Matt Best

And again, it goes back to, we talked about at the top that everyone's circumstance is different. Everyone's polarity is different. So everybody's perspective, everyone's to-do list will look different. One thing you mentioned, Mike, as you were talking about that was this sort of role of leadership and leadership versus management.

And if we think about that in the context of employees and supporting your employees, I'm curious, is that where you were heading with that comment around leadership versus management? Or were you approaching that from a different perspective?

And if we think about that in the context of employees and supporting your employees, I'm curious, is that where you were heading with that comment around leadership versus management? Or were you approaching that from a different perspective?

This is it though, Mike. This is exactly it. And Johnny, you and I talk about this a lot about, and actually we talk about it through the lens of like middle managers who often get stuck in this. You talk about that pyramid structure. some of the most susceptible to this challenge. I mean, if you're a middle manager listening to this, you might be kind of nodding along as we are.

This is it though, Mike. This is exactly it. And Johnny, you and I talk about this a lot about, and actually we talk about it through the lens of like middle managers who often get stuck in this. You talk about that pyramid structure. some of the most susceptible to this challenge. I mean, if you're a middle manager listening to this, you might be kind of nodding along as we are.

What do you say to those individuals? How can they help themselves in this situation? Because we can't all go to our bosses, bosses, bosses, boss and say, you're running your business completely wrong. You need to focus on this. So how can a middle manager listening to this podcast help themselves?

What do you say to those individuals? How can they help themselves in this situation? Because we can't all go to our bosses, bosses, bosses, boss and say, you're running your business completely wrong. You need to focus on this. So how can a middle manager listening to this podcast help themselves?

Mic drop. Johnny, I can see you've got so much.

Mic drop. Johnny, I can see you've got so much.

It reminds me of a conversation, Johnny, we had with a recent guest on the podcast who talked about an experience when they had with their peer group of leaders and their direct leader, right? It's a very senior team. And they'd spent that weekend together and they'd spent that quality time together. And they weren't talking about work. They were just engaging with each other.

It reminds me of a conversation, Johnny, we had with a recent guest on the podcast who talked about an experience when they had with their peer group of leaders and their direct leader, right? It's a very senior team. And they'd spent that weekend together and they'd spent that quality time together. And they weren't talking about work. They were just engaging with each other.

They were building rapport. They were building relationships. And the energy that she felt she got from that experience was just incredible. was just so big, the drive and the motivation that that created for her. And then as the expert leader that she is, she's translating that into how does she create that same experience for her own team and her own direct reports.

They were building rapport. They were building relationships. And the energy that she felt she got from that experience was just incredible. was just so big, the drive and the motivation that that created for her. And then as the expert leader that she is, she's translating that into how does she create that same experience for her own team and her own direct reports.

And the why is such an interesting point to start because it sounds so obvious. We've all had experiences of businesses where it's just, oh, no, no, no, we're going to keep that just inside our jacket. We're not going to tell them exactly what we need to do because they don't need to know that.

And the why is such an interesting point to start because it sounds so obvious. We've all had experiences of businesses where it's just, oh, no, no, no, we're going to keep that just inside our jacket. We're not going to tell them exactly what we need to do because they don't need to know that.

People talk about families and businesses and whatever, businesses and family, whatever about all of that, right? Because some of that is just smoke and mirrors and frankly garbage. Some of that is actually meaningful. But I think what you've just shared there is about your own perception. It's like, okay, you can't change your family.

People talk about families and businesses and whatever, businesses and family, whatever about all of that, right? Because some of that is just smoke and mirrors and frankly garbage. Some of that is actually meaningful. But I think what you've just shared there is about your own perception. It's like, okay, you can't change your family.

So you can't change your family, you could change your friends, but you still need to get on with your fat. Well, some people might argue you don't. You still need to get on. So you've got to work at that relationship. So it's exactly that. It's take responsibility. Don't just throw it away because you can't be bothered.

So you can't change your family, you could change your friends, but you still need to get on with your fat. Well, some people might argue you don't. You still need to get on. So you've got to work at that relationship. So it's exactly that. It's take responsibility. Don't just throw it away because you can't be bothered.

The importance of having to work at it and see it as something that you need to work on, but then see the output that working on it will drive for you and for your business. I think that's such an important thing that I'm sure a lot of people on this podcast might be thinking or not thinking.