Success Secrets and Stories
To share management leadership concepts that actually work.
You are responsible for your development as a leader. Don't expect the boss to invest the training budget in your career. Consider this podcast as an investment of time in your career, with a bit of management humor added at the same time.
Success Secrets and Stories
Building a Culture of Accountability with Andrew Oxley
Want a leadership edge that actually works when the pressure spikes? John sit down with Andrew Oxley, founder of Transforming Results, to unpack why the best bosses are both tough and deeply supportive—and how that balance creates real accountability without constant crackdowns. We challenge the myth that leadership keeps reinventing itself and focus on principles that still deliver: clarity, coaching, and consistency.
Across a fast-moving conversation, we explore how to build a culture where people hold themselves accountable, not because you wield authority, but because standards are clear and support is real. Andrew shares practical scripts for “connect before you correct,” how to give feedback to Gen Z without coddling, and why explaining the why behind systems unlocks autonomy and innovation. We dig into communication missteps—like asking “Any questions?”—and replace them with checks for understanding, explicit outcomes, and tight follow-through. You’ll hear stories that make the case for mentorship and peer networks, especially for task-first leaders who think they don’t need them.
We also reframe the Peter Principle: careers stall not from lack of technical skill but from unpracticed people skills—clarity, influence, and collaboration. Andrew outlines training that sticks through short, applied modules tied to operational goals, plus a free 90‑minute workshop designed to leave you energized with actionable moves. If you’ve ever wondered why your high standards aren’t translating to high performance, this is your playbook for turning authority into influence and pressure into progress.
If this resonates, follow the show, share it with a manager who’s ready to grow, and leave a quick review—your note helps more leaders find tools that actually move the needle.
Presented by John Wandolowski and Greg Powell
Well, hello, and welcome to our podcast, Success, Secrets, and Stories. I'm your host, John Wondolowski, and I'm here with my co-host and friend, Greg Powell. Greg? Hey everybody. And when we put together this podcast, we wanted to put out a helping hand and help that next generation and help answer the question of what does it mean to be a leader? Today we want to talk about a subject that I think supports that concept. Well, in our continuing conversations about leadership, we are we have a wonderful opportunity with a guest, Andrew Oxley. And Andrew, your company transformingresults.com and a lot of what you've done in terms of teaching executives and also the training classes and keynote speaking. A wonderful background. Welcome.
SPEAKER_01:Thank you very much. Appreciate you having me on here, John.
SPEAKER_00:And uh I I think what I found very interesting about your organization was how you're trying to help teach leaders the basics, starting points to understand how they're being perceived is how the organization's going to be addressed. You are the eyes and the ears of leadership. Maybe you can expand on that.
SPEAKER_01:Yeah, it's so interesting. Some years back I was working in a cell phone company, and I don't know if you remember Nextel. Uh I can talk about them because they're not around anymore. Uh not because of the work we did with them, of course, but but I remember I was in in their uh their training center, uh, one of their customer service centers, a huge center, probably 300 customer service agents. You remember when they used to have customer service agents who actually that had actual human beings, yeah. Yeah, actual human beings. And so anyway, he this particular uh learning consultant was looking through our material and he said, Well, where's where's the new stuff? And I'm like, Well, there is no new stuff. And he's like, But shouldn't there be new stuff? I'm like, no, leadership is about principles, and principles don't change. Now, I do believe that the context and the environment that we're teaching leadership within these days is different today. We one of my favorite comments I get from leaders all the time these days is, you know, young people today.
SPEAKER_00:Uh and what follows is not usually No, I I hate that intro, yeah.
SPEAKER_01:Young people. Yeah, young people today. I'm pretty sure our parents said the same thing about us.
SPEAKER_00:Yeah, I know they did.
SPEAKER_01:Uh so but there are some unique differences today to Gen Z and of course all the different uh you know generations that are in the workforce today. It's a very complicated mix. And so if you're if you're a leader listening to this, you have a very complicated job, without question. But there are certain principles that have not changed over time. Uh I think what's actually happened is that leadership hasn't so much changed. It's the urgency and the necessity to lead well has become incredibly important. But what you and I probably tolerated when we got started in our career is not tolerable any longer for young people. They're just, they just won't put up with it. And they'll go elsewhere.
SPEAKER_00:And and I think the uh interesting word that you used and talked about specifically is something that I've talked about: accountability, responsibility, and and how important that is for leadership to try to set that example. Maybe you can talk a little bit about the example and the impact of that approach of accountability.
SPEAKER_01:Yeah. And you know, I get this. In fact, I did a webinar yesterday for a group of clients, and and the number one challenge they were talking about was accountability. People just won't be, you know, there's no accountability anymore. And I'm like, well, first of all, uh accountability in general, holding people accountable requires you to lean into the authority of your position, which diminishes the influence you have with your team. What we really want to do is create a culture of accountability where people hold themselves accountable. Now, the challenge that leaders have, especially if you're if you're an early leader on this, listening to this podcast, you don't get it because you no one ever had to hold you accountable. Nobody ever had to remind you to do stuff. And if your boss did something, you just did it. So when I'm talking to leaders, I'll say to them, well, you know what your problem is. And they think they know. And I'm like, no, it's it's that you think you're normal. You're you're not normal. You're abnormal by because normal is a statistical reference to likelihood of occurring. You don't get into leadership by being normal, you get into leadership by being not normal. And so the fact that you have people who are not acting the way you acted when you were uh perhaps reporting to uh someone in your current position is um probably to be expected to some degree. It now it's not what we want, and it's not what we should expect from people, but it is probably, you know, more going to be the norm. And this is just a huge, like mind-blowing thing for most early leaders. They're like, what do you mean you don't want to do what I just asked you to do? So we have to start with that level set that um we want to create a culture of accountability, and we need to understand that just because I'm getting something, uh, it's not that it's necessarily abnormal, it's just not desired. So, how do you create that culture of accountability with a team, right? And I think that the problem we get into is that we allow our frustrations to uh spill over into the way that we work with people. And nothing good usually comes from that when we lose control of our speech and our tone and our the way we're interacting with people. And at the same time, you shouldn't tolerate bad behavior or uh or uh behaviors that are not going to lead to the results that are really required. So we have this rub where people, you know, sometimes they're trying to be nice to people and encourage them, and then they get tired of that and they just bring the hammer down and they tell them what they just has to happen, and and then they feel guilty that they did that, and the people get upset with them, so they go back to being nice again, and I they're traveling between these two extremes, right? And as you know, John, it requires a balance. Yeah, I would argue, and I've I've I've done this exercise with thousands of leaders, that the best boss we've ever had, the best boss, uh, was tough. They were hard to work for, they were not easy, they didn't, they didn't have low expectations, they didn't coddle us, they but they were supportive, uh, they coached, uh, they helped us when we needed help, but they pushed us, they demanded a lot from us. And so that's the model that we teach leaders to lean into, and we call it being the guide, somebody who is uh has clear standards and expectations, but they support us in the journey. And young people today want this. They want to be coached, they want to be developed, they want it, they don't want to just be told just go do it because I said so.
SPEAKER_00:And unfortunately, I think there's a little bit of a negative effect. COVID, I think, stepped back a lot of development, uh, a lot of the social norms that helps that culture approach. A little bit about how the education field is not as, I don't know, stringent. They're more you know, pass-fail rather than A, B, C, you know, A, N F, a D, that kind of impact of grading. It's harder now to try to bring that kind of culture, or or haven't you seen that in terms of the effect of the R.
SPEAKER_01:Yeah, no, I have. In fact, someone just came out with some really great research around Gen Z. Gen Z is uh to some degree quite fragile. Um in terms of they've never been told, they've been told they're wonderful, and they've never been told that they failed. So many of them have never failed at anything in their lives. And uh if you do anything of any consequence over any length of time, you're gonna fail at some crap. You're gonna, you're gonna mess up. And for many people, it's that they just they don't it's the first time they've experienced that. And so one of the things as leaders we need to understand is that this may be the first time they've been told by someone that they're not good at something, that they're not meeting expectations, that they're not doing what they need to be doing. And so uh, you know, complaining about that does not change it. We need to be cognizant of the fact that, okay, so when I'm giving feedback to this person, I need to first make sure I connect with them and they understand how much I want them to be successful. That's the supportive side. Because when I try to hold people accountable without them believing that I'm in this with them and I want them to be successful, the words just wash away. And they think you just you're just beating them up and you don't care.
SPEAKER_00:Yeah. I think the the element of success is through failure. Like Edison was famous for talking about how many failures he had before he had successes. Yeah. And and having not so much to coddle that generation, but to encourage the understanding that failure is part of growth. That that seems to be a big challenge for them to accept.
SPEAKER_01:Yeah, I think it is. And I love the saying that you before you correct, you have to connect. You have to connect with people before you correct. And when we try to correct without connection, um, it it I don't know if it ever really worked well, but it really doesn't work well with the current generation that's coming into the workforce, right? They are uh they are highly autonomous. They uh they believe that they don't need to follow systems and rules. And, you know, we were told you had to, and they're like, why? Like, why do we have to? And because I said so is not a good answer, but is that many of the systems and rules that that are in place, they're just not necessary, especially for the younger generation. They can work around those things. Now, this is not new. You know, there's uh there's a great story, and and you know, you've watched the stories about NASA and when we were trying to put a man on the moon, and I probably have seen those, Apollo 13. And the interesting thing about those movies, they always represent the engineers and the people who are doing the work as people who were, you know, sort of, you know, got a lot of experience and stuff. Actually, if you go back and read about it, nothing could have been further from the truth. What NASA figured out was that the people who were going to be able to figure out how to do something that we'd never done before were actually 23 years old. They went to MIT, they went to Georgia Tech, they went to all these fabulous schools, and they they had the the grizzled professionals mentoring these individuals, but the people that figured it out were really, really young. Sometimes people say things are so different. Now, I I think they're different, but there's some trends that you look back and you go, this was true in the 60s. So, how do we lean into that creativity and that that that belief that they can do things and they're not constrained by the rules rather than being frustrated by that is what I think one of our challenges is.
SPEAKER_00:I think one of the other parts too as a leader is to understand. Usually they a leader is someone who understands the scope of work, is very productive at that scope of work. But leader of people is a different kind of profession.
SPEAKER_01:Yeah.
SPEAKER_00:And I I think the biggest skill to teach someone who's in that in that new category, self-awareness. How are you coming across? What do they hear when you speak? It's not recording yourself, and because the essence of a true self, they can tell whenever it's a performance versus an actual application. So communication is like the buzzword that we always use in every one of our training programs, but it's the reality. How do you emphasize the power of communication and the different platforms to get that message across?
SPEAKER_01:Yeah, we tell our clients that leadership is more art than science. And the problem that we we have this wonderful tool these days, uh, Chat GPT or Perception Persepiti or whatever the the different AI models you're using. And when you when you put questions in there, you'll get the science. You'll get the science of how to deal with a particular problem or challenge, but you won't get the art. And you're right, you must be authentic. One of the things we teach our clients is we teach them to discover their own leadership DNA. Like you're gonna lead differently than me. Now the principles won't change, but you're I always client asks me how to do something, I'm like, okay, so here's how I would do it, and here's how I would say it, but let's investigate how you need to do that because you won't be able to say it the way I do. Right. So you have to be authentic. I've I've never met a leader who doesn't think they're a great communicator because we always know what we're saying, and it's clear in my head. Why isn't it clear when it comes out? Sure. Uh, but I would say we are not clear. We are not clear in our expectations, we are not clear in our desires. A lot of times what people feel is, you know, just the heat of when when they're not doing what we want them to do. Uh and so we ask that infamous question, you know, do you have any questions? And they always say, well, no. And we think that means no. And it means please go away, boss. You're embarrassing me. And I I'm gonna try to figure this out on my own now, right? Uh so yeah, I don't think uh we have clarity quite often. Um, and when I make that their fault, um, one of my first preachers told me, when you have a problem and you make it the other person's fault, you are absolved of all responsibility and all learning that could occur. Right. Um so I have I if if there's a lack of communication, lack of clarity, and I say, well, they're just not listening, I'm like, well, why is that? Why are they not listening? Right. And I say, well, because they're young people. Well, okay. Once again, right? Uh no, what what what is it that I need to do differently? Now, the truth is if I do everything I know how to do and I I research and I then then maybe it is them. But we jump to that it's them answer so quickly. I have found it's almost always me. I I can't speak for anyone else. It's almost always me.
unknown:Yep.
SPEAKER_00:I I think I've seen the same thing. But my favorite memory is my daughter asking me a math question, and and my engineering mind's like going 100 miles an hour, and it's like, well, you do this and you do this, and what this really implies. And after I drink, you know, I had the word dribble for a while, she stopped me and said, What's the answer? I'm like, Well, there's more to it. 12. Okay, 12. Go, go. You have to invest on whether the message is coming across. And that is something that I learned in a 360 format where you send out and ask people, how am I doing? What am I me, the manager, the leader? How am I doing? How am I coming across? And it is an eye-opener when they're honest. Because they they know the difference between giving a political so that you don't come back on them, and they know better than that no one it is anonymous. You'll never know who wrote it in. Yeah, you'll know. But when you actually understand that they're giving you a gift of their input on how you're actually conducting yourself, put yourself in that position that's vulnerable. Maybe you can talk about how that really impacts leadership. If you're really trying to engage, what does that really feel like?
SPEAKER_01:Yeah, I think that so often, in fact, one of the very first things we do when we're working with leaders is we work with them on what they need to do differently so that they can earn the moral authority to be able to coach other people. Uh if if I'm if I'm working with you and you're my boss and I can see that you're trying to do some things differently, you're talking about, then when you turn around and start talking to me about what I'm wanting you want me to do differently, it has a different tenor and a different feeling to it than if it's like I'm I'm here to fix Andrew. I had a CEO call me up one time and he said, I need you to help me fix my people. And I said, How do you know they're broke? And he's like, Well, you know, and we had a conversation and I said, I'm not sure it's your people I need to work with. And yes, he didn't end up working with him. Um but yeah, so it, you know, to be authentic and to earn that right, I mean, it's it's like, what do I need to be doing differently? Now, now I give you a little example of this. There are two types of people you can go and ask that question of, right? Because you can do a 360, right? But you could also um go and ask people like, where do you where's one area you feel like I could improve? Now, I can go to someone who sees the world much the way I do, and they will provide me what I call the cold comfort of validation. Right. Or they'll they'll validate me, I think you're great, and I'm like, well, I'm having a problem with this person over here, and they're like, Yeah, me too. So, and we're awesome, so it's not us. Or I could go to someone who sees the world differently and they'll say, Well, Andrew, you know, what I've noticed is, and if I argue with them, they're just gonna stop trying to help me. And the the likelihood of having people in your life who will speak the truth to you with love, um is is low. I mean, there's only a handful of people who will do that for you. I right I I always say, hopefully you're married to one, you know, because uh I know I can go home and and my wife will tell me, you know, uh what I don't want to hear sometimes, but it's what I but it's what I need to hear, right? Right? It isn't what I will want to hear sometimes. What I want to hear is I'm great, right? What I need to hear is, hey, here's an area that you could perhaps improve.
SPEAKER_00:And I think the the other part that I've seen that is really frustrating is the lack of interest in in groups, uh engineering groups, social groups, that time to take out of your schedule as a new manager, a new supervisor, and go into organizations like I there's an engineering team that I really enjoyed, the exchange and talking to peers. It's the power of working with the peers in your organization, not only in a social sense with other people from other companies, but the peers, the supervisors and the managers that in your own organization that sometimes are that clarity of leadership. And they can give you some real input at the same time. How do we try to teach that element of social skills to understand the power of that connection between peers?
SPEAKER_01:Yeah, and I think COVID, you mentioned COVID earlier. COVID made this even worse. We sent people home, people got used to working from home. And and let me let me say if you're a young leader on this, uh listening to this podcast and you're you're resisting going back into work, or you think it's so let me tell you, your progress in your career will be amplified and accelerated by this by the contact you have with people around you. Um sitting in a room in a vacuum by yourself, you you've got to have people who are willing to invest in you and work with you. So I strongly encourage you to to to identify those. Uh identify people you respect. Now, find somebody who can mentor you. Your progress will accelerate. Now, it can be your boss, your boss can mentor you for sure, but who are some other people that could perhaps mentor you, give you uh give you insights and give you direction as you progress in your career? Social networks, you mentioned those. If you were to think about this, uh, and this is uh sort of one of the models we use in our book, The Four Faces of Frustration, some people are more people-oriented and some people are more task-oriented. Um, everyone would like to think they're balanced. They're not, by the way. Under stress, we move to one end or the other, right? And so if I'm a people-oriented person, I probably like those social things. And uh if I'm a task-oriented person, I'm like, you know, that's a bit of a waste of time. I can just get the work done and what do you want from me? So if you feel like you don't need that social contact, I would argue you're the one who does need it because hardly anybody gets fired for their technical skills. Uh hardly anybody stalls out in their career because of their technical skills. They actually stall out because their inability to get along with others and to work it as a team and to accomplish things in a collaborative and empowered environment.
SPEAKER_00:That that is such a key point because technology and and doing the job and actually hands-on, you're leading those people doing those tasks.
SPEAKER_01:Yes.
SPEAKER_00:You're not you're not the boiler operator. You're the one in charge of the engineering department. There's that kind of moving away from your technical strengths and actually having the opportunity to lead people. Now, the part that I thought was really interesting is the engineering field has national organizations.
SPEAKER_01:Yes.
SPEAKER_00:And I try to explain to people that the national organizations are important, not trying to promote yourself as an ego and a boost, but connections, networking, for them to understand what's involved, that maybe your organization's really doing well right now. But I can name probably five companies that still exist that I remember starting off in the 80s that are still around that I had I had opportunities to possibly work for. Maybe you can talk a little bit about that networking on more of a larger scale so that they understand that that's an important skill.
SPEAKER_01:Yeah, I you know, it's interesting because you you sort of prefaced the comment with, I don't know what I'm gonna get out of this, right? And so leadership isn't about what you're gonna get out, it's about what you're gonna put in. One of the most successful leaders I've ever met in my entire life was a guy by the name of Rusty Beatty. Rusty Beatty was very high up at Progressive Insurance at the Claims organization. I think when he retired, he had like 7,000 people working in this group. And Rusty could get more done just walking around than most people could do in a week of appointments. And uh and I was talking to him about this. I'm like, Rusty, like he had this aweshock southern sort of manner, you know, like and if you met him, you would think he's not even that successful, but he was incredibly successful. But he just was just down to earth, but he was always looking for what can I do for you? What do you need? If you if you needed something, and by the way, I could I I I have a multitude of leaders. Another one's uh Michelle Vermett, he runs a company called America's Floor Source right now. He's the same way. He's got people on his phone that call him all the time. They haven't worked for him in 10 years. And they're like, hey, Michelle, can you do this? And he's like, he's like, absolutely. The network you create as you go through your life, um, you don't do it because you are gonna get something back. You do it because it's the human thing to do. But guess what happens? The reason Rusty was able to get so much done when he was walking around was he'd walk into somebody's office and they're like, what can I do for you? Because they knew his reputation preceded him. And so he never had to twist arms that much about getting things done.
SPEAKER_00:No, and I think when you when you talk about people who uh influence others, it's a personal connection rather than a business connection. That when when you actually come in and you're somewhat familiar with who they are and some of the challenges that they've overcome, and you have a connection, a personal connection. Like being a director, I knew the challenges and the issues and the opportunities for the people who reported to me. I didn't know the staff because they're just so far that you can extend yourself. I wish I had rusty skills to do more, to have that kind of memory power, which though the the people who I've seen that have that skill, their memory is fascinating. I've seen their tricks. My favorite was I had a general manager who had a picture of every employee that he was going to walk through the department. He had his notes that he compiled over time about family and about hobbies. And when he went through those different departments, there was an exchange. Do you know he knew my kid is graduating school? It's like, did you talk about it? You probably did. He listened. I didn't say that he also wrote it down so that he would remember. But any of those, any of those skill sets that try to help people communicate, those are those are pearls that you can use.
SPEAKER_01:Yeah. Yeah, without question. It's just it's just so powerful. This is a leadership is about being human with people. Um and uh, you know, uh I I have a client who runs a very large organization, and he uh uh he said, you know, the bigger the company gets, the more I realize I I don't have anything to do with the product anymore. I got nothing to do with the product, I got nothing to do with the service. All I do is work with people. Um and for for many leaders, they're like, but I don't I don't really like people.
SPEAKER_00:Yes, yes. And and how many times have we heard people like uh Gates saying, I'm not I'm not really a people person? He he walked his way out. He was a tech, but he he got people who knew how to talk to each other and he empowered them. Jobs was actually a very good people um related person, but he also had limitations that there was it was a deliverable and it was more of a marketing kind of connection rather than uh manufacturing connection. Yes.
SPEAKER_01:Um Yeah, you know what it is when people say I'm not a people person, what they're saying is they're more task-oriented than people-oriented. Right. And I all I would say is so that's what energizes you, but skill is different than behavior. And what what one of my favorite things to teach leaders is something called the Peter principle, which most people have heard of, right? Uh, but I think it's misconstrued. I think people think you get promoted to your level of incompetence. I think uh what it actually is happening is we get promoted to a place where all the skills we have not worked on that helped us get there now come back and bite us in the butt. So I could I can get to a certain level with my technical skill, but at some point, the very things that I ignored will start to become an issue. And so, you know, the drive, the desire to always be right, the desire to make it perfect, that's awesome. And it will get you so far, but then it will undermine your success from that point forward. So when I'm coaching executive clients, a lot of what I'm trying to do, I'm trying to get them to distinguish between what they are successful because of from what they are successful in spite of. And it's the in spite of's that actually are biting them at that point. Sure. They think they're successful because of those things.
SPEAKER_00:Yeah. So your organization is doing something in terms of training, and you have training programs. You have a 90-minute program, you you do keynote speaking. I I think what is important, when I started with the first real job, I like to say, was with Johnson ⁇ Johnson, and they sent me to a training course, uh, MBR with Dr. Durst. Wonderful course. It started my career. I had a starting point. Maybe you can talk a little bit about your organization and how important somebody has to start that training on how to be a leader and and and how your team has developed a way to what kind of walk them through this process to understand it doesn't happen instantly. It has to actually be applied.
SPEAKER_01:Yeah, you can't microwave leadership. You know, it takes time. No. So we figured out a long time ago. I I actually have to share a background in engineering with you, by the way. Uh so I went into sales because I was pretty much clear I wasn't going to make a great engineer. Um, and I sold the technical product for some years, and then I started this company. But I would have been elected the most likely to fall asleep during training when I would have was in my pre-prob because it was usually taught by someone who knew nothing about what I did, who who, you know, used examples and widgets and this, that, and the other.
SPEAKER_00:And I'm like, that's yeah.
SPEAKER_01:There's no bearing. But so when we started this, we decided uh one of the biggest reasons why training fails is it is seen as an HR initiative. So you I know you said you have HR managers on here. We put HR in the untenable position of being responsible for something that they cannot be responsible for.
SPEAKER_00:Yes.
SPEAKER_01:Um, so we always say we we partner with HR for sure, and and they're great partners for us, but we want to make sure this training is an operational initiative, not an HR initiative. And the way we partner with HR to make sure that is the case is like when somebody's gonna send a group or a person to a through a cohort we have, we want to talk to the person's boss. And we want to say what what would constitute success for this? And we want to get clarity around that and we want to know how that's gonna impact the business because then it becomes an operational initiative, not just we're gonna make you nicer and uh, you know, please and thank you and all that sort of stuff. Right. Um, so that's the first thing. The second thing we figured out was that since you can't microwave leadership, we take our content and we divide it up into very short modules and we facilitate them over time with our clients. And so uh it nothing takes a tremendous amount of time in any given week, but over the course of the of the of the program, uh you can really make some significant shifts, not just in the way people are interacting, but the business results they're able to achieve. So our programs last a little bit longer, but they're a low impact. Uh you and I have both been to programs where they're three days long and you arrive back and you're so excited, and you've got the binder and you put it on your shelf because you got a lot of crap you got to handle because you've been gone. And then three months later you find the binder. And I'm like, that's not helpful, right? Uh we do it a little differently, actually.
SPEAKER_00:And having the idea, I I think the biggest challenge for me when I've tried to teach, it's that 15 minutes of attention span.
SPEAKER_01:Yes.
SPEAKER_00:And if you're going for an eight hour day, good luck.
SPEAKER_01:Yes.
SPEAKER_00:Because they're they're not going to retain the approach of doing a 90 minute, a 30 minute what what you're doing is actually a way to help that become a memory rather than a thought.
SPEAKER_01:Yeah. And and what we the reason we do the 90 minute workshop, it's It's it's fully complimentary. And it goes back to what I learned from Rusty, right? You give before you ask. And and so be people attend the workshop, they never do anything with us afterwards. Sometimes people do. I don't care. It doesn't matter to me. What I what matters to me that by is by it's like you doing this podcast, John. Like you you're you're trying to be of service to people. And if people want to know more, we'll we'll tell them more. Uh but but we don't do the workshop so that people want to do business with us. We do the workshop because what we're actually trying to do is identify the people who want to talk to us. And if they do, we're happy to have those conversations. But if they get a lot out of the workshop and they're like, I've got so much to do, I I'm fine. Uh I consider that a live.
SPEAKER_00:Yeah, I agree. That's that's awesome. So we have a commonality of trying to help people, and that that is awesome. Again, but you're a business, and maybe we can just talk about the business end. Umresults.com is the organization and anything else that they need to know, website information or yeah, that's so that is the website, transformationresults.com.
SPEAKER_01:So if you go there in the top, you're gonna see free workshop. And if you click on that, you can sign up for that. That workshop. We do them usually once to twice a month. And uh it's it's 90 minutes long. And uh I always say, you know, if you need a workshop like this, uh you don't have time for it. So just understand it's gonna be hard to invest the time to do something like this. Our goal is to make that 90 minutes so powerful for you that at the end of it, you're like, man, I am energized, I'm focused, and I have some some clear things that I can do differently at the end of this that will help me accelerate the progress, not just of myself, but of my team.
SPEAKER_00:Well, Andrew, I appreciate your time. I think it's a wonderful organization. I love your approach because the idea of putting a hand out and helping is the part that I've always enjoyed, and I can see that you do the same. Um, so I appreciate I do appreciate your time. So if you like what you've heard, remember that you can listen to our podcast on the following. I've written a book called Building Your Leadership Toolbox, and we talk about tools like this, and it's available on Amazon and Barnes and Nouble and other sites. The podcast is what you've been listening to. Thank you so much. It's also available on Apple, Google, and Spotify. A lot of what we talk about is from Dr. Durst in his MBR program. If you'd like to know more about Dr. Durst, you can find out on SuccessGrowthAcademy.com. And if you'd like to contact us, please send me a line. That's Wando75 periodjw at gmail.com. And the music has been brought to you by my grandson. So we want to hear from you. Drop me a line, tell me what's going on, what you like, and what you would like to hear about. It has always helped us to create content. Thanks, Greg. This is fun. Thanks, Josh, as always. Next time, yeah.