear engineer. There are times we bump. There are many reasons why spouses bump. One of the reasons we do is that we're wired differently. It's very complementary and it's great overall. When you're working with people who are literal, this idea of a vision might seem a little too open-ended and you need to help them understand what happens next, what's in it for them, and what our role is together. They may not automatically see their role in the group and laying it out in a narrative again is helpful.

I love that you described the vision as persuasion and moving people because otherwise, it's your thing. Vision is shared with them. You hit on all the books I’ve read. Say the number one question anybody has on their mind is What’s In It For Me? Why too? We have to set the why, but in the how, as far as practical, the management, or the 30,000, what's in it for me? I get the why, but that’s the reason why expectation is a success. I have to see value in it, which means, what's in it for me? I love that you talked about it. Some people are like, “You don't have to woo-woo me.” I put my task hat on as you do and go, “Here are the orders.” “Okay, fine.”

I literally did that in the Squadron because they thought I was too nice sometimes. I had a black hat. I would put a black build cap on. I don't smoke, but I had a cigar and I get out and say, “This is me being directive,” and we'd laugh about it. That was also part of building the collegiality of what we're doing. I haven’t read Daniel Pink's works, but he has a book called Drive, which is the most realistic about not what's in it for me but calling it as it is about understanding the politics of a dynamic. Politics are human beings together.

It's not like political parties. It's Aristotle. We're political animals because we live with other people. Understanding who the informal leaders are, who the formal leaders are, and how to navigate that is part of persuasion, leading, and pursuing a vision because those can be helpers, so they can be obstacles. The informal leaders may have more power than the formal leaders, weirdly. You can harness into that but you can't pretend it doesn't exist. It's only your own idea. Again, this is a team sport.

TLP 178 | Cadet Wing Commander

Cadet Wing Commander: Understanding who the informal leaders are, who the formal leaders are, and how to navigate that is part of persuasion, leading, and pursuing a vision.

You hit the nail on the head when you talk about politicking well. For those of you who are tuning in and want to get your CLF, we have a whole class on one of our modules about networking and managing in politicking well. As you said, anybody that has survived in one of the biggest bureaucracies of all time, I eat the military as long as you have, you're a great politicker. We have this politics and it's sucking up. It's kissing butt. It's hard as it is. It's networking. It's coming together because there's a certain amount of resources and it's a win-win, so we have this negative notation. I love that you could not have done what you did without getting fed up.

There are a million other pasts you could have taken, Michelle, but you stayed on the one because you knew how to be politicking well and not in a derogatory, sell-your-soul, or cronyism-type sense. I’m glad you brought that up because we may have some audience out there that are like, “I don't know. Should I stay or should I go?” I always tell them, “Do you want to fall into your sword or do you need to open up your mind and spirit about politicking well?”

We're all in this together and we have to find a way forward together. Is this a nuisance or an idiosyncrasy or is this a point of order that is against your conviction? Most of the time, it's something that annoys us. I’m like, “Do you want to throw it all away for that or do you want to learn to politic well?”

To your point, you're going to have, in a career, a good boss, bad bosses, good teams, or bad teams. The moments when it's clicking when you're on that championship team and it feels right, those don't last forever because somebody leaves or something changes, but those are great moments. One of the reasons I endured this eclectic journey was that I could see the patterns. It was eclectic enough that you start seeing the patterns across organizations. That's why people write all those management leadership books because human beings and organizations act about the same.

TLP 178 | Cadet Wing Commander

Cadet Wing Commander: That's why people write all those management leadership books because human beings and organizations act about the same.

It's different language, uniforms, and hierarchies in a way, but politicking to me was saying if we need to bring some people together or say the Pentagon with different entities with different equities to defend, try to understand the equities of the others at the table. Plan ahead. Not only have allies at the table but try to think 2 or 3 steps out.

This literally happened to me. There was a senior civilian who had been military and there's some baggage with that. It was a real obstacle working when I was on the joint staff at the Pentagon on cyber policy and I set up to him and said, “This is the equity I need to represent right now respectfully because this is the truth. I have to hold that.” I immediately went back. I was a one-star general and I talked to my three-star general.

I said, “You may get a phone call from somebody because I had to stand up to them and they are far senior to me.” He goes, “He already called me. You were doing the right thing. You were doing what you had to do.” That's one thing, but to have a successful policy, a lot of times, I would try to anticipate that when this person wants to work against me, they're going to go to the next level.

If I’ve already greased the works to the next level by informing them, not paying them off or nothing underhanded but saying, “This is part of the story for you to know. When the other person came with their side, I’d wind up getting support, usually because I did my homework. I was prepared and pretty factually correct and be able to move forward.”

It became winning and it worked in NATO across 28 allies then. Now we're up to 31 in NATO, but at that time, it was 28 plus 22 partner Nations for Afghanistan. There are 50 nations around. It’s understanding the organization around you and not your own narrow slice of it. Where do I fit in? People do social mapping for other reasons to think who would be on board, who would be antis in this initiative, and understand that. Who are you going to have to persuade to come forward? Who are you going to have to come on board? Not in an underhanded way, but with persuasion, facts and research, and persistence. I will say persistence helps.

That’s why you pay the price of leadership because everybody would be doing it if it was easy. Coming across against these naysayers, your example is managing up well and politicking well. It’s excellent. Thank you for sharing that. I was hoping you get into that and you said why you endured. I love it because everybody has their own reasons for it. That’s fascinating, Michelle. We did loneliness, weariness, abandonment, and vision. While I got you on the line, is there anything else, from a leadership perspective, that you would like to share with our audience about how to triumphantly and tenaciously pay the price of leadership?

I’ll share a vignette. I’m not sure exactly who it’s attributed to. I’m told Iyanla Vanzant has said it and other people, but it’s something that I’ve used in remarks. Also, it’s a reminder for me. Its rich alludes to fear. The saying is, “When we come to the end of all the light that we know and are about to step off into the darkness, faith is knowing that 1 of 2 things is going to happen. They’ll either be something solid in the darkness for us to stand on or we’ll learn how to fly.”

To me, this is like not being afraid to explore something different. It’s 1977 and 18-year-old me left Spencer, Iowa, to want to see what the big world was like. I have no clue, no videos on a website, no internet, no family experience in the military or with higher ed, except for my brother, who went to medical school, but he's far older than me.

It was a different time when all the money we had, which wasn't much, went for him, and my sister and I were on our own to try it, go out, step into the darkness, and go, “Solid. It’s not as scary as I thought it was going to be.” I need to learn something new to survive in this way and try something new. It may be more fulfilling.

In my case, it was in the big world. There were lows. They don't write that in your bio. Nobody writes in your bio the rough days and the things when you met with someone who was a curmudgeon or worse, who tried to undermine you or things didn't go well. They don't write that down in your bio. It's part of the journey and makes you appreciate when things click, when you do move a policy through, or when you can communicate with somebody.

I almost said it in SACEUR, the Supreme Allied Commander Forces Europe, when I was at NATO. He promised the Russians, who had a bigger contingent in Brussels, that NATO did because they were very suspicious of NATO because NATO was formed to defend against them. He wanted to keep them informed during the conflict in Afghanistan because of their fear of opium, the drug trade, and terrorism coming over the border. Meanwhile, they gave us over-flight and train track access or railroad access from the Baltics all the way to Kazakhstan over Russian airspace and ground space.

We wanted to communicate with them and he sent me to Moscow one summer with a team with the German Lieutenant Colonel, a British Colonel, and a US colonel. A Norwegian Admiral was in Moscow to brief the device director, the vice chairman of their general staff, and their four-star. They were going to have me talk to a two-star, but when I showed up, the four-star showed up, so I had to adapt. Over a long briefing table, standing over a map and a long lunch, we went and did our work and went back. To me, that was a capstone professional experience to represent the equities of my nation in the halls of the Kremlin.

They’ve been our foe in so many ways and so many episodes and to know my business enough to be able to come through and to keep my team together. It was a very emotional experience for the German officer. Can you imagine in paintings in the Kremlin of General Zuckoff, who's the Russian General Montgomery from Britain and Eisenhower from the US? Obviously, Germany was the enemy then and my German colleague felt it. It was a lonely, moving time for him. That was a real capstone experience. In the life journey, you pick up along the way.

I didn't know this when I was a lieutenant. I don't know if I could have done it when I was a lieutenant, but you learn along the way. To be willing to step into the darkness with faith or confidence or whatever your belief system is that supports you. To be able to go out alone in the dark with people who may never want to be leaders. Not everybody wants to and that's okay too, but we need to be good teammates because we're going and we need you to come with us.  

Not everybody wants to be a four-star general. Some people want to launch and recover and be a crew dog or whatever, but I love that. Michelle, you have certainly paid the price of leadership and continue to do so. Thank you for sharing all this wisdom. I can't wait to listen. If I have no scribbled everywhere, I have to get it organized. Michelle, if people want to connect with you or learn more about you, what's the best way that they can reach out to you?

I have a very small footprint on LinkedIn. I’m there, but I’m at the point in life where if you Google Lieutenant General Michelle Johnson, you could see my official Air Force bio in there. People have found speeches have done. I talked at the National Press Club when I was superintendent. I’ve had some hard interviews. I’ve had some fun ones where you can tell all the good news. I’ve had a tough one too. I exist out there. There are a lot of Michelle Johnson, but not as many Lieutenant Michelle Johnson.

Michelle Johnson sends her farewell. Please be sure and check out Lieutenant General Retired Michelle Johnson, a Trailblazer. I hope you enjoyed everything she shared with you about what it takes to paying the price of leadership. Remember, you will be the same person in the future that you are now, except for two things. The people you meet and the books you read. I hope you heard us talk about a lot of tremendous books.

You met a tremendous person and I want to thank you for paying the price of leadership. If you like what you read, please hit the subscribe button, leave us the honor of a five-star review, and share with your friends who are trying to live a triumphantly tremendous life as well. Thanks so much to all of you for paying the price of leadership. Have a tremendous rest of your day.

 

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About Michelle Johnson

TLP 178 | Cadet Wing Commander

Lt. Gen. (Ret.) Michelle Johnson class of ‘81 USAFA was the first female cadet to be named Cadet Wing commander and later became the first female officer to serve as Air Force Academy superintendent (#19).

She was also inducted into the inaugural class of the Air Force Academy Athletic Hall of Fame and a Rhodes Scholar. While in uniform she served as the AF Aide to the President, an Air Force Squadron, Group & Wing Commander; NATO/SHAPE Deputy Chief of Staff Intel & Operations; NBA Senior VP head of Referee Operations. Her husband is John Hargreaves, a retired USAF pilot; happy parents of 20-year-old twin sons.

Episode 167 - Maj Gen John Gronski

Leadership knows no bounds of age or rank; it's the unwavering commitment to paying the price that sets true leaders apart. Welcome to another captivating episode! In this eye-opening conversation, we delve deep into the world of leadership, inviting leaders from various backgrounds to share their invaluable insights. Today, we sit down with a true titan of leadership—Major General John Gronski, a retired military veteran and an extraordinary expert in the field. Major General Gronski pulls the curtain behind his illustrious career, sharing an intimate understanding of the sacrifices and dedication required to embody true leadership. He explores the multifaceted aspects of what it means to pay the price of leadership, regardless of age or career stage. Major General Gronski's journey, spanning from his beginnings in the military to his advancement up the ranks, is bound to enrapture and motivate audiences of every kind. Tune in now and learn what it truly means to pay the price of leadership.

 

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Maj Gen John Gronski

I am incredibly excited to bring to you a veteran, a retired general, and an amazing leadership expert, Major General John Gronski. John, welcome.

It's great to be here. Thank you for inviting me to be part of your show.

Let me tell you a little bit about Major General Gronski. He is retired from the US Army. Thank you for your service. He's the CEO of Leader Grove, LLC, which is a leadership consulting firm. He's also the author of two books, The Ride of Our Lives, which we are going to talk more about that, and Iron-Sharpened Leadership, as well as an international speaker. I connected with the tremendous John Gronski through the tremendous Bill Forrester. As my father said, it's all about the people you meet and the books you read. Why I love our tremendous tribe is that we are all together. Now you have met John, you can meet with him. A lot of you know Bill.

Without further ado, we are going to go ahead and get started on my father's speech that he gave many decades ago called The Price of Leadership. It was tough. It was jubilant, but it was also tough. In it, he talks about four key tenants that every leader is going to have to be committed to paying to truly be a leader.

The first price that he talks about is loneliness. We have all heard that. Lonely is the head that wears the crown. It's lonely at the top. I'm so excited to hear from a general about this topic. Can you explain what loneliness meant to you throughout your life, maybe a time when you were in a season of it? What words of wisdom would you give our audience if they are in a season of loneliness?

It's interesting, that the whole concept of loneliness when it comes to leadership. To a degree, it's correct. I recall back my time in periods of senior leadership commanding a brigade in combat in Ramadi, Iraq, commanding the 28th Infantry Division, which was 15,000 soldiers. I found that you still have to build a team of trusted advisors around you. It may not even be somebody from your organization, but you have got to reach out and find peer groups because it's important to be able to bounce ideas across people.

For example, when I was a division commander, there were other division commanders. There were eighteen army divisions between Active Component and National Guard. Reaching out to that group of peers and being able to have a professional dialogue with them. Let them know the challenges I was facing, listened a little bit about the challenges they were facing, and being able to help each other work through various issues. For leaders out there who are in a position where they figure, "There's not anybody in my organization I could talk to because it doesn't seem safe or doesn't seem appropriate." You have got to find people outside of your organization if you need to. That'd be my thought on it.

Those of us that have been in the military camaraderie still can call each other and think about the times we had together, share it with one another, and still go back to that. When did you retire? When did you depart from the military?

I retired from the Army in 2019. During the last three years of my career, I was one of the Deputy Commanding Generals at US Army Europe. It's funny because I was the oldest soldier in US Army Europe. I was 63 years old when I retired. I got my commission in ‘78, and stayed with it for over 40 years, retiring in 2019. That's the other thing I want to mention about loneliness. When I was a division commander, brigade commander before that, and then Deputy Commanding General over at US Army Europe, I always had a team around me. I always had people that we could talk about issues.

I then retire in 2019, no more team. I had to figure out what am I going to do here. I started to put together my team of trusted advisors from people that I network with within the Philadelphia area and other parts of Pennsylvania and beyond. It's important that if you step away from a formal leadership position, you have still got to find your quasi-board of directors so you could gain insight from them, and bounce ideas off them. That's so important.

I'm so glad you said that. That's why I asked that because we do have built-in structure, rank, and command. You worry about fraternization, but you keep the line of demarcation and keep it very professional. When I came out too, I separated several years ago, but then when I left corporate America years ago, again, when you become a solopreneur and entrepreneur, that's very lonely too.

You have to seek out and find those people that you can be a sounding board and share things with because typically, as a family-run business, you can't do it to family. That's so important that you realize that. To the readers out there, you have got to have those people that you can share with. I know we have our faith. Yes, prayer trumps all, but we still are meant to edify, exhort, and to iron-sharpen leadership and iron-sharpen each other too.

The other thing I found when I left the military and spent years in the military, I had a purpose. After retiring, I was floundering a little bit. It's important that no matter what phase you are in or what stage of your life you are in, you have got to determine what your purpose is. I do think purpose changes based on the stage and phase that you are in. That's exactly what I did in order to get back on a successful path or productive path. I had to figure out what my purpose was in life.

What I came up with is my purpose to help leaders who want to improve become better leaders. That's my stated purpose. That's what I believe in. That's what gets me out of bed in the morning. That's what keeps me working out at the gym. That's what keeps me doing some self-study and trying to continue to learn and grow. It's that purpose that helps me do all of those things. For your readers out there, they’ve got to come to grips with what your purpose is based on your stage of life.

I love the fact that you brought that up to our readers because that will ring true. I even had people that I knew in the military that did twenty, and that was it. You do what you want to do because they were "retired” in their early-40s. I'm thinking, "Okay. If that works for you." For readers of this show, we want to finish the race strong. I want to hear and vision how you dialed that in because you would have been perfectly justified.

I know a lot of people that have done their time, they have required their wealth, and now they are going to enjoy life. Nothing wrong with that, but most of our readers like you, without a purpose, you just feel adrift. I appreciate it out there. A lot of people are like, "I want to work myself out of a job," but then you got to find another one because otherwise, it's like, "What do you do with your time?" Thank you for that.

It may not even be a "job." It might be some type of volunteer effort that you put your time into, but you have got to do something to serve others. Whether it's paid or volunteer, you have got to look at serving others and just finding fulfillment in that.

The next topic my father talked about is weariness. If you are out there leading people and being there for people, you have got to be the strongest, the most refreshed, the most clear thinker, the best critical thinker, and the best decision-maker. Also, as a leader, you have to be there to meet each of your followers where they are, and that can wear you down and make you tired. How do you combat weariness?

I love this particular topic because I think back to the time back in 2005, when I was taking a brigade of 5,000 soldiers and Marines into Ramadi, Iraq, which was a very violent and dangerous place at that time, very chaotic. Some mentors told me before going over there that even when you are in combat, there are certain things you have got to do. You have got to take time to do some physical training. They recommended getting a fictional novel and reading a fictional novel to take your mind off the tactics, techniques, and procedures that you are generally faced with on a day-to-day basis in a situation like that. You have got to make sure that your diet is proper. You have got to maintain a proper diet.

I believed in all of those things that these mentors were telling me, and then I got there in Ramadi, and I didn't do any of that. It was a big mistake. I look back on that as a mistake I made. I ended up not taking any time off at all. I might have, on average, taken maybe four hours off a week somehow. I didn't read anything except the operational things that I needed to read in accordance with the mission that we had. I didn't read any fictional books. I'm a guy who likes to work out. I'm a guy who likes to engage in physical training. I cut that out of my regimen for the entire year. I was there.

I did a lot of battlefield circulation. It was on the go a lot. It came down to where I was eating one meal a day. All of this advice I got from mentors, I disregarded it. At the end of that year, and by the way, all of our soldiers had an opportunity to go back home at some point in time for two weeks. I decided I wasn't going to do that. It wore me down. As I look back on that, perhaps I didn't make the best decisions all the time that I maybe could have made if I followed the advice of these mentors.

What taught me at the end of the day and, by the way, most of the things I learn are from mistakes I made rather than successes I have had. I learned the importance of a leader needing to take care of themself. I talk a lot about leaders having to care more for their followers than they care for themself. I truly believe that. At the same time, a leader still needs to care for themselves because if you don't care for yourself as a leader, it's pretty hard to be able to provide the leadership, vision, and guidance that your followers need from you. I learned that lesson, and I like to pass that on to people whenever I have the opportunity.

Price of Leadership: If you don't care for yourself, it's pretty hard to be able to provide the leadership, vision, and guidance that your followers need from you.

I appreciate that you hit on the physical aspect because when we get busy, I will do the same thing. I'm eating well. I'm focused. My days are disciplined. I’ve got dogs now, so I'm walking 3 miles a day. I'm running 2 miles a day. If I don't make that time moving around, I'm cranky. I'm not sleeping well. I'm like, "It’s because you are not working out." Go and work out.

Even though I don't have to do it to maintain anything external, I have to do it for the internal stuff. I appreciate you saying that because that's the first thing. I'm like, "I'm busy because this book comes out in October. This book comes out in January." That's the first thing that gets pushed off. I appreciate that for weariness. You think, "I can't work out. I'm tired." You might be tired because you are not working out.

I'm talking about physical fitness, and I know you feel the same way. There are other elements of fitness. There's spiritual fitness, mental fitness, and emotional fitness. You have got to take care of yourself in all those different ways. That's why my mentors recommended, "Get a fictional book and read a fictional book." Speaking of building resiliency in yourself, one of the best ways to build up resiliency is by reading fiction. It allows your mind to be creative and imaginative. To imagine things through reading rather than through watching. All of those elements of fitness are very important.

It's interesting you said that too because when I was deployed for the first Gulf War back in 1991, I read more fiction books during that nine-month deployment than I have in my entire life. I'm glad you said that because I don't touch fiction unless it's allegorical fiction like C.S. Lewis or The Pilgrim's Progress, which is also beautiful, but I need to grab some fiction. To let my mind off of the "What am I learning? What am I applying?" I can remember during the Gulf War, we would get novels and I read everything Leon Uris wrote. It was these great novels. I'm glad that you brought that up, the purpose of fiction.

The next topic my father talked about was abandonment. As a little girl, I watched him and thought he was the most successful person. Still do. I have ever met. I remember one day he told me, " I do more in a day to contribute to my failure than my success." I was like, "I don't even understand how that computes." He said, "I need to focus on abandonment. I need to stop doing what I want and like to do in favor of what I ought and need to do." It was almost this hyper-pruning and singular focus. I know in the military, we get our orders but still, there are other things as a leader that come and occupy your space and time. How do you deal with abandonment, and how do you maintain your focus and discipline?

Self-discipline is extremely important. When you engage in self-discipline by doing the things you know you need to do in order to serve others and be fulfilled in your life. It doesn't take your freedom away. It provides you with more freedom. The more self-disciplined you are at doing the things you need to do, it provides you options in life. Looking back on it, if you have the self-discipline as a younger person to study what you need to study, to work out when you need to work out, to have the self-discipline to engage in volunteer efforts to help others. When you do all of those things, you build networks, relationships, a stronger mind, and a stronger body. That provides you with more options.

Price of Leadership: When you engage in self-discipline by doing the things you know you need to do in order to serve others, it actually doesn't take your freedom away. In fact, it provides you with more freedom.

Self-discipline sets you free rather than causing you to be shackled or captured. Some people think that. Some people think that if they engage in things that they have to do because people say that's the right thing to do, it takes their freedom away. It's the opposite. It provides you with more freedom because you get more options put in your path.

It's your habits, and your habits will determine everything. If you have good habits, you have good results. I can remember growing up in the '70s and '80s where it was like, "Do whatever makes you feel good." I'm thinking, "Yeah, but I need to stay out of jail. I need to earn a living. I need not to get court marshaled." It's strange. You then look at it and go, "That's not what life is about." Life is not all about me and fulfilling my fleshly desires. As you said, you want to reward yourself, but we are more than animals going off of impulses and urges.

Thoughts are so important. We are hardwired to get negative thoughts into our heads. That's a natural thing because it's some type of protective impulse that we have through evolution. It's important when we have a negative thought coming into our head to do what we could do to replace it with a positive thought. We are going to talk about vision, but it comes into the visualization of what you see your future looking like and what steps you need to take in order to reach that ultimate goal or ultimate vision that you have. There are so many elements of abandonment in what we talked about.

That's truly self-discipline. My dad would always say there's miserable miserable and happy miserable. Everybody still has to fight the same battles. "I don't like cold calls. I want to sleep in. I have these negative thoughts." The new common denominator of success is that the only difference between failure and success is that success is a habit of doing things that failures don't want to do. There's this weird thing that you are born like this super disciplined person. No, it's part of our human nature. There are certain things we like and don't like to do, but the beauty of discipline is the longer you do it, the easier and the more it becomes a part of you. Negative thoughts. No. Capturing that one. I'm getting that out.

You talk about building things with discipline. Networks, wealth, and health. I learned to be a gym rat trying out to get into a military academy. Those are habits that I have done my whole life. I have a sister who's 70 and completely reclaimed her health at 70. You can do it, but a lot of these things you start doing now and the dividends paid in the decades to come.

I just came across a pretty good quote. I forget who said it, but the quote went something like this, "If you want to do something, you will find a way. If you don't want to do it, you are going to find an excuse." There are plenty of excuses that could go through our minds. We have got to fend off those excuses and find a way to say yes to doing the right thing rather than let an excuse control our mind, which controls our body.

If you really want to do something, you'll find a way. And if you don't want to do it, you're going to find an excuse.

You hit on the thought thing, which is where it all starts. Otherwise, we are operating from our emotions, which puts us on the level of animals who have a central nervous system and they have impulses. What differentiates us is the frontal lobe cortex, the mind. We have a consciousness, and we have the ability to will, set goals, and relate. I found that people are like, "Live and let live." In a certain sense, I do agree with that. If you are not bringing your best every day, it takes work and discipline to find out and unpack who you are.

I'm still unpacking that. Every day I find another test, and I'm like, "That's why I do the things I do. It’s what I want, not what my dad wanted or not what the military wanted." We had our identity in the military, and now we are civilians. Who are we? What is our self-worth? It isn't based on what we do. Once we know that, then we can figure out how to get it. I find that it's such a long introspective but wonderful process.

As you said, it's a hard process, but the more you put in the work upfront, that's where you get the motivation and the self-discipline. Until you answer those questions, you don't know what to be disciplined towards because you are drifting, you are pretending, or you haven't done the work to figure out, "I write my orders now. What orders am I going to write for John or Tracey?"

You brought up a good point. It doesn't matter what age you are. Whether you are 18 or 88 years old, you can get started at any time to get those correct thoughts into your head so you could move forward no matter where you are in life.

We did loneliness, weariness, and abandonment. Now, we are going to talk about vision. Sometimes, when I was in the military, I'm like, "Vision? Just tell me what to do. Give my orders." It's more strategic. I never drew that, but my father was like, "Vision is seeing what needs to be done and doing it." I'm like, "Very practical." What does vision mean to you? You talked a little bit about how you needed to find your purpose, but how do you hone in on that vision that keeps you moving forward?

When I think back on my positions of leadership in the military, I have found that followers expect a leader to communicate that vision. We talk about a shared vision. When you are talking about an organizational vision, a lot of times, we talk about it as a shared vision. What that means to me is a leader in an organization needs to go around and talk to the people within that organization and ask people, "Where do you want to see this organization 5 or 10 years from now? What would make you proud about how this organization moves forward?"

Followers expect a leader to communicate their vision.

I did that when I was brigade commander of a brigade that I commanded to the one I took combat. I was shocked. I talked to privates that had six months in the Army. I talked to majors who had 13 and 14 years in the Army, and everybody in between. I found that a lot of what they were saying about a vision was very similar to one another. I was taken by that because I didn't think there would be such a commonality between visions of people of different experience levels.

Creating a shared vision as a leader is important. My position in life now, working as a leadership consultant, a trainer, a speaker, and an author, I don't have that team around me as we talked about before. That's where that purpose helped me create a vision. What vision comes down to, and I think your dad was exactly right. What picture do you see in your future that you want to attain? Once you establish that vision for yourself, now you have got to put an action plan together in order to attain that vision.

I do think that positive energy has a lot to do with that. When I talk about positive energy, I talk about leaders being optimistic. When I talk about leaders being optimistic, I don't mean looking at life through rose-colored glasses, but believing that tomorrow is going to be better than today. Having an action plan to go along with that belief that tomorrow is going to be better than today. Whether that's self-belief or if you are leading an organization, you have got to get your followers to believe in the plan that you are outlined for them. That's my thoughts on vision.

Leaders being optimistic doesn’t mean looking at life through rose-colored glasses. It’s believing that tomorrow is going to be better than today. And then having an action plan to go along with that belief.

I love that you hit on two things. One, you have to communicate the vision. The vision starts with you, but then as you said, because I studied followership, you have to ask the followers like Jesus asked his disciples. "What's the word on the street? Who do you say I am?" No matter how much we think we have communicated it, if they are not coming with us or they haven't processed it the same way, and they are like, "We think you are Elijah or John the Baptist." It's like, “Where did that come from?” It wasn't until they dialed in.

Jesus didn't change his vision, but he took the time to ask his followers because it is a dance. The leader can't just be all vision because you can't drag the followers. Even if the followers are robust and strong, they still have to know where they are going. I love that you hit on both sides of that because that's what vision is. It's a shared enterprise. Somebody has to set it, and then you got to make sure everybody is all in with the mission.

You hit on a key point. Talk about communication. Communication, when it comes to leadership is not just about speaking. It's about listening. The listening has to come first. It's so important for leaders to take the time to listen to their followers as they are trying to create this shared vision that they then communicate to others. I think President Reagan was fantastic with this. When a leader communicates vision, they have to be very consistent in that vision. It can't be the vision of the week or the vision of the quarter. It's got to be the long-term vision for this organization. It's got to be consistently communicated.

If you don't communicate it consistently and if your vision doesn't stay consistent, people are going to become confused. They are going to start asking themselves, "What's the real priority here? What direction are we going in? Last week, the leader said we had to go left. This week, the leader is saying we have to go right. Now I'm confused." It's important that that vision is a consistent vision. I do think Reagan was a master at that. While he was president, his vision was the Soviet Union was not going to be here forever. The Soviet Union is going to collapse. That was a consistent message that he put out there. That's a great example for leaders to follow.

Price of Leadership: If you don't communicate it consistently, and if your vision doesn't stay consistent, people are going to become confused. And they're going to start asking themselves, what's the real priority here? 


That's why we did one of our little life-changing classics on him because he's Ronald Wilson Reagan is brilliant. I appreciate that. I needed to hear that. If there's one thing I struggle with, it's that I could have a vision for a minute. It's like, "Stop," because it's exhausting, it confuses people, and it's the one thing I struggle with. I appreciate your words.

To our other readers out there, take it from me. What do they say? When you work your fingers to the bone, all you get is boney fingers. We want to stay very focused and not the fear of missing out or the bright shiny thing like sometimes we entrepreneurs do. I appreciate that. We talked about loneliness, weariness, abandonment, and vision. You have written a book called The Iron-Sharpened Leadership. I'd like to talk about that. Anything else on leadership that you would like to share with us?

I would like to say that Iron-Sharpened Leadership is based on Proverbs 27:17, "As iron sharpens iron, so one person sharpens another." That's the whole thought. At least what I get from that proverb is we as people have to look for mentors in our life. People that we could look up to and learn from. The learning never stops. At the same time, we have got to reach our hand down to other people who maybe aren't as strong as we are, as talented as we are, and be mentors to them and help them along the way as well. That's what iron sharpens iron means to me.

My book, Iron-Sharpened Leadership, is based on my leadership philosophy of character, competence, and resilience. I will briefly explain each one of those elements. When I talk about character, I'm talking about values, understanding what your core values are, and living by those values. I'm talking about cultivating trust. I'm talking about caring for your followers and caring for those you lead.

When I talk about competence, I'm not talking about technical or tactical competence. I'm talking about leader competence. I break that down to the ability to communicate well, the ability to provide a vision and a purpose to an organization, and the ability to make decisions with less-than-perfect information. Those are three important leader competencies.

In terms of resilience, I'm talking about having positive energy. Believing that tomorrow is going to be better than today and having an action plan going along with that. I'm talking about having the ability to move out of your comfort zone, taking chances, taking some risks, and surrounding yourself with people who aren't necessarily completely aligned with your way of thinking and doing that. Those are some of the things I talk about when I talk about character, competence, and resilience. Those are important aspects of being what I call an iron-sharpened leader.

Proverbs, in my humble opinion, is the greatest leadership book of all time. There are 31 chapters because you can read a chapter a day. It will tell you everything you need to know. That is how it's done. That is how we become the next-level version of our leadership selves. Also, I want you to talk to our readers about The Ride of Our Lives, the first book you wrote.

The Ride of Our Lives: Lessons on Life, Leadership, and Love

Back in 1983, I left active duty for a short period of time. I left active duty at Fort Lewis, Washington, in Washington State, Tacoma, Seattle Area. After working up there for a while, and my wife was a nurse, she was working too. We had a son. We have decided to move back to Northeastern Pennsylvania.

Since we had to move from the West Coast back to the East Coast, I suggested to my wife that we bicycle across the United States. That had been a dream of mine for years. I wanted to bicycle across the United States because of the challenge and adventure of it. In '83, my wife and I bicycle across the country with our son Steve. I pulled him across the United States in an orange bicycle trailer.

Three months on the road, on bicycles, all self-supported, which meant we had our gear. We had a 2-man backpacking tent, 2 sleeping bags, and a little 1 burner camping stove. The route we took was 4,500 miles. It was quite an adventure. It helped shape some of my leadership philosophy at that point making a trip like that.

I kept the journal through the course of that bicycle trip, and that journal sat in a shoebox for over many years. When I retired from the Army in 2019, I had a little bit of time on my hands, and I started to take the journal that was sitting in that shoebox and put words on paper because I wanted my children and my grandchildren to have a record of that trip. As I began to write, I thought to myself, "This is pretty interesting. It'd probably be a book that other people would like to read."

I published a book called The Ride of Our Lives. That book is about the 3 months and 4,500-mile adventure on our bicycles with our 15-month-old son across the United States. I have been getting a lot of great reviews and comments from people who have read the book. It's a feel-good story and a lot of leadership lessons in the story. The subtitle of The Ride of Our Lives is Lessons on Life, Leadership, and Love. That's what it took to be successful in that adventure of ours.

I can't wait. Thank you for the copy of it. I look forward to reading it. You guys are still married, right?

Yeah. We are going to be married for 43 years in September 2023. People say a trip like that is either going to destroy a marriage or strengthen the marriage. In our case, it's strengthened the marriage.

I can't wait to read it. I had to put that in there because of all you have done with your 40 years in the military and your wisdom when you were that young to take the time to do that. I can remember growing up '70s, it seemed like to a lot of people, that was a goal, to bicycle. My brother wanted to do it too. He never did, but I can remember it was one of those things, "Let's bike across America." You did it.

We didn't let our son stop us. Our son wasn't an obstacle. Our son was part of the adventure.

I can't wait to read it, and I can't wait to learn more, hear more, and have our readers connect with you. You are a speaker. Do you consult? What should our readers reach out to you?

I do a lot of speaking and leadership training for law enforcement. I also do a lot of speaking at industry shows. I do a lot of speaking for large companies that are having conferences. I do a lot of leadership training for companies as well. From law enforcement to civilian companies, I crossed that whole gamut. I also still do a little bit of work with the military.

I'm an Association of the United States Army Leadership Fellows, so I do go out to military units and provide leadership presentations to military units. I do that pro bono for military units. I'm also an executive coach. I do have several clients that I coach in terms of helping them continue on their leadership journey. That's what I do. I love doing it. I'm so passionate about it. I feel very fulfilled when I have those opportunities to speak to the groups that I mentioned.

Thank you for fulfilling us and sharing your wisdom. To our readers out there, make sure you connect with John. John, thank you so much for taking the time to share your decades of experience. What's next for you, and how are you continuing to take all of that and pour it into others? It's so tremendous.

I appreciate you taking the time to interview me. I very much enjoy the leadership messages that you put out. Thank you for doing that. I'm inspired by your messages. I want to thank you for allowing me to be a guest on your show. Thank you.

You couldn't be any more welcome. To our readers out there, thank you. The channel is growing and flowing. We love having you here. If you like what you read, please be sure and hit the subscribe button. If you would do us the honor of a review, that would be so tremendous. Also, please share this with other people. You know where John speaks and talks, share this with people that you think might be interested and need to hear this. People that are out there paying the price of leadership. Always remember, as my father said, “You are going to be the same person five years from now that you are today, except for two things, the people you meet and the books you read, so make them both tremendous.” Thanks so much, everybody. Have a tremendous rest of your day.

 

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About John Gronski

Major General John Gronski (US Army, Retired) is CEO of Leader Grove, LLC, a leadership consulting firm. He is the author of two books, "The Ride of Our Lives" and "Iron-Sharpened Leadership" and an international speaker.

Episode 158 - Bonita Hightower - Leaders On Leadership

TLP 158 | Leadership

If you're looking to take your leadership skills to the next level, you're in the right place. In this episode, Bonita Hightower will share with us what the best leaders do differently and how they can help you become more successful. Other than being a successful businesswoman that opened Bonita’s restaurant, Bonita Hightower is a wife, mother, grandmother, an army veteran, and leader in so many ways. Tune in as we have a fruitful discussion on all things leadership!

Watch the episode here

Listen to the podcast here

Bonita Hightower - Leaders On Leadership

I am so excited because I have one of our very own Tremendous Leadership fans, the one and only Bonita Hightower. Bonita, thank you for being here.

You're welcome.

We have a couple of other guests on here. I will let Bonita introduce them, but I want to tell you a little bit about this powerhouse of a woman here. Bonita is a mover and a shaker. She's a businesswoman, wife, mother, grandmother, and a respected Army Veteran. I love that. She's a speaker and an encourager. Bonita and her husband, Willie, opened Bonita's Restaurant in Plains, Georgia in 2015. Bonita enjoys preparing down home Southern cooking made from scratch. She has many loyal customers, but famous people have enjoyed her food as well.

President Jimmy Carter and his wife, Rosalynn, love the convenience of Bonita's delicious carryout orders. Adding value to other people's lives is the hallmark of Bonita's life. Serving others in her business and serving others through various ministry endeavors, motivates her thoughts and actions each and every day. Bonita, I'm so excited to talk all things leadership with you.

Thank you, Tracey. You too.

We've emailed, and she has been a loyal customer of ours. When we finally connected, it was like, "Where have you been all my life?" There were many beautiful values things from the military to motivating others to being a new author to being a sister in Christ. I'm excited to unpack the price of leadership. Without further ado, you want to hear from Bonita and her guests. We're going to go ahead and get started. Bonita, could you quickly introduce the two other guests you have?

I'm more than happy to. I have Gwendolyn Rhenwrick who is a divine connection. I met her several years ago. She was the guest of a Georgia Legislator who I was honored in Preston for years of being in service at the capital. She was his honored guest. Everybody was wondering who was John White going to bring to this celebration party, and it was Gwen. We connected right off the bat because of what her call is.

We grew together to understand that swimming is very important. Many people lose their lives because they don't know how to swim and they love the water. That was my call when I heard that the children are drowning because they do not know how to swim. That's another segment of my life, but that's how I met Gwendolyn Rhenwrick.

TLP 158 | Leadership

Leadership: Many people lose their lives because they don't know how to swim and they love the water.

Next is my oldest daughter, Helena Nicole Taylor, a Retired 1st Sergeant, who served 22 years in our United States Army Services. She has gone places that I've never gone to and don't intend to go to. She served in hostile areas. She has lost troops. Her suggestions were not honored by the higher-ups, but in the final analysis, they should have listened. Her 22 years were not easy. As a matter of fact, when she retired, I thought I retired because I was right there every step of the way with her.

Those are the two awesome women in my life. They're very strong and they know what they’ve got to do. My daughter is the MC for my first book signing. She told me what to do, "You need to do this." I said, "Do it. I'll follow. Tell me what to do." I don't have any problems with that, but that's who is on my left and right. That's who is with me.

TLP 158 | Leadership

The Price of Leadership: The Price You Must Pay to Be a Great Leader

Thank you, Bonita, for bringing Helen and Gwendolyn. Ladies, we look forward to unpacking some tidbits here and knowing more about you on the show as well. Let's go ahead and unpack this leadership. My father wrote a speech many years ago called The Price of Leadership. In it, he outlined the four things that you are going to have to be paying as a leader if you are going to be a true leader and not a leader in name only.

Ladies, we have a lot of people that say they're leaders, but they are not paying the price. The first thing he talked about was loneliness. You will experience loneliness as a leader. We've all heard that it's lonely at the top. We know Jesus had to go off into the desert for days on his own if you watched The Chosen. There are times you have to be alone, but could you unpack for us ladies what loneliness looked like for you and your leadership journey and how you dealt with it, and any wisdom or insights that you would give to our audience that may be in a season of loneliness right now?

Do you want me to start?

I'd love to Bonita if you'd start.

Leadership is something that you know you have been called to do. It's not something that you look over and you see somebody else that you might think is leading and you want to be like that. It's not that at all. Bottom line, you have to know that you have been called into that leadership role and then you have to accept that. I can say this freely on this show because Tracey is a Christian base. That knowing comes from deep within.

TLP 158 | Leadership

Leadership: Leadership is something that you have been called to do. It's not something that you look over and you see somebody else that you might think is leading and you want to be like that.

If you don't have it from there, then you're fooling yourself. You're shooting yourself in the foot because to be called to leadership is what it is, loneliness. No doubt about it. Don't kid ourselves. This is part of the package. I've been called to leadership. "I don't know exactly what all I got to do, but I'm going to embrace this that I feel deep within me."

It's part of the package. I was in the military too. Our readers know that. We have all been there. As a leader when you see what needs to be done and you say things, that is a terrible, lonely thing where people are like, "No, we're doing something else." Can you unpack that a little bit for us, Helena? We've all been there.

When I was being in these positions, I had to understand what my role was, and what called me to do the duty. I had to know that in and out. When I was questioned and I was questioned often, I knew that I was filing regulatory guidance. I knew that in the end that regulatory guidance would come to bat for me. Now, that's the secular part.

Biblically, I knew that God was with me. I knew that he would give me the courage to stand in front of that opposition often and state what it is. Do not bat an eye. Do not shutter, but say what it is and move out, and smart. I thought that was very important. As my mother stated, it can get lonely but I'm not alone.

I may not have something tangible in my eyes that I can touch, but He is walking with me. He is moving those mountains that are mountains. They are mountains. Without him, I would not have made it for 22 years, but it's because of that. It's very important to know that your help is more than a tangible person. He's the God. He is the Alpha and Omega. When you know that, you can walk there.

Helena, you said that you may not be able to see it, but you know. We've been in battle. We've been to war and you can't always see your commander-in-chief right there, but you know and trust. I love that you said that. For anybody out there, you can do it the secular way and have to know somebody's there approving of you, but there are going to be times, I don't care if you're the most brilliant leader in the world where you're alone. That's where the Holy Spirit is the greatest co-commander of your life of all. Thank you, Helena. Gwendolyn, how about you? Did you ever have a time when you encountered loneliness?

I'm in the phase of my most loneliness right now in pursuing and bringing the purpose that I was given a number of years by God, or this gift that I was given by God a number of years ago to bring into fruition and where he wants it to be right now and reaching out and changing minds. It's a very difficult task. I call myself a change agent. To change the thoughts and mindset about things in terms of life and saving lives. That's my motto and that's the assignment that I was given to save lives and that's where the swimming comes in.

Right now, I'm at a place where there is not sometimes always the opportunity to have access to like-minded folks that can discuss exactly where I am or what's going on. To be in that area that I'm pursuing and make changes. With Bonita, even though we are in different professions and our work is different, we are still at the same place of working to bring them forth.

Where I am right now is probably my loneliest because my purpose is growing and moving into various areas that I haven't moved into before. It's coming together. I've had to go through many barriers and dynamics, but right now, it's taking shape. That means having to stay put, still, quiet, isolated, and call forth and pray quite a bit and ask God for directions and listen to that voice and those directions. For me, right now, is probably a place where I'm at my loneliest as things grow.

Thank you for your transparency. A lot of people think, "When I find my purpose, I'm going to wake up and it's all going to be different." That's false. The more you dial in your purpose, the more alone you're probably going to feel because you are calling is only your calling and God has to work that out in you. Thank you so much for sharing that because anybody might quit their purpose, and they're like, "Why isn't everybody celebrating it?" I'm like, "This is between you and God." You have to go through this, and if he doesn't give it to you alone, this has nothing to do with anybody else so thank you so much.

We talked about loneliness. The next thing my dad talked about is weariness. Helena, you know this and we all know this, you are going to have to be doing more than what you should be doing because there are people that aren't doing what they're supposed to be doing. It's s life. People complain about them, and I'm like, "It's life. We have to deal with it." How do you all stay at your top fighting form in business and ministry as mothers, spouses, and leaders? How do you combat weariness? Bonita, I'll start with you.

When you are divinely called to that role of leadership in every fold has not unfolded yet, but because I was divinely called. My catalyst for keeping going is the word of God. It tells me, "Do not grow weary in my well-doing," and that's it in the nutshell. That's what you said earlier, that's what I'm piggybacking on and I'm going to keep building within the last two because they are all a part of the divine package.

Do not grow weary in my well-doing.

Bonita, you had hit on it. The word starts in your mind. I don't care if you feel tired, that's your emotions. You start here, the word can then give you the energy, the divine package that you're talking about. I love that you went back to the word. I don't care if you feel tired, feelings mean nothing. We're going right back to the word and we have the mind of Christ.

That's exactly word the I've had hidden in my heart. The spirit knows you are weary. You need to know you are weary, but then when you acknowledge the truth, the truth comes and sends you the lifejacket.

I love that. Helena, how about you? You've been weary. How do you combat weariness?

Yes. When I become weary, it is because I'm not at my work. When I think, "I got this, God. I told you to do this one thing, but I got this one little piece of the task." As soon as I started, I become very weary, very overwhelmed, very anxious, and all of these adjectives. I say, "Helena, stop. What's wrong here? You are not centering the center of gravity on God. You're centering it on you and you're going to mess it up. Get back to the truth."

As soon as I do that, everybody's listening and soldiers are doing what they need to do. My husband's doing what he needs to do. That's how that works, but when I'm far and when I can do it on my own, that's when I don't. I have to quiet myself as Miss Gwendolyn said. "Lord, I must repent. I'm way out in the left field to get me back over there where I'm supposed to be. Please," and he does.

Gwendolyn, how about you? How do you combat weariness?

It's so interesting that we talking about this. I've been the head of the household and been running it where I raised my sons and with family, jobs, college education, and experiences. I recognized these shoulders were carrying too much. Sometimes didn't give me enough time to focus on what I need to be doing with what God said I need to be doing.

Most folks, family, and all of that don't usually understand that. You still have to move forward. What I have done, I started minimalizing and eliminating those things that weren't factors that were not going to move me forward with what God's will was. That meant materially. I had to let go of things and people. I had to get to myself and decide to get rid of the weariness so I could completely start focusing on what it is that I am to accomplish on this earth. I had to start eliminating those factors that were keeping me from that. That's what I've done.

Get rid of the weariness so you can completely start focusing on what you are to accomplish on this earth.

I started what I like to call purging. It's been very scary because I didn't have folks in there to replace them. I stayed patient with what God wanted to wait on him and send those replacements. Once I made room, got rid of those, and made those sacrifices of eliminating those things that were not moving me forward, I started getting more energized, and that's where I am now.

The weariness starts declining and it'll creep up and I'll get angry with myself. I'll get a little lazy when I'm weary. I'll sleep a little bit and take a little time. That's how I work with it for the last few years to eliminate those things and move forward with doing what I'm doing now. Taking another step. Anyway, I hope that helps.

It does. That tease up the third principle that you're going to have to pay, which is abandonment. Abandonment gets a negative thing like, "You were abandoned." When my father talks about leadership and I'm like, "How'd you get so successful?" He would say, "I do more today to contribute to my failure than my success." I'm like, "What?" He was like, "It's abandonment."

That means we need to stop doing what we like and want to do and start doing what we ought and need to do. It was this hyper-focus and you hit on it and Helena being in the military where you got to stay mission-focused. Bonita, with all these beautiful things going on in your life, God calls us to many different things, but how do you stay focused? Gwendolyn hit on it that it's the best and highest use of your time.

Abandonment is very essential. I'm always going to go back to that first thing. I'm divinely called. I have to qualify what I accept and what I don't accept where I go or will I not go? It has to be qualified. We have a knowing as Christian believers who are awake. We don't need to be doing that. It'll talk to you like I'm talking on this show. It's not coming in some scary voice or anything. It's something that you probably don't want to listen to, but you need to. What is this going to do for what I've been called to do? If it doesn't fit, then it's like me trying to wear two left shoes. In other words, qualifying what it is or what I'm being called to and asked to do. Sit still and qualify it. You'll get your answers. The answer will come. The bottom line, you don't have time to waste.

Even though God redeems the time, we want to be good stewards, and the biggest mistake I've ever made, you call it qualifying, is when I didn't vet the person and opportunity. I didn't ask God. "It sounds good. The Holy Spirit brought it." Helena, how about you? Can you talk to us about abandonment and how you stay on point?

I did struggle with this in the military. I would sometimes feel like my commander was abandoning me. I was his counterpart. I had to understand that he had a role and I had a role. Sometimes we're not going to say the same thing, but we're still getting the same end result. This allowed me to hone in on my faith. I had to tighten up my bootstraps and my faith walk because I couldn't see and I didn't understand. I consistently felt abandoned by him.

I would talk to him about, "Where are we at? Are we together? Are we not?" In the end, we were, but the Lord said, "Trust in me. I will work with him and you, but you have to have faith in me. You cannot have faith in him. If you have faith in him, you will feel abandoned. You will consistently fill out your outside of the game. Helena, get back in the game with me," and he will. In order to believe it, you have to have read it. In order to read it, that means that you had it deep within your heart. When going through, "I walk through the valley," not sit there, and eat a hamburger. You have to stay focused and move in faith. You won't be abandoned.

In order to believe it, you have to have read it. In order to read it, that means that you had it deep within your heart.

I even heard that with marriage, you don't grow together as husband and wife. You both grow to God and that's how you get closer to one another. That's not just a marital thing, that's a relationship thing, even with your children. Closer to God yields closer to one another in the relationship. Thank you, Helena. Gwendolyn, how about you with abandonment? You hit on your pruning and stuff like that and that's what abandonment is. It's getting rid of the things that are not the highest use of your time.

It's so important to say that these topics are so very on point for me right now in this walk where I am at this age. I am still struggling, at one time, through lots of prayers, with the abandonment of my adult sons. I had a very good relationship with them as they grew up. They are now, both professionals, and got their own families doing exceptionally well with their families, but the relationship and the connection that we had no longer exist.

I challenged myself and struggled hard with letting them go. My oldest one is 41, so he's good as an adult and a very solid young man and my youngest one is 39. They both have their own families and wonderful relationships. Both of them have been in good marriages for the last several years. They both got married and left to go on their own right in a few months. I didn't have time to adjust to moving from a mother to a mother-in-law. It's been a very difficult thing for me to feel as if sometimes I don't talk with them as well as much anymore because they're full of their lives and their own families.

That's the phase where I feel abandoned but through God and prayer. He said, "Let them go." He allowed me to see that they had done everything I wanted them to do and they are still doing very well. For me, that's very important right now. That's the most important relationship. That's my family. That's one of the areas that I admire with Bonita completely because she seems to be able to juggle her business and her relationships with her family, grandchildren, and daughters. I admire that completely. That's one of the areas that I cherish my relationship with her is because I get a chance to see how it works and she keeps going.

That's the disconnect and the place of abandonment that I am working on both spiritually and relationally. I had some good things happen with that. God opened doors and brought those relationships back to me. I had to stay put stay and quiet, but he's bringing them back that way. That's where I am with abandonment. All of these topics your dad put forth are right now very significant to me in this present place.

Gwendolyn, thanks again for your transparency and your honesty. I'll tell you that also brought up a thing, a twist on abandonment. When God closes a chapter or takes you out of something or puts you in loneliness and you do feel abandoned. When Bonita came out of the military, she felt abandoned because she was not one of the troops anymore, but there are seasons that come and go. Thank you for sharing that. We get a calling too, but you're still departing from something that was once in your life. Given God's glory that your heart is there and congratulations on raising such beautiful young men. The world needs more of that. You too, Bonita.

Loneliness, weariness, abandonment, and the last one we have is vision. My father is a pragmatist, a beautiful incredible motivator, and an eighth-grade dropout. It's not anything mystical. You don't have to have the IQ of Einstein or be Oprah or Mark Zuckerberg. He just said, "Vision is seeing what needs to be done and then doing it." Bonita, could you unpack the vision for us, and what it means for you? I know what you're going to say, but I never get tired of hearing it.

The words from loneliness, weariness, abandonment then vision, which is the foundation. The Bible simply says, "Without a vision, my people will perish." Without having something that you can physically see. Not only did you see it, but you also embraced it because you heard or read it. I remember the one scripture that the Holy Spirit showed me was Jeremiah 29:11, "For I know the plans I have for you." I remember my reaction. I said, "God, you got a plan? I need to do nothing but learn how to follow."

With that, I didn't see all of the things that he was telling me about how he was going to use me as his ambassador or his spokesperson. He told me, "Go study." General Colin Powell, look at what he did when he went to these different countries. He didn't speak on his own, but he spoke from the presidency. That's where he spoke from. He could only deliver the message that was given to him.

The vision, what he spoke to me is the one that has kept me rock solid in my valley days. Nobody knew what I was going through, but the vision held me steady. The vision taught me how to think. Hearing God's voice telling me, "Do this and that. Don't do this or don't do that." He used the military as a point of reference because he knew I knew how to soldier. He knew I knew how to take raw troops and make them into the lean mean fighting machine because I had that training as a drill sergeant. He would use the military to show me the world how to operate.

I had to learn how to operate in the spirit because the Bible is nothing but a spiritual weapon, but we don't look at it. We bring our colonel mindset and try to work it on our own. Both of these ladies have said is when you try to do it on your own, you are on your own, but when you use the word to guide, lead, and teach you, it's a no-brainer.

You sit back in the world, and even your closest friend or family says, "What are you doing?" "Nothing, because I'm at a place that I don’t have to do.” When you sow the seed, the farmer doesn't go back out there and dig that rascal up. We live around farmers. My children were raised around farmers. Gwendolyn would love to come out there where I live. She says, "You're right. You are this open." I don't see no farmer going out there digging up peanut seeds or cotton seeds when a storm has been posted. They leave that rascal in the ground.

That's what we have to do with our vision. Once we've embraced it, loneliness is coming and I'm holding on. For weariness, I'm holding on. For abandonment, "Don't sit over here. Bye-bye." Holding on steady. I have the freedom on your thing to talk about the word. The word is what got me free from my mental poverty mindset. That's all that had to change because the word is a change maker. Romans 12:1-2 says, transform this thing. "How do you do it?" It's by the word. Joshua 1:8, do this every day in and day out. That's a guarantee you can take to the bank when you don't have anything in the bank. You go, they got your money.

Claim that divine inheritance. I love that I will never look at fields again and I'm in South-Central PA and not think about that. He doesn't go up to the sea and say, "Are you growing? What are you doing?" It just happens. That's where it's supposed to be. I love it. How about you, Helena? What are your thoughts on vision?

Understand everything my mother said. I don't need to say much else. Vision means patience. People forget about that little one thing. It's important. "I saw the vision. I'm trying to walk there in it. Why isn't it taking place?" My ma just said, “It's because it takes time and it's not in your time, but when it comes it's there. Nobody's taking that back. Nobody's able to put that back in the ground. It's there, but it takes time.

During that time, you can't say, "I don't know where it is." No, be patient. That's important in the microwaveable society that we have now, but they want things right away. No, this is not what this is. It takes time. As Ms. Gwen talked about her children. I knew it took a lot of time and now they're doing their thing. You see the fruits of your labor. It takes time. The vision will come.

To your point, don't thwart it. Remember 40 years in the wilderness, it should have taken him a week. Why? Rather than waiting gratefully, they mumbled, grumbled, and they’ve thumbs sucked. When you do that, he will make you learn that lesson. He has more time than us. Wait gratefully upon him. How about you Gwendolyn? What are your thoughts on vision?

When you have a vision you have, that is something that is given to you. I have realized that a lot of people do not have a vision. You are lucky enough to have been given a vision of purpose, a vision of what it is you're supposed to be doing. Some days, I've had to question and I ask God, "Where in the world did I come from? Why did I get this? Why did you give me this?" Some of the visions I've had scared me to death. They were impossible. Some of them are still very much so. I think me as little Gwen thinks they're impossible, but he keeps wrestling with me and says, "This is what I've given you." That is what is.

For me, vision is the ability to be able to see what it is that you are supposed to be doing. It doesn't come with a straight road and we got that. For me to be able to stick with, not try to convince, but go ahead and do the vision that I know has been set for that I am to bring forth. A part of me along with others will be there to do that. The vision is so important for each of us. For me, it's pride and joy to be able to have been given the gift of having a vision. I've seen people that have no purpose and no idea. When you get forth and you see that, you say, "I'm blessed for having been given vision." That's where I am with that.

Vision is the ability to see what it is that you are supposed to be doing.

You think about Martin Luther King. I had a dream and I tell people that, but what is it? We say this like, "It's going to land him." You have to go find it, and it's what you are called to do, not what you want to do, and so you hit on that. That takes soul searching, humility, and patience. I look at Paul, how many times before he was blinded until he started ministry. How many years in the waiting?

The purpose of a vision, I love it because then it gets down into, it's all about God's calling, not the outcome. It gets it off of us and back on who it needs to be on. We talked about loneliness, weariness, abandonment, and vision. This is crazy beautiful. Before we wrap up, I want Bonita to share with us about your book that just came out. Could you tell us a little bit about that? Tell us about it and where they can get it.

Believe is on Amazon. It's a very simple book. The Holy Spirit said it doesn't take long to tell the truth. The price is cheap. You spend more than that at Starbucks for something that can be something that you rightly need right now. I can say that without any hesitation or reservation because the spirit knows what's out there, what's needed, and how to get it out there. If he used me to do a simple book, then I'm saying it's out there. Your life jacket is in that simple little book.

TLP 158 | Leadership

Believe

I didn't have time to go into my office and get Tracey your book that I ordered from Tremendous Leadership and it's a little bitty book. Mine is a little bit bigger than that, but it's something that you can put in your car, purse, or wherever you need because he's going to lead you to go get that book. You need answers and I got them written down.

The book is a timely piece. I'm working on the 2nd and 3rd ones, which piggyback off of Believe. Believe is like, "Believe what?" Whatever you're hearing, believe it, and he'll show you how to walk it out. I read the first female president of Liberia and her last name is Sirleaf. She said, "If your dream isn't scaring you, then it's too small.”

The Earth is the Lord and the fullness thereof. He knows how to use you. I was talking to a lady, she told me to just keep cooking. She told me that back in the '90s. I chuckled and said, "God, I kept cooking and followed the instructions, and look what I stirred up." I stirred up a book. I got a book signing. I got a restaurant in the home of the 39th longest-living president. That's what I stirred up by cooking.

David did even more than that. He got a place on the throne with a slingshot. What do you have? Don't minimize what we already have. You don't need to go get anything. You might need to go get the book, but other than that, because you don't have it. This show is divine. Tracey doesn't know me. I don't know Tracey, but her father left a platform on Earth. As I was doing what I was doing our paths crossed, not her, but her father. I never met her father, but then Tracey is on the scene now because he left something on Earth that needs to be still going and she's going with it.

I got invited because God put me here. He made the connection that we Christian people out here, need to get rid of the negative mind and get into the spiritual mind and stay there because you can live there. He tells you how to live on Earth. The first change is you and me. I'm the change. Once we get that, we can move with that vision. We can embrace all the different areas that we talked about and touched base on. That's part of the package and keep it moving. That's what I have to say in summary.

TLP 158 | Leadership

Leadership: Christian people need to get rid of the colonel mind, get into the spiritual mind, and stay there because we can live there. God tells you how to live on the earth. So we want to change. The first change is you and me. I'm the change.

Tracey, I want to thank you for doing what you're supposed to be doing at such a time as now. I want to thank these two young ladies. I sit back and I look at them, and I'm grateful. To be able to bring them to a bigger table who we know not of is to be commended. Thank you for your openness. You will continue with that legacy. The book changes people's lives. Let's read guys.

As you said, it's not what is the truth, it's who. I hope that's the one thing you leaders figured out. Stop thinking, "What am I supposed to do next?" It's who. Either, you're the truth or you're not the truth. Either God is God or you are. Until you solidify that, then I hope you've heard these leaders at all orients back to that.

Ladies, I can't thank you enough for the richness of this dialogue, what you shared, the blessings you brought me, for being so transparent about what's going on with your life, and for what you've done to make this world a better place. I can't wait to see what happens. Our readers are going to be so blessed. Thank you, Helena, Gwendolyn, and Bonita.

You're welcome, Dr. Tracey.

To our tremendous leaders out there, I know you have thoroughly enjoyed this. If you like what you heard and please do us the honor to hit the subscribe button and leave us a review. We'd love to hear your thoughts. Most importantly, if you were blessed by this, please hit the like and the share button, and share it with somebody else.

Again, to all the tremendous leaders out there, you will be the same person five years from now that you are now, except for two things, the people you meet and the books you read. I know you are a whole different person in this conversation. Be blessed and keep on paying the price of leadership. Have a tremendous day.

Important Links

About Bonita Hightower

TLP 158 | Leadership

Bonita is a mover and shaker, businesswoman, Wife, Mother, Grandmother, Army Veteran (141/2) Speaker & Encourager.

Bonita and her husband Willie opened Bonita's Restaurant in Plains, GA in 2015. Bonita enjoys preparing down home. Southern cooking made from scratch.

She has many loyal customers, but famous people have enjoyed her food as well. President Jimmy Carter and his wife, Rosalyn, love the convenience of Bonita's delicious carry-out orders.

Adding value to other people's lives is a hallmark of Bonita's life. Serving others in her business, and. serving others through various ministry endeavors motivates her thoughts and actions each day.

She just released her new book, Believe, which is available on Amazon.

Episode 151 - Cynthia Zhai - Leaders On Leadership

Leadership comes with many struggles but what matters is how we deal with them. Joining Dr. Tracey Jones today is Cynthia Zhai, Certified Speaking Professional, TEDx speaker, voice coach, and trainer at Full Voice Consulting. Cynthia shares valuable insights for leaders on overcoming the hard times within themselves and with their team. You don’t have to carry all the burden and keep the frustrations to yourself. At the same time, there is a right way to communicate these things. Listen in and get enlightened by her wisdom as they tackle loneliness in leadership, maintaining your center, and practicing assertiveness. 

Watch the episode here:

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Cynthia Zhai - Leaders On Leadership

In this episode, I'm excited because my guest is Cynthia Zhai. She is a voice coach. She's a professional speaker. She has the CSP abbreviation after her name. It's a credential. She's a bestselling author and also a TEDx speaker. I had the pleasure of watching her TEDx speech. She has helped professionals from over 46 countries across 6 continents to speak with a powerful voice. Cynthia has been a professional speaker and coach for years and her engagement spans 5 continents and 18 countries. Cynthia, thank you so much for being on the show.

Thank you, Tracey. I feel very honored to be on the show.

Cynthia, we connected on LinkedIn through a fellow friend, Bob Brumm, who I have interviewed on the show. Could you share how you became aware of all things tremendous?

In my early days of college, that was where it led me to Charlie "Tremendous" Jones’s quote. Ever since then, I was not only developing my leadership skills but also helping other people develop that.

The quote that Cynthia is referring to is, "You will be the same person five years from now that you are today except for two things, the people you meet and the books you read.” I love that you not only did that for yourself but then you helped others encourage that. I'm amazed. I had a mother of ten order off our website. She remarked the same thing that in her early twenties, she heard that quote. She had issues reading but that impacted her and she went on. She's a prolific reader and so are all ten of her children. It's phenomenal the whole transformation power of books.

Also, the quote changed my life. At the time when I heard the quote, as a college student like many others, I was feeling depressed and I didn't know what to do. That was initially a quote shared by my dad in the Chinese language. Later on, I found out the English quote, which had not only guided me throughout my only college days but my career days. I always share that with my clients and friends.

“Always speak the truth but soften your words.”

That was the spark that ignited this. Isn't that interesting how we can be in such a bad spot but then you hear something and you are ready to take, infuse and then apply it because it doesn't do any good if you don't read great books and meet great people? It's a sweet little quote. You were at that point where you needed a solution and you acted upon it. That's fascinating. Let's get down to talking about leadership. Thank you. That so encourages me. I know it will inspire and bless our leaders because I know they all love that quote too and share that repeatedly.

One of the things that my father talks about in a speech that he gave many decades ago called The Price of Leadership is that if you are going to be a true leader, there's going to be a price that you have to pay. He outlines four different things that are going to happen to you and you are going to encounter. The first of those is loneliness. We have all heard the phrase, “It's lonely at the top. Heavy is the head that wears the crown.” Can you unpack what loneliness might look like for the leader and perhaps when you might have been in a season of loneliness?

These are also some of the concerns that my clients were sharing. They said, “Now, I am in this leadership role that I don't want to get too close with my staff members. There are also times that there is the so-called bad news that I don't want to share with them.” In that way, it does create a lot of loneliness, especially when you have to face all this bad news and challenges on your own. It's almost inevitable that you will feel lonely at the top.

What do you recommend for some of the people that you are working with? As you said, it is inevitable. I always tell people and they are like, “I have never felt that.” I'm like, “You haven't set the proper boundaries because it is a part of leadership.”

I would recommend two things. One is that there are times when we do need to be authentic. It doesn't mean that we don't share the bad news. We do share the bad news but there's a quote, “Always speak the truth but soften your words.” Authentic leadership is also something that many people are after nowadays. Authentic leadership does mean that there are times when you do need to share the so-called bad news and what is the frustration you are going through so that people can understand you more and work with you. It's to be more authentic and honest.

TLP 151 | Voice Coach

Voice Coach: Develop the quality or the state of equanimity. Whatever storms are happening outside of you, you need to develop that inner solidness, that inner centeredness that will not be affected.

The second thing is if you feel that there are things that you cannot share with your staff members, there is a way that you will want to join people who are outside of your company. There are many executive networks. You can join them so that you can share your common frustrations. We cannot suppress these things in ourselves and our bodies because one day, it will become some disease. It cannot be bottled up all in your body. It needs a channel. Have like-minded people to share with and that will be a very good way.

You get that wise counsel too and you are so right that stress kills. Your body can catch a disease of the mind and that's one of the main things that are causes of death. That's outstanding advice. We talked about loneliness. Along with loneliness is weariness because if you are at the top and you have all these responsibilities, even if it's not physical, it's a lot because if you don't perform and not everybody performs, you may not be in business longer. You've got shareholders and all these people looking at you to see if you are able to deliver. How do you combat weariness? What should our leaders do if they are perhaps feeling the effects of weariness?

The philosophy that is in the way we speak and the voice as well is what I recommend my clients to develop the quality or the state of equanimity. Equanimity is that whatever storms are happening outside of you, you need to develop that inner solidness and centeredness that will not be affected by whatever is happening.

You know that tornadoes, typhoons or all these natural disasters can take out an entire vintage or town but in the center of a tornado, there is peacefulness and stillness. It’s because of that stillness, it has this massive power and that's something that leaders need to develop because when we are centered and have that stillness, then we can act with vision, with the right strategy, and cope with whatever is thrown at us.

That's so amazing that you talked about the eye of the storm because I had never thought about it like that but I also thought as far as shelters, they always tell you, “Go to the center of the building where there are no windows.” It's almost like you are going to the center of yourself where you are at the deepest of your own core and the most protected. Stay away from the stuff you can stay away and seek shelter. I will never forget that one because I speak a lot about crisis leadership. I am going to use that.

There's loneliness and weariness. The next thing he talked about was abandonment. Typically, abandonment gets a negative connotation like fear of abandonment. When my father spoke of it, he used to tell me, “Tracey, I do more in a day to contribute to my failure than my success.” I’m like, “What?” He is like, “It’s because I tend to think about what I like and want to think about in favor of what I ought and need to think about.” He was always very intentional about this and hyperfocused that if we cut out and abandon the things that aren't going to move us forward, as a leader, you are going to have to keep doing that. Can you explain abandonment? How do you stay focused and on point?

You need to share the frustration you’re going through so that people can understand you and work with you.

First of all, you need to be clear about what is it. It’s not what you need to do. As your father said, the wise words. When I started my business and even now, the word that I hear the most is, “Cynthia, you are very focused. Since day one, you have been focusing on one thing and one thing only.” That's something that I love to do. It's the same for the leaders. The reason that you are in this leadership role is there must be something in being a leader that draws you. You need to focus on that.

For example, some of my clients love making strategic decisions. They love to see things from a bigger point of view. Focus on what you love. The second thing is don't get distracted by all these other things that might be shining or more than. There may be something new that comes out. Know what you love, what you want to do and at the same time, don't get distracted by all those things so you still stay on track.

It's tough now. There are so many good books or podcasts. You are like, “I never thought about that.” As you said, you have to get dialed in. When I coach people, this is the thing that we struggle with the most. There are so many things we are good at that we could do. As my father always taught me, “There's that one thing that you are put here to do better than anybody else. The joy is discovering that and staying on point, so you don't start drifting.”

How do you recommend the people that you coach to get clarity on identifying that? This is something that a lot of people even leaders struggle with. You heard the age demographic and who I work with. They are still like, “What do I want to do with my life?” They are still dialing it in. What do you recommend for them to help them find that?

One is that we can use the method of ruling out. A lot of my clients know what they don't want but they do not know where they want. I said, “We rule out what you don't want first and we look at the opposite.” That's one way. The second thing is very important. In a post I shared, I mentioned that struggles are blessings in disguise. The reason I'm doing my work is because of the struggle that I went through. As your dad was saying that we are put on this planet for that one thing that only we can do.

How do we know that thing? It's from our struggles because, with the struggles that we are going through, no one would experience the exact struggle that we have experienced. If you are learning the lesson from the struggles, you will see why you are going through the struggle. In my early career, I was not heard and assertive. I went on a journey to be more assertive, to be heard and now I teach people how to be heard. My struggle became my calling. It was a blessing. Look at your struggles.

Voice Coach: A lot of people know what they don’t want but not what they do want. Rule out what you don’t want first and then we can look at the opposite.

My work for 2022 was speaking more with my authentic voice. People are like, “Have you had trouble with that?” I’m like, “Yes.” It's being your most authentic version of a leader and speaking the truth but softening your words. Do you find that people sleep better and get such a sense of release? I don't mean that it doesn't matter how it's received but you feel so much truer to yourself.

I was even having some heart issues like pain and I'm like, “I can tell what's going on. I'm not being authentic in my voice when I share with people.” The more I dialed that in, I don't have sleep problems anymore and it's not fine. You deal with it but I am being true and speaking what needs to be said. Have you found that with your clients?

Yes. It's a sense of liberation.

It can combat weariness because I was finding that I was getting very tired emotionally and spiritually, not physically because there was this constant tension. I was holding back and not saying what needed to be said. It was draining me.

I was sharing that earlier on in my career. I was not assertive. Whatever I felt, I didn't say it. For example, someone did something that upset me but I didn't say anything. I will carry that with me for as long as it can go and then I will stay away from that person. There are only so many friends you have and if you stay away from every one of them, at the end of the day, you are lonely.

What I have learned was when someone says something that upsets me, I would tell that person, “What you said made me feel sad.” The response that I’ve got was, “I'm sorry. I didn't know.” I then knew they didn't mean it at all. It was me who was overthinking. Once I said it, I never resent that person anymore so we can keep this relationship. I didn’t need to become lonely eventually.

There must be something about being leader that draws you. You need to focus on that.

I love that because you allow them to explain themselves rather than jumping to conclusions like you know their motives because we all say some brusque or pretty stupid things. I love that you approached it that way. Would you recommend being able to use that method in the workforce too if a coworker, a colleague or a boss says something? Do you approach the same thing and say it the same way?

The example I was giving was with a coworker when I was working for a corporate in the past.

If they go, “Yes, so what?” versus, “I'm sorry,” then you know this is not somebody you need to worry about anymore. That's abandonment. The last thing he talked about was the vision. A lot of people have different aspects of vision. Some people are like, “I'm not a visionary. I'm a doer.” My dad always said that he was pragmatic. He had these big picture ideas but it was always very much every day, every person could work this out.

He used to tell me, “Tracey, vision is nothing more than seeing what needs to be done so there's that future aspect but then doing it because otherwise, it's just talk.” Can you share with me what your idea of vision is? How do you continue once you’ve got clarity on what you wanted to do in this experience of where you weren't assertive? How you continue to hone your vision because you have been doing this for quite a long time?

Vision, to me, is also a big picture. It's not only a big picture but also a big picture down the road. In a few years, what can we do? What will happen? At the same time, I like that we are drilling down this big vision into something actionable. People say, “I want to hone my body. I want to get fit,” but you cannot just think about it. You want to do the very first thing. The first thing is not, “Tonight, I'm going to go jogging for twenty minutes,” especially if you haven't been jogging for twenty years. The first thing might be, “Now, I'm going to go down and jog for five minutes.”

Especially with leaders, if there's no vision, you are not a leader. You do need a vision but at the same time, break that vision down into small actionable steps like assertiveness. The small thing I did was how I was ending my sentences. When I was not assertive, I realized I was saying, “I want to do this.” It sounds like a question. That was the small actionable step I was taking which is, “I want to do this.” Instead of making it sound like a question, I'm making it sound like a statement. That one small change made me sound more assertive. That was one of those small steps.

Voice Coach: We need to not only upscale ourselves but also elevate ourselves in terms of not only skills but also mentally, emotionally.

I love that you talked about breaking it down to small steps or chunking as I call it but you hit on something. Leaders create something out of nothing. Something that wasn't there, they create. Managers are the ones that execute making things work. It's important as a leader. You can't just be showing up and watching things run. You have to be this blue-sky person whereas the flip side of the coin is the blueprint people. Both are very different skillsets.

I love that you brought that up because as a leader, I had to look at this and go, "Am I leading? I'm leading myself but am I engaging in leadership?" which is a whole different realm. I love that you touched on that important nuance. We have talked about loneliness, weariness, abandonment, and vision. Can you share anything else that you would like? We have an open floor. I'm fascinated with working with people. What is the demographic of most of the people that you work with? Is it male, female, young or old? What is it?

Most of my clients are in the C-Suites so they are the senior executives in the companies. The loneliness problems and all these problems that we are talking about, they do experience and share. In my early career, men will account for about 60% to 65% of my clients. Now, it's about 50% male and 50% female. One of the main reasons is because more and more women are going up and showing up in the C-Suites as well, which is a good thing. In terms of age for my clients, the average age is about 45 and above. I don't have younger ones in their 30s. I also had old ones. I always mention him. My oldest client, when he was working with me, he was 82. In 2022, he's 90.

I've got authors in their 80s. For our readers out there, as you go through each stage, evolve as a leader and get more clarity in your vision or perhaps you have had changes. You are done with this career or the next one, I can't tell you how important it is to continue to hone your leadership voice. When I came to 2022, I'm like, “This is the voice I'm using.” It isn't that I haven't already been back here for years running the company.

It's that now is the time for the next phase. I'm rolling out something different and I have to find that voice. How do people get in touch with you because I can't encourage our leaders enough to consider continuing to craft their leadership voice? You want to do it up here with tremendous books and update your circle with tremendous people but that voice is such an important part of sending out and communicating all the tremendous things that are coming into you.

The best way is to connect with me on LinkedIn.

Instead of making it sound like a question, make it sound like a statement. That one small change makes you sound more assertive.

That's where we met.

That's one. The second source is my website. My website is PowerfulExecutiveVoice.com.

Cynthia, you gave me quite a bit of wonderful things to think about. Are there any last thoughts or parting words from our guest?

Everything we do for the leaders is not just learning about the skills and techniques. The most important thing over the years that I have realized is that we need to not only upscale ourselves but also elevate ourselves as a leader, in terms of not only the skills but also mentally and emotionally. Once we are able to elevate ourselves to the next level, you will see things start to flow. Even though I haven't been the CEO, I have led nonprofit organizations and my small team. That's what I felt. Whenever I elevated myself to the next level, I started to feel that things are flowing. That's what I would recommend to our leaders.

For our readers out there, this was Cynthia Zhai. We have the connections that you can reach out to her. Cynthia, thank you so much for everything you shared with us, for your wisdom, and for helping make a difference in other people's lives so they can go out and be the leaders that they and the world need. To our tremendous readers out there, if you like what you read, be sure and hit the subscribe button and leave us the honor of a review or a comment.

We answer all those comments personally. Please share this with a friend as well. Come on over to TremendousLeadership.com and check out all the tremendous books, resources, DVDs and CDs. We will introduce you to a world of tremendous people to help you continue your upward trajectory. Thanks so much for being a part of our tremendous tribe. Have a tremendous rest of your day.

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About Cynthia Zhai

TLP 151 | Voice Coach

Cynthia Zhai is a Voice Coach, Professional Speaker (CSP), and Best-Selling Author. She’s also a TEDx speaker. She has helped professionals from 46 countries across 6 continents to speak with a powerful voice. Cynthia has been a professional speaker and coach for the past 19 years and her engagement spans 5 continents in 18 countries.

Episode 145 - Joshua P. Trout - Leaders On Leadership

Episode 145 - Joshua P. Trout - Leaders On Leadership

A leader’s job is to serve their people. Being a servant leader brings out the best in people. Dr. Tracey Jones welcomes Joshua P. Trout, the Chief Executive Officer at Encompass Health. Joshua talks with Dr. Tracey about how leaders need to understand their followers on a personal level. When you know your followers’ goals and desires, retention increases, and turnovers decrease. Do you want to learn more about how servant leadership elevates the organization? You wouldn’t want to miss this episode. Tune in!

Episode 142 - Dr. Bob Nelson & Mario Tamayo - Leaders On Leadership

Episode 142 - Dr. Bob Nelson & Mario Tamayo - Leaders On Leadership

Leadership takes a toll on leaders. It’s important to recognize that and have strategies in place for yourself and your team to balance it out. Joining Dr. Tracey Jones are Dr. Bob Nelson, the President of Nelson Motivation, Inc., and Mario Tamayo, the Principal of Tamayo Group, Inc. Bob is recognized as the leading authority on employee recognition and engagement. Mario is known as a no-nonsense consultant specializing in leadership and organizational performance. The two have come together to share insights from their latest book, Work Made Fun Gets Done!: Easy Ways to Boost Energy, Morale, and Results. In this episode, they discuss their thoughts on the burden of leaders and how to cope and manage loneliness, weariness, and the importance of having a vision. Stay tuned!

Episode 141 - Kim Marie Branch Pettid - Leaders On Leadership

Episode 141 - Kim Marie Branch Pettid - Leaders On Leadership

Leadership can be lonely because you hold a position no one else has in your organization. Inthis episode, Host Dr. Tracey Jones talksabout leadershipwithKim Marie Branch-Pettid,theCEO and owner ofLeTip International. Kim shares how leaders can feel lonely at times, but you can turn it into something good because you need alone time to think things through. The key is to stay 100% focused and always plan ahead. If you want to learn more about how leaders need to deal with loneliness, pressure, and daily responsibilities, you wouldn’t want to miss this episode.

Episode 140 - Dr. Don Hamilton - Leaders On Leadership

You can set yourself up for success. Be the leader you're meant to be. Join your host, Dr. Tracey Jones, as she interviews Dr. Don Mark Hamilton about leadership even in the most challenging times. Dr. Don Mark pastored the large and healthy Vibrant Christian Church in Mechanicsburg, PA, for thirty-eight years until his retirement in 2020. Don is now a blogger, author, and public speaker rooted in the charge to Live Inspired! He shares how to deal with loneliness, weariness, and abandonment and still bring out the best version of yourself. You have to choose to deal with the changes because they may affect different aspects of your life. Tune into this episode for growth and success secrets!

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Dr. Don Hamilton - Leaders On Leadership

I am honored and blessed to introduce to you, Dr. Don Mark Hamilton. Dr. Hamilton or Don is the blessed father of 4 beautiful daughters with soon-to-be 3 sons-in-law and 7 awesome grandchildren. Don was married to Gail Hamilton for 38 years until her passing in 2018 of pancreatic cancer. Don pastored the large Vibrant Christian Church in Mechanicsburg, Pennsylvania for 38 years until his retirement in 2020. Don is a blogger, author and public speaker rooted in the charge to Live Inspired. Don's articles and resources can be found on DonMarkHamilton.com. He is working on three books to be published in 2022. Don, it is tremendous to have you on the show.

Thanks very much, Tracey. I'm honored to be here early in.

You're welcome. For those readers that know this show, Kristin is Don's daughter. I have the joy of getting to work with Kristin. I get the second generation tremendousness. You knew my father, Don.

I knew your dad very well. He was one of my mentors. I met him at a conference somewhere initially. I had a good buddy who was an executive in one of the local companies and he said, “I have to take you over to Charlie's place to meet him.” I did and that started it. He gave me that old big trademark hug of his and that started a friendship. He taught me a lot about leadership and more importantly, about life.

Thank you so much for sharing that. The reason we are here is to talk about one of his most famous speeches, and that is the Price of Leadership. You knew my father and a lot of our readers did. He was very motivated but he was also incredibly pragmatic. He was very much like, “Leadership is going to be joyful but you're going to have to pay a price. It's going to be tough but it's worth it.” What we are going to unpack in the Price of Leadership is the four points he talked about.

The first one my father talked about was that if you're going to be a leader and not just a leader in name only, you're going to encounter times of loneliness. Could you unpack that for us? You have spent decades running a church and dealt with loneliness in your life. What would you say to our readers out there, perhaps if they are in a season of loneliness and what it means for you?

For me, there are a lot of times, especially if you're the sole leader of an organization. In any level of leadership, you realize that the buck does stop there. With that, it leaves you feeling alone sometimes and even a little abandoned in certain circumstances. For me, it was always a matter of having mentors like Charlie and people that I could unload that stuff on, had already been there, done that, walked that path and that I could go whine to. I'm good at whining. When you feel lonely, you usually feel whiny. You go sit in the corner and whine. I did that.

For me, I'm a person of faith and with my relationship with God, I knew he was always there. Sometimes he felt distant in those situations and yet as you read through the record that he gave us from the Scriptures all the way down through history, another thing that was so encouraging to me was to see that he's so honest about the leaders in the Bible. I cannot imagine. I would think to myself, “Moses must have felt terribly lonely working with these stiff-neck people.” He did it a lot better than I could ever do it.

In Joshua's final charge, “You're going to have to be strong and courageous.” He tells him that 3 or 4 times because he knew there were going to be some lonely moments. Also, I was blessed in that somebody, at one point, challenged me to learn about solitude. I've learned about solitude, journaling and journaling my prayers. After I had done that for so long, it was like going to a well. You're thirsty, you go to that well on a regular basis and you're comfortable with yourself, your God and where you are. If you're in the middle of one of those lonely times and it's because some bad things have happened, you're always, “This too shall pass.” It does.

Those are some of the ways that I have always worked through my times of loneliness. The other thing is I developed deep friendships through the years. I'm not sure what motivated me to do that but I have deep friendships with a group of fellow leaders and we grew up together. We are all across the country and the world. We get together and chat. When 1 of us is down, the other 3 or 4 of us would pull them up. We meet together with some regularity down through the years. That was helpful because I know some leaders tend to isolate themselves. To me, that is a prescription for disaster. There are too many things that you cannot handle by yourself.

I love that you hit on a nuance that leaders can feel lonely. You touched on that sometimes they feel even abandoned. We are going to talk about abandonment as the third point but in a slightly different thing. That is very transparent of you because we have to watch that bitterness. You will be abandoned as a leader. Jesus was. Even Jesus had his Judas.

I tell people, “I don't care how great you think you are. There is somebody out there in your camp who is not all in.” It's going to leave you feeling abandoned and it's okay. It's par for the course. I love that you talked about having a group of people. I started watching The Chosen. Thanks to your connection. Every day and every episode, Jesus says, “I'm off on my own.” He says, “Where are you going?” Jesus says, “I need to be alone.” It reminds me that we do need to go and be in solitude. There's beautiful loneliness and there's the other part of it that you're going to feel too.

It's very helpful to have a larger picture in mind and to never lose the larger picture of life in general. As a leader, you're going to get to me too undeserved. You're going to get undeserved glory. Something has gone well and you may have initiated it and put some of it together. You know very well you are not responsible for what happened but you get the glory because you're the person at the top. The second undeserved to me is you get undeserved criticism. No matter what way you choose, the old saying, “Damn if you do, damned if you don't,” is true. If you've got a bigger picture of the whole thing, the undeserved glory and criticism don't go to your head. It pulls you through that lonely feeling of being there.

When we are not yanked around by our feelings but just no knowledge of, “This too shall pass,” that there is a bigger picture. We are never walking through this alone. A valley has a bottom and then you start uphill again. I appreciate that because that's going to help our readers go, “This is the season and it's okay.” It keeps you from doing something, walking off a job, firing off an email, falling on your sword, that we all like to do when we're suffering. Thank you for that. I've been there.

Leadership Success: Leadership leaves you feeling alone sometimes, even a little abandoned in certain circumstances. But it was always a matter of having mentors to guide you along the way.

I always did love that saying, “They don't grow crops on mountain tops. They grow them in the valley.”

I have never heard that. I thought I heard everything so I'm getting a lot. Thank you for sharing the feeling of loneliness. You gave our readers some applicable tools and resources to go ahead and be prepared for that. Don't get caught unaware. Whenever I catch a leader saying, “I feel so alone.” It's like, “No kidding. You got to prepare for that.” The next thing my father talked about was weariness. I always think of the parable of the olive tree. You grow something and there is a lot of good and bad that lands in there. How do you stay at the top of your game when a lot of people are depending on you and your vision, touch, prayers and everything?

I would go back to that solitude or quiet. It's developing a good rhythm when times are very demanding and you're on big projects, especially projects that are lengthy. I remember we built a very large playground. Our church had a 53-acre campus. It was a community park and we built a large special needs playground. We were doing it in 2008 during the Recession trying to raise $800,000. Everybody said, “You couldn't do that.” The Lord came through and we built that.

I remember it took us a year to get the whole thing going and then we built it. It was a community built in seven days. At the end of it, a special needs playground has to have a poured rubber floor. That's very expensive and we didn't have the money for that. We had this playground sitting out there that nobody could use, which is the worst possible thing. I got this far and can't close the loop. We were tired by then. We had already been working on it for over a year and had a long way to go.

I had a group of 4 or 5 people. Some were leaders in my church and some were staff members. We would play off of each other. Laurie Cartmell was one person that led me through that. One day, I would be over there whining to her in her office, “I am so tired. I am sick of this crap and I'm done.” She's like, “We are not.” Three days later, she would be in my office doing the same thing. We kept at it.

Right before Christmas at the end of that year, we got a gift of $120,000 that was totally unexpected. It put us over the hump. As soon as spring got there, we could pour the floor and things could go forward. A two-year process on a large project was tiring. It wears you out. Also, on the subject of weariness, something I have learned from Nehemiah is there was a time when Nehemiah was rebuilding those walls. He was perceptive enough to know that you're going to face opposition and it's going to wear not only you out but also the people who are doing the labor.

You've got to plan for that in any project. It seems to me that if it lasts very long at all, you're going to have the initial excitement. Everybody is going to be on board and ready to rock and roll. People came out, 1,400 of them worked for that week and then they went back home and sat down. You're not done. You've got this long project, have opposition during that and then come all the way to the very end of it.

What does charge you up? What helps you to get through this weariness? I always had an illustration that I used. I saw it somewhere back through the years of the three buckets. As a leader, you have things that fill and empty your bucket and your bucket is going to be leaky no matter what. You’ve got to keep your bucket full enough because you're pouring into other people's lives constantly.

Sometimes, in the midst of constantly doing and working at things, you get to a point where you don't realize your bucket is getting emptier. At some point, it can become dangerously empty and you have not given attention. Sometimes people don't even know what does fill your bucket because you're going to need that or what that is in those times. That is what gets you through the weariness of it.

Another thing, especially in the business world but even in the church world is there is the biblical concept of the Sabbath. As leaders and I did this for years, you feel like you can go 24/7, 365 and you can't. Your bucket gets empty. You get worn out. You finally come up against a project that you don't have the personal resources to do. You get tired and weary.

It's a rhythm on a daily basis then weekly and then yearly where you have to have the self-discipline. Develop that to pull away and say, “I need one day this month where I'm not doing anything.” Whatever it is for you, like hiking or longer periods of time as you're out of place. I don't think the human body and certainly the human mind, God did not design us to go 24/7, 365. He made a serious point that, “You take a day of rest and I mean business about it.”

That is serious business. You look at what is going on in the world and see the effects of this and of running even if you're not a believer. We are not coded for this and meant to do this.

It's easy as a leader to get an inflated view of your worth. The last four years of my ministry were the hardest of the entire 38 years. By that time you think, “I'm going to slide those last few years.” It didn't turn out that way. Our church was growing tremendously. We went through a name change and structural changes. The people in my older board, there were 9 of us, 7 of us had serious cancer illnesses in the family.

One of our elders died suddenly in a car crash. My wife got pancreatic cancer and that was a 22-month ordeal. A guy who is my son-in-law was my campus pastor at the time. His wife at the time was 34 years old, a young woman. He went downstairs one day, came back up and she was gone. She had died. It went on and on. At the same time, I was trying to do a capital campaign. We were designing a new building and it was a lot.

Leadership Success: If you're in the middle of one of those lonely times, always say, “This too shall pass,” and it will.

By the time I got to the end of it, I realized, “You are worn out a lot more than what you ever thought you were and you need to figure it out.” Number one, at my particular juncture at the time, I was like, “You need a new season. It's time for you to turn a chapter.” That was hard to do but God said, “Over a period of months, I'm taking you somewhere else. I want you to prepare your organization as best you know how and I'll help you for the future.” We did a two-year succession plan and that turned out well. People around me realized but I didn't realize I was utterly worn out.

We never see it. We think we're keeping it together. When the trauma has passed, I have had people say to me, “I'm glad that was over because you became something different.” I'm like, “What?” It has to. I also appreciate you sharing with leaders that there is this thing that we think, “I'm going to get it all dialed in like a finely tuned fighter jet.” God can call you.

I love that your ending was the hardest part of the race because you might think once you got things cooking and the team is there, you can sit on the beach and drink non-alcoholic Mai Tais all day long. That is not possibly God's calling. I love that you brought that up at the end because sometimes when finishing the race, you may even think, “Am I going to even make it across it?” It doesn't mean you're doing anything wrong. It is what it is. It's how God orchestrates it all.

It's back to that original point of it's easy to get an inflated view of you're important to the organization. Somewhere along the line somebody said, “They will have forgotten your name in six weeks.” It's the nature of it. I have a very close friend of mine who is a leadership trainer in a Fortune 500 company. Concerning my successor, he says, “They always say they all want your advice but I don't want your advice. They could care less what you’ve got to say.” It turned out that way and it's not bad. It's the nature of things. The organization will go on without you and do quite well. When you get that in your mind, it's much easier to move on.

I'm glad you said that because a lot of other people that we have interviewed have said it was shocking because when they were done, they were done. It's time. People have to continue to move on. You have made your mark and hope you will stay in touch with a couple of people. That is the nature of what it is. People are too concerned. In other words, don't keep drawing it out. You always want to leave strong and not all the things you should have checked out a couple of years ago.

When you have been in an organization for a long time that is harder to realize than if you're in a short-term situation. You're so used to it. It's your life. When you walk in my situation as a “pastor of a church,” that becomes your identity whether you consciously do that or not. You subconsciously assume that, “This is always going to be my dead-end.” In fact, it's not. I'm not a pastor, at least in the same way. It's a very different way and I'm enjoying it.

We did loneliness and weariness. The next thing my dad talked about was abandonment and you had hit on that. His point of abandonment was that we need to stop thinking about what we like and want to think about in favor of what we ought and need to think about. It was very much focused. You've said the discipline word many times throughout this. How do you stay abandoned? You've got your flock and a million things, three books, blogs, this and that. How do you stay abandoned every moment to what you need to focus on?

I know I keep coming back to this but for me, at least, people that do that well slowly over time usually develop a rhythm that is productive. It helps you to say, “I'm not going to spend four hours in front of the TV tonight. I'm going to spend an hour and a half.” For the other ones, “I'm going to go work out, read, write, spend time with my family and do the things that should be up high on the priority list.” You can get this entitlement mentality even that, “I have worked ten hours. I deserve to sit in front of the TV with a very large bowl of popcorn.” What you end up doing is developing that as a pattern like Pavlov's dog and that pattern is counterproductive. It's the same thing for me in the morning. I like to get the morning started right.

One of my favorite books is Make Your Bed. It's that little book. I can't remember if the guy was an Admiral McRaven but he wrote the book. He makes a point that in the military, the first thing you do is make your bed. It equates to a win and a pattern that you're developing on a daily basis that brings out your best self and abilities. That's the first thing I do. I make my bed. I've got my little routine and all that. I've got a chair in my living room that I have sat in for years. I'm on the second one wearing it out. I'm going to read, write and journal.

Leadership a lot is about what you say no to and those two little ladders are so powerful. Everybody's got to learn, if you're a leader especially, what you are going to say no to. There are always bazillion things to occupy your time and even more than your time, your mental energy. Leadership is so much about mental and emotional energy.

In the rhythm you talked about, you don't write the whole opus. It's one beat at a time. I love the fact when you talked about making your bed equates to a win. What my dad would say with abandonment is, “Tracey, when you get down billable hours at the end of the day, how many things you did contribute to your success and failure?” When you look at it, you can go, “This is why it's not happening for me.”

Incrementally, little thing. I'm not saying you have to throw all the TVs out of the house like he did when we were growing up. If you have to do it, you have to do it. Discipline and that rhythm, even if it's for an hour a day as you did before and then incrementally, is how you get a lot more clarity. You can deflect them a lot easier because you're so dialed in.

There are a couple of books on the power of habits. One is Atomic Habits. A guy named Duhigg wrote one called The Power of Habit. The whole point is that very minimal changes make a big difference. What those changes are that you choose to make also are so important because some changes have a domino effect. This good thing that I'm developing is going to have a domino effect in my leadership and life, whereas I might make another choice that might even be a good choice but it's not one that's necessarily going to have a domino effect on other areas of my life.

Either way, the point is very small and incremental changes make such a huge difference. That is about abandoning some stuff that I want to do or that is impulsive. I'm an impulsive guy. I go to the store, see something and I’m like, “I need that. Do you have to lure the disc? I don't think you do need that, Hamilton.” You can live that way, impulsively and it doesn't add up to strong leadership.

Sometimes, it's that one little thing like a ball falling when you're playing pool that may make it over. There's loneliness, weariness, abandonment and lastly, vision. My father would say that vision is not some esoteric, mythical thing that the greats, the Zuckerbergs, the Oprah Winfreys or the brilliant people see. Vision is seeing what needs to be done. You're doing it and executing it because if you don't execute it, it's this thing floating around. How do you get vision clarity? You went through this big transition where you got the calling or the pivot point. Unpack for our readers what they should be looking for if there are vision blockers or how you're honing this next stage of your life.

What people always told me is, “Your strongest thing is you're a visionary and you, secondly, are able to inspire people towards that vision. You're very good at that. You're a strategic planner.” You're taking the history that you developed based on this abandonment and the other points of leadership and developing a process whereby you can visualize and see.

Vision is what I call a picture of a preferred future. You've developed the knack and the ability to learn how to pursue something when you do see it. To me, it's like when you went to high school and college and everybody always complains that there are all these classes that, “I don't need to learn that. Why would I want to learn about psychology? I'm going to be an accountant.” All of us complained about that stuff but the bigger principle of education is you got to teach yourself how to be educated because the ultimate goal is for you to educate yourself.

It's like in Christianity. To me, if you have been a Christian for fifteen years and you still have to be spoonfed by a pastor or a church something is not right. Adult people feed themselves and they do that because they have learned how to do that. The best discipline in life is learning. Solomon says, “Where do you get wisdom? Where do you learn to fear God?” You'll get it and see it coming into your life or get an understanding of that thing. I've been writing a little bit about this in Nehemiah. Leaders do tend to see things that sometimes other people don't see or they see the same things that another person sees but the distinguishing characteristic is exactly what you're saying. They want to do something about it.

I have a good friend that ran an Upward Basketball program for years. It was a great program. About 220 people were kids in our church and from the community play. He would always go to the parents. I know if you've had kids in sports, parents are notorious for being jerks. “You ought to be doing this, that and so on.” He would get them all together. At the beginning of the year, he would have his speech. He'd say, “I'm going to do things that are not the best here. I'm sure I will do things that could be done better and so forth. You're going to see some of those things.”

Leadership Success: As a leader, you have things that fill and empty your bucket, and your bucket is going to be leaky no matter what. You got to keep your bucket full enough because you're pouring into other people's lives constantly.

He says, “I'm glad for you to come to me with, ‘We ought to be doing this way.’” Then he would always tell him the second step, “You come to me with the thing that you see wrong, with a solution and with the willingness to be part of the solution. If you don't, don't come to me.” That often is the difference. You have to develop an aptitude towards, I'm a doer rather than a listener of whatever it is I'm pursuing.”

For me, writing is a very different discipline than leading a large organization, preaching and so forth. There are so many different aspects to that whereas writing is very focused. I tended to like to do everything. If you're a leader like me, I had trouble saying no because I liked everything about the church and loved everything about leadership. I love public speaking and liked cleaning the church. I would clean the church and you get to a point where, “Don, you don't need to be spending 2 or 3 hours cleaning the church at this particular stage.”

In becoming a writer, I have this vision of, “I want to start to write.” One thing my nephew, who has written a couple of very successful books says, “I'll tell you one thing, Uncle Don. Writers have to write.” A lot of writers are supposedly writers but they are just talking about it. I've read a number of books since I have been trying to pursue this and talked to you some. It all comes down to this, “You set your rear end down in that chair and start writing and do it every day. You will slowly but surely become a writer.” Any vision is like that. It ends up being, “I need to do something about this.”

I love that you brought on the obvious and the non-obvious because my focus is followership. Where leaders can avoid burnout is by bringing the followers that can see the obvious. You don't need to tell them, “This is not Mother May I? You do it.” In the military, you do it if you see something wrong. That is good for leaders. You need to focus on seeing the vision that is not obvious. You're going to get the call, not because you're smarter than everybody but for whatever reason God chose to give it to you.

It's like in The Chosen when Peter was like, “Why did you pick me? Andrew, why do you think he picked you?” He says, “I don't know. He just did.” It's a mystery for leaders to dial into people. That will help you with the other things too like the weariness and loneliness. You want followers that don't have to sit there and wait for permission to do what needs to be done. I tell them 80% of business is intuitively obvious to the most casual observer. You can say, “That is no vision.” It is vision, discipline, seeing what needs to be done and doing it.

It's that residual momentum that keeps the day-to-day tactical stuff going. The strategy is more of a creative aspect. I liked that you separated the two. You want people that, going back to Moses, aren't always coming to you saying, “Do you think this is going to work? I don't think this is going to work.” If you're not in with the vision, go to another tribe.

Going back to the point of abandonment, the other things I would say on a much deeper and on a bigger scale would have been you must abandon your pride if you want to be a good leader. Humility, to me is the linchpin of leadership. You have to abandon your insecurity because if you don't, you won't be able to get the vision. An insecure leader will not allow people to make decisions on their own. An insecure leader won't delegate. They are afraid that they are not going to get their due. It doesn't work that way. To me, you get the big picture and figure it out. Most of us are good at 1, 2 and 3 things. That's it. You're probably good at about one thing. You need to figure out what is your one thing and do it. There are very few projects that involve just one thing.

You better find people around you, the better you can find and then let them run with it. I go back to Nehemiah. Nehemiah was not going to build a wall around Jerusalem not even remotely by himself. That is ludicrous. He was going to have to enlist the entire community to get this thing done, especially the leadership in the community. In order to do that, he had to be a humble guy. John Doe comes out of his house every day. There is the sheep gate. The sheep gate is barred. You can't even walk through the crazy thing. It's all torn apart. That guy has got to stare at that gate every day.

A leader comes along and says, “You don't have to stare at that gate being broken down. I'll bet you can fix it.” He says, “I can't fix it. I have been working in the King's court my whole life. I don't know anything about fixing doors but you and your neighbors do so I will get you the resources.” To me, that is another thing that sometimes leaders don't recognize. You can even get good people around you but 1) If you won't let them do their job, and then 2) If you don't resource them properly, you will end up losing your best.

The people didn't have the wherewithal to build that. They didn't have the wood, the hinges and so forth but Nehemiah knew where he could get that. He brought it with him and said, “You got it. Here it is.” They will do the work. To me, it's not just a vision of a wall that was completed. It's, “What resources do these people need that they cannot provide for themselves?” A leader has access usually or knows how to go about getting resources that many times that’s not the role of the followers.

Once you provide those resources then they are going to be able to pursue that vision. The leader is tasked to keep. You got to paint that vision over and over and paint it in fifteen different ways and times. When you're the one hammering the nails, you forget, “Why am I doing this again?” He said, “You are doing this for your kids, Jerusalem and the city.”

I'm sure you've heard about this famous old illustration. I've been reading a book about the great cathedrals of Europe. The story of God that comes up where he sees these three different Masons working on this cathedral. The Masons were a generational thing because cathedrals usually took hundreds of years to build. He walks up to the first guy and says, “What are you doing?” He says, “I'm laying bricks.” He was pretty blunt about it.

He walked up to the next guy. He says, “What are you doing? He says, “I'm building a big, beautiful wall here.” He says, “That's good.” He walks up to the third guy he finds and says, “What are you doing?” He says, “I am building a structure to the almighty god of the universe.” That third guy somewhere had a different vision than what that first guy had. To me, the responsibility of the leader is to get all of them to be the third guy. “We are not just putting bricks on bricks and building a wall here. We are building something great.” That can be a program, a project or the overarching theme of whatever organization it is.

Leadership Success: A leader usually has access or knows how to go about getting resources. 

It's hard for people to stay fired up if they lose their vision and lose track of, “What is my part in the play? How does it contribute to the whole?” That is a harder thing to do. A leader needs to address that on a frequent basis because when you're sitting there on the computer and filling out forms, it's pretty easy to lose sight of, “What are these forms? It's for somebody's healthcare. This is important.” Somebody has got to remind everybody of that. It falls with the leadership.

I have heard that cathedral story before. That is so profound. It's how everybody does the same thing and shows up at the same job but some people go and think it's the worst thing in the world. Other people are like, “This is the most brilliant thing.” We have covered quite a lot and you have shared with our readers a ton of great resources, real-world stories and your wisdom, Don. Is there anything else that you would like to share with our readers about leadership? How about some of these books that you're working on? Would you like to share a little bit about that?

I have mentioned Nehemiah several times. That is where my world is. You and I have had the chance to talk about this. Many years ago, I found an interest and I don't know if it was a class or something in Nehemiah. It was one of the greatest leadership books that have ever been written. You have to perceive that and look at it from a leader's bird's-eye view.

I'm writing a shorter book on Nehemiah and then a longer one. It's based on this study I did years ago that I called The Six E’s of Success that you Examine, Evaluate, Envision, Encourage, Equip and Enjoy. This is going to play out a little bit differently than that. I'm writing a short one and then I'm writing a longer book, which is going to be a 40-day leadership devotional with 40 lessons from Nehemiah. I'm working on that. I'm working on another book called Just Go on Anyway.

I had this saying throughout my life that served me well. There are those times where you're weary and you've done it but you failed. It is that you just did. Sometimes, it was your own fault and sometimes it was the circumstances beyond your control. A lot of people failed in business and there wasn't anything they could do about it. Nobody's buying.

There are a number of times in your life. Your wife gets sick and passes. You got to look at yourself in the mirror every once in a while and say, “I'm going to go on anyway.” It's not a stoic thing. It's, “I am going to go on anyway.” I'm writing a book called Just Go on Anyway and it covers a number of like, “Just go on anyway when your business went under, when the divorce papers were signed and when you got outsourced.” There is a myriad of subjects that we all go through. I'm picking out 40 or 50 of those. I'm thinking of doing a series of books on, “Just go on anyway.” I have been working on that as well. I do my weekly blog, which is usually around 1,000 words or so and a 6 to 7-minute read. I'm enjoying it.

Where can people find you? Where can they read this tremendous blog of yours? How can they connect with you? I know a lot of our readers are going to want to reach out to you.

DonMarkHamilton.com is my website. There is some other information that I will continue to place on there and some other resources. As a matter of fact, there is that article. I titled it Why Your Life Sucks and What You Can Do About It? It is a study of the Book of Nehemiah. You can download that for free. You'll see the blog button there. You can click on the blog and subscribe to that. You'll get a weekly email with that and once in a while some other things. I'll keep everybody up through that on where I'm at with the books or other projects.

I'm doing some speaking. I've done some development for some nonprofit groups and their leadership teams. I'll do that and I'm available to do those things. I did one for My Cerebral Palsy, a group down in Baltimore as well. I'm doing and enjoying doing that. You can get a hold of me at DonMarkHamilton@Gmail.com. If you approach me on the website, you can put contact and it will be a different email address from my website. Either one of those is fine.

Don, thank you for pouring out your wisdom to us. For our readers out there, please make sure and reach out to Don. He is a tremendous resource and has seen a thing or two as you have heard. He is a very seasoned, connected and grounded leader. That's who we need to surround ourselves with so take advantage of this. Don, thank you for being a part of this and for the joy you are.

You're more than welcome. Thank you, Tracey. I'm honored to get to chat with you.

You are so welcome. For our readers out there, if you liked what you read, please be sure and subscribe. Give us a like. The joy and blessing of a five-star rating would be so appreciated. Wherever you listen to this podcast, we are everywhere across all the different platforms. Leave us a comment. We answer all the different ones that we get from people. We would love to know what you're reading and what thoughts you were inspired by on your leadership journey. To all our tremendous leaders out there, you keep on paying the price of leadership. We are so thankful for you. Be sure and go over to TremendousLeadership.com and sign up for your two free eBooks to get you on your tremendous journey. Keep it up, Tremendous Tribe. We love you. We're thankful for you.

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About Dr. Don Hamilton

Dr. Don Mark Hamilton is the blessed father of four beautiful daughters, soon-to-be three sons-in-law, and seven awesome grandchildren. Don was married to Gail Hamilton for thirty-eight years until her passing in 2018 from Pancreatic Cancer. Don pastored the large and healthy Vibrant Christian Church in Mechanicsburg, Pa for thirty-eight years until his retirement in 2020. Don is now a blogger, author, and public speaker rooted in the charge to Live Inspired! Don's articles and resources can be found on DonMarkHamilton.com. He is presently working on three books to be published in the coming year.