Getting Past a Dysfunctional Workplace | Paul Glover | Episode 231

Scott McCarthy [00:00:02]:

Episode 2 31 of the Peak Performance Leadership podcast. We speak to expert Paul Glover, and he’s gonna tell you how you can get past the dysfunctional workplace and get moving in the right direction. It’s all about dysfunctions today. Are you ready for this? Alright. Let’s do it. Welcome 1. Welcome all to the peak performance leadership podcast, a weekly podcast series dedicated to helping you hit peak performance across the 3 domains of leadership. Those being leading yourself, leading your team, and leading your organization.

Scott McCarthy [00:00:44]:

This podcast couples my 20 years of military experience as a senior Canadian army Sir, with world class guests bringing you the most complete podcast of leadership going. And for more, Feel free to check out our website at movingforwardleadership.com. And with that, let’s get to the show. Yes. Welcome 1. Welcome all to the peak performance leadership podcast. It is your chief leadership officer Scott McCarthy, and thanks for tuning in. And if you’re listening to this real time, yes, I am still in beautiful Newport Rhode Island hanging out with the US Navy folks and having a great time at it.

Scott McCarthy [00:01:29]:

So shout out to my amp class if you’re tuning in, which apparently some of you are. Alright. Today, we are talking about team dysfunction because We all have super performing teams without any issues. Right? I mean, All of our teams are peak performing, and everyone gets along, and everyone is on point a 100% of the time. Right? No. Not at all. And, yes, even my teams have dysfunction from time to time. And that’s what we’re talking about today because guess what? There is no perfect team out there.

Scott McCarthy [00:02:11]:

And you you might go, Scott, but my team is perfect. They are awesome. Well, you know what? From time to time, teams dysfunction. And guess what? It’s totally normal. And guess what again? It’s k. It’s how we get past to this function and get through what’s causing this function and then start moving forward at the task at hand. That, ladies and gentlemen, is what a peak performing team does. So that’s what we’re talking about today.

Scott McCarthy [00:02:47]:

And today, we have Paul Glover on the show, and he is the no BS workplace development coach, for who’s been working for the past 30 years and helping you, the leader, and your organizations to achieve their full potential. Paul has a practical approach, hands on, grounded in realities of the real world, but he’s also work and results oriented. So, you know, just like us here at the Peak Performance Leadership Podcast. We wanna think big picture. We wanna think strategic, but at the same time, A podcast is useless if you can’t walk away from it with some actual items to do right now. So hence why Paul was a great fit for the show. Now during this show, we get into topics such as why a team becomes dysfunctional in the 1st place, how we get through it, what’s holding back leaders from transitioning to a new generation and a new style of leadership, how to enable your teams to become self organizing teams, why psychological safety is important to teams, how to build relationships with all of your team members, and so much more. No doubt, you are going to walk away from this episode with a lot of great things that you can apply right now.

Scott McCarthy [00:04:11]:

And that, ladies and gentlemen, is the goal here at the Peak Performance Leadership Podcast. So with further ado, why don’t you Sit back, relax, and enjoy my conversation with Paul Glover about getting past a dysfunctional Paul, my friend, welcome to the podcast, sir. So good to have you here today.

Paul Glover [00:04:47]:

Thank you so much, Scott. I appreciate the opportunity to talk to you and your audience.

Scott McCarthy [00:04:54]:

So we’re talking today about dysfunctional teams, leadership communication, all things of that nature, Kinda wanna dive straight in and go, you know, what what causes teams to be dysfunctional? 1st No.

Paul Glover [00:05:09]:

I first, it the The primary reason why a team becomes dysfunctional is because the team leader doesn’t allow it to function as a team. The, the Gallup has done engagement surveys now for the last 20 years, But they also do another survey once a year, and that is the engagement level of team leaders. And they are as unengaged as the teams are. So 2 thirds of team leaders are unengaged. 20% of them are actually totally toxic. So only 20% of all team leaders have the capacity to actually be engaged and run a functional team. Leadership is obviously very important for any task. But when you look at a disengaged, uninterested, and maybe toxic leader, The team doesn’t have a choice.

Paul Glover [00:06:13]:

The team will be dysfunctional, and that’s the primary problem with most teams. Google has done extensive research on this, and only 10% of all people who are employed have the capacity to be appropriate leaders, especially now the pandemic has changed the definition of leadership. And it’s a it’s a change that has not been adopted by most team leaders because it’s taken the concept of team leadership And it’s put another layer on it. And that layer is the the need, the requirement that you suddenly become personal with your team members. That goes, absolutely against any training that any team leader had before 2019. You were to be professional. You were not to engage your employees on a personal level, and that’s now over. That’s no longer an acceptable mode of leadership.

Paul Glover [00:07:16]:

The problem is the the people who are in charge, the team leaders, have not changed in 2 years. They are they are still command and control, professional not personal, And they haven’t made the transition. So when we talk start talking about dysfunction teams, it starts at the top. And at that point, if it is a dysfunctional leader, again, my contention is you can’t have a functional team. They will struggle to get by. It’s not that they don’t get tasks done, but the concept of having a team is that it’s supposed to be greater than the sum of its parts. Otherwise, just have individual contributors. And the reality is the potential of a team should definitely be that when you put people together in the Appropriate, equation, they should be able to produce through discretionary effort a greater results than individuals.

Paul Glover [00:08:14]:

By the way, when I look at it, I go we we talk about teams as if that’s what they are. They are they are teams or groups. There are groups of individuals that are not necessarily working together. And and, clearly, this is a leadership issue, so you start there. Does it have to change? Well, I would suggest that first, leadership has to change. It has to come to the realization That the requirements to be a leader of a team has got to be completely different than it was a couple of years ago. And then those people who are in those positions They’ve got to go through the transition, and they are kicking and screaming about not doing that. The the work from home Process, from my perspective, is as effective when it comes to production and results, if not more so than working in the office.

Paul Glover [00:09:06]:

However, the problem with that is team leaders and leaders in general hate not being able to see people work because the level of trust is not there. So if I can’t see you, I can’t trust that you’re working. Now that’s absolute BS Because what we should be after here is results. If you’re getting the results from the people who are on this team, whether it be virtual or in the office, What’s your problem except for the fact that you can’t control them? So if we wanna look at dysfunction, It absolutely starts at the top. And what we’re seeing now, I believe, because the dearth of qualified team leaders is leading companies to look at self directed teams, autonomous teams, teams that that come together to do a project, and there is no designated leader. Whoever has the subject matter expertise For that particular part of the project becomes the lead for that part of the of the project. This is this is what I believe the future of teams looks like because, again, I can’t I can’t connect the dysfunction of leadership to a team and say That’s the way it should be. You know, and and let me just throw out a couple of more.

Paul Glover [00:10:27]:

I’m a research geek on this stuff. 50% of all employees are now working up to their capacity. 50%. So when you look at this, you go, that’s a That is a leadership issue. It’s not they don’t have the potential. It’s not that they don’t have the training. It’s not even that they don’t have the desire. They have no one that leads them so that they could look at what their potential is and do what’s necessary to reach that potential.

Paul Glover [00:10:55]:

The reality is that requires discretionary effort. People who are poor leaders don’t get that Because you have to earn it. You don’t pay for it. You can’t buy it. So if you want that level of productivity that is a high performance team, It requires discretionary effort. It requires the people on that team want to work to their potential, and they only do that when they respect The person who

Scott McCarthy [00:11:27]:

leads. Bob, those are Some interesting and very scary statistics in there, especially, you know, the number 20% are effective. Absolutely.

Paul Glover [00:11:40]:

It’s exactly.

Scott McCarthy [00:11:42]:

That that that but at the same time, I’m not sharp. Woah. Woah. Woah. It’s a right? Because the you know, my whole tagline is lead, don’t boss, and guess, you know, the reason why I’ve come up That, I think you can put 2 and 2 together pretty

Paul Glover [00:11:58]:

quick. Right?

Scott McCarthy [00:11:59]:

I’ve had a good history of of of bosses, vice leaders that I’ve

Paul Glover [00:12:05]:

Well, but but also and by the way, I I obviously it sounds like I’m attacking team leaders. I’m not. I’m attacking the organization That decides to promote someone because they need a body. And they don’t train them, they don’t develop them, and they throw them in the deep end And hope they can swim. And what they

Scott McCarthy [00:12:23]:

Sink or swim, butts.

Paul Glover [00:12:24]:

Go ahead.

Scott McCarthy [00:12:26]:

Yeah. Here we go. Go have at it. Right?

Paul Glover [00:12:28]:

And that’s not the way. You’ve got the leadership is so sophisticated anymore. Look what you want team leaders to do. This is not the assembly line, and that’s our problem. We still have our mind in the assembly line mode, Well, you didn’t have to worry about anybody except showing up and standing there and doing piece work. That’s not what we do anymore as leaders. Right? We’ve got knowledge employees, and knowledge employees are smart. And you’ve got to be able to interact with them on a completely different level, and that’s not happening.

Paul Glover [00:13:04]:

And it has nothing to do with the with the team leaders. It It has to do with the organizations that refuse to accept that it’s leadership has changed. Therefore, you have to put the effort into developing leaders. They will develop the

Scott McCarthy [00:13:20]:

team. Yeah. You you said something interesting there, and that is, You know, the the the workers are so smart. And I’ve been saying for quite some time now that, the role of leadership used to be having all the answers, And that’s no longer the case. The role of the leaders actually have all the right questions that How do I ask, and you have the smart people That provides you with the answers, and what you do as a leader is make the best decision possible based off the information you have present

Paul Glover [00:13:48]:

One of the traits Of of the the post pandemic leader is to be perpetually curious. They have got to be curious about the employees and about every situation because my contention is We should know by now that trouble’s coming. We just don’t know from what what point, what position. So let’s let’s be but and you know how we prepare for that? We are perpetually curious because the person who knows where the trouble’s coming from is one of the team members. And they know because they’ve they are there on the frontline dealing with the customer, dealing with the vendor, dealing with production manufacture, whatever it may be. They’re the ones that are the direct liaison. They can sense when something’s going wrong, but they don’t have the psychological safety, the permission to Tell the truth, so they don’t say anything. They don’t believe it’s their job.

Paul Glover [00:14:46]:

So they’ll let something go sideways when they knew that That that it was going there and feel no regret whatsoever.

Scott McCarthy [00:14:56]:

Oh, you hit a good chord with me now. You talk about psychological safety. I had a former guest on the show quite some time ago. Yeah. He’s probably No. He’s not probably. He is the most quoted guest of the show known as a gentleman named Tim Clark, and Tim Clark wrote the book, the 4 stages of psychological safety. And those What you’re referring to is, contributor safety.

Scott McCarthy [00:15:19]:

According to Tim, the ability to, you know, pass information up with with having it Accepted advice, being thrown back at them as in, you know, if they didn’t have contributor safety, the play would pass information up. And then the the leader you know, quote, unquote leadership would go, what do you know? And slam it back in

Paul Glover [00:15:38]:

the face. By the way, that happens once and everybody says, Your last time I do that.

Scott McCarthy [00:15:44]:

Yep. Okay. Thanks. Yeah. And and Yep. Absolutely.

Paul Glover [00:15:47]:

You have here is bystanders. The team members become bystanders. They watch. And and and that’s what they do. It’s kinda like watching an accident in slow and I tell people, If you’re standing on the side of the road and you see 2 cars coming together, you know there’s going to be a crash, all you do is watch. And and why? Why? What can I do to stop the crash? Nobody’s listening to me. I can’t run out in the middle of the road. They’ll just run me over.

Paul Glover [00:16:13]:

So the reality is exactly that. We have taught The team not to have a mind, not not to have an opinion, not to have any initiative. By the way, we keep asking for that. Well, we really don’t want it because we don’t set the groundwork so it can occur. So so leadership has learned all the words, the verbiage, The jargon, but they don’t they don’t believe it. And and therefore, nothing changes. So but but what, you know, what has changed? Obviously, everybody’s well aware the pandemic has caused what we’re calling the great reshuffle, the great resignation, the great whatever. But that’s that’s the employee saying, I’m as mad as hell, and I’m not gonna take it anymore here because of leadership.

Paul Glover [00:17:00]:

That’s why they leave. I know everybody’s everybody fixates on dollars, but that’s not why employees leave. Obviously, they want the money, but the primary reason they leave is that it’s either a toxic environment or leadership is so bad that they can’t tolerated anymore. They would prefer to risk going to a new job. The fact they get some additional money is great, but that’s not the primary reason. I I mean, the statistics are just too clear on this. The research is too clear. So guess what? If you’re losing employees, you deserve to.

Paul Glover [00:17:39]:

Yeah. Absolutely. If if you’ve if you’ve got attrition, you earned it. By by the way, I used to be a a union organizer. And one of the things I would tell employers is you get the union you deserve. And guess what? This is this is employees saying I’m as mad as tell I’m not gonna take it anymore, and they go someplace else. Now, by the way, they may regret it, might may not be any better, but they’re so full of crap about how their current company tweets them, that they’re willing to take the risk. You know, it’s tough for somebody to quit a job and go someplace else.

Paul Glover [00:18:13]:

It’s a brand new, Scary experience, but they’re more than willing to do that because they don’t they’re not gonna take it anymore, and I’m happy to see that.

Scott McCarthy [00:18:26]:

No. You’re you’re you’re totally right. You know, employees Don’t leave jobs. They leave

Paul Glover [00:18:31]:

bad bosses. Absolutely. And by the way, we forget that. We keep forgetting because employers are transactional, And employees are not willing to work for someone who’s transactional. That’s the dollar. Right? I will pay you to do your job. You never get discretionary effort. You never get potential.

Paul Glover [00:18:50]:

All you get’s 40 hours. You get what you pay for, then they leave. So that but but what we’ve seen because of the pandemic in particular, it was it was moving in that direction, is that employees do not want transaction. They want And if they can’t have a relationship, then they don’t wanna work for you.

Scott McCarthy [00:19:13]:

So on that note then, you know, we’ve talked about how to not have dysfunctional teams you identified. First off, be be a, you know, engaged leader. Second thing is, you know, allow the team some some some, you know, autonomy and, you know, unable to organize themselves, psychological safety, obviously important. Now the relationship aspect of it. So what’s your advice to leaders out there? How how should they go about building relationships with their teams? Because as you’ve clearly pointed out, You know, in the past, it’s be professional. You know? Show up the work, interact with business only, leave work, don’t interact. But, we’re in a we’re in a day and age now that you can’t get away from your employees if you’re an employer. Like, there’s all the social media.

Scott McCarthy [00:20:03]:

Everyone knows everything but everyone. Like so what’s the best way for the leaders out there to build those relationships with their with their teams To hit that peak

Paul Glover [00:20:14]:

Well, and and and first, excellent question and such a simple answer. First, your your team is made up of human beings. Right? I mean, we we sometimes believe that they’re they’re only a production asset. That’s not what they are. Whenever I talk to someone who’s a a, an Excel sheet guy, spreadsheet, My first thing in the coaching program is to say, just remember, every number on that sheet has a face behind it. And if you don’t know what makes that face satisfying, you won’t get your number Because that’s the connection that people understand. So when we start thinking about this, I I’ve I’ve broken it down to what I call the 3 a’s. The 3 a’s of relationship building for your for a high performance team.

Paul Glover [00:21:04]:

And the first one is attraction, And that has nothing to do with physical physical beauty. Attraction is positivity. Attraction is authenticity. Attraction is vulnerability. We know all the words. Right? That’s what people are drawn to at work or, guess what, in life. You wanna be around someone who has positive energy, who has who has a vision, who has a story to tell, Because stories are where you make the human connection. So attraction is our 1st a.

Paul Glover [00:21:39]:

The 2nd a is attention. Everybody wants to be paid attention to, whether it’s at work or whether it’s in your social life. So guess what? Pay attention to them. Don’t ignore them. Don’t pretend they don’t exist. Be there and be present. Be engaged in what they’re engaged in in the workplace. And the third one is appreciation.

Paul Glover [00:22:04]:

Say thank you. Acknowledge the effort, the contribution, the results. Three a’s. That’s it. That is that is being Human with another human because we all need exactly those 3 things. And if we give those as a leader, we will get back A commitment. And the commitment will be to go on the journey, whatever that journey is described as, That is important to the team leader. That’s it.

Paul Glover [00:22:35]:

I mean, I wish I could tell you it’s more we have a tendency to complicate the crap out of everything we put our hands on Because I don’t know why subject matter experts really wanna complicate things, so it looks like they’re the only ones with the answer. This is the simplest way to do this. If you do it, you will get engagement. And if you get engagement, you get results. You get outcome. But you also get a commitment from the employees To participate in the journey.

Scott McCarthy [00:23:05]:

Yeah. You’re so right. Like, it is simple. It It really is. And you’re right. People do have a tendency to overcomplicate things. I was, being interviewed on a podcast once and, Everyone looks at leadership in general as a complex topic. And when I talked about how I view leadership, in in my 3 domains and explained how I came up with that and And what how I believe what leadership is, you what we do, and then who we lead.

Scott McCarthy [00:23:33]:

And he was like, wow. You simplified that really well. And it’s like, it it’s not it doesn’t have to be complicated. We we make it seem to be complicated, but the reality is Core of leading people is is fairly simple at its core. When we make it complicated, that’s when things go hairy. And I really like what you talk about in building relationships, and I talk about simple things that we can do to do that, like actual things. And it’s like, hey. When you show up to work in the morning In in the traditional office work sense, obviously, don’t spend, you know, don’t go behind your desk immediately and start checking email.

Scott McCarthy [00:24:11]:

Take your cup of coffee and walk around and talk with your team. Talk to your team members. And, oh, by the way, don’t talk shop with them. Talk about their evening, what they did, Learn, you know, their daughter’s dance recital or whatever. You know, the game. I don’t care as long as it’s not shot. And they’re like, why? I’m just like, because that’s how you build the relationship with the individuals out there. That’s how they learn about you.

Scott McCarthy [00:24:36]:

You learn about them, And all of a sudden trust gets built. You know, it’s not around it’s not around the Excel spreadsheet. It’s around a cup of coffee and what happened on that.

Paul Glover [00:24:47]:

And you’re you’re spot on because the end results of that relationship It’s the productivity and the profit. It happens. If that’s what you’re worrying about first, you’ll never get what you want Because the relationship will not be there to create it. Now I understand you can threaten people and beat people, but you know what? Now they’re leaving. So guess what? That’s not working anymore. So you better understand that this is how you get what you want. Give them that relationship that they want. In fact, you should want it.

Paul Glover [00:25:19]:

Why wouldn’t you? And you’re absolutely right. When you walk in the door of the office or the plant, or the facility, how about you actually look like you’re happy to be there instead of that perpetual frown that leaders love, that stony face? Because what you told people with that look is don’t don’t approach me. I am unapproachable. You’d said it earlier. I have all the answers. I am omnipotent. If there’s a problem, I will solve it. Therefore, don’t think.

Paul Glover [00:25:50]:

I don’t want anybody here thinking. If there’s a problem, it gets to my desk, I’ll take care of it. You know what? The the issue with that is even though Human relationships, I think, have gotten a lot easier and have always been. The problems have gotten a lot more complicated, And we can’t solve them on our own. We need the team, and we need that expertise. Therefore, the relationship They enter into that with us common goal, common purpose, a mission, meaning, whatever. We could keep putting labels on it And we work this together, that’s success. Sorry, Scott.

Paul Glover [00:26:37]:

I’ve you’re you’re

Scott McCarthy [00:26:39]:

Yeah. No. There we go. I I I somehow made a fatal error in podcasting and was talking with the Mike Budin. That’s gonna be a first. We’re gonna leave this in for fun. Why? Because we keep it real here. And what I was saying was, I agree with a lot what you had to say there, especially part about the, I believe you’re showing with a stone cold face look.

Scott McCarthy [00:27:02]:

Right? And and and what does that actually Achiever. Achieves nothing, and it actually gives you the inverse of what you want. It makes you not approachable. And let’s tie this back to things you’ve talked about earlier. And as if you’re unapproachable, you can’t achieve, psychological safety. Therefore, people are not gonna bring on problems or potential problems, And that means you’re not going to get the results that you want and that you’re

Paul Glover [00:27:27]:

What what you what you will get is hit in the side of the face by the black swan event That someone else saw coming but didn’t tell you. So let me tell you. That’s what you get. Also, as we talk about this new leadership because I do think That post pandemic, there is a new leadership formula. One part of that is humor. I truly believe that it is incumbent upon team leaders to makes make people smile. As a part of my coaching, Every every hour that I spend with a person in my program, one part of my goal is to make them smile, laugh. If say something ridiculous.

Paul Glover [00:28:07]:

I don’t care what you dance uptight down. Wear a funny hat. Do something that makes people want to smile. Curiously, that is a relationship builder on its own. One of the things that I I require and and have gone back to it since the pandemic As everyone in my coaching program is required to take an improvisation class because that’s when leaders learn how to give. That’s what improv is all about. And and because most leaders are takers, it is a struggle for them, but if they stay with it, they will learn the the elements of giving. And to me, that’s a part of the gig.

Paul Glover [00:28:49]:

You gotta be able to give, not just take. And a part of that is doing silly things, whatever that may be, having a party, telling a joke about yourself, not about somebody else, is all about, creating a human connection. By the way, another thing is talk about your failures. I I know you’ve got them. Stop pretending like you’ve never failed. You know, I love Winston Churchill’s quote. Success is stumbling from failure to failure without a loss of enthusiasm, and that’s what most leaders do. We struggle.

Paul Glover [00:29:25]:

We we we struggle for success. We fail. We continue on the journey. And and if you share that with people when we start talking about psychological, safety, if you tell people about your failures, You make it okay for them to tell you about theirs. That’s when we start sharing relevant information.

Scott McCarthy [00:29:52]:

Yeah. There’s so much good in there. I’m not a huge quote guy, but I I do appreciate that one for Winston Churchill for sure. I think the big I think the big thing regarding Failure is is that whole egocentric thing, right, where leaders, need to be seen as having it all together all the time and knowing everything and Blah blah blah. And all this crap, well, guess what? Population this day and age, they’re highly educated, very intelligent, smart. They sniff BS out with, you know, with seconds. So we need to get away from that. In fact, I I I like your your, you know, further point to that it’s psychological safety enables, you know, if I get talking to my failures, which I do regularly, then it enables my team to And then your your early point about humor, well, that’s a great time to add humor in.

Scott McCarthy [00:30:47]:

Right? Like, Yeah. And and nothing better than self deprecating humor as a leader. You’re like, oh, I was such an idiot. Like, what the heck was I thinking if I could go back? And this is what I use all the time. If I go back in time, I’d strangle myself like Homer on Bart Simpson. You know?

Paul Glover [00:31:03]:

Yeah. That’s a good one. Thank you. But you’re. Right. Don’t make jokes about anybody else. You make jokes about yourself. Self deprecating humor is absolutely acceptable and, Clearly, something that people are surprised when they get it, but they’re also happy when they get it.

Paul Glover [00:31:20]:

Like I said, it makes a human connection when you admit that you failed. The hardest people for me to coach are successful people. And I have to remind them that that that you got here by failing. Every failure is a seed for that success Well, you don’t stop. Right? You keep on and you make it happen. But the reality is you’ve got to understand and be self aware About your failures because that’s what makes you a human being. Human beings are not perfect. We have flaws.

Paul Glover [00:31:51]:

Share them a little bit. Right? Now, babe, by the way, I I’m again, personal, not intimate because there do have to be some guardrails. Right? I’m not gonna be your friend, but I am going to be somebody that has a connection with you, maybe just a work connection. And we’re going to we’re going to have that connection because it benefits Both of us

Scott McCarthy [00:32:14]:

to have it. Oh, makes absolute sense. Paul, sir, this has been a a very interesting topic, very interesting conversation about dysfunctional teams and dysfunctional leadership in general, and one I I definitely enjoyed. Before we wrap up here, we got a couple of last questions for you. And first being a question asked all that gets here at the podcast. And as court of you, Paul Glover, what makes a great

Paul Glover [00:32:40]:

leader? What makes a great leader? Well, I can give you what the characteristics are, but let’s start off with you have to care. If you don’t care, you can’t lead because no one will trust you if you don’t care. 2nd one

Scott McCarthy [00:32:57]:

Start the query.

Paul Glover [00:32:58]:

Give you the second one. You also have to be a great storyteller Because storytelling is a human connection that goes back to the time when we climbed out of the the trees and the savannahs In Africa, it is a skill set that is required. People want to hear the story.

Scott McCarthy [00:33:24]:

And follow-up question with Joe. Where can people find you, follow you, be part of your journey, sir? It’s all big right

Paul Glover [00:33:29]:

now. It’s paul@paulglovercoaching.com, or they can connect with me on LinkedIn at paulglovercoaching.

Scott McCarthy [00:33:41]:

Too easy. And for you to list here, it’s easy as always. Just go to lead dope boss forward slash 231-231. The links are in the show. Paul, sir, thanks again for taking time, air your schedule, and come talk

Paul Glover [00:33:54]:

to us today. Scott, thank you so much for the opportunity, and I hope that, the audience found it to be relevant.

Scott McCarthy [00:34:02]:

And that’s a wrap for this episode, ladies and gentlemen. Thank you for listening. Thank you for supporting the peak performance leadership podcast. But you know what you could do to truly support the podcast? And no. That’s not leaving a rating and review. It’s simply helping a friend, and that is helping a friend by sharing this episode with them if you think this would resonate with them and Help them elevate their performance level, whether that’s within themselves, their teams, or their organization. So do that. Help me, help a friend win win all around, and, hey, you look like a great friend at the same time.

Scott McCarthy [00:34:40]:

So Just hit that little share button on your app, and then feel free to fire this episode to anyone that you feel would benefit from it. Finally, there’s always more. There’s always more lessons around being the highest performing leader that you can possibly be, whether that’s for yourself, your team, or your organization. So why don’t you subscribe? Subscribe to the show via moving forward leadership.comforward/subscribe. Until next time, Don’t boss. And thanks for coming out. Take care now.