Speaker 1: Hey, everyone, welcome to Hacking Your Leadership, the new series
Speaker 1: around leadership book authors, something that we have begun here
Speaker 1: in twenty twenty five and are super excited to continue
Speaker 1: for the entire year. You know, today we have a
Speaker 1: very special person, not only somebody who I think is
Speaker 1: an amazing content creator an author, but somebody who was
Speaker 1: a part of this partnership with us and The Lion's Guide,
Speaker 1: and that is Flip. Welcome back to the show.
Speaker 2: Flip.
Speaker 1: How you doing.
Speaker 2: Man, It's great to be here again. I'm super excited
Speaker 2: to kind of to kick this off and to be
Speaker 2: I'm humbled to be the first one I think of
Speaker 2: twenty twenty five or one of the first and twenty
Speaker 2: four year veteran really retired in nineteen, had a lot
Speaker 2: of leadership experience in a bunch of different ways when
Speaker 2: I was in and really just wanted to transfer myself
Speaker 2: and Dale Walls. I came on board after he had
Speaker 2: originally founded and we're just Look, the simplified version is
Speaker 2: that we love to bring value driven leadership content, whether
Speaker 2: that's with applications, whether that's with you know, podcasts, whether
Speaker 2: that's with courses. We just we want we want people
Speaker 2: to be able to do more. Right. We know they
Speaker 2: listen to you, but we want to we want to
Speaker 2: help them. How do we do this where we can
Speaker 2: we can help and and and elevate their games in
Speaker 2: in easy ways, right, and and not only that, but
Speaker 2: you know, simplistic ways that that doesn't need to be
Speaker 2: you know, drawn out or or you know, necessarily theories
Speaker 2: are potentially put forward. But that's the Lion's Guid's all about.
Speaker 2: And we're we're excited to be here with it.
Speaker 1: We'll do it one more time. It's all good, it's
Speaker 1: all good, good, just me right, it's just want to
Speaker 1: it's just you, yes, And then right here, I'll do
Speaker 1: the intro for that, just that piece.
Speaker 2: Okay, I'm glad. We're going to be best friends, so
Speaker 2: you know I'm affords it. By the way, I'm a
Speaker 2: forceart friendship. I'll tell you a funny story. I'll tell
Speaker 2: you a funny story after about it. About that, Okay,
Speaker 2: I'm ready, right.
Speaker 1: Cool, all right, flip. So, for those that maybe didn't
Speaker 1: tune into the first episode that we had kind of
Speaker 1: introducing the partnership with Hacking Leadership Allion's Guide, give us
Speaker 1: the maybe thirty second one minute background about you.
Speaker 2: Yeah, so twenty four year veteran originally born and raised
Speaker 2: in Buffalo, New York. Really was was living in three
Speaker 2: different worlds when I was in the Navy. I was
Speaker 2: I was in both the medical, the aviation, and the
Speaker 2: special operations some capacity, and learned all these different leadership styles,
Speaker 2: saw all these different leadership models, and really, you know,
Speaker 2: brought that to Lion's Guide afterwards. And now I'm the
Speaker 2: managing director and we're really just setting off kind of
Speaker 2: where we're going with it.
Speaker 1: I love that, man, I think it's great, and there's
Speaker 1: so much to unpack here and talk about, and I
Speaker 1: really want to jump right into it. So so the
Speaker 1: everyday leader, right, You've referenced a couple of times it
Speaker 1: kind of like leadership is for and about everyone, for
Speaker 1: all different types of things, And I really appreciate how
Speaker 1: you've broken this down in the content. So like, let's
Speaker 1: just start there with kind of the first couple of
Speaker 1: things from an everyday leadership standpoint, you know, the core beliefs, Like,
Speaker 1: talk to me about these core beliefs, why they're so
Speaker 1: important and why you have to start here.
Speaker 2: Yeah, So the two the first two ones that are
Speaker 2: that are in that are our leadership starts within and
Speaker 2: giving what you want to gain. And so really what
Speaker 2: happened was is is about two years after I had retired,
Speaker 2: I figured I needed some type of a quote right
Speaker 2: for myself to go what wasn't And so it really
Speaker 2: that quote ended up, you know, when I got done
Speaker 2: was you know, ended up being honesty, consistency, and transparency
Speaker 2: from the top down builds trust, loyalty and respect from
Speaker 2: the bottom up. So the first but when I just
Speaker 2: when I designed the core, the every day letter quor,
Speaker 2: I had to start from the core, right the where
Speaker 2: it all, where this leader is coming from. And so
Speaker 2: you know, leadership starts from then really looks at who
Speaker 2: you are, because if you don't know who you are,
Speaker 2: there's no way that you can go out and lead
Speaker 2: in any capacity. Like you have to figure it out
Speaker 2: that scared, or you're gonna end up being hollow, right,
Speaker 2: and then give what you want to gain, which is
Speaker 2: that other part of this core belief is what are
Speaker 2: you trying to give to other people? What are you
Speaker 2: trying to not only get out of them, but knowing
Speaker 2: that you got to give that first right, like you
Speaker 2: have to be able to say that, and so the
Speaker 2: quote enables those two together by kind of really bringing
Speaker 2: it together, like, look, just be honest, be consistent, be transparent,
Speaker 2: because you're gonna get that trust, that loyalty and respect
Speaker 2: that you're looking for, and everybody's gonna kind of be there.
Speaker 2: And so the first two in Core Beliefs really did
Speaker 2: the benchmarks really dive deep into kind of figuring out
Speaker 2: who you are and then figuring out what you want
Speaker 2: to get from your leadership experience.
Speaker 1: Yeah, I love that, man, you know, it made me
Speaker 1: think about the kind of the idea I've read this
Speaker 1: somewhere about intellectual honesty and that be the antithesis of
Speaker 1: like fakety and make it. And it's kind of this
Speaker 1: the idea of like are you willing to be honest
Speaker 1: with yourself enough to know what are your strengths, what
Speaker 1: are your opportunities, what are the things that you say
Speaker 1: but you don't do? And then what are the spaces
Speaker 1: that you have to like really take that in to
Speaker 1: be able to go forward. And I think it's such
Speaker 1: an important concept. You know, we do so much on
Speaker 1: the podcast with our with with our one minute hacks
Speaker 1: and like self reflection, take the time write this down,
Speaker 1: think about this, how would you do that, how did
Speaker 1: you do this? And what could you have done? And
Speaker 1: so when I hear you talk about these core beliefs
Speaker 1: and really this being at the foundational element of where
Speaker 1: you go from here, I think they are so important
Speaker 1: and I think that they sometimes we can jump over
Speaker 1: them quickly and we don't spend the time to really
Speaker 1: consider not only how we show up for each other,
Speaker 1: but how we show up for ourselves. And then we
Speaker 1: rarely ever do temperature checks on asking people how am
Speaker 1: I actually showing up for you?
Speaker 2: You know, we don't.
Speaker 1: We like the surface, We like the tell me I'm
Speaker 1: doing a good job. We like the give me some
Speaker 1: feedback to make me feel good. But the real aspect
Speaker 1: of it is like, what's the impact that I'm having
Speaker 1: to somebody's life? And is that is that going to
Speaker 1: drive them?
Speaker 2: You know? Yeah? And to add one little little thing,
Speaker 2: I think it's it happens all the time and leader
Speaker 2: that's leadership that you just get so focused on the
Speaker 2: mission or what you're trying to get done that and
Speaker 2: the monotony and kind of the everyday thing just just
Speaker 2: happens that you don't have time to look back or
Speaker 2: you don't write and so, but knowing from the beginning
Speaker 2: of who you are and how that translates to everybody else,
Speaker 2: and then knowing what you really want to get from
Speaker 2: your people in that same foundational aspect, I just when
Speaker 2: I put it together, I just thought it was such
Speaker 2: an important thing that you had to start with, no
Speaker 2: matter what, because then no matter where you go, it'll
Speaker 2: apply for anything. Right Like this this thing to me,
Speaker 2: I can look at that core belief and say I
Speaker 2: can apply that to my children, right Like, if I'm honest,
Speaker 2: I'm consistent, and I'm transparent with them, right as much
Speaker 2: as you can be as a parent, Right, then I'm
Speaker 2: going to get that trust, that loyalty and the respect
Speaker 2: that we're all trying to write that we're looking for.
Speaker 2: So it is and Lion's Guide real mantra over it
Speaker 2: all is just it's it's it's applied throughout life. It's
Speaker 2: not just applied at work or at your business. So
Speaker 2: great points, Thank you, I love it. I love it.
Speaker 2: Let's move on to core abilities.
Speaker 1: That's kind of the next stop here on on this content.
Speaker 2: Yeah, so I needed so I used a total plan
Speaker 2: word right like, so abilities used over and over again.
Speaker 2: But I broke it down into three points. So abilities
Speaker 2: for your core abilities for yourself, core abilities for your team,
Speaker 2: and then core abilities and I usually put it in
Speaker 2: air quotes, but for your company, and that could be
Speaker 2: whatever size. You don't have to be the business owner.
Speaker 2: You can be the organizational leader kind of for applies.
Speaker 2: But really the abilities like for the abilities for yourself, right, observability, responsibility,
Speaker 2: and accountability, those are all if you think of it
Speaker 2: as a like a target, those are really going to
Speaker 2: be at this center of things that you have to
Speaker 2: work on. Right, I have to work on how I'm
Speaker 2: observable to my people? Am I there all the time?
Speaker 2: Do they see me? I have to you know, I
Speaker 2: have to relate to the responsibility and knowing that I
Speaker 2: have these things to do? And then the accountability Am
Speaker 2: I doing the stuff that I am? And am I
Speaker 2: holding them to the same point? So that was like
Speaker 2: the inner circle kind of portion of the abilities. Now
Speaker 2: when you move to the next string, you end up
Speaker 2: ending with you know, the core abilities for your team.
Speaker 2: So now this is the next step out where you
Speaker 2: look at dependability, where now you're leaning on someone else
Speaker 2: to do something, and that's that's an ability that you
Speaker 2: can work on. You're looking at availability right, Like they
Speaker 2: say in the NFL. In sports, the best ability is
Speaker 2: being availability and the same things here right, are you there?
Speaker 2: Are you present? Are you engaged in what you're doing?
Speaker 2: And then the last one, and I think it's the
Speaker 2: most important in the team, is the relatability factor. You're
Speaker 2: bringing in X amount of people on your team, they
Speaker 2: all think see the beach ball in a different way.
Speaker 2: How do you relate the entire thing to make sure
Speaker 2: that what you're you know that the mission is getting
Speaker 2: done and that you're able to do that. So the
Speaker 2: relatability piece is also it's a lot of the why
Speaker 2: like why are we here? And you're going, oh, I'm
Speaker 2: going to show you that you're important because I'm going
Speaker 2: to relate the you know, the top mission down to
Speaker 2: what we do down here in our department. And so
Speaker 2: the team was really the second ring. And then when
Speaker 2: I got to the company, you know, the air quotes parts,
Speaker 2: that was really the biggest one. And I'll tell you
Speaker 2: that the core abilities for your company were driven a
Speaker 2: lot off COVID because what we saw it COVID was
Speaker 2: people who had no idea what to do, how to pivot,
Speaker 2: how to change, how to adapt, and so adaptability being
Speaker 2: the first one of saying we have to have our department,
Speaker 2: our company, whatever, we got to be able to make
Speaker 2: us small change or adapt to what has just changed.
Speaker 2: And if we can't, and so when you can't or
Speaker 2: when you have something like a like a major thing happened,
Speaker 2: then you get into the weather ability part where you're like,
Speaker 2: all right, we got to weather this storm. How are
Speaker 2: we going to do it? And here's the last piece
Speaker 2: that most people don't do. They don't then go to
Speaker 2: sustainability part to go, okay, everything is now changed. What
Speaker 2: else has to change with it? Is it salaries? Is
Speaker 2: it people? Is it right? They don't sustain what they're
Speaker 2: doing because they were never meant to do it in
Speaker 2: the first place. But right, but the pivot, the event
Speaker 2: changed so much that you can lose that. So when
Speaker 2: you when you when you take all the abilities together,
Speaker 2: you look at them from the context of you know,
Speaker 2: the closest to you to the next closest to the
Speaker 2: outer hole. You really have these abilities that you can
Speaker 2: you can work on and focus on each one and go, okay,
Speaker 2: what do we need to do? So a great example
Speaker 2: the company one, do we have things in place if
Speaker 2: if stuff happens, Like a lot of people don't. They
Speaker 2: just think it's gonna, you know, go that way. And
Speaker 2: so those are the things I really wanted to find
Speaker 2: actionable items that a leader could go I can target
Speaker 2: these things and make sure that I'm doing each one
Speaker 2: of them well. And that's really what the core abilities
Speaker 2: were all about. Yeah, I love that.
Speaker 1: I think as you were talking, I was considering in
Speaker 1: the last four years, I don't think I've ever heard
Speaker 1: the terms, you know, adaptability, flexibility, agility, you know, like
Speaker 1: these are things that really underscored the need for businesses
Speaker 1: and for leaders to be able to move and to
Speaker 1: move in a way that is different. That is now
Speaker 1: the bar of expectation is different from the working force,
Speaker 1: from the people that work for us, from you know,
Speaker 1: the communities around us. Like there's just a lot of
Speaker 1: things that are being you know, required of change. And
Speaker 1: that ability to not just make this change, but to
Speaker 1: sustain the change and then kind of grow from it
Speaker 1: that you call out is phenomenal. We're going to take
Speaker 1: a quick break for some sponsors. After we get back,
Speaker 1: I want to talk about application and specifically, I'm going
Speaker 1: to ask you about spam. So we'll be right back
Speaker 1: after a word from our sponsors. All right, Flip, we're back.
Speaker 1: I want to talk a little bit about the core
Speaker 1: applications here and kind of break this part down of
Speaker 1: the Everyday Leader. But I really want to make sure
Speaker 1: that we pause for a moment here and we talk
Speaker 1: about spam. So start where you want, but we're going
Speaker 1: to take some time to talk about spam.
Speaker 2: Yeah we will, so okay, So if the core beliefs
Speaker 2: were I'll equate this to the body, right, If the
Speaker 2: core beliefs are your heart, and the core abilities are
Speaker 2: cond of your muscles and everything else, the applications. What
Speaker 2: I didn't want to do when I did this was
Speaker 2: I didn't want to just give out theories without giving
Speaker 2: things that people can actually apply and do. Right, So
Speaker 2: think of that as your tool Your applications are really
Speaker 2: your toolbox. And so I always wanted to start with
Speaker 2: building your foundations because one thing that happens all the
Speaker 2: time is that you take uh people get people get
Speaker 2: off their their original north star really easily. I use
Speaker 2: the example all the time of a pizza shop that's
Speaker 2: making the best pizza in a town they get said, man,
Speaker 2: why can't you make kel zones? Why can't you make
Speaker 2: an apostos? And then all of a sudden, they're not
Speaker 2: making the best pizza, but they're making all this other
Speaker 2: stuff and they've really forgotten they're brilliant on their basics.
Speaker 2: And I got it from General Maddison and he had
Speaker 2: kind of really talked about the Marines of you know,
Speaker 2: every marine, no matter what, is a rifleman. And I thought,
Speaker 2: you know, your business people need to know that that.
Speaker 2: They got to figure remember your core, remember what you're
Speaker 2: really there for and why you guys are there, because
Speaker 2: that's that's kind of going to be your north star?
Speaker 2: Are that moved into kind of learning your flexibility? So
Speaker 2: leadership has all these paradoxes, right, like how much time
Speaker 2: do you spend on the floor as a positive as
Speaker 2: you know of the of the manufacturing as opposed to
Speaker 2: not being a micromanager or right, all these different things
Speaker 2: that you have to be super educated as well as
Speaker 2: as well as letting your people kind of being empowered
Speaker 2: to do things on their own. And so that flexibility
Speaker 2: of just being able to bend to what's happening, right,
Speaker 2: like they're never really called out to that effect. And
Speaker 2: another great one in there is we operate in the gray. Right,
Speaker 2: we have all these black and white things, but leaders
Speaker 2: operate in the gray. So being able to be flexible
Speaker 2: and operate in that gray is super important. I'll leave
Speaker 2: this span until the end. I'll just cover the other two,
Speaker 2: so the other ones. The art of simplicity we have
Speaker 2: innately in leadership. We make it probably more difficult than
Speaker 2: it needs to be to some degrees, but at the
Speaker 2: same time we don't take advantage of what other places.
Speaker 2: A great example is NASA. Right, we could all probably
Speaker 2: agree that being an astronaut is a very technical requires
Speaker 2: a lot of intelligence that but you'd be surprised to
Speaker 2: know that every single thing that they do is simplified
Speaker 2: down to a checklist. And I thought to myself, why
Speaker 2: don't we do that? Why don't we simplify leadership down
Speaker 2: to be able to use a checklist of even the
Speaker 2: fact of like, hey, on Fridays, I want to go
Speaker 2: and make sure that I recognize someone for the good
Speaker 2: work they do. But that's not written down anywhere. It's
Speaker 2: a memory item, and I don't want it to be
Speaker 2: Simplification of stuff is yeah, break it down Barney style
Speaker 2: in leadership, not just your job, but your leadership portion
Speaker 2: of it. And then the last one before we get
Speaker 2: to spam, is really about people don't understand their authority,
Speaker 2: nor do they understand about empowering people and allowing those
Speaker 2: people to lead upwards, right, And so it's a lot
Speaker 2: about I use two specific words here that I call out.
Speaker 2: I don't like the word culture, even though I know
Speaker 2: it's true. I know culture means something. I like to
Speaker 2: look at what I call ROW, which are results oriented
Speaker 2: work environments, and those are small pockets. So if you
Speaker 2: can change and you could make a small group within
Speaker 2: your company empowered and that what you'll end up seeing
Speaker 2: is that every group if they're if they're that way,
Speaker 2: then the culture just comes naturally on its own and
Speaker 2: you don't have to push it, right, because nobody wants
Speaker 2: to hear about culture. We don't talk. It's just something
Speaker 2: that does that. So let's get to spam though, because
Speaker 2: it's one of my favorites, and to be honest with you,
Speaker 2: it's one that I never saw anywhere ever, Like I
Speaker 2: don't know that there's a course ouse or that talks it.
Speaker 2: So spam stands for sex, power, alcohol, and money. And
Speaker 2: the simplified way is to say that I have not,
Speaker 2: and I challenge all your listeners and all the viewers
Speaker 2: please flip atlianceguide dot com. Go on and tell me
Speaker 2: if you've found a situation that a leader wasn't taken
Speaker 2: down by either a sex, something to do with sex,
Speaker 2: something to do with power, something to do with alcohol
Speaker 2: or drugs, or something to do with money, because I
Speaker 2: haven't seen it yet, and they all revolve around that,
Speaker 2: and so we dive into each one, and really it's
Speaker 2: not about just calling it out. It's about putting active
Speaker 2: things in place so that you, as a leader, can
Speaker 2: be prevented for that.
Speaker 1: Mm hmm, yeah, I love that. I think that there's
Speaker 1: so much to talk about in there, but I do
Speaker 1: want to hang on to this point because many times
Speaker 1: we talk about the things that can be a danger.
Speaker 1: They can be the place where people get stuck. There's
Speaker 1: plenty every single person I know can tell you about
Speaker 1: somebody who's fallen into this trap. And so that you say, well, then,
Speaker 1: but then how do people still fall in this trap?
Speaker 1: Like if everybody knows these other things, well, it's because
Speaker 1: of what you just said, which is we don't talk
Speaker 1: about it enough. We don't say that this is a thing,
Speaker 1: and then we don't share the fact that there are
Speaker 1: going to be as you rise in your career, as
Speaker 1: you take on more responsibility, then there are going to
Speaker 1: be things that you will have access to. There's going
Speaker 1: to be you know, financial parts of this that maybe
Speaker 1: you weren't used to. And these types of new places
Speaker 1: create the opportunities for one of these four things to
Speaker 1: show itself. And if you're not prepared for it, if
Speaker 1: you're not thinking about it, if you're not aware of it,
Speaker 1: it's really easy to trip and fall into this trap.
Speaker 2: And it does.
Speaker 1: It takes down a lot of people. And again it's
Speaker 1: hard to say it takes down good leaders because when
Speaker 1: they do these things, you no longer think of them
Speaker 1: as a good leader. You're like, oh, they threw all
Speaker 1: of that away. But up until that point, many times
Speaker 1: they are really great leaders. And when they when they
Speaker 1: fall into this trap, people put their head down. They
Speaker 1: go like, oh, man, that's too bad, you know what
Speaker 1: I mean, Like, oh that, you know, it's rare that
Speaker 1: it's like they're extremely bad and toxic. And then they
Speaker 1: do this and we're shocked or we're odd about it.
Speaker 1: It's usually the other way around. So I appreciate you
Speaker 1: talk about this a lot.
Speaker 2: Yeah, And I think two points clearing points right. One
Speaker 2: is that everybody's human. I know we look at leaders
Speaker 2: and we hold them to a higher standard, but the
Speaker 2: truth is is we're human and every person's the same.
Speaker 2: We all put our pants on the same way, and
Speaker 2: we're all susceptible to it no matter what, right, like,
Speaker 2: no matter what it is. And so someone when I
Speaker 2: talk about active right, like, I have those spam can.
Speaker 2: I know you're our audio listeners can here, but I
Speaker 2: have a can of spam that sits behind me in
Speaker 2: the thing that used to sit on my desk. That
Speaker 2: thing is from I think it's twenty fifteen. That can
Speaker 2: is Actually I would never eat it anymore, but people
Speaker 2: always ask what is it for? And I say it,
Speaker 2: and just by saying that, they know that I'm aware
Speaker 2: of those things, I'm still susceptible to them, Like it's
Speaker 2: not that it's not, but but you you kind of go,
Speaker 2: it's out there, right, I put it out there to
Speaker 2: go that and then it's not just that simple thing
Speaker 2: did that? And I think the other point to me
Speaker 2: is is remembering that you're a servant, right, Every leader
Speaker 2: is servant. It's a servant leader. You're doing what you
Speaker 2: can for the people that you have the privilege to lead,
Speaker 2: right And I use the word privilege that the word
Speaker 2: privilege all the time in that because it is it's
Speaker 2: a privilege to be a leader and you have expectations
Speaker 2: around you that people right. And and what happens when
Speaker 2: you falter you nailed it right, like, then they become
Speaker 2: not a good person or they become not a good leader.
Speaker 2: And the truth is America loves a comeback story too,
Speaker 2: So it can happen. The human side kicks in and
Speaker 2: it sometimes is unavoidable. But I think the more you're
Speaker 2: able to put it out there, like, the more the
Speaker 2: more wall you have and protections you have from it, right, Like,
Speaker 2: it has to invade a few levels before it's really
Speaker 2: gonna really going to matter. And that again, people don't
Speaker 2: you said it. People don't talk about that enough because
Speaker 2: nobody wants to. It's the it's the it's the bad stuff.
Speaker 2: We don't we don't want to keep it positive. I
Speaker 2: can keep it positive by telling you that those things
Speaker 2: are the ones that take us down and and just
Speaker 2: knowing it, so it was important. And again real side note,
Speaker 2: I didn't really how receptive people were going to be
Speaker 2: to and I thought it was a little bit silly
Speaker 2: of a thing that I had learned from Amment's work.
Speaker 2: And people just took off and we're like, oh my god,
Speaker 2: this is awesome. And I now know of about probably
Speaker 2: twenty five thirty people with kids a spam on their
Speaker 2: desk at work and great, it's working. That's all I
Speaker 2: care about. But it's awesome. Man.
Speaker 1: We'll tell our listeners to subscribers, like where can they
Speaker 1: find you to get this content, to get more of
Speaker 1: your content? Where should they be looking to be able
Speaker 1: to engage with you?
Speaker 2: Yeah. So, Lionsguide dot com is the website that we
Speaker 2: have too. Right there, you can see a bunch of
Speaker 2: different things, a little bit more about us, a little
Speaker 2: bit about what we're doing, and literally you can actually
Speaker 2: sign up for the academy there as well if you
Speaker 2: wanted to do that. We're on LinkedIn obviously, we're on
Speaker 2: LinkedIn and most of the socials. If you just google
Speaker 2: Lion's Guide, you'll probably find us there and you can
Speaker 2: always look me up and Keith Griffin on LinkedIn too
Speaker 2: as well, and to see that page. So we're we're
Speaker 2: not hard. If you see the purple and you see
Speaker 2: the logo of the face, you know you're at the
Speaker 2: right place.
Speaker 1: That's awesome, man. And if any of you have enjoyed
Speaker 1: this conversation, which I'm sure many of you have, a
Speaker 1: part of the partnership that we have with The Lion's
Speaker 1: Guide is that we're gonna have some additional content. We're
Speaker 1: gonna talk about the pillars and pitfalls of leadership. I
Speaker 1: know we talked a little bit about the spam acronym here,
Speaker 1: but there's more to this and we're gonna have that
Speaker 1: in the Lion's Guide Academy. So if you're looking for
Speaker 1: more content like that, and if you're excited to learn
Speaker 1: more about the application of these theories and these books,
Speaker 1: that's where we're going to have our content live. So again,
Speaker 1: check out linesguide dot com and the academy there. And
Speaker 1: thank you all for listening and checking out the show
Speaker 1: and Flip thanks again for coming on and providing some
Speaker 1: great content and context for our leaders out there listening.
Speaker 2: Awesome. Thank you all.
Speaker 1: Right, y'all have a great day and we'll talk to
Speaker 1: you all next time.