Ever wondered how to keep your team strong during challenging times? Come join Leonce Crump and I as we dive deep into the essence of leadership and the power of building an unshakeable team. Drawing from his new book, The Resilience Factor, Leonce shares his personal journey on various teams and the unique strength that emanates when talented individuals converge with a unified vision.
We take a hard look at the role of prayer, clarity of vision, and strategic planning in forging an aligned and cohesive team. Not shying away from the hard truth, we also explore the necessity of evaluating individual strengths, designing productive meetings, and setting up meaningful accountability structures. Despite the inherent challenges and potential messiness, we both resonate with the sentiment that this style of leadership is indeed worth the effort.
Our conversation also orbits around cultivating a resilient team and assessing your current team's strengths and weaknesses. Leonce emphasizes the importance of a clear mission and vision in constructing a robust team and the vital role of investment in your team's growth, irrespective of their performance level. Tune in for this insightful conversation on leadership and team building.
We need your help to get the Lead Culture podcasts in front of more leaders! There are three simple things you can do that truly help us:
Ever wondered how to keep your team strong during challenging times? Come join Leonce Crump and I as we dive deep into the essence of leadership and the power of building an unshakeable team. Drawing from his new book, The Resilience Factor, Leonce shares his personal journey on various teams and the unique strength that emanates when talented individuals converge with a unified vision.
We take a hard look at the role of prayer, clarity of vision, and strategic planning in forging an aligned and cohesive team. Not shying away from the hard truth, we also explore the necessity of evaluating individual strengths, designing productive meetings, and setting up meaningful accountability structures. Despite the inherent challenges and potential messiness, we both resonate with the sentiment that this style of leadership is indeed worth the effort.
Our conversation also orbits around cultivating a resilient team and assessing your current team's strengths and weaknesses. Leonce emphasizes the importance of a clear mission and vision in constructing a robust team and the vital role of investment in your team's growth, irrespective of their performance level. Tune in for this insightful conversation on leadership and team building.
We need your help to get the Lead Culture podcasts in front of more leaders! There are three simple things you can do that truly help us:
The Art of Leadership Network.
Speaker 2:Hey leaders, welcome to the Lead Culture Podcast, part of the Art of Leadership Network. I'm your host, Jenni Catron. Each week, I'll be your guide as we explore powerful insights and practical strategies to equip you with the tools you need to lead with clarity and confidence and build a thriving team. My mission is to be your trusted coach, empowering you to master the art of self-leadership so you'll learn to lead yourself well, so you can lead others better. Each week, we'll take a deep dive on a leadership or culture topic. You'll hear stories from amazing guests and leaders like you who are committed to leading well. So let's get started on this leadership journey together. Today I have an episode to share with you, a conversation with my friend, Leonce Crump.
Speaker 2:Leonce is the co-founder and senior pastor of Renovation Church in Atlanta, georgia. He regularly speaks at conferences nationally and globally. That's actually where he and I met in person a number of years ago and he's the author of the book Renovate and the co-author of the book the Resilience Factor, which is the topic we camp out on today. We're talking about the resilience factor, a step-by-step guide to catalyze an unbreakable team. Now, you all know me well enough to know when I saw that title and I saw that subtitle, I was like, yes, I want to dig into this book. In fact, I did get a sneak peek at the book, was able to endorse it before it came out, and it's such a practical, helpful resource to give you kind of anchors and tools to help build this unbreakable team, which is what Leonce and I talk about together on the episode today.
Speaker 2:He's going to share with you the value of not being a solo player, really being a team player, the value of that. We're going to dig into that. He talks about how team leadership is not expedient leadership and he also shares that if you want to be a great team, you can't coast. And so so many fabulous insights, nuggets, wisdom in this episode and I know you're going to love this conversation with Leonce Crump. Well, Leonce, it is fun to reconnect. We were talking before we hopped on the podcast, about it's been a few years since you and I were in the same building, conference, years ago was where I think we initially met and did a leadership conference together. So we have to book a podcast in order to reconnect, sadly, but hey, life is busy.
Speaker 1:I know you know that and I know your listeners know that, but it's, it's great that we actually do get to connect, especially over a topic that that is really important to both of us.
Speaker 2:I was going to say that's one of the things I remember when you and I were doing that leadership conference together is I just remember thinking, oh, I, we really like, value some very similar things you know, and what we were talking about and sharing. And I just walked away with that. And, of course, you know, the great part about our world is that we can keep up with one another via social media and different avenues. But when I saw your new book, I thought, ok, this is, we got to connect on this, we got to talk about this. So but before we get into that, give our listeners a bit of a context about your leadership journey teams you've been a part of Like just paint the picture of your story for our listeners today.
Speaker 1:Yeah. So I've pretty much been on teams my entire life, starting with sports teams and eventually debate teams and leadership teams and strategy teams and serving on boards. And I've really come to appreciate over the course of my life and leadership the value of not being a solo player and understanding that there is a unique strength when you get a talented group of people together with a singularity of purpose and vision and mission. There's a unique strength to that and there's far more that can be accomplished in that type of environment than with a lone ranger leader or even, you know, a top down leader that has just a division of executors. That's not really a team that's being carried out their will. And so that's been my journey from the marketplace.
Speaker 1:After after the NFL, I was in the marketplace for a little while and in sales and marketing and and then came into the vocational ministry space. After that I served as an associate pastor in Chattanooga, tennessee, and Knoxville, tennessee, before the Lord, my wife and I, to plant our church here in the city of Atlanta. And in each of those contexts, honestly and by God's grace, in each of those contexts, as I look back, I can see the way the Lord kind of led me to leverage teams, to build teams, to try and put in systems and processes that would outlive my leadership and, in my opinion, should honestly be the goal for anything that we're leading.
Speaker 2:Yeah, yeah, I love that. I was talking to somebody the other day about you know I I didn't play team sports as a kid, I was a tennis player and so I kind of learned to be the lone ranger. And like now I look back and I regret that that I didn't have like a team sport opportunities to help me kind of just get familiar with the importance of teams early on. And then when I got into you know my work world first it was in the music business and then it was in full time ministry no-transcript I feel like I kind of accidentally bumped into the value of teams. I tended to be that more directive leader, lone ranger leader who just wanted to do it all myself, because that was primarily my experience up to that point.
Speaker 2:It was such an unexpected twist in my journey. I'm working on a book right now on team culture. I was writing the other day about how I'm the last person that should be so passionate about teams. But it was like as soon as that light bulb went on for me of the power of team and the power of working through a team and that became my greatest joy in leadership was actually working with others and helping propel them forward instead of it being about me and my journey. So a little bit different avenue to get there, but valuing that so significantly. I envy those of you who had team sports to kind of help influence that value earlier on.
Speaker 1:Well, but it's still swimming upstream and so I would give yourself some grace there, because even though you're in a solo sport in Blaine Tennessee, it really is kind of the cultural milieu that we are always looking for the one great leader who will point the wave, and maybe they have some accompanying characters to help them get there, but never really functioning as a full team. That's not really the culture, especially the leadership culture, that we were raised up in, so I would give yourself some grace on that You're kind.
Speaker 2:You're kind, ok, so I know that maybe this is a good way to like what you just shared kind of leads into this a little bit, because I think you're right. I think we do tend to look towards that like, ok, who's the leader? You know, and I'd love to hear from you a little bit more on why do we really need to be focusing on building teams right now, like, what do you think is shifting or adjusting that? And I might be front loading this because I might be sharing my conviction a little bit that I think teams are so important, especially in today's climate. But maybe the question is do you agree with that and, if so, why? That might be the better question.
Speaker 1:There we go. Yeah, I absolutely agree with that, and in fact Warren and Ryan and I open up our book with kind of eight new realities that leaders are facing in general, and the very first one is that today's world generally distrust leadership, and there are a number of reasons for that, from people's personal experiences to kind of the political climate of the last decade or so and large businesses making promises unfulfilled and then cashing out on the backside to the detriment of their employees. You know, the list really goes on and on that. Leaders in general have given people a lot of reasons not to trust them, and so when you put yourself in a solo leader position, then you become the sole lightning hub for all of that distrust.
Speaker 2:That's good.
Speaker 1:Whereas when we put ourselves in a great team, it ingratiates trust, because now people see that there are multiple layers and multiple levels of leadership and then if there's an issue, lightning doesn't just strike the one lightning rod, it's actually distributed across several people, which actually helps to absorb the blows of some of the difficulty of leadership. And so I think that is really the number one reason. And again, we did eight new realities and we can touch on any of those if you're interested in. But I think the biggest hurdle we're facing right now and I wrote this in the book is that in today's world, direction is often seen as dominance, clarity is equated with control, expectations are viewed as burdens, accountability is called abuse, and none of that is to say that those other things don't exist. There are abusive leaders, there are controlling leaders, there are leaders who burden people rather than light and their load. But now all leaders are being asked to light and seen through that lens, and one of the ways that we disperse that is by sharing the load of leadership.
Speaker 2:Can you give maybe an example of what that's looked like for you? So leaders are listening, going, ok, I get it in concept, but what does that look like in reality? How do I start dispersing that leadership to a team?
Speaker 1:Yeah so. I'll give you just one example of something we all do. If we're the point leader, I come in to the meeting. I've already decided which way we want to go. The point of the meeting is for me to share with you why my idea is so great and why the direction I've chosen is good and right, and I need you to get on board. That's the way that leadership has been done for years and years and years.
Speaker 2:Yeah.
Speaker 1:I come in the other way, I invert the process and I come in and sit with my leadership team and say here are a few of the things we said we want to accomplish together. How do we want to get there? What should we prioritize first? Who are the people that we need to be talking to? Who is going to own what part of this process? And so we go through the ideation phase together so that it is not a directional leader who has come down from on high with the vision and it's now pushing that vision through others, but it's more of an invitational leader to say here are some things in my heart, here are some things we've agreed to. I want to know how you all think we should get there.
Speaker 1:And this really changed the tone of how we do almost everything, from shaping our preaching calendar to what events we're going to do, what strategic initiatives are in place, what our long-range goals are. So the most recent example is August 27th. I cast a three-year vision for our church, but that was after roughly four or five months of meetings and conversations and massaging and pulling things out and putting things in and trying to hone down to a central focus. We had a leadership retreat where we spent a great deal of time praying through this, and then I told everybody we're going to take a time of solitude, let's take a notebook, you go and listen for the Lord and see what he's saying to you, so that you can bring this back to the table as we try and make these critical decisions. Wow, and on the other side of it, even though it took longer and it does take longer, and I need you to hear that to- whoever's listening.
Speaker 1:Team leadership is not expedient leadership.
Speaker 2:Oh, that's good.
Speaker 1:If you want expedient leadership, then this is never going to work, because you will become a frustration for the people that you call your team and they will be a frustration for you. But the slower process and the slower opportunity affords more ownership, so that, whether we win or lose, we're all sharing in the glory or in the burden.
Speaker 2:Yeah, that's powerful, ok. So I'm really curious how was that initially? When you first flipped that, you inverted that process and you go in and you're like, ok, how do we think we should do this? What do we think we should do? Did you get deer in the headlights?
Speaker 2:Absolutely, talk about that a little bit right, Because they're not used to that. They're waiting for you to bring the directive and have their marching orders. So what did that take? How did you coach them through believing that you wanted that influence, that ownership, and that to collectively be doing this work together.
Speaker 1:So no shade on my team at all. I want to start by saying that For sure. But it was less coaching and more facilitating any idea they had, even the ones that I knew in my gut. Just from experience from time, you know, from years of leading, there are things that I knew in my gut this is probably going to fail. But the only way that I can help them get confidence in bringing their full selves to these moments, to these meetings, to these opportunities, is to let their ideas rise to the top, even if deep down I don't think it's going to be the best idea, and then coaching them on the backside of what went wrong or what went right. So that's been very significant At first. Yes, deer in headlights, lots of awkward silences. You know which? I was a small group leader for years. I have no problem with all the silence. I will sit in your small group and I will hold on and I'll just wait for somebody to crack under the pressure of needing to talk. That doesn't bother.
Speaker 2:I love it.
Speaker 1:So there was a lot of that. There were meetings where we sat there for and I'm not exaggerating for three to five minutes with people just kind of looking around waiting for somebody to instigate the conversation. But once we got into rhythm, you know, it actually becomes so natural that there are a lot of times where I got to sometimes fight to get a word in because everybody has so much to say and so much to contribute.
Speaker 1:And again, that's messier, it's harder, especially you know if or when you are the point leader, but it's worth it. It's worth it because you get the best idea, when not just the personality of the person who's been dubbed the leader.
Speaker 2:That's really big. Well, and I love what you said there too about the ownership piece. Of course, you know, because I'm thinking when you were describing, you know, and you sent them all, everybody off into some solitude to pray and bring back what they feel like God is like asking them to. You know, like, ooh, that's like you know, if you're average team member, that's some responsibility all of a sudden on your shoulders to say, hey, go and pray through this, take some time, reflect down and bring back what you think God is asking us to do. That's a big deal. And so that level of ownership and contribution is so incredibly just enormously valuable but messy to get there and I'm thinking about myself in that moment going. Everything in me is going to because, back to the expedient it's not expedient leadership, right, like so everything in me as a driven leader wants to just keep it moving and not give patience to that process.
Speaker 1:And especially when you have confirmation bias. Because, whether we want to call it grace, luck, experience, gut, whatever it is, you've got to where you are because eight times out of 10, you did know what to do. And so so repressing that, you know, repressing that urge, repressing that learning, repressing that experience just for a moment in order to give other people space to contribute, is going to be the hardest part, for you know the point or directional leader. You're exactly right, and it is a challenge and it's taken years and work and discipline and coaching. You know I've got, I've got a leadership purpose and it's taken really a great deal of work to get to that place. But, man, the things that we have done, you know. Just give an example and hope this being encouragement to anyone listening. Before COVID, I had a staff of 19. Okay, immediately following COVID, we had a staff of five. Now we're back up to about we're nine now but we were at.
Speaker 1:We were at five. We got more done and better done with five people who were locked excuse me, locked in and singularly focused and contributing and owning. We got more done in the two years after COVID than we did in the five before COVID.
Speaker 2:Wow.
Speaker 1:And it's really been an exponential output from far less people.
Speaker 2:Yeah, that is amazing. That's amazing. But that alignment, that unity, the ownership you know, is pretty remarkable. You guys in the book you talk about creating an unbreakable team. So the book is called the resilience factor, which I love that you talk about the unbreakable team. Tell us what you guys mean by that. Like, how do you describe that unbreakable team?
Speaker 1:Yeah, an unbreakable team is flexible and strong at the same time, because you don't want to be, you don't want to be too hard, or you come brittle, you break, right, yeah. And you don't want to be too flexible, or you lose your shape. And so what we have envisioned there is a flexibility that allows you to dynamically change with the environment and what the leadership call is, but a strength that is built on shared mission, shared vision, ultra creation, relationship, understanding. You know we talk about the user manual in there for every team member. The strength is built on the shared mission, vision, values, direction, clarity, measures all of those things form the substance of the team. That actually bonds it.
Speaker 1:You know, one of the things we talk about in there is you don't build trust by doing trust fall exercise at a leadership camp. You build trust in the trenches with people, and you have to make difficult decisions and you have to disagree and you have to fight and fight fair and come out of the room unified and on one accord. And so that's what we mean. Unbreakable team is a team that can face anything together and not be dispersed and not be shattered, no matter what that challenge is, and we really do believe that you can, through time-tested principles, you can form that type of thing.
Speaker 2:Yeah, yeah. So you talk about eight movements that provide a step-by-step guide, and this is what I loved. I got a in full disclosure, I got a sneak peek on the book, got to write an endorsement for it and I think I put in there.
Speaker 1:I was like this so you were very grateful.
Speaker 2:Oh, my goodness, I was. I love, I love that stuff, right, I love. But what I loved is, as I read it, just the practicality of it, cause I think so many times we talk about great teams, great team culture, but putting like actionable steps or processes in place that help us understand what this really looks like and how to actually do it. So you guys share eight movements that provide that step-by-step guide to catalyzing an unbreakable team, and so I know we can't get into all of eight of them, but maybe just give us maybe a little overview. Maybe you pick a couple of them to just unpack for us a little bit, cause I know there's a lot of leaders listening going.
Speaker 2:My team, you know so many teams are struggling after the last few years cause there's been so much upheaval and you know we've, we've. You know, for a while we were just in survival mode. We've gotten back to trying to plan strategy and look out ahead again, which I think we struggled to do for a little bit. But I see more leaders now going. Okay, wait, we've got to get think vision, think strategy. But then they're recognizing that my team's in a shambles, right.
Speaker 2:Like there's just been so many things that have upended teams, and so take that where you want to, but I would love maybe a glimpse of some of these, some of these eight movements, and that might help leaders that are just struggling with. Where do I even begin? Cause my team is just my team. Isn't that aligned, unified, unbreakable team that you're describing right now?
Speaker 1:Yeah, Let me give a quick kind of fly by and then I'll dig into a couple of these Movement. One is to pray and assess your situation. We are Christian leaders.
Speaker 2:That's right right.
Speaker 1:And and we probably should talk to the Lord about what we're dealing with, and I'm going to come back to that one. Movement two is clarifying your purpose. Movement three is gathering an all-star team. Movement four is actually getting to work together and putting in the structures and the processes, deciding between lead measures and lag measures and you may you know, there may be people listening who don't even know. But let me talk to the church leaders. Attendance is not a lead measure. Attendance is a lag measure. The lead measure is communication, emotion, evangelism, invitation, reputation in the community. Those are the lead measures that actually lead to attendance on any given Sunday morning.
Speaker 1:So get into work and kind of unpacking those things for your team, designing great meetings, because meetings are so critical to the functioning of a team. I love Pat and Lachione's work on this and and we actually have more meetings than less but the meetings that we have are meaningful and purposeful. They're not for updates and reports and department you know whatever, but they're actually meeting for we get things done sharpening your team through personality tests and leadership assessments and leadership retreats and coaching and team mapping. You know, I recently got certified in the working genius and so that's one of the tools we suggest is taking your team through the working genius and combining that with an enneagram or with a diss test or a strength binder, so that you can sharpen your team and understand what each unique asset is bringing to the table. Pursuing meaningful accountability, which I think is incredibly important. And then multiplication how do you reproduce your impact? And so we take the reader through these eight movements, and there are exercises at every point. You're going to build a team charter. You're going to discover whether you have a shared mission or not. You're going to be blown away at the number of leadership teams I've set with and then had them. I say you know everybody, write down what the mission of your team is, and you get seven different answers across, and these are people that have worked together for years and years and years. And so going through these movements will help you to align, even around what seems to be so simple but it's so critical and so crucial and as a shared mission. So that's the process that we take people through, and I'll go back to the first one, especially given where we are on the other side of COVID.
Speaker 1:We open up with the story of Nehemiah and his desire to rebuild the walls in Jerusalem. The word that you use is perfect. The city is in shambles, many of our teams are in shambles and we see that where he begins and this is a brilliant man, a tactile leader, a strategic leader, a military leader he's in the court of this foreign king. So he's a diplomatic leader. But where he starts is not leaning into the skills of his leadership capacity. It's leaning into trying to discern the voice of the Lord. And I thank for all of us, especially in the Christian leadership space. If we are not regularly praying together and if we are not regularly praying through challenging and large-scale situations, then we're doing ourselves a disservice. Not only alignment with one another, but also in alignment with God and what he might or might not want for our organization. So I can unpack any more of those further that you want me to, but that's the one where I lean in a lot Because unfortunately I've been with a lot of fearless church leadership teams and the question, and there have been seasons where we've been like that.
Speaker 1:So there's no judgment there, but it's something that I have found so imperative to these last few years Because the reality is and I agree with you people are beginning to dream again. They're beginning to vision again, they're beginning to strategize again, but the landscape is so different that it's almost impossible to effectively plan. For 10 years of pastor I need All this. Would be a middler type of month, as people got settled back in. Labor day would be abysmal. And then the Sunday after Labor Day we're running fast and riding high until the week before Thanksgiving, and then the week before Thanksgiving and the week after Thanksgiving the sentence would drop dramatically. Yeah, everybody would come back. The second week in December we have a high high for Christmas. Nobody owned January 1st, and then the cycle will start over again until you run to Easter, and then after Easter it's downhill until July. Right, yeah, yeah, no more.
Speaker 2:Yeah.
Speaker 1:No more. This fall, labor Day was one of our highest attendance day Wow. And the week after Labor Day was one of our lowest attendance day. We grew in May, did not grow in June. October is the third lowest month we've had all year. Wow, when for years, this was the big push month, this was a big fall series. This is yeah. None of the rules apply anymore.
Speaker 1:Yeah, it's, totally different and so, more than ever, we have to be dependent on the Holy Spirit to lead us and guide us and couple that with skills and couple that with knowledge, couple that with lead culture and culture podcasts and carry new podcasts and grow sales. But those things can't be our primary sources. They have to be supplementary to spending the time with the Lord and saying which way do you want us to go?
Speaker 2:Yeah, gosh, I love that. You just emphasized that, Leonce, because I do. I think we've just grasped per strategy, like what do we do in this crazy landscape that has shifted so much? And it's one of my favorite parts about the Nehemiah story I'm a big Nehemiah fan as well and that if you read that book and you look at how many times he prays like how, and that's what's documented in that book, so how many other times?
Speaker 2:But the amount of times it talks about how he prayed before God, like he prayed before he took action, it convicts me every time I read that passage.
Speaker 2:Because I love Nehemiah, because he makes it happen, he gets it done, he's such a great leader and yet he demonstrates that that's the first thing. So I love that you guys identified that and you're calling that out, because I think a lot of leaders were so driven and in our own power we want to take action. And starting with that posture of seeking God, seeking His voice, his leadership, his direction, especially in a climate, in a landscape that is so unknown and such a variable, I couldn't help but think also, as you were sharing all of that, of how critical having that unbreakable team, that flexible yet strong, aligned, unified team is to be able to make those pivots, as you are getting that sense of direction of where God is taking you and adjusting to this very unpredictable reality, and so, again, it's like all the more reason to be doubling down on building your team and investing in the health of that team so that you can move more unified together.
Speaker 1:Fair to say, Absolutely fair to say. And I would say, along with that, that unity, that alignment, that shared mission. If you don't have that, I don't know how you survive, particularly in church leadership in a post-COVID world. If your mission was to fill a room.
Speaker 2:Yeah, it's a different day, oh.
Speaker 1:so what is your mission? And are you accomplishing it? And is it clear? And is it clear to everyone? Because that's the thing that carries you through low Sundays and worrying about the budget and wondering what the heck is happening and why 24 people blocked out on Planning Center the last week in October when there's nothing? Really going on. That I can imagine, unless they just had some raging Halloween party. That's right If you don't have that dynamism that allows you to bend but not break then, you don't have a chance.
Speaker 1:You either lose your faith completely trying to form around what you're experiencing, or you're so rigid that you break under the pressure of what's happening. We don't want either one of those things.
Speaker 2:Yeah, that's big. How would you encourage the leader who feels discouraged right now because their team is far from resilient? They are, maybe they're rigid, maybe they're not leading well together. How would you encourage that leader that's, like my team's not in a good place?
Speaker 1:Yeah, the first thing I would do and this is in the gather, the all-star cast section of the book but after you have prayed and assessed your situation it's as hard as this is You've got to evaluate the team that you have and really ask the question if the people that you have or the people are the people that you need in order to get where you're going.
Speaker 1:You can't simply have an exercise that we walk you through in the book to help you do this evaluation in a way that is honoring to the team that you have but also honest about decisions that may need to be made, difficult decisions that may need to be made to move forward. I've also found and let me encourage you guys that when the mission and the vision are exceptionally clear, many people will opt out on their own, which gives you opportunity to add the pieces that the team needs. But until that mission and vision is crystalline and then the resulting goals short term and long term attached to that mission and vision are crystalline, then you don't really have a chance of forging that kind of team, no matter what team you have, because everybody can nebulously bring their own idea to the situation and then they'll attune to what they believe the situation to be, rather than attuning to the clarity of what it should be.
Speaker 2:Yeah, that's big. That's really big because you're right, the clearer we are, the more people know whether they're a fit or not. When we let that be fuzzy, they will make their own interpretation and then they're all making their own application of that and that creates a lot of the misalignment. That's really big.
Speaker 1:Yeah, and then the point leader lives in frustration because again, you get to where you are because you have a certain set of tools. That's right. But you're looking at the situation and you know this person is a valuable human being in the world, made in the image of God, beautiful in every way, but they are not helping us move forward. But if you don't have clear metrics to help that person see that, then all it is is frustration and damage all the way around.
Speaker 2:Yeah, that's so true. Okay, I need to wrap us up, but I've got two more questions for you. How would you coach the leader who feels like their team's actually doing pretty good? You know they're like, okay, I think we're doing fine and they've got so much going on that they're kind of tempted to not give time to investing in their team. Any coaching council encouragement to that leader whose team is actually in a pretty good place? How do they maintain that?
Speaker 1:Yeah, I will quote one of my mentors you never drift anywhere. Good, that's right. And so just because your team is in a great place now doesn't mean that it will be always. And if you are not investing in the present and future of your team, then you're doing them a disservice and you're doing your organization service, because dynamic change, culture change, people change over time and, given enough time, even good teams will drift into lackluster if there's not intentionality around changing. I'll use one quick example. You know Alabama, one of the greatest college football teams to ever exist. They've been struggling the last couple of years and the reason they've been struggling is because of the transfer portal.
Speaker 1:Several of the assistants went on to be great head coaches and the game is changing and the speed of the game is changing. And for years, they'd say, been resisted a West Coast office because he didn't think that was football right. But eventually he had to change before he became irrelevant. He had to do the work that was necessary on the team, on the coaching, on the, even though they were still a pretty good team. I mean, you reached the SEC championship five years in a row. Even if you don't go to the national championship, you're still a pretty good team. But if you want to be a great team, you can't post and you can't put yourself in a position to just do what you've always done, or do what you think works or no works, because eventually it and you will become relevant.
Speaker 2:Yeah, that's big. You can be a great team. You can't post so good, so good. All right, leon, so fantastic and super helpful. How can we connect more with you? Where do we find the book? Give us all the ways to stay connected.
Speaker 1:The resilience factor. It can be found anywhere books are sold. Did I sound like a TV guy Ready down there? That's perfect. Anywhere books are sold. Amazon is great. Please leave us a review. If you read it, it helps to drive it up in their algorithm, because, of course, everything's algorithm now. But you can find the resilience factor anywhere books are sold. And I will give one bit of advice. I received today from the executive director of the premier sex trafficking fighting organization in America, their own movement five, and we were. We had a meeting and I told him I had to run to to be able to make it for the podcast. And she said tell them, don't let too much time past between working through the movement. And there's one thing that I would have been differently it would have been to be more diligent to not take large breaks between the movements, because getting our momentum going again has been a little challenging. But the book has been so helpful, that's awesome. So that's what she told me today. So I love it.
Speaker 1:And then, as far as I'm concerned, @leoncecrump on all the socials if you want to connect with me.
Speaker 2:Perfect Leonce, thank you so much. Thanks for investing your time and energy into helping leaders be better, teams be stronger, and we want to be on the journey with you of creating an unbreakable team. So thanks for thanks for investing in us today. This was fantastic. All right, friends, I hope you go check that out the Resilience Factor. Everywhere that you can find books, you can find this one, so go find it, check it out, use it with your team, help you build that unbreakable team. You can also find Leonce at @leonce crump, and so you want to go follow him on all of social media.
Speaker 2:Well, let me know what you thought of this week's episode. What did you take away? What was most helpful? What action are you going to take with your team? Or connect with us on socials @get4sight that's GET, the number four, sight or on LinkedIn at The 4Sight Group. And I would love it if you'd share this episode, send it to another leader, send it to your team, start the conversation and think more about how you can use this effectively in your work together. So share it with somebody you know.
Speaker 2:If you haven't done it, go leave a review. Super helpful, every review matters. I know every podcaster tells you this, but it's because it's true, like we actually need your feedback. Your support is so appreciated. And then make sure you're connected with us. Are you on our weekly insights list? This is where I share all things leadership and culture, some of the newest things we're doing, new webinars, new resources all of that comes to our email newsletter folks first. So if you're not on that list, just go to our website, get4 sightcom and you can get signed up. All right, friends, thanks for listening today. Keep leading well this week and I'll see you next time.