Episode Transcript
[00:00:00] Speaker A: Welcome to the Living System. I'm Chris Meredith and today we're exploring how leadership strategy and organizational health work together to build sustainable success.
You're watching NOW Media Television.
Welcome to the Living System. I'm your host Chris Meredith. On this program we explore how leadership, culture and structure alignment work together to create resilient high performing businesses. A healthy enterprise must protect its foundational architecture, ensuring its active corporate assets can withstand market turbulence and transition smoothly to the next generation.
Too many executives focus entirely on short term gains, completely neglecting the structural protection required to leave a lasting mark. Today we analyze how to align corporate metrics with long term legacy planning. Attorney joining me today who is an absolute authority. Got a little tongue twisted there on structural asset preservation and generational strategy. Chris Nudo is a highly respected attorney, corporate consultant and and the visionary host of Now Media TV's yous Life and Legacy. Chris, welcome to the Living System.
[00:01:24] Speaker B: Chris, thank you for having me. It's a pleasure.
[00:01:28] Speaker A: It's great for you to be here, Chris. I'm really looking forward to this show. And before we unpack the blueprint for financial alignment and ensure your leadership team stays ahead of market shifts, download the Now Media TV app on Roku or iOS. It's free free and you can stream on our corporate professional programming live or on demand. You can catch the full podcast if you're on the go like most of us are at www.nowmedia.tv.
so Chris, in your extensive legal strategic work with business owners, what is the primary structural error that prevents customers companies from surviving a leadership transition?
[00:02:17] Speaker B: Well Chris, what a great question to lead us off with. And I would say that it, it's too much about the leader themselves and less about the people that they're leading. You know, I'm a very faith based person and I believe that Jesus was our greatest leader and he was a servant leader in his leadership. And when, when you're in a corporate environment where leadership is changing and it doesn't go well, you can usually point to the fact that too much emphasis was being put on the one leader versus the people themselves.
People like to lead and like to be led by people who genuinely care about their needs, their desires and the not just the corporate growth, but more about the growth of the person who they are and their cog in the ultimate corporate wheel. So that transition usually only goes well when leaders are more focused on who they're leading versus the leader themselves.
[00:03:37] Speaker A: You know Chris, I couldn't agree more. In fact you mentioned faith based in Jesus. And you know, while I've had a lot of great mentors in my life and my grandfather and I could go through the list of mentors that has certainly contributed to where my leadership is today.
I will say very clearly that the one example that is far above any other example is the fact that Jesus didn't stand over on a mountain and say, come to me. He actually came to where we were at and still does to this day to lead us to where we need to go. And there's no greater example of servant leadership than that of Jesus Christ. So thank you for saying that, Chris. I appreciate that and I appreciate you acknowledging and stating that you're faith based. So what, what led you as a faith based leader to where you're at today and how do you actually apply those principles in your leadership with these companies and helping these leaders transition into servant type leadership?
[00:04:45] Speaker B: You know, I look at leadership, like you said very clearly, Chris, as just being a servant, a servant to others. And for you to serve someone, you don't bring your agenda to the table, you bring their agenda to light.
And you know, I always like to say that being faith based doesn't mean that I'm hitting you over the head with a Bible. I'm not preaching, I'm not being a preacher to you.
What I'm doing is I'm humbly submitting myself to the concerns that you have. I'm helping to direct the conversation in such a way that one can see their own blind spots. Or maybe we ignore the blind spots, but work just on the areas that could, they're very good at and can have a greater impact.
And so when we look at the individual and we know the mission and what we're trying to accomplish, taking the strengths of a person and really emphasizing those, if we have to make some adjustments to the blind spots, but we don't want to focus on people's weaknesses. What we want to do is surround a person with other leaders who have leadership skills that complement somebody else's weakness. That way everybody's focused on just their strengths.
In that way I can come around each person, develop each person in the niche that they need to be, and therefore make the whole organization grow.
[00:06:30] Speaker A: Gosh, I couldn't agree more, Chris. That individual development of individuals and leaders in particular, and you made a comment about the individual talents and skills that people have. In fact, I'm a big believer that really everyone has an internal resource with an external purpose.
And when you're talking about leadership in particular, one of the greatest freedoms that I've experienced in My leadership journey is the fact that I don't know everything and I'm not great at everything, but I know how to surround myself with people who are, and I know how to contribute to people's lives from my perspective as well, so that they can be fulfilled in their missions too. So I appreciate you saying that because there's nothing greater than individual and personal development and people coming together to contribute, and leaders in particular, in this case, to contribute to each other from a growth perspective for the ultimate outcome. So that is awesome. Chris. So if you're looking at a company, what do you see as the immediate macro level risk to an executive who fails to integrate a protective asset protection strategy within their corporate governance model?
[00:07:55] Speaker B: So so many executives, the first thing we want to know is we want to learn about that executive.
You know, is it a, is it a mom? Is it a single mom?
You know, we don't want to assume it's just a male figure.
And if, if it is a male figure, what, what are their, what is their home life look like?
You know, we shouldn't have to differentiate between males and females, but we do know that they're typically in society. Their responsibility structure outside of the business can be very different.
Moms play a certain role, dads play a certain role.
And why do I bring that up? Because it seems not to answer your question, but it goes to the core root of your question, which is when people aren't executing, it typically has nothing to do with whether or not they're capable.
It has to do with the factors in their life that are influencing the decisions that they're making. And if the decisions they're making are inconsistent or not accurate, or they're missing the mark on what they're supposed to be doing. We can usually look back to some root elements, and those root elements could be bad leadership at the corporate level, where we will uncover the fact that the leader they're responding to is not providing adequate communication or clarity or, or not giving them the proper bandwidth to exercise the type of person they are, but will also have to recognize the person externally to the organization. Because when you come into work every day, you're bringing you and you brings your life and how it's impacted by your spirituality, your kids, your spouse, your family structure, potentially your parents. All of these things will then impact the decisions you make, how you think and how you interact with leadership.
So the first thing to do when we see an executive not performing is really to take a step back and evaluate all of that at the personal level.
[00:10:18] Speaker A: Chris I couldn't agree with you more. And I can't wait to unpack this in just the next segment. And I also want to talk a little bit about what led you to see things as you see them as well. But I want to continue the conversation and we will continue the conversation with Chris in just a few minutes. Your business assets should serve you long term vision, not trap you in a cycle of constant operational strain. True organizational health requires absolute structural clarity.
So do not move an inch. When we return from this brief break, Chris and I will break down how to mitigate internal corporate risk through clear communication systems. We'll be right back.
We'll be right back with more insight into leadership, organizational alignment and building systems designed to last.
So stay with us. You won't want to miss this. And we're back. I'm Chris Meredith, and this is the Living System on NOW Media Television.
Let's continue the conversation.
Welcome back to the Living System.
Stay connected to this show and every NOW MEDIA TV favorite live or on demand, anytime you like.
Download the free Now Media TV app on Roku or iOS and unlock nonstop bilingual programming in both English and Spanish. If you're on the move like most of us are, catch the podcast version at www.nowmediatv. from business and news to lifestyle culture and beyond, Now Media TV is streaming around the clock. Ready whenever you are.
I am Chris Meredith and I'm here with wealth strategist and attorney Chris Nudo, analyzing how executives can maximize their organizational potential through structured, proactive planning. To safeguard what you build, an enterprise must move beyond basic legal language and basic legal understanding into clear, open communication lines. Corporate vulnerability rarely stems from market conditions alone.
It frequently arises from hidden internal misalignments, unaddressed risk, and a lack of transparency.
When you intentionally design your asset structures to reflect your true core values, you create a robust shield against market vitality. So, Chris, let's look at how an ambitious professional practically begins the process of auditing their current corporate setup to eliminate financial blind spots before a crisis.
So let's talk a little bit about how that works and a little bit about how you yourself help them see that specific area in their corporate life.
[00:13:23] Speaker B: So you've really unpacked a big topic here, Chris, and you know, we'll just take little pieces of it as we go. You talked about financial blind spots. This is a very sensitive area for me in that, you know, my own personal experience coming up through the world.
I never had a good relationship between debt and being debt free.
While I understood implicitly that debt Free was a better route to go. I saw many organizations think that debt or lines of credit were just part of normal operating procedure. And don't get me wrong, when well managed, debt can be a very valuable tool, you know, to a mind for cash flow. But debt can also be a crutch where when cash flow isn't there, they say, oh well, I can just borrow to keep the company going.
And this is a blind spot that I see a lot of small business, small to medium businesses fall trap of banks and other money lenders. They make their living by making money very easily accessible. And so I would say that before a business decides that debt is the route they need to take, they need to take a very long term approach.
And look at, you know, how is this debt going to be properly serviced or if all the pieces don't come into alignment, is that debt going to ultimately bring the company down?
Now the strategies we would employ to take care of all this must start not just with a financial analysis, but a bigger picture analysis of, of the general health of the company from a sales standpoint, from a inventory standpoint, from a financial and management standpoint. Very big in depth analysis to get us to that decision.
[00:15:44] Speaker A: Yeah, I couldn't agree more, Chris.
And it's a big decision.
I have a company in particular that I'm working with today and throughout of course the last couple of years as well, and very active company, very aggressive leader, very much a visionary, and yet at the same time getting to a place where his vision could be distorted a little bit and could be hindered a little bit and even bottlenecked because of the amount of debt that actually is coming in. So one of the things that I'm helping that leader specifically do is how to reorganize, how to focus, how to strengthen the base today, how to generate more revenue so that it's a lot freer to move forward in actually developing the company. So Chris, I've got a personal question for you. And it goes back to what we were talking about a little bit earlier. People's past, people's things that they bring into a company.
But obviously from a leadership perspective, what made Chris Nudo who Chris Nudo is today, because I think that's so important in your leadership journey and also in your coaching with your companies that you're working with to understand just a little bit about who Chris is and what made Chris see things as he sees things today.
[00:17:21] Speaker B: You know, a real pivotal, pivotal moment in my life happened during law school.
Prior to law school, I was your Perfect C student, right? You know, I would border a little off to the other side of C and a little onto the B side. But I, I focused really down that satisfactory matrix and that's not a great place to be. I didn't encourage my children to ride down that part of the road, but that's who I was. And then I went to law school. And in law school I was challenged with the concept that either you excelled or you are shown the door. There is no riding down the middle of the road in law school. And so I had a choice. Did I get thrown down the front door steps of the school or was I going to excel and really make something of myself? And that's when I discovered myself. That's when I discovered that I was much more than the previous 22 years had displayed and that really redefined who I was.
Fast forward a couple years after law school and I was introduced to the gospel and introduced to Christ.
Now up to this point I had decided that Chris Nudo was responsible for his success.
And I had employed all of my own self preservation skills possible and to make that happen. But once I understood the gospel and I understood that my life was run by Christ and not really controlled by myself, should I choose to give my life to Christ, then, then once that epiphany occurred, I had the best of all. I had the savior of the world controlling my destiny and my legacy and who I was going to be. And I had the self confidence within myself to drive forward.
And the combination of those two really started to be the pivotal point where I changed into more of the leader of who I am today.
[00:19:47] Speaker A: Well, that's a great story, Chris. Nothing can shape us more than, and you said it. When the eternal creator of the universe lives inside of you and you're willing to trust him and follow that leadership, it certainly leads you in the right direction. So what led you in law? Did you start out wanting to be a wealth attorney, a trust attorney?
What was your passion that led you into the specific field that you're in today?
[00:20:21] Speaker B: You know, I wish I could give you some awe inspiring story that was like this incredible moment, but it wasn't. It was 2008 and it was the crash of the real estate market. And I found myself as a commercial and residential real estate attorney faced with the fact that I had no business and I was cleaning off my desk and I had to think about, gosh, where am I going to get clients? And I was even my corporations didn't. The corporations that I counseled didn't even want my services because, not because of me, but because cash flow was so terrible back in those days when our economy was constricting so greatly. And so I found myself in a place where estate planning, helping families define their legacy, to put a plan together with wills and trusts and other appropriate documents really was important to help families transition from one generation to the other. And, and so during 2008-2011, I really defined myself in the estate planning field.
And that's when I recognized the great joy I had in helping people write their legacy story, helping people define themselves. So when they died, the memories they left behind were great and wonderful and went on for generations.
[00:22:01] Speaker A: That is awesome, Chris. It's a great story.
I love the field that you're in.
In particularly, I work with some estate attorneys and some on a little bit larger scale from a seminar perspective and doing some various things with them. And so your field actually is very intriguing to me. And so the last personal question I'll ask before our next segment and we get into a little bit more of the organization and communication and behaviors and things like that, is from a leadership perspective, what led you personally to really want to help companies? I know you're a servant leader, but what led you into that field to help companies see themselves where they're at and to shape them?
[00:22:53] Speaker B: Well, it was, you know, for sake of repeating myself, it really is helping others.
And to the degree that people bring me problems, I suffer from the fix it kind of personality. And so what I try to do is I try to apply what God has given me in the fix it mentality, couple it with a tremendous amount of empathy, so that I come off with a great amount of truth and grace combined. And those two things are what I really apply into leadership with others.
[00:23:32] Speaker A: Thanks, Chris. I appreciate it. And we're going to pick up with Chris in just a few minutes, so stay right where you're at because when we return, we'll address how to lead complex corporate turnarounds and expansions.
We'll be right back with more insight into leadership, organizational alignment, and building systems designed to last.
So stay with us. You won't want to miss this. And we're back. I'm Chris Meredith, and this is the Living System on NOW Media Television.
Let's continue the conversation.
You're watching the Living System. I'm Chris Meredith, and today I'm joined by financial strategy authority Chris Nudo. Throughout my years advising enterprises, I've observed that the highest risk of asset erosion occurs during operational transition or transformation. As I like to call it. Whether you're adjusting service delivery pipelines, integrating automated tools, or executing a corporate restructuring, pivots demand absolute precise execution.
If a leader fails to communicate the timeline and physical benchmarks of a shift with complete clarity, the organization will default to operational delays. Navigating a corporate transition requires a masterful balance of strategic speed and structural trust.
So, Chris, I'm going to pose a question to you and I want you to think about it for just a moment and we'll come right back to it. But how do seasoned executives actually build operational resilience so their teams navigate structural change without experiencing a drop in performance?
So as you think about that, I'll say to the audience that keep your business strategies robust and fully adaptable to today's changing market demands. Download the free Now Media TV mobile app or on iOS or Android, and access premier bilingual content anywhere at any time. So Chris, I've given you a few seconds to think about that, so I'm coming back to you, sir.
[00:25:55] Speaker B: Well, I think so much of a proper corporate execution comes down to culture and understanding your people.
You know, if it's up to one person, and it's a one person entity, you have one person in which to respond to. But we're not talking about that. We're talking about organizations with many people. We're talking about organizations with multiple tiered leadership.
And in those instances, to execute with excellence means that the each layer needs to be communicating effectively. And to communicate effectively, one must know the people that you're leading. I know that much of what I say might sound secular or you know, like I'm going around in the same circle, but, but when it comes down to an organization, we know, Chris, that organizations are not made up of just machines, they're made up of the people who run those machines. Means and if the culture within those organizations is managed properly, well understood, appreciated and communicated with effectively, then the execution of the plan will go off as planned.
There's nothing worse than top leadership has having a plan, expecting others to execute it, but not communicating the big picture to everybody involved. To just think that a cog is just a cog and it's just part of the wheel and it doesn't need to understand where the wheel is going is operational failure. And so getting everybody together on the same page and developing that culture properly will create the executional excellence that we're trying to achieve.
[00:28:07] Speaker A: I could not agree more. And Chris, I, I like you bringing it constantly back to the people and to the leadership of the people.
As a systems thinker I'm absolutely of the belief that it should never bottleneck with a leader themselves. And leaders should never get to the point where they think by giving a good speech, they've actually communicated.
You know, years ago I was speaking to a group of executives. It's been 15 years ago.
And so in that speech I'd had one slide, one PowerPoint, and it was a leader looking one way and it was followers looking another way. And the leader asked the question to the follower, can you see what I see? And the follower said, I see exactly what you see.
And so my challenge to the leaders was is that how do you really know that communication is actually being established throughout that process and throughout the communication process. So I'm going to turn that question to you, Chris, because a lot of financial growth plans, even though the plans are there, they stall, there's misalignment, there's mismanagement, and ultimately I think it goes to, in the beginning at least, miscommunication, but not just the beginning, communication throughout the process within the organization itself. So how do you help leaders understand how to bring that clarity?
[00:29:46] Speaker B: So I want to take a step back and take it. Take a first, a faith based analogy to bring clarity to your question.
And you know, in the Christian faith it is said that you will know them by their fruit. And when they talk about them, they're talking about followers of Christ, Christ people who have embraced Jesus as their savior. And, and the fruit that you know, is being talked about is, you know, are they loving, are they caring, are they joyful, are they quick to forgive? You know, these are what the fruits that emanate from a follower of Jesus Christ.
Now apply that to your question in the corporate setting and you know, using your example of a leader looking one way and the followers leading the other way, or you know, not necessarily followers, but the people that they're supposed to be leading looking another way.
The problem here is that they're not known.
The people who the leader supposed to be leading, it does not know the people he's leading because if he did, they'd be looking the other way. And so anytime that they're a leader thinks that they're properly communicating, the test of that should be where is the fruit? Where is the message that I delivered? Where is, is it showing up?
You know, if it's a cheerleader kind of speech, great is the encouragement and culture and the way the people are acting, did they respond? That would be the fruit. If it's an execution kind of meeting where people have things they need to accomplish, you know, boxes that need to be checked.
If we're not seeing that happen, then clearly we're not seeing the fruit. And so a leader needs to have those key matrix in place, and when they're in the meeting, make sure that the communication style is effective so that the person they're leading is buying in the things then will be accomplished and we will know them by their fruit.
[00:32:19] Speaker A: I could not agree more. In fact, I think one of the issues in leadership today, in fact, I'll give you a really good example. So I was coaching a leader not long ago, and this leader had sent me an email the night before and basically said, I've got this specific problem I'm dealing with, and it's this specific person that I think is the problem.
So the next day, when I was meeting with this specific leader, I asked the leader this question. I said, is it really a people problem or is it a system problem? And he said, what do you mean? I said, well, I want to go a step further and say, is it a leadership problem within the system? Because as leaders, we're part of the system. Whether we know it or not or whether we act on it or not, we are still a part of that system, and we're creating a culture and we're creating an atmosphere. And so I asked him that question, and he said, well, how do you know the difference? And so we started looking down through things like communication and clarity, and we started looking at an understanding of the individual. Do we really know that they're clear on their role and what their authority is, or is there some confusion there?
But I ask him, how well do you really know this specific person?
Because ultimately, at the end of the day, it goes back to something that you said in an earlier segment, and that is that people have things in their life, we all do, and we all bring those things into our workforce. And then if we mix that with a lack of leadership clarity and that leader not understanding that individual and how to communicate to that individual, then I can guarantee you we're not going to see the fruit that you're talking about and the results of it. So sometimes it's a leadership issue and how we're leading the specific system throughout that process. So I am all about going to where somebody's at. In fact, Chris, I design my own assessments when I'm looking at car coaching an individual or a leader, and a part of that is getting to know them before I ever write that assessment so that I can actually know how to put that together to get the information I need.
Well, Chris, I'm going to ask a final question before we have to go to break again and we've got just a couple of minutes. So how should a leadership team actually determine which heritage financial process must be preserved and, and which would be completely eliminated to facilitate future scaling? And if you'll start on that, we can pick up on that when we come back.
[00:35:15] Speaker B: Absolutely. So, you know, when we are talking about scaling, we need to look at things like the bottleneck like you mentioned. We need to look at where systems work versus where people are working.
And so when I look at scaling, I want to look at a well organized system where people are responsible for their portion of that system.
And whether it's one person or 100 people, that that system is, well, that responsibility is well defined within the system.
When we do that now, we've created an environment that will be scalable and won't just lock up as soon as growth is experienced.
[00:36:09] Speaker A: Well, thank you, Chris. We'll pick up on that shortly, but stay tuned. Our final segment is coming up and we're going to be talking about building a self sustaining business model. So stay right where you're at. We'll see you soon.
We'll be right back with more insight into leadership, organizational alignment and building systems designed to last. So stay with us. You won't want to miss this. And we're back. I'm Chris Meredith and this is the Living System on NOW Media Television.
Let's continue the conversation.
Welcome back to the Living System. Stay connected to this show and every NOW Media TV favorite, live or on demand, anytime you like. Download the free Now Media TV app on Roku or iOS and unlock nonstop bilingual programming in English and Spanish. If you're on the move like most of us are, catch the podcast version at www.nowmediatv.
from business and news to lifestyle, culture and beyond, now Media TV is streaming around the clock. Ready whenever you are.
Welcome back to the final segment of the Living System. I am Chris Meredith, sitting down with wealth strategist Chris Nudo. Today we've mapped out a comprehensive guide for modern enterprise optimization.
We've analyzed the true cost of transactional planning, broken down to how to mitigate risk through transparent communication, and detailed the exact methods for leading major organizational pivots with absolute trust.
Now we turn our attention to the ultimate objective.
Building an enduring corporate engine that predictably generates values over the next decade.
To secure a true legacy, your revenue models, asset allocations and long term goals must function as a single coordinated machine. Chris, we've been talking about that. We've been talking about leadership, we've been talking about communication, we've been talking about all the components coming together.
So, Chris, I just want to come back to where we left off when we had to go to break and pick up from there. And I'd really like for you to expand just a little bit more on that specific subject.
[00:38:42] Speaker B: You know, organizational legacy really is the vision manifested into reality. And I know I'm talking so in such esoteric concepts, but, you know, take any organization, for instance, my law firm.
I first had to have a vision of the excellence that I wanted it to produce. And then I needed to define the roles of the people who were going to execute each element within my organization to produce that excellence.
But then I had to make it work in such a way that it wasn't about Christopher Nudo as the leader. It was about the whole organization as it leads. And, you know, quite frankly, that's why I named my firm Integrity Law, because I wanted the concept of integrity to permeate through every person within the organization so that whether you're responsible for filing the probate or taking the intakes for the estate planning, or whether you're doing my bookkeeping and making sure that, you know, client money is properly accounted for and the bills are getting paid adequately, each of those are nothing more than cogs in the general integrity law wheel. And. But every one of them are just as important. You know, if you've ever ridden a bicycle and a spoke has broken, what happens? The wheel starts to wobble. And a wobbly wheel is. Let's use that. Analogous to our corporations, many of our corporations are not running smoothly round they got a wobbly wheel. And so being able to step back and look at the vision, find each, define each possible cog in the system, and then make that a responsible, scalable system. There's where your living system really comes from, Christopher.
It is valuing the people in the roles that they're taking, getting the right people in the right roles, and then what happens? The wheel will turn smoothly.
[00:41:18] Speaker A: I agree. When people feel important, because they are, by the way.
And I'm of the belief that even what may be considered the weakest link back to your spoke example is quite often the major link that's keeping everything connected. So I totally agree with you also believe that if you're valuing those people, you're giving them the psychological safety, you're allowing them to have to give you feedback, you're allowing them to communicate truthfully and clearly, then they're going to give you not only their best, but they're going to continue to grow because as leaders, we're helping them expand their capacity as well. And they're going to give you the long term success that you actually.
So I totally agree with you. Well, Chris, I found that over time, human nature actually causes us sometimes to slip back into what I call our comfort zones.
In fact, Chris, and I'm going to lay this out and I want you to respond to it. I'm definitely of the belief that the there are three major phases when it comes to people becoming and not just doing, but becoming. I believe there's first the teaching, which includes educational phase.
You're obviously a well educated man and you'll understand this. And I quite often say this when I'm speaking to teachers, when I'm speaking to students in college, wherever it may be. I quite often say there's a difference in getting a degree and getting an education.
Because when you get an education, you're actually getting an understanding, you're getting wisdom, you're getting knowledge, you're getting a common insight, you're getting all those things. But then you have to come out of that college or graduating with that degree. And then you have to go into life. And when you go into life, then you have to start the integration phase and applying it. And for companies and individuals within companies, sometimes during that integration phase, because we've not yet become, we're still in the process of doing while we're doing, sometimes those tensions rise and sometimes the passion begins to settle a little bit and sometimes the communication gets a little bit unclear. Even when change has been introduced and during that particular phase, it's so easy to go back into your comfort zone. I believe in if you continue to do and practice over time and internalize the things you're learning, you'll actually become those things.
But before you get to that stage, it's so easy to slip back into the old ways of doing things, the inefficient habits, especially after a transformation has already taken place. I like to say to leaders all the time, you need to break up your fallow ground.
We need to restir the passion and break up those crusty things. So I'm gonna lay that out for you, Chris. And how do you help leaders see those things? And first of all, do you agree with what I said? And secondly, how do you help leaders see those things and protect themselves from slipping back into the old ways?
[00:44:51] Speaker B: Well, you know what? It's gonna come back to people, right? And so we can develop ruts. I had somebody in my life once say that first of all, a ball never rolls uphill and a car on a flat plane without a start isn't going to go anywhere. So you know, the point is, is you constantly have to be in a some form of goal orientated motion. Whether it would be education, whether it would be striving for another goal, whether, you know, it, it all. You always have to be fundamentally in motion.
So you take a leader and if they have developed a rut and they're not moving the way they should, we need to start by discovering where's their passion. What you might find is they're a very passionate person, but it's on the pickleball court or it might be at their church.
And why is it that they're not getting that same passion in the corporate environment?
Well, because nobody has invested in their growth, has invested in what's important to them. They might be in a job that, you know, what they might have grown to, they might have aspired to, but is not the role that really fits who they are. I love it when you know, they take salespeople and all of a sudden they make them managers and then the manager fails. Why?
Because they're salespeople. They need to be out, they need to be with, you know, the public or other entities.
You don't make them a manager to make people who like to manage people managers. And you know, people say, well, I'm just climbing the corporate ladder. Well yeah, but you might climb the corporate ladder, right, to a level that doesn't suit who you are. And so, you know, we need to always, it always has to come back to the people, Chris, and analyzing why it is they're doing what they're doing and is it because of where they're at and how they're being led and communicated with. I know this sounds like we just keep stirring the same stuff up, but at the end of the day, these are the important elements that will take a corporation to the next level.
[00:47:26] Speaker A: I could not agree more. And I don't think, Chris, you can say it enough. I believe repetition is a key to learning. And I believe we need to constantly be reminded that it is about the people and it is about as leaders, we are guardians of human development and we have that responsibility on us. And if we're not executing at that level, we're going to have a weak organization. And that's going to lead me, Chris, to a last question. And in this question I want to really take a look at the next decade. I really want to look at what an owner can actually do or a leader can actually do.
And you've really answered a lot of this already.
But I really want your insight into what can they do to make sure they're thriving independently even of their founders, and how they can create a specific company that goes into the next decade profitable and actually not stagnant and actually flowing even without the specific leadership. And I'll end my question with this statement. I asked a leader the other day, I said, if you took a six month sabbatical, what would your organization look like when you come back? And so I want to turn that over to you, Chris. And before we get off the air, please tell people how they can reach out to you if they want to.
[00:49:00] Speaker B: Absolutely. So, you know, I had a vision for my law firm and I built my law firm based on that vision by being blessed with great leaders that lead, that I get to lead.
And the the concept that you brought up, Chris, of what happens if you were gone for six months, what would happen to your organization is such a key leadership question because that will tell you whether or not you have properly empowered the people that you're leading or if you've made them reliant upon you.
Your goal as a leader is to give away the power to give it to others, help them define. And so I would tell you that helping give away the power of the leaders to their people, they lead will ultimately be the way that business succeeds going forward.
[00:50:15] Speaker A: I agree, Chris. This has just been an exceptionally clear masterclass and I love it. With your expertise and your knowledge, if people want to reach out to you, Chris, how can they get a hold of you?
[00:50:29] Speaker B: You know, the easiest way is just go to our website, integritylaw.com N T E G R I T Y law.com there's many ways to get ahold of us from there.
[00:50:46] Speaker A: Chris, this has just been awesome. Thanks for being on the show today. And I'm sure the audience has gotten really a lot out of it. I sure have. So thanks for sharing your knowledge on the program today. And we thank you for watching the Living System.
Thank you for watching the Living System.
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