Higher Up Podcast
A podcast that aims to empower individuals in various aspects of their lives, including business, church, school, and personal growth. The goal is to inspire listeners to make a positive impact on those around them, helping them reach their full potential and strive towards greatness. The show features practical tips, real-life stories, and insightful conversations with experts in their fields, all geared toward lifting others up and creating a world where everyone can thrive.
The hosts, Benji and Brady Wilson, are accomplished entrepreneurs in the business world. Their mission is to empower listeners in every aspect of their lives, from business to personal growth. They seek to inspire others to make a positive impact on the world by sharing their own life experiences and having conversations with other successful guests. Together, they explore living a Higher Up life!
Higher Up Podcast
Ep.028: 5 Coaching Habits of Excellent Leaders
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In this episode, we explore how lessons from our childhood coaches continue to shape our leadership today. From punctuality to staying true to fundamentals, we examine five coaching habits that can transform any team.
Drawing from The 5 Coaching Habits of Excellent Leaders by Lee and Julie Colan, we look at how clarifying expectations, asking questions, involving others, measuring what matters, and showing appreciation can foster a culture of trust and accountability.
Whether you're leading a business, a church team, or your family, this conversation will challenge you to lead from the inside out. What lessons did your coaches teach you about leadership that still apply today?
Reuniting in the Studio
Speaker 1benji, brady, we are backwards. It feels good. We're all back in the studio together. You guys have been so busy. There's been so much going on. Y'all have had a lot going on the office. Obviously it's summer, family trips are going on, things are happening, but I'm excited to finally sit down with you. Benji. I feel like I've talked to you most of summer. Brady the phillies the first time I've seen you in like four weeks.
Speaker 2So that's not.
Speaker 1That's not 100, true, but we'll go with it I did run into you very quickly in the office, but you were busy. So the family is back together. So, but back in action. So we're excited to jump back in. We've been, you know. Obviously we're rocking in season three. Things are going good. You know, we had that little bit of a fumble on the last one. We had to make some changes. We recorded the episode. Some things got crazy with y'all's schedule, so Benji and I jumped in there and just did something. So we didn't have this long break. We had already taken you know, we took May off and we were trying to keep you guys entertained. Keep here thinking that we hadn't disappeared again. We've already done that once. So we back. I didn't want to happen again. We back.
Speaker 3Well, today we're going to be talking about some. Basically, there's a book out there called the Five Coaching Habits of Excellent Leaders and how we can create the reliability advantage for our team, and I thought it'd be cool to kind of go back in time when we were all kids and our coaches that we might have had growing up. Is there with either of you guys? Is there a specific coach that comes to mind that you had growing up that might have taught you a life lesson or something you kind of you go back in your mind, you're like man that makes total sense why they said it that way.
Speaker 3Now either one of you have something like that. That makes total sense why they said it that way.
Influential Coaches from Childhood
Speaker 1Now either one of you have something like that man. I'll tell you right now for me. I was very fortunate to play football at Huntington college. It's out in Montgomery, alabama and old Cloverdale is an old school, but coach Charlie Goodyear was my line. Charlie Goodyear, no, he did not make tires, yet he did make a lot of good jokes toward me when I played. I'm not saying that I was the best player uh, I was. I played second string tight end, so at least I saw some action on the field. Wasn't the greatest player in the world, but got to play um. But man, um. I've never had anybody talk to me the way that he did I'm. I don't think I've ever heard people string together the language that he's strung together but you say any of that language on here, adam, I cannot.
Speaker 1I cannot family show, family show, we can. I just it was very poetic, if I can say it that way, um, but he, uh, he did make a big impact. Uh, one of the things that I still I tell people today you know to to be on time is to be late. To be early is to be on time. He used to always tell us if you're walking in, if we have a meeting at 8am, and you're walking in at eight o'clock, you're running laps.
Speaker 3You were probably the guy that if you were late, you were throwing up in the trash can. Is that what you're telling us?
Speaker 1Yeah, so he did that, so he had a big impact. And then, just, you know, obviously I felt like some generational things have changed. I felt like I come from the generation where, man, you just grind it out Like I don't even, yeah, um, man, I, I think, brady, you can go back and look I I don't think I had any, if anything, sick days. Um, when I was working with you, I, just you, just I felt like I feel like that came from him. Hey, suck it up things, gotta get. Suck it up buttercup, yeah, and you grind it out, um, but I mean, he, he taught me a lot of just hard work. You know, nothing comes easy. You got to put in the time in the gym, on the field, hot days in Alabama August in summer camp. Man, he, just, I think I would say a lot of the reasons that I have, the traits that I do in terms of working, probably come from those years that I played football there.
Speaker 2Oh yeah. So, Adam, I know you said he didn't make his name was Goodyear, he didn't make tires, but it sounds like he got a lot of good traction. Oh wow.
Speaker 1There it is.
Speaker 2That dad joke. No, I mean, that's a good question, Benji. I was thinking about coaches. I didn't play football. I was not good at football. I think I actually went to at least one spring training one time. I didn't even last the full two weeks I didn't play football, but I did play basketball. You and I did. Both had lots of good coaches. I remember one coach his name was coach killian and um.
Speaker 2He was a military guy so very, and he was a military guy so very, adam, kind of like what you were talking about, coach Goodyear, I mean just. And we went to a Christian school and he still used some of that same language and you know. But the habits that he taught us and man, I remember even some of the summer workouts were just brutal.
Speaker 2Oh yeah, brutal. But in thinking about all of the coaches, I think some of the things that I go back to is what are some of the things that they taught us? And I think, as a general theme, is, most of the good coaches taught us at the beginning and in fact I told this story to some of our team yesterday is going back to the fundamentals. So when we started out the season, we started practicing. We were like, hey, we want to have fun, let's scrimmage, let's do this, let's do that. And they're like and the good coaches said, nope, we're going to dribble, we're going to pass that.
Speaker 2And they're like the good coaches said, nope, we're gonna dribble, we're gonna pass, we're gonna do suicides, even though we probably can't call that that anymore but run, you know, run laps, run lines, guys, run lines. There you go, um, you know we're gonna, we're gonna practice layups, we're gonna practice free throws. And we're like, golly, why do we keep having to do all this stuff? But and we did that for months and then we got to scrimmage and have fun, but we, we did a lot better because we got back to the fundamentals and so I think, from a coaching standpoint even reminding your teams of what are those fundamentals that we need to be focused on right now, so that we can, you know, reflect on on where we're at and just get better at the simple stuff. So that's what I remember. Yeah, go ahead.
Speaker 1Edwin, I was going to say I think a lot of that stuff translates. We do that, our coaches teach us those things and it translates into the things we do. I mean, brady, when we first started the tactical and every week we had to go through and say what our goals were and where we were, I'll be honest, I'm like this is ridiculous. I was like I know I asked for this, I wanted the weekly meeting, I want to do these things, and I used to think I got to sit down and I got to make sure I have. But you know what it made me intentional one completing those things.
Speaker 1And then, even now, we're going through our evaluation process just because of the way that our financial calendar works at the church and one of the questions it asks is how do we get better as a team? And I took the principles that you were doing. I said we need to be doing this, we need to be sharing where each other's at, we need to be sharing what we're doing. Yes, there needs to be a level of discipleship, but I was like I just this is me. I feel like this is intentionality and it's like you said. It's these small things that you're like. Why am I doing this? Why do I but that that three minutes that you made us? Hey, I straight out what are you doing? How are you at, where you're not getting into the weeds. But it taught you to really focus on that and then be able to say all right, I have to tell the team how I'm doing in a way that doesn't drag on. Yeah.
Speaker 3Yeah, and I would say with Brady too. Mine was coach Spiller. He remembers him back in the day. Same concept, kind of a I would. I don't know if he was ever in the military, but he had kind of a military drive to him. But the one thing that I remember about coach Spiller is he always, no matter what kind of you know uh systematic approach. We went through with the fundamentals Brady was talking about, but he always, at the end of practice, he would huddle us up together and he would say guys, I love you all. You can do this, it's okay, it is hard work, but the hard work pays off in the end. It will help you get where we want to go as a team.
Speaker 3So the reason this book came up we were when our dad was always big on reading books growing up, and of course I don't. I haven't read that many books. I'll be 100 percent honest with everyone out there but I've read. I've read more recently. I won't say that I enjoy it, but I'm making myself have to enjoy it, right, and I remember when, when our dad passed uh and I was over at the office and I was cleaning his office out, he had always told Brady and I read books. It will help you gain knowledge. Read books, it will help you gain knowledge.
Leadership as an Inside Job
Speaker 3Brady got it. I didn't, but I will say this book was one of those books that I found in a drawer and I opened it up and I thought, man, this thing is like really small, but it had huge print. I said you know what? I'm going to give this thing a try. And I read it and what it? What it came out of was these five coaching fundamentals and from a from a coaching standpoint. Guys, if we could flip the script now we're coaches in everything that we do. Um, you know, if I could ask you one question, all right, what is the importance of leaders being personally reliable before coaching others? How would you, how would you, explain that to someone?
Speaker 2well, I mean, I think it goes back to one word is trust. You know, the people, the people that are following us I mean we've talked about this before is more is caught than taught, yeah, so, kind of like with our kids, we can say do this, but when they see us do something different than what we said to do, they're probably going to gravitate toward the things that we did. That's right what we, what we said. So I think it's. I think it's trust, and trust is a. I mean, if you listen to any leadership podcast out there right now, the number one thing whether it's a pastor, whether it's a CEO, whether it's whatever is trust is a big deal. And I think the organizations that are thriving are the ones that truly trust their leader, because when you trust your leader, you're going to follow that leader. Yeah, yeah.
Speaker 1I agree, adam. Yeah, I hate that he stole mine. I'm very upset that was going to be mine, sorry. I do agree because I don't like saying that a leader should I should have done something that they should have done. And I say that because I mean, like Brady, when you left me, that would be like me telling you, well, you, you should have, you should have filmed and edited a video. That's not who you are.
Speaker 1I don't want to run a company, so I, you know. I feel like that's what a lot of people say. First, I like well, I should never ask somebody to do something I haven't done. I'm like, to an extent, yes, because the skill set is different. What I feel like for me is that I should never ask someone to do somebody something that hasn't been thought through. I shouldn't ask to do something like I don't ever want to tell our team hey, I need you just to go do this right, like I want to talk to him. Hey, this is the reason, this is why it'll be that way. This is. I feel like this is the outcome, this is our, this is our ROI from it, whether that's financial, you know, growth, whatever that is, but I, I feel like you have to have that trust as well and and that's like what I try to build right now I'm working on that with my media team is is training them and I want them to feel like they're, they're growing from something like I don't want to ever feel like I'm just the guy that does it.
Speaker 1If I can't provide value to them. I want to always be able to do that. I mean, I felt like the past two years when I was working on you, brady, I got a lot of value from our one-on-ones. I got a lot of value on just learning how to handle things and learning how to handle stress and how to handle anger and how to handle like when things don't go my way and emotion, because you're I don't feel like you're as an emotional person, obviously, as I am, but those were things that I felt like you kind of helped me learn to control and as a leader, I want to be able to do that for for my team. Like, what can I help them? Because eventually, eventually, if they're going to be better at something I don't always expect them to be here, but if they're going to go do something, I would love to think, hey, I had a small part to play, like I hope I helped them do something they thought they couldn't do, yeah, and both of you, exactly what the book talks about.
Five Coaching Habits of Excellent Leaders
Speaker 3That leadership is an inside job, and what we're talking about is we have to be self-aware, and Brady said it as well Integrity, trust. You know we have to give that so that we can get that. So let's, let's go through the five coaching habits real quick. The first one is to explain expectations and alignment. So, brady, we do this in our company a lot For those of you listening out there uh, clarifying the goals, the plans, the roles and the rewards, because we want to make sure that we emphasize that as well, because that lines our teams up. Give us an example of how we explain the expectations, and it's not just a one-time thing, it's a multi. You know you have to constantly continue to do that how we're aligning our team together.
Speaker 2Yeah, I think it's two things I mean, especially when you're well, I guess it really doesn't matter if you're a small organization or a large organization. I think number one it comes down to two words, called organizational clarity. And so organizational clarity is a lot of times we, as leaders, we know what we want, but we don't always explain clearly what we want, or we explain it once and expect our team to retain it and it just doesn't work. And um and so that organizational clarity is set, the goal, set the vision. You know, we, we've talked about strategic plans and all all that stuff, but you have to, I mean, even even monday, um, we in our, in our tactical meeting, as adam was talking about earlier, it's, you know, it's halfway through the year, is gone, so, and we're probably going to have an episode here in the next couple months, maybe in the next month, called Halftime to Adjust or Not to Adjust.
Speaker 2That is the question. Yep, you know, because we pulled out the old strategic plan and said, okay, here's what we said in December. We've gone through the first half of 2025. Do we need to make any adjustments or do we need to keep it the same? Because six months in our business is like three years, oh yeah, for sure, you know. So there's a lot that's going on. So I think, organizational clarity and along with that and we've talked about this on the show before. But each leader is the chief reminding officer, and so that chief reminding officer is where you keep saying it and saying it, and saying it, and saying it, and then you ask good questions to see if the team is responding and if they're responding back with what you've made, what you've made clear, then you got it.
Speaker 3Yeah.
Speaker 2That's the, that's the golden nugget right there.
Speaker 3So he, he just got. I know it's funny about that. So just hold on a minute. Go ahead, adam, go ahead. Oh sorry, all good.
Speaker 1All good, I was gonna say what's funny about what you were talking about, though. Right, you're talking about, you know, taking that time to look at it. It's funny. I don't know if I ever told you this, but that, right there, that principle is exactly what made me make a career change last year, because you brought that up to us and I remember, sitting in tactful, you brought it up last year and you said you were just asking have we done what we want to do? Are we doing what we want to do? And you were asking different questions and I'm sure you didn't mean it that way, but in my head I'm like, no, I want to be done. Yeah, I was not asking you to leave, adam.
Speaker 1Am I creating? Am I being able to use it? Am I doing the things that I want to be able to do? Am I making an impact? Um, you know spiritually, you know commercially. So it was just kind of funny. You were meant as soon as you said that it triggered Cause. I remember I think I actually may have mentioned it, uh when I sat down to talk to you about making the transition, but I was also an emotional person during that, so, but yeah, you were just. I remember that.
Speaker 3Well, to finish this first point up, remember this as, as Brady and Adam both mentioned, the lack of clear expectations is the most common reason for performance problem. Brady, I'll let you quote it, but dad used to tell us the seven P's of success what?
Speaker 2were they Seven P's prior. Proper planning prevents pitiful poor performance.
Speaker 3And I tell you it lines up exactly with this If you set up the expectations right. Some people do change out one of the P's. Yeah for sure. Yeah, we're going to use his version. But if you set expectations right, it will align the company. And then, moving into the second one, okay, as Brady kind of alluded to ask questions, it involves engagement in your team, because if you can create this open dialogue with your team members and let them have we're going to talk about this in a second buy-in to what you're trying to accomplish open dialogue, brady, why don't you just kind of dive into that just a little bit more? I know you started to a second ago.
Speaker 2Yeah, Well, I mean, I think we as human beings, how often have you been in a conversation with somebody? You're talking to them and you know that, instead of them actually listening to you, they're already formulating their response. So that's not a conversation, and so I think, from both a leadership perspective and those that you're leading, is and I think you'll probably go into this here in a minute but it's about good listening. Yeah, you know, our dad used to tell us that we have two ears and one mouth, so God must have wanted us to listen twice as much as we speak.
Speaker 2There's a book that I read years ago and we have one of our leaders that actually teaches this to some of our teammates called the Seven Habits of Highly Effective People by Stephen Covey, and one of the principles in there he says seek first to understand before being understood. And so what that really means is you know, Adam, I don't know everything about the creative world, as you were talking about earlier, but if I don't seek first to understand and appreciate what those things are, then I can't really lead you effectively to understand what you're going to be doing on a day-to-day basis. Number one. Number two take the vision that we've set as an organization, and how does that piece fit into that vision? So we both have to talk and listen and talk and listen and be. I think it goes to alignment at the end of the day.
Speaker 1I think you can take that, too, though, and flip it Benji and I kind of were chatting about this just off air a few weeks ago is sometimes, too, as the employee is understanding what, like, the two of you deal with, and I think sometimes that's why I just like this podcast is important and having that same dialogue, like sometimes I think people just see you as like, well, their owners are doing this, they have this, they get to do these things, they, they can come and go, but I don't think sometimes them understanding the stress and the decisions and the things that you have to make as an owner. I think sometimes doing that too, you're talking about asking questions and you guys tell me if I'm wrong on this, but I feel like, as the employee, being able to do the same things with you and having that open dialogue not as a way to be disrespectful or, you know, dive into things that maybe I don't, I shouldn't have any business knowing, but knowing those things allow me to be like man. I really need to take a step back and realize okay, so Benji and Brady are dealing with this, or you know, like my, my pastor and my creative pastor, like they deal with this. There's things that I may not see, that go on. To get to that, to get to those decisions or those things that are done.
Speaker 1So for me, as the employee I've always felt like that's important to the culture is to say, hey, like I want to buy in, let me know what, what you're doing and what you're working on. So that way I kind of know like, all right, I, I need to, I need to cut some slack, I need to, I need to let them like hey, they're dealing with this, they're. You know, for you you're handling one person, you know I think you're handling just me, but you're handling 220 other people.
Creating Ownership and Accountability
Speaker 3So yeah, and and again. To sum this part up with having your team ask questions, that does create the engagement. But I will say I love this quote in the book and it says he who talks the most loses. So just because you let your team ask questions and all, and you're creating that engagement. The third point is to involve them. It gives them ownership. Now I will preface by saying that you do want. You do want ideas from your team. You do because everyone comes from a different perspective, but that doesn't mean business owner or manager, that you have to do all of those things.
Speaker 3There are times where uh Brady talked about this a few episodes ago where we were doing our uh, our core value readjustment and we were going from 10 to we were I don't know what it was 20 down to 10, down to 7. 3,700. Yeah, and he was like he said you know what? No, I'm not doing that. And then he finally goes maybe we should. So there are times where that can play to our advantage, to help us. But again, encourage team participation in the decision-making. It does build ownership, brady. You got an example of that recently. We've done.
Speaker 2No, I think that's a really good example. I mean us as leaders. I think what's a little bit freeing is if you have a really good team around you, then you don't necessarily have to come up with all of the solutions. We've talked about working genius on the podcast before, and working genius is a great example of this. As a leader, we can come up with okay, here's the challenge and here's the thing that needs to be solved. So let's solve this thing together. Now, at the end of the day, the leader's got to make the ultimate decision. But where ownership comes in and you get a lot of buy-in from the team is hey, I had a so when we went from 4,700 core values to 22, to 10, to 7, it's now the team owns that better because they had buy-in and solutions into trimming those down to the seven that we have right now.
Speaker 3Yeah, yeah. And we've seen tremendous, as you said, we've seen people are starting to because they have ownership, they created the buy-in. They're using those in social posts around the office they're talking about. I mean one of our core values is extreme ownership. It's right there and so they're using it. Sorry, adam, I mean one of our core values is extreme ownership. It's right there and so they're using it. Sorry, adam, I didn't mean to cut you.
Speaker 1No, that's what I'm saying. I think, too, that's one of the things I've always loved about the ServPro system and then, obviously, because I'm part of team Wilson, I feel like we do the best job at it. But one of the things I've noticed is an overwhelming theme in the Serpro system is ownership in your team. Like I mean, just take a couple of your big teams that you see, like the people that work for Team Dobson they're always posting about I am Team Dobson, or I am Team Wall or I am Team Bissett these are all teams in the Serpro system are owners, but they do the same thing. I am part of team Wilson, and so I think that's neat to see.
Speaker 1Yeah, it may be your owner's name, you know, whatever it is, whoever owns that entity. But I think something that is an overwhelming theme is, because it's a franchise system is having ownership to a point of saying like, hey, this is who I am. Not only do I bleed green, but I'm I'm my team color, I am my team, any town or any name, whatever it is, and I think something that's that that you guys have done well is to say, hey, this is what we're trying to do as an ownership to help our overall team Wilson family, not just your you know your immediate family, but your extended family, which is your, your staffing.
Speaker 3Yeah, and again, we'll kind of sum this, this part up, but involving the team creates ownership. There was a quote in the book it talked. It said excellent leaders prevent blind spots by making concerted efforts to keep in tune with the realities of their employees. So get that buy-in. It creates ownership. Moving to the fourth one measure results, which creates accountability. We do this all the time, brady. One of our core values data wins. Data drives decisions. Yeah, it does. And metrics that track your progress and hold the team accountable. Now, brady, I'll let you touch on this for just a second, but I think you would agree that sometimes we can have too many metrics in a business, that this becomes noise. So touch on that for just a minute.
Speaker 2Yeah, I think that number one is think about going to your favorite sporting event is think about going to your favorite sporting event, okay, and you look up and the game's going well and there's a lot of competition, but there's no scoreboard. Yeah, I mean, that's probably for most of us. It's like, yeah, why are we here? We want to see somebody win. So in business, it's the same way as having a scoreboard, a scorecard, something like that, and so and I won't get into the details but it's really two different things and we actually talked about this recently as a leadership team is, you know, kpis and KPMs.
Speaker 2A lot of people get these mixed up and they think they're the same thing. They're really not, because a KPI is an indicator. They think they're the same thing. They're really not, because a KPI is an indicator Okay, no-transcript, that's an indicator of I need to do something. And then, conversely, kpms. So the KPI is like windshield, I'm looking out, where am I going, do I need to adjust? And KPM is a different adjustment, but through the rearview mirror. So it's the metrics that are looking back to say, okay, what is the score? Let me look up. Okay, it feels like we're doing good, but let me look up yeah, we're winning, so this is good, or we're losing, we need to adjust. I think that's really how we, when we start measuring results, that's what we look at.
Speaker 3Yeah, for sure. And again, obviously everyone knows you have different metrics in your company, adam. You guys, I'm sure, have them in your church with guests or whatever else.
Speaker 1We're working on it.
Appreciating People and Building Trust
Speaker 3We're working on it, yeah, and see, that's the thing is, what gets measured gets done. So maybe it was a topic that came up from a meeting. You bought ownership from an employee. They had an idea. Whatever, measure that, and then I'll say this the fifth thing is to appreciate people. It creates commitment and I think this is probably the one that hit home the most with me when I read this book was just to say thank you for what they do. Yeah, you can give rewards out we do things like that but just to recognize them and appreciate team efforts deepens the commitment. Brady, talk about our core values. You don't have to go into detail about them, but what have we done to appreciate people that have shown that they're like man. They really do care about what I'm doing and how I'm doing and what you're doing with Coffee with the CEO?
Speaker 2Again, for those listeners that may be tuned in, yeah, I mean, we're just we're trying to listen to the people and so we, when we, when we started doing the core values or relaunching the core values, we, we started back this thing called coffee with the CEO and just sitting down with a group of four to five people and really listening to them, allowing them to have a voice, like we want to. We want to hear, like what's going well, what's not, but also, uh, and as a part of that is we don't start with, hey, what do we need to do to get better? We don't start with that. We start with what do you guys feel like is going well in the organization and it and it gets that, that positive spin, and so we can help to appreciate people.
Speaker 2And, just being honest, that's not my strongest suit and I have to recognize that from time to time. I was even in a meeting the other day and I was actually surprised by what I said, because one of our leaders was like, hey, we need to make sure we're doing this and this and tweak this. And I'm like, look, don't disagree, yes, we need to do that, but we actually had a great month last month, like, let's, let's, before we do that which we need to, but let's, let's get with the team, let's pause and reflect and say guys, you guys did an incredible job, whatever department that it was, but you guys did an incredible job. An order to keep doing that, now let's tweak these things. So we, we, we motivated first by that thankfulness and appreciation. Yeah.
Speaker 1Adam.
Speaker 2No.
Speaker 1I, you know that's one of the things that um, that I've really enjoyed about. Where we're at Um, I mean obviously again, totally different industry. You know we're not 24 hours, 24 hour restoration, things like that. But one of the things that um pastor Jeremy's done for us is like, like this week, like we go nonstop, yeah, from Christmas to Easter, and you don't think that people are like it's a church, like how does that? Like they don't, it's like we've talked about, they don't understand the behind the scenes. Like we jump from Christmas, like I came in at a tough time, we came in right a few months before Christmas. We're rolling for Christmas, rolling into Easter. We have summer camp, summer, you know, vbs or whatever the church calls all these things. We run nonstop. And like this week, we, the church has closed the week of July 4th and like this week, we the church is closed the week of July 4th. It's just a way for Pastor Jeremy to say, hey, y'all have done a lot, rest, like, just rest. Like don't work, don't do anything. The church won't fall apart if we don't post anything. He's told me that before he was like Adam, it'll be OK. Yeah, you're fine, and so that's been a big thing that's allowed us to, and you know I actually posted something on my personal social media the other day. We took a night, took the girls to a ballgame. You know, I think we ran into you guys, you and the kids, benji. You know it was just a night, normally we wouldn't have that. Just having these moments I've been able to do things with the girls this summer, but I just haven't in the past just because of the busyness or things going on, and so that's some of the things that has been great for me as an employee is taking those Because I know when we get back next week we're back to school. We got fall events men's night, women's night, fall retreat it's just non-stop, it never ends. And I'm one video guy. We're not a church that has an entire media team. Yeah, we can split it. I mean, we're working toward that. We're not there yet.
Speaker 1So, um, and I think for me, I think that's the cool thing is that find out what works for you, for your, for your organization, for your people. Um, for me it's rest like hey, yes, I love bonuses, I love all this stuff. Honestly, I just enjoy the downtime. That's my refiller. I am a I jokingly say I'm an introverted extrovert. If the two of you said, adam, we need you to talk to the company, I'll do it. It ain't gonna bother me, I'll do it whatever it is. But I'm also, I have no problem just being behind the scenes and doing nothing. So I think that shows too is like find out what works for your organization, what people like, like what. What makes them feel, um, feel like you. You see their value, because I think that's something that's a big part. I think we're moving to that culturally. Is that people just? I mean, I think people will work to the or work to the their fingers to the bone if they just know they're working for somebody that sees it and appreciates it. That's right.
Speaker 3That's exactly right Again for our listeners out there. Just a couple of key takeaways for you. Personal reliability is the foundation of effective leadership. Don't forget the five coaching habits Again.
Speaker 3If you haven't read the book, the five coaching habits of excellent leaders by Lee colon and Julie Davis colon, I encourage you to get it.
Final Thoughts and Key Takeaways
Speaker 3You can get it on Amazon, you can get it wherever you can find audio books as well, but they are explaining expectations, ask questions, involve your team, measure the results and appreciate people, and I love the order that these were put in Brady, when I was thinking through this topic, I thought, man, that kind of lines up with our core values, you know, if you think about it. So this drives team alignment, engagement, ownership, accountability and, most importantly, commitment from your team, and by consistently applying these habits, you foster a culture of trust and high performance. Well, we just want to say thank you all again for tuning in today. If you don't know how to get in touch with us, you can always look at higheruppodcastcom. We're on social platforms at Higher Up Podcast Would appreciate you all checking that out and sharing this and applying it, maybe not just to your business, but to others out there that may be looking for an opportunity as well and, as we always say, go out and choose to live a higher up life. See you next time.
