Ep174 Gary Hall - Discover the Transformative Power of Servant Leadership

00:00:00:00 - 00:00:05:23
Speaker 1
I've often said, Mike, that I charge 90% of it's being firing consistent with your people.

00:00:05:23 - 00:00:10:21
Speaker 1
I'm not going to tell you that. It's not issues there are they? They every day. But,

00:00:10:21 - 00:00:14:11
Speaker 1
there's nothing that beats that fairness and consistency.

00:00:17:00 - 00:00:26:21
Speaker 1
welcome to Get Unstuck and On Target, the weekly podcast that offers senior leaders insights and strategies to not only lead with competence and vision,

00:00:27:00 - 00:00:29:21
Speaker 1
but also to achieve groundbreaking results.

00:00:30:07 - 00:00:40:07
Speaker 1
I'm your host, Mick O'Neill. I coach top level executives on the power of ethical leadership to forge teams to be as united as they are effective

00:00:41:06 - 00:00:42:08
Speaker 1
in each episode.

00:00:42:13 - 00:00:52:15
Speaker 1
Join me for insightful conversations with leaders just like you, providing practical advice to help you get unstuck and propel you and your company forward.

00:00:53:13 - 00:00:54:14
Speaker 1
Let's get started.

00:00:58:13 - 00:01:27:13
Speaker 2
Joining me it's Gary Hall. Gary is the senior director of human resources for Tenkara Grass, the world's fastest growing producer of synthetic turf with annual sales of 1.4 billion. Gary has a B.S. in organizational and human resource management, and he is certified by both the Human Resource Certification Institute and the society for Human Resource Management. Gary, welcome.

00:01:27:15 - 00:01:30:22
Speaker 1
Thank you. Mike. Glad to be here.

00:01:30:24 - 00:01:57:11
Speaker 2
Gary, as you well know, we decided that we're going to talk about the notion of servant leadership. And just to remind regular listeners, my very last yes, Jonathan Strack, the CEO of Strack Inc., he shared his take of what servant leadership looks like to him from a CEO perspective. And today, I would love to focus most of our time together to do the same.

00:01:57:11 - 00:02:03:05
Speaker 2
what does servant leadership look like from an HR perspective? Does that work for you?

00:02:03:07 - 00:02:13:23
Speaker 1
Absolutely. And I'm looking forward to talking about servant leadership. I think it's vastly underrated and very important to what we do today.

00:02:14:00 - 00:02:39:21
Speaker 2
Well, we have had had chance to spend some time together, both of us coming from an HR background. I love to bring HR professionals on this show just because I have nothing but the highest regard for what they do for their respective organizations. Let's talk a little bit about what got you to this point. I know you have a degree in HR and in organizational management.

00:02:39:23 - 00:02:51:19
Speaker 2
You are working for a large company, but you've worked in different industry up to this point. Can you describe the types of industries that you have provided HR leadership for?

00:02:51:21 - 00:03:21:17
Speaker 1
Yes, my Ken, interestingly enough, I actually, by being in the right place at the right time, started out in the finance world and 14 years in finance, have a degree in organizational management with that human resource emphasis. And finally, you know, mid 2000, I decided to make that change over to HR. And my first job I was working in healthcare equality.

00:03:21:17 - 00:03:59:10
Speaker 1
I was working in long term care. And it was a, you know, an experience that was beneficial in many ways, but probably most beneficial in that I, came in on the ground floor in a industry that requires tons of paperwork and, you know, just due diligence to keep track of things. And, there a lot of, systematic values that come out of that that's important for what we do is human resource professionals.

00:03:59:12 - 00:04:36:08
Speaker 1
from there, I got back into the manufacturing industry and spent about four years working for a company of makes gasoline nozzles. those top components that, you know, a lot of people use every day. I've also done some work in automotive direct, automotive manufacturing and a little bit of time in banking. And now, I'm out here in this, industry where we actually not only manufacture, you know, synthetic turf, but we actually install in distributed as well.

00:04:36:08 - 00:04:44:08
Speaker 1
So a lot, lot of industries over, you know, what's not a long period of time?

00:04:44:10 - 00:04:57:21
Speaker 2
You have worked in a number of industries. I want to talk a little bit about synthetic turf for a moment, because people might kind of scratch your head and say, well, what are we talking about here? In layman's language? How is synthetic turf used?

00:04:57:23 - 00:05:28:21
Speaker 1
Well, you know, in particular, think about a grass sets to specific markets. Might and, we target athletic and athletic fields. That's a big part of our business. We call sports industrial on our side. And, we, we do a lot of football fields. We do soccer fields. We, you know, if you get into Europe where we worldwide company, we do water polo, we are polo fields polo hockey, I should say.

00:05:28:23 - 00:06:00:10
Speaker 1
And, you know, other various things of that nature while we, we broadened out we've done pickleball courts, we have done, you know, a wide variety of different things, but there's a different sector of our business as well, which we're deeply rooted in. And that's landscape. And, you know, we, we sell materials if you want to make your yard, at a synthetic turf surface, we can give to the materials and get you the help to do that.

00:06:00:16 - 00:06:33:05
Speaker 1
And so, it is a wide ranging business. And I've seen, you know, when you talk about, think of grass, we have locations in virtually every state in the U.S. now. And, we do all, you know, we distribute out of a couple of different areas, but we do construction out of a wide variety of areas. And in particular, our manufacturing is generally done in our, you know, Chattanooga municipal area, some in, in the no.

00:06:33:05 - 00:06:36:22
Speaker 1
45 main to be the direction of Chattanooga.

00:06:36:24 - 00:06:56:02
Speaker 2
For those not familiar, the flooring capital of the world is Dalton, Georgia. I'm actually speaking to you from Dalton, Georgia. And so you talk about that radius. It's amazing how much of the industry and suppliers today industry are concentrated, in this neck of the woods. Gary, let's go back to the types of things you've worked in health care.

00:06:56:02 - 00:07:22:02
Speaker 2
You've worked in banking. You've worked in manufacturing. I two spent most of my time in HR, in a manufacturing setting the last 15 years or so, in a consulting coaching role. I've worked in a wide variety of industries, and people might say originally, you know, Mike, I know you come out of manufacturing, but, you know, in engineering it's different.

00:07:22:04 - 00:07:38:09
Speaker 2
And when you really get down to it, I find that H.R. people are the same regardless of the industry. And the challenges of H.R are just kind of universal. Did you do you find that to be the case as well as you moved from industry to industry?

00:07:38:11 - 00:08:13:00
Speaker 1
Absolutely. I do, and, you know, like you, I've often heard that we want somebody that's worked in manufacturing. We want somebody that's worked in automotive manufacturing or, you know, and those can be big misnomers in a way, because, the reality is it's people and it's relationships. And how good to you do, you know, being a resource for your people as well as building your relationships with them.

00:08:13:00 - 00:08:39:12
Speaker 1
And I've often said, Mike, that I charge 90% of it's being firing consistent with your people. And if you do that, you know, the rest of it goes downhill. You know, the rest of it becomes manageable. Yeah, well, I'm not going to tell you that. It's not issues there are they? They every day. But, you know, there's nothing that beats that fairness and consistency.

00:08:39:14 - 00:09:00:11
Speaker 2
You were given a choice of what you would like to talk on, and you are qualified to talk on a wide variety of potential topics. But you mentioned servant leadership, and I kind of set up took notice of that because that's not necessarily easy topic to tackle. What is it about servant leadership that speaks to you?

00:09:00:13 - 00:09:33:02
Speaker 1
You know, Mike, I think what speaks to me is that engagement piece that you you know, if you're truly a servant leader, you're going to get engagement from management, from your employees and from your customers because they're you're going to be reaching out for their input as much as you're giving them input. I often find that servant leaders are thought to be maybe weak or, you know, maybe not.

00:09:33:04 - 00:10:04:00
Speaker 1
forth going enough forward, you know, ten lead actually lead people and make tough decisions. Well, you know, if you're going to be a servant leader that wants to be one of the people you you're probably not gonna be able to do those things. And something I've learned over my work career is that if you are going to lead people, you have to lead people and you have to make tough decisions and you have to be responsible.

00:10:04:02 - 00:10:47:02
Speaker 1
More importantly, while you can solicit input from a lot of different groups, they they can't be. You have to be the final decision maker. They can't be that decision maker. And you have to be able to make decisions, be able to lead people, but be still be able to have relationships, solicit input. And, you know, my current workforce will tell you that, I'm often asking for their input, but, it's, you know, I have to make those decisions and eventually, you know, as a leader, you're responsible for the decisions that are made, and you want to make the best possible decision.

00:10:47:02 - 00:10:56:22
Speaker 1
And what better way to make a decision than engaging with these different groups of people and getting input? Make the best possible decision.

00:10:56:24 - 00:11:22:11
Speaker 2
You know, some organizations embrace servant leadership as kind of a core value. that's exactly kind of the way, that Jonathan Strack characterized, our conversation and that is servant leadership is just kind of at the core who we are. And as CEO, I need to effectively model that as well as those who report to me and throughout the organization.

00:11:22:13 - 00:11:42:07
Speaker 2
He said something that caught my attention and it with something like this. You know, Mike, being a servant leader doesn't mean that you are a doormat, right? And I when I heard that, I kind of set up, when you hear that, do you agree with that comment that being a leader, it does not mean you're a doormat?

00:11:42:09 - 00:12:09:00
Speaker 1
Absolutely. You know, and, and I actually had an encounter with my boss that, I think he questioned, my ability not not to lead necessarily, but to make decisions and to carry things through. And, you know, it became a point of proving that. And, once I did, I just turned and looked at him and said, you know, just just as a note, I can make the big decisions, too.

00:12:09:05 - 00:12:43:04
Speaker 1
And, you know, it's it's really important that not only your, your leaders, but your peers and those people that work for you to see that you can be a leader, to be a servant leader doesn't mean that you're deferring decisions or that you're not going to carry through with something, to a fault. I probably take too long to make a decision sometimes because I'm trying to analyze all the data or everything that's coming in, but, you know it.

00:12:43:04 - 00:12:49:20
Speaker 1
It's important. It's leaders that you can make decisions and you want to make the right decision.

00:12:49:20 - 00:13:03:07
Speaker 2
Might, you know, if you're prone to analyze, sometimes we can get kind of caught up with the analysis when we're talking about serving others while leading.

00:13:03:09 - 00:13:24:24
Speaker 2
Is it that there's a kind of come a point where you've done the number crunching, you've got to make a decision. And because you're leading a large team of people that support HR, support those employees. At the other day, does it kind of just boil down to common sense?

00:13:25:01 - 00:13:59:08
Speaker 1
It does a lot. And, you know, I think if you're going to have value as a senior leader, Mike, the first thing you do is you lead by example. And, those examples are the people and the people that see you day in and day out, realize what kind of person you are. And, you know, I think more importantly, as a servant leader, you have people on your team that you're soliciting advice from.

00:13:59:10 - 00:14:36:00
Speaker 1
You guys show them why that matters, why it's important. and the biggest thing about servant leadership is you take all these values and you out them together, and you encourage teamwork. I'm a big team guy, and, I love teams. I like the team concept. And, I'm always trying to encourage teamwork. my current team has 11 people on it, and they're spread out all over the place, you know, all over the U.S. and, when I came into the it's about three and a half years ago, there was no teamwork.

00:14:36:00 - 00:15:07:12
Speaker 1
There's a lot of individuals, and we have implement systems and processes and not only have encouraged teamwork, we have demanded teamwork. And, you know, we we put you in a team setting and it's so we can garner all the value that you have as input into an issue, a problem, a project, whatever. And in we want to make that the end result, that that process has value because of your input.

00:15:07:12 - 00:15:29:00
Speaker 1
we think by doing that we've helped you grow and develop. We're hopefully giving you tools and we're giving you things that can help you grow and develop your skill set even stronger to be a more valuable person, not only to think out of grass, but, you know, in the world in general.

00:15:29:02 - 00:15:54:01
Speaker 1
you know, there's really a personal aspect to all of this to my though. And, you know, you you get a chance to show your team you care and you care about what they're doing, and it gives value to their work and what they're doing. And, it's inherently invaluable to the organization for people to know that their work's valued.

00:15:54:03 - 00:16:24:16
Speaker 2
You know, as I'm listening to you, I hate to reduce a concept to a word, but the word you just use seems to embody what we're talking about. And that is the word care. If you demonstrate that you genuinely care, people feel that they've been heard. People feel that you've got their back in a team setting. You're fostering teamwork.

00:16:24:18 - 00:16:34:23
Speaker 2
And in doing so, they approach being given opportunities to learn and grow in the process. Am I hearing you described it correctly?

00:16:35:00 - 00:17:06:17
Speaker 1
Absolutely. Yeah, yeah. Thank you. Hit it on the nail on the head. And you know, there there are some caring concepts here that if I'm going to ask you for your input, I'm not going to use it or listen to it. It doesn't have value. And people people are not ignorant to that. Might they. They see through that very quickly and they know what their value is not only to their organization, but to you personally.

00:17:06:19 - 00:17:44:17
Speaker 1
And you know, works about relationships a lot of times, and it's about being able to build effective relationships and, being able, you know, I've always considered human resources to be a back office job. And in the back office, you're supporting a lot. And you know, you have to be a good support for the people that are making, you know, whether whether it's in manufacturing, you're making something you know, you're providing support to in order to get our product to our customers.

00:17:44:19 - 00:18:24:10
Speaker 1
Or, you know, if you're talking someone painting, you know, you're you're offering support to get the people in that either, you know, worked as tellers in banks or that they're providing information to customers that is both beneficial and meaningful. And, so, you know, there's a lot of back office in this, but, you know, there some leadership concepts that come out of HR as well, particularly around, you know, policies and procedures and things of that nature that are really important to the day to day operation of any business.

00:18:24:12 - 00:18:54:07
Speaker 2
We talked offline along this line, but let me just kind of set this up. What are things I found very attractive to HR is the challenge. And the challenge is oftentimes in HR your role is to be responsive to senior leadership because we're in a support role. At the same time, it can never be a question in the employees eyes.

00:18:54:07 - 00:19:19:15
Speaker 2
HR is there to be an advocate for me, the employee. And that is a little bit of a constant tension. And that is if the whole time you're seen as an employee advocate and you're advocating on behalf of an employee, but you're not paying attention to those business drivers, you're asking for more pay or more benefits or more and more and more.

00:19:19:17 - 00:19:43:10
Speaker 2
If every time you go to senior leadership with your hand out, they begin to say, I don't know if you really understand how difficult it is to be in this business. There's a flip side of that. If all you are doing is providing support to senior leadership and you're not an advocate for the employees, I love that built in tension.

00:19:43:15 - 00:20:08:17
Speaker 2
I found that to be most meaningful. And I don't know about you, but what I found is that HR, it's a hard profession, but it seems as if when people make that move into HR, they tend to stick with it. And, why? Because you're helping employees on a very personal level. You're building relationships, but those are not necessarily exclusively relationships with employees.

00:20:08:17 - 00:20:31:06
Speaker 2
You're building relationships with management, senior management. And if you're going to be at the table where key decisions are made, you need to understand the business. While also being known as HR. Is there to be an advocate for the employee. I just write it off the top of my head, something that kind of resonated with me, but I may be way off the mark.

00:20:31:06 - 00:20:33:05
Speaker 2
How does that sound to you?

00:20:33:07 - 00:20:57:05
Speaker 1
You know, there's a lot of truth to that. You have. It is a little bit of a balancing act that you have the need to the employee needs. And being that employee advocate as well as, you know, how's the business doing? And, are we profitable? And, you know, payback analysis, you know, cost effectiveness, the things you're trying to do.

00:20:57:07 - 00:21:22:16
Speaker 1
you know, I'd like to take your point and elaborate just a little further, Mike, if I could, most of my mentors and somebody, you know, I'm a big sports guy, and, one of my one of the guys I kind of followed through the years because he coached at David Low School in Nashville for many years and actually got to knowing me as, like, by the name of, Don Meyer.

00:21:22:18 - 00:21:50:16
Speaker 1
He is a long time basketball coach, one, you know, on a national championship at Lipscomb. But, he was a big servant leader guy, and he had three rules. He only had three rules. And, you know, they sound they sound a little corny, but, you know, you got to read into them a little bit because the first rule is, is that everybody takes notes, and you know it.

00:21:50:18 - 00:22:27:15
Speaker 1
And he thought it set the tone because he thought that it showed that leaders must wanted and also learn, you know, regardless of how well you perform or how long you've done it, you know, it. He thought taking notes was essential to everybody in that whole learning cycle. it helped you learn from your mistakes, and it installed the mindset to where if you were writing down, you were listening more than you speak.

00:22:27:17 - 00:22:57:14
Speaker 1
And he thought it was like great servant leader tool. You know, his next one was, is that everybody says please and thank you. You know I don't, I don't make my employees just like please and thank you. You know so like but we try to have an environment Mike that's conducive to respect. And you know, mutual respect for each other and a environment to where issues can be freely brought forward.

00:22:57:14 - 00:23:25:20
Speaker 1
But still, you know, there's a respect for everybody that's in the room. And, you know, with that comes some things you wouldn't think about is, When you compared maybe compliance in commitment, compliance, it's where you're doing the bare minimum, you know, commitments when you're committed to what you're doing. And that's where we want people.

00:23:25:20 - 00:23:37:06
Speaker 1
We want committed people. And you know you want people to feel a sense of entitlement too. And what better way than to give them a voice.

00:23:37:08 - 00:23:38:16
Speaker 2
Yeah.

00:23:38:18 - 00:24:04:15
Speaker 1
And then you know you're trying to keep out the vision and things that compete against the agenda. You're trying to drive. And you know that. Please. And thank you. You know, you and thank you, Mike. But that helps those things as well. And his last rule is, is that, everybody picks up the trash.

00:24:04:17 - 00:24:05:18
Speaker 2
Yeah.

00:24:05:20 - 00:24:41:14
Speaker 1
And, it a servant mindset to pick up the trash. It's, you know, picking up trash is being faithful in little things. And, it's about, you know, picking up the trash can believe and seeing and seizing opportunities to set around example. And, I had I had a friend who was a dealer that owns and car dealerships, and every time he visited one, he picked up the trash, you know, that was in the floor.

00:24:41:16 - 00:25:06:07
Speaker 1
And he told people, he said, everybody thinks I pick up the trash because I own the place, but I own the place because I've always picked up the trash. you know, I found that, you know, I think that really drives to the point that he took the time to do the small things, allowed him to do the bigger things.

00:25:06:09 - 00:25:16:11
Speaker 1
And, it's, I think it's just a powerful message about how you set the right sample.

00:25:16:13 - 00:25:23:21
Speaker 2
I think that's a perfect illustration of servant leadership. you know, it's Don Myers, is that correct.

00:25:23:23 - 00:25:42:02
Speaker 1
Don Meyer? Yes. And, Don, coached at David Lipscomb for 30 some odd years. And, amongst people that sounded to him as the disciples, one Pat Summitt, who about everybody on this podcast will know.

00:25:42:04 - 00:26:04:08
Speaker 2
I love that. so true. Everybody takes notes. Say please and thank you. And everybody picks up the trash. What a great way of kind of some summarizing this concept. I do want to make sure I do ask you this question, and that is, you know, it's coming. Could you share an example where perhaps you or an organization that your, your were part of got stuck?

00:26:04:08 - 00:26:07:16
Speaker 2
And when that happened, what did it take to get unstuck? Garrett.

00:26:07:18 - 00:26:30:22
Speaker 1
Well, you know, even if I go back to my finance days, Mike. we were build own teams and relationships and figuring out problems. But to specific and to your question, I will go back to my first day to our job working in health care. And, you know, there was not only me, but there was a whole new leadership team.

00:26:30:24 - 00:26:57:06
Speaker 1
My boss was a new person to the organization. And, the company was really trying to get on its feet. Now it's one of the biggest long term care organizations in the US. but one thing they decided to do as a company was instill a servant leadership policy. And, you know, they they did a lot of things to try to instill servant leadership.

00:26:57:06 - 00:27:25:00
Speaker 1
It wasn't necessarily about picking up trash, but it was about leaders being able to take care of residents and things of that nature. And, you know, so that people saw you out there working. But also that you could garner ideas for improvement out of, you know, being in the midst of what they consider the everyday Bible and, you know, there were some really great things out of that.

00:27:25:00 - 00:27:48:11
Speaker 1
And in particular, the building I worked in, went from when I arrived from being the worst in the audience in turnover, having, a lot of issues that were regulatory and other things to becoming the best unit in that organization in about a four year period, you know, and four years sounds like a long time.

00:27:48:13 - 00:28:13:22
Speaker 1
But there there had to be a base, you know, there had to be a baseline set and a foundation board, and then you could build on that. And, you know, once you got like we were talking about earlier, you got the, management on board, you was able to get the employees on board and eventually, you know, you got to customer, see what your residents on board.

00:28:13:22 - 00:28:32:08
Speaker 1
And, it was just a great tale and servant leadership about everybody valuing everything that was going on in the opinions that were being held. And it it turned out to be a fabulous success story and servant leadership.

00:28:32:10 - 00:29:05:05
Speaker 2
Here we've discussed a number of topics we opened with just talking about the organization that you're part of. The HR team that you lead there, your experience in HR in multiple industries, the common thread that runs throughout all, and that is people and what their expectations are. You have shared, quite a bit about your interpretation of what servant leadership is and what does it look like.

00:29:05:07 - 00:29:18:19
Speaker 2
and you get this, one or more examples of those who you have it mired, who kind of model. What is it we're talking about? What do you want to be closing thoughts and takeaways for us.

00:29:18:21 - 00:29:48:10
Speaker 1
You know, Mike, I think if you're going to take away from this and you, you and Bryce, the servant leadership, a loss would be, you know, you can build strong teams. You can change your culture relatively quickly, you know, in small groups and disperse that out to larger groups. you can make things people focused. And, you know, there's nothing greater in organization than people think.

00:29:48:10 - 00:30:11:12
Speaker 1
You know, you're involved and you can boost morale of your team as well. And, you know, you can have a loud, vigorous environment that, you know, comes to work to face the challenges and the tasks that need to be done every day. I'm a big advocate of servant leadership. It doesn't mean you have to be weak or anything like that to be a servant.

00:30:11:12 - 00:30:17:24
Speaker 1
Well, it means you value the people around you and the input they give you.

00:30:18:01 - 00:30:54:07
Speaker 2
That's a great summation. before we conclude, I want to pose a question to our listeners and that is, are people following you out of necessity or desire? Is it an obligation that drives them, or is it inspiration? You know, as a leadership coach, I aim to address the multifaceted challenges of high achieving leaders like you. What you face, whether it's feeling stuck to spite as successes or struggling to, adopt as expectations rise or grappling with the need for a renewed sense of purpose.

00:30:54:12 - 00:31:25:23
Speaker 2
So I'm here to provide guidance and support, and I do understand the frustrations of navigating these complex issues. My approach is somewhat centered around empowering you to discover your core purpose and maximize your performance. Or together we can overcome obstacles, redefine strategies, and chart a course towards revitalized growth and satisfaction. So if you're ready to take the next step in your leadership journey, I encourage you to reach out.

00:31:25:23 - 00:31:45:08
Speaker 2
Visit bench-builders.com to schedule a conversation and take the first step towards unlocking your full potential. Both professionally and personally. Gary, thanks again for offering your very helpful insights and sharing your expertise.

00:31:45:10 - 00:31:50:23
Speaker 1
Thank you for having me Mike. I greatly appreciate the opportunity to be here.

00:31:51:00 - 00:31:57:02
Speaker 2
Yeah, for those who want to follow up with you or like to learn more, what's the best way for them to connect with you?

00:31:57:04 - 00:32:15:08
Speaker 1
Yeah, I'll give you two opportunities. my LinkedIn profile is very active and you can find me there. And also, if you'd like to reach out via email, you can reach me at G Hall at Tinkerbell. That's ten k t e grass.com.

00:32:15:10 - 00:32:17:06
Speaker 2
Excellent. Thank you Gary.

00:32:17:08 - 00:32:19:02
Speaker 1
Like you might.

00:32:19:04 - 00:32:29:24
Speaker 2
Also want to thank our subscribers again for joining us. And I hope you have picked up on some quick wins from Gary. They'll help you get unstuck and on target.

00:32:31:10 - 00:32:35:10
Speaker 1
Thank you for joining us for this episode of Get Unstuck and on Target.

00:32:35:12 - 00:32:56:00
Speaker 1
I hope you gain insights to help you lead with competence and drive your organization forward. Remember it, Bench builders. We're committed to your success, your leadership excellence, and your strategic growth. If you've enjoyed our conversation today, please leave a review rate and subscribe to keep up with our latest episode.

00:32:56:09 - 00:33:00:09
Speaker 1
This show really grows when listeners like you share it with others.

00:33:00:08 - 00:33:03:21
Speaker 1
Who do you know? Who needs to hear what we talked about today?

00:33:04:05 - 00:33:11:10
Speaker 1
Until next time, I encourage you to stay. Focus on the target and continue to break new ground on your leadership path.