Intent Based Leadership the Power of Employee Engagement with Naval Officer Chuck Dunphy

Summary

This episode features a deep dive into intent-based leadership with Chuck Dunphy, a former Navy officer and expert on leadership transformation aboard the USS Santa Fe. Discover how empowering teams, organizational clarity, and strategic decision-making can revolutionize leadership and operational excellence.

Key Topics

Intent-Based Leadership on the USS Santa Fe
The Three C's: Control, Competence, Clarity
Leadership Culture Change in the Navy
Empowering Teams for Mission Success

Sound Bites

"Give control without losing it"
"Leadership is about empowering teams"
"People in your organization make you successful"

Thank you for listen to the Leadership Paradigm Podcast | Empowering People. Elevating Performance. 

Transcript

SPEAKER_01 0:23

Now let's welcome my host, Executive Leadership Coach Christina Lee, and co-host David Hall for another amazing conversation.

SPEAKER_03 0:39

Well, welcome to the Leadership Paradigm podcast. I am your host, Christina Lee, and I am super, super pumped today. My guest today is none other than Mr. Chuck Dunfey. And I gotta tell you a very fun story about how we actually met. I uh love to read books, and uh I really love to read leadership books, and I picked up a book called Turn the Ship Around. And the book was about a very now famous uh commander and captain of a naval submarine, uh Mr. David Marquet, who uh really uh championed taking over a ship or a submarine uh that was uh really, I guess, in dire straits as it relates to performance and leadership and all of those things. And uh, under David's leadership, he just really turned the ship around. And the book was so phenomenal. And it it really, you know, many of you know that I am a huge uh leadership challenge uh fan, and it really tied in with enabling others to act. And so I decided I got the grand idea uh that I would reach out uh to the author and his team, and I the rest is history. Uh Chuck and I about three years ago started dialoguing, and I said, Chuck, we got to bring this brand to Paradigm 360. And so we are here. We finally signed the deal in Inc in December of 2025. And so uh listen, many of you don't need an introduction to Chuck because you've probably read the book uh and you've probably seen some of the videos online. But for those of you who've not met my guest, let's welcome to the show, Mr. Chuck Dunfey. Chuck, welcome to the show. Thank you, Christina. Glad to be here. Wow. I am so excited to have you here. Chuck, please, before we get started, um, you have a very impressive naval uh resume. And of course, you know how much I care about our uh our our wonderful military service men and women. I would love for you to just share whatever you'd like to share about you, your background, uh, and and what you're doing today.

SPEAKER_02 3:10

Thanks. Um so for everybody again, my name's Chuck Dunfee. Um I served 20 years in the United States Navy as a Navy Supply Corps officer. Uh and my second tour in the Navy was on the USS Santa Fe with uh David Marquet. Uh and I was lucky enough to be there and really kind of relearn and rethink how I looked at leadership and what I thought leadership was. Uh, and quite honestly, what uh how the uh models that I had had before I got to the Santa Fe weren't always that great. Um and then after I left the Navy, um David reached out and said, Hey, I could use some help. Um he had already written the book, turned the ship around, and was doing a lot of speaking events and things like that. And he needed some help uh just to uh get the company uh going and have somebody that could explain intent-based leadership to folks um and and who were on the submarine. So I came down here to Florida and joined him, uh, and then ultimately, you know, started working with him and the rest of the team here and uh helping people implement intent-based leadership in their organizations.

SPEAKER_03 4:40

Wow, um, that's fascinating. Before we get started talking about intent-based leadership, I would like to know what is it like being on a submarine? You're underwater.

SPEAKER_02 4:55

So I always tell people, look, I was I whether the ship was import or underway, I went to the submarine every day. So it's it's kind of the same view every day, whether you're import or underway. And so it it wasn't that hard uh for me anyway. I'm sure there's people that would just they can feel it and they're like uh all that uh water on the outside. But for me, it was really fun. It was a fun experience. It's uh, you know, when I was on board, it was all men. There are women on board submarines now doing a fabulous job as part of the cruise. But at the time, uh the Navy it was only uh was only men. So it was very you had a lot of friends on board. Uh there was a lot of camaraderie, you you had each other. Um it was just a great experience.

SPEAKER_03 5:50

That's fantastic. Um before we get before we really jump into it, I I think it's helpful to to have our guests understand, um, or our audience, if you will, prior to David taking command of the USA, the USS Santa Fe, he was supposed to take command of a different submarine. And the the book shares that David studied for almost a year, learning all of the ins and outs about that submarine. And in the 11th hour, uh before he was gonna take command of the new ship, and I from what I read, it appears that that ship was very prestigious. Uh, he then gets orders that he's going to take the USS Santa Fe, but he had not had the opportunity to learn that submarine the way that he learned the previous submarine. Is that correct?

SPEAKER_02 6:52

That's all correct. Yes. He was originally going to the USS Olympia, um, and uh prospective commanding officers, they go away for an entire year and become the absolute experts on the specific submarine they're going to. They read every report, they see every maintenance uh file, they read all about the crew and the good and the bad of the submarine that they're going to. Um, and the Olympia was built uh long before the Santa Fe. So the example I always use is if if you bought a Mustang, a Ford Mustang in you know the 1970s, and then maybe you bought a Mustang in the 1990s, there's not a lot of commonality between those two vehicles, you know, all the redesign, all the new types of systems and all of that. Um, and and so that's what happened. And so they're basically the same platform, they're all a submarine, they all have the same basic layout, but that they are different. And that that was where David's challenge came in, because um when he came to the submarine, the submarine was having challenges, it was it didn't do well in retention, it didn't do well in its operational uh evaluations. Um and there was there was always those challenges on the Santa Fe, and and it had a reputation, and uh the captain was supposed to be there on the Santa Fe for another year. Um and so all the officers that were in the the prospective commanding officer school, they all knew that it was coming up, and they were quite honestly, they were all just kind of glad, oh I'm glad I'm not going to the Santa Fe. Um, and then yeah, two weeks before David was supposed to take command in the Olympia, he had already both of those submarines are out in Hawaii. He had already gone out there and was already uh moving out there, was uh taking a little bit of vacation before he took command. And yeah, then he got the call because the commanding officer of the Santa Fe he left. He quit, uh, which kind of surprises me, especially um, because I think that's the pinnacle of most naval officers' careers. Uh, you know, the operational guys, and they they want to take command of their own ship. And when you get it, you you're gonna keep it as long as you can. Um, but he got there. He uh wasn't afraid of the challenges of the crew and trying to turn that the crew around and and help them become a better, a better crew. But the challenges of not knowing the submarine were really uh where I think his his nerves were because he's an immensely smart guy, annoyingly so sometimes I say. But uh it was gonna take him a little bit of time. And uh in the several of the instances on the ship that that happened, he realized very quickly um I'm gonna learn this, but I I've got to learn this faster, but I'm gonna need the crew's help.

SPEAKER_03 10:12

So intent-based leadership was born uh really primarily out of the fact that David had a huge, somewhat of a gap. I won't say a huge gap of knowledge, but somewhat of a gap of knowledge with this submarine uh because he had spent a year preparing for a different submarine. And so he really needed to rely uh on uh the talent that was already on the submarine. And from that, uh it sounds like to me, he came up very quickly with uh a leadership technique and a style that would really allow uh him to enable others to act, uh, to really do great employee engagement. So I would love for you to tell me a little bit about intent-based leadership and and what is it, how did it work on the Santa Fe, and maybe why it's very important uh for leaders to adopt this practice.

SPEAKER_02 11:12

So for me, largely intent-based leadership is all about how do I push authority to the people with the information? How do I push decision making down to the right level? Every decision cannot come up to me as a leader, um, because I'm gonna, you know, then I become the bottleneck. And and David knew that. And because he knew he didn't know all the systems yet on this on the Santa Fe, he needed to rely on the crew. And he it's not effective to just tell people, hey, if I say something wrong, you need to correct me. You need to let me know when I say something wrong. That's I don't think that's a that's not a winning solution to that problem. So his solution was you need to come to me with your intentions. I'm gonna let you know, big picture, what I need us to do. And I need to for you to come to me with how do we how do we attack that challenge and how do we how do we solve it? Uh and you bring those ideas to me. And uh that way he knew it was going on, but it was the crew bringing the solution. And we all say that, you know, don't don't come to me with problems, come to me with solutions. I also don't think that's a very good uh pro uh solution because then people are uh if they don't have a solution, they're just not gonna come to you. Uh but if you know they're not gonna come to you with the problem. But if you if you make it an intent, I intend to do this or I intend to do that, then then you know, then you've already thought about it. You've thought about the challenge, you've thought about how you're gonna uh uh solve it, and then you bring it to leadership's attention before it happens, so that everybody's kind of on the same page, and then we can move forward.

SPEAKER_03 13:18

I I love this whole notion around I intend to do this or that. I think that as I hear you speak, um, what's going through my mind, Chuck, is the level of uh psychological safety that must be in the room uh when you are allowing people to lead at that level. Uh, in order for you not to micromanage a process, you really have to have some level of um vulnerability trust, uh, where you trust that the person is going to make the right decision. But I would think that there are some elements that have to be in play. Uh, can you talk about? I know you all talk about the three C's and how that really helps um, you know, kind of be the bedrock of this process. Can you talk about the three C's and why it's important uh in terms of being able to facilitate intent-based leadership?

SPEAKER_02 14:18

Yeah, absolutely. So the three C's control, competence, and clarity. And to make any decision at a basic level, you need the technical competence and you need the organizational clarity. And then you can have the control to make that decision. Um and what we found is just through the discussions, if you came to the captain and you said, Hey, I intend to get the submarine underway, the ship's rigged for dive, the crew is all on board, the reactor is started and running. Um you know, you can go through the entire list of things that are required to get the submarine underway. And then instead of the captain having to be the decision maker and saying, Did you do this? Did you do this? Did you do this? He's just kind of checking off, he's making that mental checklist of, oh, they got that, they got that, they got that. And if they missed something, then you can bring it up and you can say, Hey, did you remember about this or this? And that changes that conversation from being a very transactional, you know, captain, tell me what to do. We need to get the submarine underway, to I intend to. And if I've missed something, then you can be my mentor and say, Don't forget about these other things, and then we can move on and keep moving forward with getting the submarine underway. But it it really helps you understand what pieces are missing. Is it technical? Is it a clarity piece? Uh and as a leader, I can fix both of those. I can get you more training if it's a technical issue, I can give you more clarity. Quite honestly, that's my job in the first place. And then we can keep moving forward. But if I'm just telling you what to do, then I have no idea where you are. I'm just assuming you're taking in everything I'm saying. But through a conversation, I then I really get to know.

SPEAKER_03 16:31

You mentioned something about um the leader's responsibility of uh providing organizational clarity. Can you tell me what that looks like in practice, Chuck? How does a leader frame that conversation? What does that conversation look like, or what might organizational clarity look like on a submarine?

SPEAKER_02 16:54

So it can be so this is these are this is the captain's intent, the intent of the submarine. And it can be big, hey, in six months we're getting ready to deploy and we need to do a lot of stuff, or it can be, hey, next month we're getting underway on the 15th, or you know, whatever date it is. But if you're and that's what we mean by intent, you have to let the crew know what's going on so that they can start thinking about how do I fit into that piece. It can't just be this vague, a vague thing, or uh just a pronouncement of we're gonna do better, or you know, we're gonna deploy and we're gonna, you know, do good for America. Those are great pronouncements, but they have to be, I would say a captain's intent needs to be very specific. It needs to tell the people that you're telling, here's where we're trying to get to. And the more specific you are, the more better. So that's what I always think about when I'm giving intent. When I'm trying to tell my team, what are we trying to do? It's I'm trying to be as specific as possible, but it's it's it can start off with a big pronouncement, but you really have to get into the detail. And then that way they have a much better understanding of where we're trying to get to and how they fit into that.

SPEAKER_03 18:23

And so what I hear you saying is once they have that organizational clarity and they have control, meaning they know uh with guard rails, the bandwidth that they can make decisions without coming to you to make those decisions, uh, then you know that kind of helps the scenario. And of course, competency, really understanding their job and understanding what it is that they're doing is very important. You uh in the book, um David talks about the fact that how this really um improved the culture of the uh Santa Fe. But he talked about the fact that as a leader, he retained the right to make one decision that he never would allow anyone else to have intent with. Can you talk a little bit about that, Chuck? I think it's an important one, but I'd love for you to unpack it.

SPEAKER_02 19:15

Yeah, absolutely. So I think as leaders, there are decisions that you need to make. Um, but I can guarantee that there's a lot of decisions that you make that even you're like, why am I making this decision? I'm not the one closest to the challenge. But you need to figure out what decisions am I pushing down and what decisions am I retaining. For David, that decision was weapons release. Uh, weapons on a submarine uh will have a big impact. It's torpedoes, it's tomahawk cruise missiles, and uh obviously those will have a big impact on whoever you're sending them to. Um, but he retained because that had to do with, you know, it would most likely have to do with the death of individuals, he wanted to retain that. He wanted to retain that responsibility. Uh so that was his guidance was always that's that's a decision. That's and you have to ask for permission for that one, but that's the one I'm keeping.

SPEAKER_03 20:23

But but outside of that, the the the sailors, uh, the officers, you all ran this submarine. I mean, you all did a phenomenal job. And and to my understanding, um the USS Santa Fe did not have the best reputation, and you all went on to win multiple awards. Is that correct? Can you tell us a little bit about uh the prestige that followed this leadership model? Yeah, absolutely.

SPEAKER_02 20:52

So, and I think any submarine, any ship, any organization, I think you have the talent there. We had the talent on the Santa Fe. We, you know, when David came on board, uh the Santa Fe did not have the best reputation. It was not doing well uh in retention and its operational readiness exams and whatnot. Um but it really was the environment that was created. When he came on, the environment changed. So the same people that were on the Santa Fe when it was the worst submarine in the Pacific Fleet were the same people on the Santa Fe when it became one of the best submarines in the entire Navy, uh just through its operational scores. And really the key one for me was that retention number. Um, before David got there, the year before he got there, only three people re enlisted to stay in the Navy. Uh the next year, when David got there, everybody that was eligible to re enlist re enlisted. Wow. So that is a huge shift. Yeah, and and that was, you know, talented people, people that you know, the government spent a lot of money to train to be, you know, fabulous uh people on a submarine. And so the talent was there. So and he figured he figured out, hey, if I if I can get those people engaged, once they're engaged, they want to be engaged. I'm a firm believer. Most of us don't want to be a toll taker in life. You don't want that job that's just menial and repetitive over and over again. You want to think about your job. You want to feel that you're contributing to the organization. And if you allow people to do that, and I do think leaders allow, you know, you can create the environment where everybody thinks I'm just a wheel in the cog, or you can create an environment where people feel like they're a part of the solution uh and and part of the organization. And David did a great job at that.

SPEAKER_03 23:07

Wow, it sounds like to me that uh this leadership model really impacted uh mission readiness and performance. And I could tell you uh being married to uh a former military personnel. My husband at one point, uh, he was in military intelligence, he's been a drill sergeant, he was a 31 kilo combo uh support. Uh he did all different types of things. And and of course, I have a wonderful brother-in-law who um retired recently as a full bird colonel in the United States Army. And and proud to say that I have a son who is also serving in the Army. And so I know firsthand how important uh mission readiness is uh on the Army side. I I could tell you, I can't tell you how many times I've heard the word rapid deployment. And I'm sure uh the words may be a little have a little variance in the Navy, but uh they all pretty much mean the same thing. And I'm thinking that this intent-based leadership, where uh the crew was able to make decisions outside of David because they had the right level of competency, because they had organizational clarity, and because they had control, really, I think, from just listening to you, um, really changed was what the bedrock of what changed the culture of that submarine. Would you agree with that?

SPEAKER_02 24:37

Yeah, absolutely. Everybody felt that they were part of the crew. Everybody felt that it was their submarine and and they were proud to be there. Um, and they did have control. But the other thing too is the communication level shot up because you it was, you know, it was about I intend to. You're still telling everybody before you do it, so that then you can learn more. You know, what are some other things that I need to be thinking about? What are some of the things if I'm doing this now? That affects other people too. And they learned it and they learned how to adapt and how they can help you finish what you need to do so they can get started on the things that they need to get done. So it really did, it opened up the communication, it opened up the way we all uh worked together, and it really created a great environment. Uh, one that I didn't I didn't know we you could get to. Uh so I was lucky to be there.

SPEAKER_03 25:40

Well, listen, I intend to go to a commercial break. How about that? We'll be right back with Chuck Dumpy from the award-winning uh submarine, the USS Santa Fe intent-based leadership, folks. Thank you.

SPEAKER_01 26:01

We hope you are enjoying the show. We will be back after this commercial break. Have you ever wondered how to scale your educational career? Or what about leading your team to the next level of success? Or maybe you've been thinking about stepping out into unchartered waters and moving into the world of administration or starting your own charter or private school. Whatever your personal or professional desires are, getting schooled with P360 is the platform for you to glean from world-class thought leaders across the globe in the field of education. Join the movement on Apple, Android, and various podcast platforms. Until then, in the words of our host, Christina Lee, we'll see you at the top.

SPEAKER_00 26:49

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SPEAKER_03 27:54

And Chuck, uh, thank you. The first segment, you really gave us some powerful leadership nuggets. And I have a couple of questions for you, and then we're gonna hit a rapid fire. I'm excited to hear about some uh fun answers uh that you will provide in our rapid fire. But before that, uh you know, I've I've heard um you speak about uh giving control without losing control. That's a very powerful statement. Can you unpack that? Because I I I know that leaders struggle. You talk about those three C's, organizational clarity, you talk about competency, but I gotta tell you, a lot of leaders want to hold on to stuff. So, how what does it mean to give control without losing it?

SPEAKER_02 28:46

So I am definitely a believer that there are every organization has leaders. Um, I'm I'm not a huge believer in very flat organizations, just in the sense of, you know, maybe the CEO who says he wants a flat organization, he believes that everybody else knows where all the decisions need to come from. Um but so what we mean when we say intent-based leadership is and it's it's not giving up control, it's not you know, people going away and making decisions without your knowledge. It it's about people giving their intent and telling you what they intend to do, but that's still before the action. And as the leader, you still have the authority, the right, the veto power, whatever you want to call it, to say, I'm I don't think that's the right way. And I would encourage you then to say, and here's why, here's what I'd like to do. Um, because the whole time you're doing that, you're showing them that you care because you're explaining it. You're trying to get them ultimately. I always say, you're trying to train the people that are gonna take over for you someday. So if you're not having those conversations, if you're not trying to steer them in the direction that you want to go, then I think you're wrong. I think, I think you're gonna find that all of a sudden you're making all the decisions, and again, you're the bottleneck. But if you're giving that intent and they're giving that intention back to you with what they're gonna want to do, you can shape it, you can steer it in a direction that you want it to go if you think you need to. But ultimately, you're gonna create a much more agile organization that can react a lot faster because uh sooner or sooner, hopefully, but sooner or later, you're gonna be able to just say, hey, that sounds great. Let me know how it's going in a couple days. We're not trying to shut down communication, and in fact, we're trying to open that communication up.

SPEAKER_03 30:58

I like the fact that you mentioned agile. I think that it is so important that we can move swiftly. And the quicker we can make decisions, you're right, we don't bottleneck the process. And I think sometimes uh there are two and three and four different chains of command that have to sign off on something. And this is a repetitive thing that we do every day or every month. And and so, you know, at some point people should have the level of competency to realize, okay, I know how to do this without having to ask five or ten people. Um, but I also think it's important that in the onboarding process, that uh the supervisor, the manager, or whomever, the leader, that they share with people what their bandwidth of decision making is. You know, it's it's almost like me giving my kid my ATM card. You know, it's my fault if I don't say, hey, you can't spend more than $100. And when I look in my bank account and a thousand bucks is gone and I didn't set the limit, well, guess what? Um maybe common sense is not so common uh all the time. And uh maybe my kid didn't think about the fact I probably shouldn't be spending a thousand dollars at the movie. However, when I empower that young person with my credit card or my ATM card, I can give them a limit and say, hey, listen, you can't go over this. And if they if they establish, if it's established that they have the competency and the clarity uh not to do that, then every time I give it to them, they kind of understand what to do. Now, if something should happen and they're out with my card and it's an emergency and they have to make a decision, well, they may have to spend $150 and go over that limit and then ask for forgiveness later. Ah, that's a whole different twist here, Chuck. Can you talk about times when leaders 99.9% of the time fall within that ladder of authority, but then sometimes that leader has to make a decision in the moment that they may have to come back and ask forgiveness for? Uh, does that happen? And is that possible? And if so, what's your take on it?

SPEAKER_02 33:22

Yeah, that's absolutely possible. And and we we talk about that a lot. You know, there is that the mindset of there's people that, you know, always want to ask for permission, and there's others that, hey, I'm just gonna ask for forgiveness. And somewhere in that paradigm, they are they fall and they'll either take it or they'll just wait and hope that the decision comes in. But that's why we think you know, the I intend to piece uh really comes into it and and working with intention, um, because you can uh you can just communicate and open that dialogue up. And the more that you do that, the more that you're gonna learn and you're gonna understand this does need to happen right now. Now, I still may send that text message, you know, using that example. I'd send the text message, hey, we had an emergency, I need to spend $150. You know, here's what's going on, here's what I see, and you fire that text off, and then, you know, at least then your leader or you as a mom knows, hey, something happened, they had to spend a little bit more money. Um, and they were open about it, they were clear about it. They had a there there was a decision process there that happened. Then we can talk about it after the fact and either figure out did they do the right thing? If they did the right thing, great. If you wouldn't have done it quite that way, you can correct that. But you have to believe in your team. I I'm a firm believer that everybody wants to do a good job at their organization. I I don't think that there are too many people that that come into a job and are like, I just want to do bad and I just, you know, do the bare minimum and get out of here every day. If you're if you have a good organization, you you want to do right by that organization. And if you uh create the right environment and you have those conversations and you allow people to make decisions, the decisions that uh happen that you weren't aware about or that come up on short notice and had to be made, those are gonna be better decisions. If if you're just always gonna wait for the decision to make the decision, then things are gonna stalemate, problems are gonna happen, a lot more problems than if you will create a team that's uh empowered and has the ability to do it.

SPEAKER_03 36:05

Wow, that's a powerful answer. And uh before we get to our rapid fire questions, I have one more question for you, Chuck, because you've done uh a wonderful job just helping us understand intent-based leadership and your experience on the USS Santa Fe. Um but I'd like to know from a personal perspective, you know, how did this experience shape you as a leader working with David um on that ship? What did you walk away with the day that you um I guess gave your final salute to the Navy and became a civilian?

SPEAKER_02 36:49

Um before I went to the Santa Fe, I was on another ship. Um, and I always call it was it was leadership by volume. If you could, the the louder you spoke, the more you shouted. Uh you were the one that got ended up getting listened to, and you were the one giving orders. And that was everybody kind of worked it that way. And it was, you know, it wasn't the best experience. I had a great time on that ship, but you know, as a leader, I don't think I learned very much uh because that was the the model that was given to me. Um on the Santa Fe, it was it was a lot different, and it was immediate. When I got on board, David had been there a little bit, and I could feel a difference. You could feel the way that the team came up to you, and it was it was a breath. I could breathe. I knew that everybody that was around me was on my side, wanted me to succeed, uh, and had the information that I needed uh to succeed. So my team helped me out, the other officers helped me out. There was a sense of teamwork, there was a sense of empowerment, and you could hear it. You could hear it in the language that they were using. And so when I left the Santa Fe, I really felt like I was a much better officer, I was a much better leader. I certainly wasn't perfect, I'll never say that, but I think I was a better leader and I was able to uh take that to my follow-on commands.

SPEAKER_03 38:29

Well, well, listen, that that speaks volumes, and thank you for sharing. And I guess for you to have uh left the Navy and then pick up your family and move to Florida uh to be with David uh and to help uh grow uh and expand and scale intent-based leadership international, he had to have been a phenomenal leader. Uh, so that says a lot about David, but it also says a lot about you, uh, as a former colleague uh with him in the Navy, that he saw some leadership skills in you uh that he knew uh would be a great fit for what he's doing uh post his naval career. So without further ado, I'm gonna ask you a couple of rapid fire questions. And you're gonna kind of be timed here, Chuck. And so I'd love to see if you can do this like under, you know, let's try if you can do this under 40 seconds, because I'm gonna just fire off some questions and you get to give me a one-liner uh for each one of these questions. Are you ready? Ready, all right. One word to describe the Santa Fe culture after transformation teamwork. Leadership is working. Well, Chuck, congratulations. You did a fantastic job. Uh, thank you so much for that rapid fire. That was a great way to uh bring uh our conversation today to a close. Before we leave, though, our final goodbyes, I would love to hear from you. Um, you know, what does intent mean to you today? If you were gonna say anything to our audience, you're talking to the whole world out there, what would you like the audience to know? What's most dear to your heart?

SPEAKER_02 41:04

So I'm I'm a firm believer that it's it's the people in your organization that that make you successful. Um, you can have the best product in the world, but if you don't have a good team, uh I I don't think you're gonna work well. So if you every organization we work with, they want their people to be empowered. They want their people to be accountable. And if you work with intent, if you work with intent and your team can bring intention back to you, I think you're gonna find those things. Uh, but you have to learn how to do it. And you have to, you have to believe in your team and give them the tools that can do that. And working with intention is to me, is the best tool that you can use.

SPEAKER_03 41:53

Well, Chuck, thank you so much. You have been a fantastic guest, folks. That's it uh today for our show, the uh for the Leadership Paradigm broadcast. I am your host, Christina Lee. I was so excited to be here today with my good friend Chuck. Guess what? My time is up. I thank you for yours, and I'll see you at the top.

SPEAKER_01 42:16

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