George Mumford

And so one of the things I, I helped him. do is be able to meet people where they are and realize that they don't see where you are, but you have to you have to meet them where they are. Then it's called leading and pacing as a neurolinguistic programing technique or first, if you want to look at it that way.

And so one of the things I, I helped him. do is be able to meet people where they are and realize that they don't see where you are, but you have to you have to meet them where they are. Then it's called leading and pacing as a neurolinguistic programing technique or first, if you want to look at it that way.

And so one of the things I, I helped him. do is be able to meet people where they are and realize that they don't see where you are, but you have to you have to meet them where they are. Then it's called leading and pacing as a neurolinguistic programing technique or first, if you want to look at it that way.

It's like you meet people, you develop the rapport and then you leave, you meet them where they are and then you decide you give them a say on where they're going. See, this is a part of leadership that's really important. When you're a leader, you give other people a say in where you're going because then now they're in it. It's not your team, it's our team.

It's like you meet people, you develop the rapport and then you leave, you meet them where they are and then you decide you give them a say on where they're going. See, this is a part of leadership that's really important. When you're a leader, you give other people a say in where you're going because then now they're in it. It's not your team, it's our team.

It's like you meet people, you develop the rapport and then you leave, you meet them where they are and then you decide you give them a say on where they're going. See, this is a part of leadership that's really important. When you're a leader, you give other people a say in where you're going because then now they're in it. It's not your team, it's our team.

It's not your company, it's our company. And we have to get that one where everybody has value in my job. And what I was telling them is you have to model, trust, and inspire. That's it. You have to model the behavior, but then you have to trust them and inspire them to do it. Because I remember when Phil talked about talking to Michael about letting the other guys...

It's not your company, it's our company. And we have to get that one where everybody has value in my job. And what I was telling them is you have to model, trust, and inspire. That's it. You have to model the behavior, but then you have to trust them and inspire them to do it. Because I remember when Phil talked about talking to Michael about letting the other guys...

It's not your company, it's our company. And we have to get that one where everybody has value in my job. And what I was telling them is you have to model, trust, and inspire. That's it. You have to model the behavior, but then you have to trust them and inspire them to do it. Because I remember when Phil talked about talking to Michael about letting the other guys...

have more, you know, be more involved. And he had ideas about, okay, so, and he wasn't wrong. You know, you got a post player and he's got the ball. He's got to learn how to have footwork and learn how to control. So he's not just post, but he has to learn other skills so that he can, he can, he can handle the ball. He knows how to pivot away from pressure and he understands the game.

have more, you know, be more involved. And he had ideas about, okay, so, and he wasn't wrong. You know, you got a post player and he's got the ball. He's got to learn how to have footwork and learn how to control. So he's not just post, but he has to learn other skills so that he can, he can, he can handle the ball. He knows how to pivot away from pressure and he understands the game.

have more, you know, be more involved. And he had ideas about, okay, so, and he wasn't wrong. You know, you got a post player and he's got the ball. He's got to learn how to have footwork and learn how to control. So he's not just post, but he has to learn other skills so that he can, he can, he can handle the ball. He knows how to pivot away from pressure and he understands the game.

And so that's the thing. So everybody has to learn practice so that they can perform. Does that make sense? And so, So he had to open that up. And so as leaders, as people, even people we're engaged in, we have to see them as, just my opinion, as what they're possible becoming instead of seeing them where they are.

And so that's the thing. So everybody has to learn practice so that they can perform. Does that make sense? And so, So he had to open that up. And so as leaders, as people, even people we're engaged in, we have to see them as, just my opinion, as what they're possible becoming instead of seeing them where they are.

And so that's the thing. So everybody has to learn practice so that they can perform. Does that make sense? And so, So he had to open that up. And so as leaders, as people, even people we're engaged in, we have to see them as, just my opinion, as what they're possible becoming instead of seeing them where they are.

And then encouraging them, inspiring them. But they got to do the work. So that's where it becomes challenging because they have to take ownership. I say, I am responsible. I make choices. No B&D. The B&D is not allowed. You know what the B&D is?

And then encouraging them, inspiring them. But they got to do the work. So that's where it becomes challenging because they have to take ownership. I say, I am responsible. I make choices. No B&D. The B&D is not allowed. You know what the B&D is?

And then encouraging them, inspiring them. But they got to do the work. So that's where it becomes challenging because they have to take ownership. I say, I am responsible. I make choices. No B&D. The B&D is not allowed. You know what the B&D is?

Blame and denial. Love it. No, like I am responsible. Boom. Once you embrace it. Yeah. Okay. I didn't, I didn't ask for this, but now that I'm here, how am I going to, what am I going to do in that space between stimulus and response? And am I going to be who I say I am? Am I going to do what I say I want to do? I have that opportunity, but I have to self-regulate.

Blame and denial. Love it. No, like I am responsible. Boom. Once you embrace it. Yeah. Okay. I didn't, I didn't ask for this, but now that I'm here, how am I going to, what am I going to do in that space between stimulus and response? And am I going to be who I say I am? Am I going to do what I say I want to do? I have that opportunity, but I have to self-regulate.