In the realm of leadership, the clarity of communication and strategic decision-making are paramount. Leaders often face the challenge of defining their organization’s risk appetite and ensuring it is well understood across all levels. The significance of this understanding extends beyond those in the decision-making room to every team member involved in executing the strategy. Employing robust decision support tools and mapping processes helps in aligning actions with the organization’s risk tolerance, leading to cohesive and effective decision-making. In this episode, we delve into the techniques and methodologies leaders can use to streamline decision-making processes and foster improved guidance within their organizations. This discussion is not just about making decisions but about making informed, timely, and coherent decisions that propel the entire organization towards its strategic goals.
Meet Bryan
Bryan Whitefield is a distinguished expert in risk-based decision-making and strategic leadership. Through his extensive background in engineering and his work with various organizations, Bryan has developed a deep understanding of decision processes and the tools required for effective leadership. He is also the author of a well-regarded weekly blog where he shares insights on leadership, risk management, and decision-making. Bryan’s approach is grounded in practical applications and research, making him a valuable resource for leaders looking to enhance their decision-making capabilities.
Timestamped Overview
00:05:05 – Discussion on team decision making versus leader decision making
00:07:03 – Bryan explains how everyone makes decisions and the influence of uncertainty
00:08:53 – Exploration of Jeff Bezos and Richard Branson’s decision-making categorization methods
00:12:07 – Discussion on the value of decisions and the importance of micro-decisions
00:13:43 – How to empower team members in decision-making processes
00:15:58 – Mapping decision processes and creating shared mental models
00:19:41 – Overview of decision support tools and practical examples
00:23:46 – Discussion on AI’s role in supporting decision-making processes
00:29:32 – Risk-based decision making and organizational risk appetite
00:33:52 – The importance of team alignment in strategic decisions
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Scott McCarthy
Transcript
The following is an AI generated transcript which should be used for reference purposes only. It has not been verified or edited to reflect what was actually said in the podcast episode.
Scott McCarthy [0:04:31]:
Brian, sir, welcome to the show. So good to have you here today.
Bryan Whitefield [0:04:34]:
Thank you, Scott. My pleasure to be here.
Scott McCarthy [0:04:37]:
So today we’re talking about team decision making, which is interesting because mostly today they’re probably thinking team decision making? Like, isn’t that what I’m for, not the team? The team here here to support me? So I’d love to get your perspective out of the gate on, you know, that kind of dilemma for the leader who’s listening. Like, isn’t decision making my space, not the team space per se?
Bryan Whitefield [0:05:00]:
Yeah. Well, so everyone’s making decisions, and everyone’s influenced by everyone else’s, perspectives, thoughts, decision making. And, yeah, sometimes it’s absolutely an autocratic leader’s decision, and they’re the only one who’s, I was gonna say qualified. They’re the only one that that that is gonna make the decision because it’s theirs. But they’ll be influenced along the way. And where there’s more uncertainty, the more consultative they’ll be of people in the team, people outside the team. And so you’re you can be influenced, and you can be influenced in the right direction. You can be influenced in the wrong direction.
Bryan Whitefield [0:05:41]:
And as I say, the reason I wrote this is because, teams are funny old things. You don’t quite get the outcome you expected all the time.
Scott McCarthy [0:05:51]:
I, recently had a guest on the show who said, organizational culture is basically all the decisions that you don’t see that are being made on a daily basis. Oh, that’s probably one of the best definitions of organizational culture or explanations of organizational culture ever heard. And I think we’re gonna have a very similar, conversation now. You talked a lot about influence in that, you know, opening, state, you know, talk there response there, I should say. Let’s talk about influence then. Like, is from a leader standpoint, we you know, obviously, we do look to get influence, you know, in people’s input and stuff like that. But at the same time, there there’s a dangerous level where we get too much influence, from our teams or outs you know, other stakeholders, what have you. So how might a leader go about, you know, balancing the amount of influence they have in on their decision making on a daily basis?
Bryan Whitefield [0:06:53]:
So I’m a big fan of categorization, and was very pleased to read about, Jeff Bezos, his type 1, type 2 decisions, and Richard Branson’s one way and two way door decisions. And that’s how they help people get past the, procrastination statistical procrastination on decisions and just make a decision. So the idea being type 2 or, for Bezos or or 2 two way door for Branson, You can make the decision, but you can fix things. You can go back from the decision. So, therefore, just make the decision. You know? I’ll back you. Get on with it. But some decisions are so consequential and so one way that they do need to be, you know, assessed, analyzed, thought through more deeply.
Bryan Whitefield [0:07:40]:
Now there’s a problem. Right? So sooner or later, you gotta make a decision. You can’t analyze forever. And so the way I like to categorize those one way door decisions, the the ones you can, you know, analyze more and the ones that you’ve got a probe more. So the analyzed ones, there’s good information. The degree of risk is substantial, but good information. You can do the data and analyze. You can come to a position.
Bryan Whitefield [0:08:07]:
You can make a decision. The ones where it’s a lot less certain, you’ve gotta probe. This is where, you know, systems thinking comes into things. You know, you you gotta probe, see what happens, and learn from it. And and the way I like to say it is make bite sized, decisions on the way to making a bigger decision at the appropriate time. Again, it’s easy to talk about these things. It’s different when you’re the leader having to make the calls and get on with things. So I I don’t envy some people or the decisions they have to make.
Scott McCarthy [0:08:37]:
Yeah. You you’re 100% right there. It definitely is easier for us to talk about here, vice, you know, being at the front lines per se. I’m not sure if, you you probably heard, about my background because you said you listened to a few episodes, but, by the end, I’m a senior Canadian army officer. So I know, decision making all too well, faced with quite a number on a daily basis, especially in my current role as the commanding officer of the country’s largest supply depot. So
Bryan Whitefield [0:09:06]:
Alright.
Scott McCarthy [0:09:07]:
Yeah, it’s, it’s it’s a big beast. That’s for sure. And a beast in a good way, not not a bad way for anybody who’s listening and might be from the depot. But, but anyway, back to back to decision making, and and I liked what you talked about, you know, the bite sized decisions. And and what I what I also like is, like, it’s so situational dependent too. And what I mean by that is when I talk to leaders out there and they go, well, if I make the wrong decision, you know, I make a decision, I find out later it’s the wrong one, you know, we’re gonna go down the wrong home. Like, well, not necessarily. If you make a wrong decision, you don’t know it’s wrong until new information comes forward.
Scott McCarthy [0:09:53]:
And once you got new information, that means you have a new decision to make, whether you keep going forward or you change course. So I’d love to hear your thoughts on that type of, mentality as well as I’d like to start getting into, you know, the group and team aspect of of your book that you talk about.
Bryan Whitefield [0:10:12]:
Great. So what you reminded me of then is the the section of my book where I talk about the value of decisions. And so, obviously, your mind goes straight to the value of that huge decision to take the strategic plans, for example. Yes. It it could be highly valuable. It could be highly costly, but, you know, done well, it’s highly valuable. But in my in my book, I do this diagram, and it’s an exponential curve. And and for those mathematically inclined, people understand area under the curve matters.
Bryan Whitefield [0:10:44]:
And there’s 2 different parts of the curve where the area under the curve can be equal. And so that one big decision area under the curve is actually equal to the tail the area under the tail of the curve where all these other decisions have been made in implementation and execution. They’re just as important, but, collectively, just as important. And so if we’re making that strategic decision, you haven’t cons considered what it’s gonna take to make sure all that decision making is good all the way through, then your strategy, your strategic decision is prone to failure. So that’s that’s the first thing I thought about when you said, when you’re talking about that position where someone had to make a decision, more information, more information. This is the next decision you gotta make right through for as long as it takes to execute.
Scott McCarthy [0:11:34]:
That makes so much sense. I’ve never even thought about it in that light, all the micro decisions leading up to the major macro one, that’s gonna have the major influence. I’ve never even thought about it in that light, which makes absolute sense. And then I assume the curve kinda goes down, but still all those micro continuing decisions carry on.
Bryan Whitefield [0:11:54]:
Yeah. Exactly.
Scott McCarthy [0:11:55]:
So now looking at the, you know, the part past peak per se, how do we enable our team to go about in helping us with all those micro decisions? Because me as a leader, like me as a as a CEO, as what have you, a team lead, manager, whatever title you wanna give, like, it it gets basically paralysis. You can get paralyzed because you’re constantly making every single decision. Like, sorry. My my time is worth, you know, looking at strategic level stuff, not down and tap very nitty gritty tactical level stuff. So how do we empower our team members moving forward?
Bryan Whitefield [0:12:35]:
One of the reasons I I wrote the book and I wrote the book in 2 halves. The first half is about recurring decisions, decisions we make on a regular basis, and the back half is about big bet decisions, strategic decisions. The front half of the book and the and the recurring decisions came about because of some client work I was asked to help with was asked to do. And through that work, it’s a number of years ago now, I found some, research, which I don’t I just took to like a duck to water. And the research showed that, in the absence of a shared mental model of how a team makes decisions, we just infer it and make all these assumptions, and we move on. And they’ve and the the research showed if you stop and share your mental models so everyone has the same view, then performance goes up. So this is all about high performance teams. It’s about faster, better decision making within a good understanding of the team organization’s appetite for risk.
Bryan Whitefield [0:13:43]:
And so, taking that research into these client engagements, I help teams map their decision processes. And and to this day, it never cease to amaze me how if you haven’t mapped those decision processes, how when you first start with team members, they don’t agree. That’s not how we decide. And that’s where you have a really good opportunity to make sure where you can see where the bottlenecks are. You can see where the process is just wrong. You can say, right. We need, for example, a decision support tool here to categorize the decision, and only category 1 or 1 a comes to me. The rest, because they’re lower impact, better information, good guidelines, they’re yours.
Bryan Whitefield [0:14:33]:
And and and they’re yours or another team members or or it might, in fact, determine who needs to be consulted. So there’s there’s all kinds of nuances, but, ultimately, that’s the way you sort it out. So you’re not making all the decisions. A lot of people come to you all the time, and the decision makers are supported. They’ve given good guidelines, good tools to make better decisions faster.
Scott McCarthy [0:14:57]:
That’s interesting. You know, I never thought about pro you know, basically mapping out our decision making process. That’s just never, you know, include never clicked into me, but it makes sense, as you speak about it because then it kinda enables people, aligns everyone to, okay, this is how we go about it, and then it ensures, you know, commonality throughout the entire chain of command per se. What I’d like to hear about is, like, how do we go about mapping that process? You know? How was that what, you know, what’s the steps there to establish that as kinda like a baseline for the teams?
Bryan Whitefield [0:15:38]:
Scott, you broke up then for about 30 seconds. I think the question was, do you wanna just do that again for me?
Scott McCarthy [0:15:44]:
Yeah. So
Bryan Whitefield [0:15:45]:
back now.
Scott McCarthy [0:15:46]:
Yep. No. For sure. So what I’m interested in is, like, how do we go about mapping the decision making process, that you you you you talked about there? That’s kinda what I’m looking for.
Bryan Whitefield [0:15:58]:
Great. So I’m originally a chemical engineer. And if you’ve ever looked over the fence of the great big chemical plant, I’ve been in one, you’d see there’s a lot of there’s a lot of equipment. There’s a lot of pipes, a lot of stuff. Well, some bright chemical engineers somewhere on the line, decided that if we’re gonna build a design and build these plants, we’re gonna need some help. And so they formed a methodology to develop what’s called piping and instrument diagrams. So a reactor has a particular symbol, a pump has a symbol, a a turbine has a symbol, a heat exchanger has a symbol, and you map it out on a page so you can see it. And that way, you can look at big picture.
Bryan Whitefield [0:16:41]:
You can also go in, focus in, 0 in on, particular parts of the process. So that kind of knowledge in my head, it it and being engineering type, it’s quite easy for me to go down that route. So I just choose and in my book, I’ve given it, I’ve I’ve I’ve put it there as a a set of symbols with the makeup about how to go about this thing and how to make sure it’s as good as you can be. And, you know, it really comes down to making sure that you invite the right people, to collaborate on this. So you need to invite some stakeholders sometimes, not just your own team. You need to collaborate, and all and, ultimately, you need to, commit to what the process will be in the future. Because, invariably, if you’ve not met before, you’re but most or more, I think, invariably so far, there’s always changes. There’s always changes to the process, and there’s always introduction of decision support tools.
Bryan Whitefield [0:17:43]:
But that’s the way to start the process, making sure you got them in Lancashire, you got the right people in the room, and, of course, you’re asking the right question. You you don’t you don’t start with, how do we make decisions around here? You might start with, what decisions do we make? Okay. We’ll make decisions like this. Okay. So in logistics, we we procurement. You know? You decide on who wins the procurement. How do we decide on that? Now in in I can imagine that’s probably a bit more documented and thought through, but maybe not visually mapped. Whereas, decisions about, well, how many tenders we run at once or, what time of year we go out might not be so rigidly met or thought through, and there might be some benefit.
Bryan Whitefield [0:18:33]:
I’m I’m just throwing those out there thinking quickly as opposed to, something I I firmly believe would benefit. But that’s, you know, you gotta you gotta decide what decisions you need to map, to get it right and then do them in order of priority.
Scott McCarthy [0:18:51]:
Yeah. So key things I hear from you are making sure you got the right people in the room and asking the right questions. Obviously, you know, what decisions we make is not not, not or how we go about making decisions is not a good question to lead off with for sure, but, which ones and and looking at them and prioritize, you know, what are the most important ones? Perhaps the ones with the most risk so that we know, you know, we we map those out, and everyone has a commonality. Now you hinted at something which folks, spiked my interest, especially as an army guy, and you said decisions, support tools. So I’m used to those in army speak. Yeah. So we have those very much. But I’d love to hear about them from your perspective.
Scott McCarthy [0:19:37]:
And when you say decision support tools, you know, what what do you what are you talking about?
Bryan Whitefield [0:19:43]:
Yeah. So they’re probably they’re similar to the ones that you’ve you you know, and then there’s probably others. So so I’ve done work with defense here and and policing here, and I’m familiar, particularly, with the decision support tools, you know, action on, you know, how to help people think quickly. One just as a couple of examples of of things I’ve done with police here. One was they wanted to improve how they assessed risk for search warrants. And way that they were going about it was a traditional risk assessment. What are the risks? What are the likers? What are the consequences? You know? Fill it all out, and, of course, you just copy and paste, copy and paste, paste, or take too long over it. And what we came up with, taking all the years of of policing experience, from a a large group of stakeholders, we came up with, well, what are the top three things you need to consider, about search warrants, or what are the top 5? What are the top 10? And we ended up, giving them all, ability to score them out of 5, for example, out of 10.
Bryan Whitefield [0:20:58]:
And so all a person doing doing the search for a risk assessment need to do was to to choose a score for each. And at the bottom is a number, and if the number’s higher a certain amount, it requires a certain action. If it’s between this, it requires a different action. If it’s below that, it’s a different, set of actions to execute the search warrant. And so that’s that’s a risk scoring decision support tool. Another one I did for, police was around intelligence. And, you know, you’ve got a lot of intel. You could do a.
Bryan Whitefield [0:21:32]:
You could do b. You could inform the commissioner. You could not. You know? How important is it? And so I just facilitate a conversation with them about what they think about. We built a decision tree, a simple decision tree. If it’s this, they go here. If it’s this, it’s there. If it’s this, it’s there.
Bryan Whitefield [0:21:48]:
If it’s there, this is it. And, yes, we’re going to, you know, all hands on deck and the commission is involved versus, let’s not worry about it today. So there’s a couple of examples, but the other ones are things like multi criteria decision analysis. You you might be familiar with that where you’ve got competing, outcomes or competing priorities, and you gotta weigh them off. And so the best way to do it is to agree the weightings beforehand and, sort of assess them independently rather than, you know, leaning towards one of the outcomes more than the other. And then you can go right through to, things like, full on, data models, you know, particularly in modern day of AI, where you where you, use predictive analytics based on the the reams of data that you’ve got. And that just plugs into the decision process for people where they get the answer or they get the range from the black box, and they move on to the next part of the decision making. And just to in my research for all this, one of the things I came across was that humans, at least now, and maybe less now than 5 years ago, but still still, you know, they’re trouble trusting the black box answer.
Bryan Whitefield [0:23:05]:
Right? Because they’re not sure what’s in it. And I don’t mean generative AI, which is, you know, you gotta check. But the one that’s been built by by analysts and scientists and engineers is you know, they say it’s robust. And so what they recommend is don’t tell Scott McCarthy the answer’s 7. Tell him the answers between 510 and make your decision. And then and then Scott’s going, okay. I can make my decision now. It’s somewhere between here.
Bryan Whitefield [0:23:34]:
I feel comfortable making my decision as opposed being told at 7 you gotta do this. Interesting.
Scott McCarthy [0:23:41]:
Super interesting stuff, associated with the support tools and then the last bit there. I’m used to most of my decision support tools in the past have been basically if this then that type support tool. So, if this occurs, then we’re gonna do this. So effectively pre making decisions to know what to do, ahead of time and in which way we’re going to go. Now you kinda hinted at something which has spiked my interest, and it’s the hot topic today. We can’t get through a conversation without it, and that’s good old AI. I would love to know from you as the expert per se. Obviously, we can’t use AI to make our decisions.
Scott McCarthy [0:24:26]:
I think that would be that would be the way forward, as a leader. But how might we be able to leverage this as a tool to support us in our decision making moving forward?
Bryan Whitefield [0:24:41]:
Yes. So, certainly, my journey, and from what I can understand and many others, it’s a it’s a fantastic stimulator of your thinking, just by asking questions around the decision you gotta gotta make rather than saying, what should I do? You know, I’m I’m facilitating a strategic session with a, a board of a not for profit next week. Most of the time is is checking in on the strategic plan, how things are going, what’s going well, what’s not. But we’ve got 1 hour to consider what the next plan in 2026 might need to deal with. And so it’s very easy to go to AI now. Just say, what are the trends in this industry? Give me 5 narratives. You know? You don’t have to trust any of it, but it just gives you things to put into the conversation with the board so that they can, come to their own views of the things. And, you know, they’ll have a stronger view of the world and a clearer understanding of the world than AI will, at least at the moment, and, and and and take it through to a to for their own decision making.
Bryan Whitefield [0:25:57]:
So it’s it’s it’s terrifically helpful, but it’s also a productivity tool. So where you’ve got decision making where there’s, holdups or bottlenecks or just resourcing issues, you should look to AI to automate things. So some of the examples, so I’m working with a AI specialist as opposed to myself who I consider a, you know, more suitable leadership development, organizational design specialist, but I’ve had to tap into AI expertise. And and the projects that he’s been working on, for example, would be an investment, a a private equity firm. And they go through a particular process when they’re researching a particular opportunity, And that takes 3 days, except the other. Anyway, they they built a process to get it all together, shaped up into a presentation within 5 minutes. Now, obviously, someone’s gotta work with that to get it into a you know, but that 3 days comes down to less than a day because the starting point is so is so strong. So there’s 2 aspects to it, helping you think through things, helping your team think through things, and then, automating for improving the speed of decision making in in certain
Scott McCarthy [0:27:18]:
circumstances. That’s a lot of great suggestions there for sure, especially that one, the, you know, the trends. Yeah. I can do so much research in so such a short amount of time. I think that’s a great use of it. But, again, you know, never never ever using it to replace, hey. What should I do here? It’s probably not the best use of AI. It’s a
Bryan Whitefield [0:27:43]:
good idea.
Scott McCarthy [0:27:45]:
You know you know, what what factors should we look at, when it comes to a particular decision, you know, just to make sure we’re not missing something that’s important that we may have, you know, discounted or not thought about could be another use, I would think, as well.
Bryan Whitefield [0:27:59]:
Yeah. Yeah. You could just ask it. Who are the key stakeholders when it comes to decisions around this? And just thinking about stakeholders, you go, oh. You know? I hadn’t thought about the the government perspective on this or the compliance team or the privacy team’s perspective on this or the, procurement team’s perspective on this.
Scott McCarthy [0:28:19]:
Yeah. Absolutely. AI is a a a powerful tool. I have my own bot per se, which is a leadership chatbot, which is an AI it’s an AI bot, and, you know, my clients get access to it, and and they’re able to ask it all kinds of leadership questions and, you know, enable it enable it to or enable them, I should say, to, be able to get advice, you know, for times when either I’m not available or it’s not a coaching, coaching call time or what have you. Right? And it just enables them. So, again, it’s a tool, not something to, you know, replace, but rather augment is what I I like to say.
Bryan Whitefield [0:29:02]:
Yeah. 100%. Now
Scott McCarthy [0:29:05]:
moving forward, as we move forward with decision making, you hinted at something earlier. I know you’ve done a lot of work on this area, and we haven’t really talked about it much yet, and that is risk. So I love, you know, how do we pair risk with decision making, and how do how do we go about mitigating risk for the leaders out there? Because no doubt, any decision, there’s always a a level of risk associated to it.
Bryan Whitefield [0:29:32]:
Yeah. So risk based decision making is something I’ve thought about for a very long time, and it’s been a thing of mine. But working with risk people, I say to them, just because a team an executive leadership team gets a good risk assessment doesn’t mean you get a good decision because teams are funny old things. So so I’m helping them open their minds to, you know, logic doesn’t help all the time. You know? The logic of the risk assessment doesn’t help all the time. People won’t make a decision based on logic unless they’re emotionally ready to do so. And that’s where this role of influencing comes in to help people get into the right frame of mind to take on the data, the logic, and make a decision around that. And and so that’s one aspect to the well, that’s the role of risk people.
Bryan Whitefield [0:30:30]:
But from a sheer point of view of of decision making, it is risk risk based decision making is just like doing a SWOT analysis, just like doing a pros and cons. It’s just got a couple of different little steps to it. But here’s the most important bit. We want people to be making faster and better decisions within a clear understanding of the organization’s appetite for risk. And that last bit is really easy to say and really hard to do. Only just last night, I was on LinkedIn responding to something that I’d said, and someone was, you know, saying risk appetite statements are stupid and, you know, can’t do this. You gotta do that. You know? To me, it’s about starts with a conversation between executive and board.
Bryan Whitefield [0:31:18]:
They get clear on appetite. What about everyone else outside the room? How are you gonna communicate to that to them? Guess what you can do? Process mapping and decision support tools to offer to to to, you know each time that you look at this decision in this process map, you say, okay. Is this a risky decision? Okay. What support can I give this person in making this decision so that they will make a decision with the in appetite? What what can I give them? And in most circumstances, it’ll be different to the last time. So there’s no it’s it’s so it’s it’s challenging. But I think this is one of the opportunities for organizations, in the coming years is to improve their guidance. So there’s less, why did you make that decision? Or, you know, we’re falling behind here. Why didn’t you take more risk? Well, I didn’t think I was supposed to.
Bryan Whitefield [0:32:07]:
You know? Well, why don’t you come and see me? Well, you haven’t had a performance review in 6 months. You don’t seem to care. You know? We go on forever with the idiosyncrasies of leadership, of course.
Scott McCarthy [0:32:20]:
Oh, absolutely. You know, these topics as a whole, we can keep going on and on and on. But, as we wind up here wrap up here, Brian, I do got a couple last questions for you. 1, is there, you know, a particular topic that we didn’t really hit on that, we should for the listener out there when we talk about decision making, risk, and so on?
Bryan Whitefield [0:32:41]:
So when it comes to strategic decisions, you you’re probably very familiar with scenario planning. Well, one of the things I came across in the lead up to writing the book was a book by, Anthony Roberts and Nicholas Lamp called the 6 Faces of Globalization. And what they did is they they wrote up half a dozen narratives about globalization, like the establishment narrative or the left wing populist narrative. What else was it? The corporate power narrative, the right wing populist narrative. They had a geoeconomic narrative and a global threats and a narrative. And what they did is they didn’t smash them together, and they looked for overlaps where the the the narratives had common views, where they had completely opposing views, which, obviously, one can’t be right, but they both can’t be right, and where the trade offs are either complementary or not. And when I read that and the right the reason they wrote it was to help policy make government policy makers make better policy. But when I read it, I actually heard about it a podcast then got the book.
Bryan Whitefield [0:33:55]:
I went, wow. This is a really cool way to go one step above, simple scenario, but not simple scenario planning. Scenario planning could be quite challenging process. But this is one level above, where we really focus on, like the CFO’s narrative. It’s the customer serve serve chief customer officer’s narrative, the, the people and culture person’s narrative because they all have a different lens and and and and what the advantage is. Because I talk about this in my book about the most successful teams, as you know, aligned to the purpose of the organization, but are absolutely, connected. The the level of connection is immense, and so they’re almost synchronous. And because of that, the the decisions made by the team are compelling for all.
Bryan Whitefield [0:34:49]:
And when a decision for the team is compelling for all, people will get behind it and see it through. And so this process at the executive team for strategic decisions, if you go through this process, yes, it’s harder. Yes. It’s more involved. But by jeez, everyone feels like they are connected through the conversation. They’re compelled to back the decision made, and you know what it’s like. If you’ve got a determined team, you’re way more likely to succeed.
Scott McCarthy [0:35:18]:
Absolutely. Absolutely agree with that last bit. Final thing of the show, how can people find you, follow you, be part of your journey? Shameless plug, my friend. Have at it.
Bryan Whitefield [0:35:27]:
Thank you. Bridemwhitefield.com is the website, and bridemwhitefield on LinkedIn. Please connect, reach out, say hello, and sign up to my weekly blog of about 300 words, which I’m sometimes told is quite humorous.
Scott McCarthy [0:35:41]:
That’s awesome. And for the listeners always, it’s easy. Just go to the show notes of this episode, and the links will be there. Again, thank you for taking time out of your busy schedule. It’s it’s awesome to have you on the show today.
Bryan Whitefield [0:35:52]:
Thanks, Scott. Absolute pleasure to be here, and wish you the very best. And I’m gonna listen to some more of your podcast.