In this episode Jerrod, Ang, Jess and Lemuel break down some critical leadership buzzwords and why they matter to us as leaders.
[00:00:00] As leaders, it's so easy for us to get caught up in task strategies and arch to-dos, but all of those things have no value if we don't know how to take care of the people We oversee, if strategies and tasks cause us to neglect our people. Then no matter the results we're getting, they're worthless. So how do we lead at a high level, get incredible results while still taking care of our people?
[00:00:25] Well, welcome to The Good Leader Podcast. Woo,
[00:00:32] Good morning, good afternoon, or good evening everyone, and welcome to another episode of The Good Leader Podcast, Season three. We're back. Guess who's back? Back again, all of the characters. My name is Jared Murray, your host. We've got Jess Ang Lemuel here today. All those incredible individuals on the other side of the plexiglass, cuz it's been a while folks, this is like riding a bike.
[00:00:54] We're back here. We're back. And we're we're back. How you feel? I'm great. How are you? You know what I'm doing really, [00:01:00] really well. I've been on the road for about three months. That's why we haven't been, uh, podcasting. Uh, we've been on a hiatus. We've been on break, but it's because we're doing things like writing books, launching books, giving keynotes around the world, paradigm shifting.
[00:01:12] Like there's like there's no tomorrow. Wow. Come on, come on. That beautiful edition you hear to the podcast is the one and only Lemuel. Don't call me lem-well, the sound bite. Welcome to the show. Sound bite key. It is good to be here. Lemuel. Tell the, uh, tell the dozens of listeners out there, what's one thing we need to know about you, man?
[00:01:36] Oh, great question. Um, I'm semi decent and basketball, I guess I'll just go with that. That's the one thing, that's the one thing of all the thousands of factoids about you. The thing I am semi decent at basketball. That's the at least own it. At least own it. That's the first thing that talks to my head. I like, I'm like, I'm really good [00:02:00] at basketball, beer.
[00:02:02] Well, I can't really say that because Jerrod kind of whooped us yesterday, so I know I had to go with semi. He does that. Hey, he has a tendency to win anytime he does. Anytime anybody wants to know I'm sneaky good at basketball, I don't mind telling them. But Lemuel, uh, will get to share lots and lots of things about himself over the course of the next several weeks as we discuss the basics of leadership.
[00:02:24] That's right. We're going back to the basics. Over the next 12 episodes or so, we're gonna talk about mission, vision, value, strategy, goals, all those things that are easy to say, more difficult to execute. What do they mean? Why are they important, and what should we do about it as good leaders? But before we get into all that today, we have to tell.
[00:02:40] Um, and uh, it's with great humility, but definite pride that we are officially launching. From eight track to emoji book. It's been a labor of love and it's an organic process. This started as just observations that we made as Paradigm Shift facilitators, working [00:03:00] with individuals and groups across the country.
[00:03:01] We kept hearing things like millennials are entitled. We kept hearing people call Gen Z millennials. That's not even true. Anyone younger than them was a millennial. That's not true. We had to bust through these myths. We had to create keynotes, create workshops, and ultimately launch an entire book to.
[00:03:17] Ladies and gentlemen, if you are working today with Boomers, Gen X, Gen Z, or Millennials, or even the Alphas, the kids these days coming up on the heels of Gen Z, you gotta get this book Jessica Treat. Tell me, where can I get my own yellow copy of? From a track to emoji? How do I own one of these beautiful little records?
[00:03:36] I'm so glad you asked anybody. Is able to purchase from eight track to emoji starting on October 31st on www.jaredmer.co. I think by the time you guys hear this episode, it'll already be out, so please feel free to check out Jared's website and get your copy. I will be shipping them myself. I'm [00:04:00] very excited.
[00:04:01] Excellent, excellent. So you can find us just about everywhere you want to Google it up, but yes. My name is j e double r o d m u double r dot c o. Don't mistake it for a com, Right? Jared mer.co. Check it out O. You know, it took her cheered. It took her about seven minutes to give a snarky remark there.
[00:04:22] Ladies and gentlemen, for those of you counting at home your bingo card, seven minutes, that's when we got a little snark. I just laughed. I just laughed at you. Uh, for the people watching on YouTube, they saw the snarkiness in your eyes. Welcome back on. Good to be Back, right? It's like riding a bike. Good to be back.
[00:04:36] How has your, how has your break been? How has your break been? What have you been up to these days? Did you go on the trip? Did you actually, did you actually go on your, um, make, Oh my gosh. Honeymoon. I mean, the, the people are wanting to know at the beginning of the year, for those of you who are new to the show, we challenged Orange to actually set a goal.
[00:04:56] And do it. And that was to go on vacation with the love of her life. And [00:05:00] now did it happen? That's my goal. The report, It's hilarious. I can't believe it's been this long. Yeah, no, it happened at the end of July. Um, we made it, we, we set the date, we got the childcare, we took the time. It was great. Uh, I got covid the day we landed and had the whole.
[00:05:18] Shine. So wait, I had no idea that you had covid think laughs every time. How did I not know that? Yeah, I did. It's a terrible trip. It was an awful vacation. It was an We built her up all year. We pushed her toward it. We made it happen. And then she was. Sick hype. I did not know that. Yeah, that's terrible.
[00:05:37] And there were like, I, I can't even remember. There were like a hundred other things that happened too, and I was like, what is going on? Like, this is the resort. I'd go 10 times outta 10, I'd go again and, and hopefully not with Covid. So I mean that would be great. But yeah, I had like a hundred, two degree fever on the beach.
[00:05:54] like just trying. That's crazy. Your little heart. So you still went to the right. Yeah, I was [00:06:00] convinced it wasn't Covid or I, I was actually convinced Ry wasn't even sick, but I was talking like, like John, he was like, You literally are disgusting. Like this is so gross. And then I started losing my sense of taste, my sense of smell, like towards the end I was like, Oh, right.
[00:06:14] Yeah. Wow. It just goes to show you sometimes we cannot control the results. We can only control our efforts. So focus on that effort out there. Everyone, good Leader Nation, you've got to set goals and go for it. Orange did it. She had her accountability group in us. We pushed her toward it. It turned out to be such an amazing memory, you know, Uh, comedy.
[00:06:36] Time plus tragedy. Comedy equals time plus tragedy in one of these days, as time passes, you'll look back with fondness and laugh about that wonderful trip that we took where you got Covid. But right now, maybe not so funny. You're actually started chuckle already. You know, you're already living. No, I, I'm laughing more than I did at Staff Retreat when I told you like, Yeah, I had covid all week.
[00:06:55] You were like, I was, I felt awful for you. I did feel awful [00:07:00] for about five seconds. I was like, Oh, that is terrible. And I was gonna say, you got a huge kick up . He laughed like six times. Like Lindsay, can you believe on check? It is pretty funny. I mean, I hate that for E Queen, but man, you really, You're just lucky.
[00:07:14] Yeah. It's like the only vacation we took. Well now whenever someone complains, you can be like, Well, at least you didn't go on vacation. Yeah. And get covid. You know the one vacation you took in the year and got covid. That is the truth. One up, but you gotta take action. And that's exactly what O did. So to set the stage, if you want to achieve something worthwhile, you've got to have the vision.
[00:07:38] The mission, the goals, the strategy, the values, all those words. When we get back from the break, we are gonna talk about all those things, and we're gonna go rapid fire q and a, me with the crew. They're gonna ask questions top of mind. This is unrehearsed, this is unscripted. We're doing it live, and we're gonna see what's the truth.
[00:07:55] Versus fiction in, Does this stuff matter? And why is it relevant to being a [00:08:00] good leader in any organization Right after the break?
[00:08:10] Welcome back everyone, and at the top of my show notes, right. It says values, comma, vision, goals, strategies, comma, et cetera. That's what we're talking about, that jumble. , even in our description shows what the heck is the difference between all these Lem, what you got, brother? Yeah. I will say, you know, all, all of these feel like hot words.
[00:08:34] I've worked at a few companies and they use 'em in different ways. You know, companies will say, Hey, this is our vision, and they'll say, This is our mission. The next company will invert those. So let's, I, I guess I'll ask right away, what's the difference in vision and mission? Great question. A part of me says it doesn't really matter, uh, truthfully, in, in doing this, a part of me says it's more like, um, if it walks like a [00:09:00] duck and quacks like a duck, it is a duck, like no matter what you call it, arose by any other name, would smell just as sweet.
[00:09:05] So a part of me is it, I want to tell people sometimes don't get so caught up in semantics that you're not actually doing good work. If you're doing good work, I don't care what you call it. So there's a part of me that's like when even when we're facilitating, when I'm doing strategy sessions with groups, there's a part that I hold on loosely to this stuff.
[00:09:24] Because if you're doing great in an area, don't let semantics confuse you. What's the difference in vision and mission? Do we need all three? What does it matter? Maybe not, you know? Um, and you know, Lemuel, you talked about being pretty sorta good at basketball earlier. If we go out and play a pickup game of basketball and we're clicking and we're gelling quickly and we all know the game and we're playing basketball, do we need to really pause and go?
[00:09:47] Now wait a minute guys. What's our mission statement for the next 15 minutes? Uh, what's our mission here? Not necessarily, but for the long term where it really matters, I believe is in longevity. [00:10:00] So for my example, when we're going out and playing pickup basketball for the next 15 minutes, cuz that's about all that our wind will allow.
[00:10:09] Great mission, vision, values probably doesn't matter. If we wanna have a productive day, probably doesn't matter. But if we want sustained success over the long haul. The relevance of these increases exponentially. So for example, let's just start with vision, mission, values. That's what at paradigm shift we call the core three.
[00:10:32] Like that's kind of the core. If you wanna think of this as concentric circles or like the nucleus of an organization, the nucleus would be that. Mission, vision, values, what are those things? And then the next level would be words like goals, strategies, um, I, you know, things like that. Projects even like the, those are kind of the tiered systems.
[00:10:53] Okay. The best example that I can think of. Um, well, first off, actually, before I go to the prime example, let me just [00:11:00] read off. I actually researched a couple of these that I think illustrate it really well, and we're gonna do a quick activity. I want you to pick out the ones that you like the best. You can have the same answer or you can have different answers.
[00:11:09] I'm gonna give you a few vision and mission statements from some fairly well known organizations. Amazon, for example, their vision statement is to be earth's most customer centric company where customers can find and discover anything they might want to buy online. Their mission. We strive to offer our customers the lowest possible prices, the best available selection, and the utmost convenience.
[00:11:37] Okay, so think about those two. I know you're making some notes, but just there you can see their vision is broader. So the vision statement almost answers why. Why are we doing this? That should, your vision should answer why? Like our vision statement at Paradigm Shift is really to create positive change.
[00:11:53] We want to create positive change in the long term. That is a little bit, um, idyllic. Create [00:12:00] positive change is actually kind of a more specific version of a more idyllic, like make the world a better place. It's almost like what we think we should do with our lives over the long haul. Create positive change.
[00:12:11] It's also very broad. Your vision statement should be broad enough to change with the ebb and flow of what you're offering. At Paradigm Shift, for example, we started out as offering only student events, educational leadership events. That was it. Well, now we offer student educational events and we offer educator events, professional development, and we offer corporate development.
[00:12:34] And we now offer curriculum and we now write books and offer books. Check out from a track two emoji, Jared Mur Co. We offer a lot of different things because it all falls under the vision. Of creating positive change, our mission statement. Then actually we've ebbed and flowed. We've changed it a couple times.
[00:12:56] At the moment. It's to help unlock every person's leadership potential. [00:13:00] That's our mission. We are trying, in other words, to help unlock every person's leadership potential. I actually think there's a world in which. , you can have one vision statement and honestly, multiple mission statements for different departments.
[00:13:15] I'm actually leaning more and more toward that. Mm-hmm. in leadership circles where it's like, okay, well our vision, we work together to create positive change. How do we do that? Well, our mission over here on the educator side is to help unlock every student's leadership potential. Over on the corporate side is to help unlock every person's.
[00:13:36] Now that's slightly nuanced. It's basically the same thing, but just changing the verbiage a little bit. But you can have, In other words, I believe your mission is, is more specific. It is, um, smaller in scope, but it answers almost the what to your vision statements. Why, why are we doing this? Cause we wanna create positive change.
[00:13:57] What are we doing helping unlock every person's leadership [00:14:00] potential? How are we doing that? That's where you get into the values. Let's listen to one. Patagonia, Patagonia's vision is a love of wild and beautiful places. Demands participation in the fight to save them and to help reverse the steep decline in the overall environmental health of our planet.
[00:14:19] Wow. It's pretty lofty Patagonia, but kind of makes sense, right? Like that's the vision, you know, Environmentalists save the planet. The mission is to build the best product. Remember, this is Patagonia cause no unnecessary harm. Use business to inspire and implement solutions to environmental crisis.
[00:14:39] That's their mission. Now, if we wanna be critical, I would say Patagonia's mission is a little lofty. Like that's kind of bleeds into vision. If I was just listening to those, you know what I'm saying? Like, like somewhere in there I, I mean, do you make clothes? Mm-hmm. Is that part of your actually though? I don't know.
[00:14:56] The inner works is Patagonia, and this is where I love this stuff. And remember, [00:15:00] At the beginning of this, I said, If you're just talking about the next 15 minutes, your vision, your mission, your values, they probably are buzzwordy. But if we're talking about generational, like, well, how do we pass on from this working group to the next working group, maybe the next iteration, 10 years from now, Patagonia, they're not even making clothes.
[00:15:17] You know what I'm saying? Maybe they're not even making clothing. They're not, They're not a clothing company. They're an environmental company who happens to make clothes. That's what their mission statement tells me. That's what, certainly what their vision tells me. In the same way with. That's why when the Covid crisis happened in 2020, our mission really evolved and it helped under, Our vision stayed the same.
[00:15:38] We wanna create positive change, but now we cannot do leadership trainings . So our mission stayed the same, help help unlock every person's leadership potential, but we had to do. Through curriculum. So in other words, we're not actually a service company, we're a leadership development company. At this moment, we offer services and we offer [00:16:00] products.
[00:16:00] Heck, tomorrow we might basically be a media company where we're doing online subscription services and television programming, and all of all media. If it is indeed in helping us to accomplish our mission and our vision. So I'm gonna read one more and then we're gonna go, then we're gonna move on. Uh, I'm gonna read Ted's, Ted is like Ted talks the vision.
[00:16:24] We believe passionately in the power of ideas to change attitudes, lives, and ultimately the world. That's their vision. We believe passionately in the power of ideas to change attitudes, lives, and ultimately the world. Their mission spread ideas. That's it. So those are some examples you've heard my rhetoric about paradigm shift.
[00:16:48] Okay, li me, I'm gonna come to you first. Which one's sticking out or where does that land? You asked the question, does it matter? Those all seem kind of buzzwordy. You've heard 'em in at interchangeably. What sticks out to you in all that? I think [00:17:00] just the difference in those three vision statements, uh, sticks out to me, especially seeing how Amazon.
[00:17:06] Their vision statement. You know, it's, it's pretty descriptive. Patagonia seemed to be a little bit longer and have a little, little bit more breadth. It was at least more wordy. But then Ted, that's just two words that that sticks out to me and, and it makes me think like, should, you know, You know, should, should vision statements be shorter, longer?
[00:17:28] It's a question I have. Great question. I'm gonna come back to that question on what's sticking out to you about mission versus vision, values, all those examples. Um, specifically, so I'm a big fan when it comes to, um, either mission or vision, which everyone you choose, typically one is. Um, but I'm a big fan, especially of the vision that if somebody can't leave a room and remember what it was, it's not a good vision.
[00:17:53] It should be written, it should be said, it should be all of those things. But if I have to train and retrain, say, and re-say, [00:18:00] write and rewrite our statement, because it's. So hard for people to remember. It is not something that plants well and not a filter that they can make decisions off of. If I know our statement like Ted, which I really like in their mission, spread ideas, like I know what we're doing day to day, we're doing different things each day, but I know ultimately the path we're going.
[00:18:18] What success looks like and it looks like spreading ideas. We do that 1000 different ways. So for me, um, and even when I've developed some sort of like mission or vision statements in, in even former jobs, that was what I always landed on. I was like, we have this long creed of who we are, but I want it simplified in three words for someone to remember and ingrained in and of their hearts, this is what we do, who we are.
[00:18:41] Absolutely. I could not agree more. I, I think you have to ask yourself, what's the purpose? Why are we using this? If we're just wanting it to sound good on a website, great. Maybe longer's better. If that's your goal, if you really want to apply it, you have to make it memorable for people. For people, you have to have [00:19:00] a stickability.
[00:19:02] Uh, I can't remember the, um, authors, but there was. A book called Made to Stick several years ago, and this idea of like what sticks with people and yes, brevity matters. So you have to create it. It doesn't necessarily have to be three words. It can be a statement, it can be a syn, it can be several things.
[00:19:19] Mm-hmm. . But do people remember it? Do we know it? Can they say it? That's why we've landed on Create Positive Change because we want people to know, to know it, to actually be able to say, Jess, what's sticking out to you? To all that stuff we've talked about? So, I would say the number one that stuck out the most was, uh, Patagonias just because of two, like a, a pro and a con I suppose.
[00:19:40] So like the vision, the vision was very descriptive and it was really long and kind of piggybacking like off of what an said, like, I don't remember what exactly you said because it was so long, but I do remember the way it made me. Like it was very descriptive in a way that it painted a picture in [00:20:00] my mind of like what that looks like.
[00:20:02] But then their mission, if I didn't know what Patagonia was, I would have no idea like what they do as a company. So their mission kind of didn't really describe to me like what they sell or like anything in that realm, but their vision like really made, like painted a picture in my mind. So,
[00:20:21] Yeah, and we've done this at Paradigm Shift. I'm a big fan of like short, catchy phrases and long descriptive paragraphs. I'm a big fan, like on Patagonias, I would say, and they might already have this. I'm just looking at some, honestly, very fast research. But their vision might actually be something like, Let's save the planet
[00:20:41] You know? That's actually the vision. Mm-hmm. , let's save the planet, and then they have this very beautiful, lofty, emotive paragraph to enlighten us, but it's really, let's save the planet. If they do consider themselves a clothing company, it might be let's save the planet through clothing. That's a pretty catchy vision that sticks and it really says the heart of what we want.
[00:20:59] [00:21:00] Yes, we sell clothes, but that's not what we're. Yeah, I've heard someone describe it like, um, the statement is the handle, but it's gotta be the, the suitcase has stuff in it. So without that long description, whether it be like a, a vision script like Michael Hyatt talks about, you've gotta have mm-hmm.
[00:21:19] content behind a sticky statement. Cuz I've. Been in in places where they have the sticky statement, but their company isn't really aligning with it. They're just using it as something catchy and something to say. Yeah, absolutely. Mm-hmm. . And I would say the difference then is many people mistake a campaign for a vision.
[00:21:37] So those like one liner sticky statements are probably great campaigns. They probably believe it. They mean it. It's not untrue, but it's not the core of who we are. It is a right now catchy campaign that we want to use. So I would say don't lose that kind of stuff, but make sure when you're creating a vision statement, is this something that is going to be generational?
[00:21:59] That's your key [00:22:00] phrase. Your vision statement has to be generational. It doesn't mean that we're never, ever, ever, ever going to change the vision. The vision could change over time, but it probably. You know what I'm saying? I mean, if this is the vision for our. I would actually say that's what creates the longevity, that the vision create.
[00:22:20] Positive change goes beyond Jared Mer, even though I'm our founder, you could take that vision, and anyone on this call or anyone who works with Paradigm Shift can take that and do you believe in this? Great. That's why we do this. That's why working well, what do we do? . Why do we do this? Cause we wanna create positive change.
[00:22:36] Great. Well, what do we do? Well, we unlock people's leadership potential. That's the mission. Well, how do we do that? How do we operate? That's our shift seven. That's our list of core values. That's kind of an operating system. It's almost like a full value contract of the way in which we're gonna operate to get the what?
[00:22:52] Because of the why. Values, mission, vision. I think one. [00:23:00] Um. . One way that I look at it too is, can, can this thing, this phrase we use, um, can it be a. So I would almost say like any vision, mission, or core value that you've made overall for paradigm shift, they are verbs to us, Hey Jess, I need you to pick up chairs.
[00:23:19] I know we're getting into values now, but hey, I need you to pick up chairs. Hey, Lemuel, I need you to create positive change here in this, for this team and this atmosphere. Like I'm constantly kind of seeing and asking myself like, Can we, can we make it a verb? Can we do it? I think by nature, that is part of our culture and it's been done in that way.
[00:23:35] But I've also been in so many cultures. The vision, the mission is so far out there, it's said two times a year. It's not verbalized. It's not created and done and said it's not celebrated. It's not used in performance reviews. I mean, it's not. So a lot of of the litmus tester me is, can I make it a verb?
[00:23:54] And if can, how often do we encourage the team to do so? How often do I do that myself? Because that [00:24:00] puts something that was just in words into action that add. Absolutely. That's really good. So if you've noticed, we've given two traits there. Can this be generational? In other words, is this dependent upon a specific time or a specific person?
[00:24:13] And if it is, then that is not generational. Your vision statement, your mission, your values, they should supersede you. They should go beyond you. And if they don't, it doesn't necessarily mean this wrong, but I would call that a campaign. It's probably short term. Use it for this year. Promotion. Use it for this year's marketing, use it now.
[00:24:30] Use that catchy slogan. Great. And it might be true to who you are in the moment. It might be something you absolutely love and want to use, but it's probably not a vision statement. And the second thing, I love what Anja is saying there. Can it be a verb? Because we talk a lot about purpose is a verb. As humans, like it's, Well, are we doing the mission?
[00:24:50] Are we doing this thing together? Yes, I believe that from who we are at our core, but we are agreeing to a [00:25:00] verb. We are agreeing to a set of verbs as an organization that we are gonna do this together. Well, what are we doing? We are creating positive change, create, We're unlocking leadership potential.
[00:25:10] Great. And then all of our values are based on verbs. Picking up chairs, expecting greatness, moving mountain. Lemuel. You know, I'm thinking from the perspective of a, you know, a mid-level manager, someone who you know, is, doesn't have the opportunity, at least at this point, to create a vision, but our, um, inhabiting an existing vision.
[00:25:32] How do, how do we steward the existing vision? Well, um, yeah. How do we steward it? Well, I think Ang is all. I think it is. What does this look like to me today? This is what we, when we talk about culture, we say culture like baking a cake. You have to have the right ingredients. That's what your core values, your mission statements, your vision, it does.
[00:25:54] Those are the ingredients. This is who we want to be. This is it, right? This is it. We want a culture of these things. , [00:26:00] the way that looks generationally will change. That's mixing it up. If you're gonna create, you can't just say, Oh yeah, we're respect, Well guess what? Respect changes over the years. And not to get political, but the way we communicate with people changes like now.
[00:26:19] I'm old school. I'm old school, I call. I say, Yes ma'am. No ma'am. That used to be the respectful thing to do. Well, now that's not necessarily the respectful thing to do, to say, Yes ma'am, and no ma'am. So I have to change with culture. Like look at this and go, Okay, so what does it look like to respect someone?
[00:26:38] What does, What does? Pick up chairs for? In our verbiage, that's our core value. Pick up chairs. I don't think that that should ever change. Like I would be hard pressed to say there's a world in which we should not believe in servant leadership. That we should not metaphorically and literally pick up chairs.
[00:26:55] But the way Lemuel. That you pick up chairs [00:27:00] as that mid-level manager stewarding it. Well, that's where you've got to continually like onset, talk about these things, celebrate these things. What does it look like? The greatest example that I can go to is the preamble of the Constitution of the United States of America.
[00:27:17] That's the mission and vision. We the people of the United States, in order to form a more perfect union, establish justice, ensure domestic tranquility, provide for the common defense, promote the general welfare, and secure the blessings of liberty to ourselves and to our posterity. Do ordain and establish this constitution for the United States of America.
[00:27:37] That paragraph is the United States. That's who we are. Every state in the union is agreeing to that. Vision and values, That's what we do. Over the last 200 plus years, we've had to interpret that, reinterpret that, try to understand what that means, create new systems. Do we get it right all the time?
[00:27:58] Obviously not, [00:28:00] are we completely away from it? Maybe sometimes. But if we ask ourselves, and this is really, I mean, once again, I'm not trying to get. But if we ask ourselves who are we as a country? That's what we're supposed to be. That's what we've agreed to. That's the full value contract. That's the mission statement.
[00:28:18] The United States is not the 50 states. The United States is not just some symbolism. We as a people have come together and we, the people it I, It's beautiful. It's almost poetic if you get nerdy about it from a leadership perspective, because the founders said, We, the people, Me, I am here. I am a citizen here.
[00:28:38] We the people do ordain and establish these things, this constitution, this agreement for this reason. That's exactly what you should be doing as an organization. That's a company. And that's where we say, what is paradigm shift? It's not a building, it's not a curriculum. It's not this. It is Paradigm Shift is an agreement among people to create positive change, to unlock people's leadership [00:29:00] potential and to do it following these core values.
[00:29:03] That's who we are as an organization. We may grow, we may shrink, we may change locations, We may add a hundred people. We may go down to two people no matter what happens. This is who you are as an organization. So for that reason, that's why your mission, your vision, and your values matter. It's because of longevity.
[00:29:23] Otherwise, your company is either based on a personality or a product. And when either one of those two things fizzle, your company will cease to exist. That's great. You know, I've heard it, um, described that vision could be where you're going or the destination. Mission can be the vehicle you're in, and values can be the compass that you're using no matter where you are.
[00:29:47] I love it Learning. I love the visual. I love the metaphor and the Fuel is The Good Leader podcast that's gonna help fill your tank week after week, get you going, no matter where you're going, [00:30:00] how far you're driving, or how many hours you gotta be on the road. Jump on with us. We're back stronger, better than ever.
[00:30:06] Just tell us one more time, Give me those beautiful alphabetic digits of where people need to go to buy the Eight Track Two Emoji book. Where am I gonna. Visit www.jerrodmurr.co. That's right. Don't confuse me with calm. I want to put Jess to work. Please, please, please, everyone out there, Let's make Jess go to the mailbox.
[00:30:31] She's gonna be sitting around doing nothing if we don't. So check out www.jerrodmurr.co From 8-Track To Emoji. Thanks for listening. You guys are beautiful people and you know, until next time, go out there and be a good leader.