The Chris Voss Show - The Chris Voss Show Podcast – Leadersh!t: A Look at the Broken Leadership System in Corporate America That Accepts Leaders Who are Really Good at Being Bad by Rande Somma

Episode Date: August 17, 2026

Leadersh!t: A Look at the Broken Leadership System in Corporate America That Accepts Leaders Who are Really Good at Being Bad by Rande Somma https://www.amazon.com/LEADERSH-Broken-Leadership-Corporate-America/dp/1634919343 With humble beginnings in a small, low-income home in Pittsburgh to over 40 years of business experience including serving as a Chairman, Vice-Chairman and member of several corporate boards of directors, being a corporate officer and running a $20 billion global operation for Johnson Controls, Inc., Automotive Operations, Worldwide, Rande Somma has seen some things in the context of leadership that deeply disturbed him. Somma brings an empathetic top-down perspective to the problem of corporate leadership and the chasm of disconnect that often exists between the workers, management, and the C-suite executives. His book looks at lowered standards for leaders, higher compensation, and the path of convenience, fraud, greed, and corruption that leaders are more often choosing over obligation to their duties. Recently, American businesses have been looking for and hiring leaders who are willing to do anything to elevate our companies to be “successful”, to be the “best”. The author contends that what is considered to be “successful” and the “best” has changed over the past several years or decades to refer almost exclusively to financial gain. While leaders we hire are supposed to be individuals talented in the art of leading people, they are now those guys and gals who are more talented at being financial wizards and creating the illusion that the business is fundamentally sound. This book is about what we have surrendered in the process of our hyper focus on financial gains, and that includes the exceptional return on investment of integrity. The author presents a narrative about what he perceives as a serious and disturbing truth that is incrementally infecting companies both large and small. This truth that was once unacceptable has now become not just acceptable but expected and normal with regard to leadership in corporate America. Somma demonstrates through his personal stories and others’ experiences how corporate American leadership has descended into leadershit. While many of his stories are based on his own experience in the auto industry, Somma sees the problem as a more pervasive issue. It was not just the auto industry having a bad year or two; the pattern was repeated in other companies and industries and in other leadership situations. He recognized this as a leadership system that doesn’t serve us anymore, and therefore, it is the system that is the problem. Somma shows how we – all of us – are paying for leadershit’s lack of commitment to absolute integrity, authenticity, and real performance. While this book walks through Somma’s own tangles with the facets of leadership over the course of his professional career with many organizations, he encourages the reader to recognize the challenges that we all face and for all of us to emerge with solutions and as authentic leaders.

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Today we have a Randy Soma on the show with us today. He is the author of the book called Leadership. and that is leader and the leadership with the eye being an exclamation point. So when you search it on Amazon, you don't know what to do there. So leadership, a look at the broken leadership system in corporate America that accepts leaders who are really good at being bad. He must have interviewed all my ex-bosses. Anyway, we're going to get into with him and talk to him about this.

And I think most of us have been in situations where, boy, we've experienced some really poor leadership. And of course, the main reason people leave companies, the number one reason is poor leadership. Randy is an author who's published two books on the topic of leadership and today serves as a mentor for university students and young professionals. He has over 45 years of business experience, primarily in the global automotive industry. Prior to joining Johnson's Controls Incorporated, he was employed at Rockwell International's Automotive Division, serving in a variety of leadership positions and purchasing sales and manufacturing. He departed after a 15-year career in the Fortune 100 company's automotive systems, and well at Johnson Controls, after assuming a number of positions, increasing responsibility in sales marketing,

global strategic planning, and president of North American operations. He was elected a corporate officer soon after he was named president of the automotive systems groups, operations worldwide. Now he joins us here on the show. Welcome, Randy. How are you, sir? I'm doing great. Thanks for having me.

Thanks for coming. We really appreciate it. Randy, give us websites, doctor. Coms, LinkedIn, wherever you want people to get to know you better on the website. I don't have an actual website, but they can look me up on LinkedIn, and they can look me up there. So could you give us a 30,000 overview, please, of what's inside your book? First of all, I wrote the book because I was both mad and worried. Because of my position with John's Controls being a CEO of such a large company,

I was invited to be on a number of different corporate boards. When I ran Johnson Controls, me and my team, we had core values there. Number one being integrity, number two being our people, and then from their customers, shareholders, and so on. We made every decision aligned with those core values. It was, it's one thing to hit a number. It's another thing, how you hit the number. And we wanted to do it with integrity and aligned with our core values.

When I got onto boards, one by one, I found out that they walked, they talked to talk. They talked about their core values. They talked about living by them and so on. But when I got on the other side of the boardroom door, for instance, people or any company's core values who has them, when I got on the other side of the door, people were nothing more than a line on. on a spreadsheet. Oh, wow. And every time, every time I objected to some of the decisions that were being made that were in violation of the core values, I was, I was not joined by other board members or the CEO. Really? So they dissenting. Really? Wow. It is, and that's when I came to, started to come to a conclusion, but it's happening everywhere. And I used the term

leaders surrendering their duties and obligations to their self-interest. And not the self-interest, or not the interest of the organization, maybe. Exactly right. And if you're a board member and you're getting big fees and you're getting stock options, the last thing you want to do is upset the chairman. And, you know, so I found myself when I was doing, Only what I was supposed to be doing as a board member of different kinds of companies, by the way, I was finding myself alone. And in two cases, I resigned because I couldn't keep the puke in my mouth. Wow. And one of the cases I was, I was demoted.

Oh, no. From being vice chairman of the board to being a consultant for the board. non-voting. So because of my persistence in doing it the right way, they decided that since they didn't want to do it that way, that I would be on the board still and they would benefit from my experience, but I was not permitted to vote on anything because they'd rather go a different direction. Oh, wow. Wow. Tell talk to us about what these core values are. Give people a kind of foundation to work for if we could. What a sample of that means?

Yeah. And any, not every company, but I would personally say that every company should have core values. And for instance, in our case, when I ran John's Controls, number one was integrity, that we would, we would hit our numbers, we would hit our goals, we would meet our objectives, but we would do it with integrity and not by doing it by, hocus pocus, if you will. Focus pocus.

You still get to the number, but how you got there was not with integrity. The second one that we had in ranking order was our people. We really wanted to value our people in the process of running the business, give them opportunities for advancement and other opportunities within the organization. So that was the number two.

And then after that, it wasn't in force-ranked position. There's shareholders. There's customers. There's what we call continuous improvement. There was strategic advancement. There was the communities in which we did business. I had 256 plants in 26 countries. Wow.

We tried to, in the communities where we had an operation, we tried to do things to be a good community citizen. and do it for the communities there. So that is typically what core values are. There are some differences here and there, but that's it. And number one being integrity, by the way, and the number one way you show that you have integrity is that you follow the rest of the core values when you're making decisions.

Yeah. And I always call it there's a difference between talking to talk, which is talking about the core value, publishing the core values, put it all over your website, but then in terms of walking the talk, not so much. Yeah, I call that the PR values pushout or mission statement, or it's the PR thing. But it's not, it's do as I say, but don't do as I do sort of thing.

And people see right through that, I think, in corporations. They go, yeah, CEO is he's not living the corporate values. You remember when Google had corporate values that was don't do evil? and they eventually had to dial that back because they were doing so achievable. The darn thing is that the number one thing that I always wanted to earn wasn't so much monetary. I wanted to earn was trust from the organization. But therefore, if I published our core values and then they saw that I was not living by them in terms of how I was running the business, the morale starts to collapse.

and when morale collapses, so does productivity. And then you end up a shell of yourself. You may not go out of business, but you only be a shell of what you could be if you had high morale driven by a leader that is trusted upon. Yeah. Morale is important. Leadership is important. Values are important.

A leader needs to walk his talk, talk is walk. You've got to live those values and exemplify them. And if you don't, people just go, you're full of shit. As George Carly say, you're full of shit. And Chris, not to interrupt you, but this book and the one after it, I don't just give opinions of what I think about leadership. And by the way, in the second book, I cover more than just corporate America because I saw in other organizations.

but it's not just what you see in individual situations, but when I saw it in more than one case, in fact, almost in all cases, I found that I came to start to come to conclusion that this is more widespread that I would like to think. And the books have not just my opinions, not just my theories, but I tell stories. stories. So I give the reader a front row seat to what I saw and what came of me as a result of being a person who was committed to duties and obligations. But you, on the title of your, on the cover of your book, you have the words dignity, duty,

honor, obligation, trust, and integrity. And you show up being squished in a vice. Exactly. And which I suppose exemplifies ways a lot of leaders out here. It's funny. I watch Facebook go from this, oh, we're a kumbaya, we're a family environment. We're all families now. They've just been throwing people in the tech business out left and right over these last few months. And evidently they've overshot and overread how big AI was going to be, or at least it's not there yet, let's put it that way. And you're like, these people are like, yeah, we're a family. There's lots of memes and jokes about on LinkedIn, of course, where the family means you don't get a raise, you just get pizza parties.

It's become cliche in that way. But no, companies need to realize leaders need to realize that that is the number one reason people leave an organization. Poor leadership, poor being mistreated by bosses. And it's not money. It's not money. It may be money sometimes. But for the most part, it's poor leadership. I've worked at places where I'll make a little bit less money because I like the place and I like what I was contributing.

And today's employees, millennials really changed the workforce and what they wanted. I think Gen Z has changed it some more. And more and more, they're searching for meaning. I think the boomers, a lot, for the most part. They're just working for the gold watch and putting in the retirement hours, or the hours for retirement. And they didn't really worry too much about what they were doing.

They were just do whatever the work is, just do it. And people, Gen X, Gen Z years down, and some of the millennials, they just want more value. They want more meaning. They want it to matter more, not only to the job or workplace and integrity of what they do, but also to the world. Are we contributing global, whatever, climate change? Are we caring about the world outside of ourselves, charities, etc., etc.?

They're more interested in that. And that presents some challenges to companies that just have this IBM 1950s technology of Peter Drucker going, just use the carrot and the stick, iron fire rule. to get people motivated. And you can't do that really anymore, I don't think. Along those lines, after I published leadership, I got contacted through LinkedIn by dozens. And I mean, not hundreds, but dozens of young professionals.

Turned out to be young professionals. And they had almost, if I looked at it as a cross-section, they had a very similar thread in terms of what their message was to me. Number one, they would say, look, I'm a person that has values as a person. I want to be somebody that is trusted. I want to be somebody that is known to have integrity. I want to be somebody that's dependable. That's the kind of person I want to be.

And then it will go on to say, but if I hold on to those values, I will not do what my company is asking me to do, and I'll probably lose my job. Yeah. On the other hand, on the other hand, if I do. with the company's asking me to do, I'll probably, I'll keep my job and maybe even get promoted. However, however, step one to that is to sell out on myself. Yeah. And now they say to me, so many of them said to me, which was the toughest question that I've gotten, is now what do I do?

I'm stuck in this dilemma that if I hold on to my values, I won't go very far in the business. If I go far into business that meant that I walked away from my values. And then the other thing they say, we would talk about maybe going to another company is the answer. And this is where I started to come to a worry. This is the worry part that this is becoming culture behavior. So going to another company may just be changing from one to another another, your address, but they talk to talk because they talk to talk. They sound like they are legit. But then when you get in there, you find out they don't walk to talk. And that's where

young people in particular are really stuck in this system that I believe. And as I say, I got worried because in all of my exposure, which is not the entire world, but a lot of exposure. and a lot of different organizations at very high levels, I saw pretty much the same thing. These young people are seeing it too, and there are many of them, many of them who kept in touch with me decided the best thing to do was to try to start their own business. Because if they start their own business, they get to set the rules. Oh, yeah. They're not obligated to follow other rules, and if they don't like it, they end up getting fired. of course, that's a different approach to things, but it's one way to be sure that you're going to

set really good values and then follow them. Yeah. Yeah. Yeah. You've got to set that up because otherwise, if the leader doesn't set the tone, the culture of the organization, by default, it will set itself somehow, which usually isn't going to be as good as making your own. And then it just becomes what, I guess we just look to the leader.

show us how to behave and the culture that he wants. And culture is so important. Every leader when they enter a leadership position needs to be mindful of what is my culture that I want to create. And if you're stepping into a position where I think about that, every time I start a company, okay, what is their culture, whatever we're going to exemplify, how are we going to communicate that culture and lay the foundation, how are we going to make it endure so that it functions in all of our actions and decision-making. And leaders need to think about that long before they launch a company or long before they launch stepping into taking over for someone else.

Usually you're stepping in because someone else didn't do a good job or maybe they were ambivalent or just they didn't have create good culture and it got toxic. And so you're in there trying to fix and repair. And it's really important when you step into those things to read the room understand what's gone before, what needs work, and also bring your own bag of culture that you want for integrity and a lot of things you talked about on the cover of the book. That's just so important. And it sounds like you kind of went through that journey with your companies that you were experienced.

You experienced the ups and downs of all the different variations of leadership, or leadership for that matter. You really manage the word culture, I agree with you totally. That's something you don't hear a lot of leaders talk about in terms of its importance. It's like the foundation of a house. You don't really see it. It's pretty abstract. It's not very sexy. But if you don't get that right, the house isn't going to be right. Yep. Foundations are so important. And really, culture, as I said earlier, what you achieve is one thing. But the culture determines how you achieved it. that's where the integrity is in the how and too many times i've seen executives get really big bonuses

because they hit the number but when i asked them how they hit the number boy sit on and strap up because you're not going to like it it's not going to be pretty if they tell the truth yeah yeah it's it's something that people got to start focusing on telling people that you layoffs and we care about our employees, we love our employees, and then you lay off 10,000 people. Like, you're full of shit. Yeah. No, you really are.

Especially when you're doing it just to boost your stock price. And you've probably got something in your Golden Parachute contract or some sort of stipulation they're bored. Or if you sell the company or you layoff or the stock price goes up, you basically get paid. Maybe they need to quit paying CEOs in direct proportion to stock value. increase and maybe they should do it based upon employee value or happiness increase. Maybe they should base it on how you get paid by how many complaints you have on Glassdoor. But I was asked once, if I wanted to know how if a company was being run properly, what would be the one question I would ask that would give me at least an indicator of how it's run?

And the one question I would ask is, what are the metrics? used to determine whether and how much leadership gets in terms of bonus. Ah, yeah. And what you will see, of course, is all financials, pretty much all near-term financials, because nobody gets any of their bonus based on the success of their strategic plan or the progress of their strategic plan. Everything is now. Everything is money.

And I never saw once ever that morale was part of how you. you got paid a bonus was part of your bonus structure. Yeah, or culture. You're holding the culture. And there's people. They're going to follow. They're going to follow what you set in front of them in terms of goals. But I, we, we, my team at Johns Controls, we, I sat, we were sitting around a room one day and I said, the mission statement says we're going to be world class and automotive interiors.

Can we be world class and automotive interiors if we don't have high morale? Yeah. Now, everybody's looking at me like, what are you doing? You know, I mean, what are you doing? Yeah, we talk about morale, but I said, we're actually going to measure it. So we hired a third-party company because if somebody said, was asked the questions about how they like working there and they didn't like me, I wanted to be free and comfortable in saying that without being attached to them. So we did it three years in a row.

And I did it three years in a row because we were going to act on each year's findings and hopefully improve as we went. And in year one of the questions that was asked among many that I was focusing on was, do you believe in and trust the leader? Year one, 61% said yes. So I said to the company doing the surveys, I said, could you go back, back and find out why 39% either said no or I don't know because I can't act on a number, but I can act on that answer. And they came back with the answer. And long story, too long,

in year three, the answer was 81%. Believed in and trusted the leader. But guess what happened? What else happened, Chris? The earnings, everything, everything went up. We had. Brown went up because they trusted the leader, all of the performance of all the other metrics increased. And it's really not rocket science when you think about it. Yeah. Not rocket science. That's always good. It's something that really needs to happen.

And I'm glad you're detailing it and breaking this down for people so they can check it out. Now, in boards and people that hire managers, CEOs, and top people for an organization, they need to vet them. this stuff. What kind of culture are you looking for? What do you bring? You know what's interesting to me? I don't know if you've seen this in your experience, so I'll ask you about it. But it's funny, anytime I talk to a leader these days, I wouldn't even call it 1%, but 99% of them, when you ask them, what is your leadership style or what kind of culture do you try and bring? They don't really know what their leadership style is. They don't really have a thought pattern. They're just running on whatever toolbox they've built that got them there, which may not always

been the thing that actually got them there. Maybe some luck or some great stock prices or something, or just whoever in the organization didn't give a shit that they were in before. But you need to vet this stuff. You need to understand that. You need to think about as a leader. And that's why books like yours are so important is because we all pay for leadership's lack of being able to follow through on these things.

And a lot of times it costs us money and jobs. And of course, hiring isn't cheap either these days. It's a tight hiring market in many cases in some markets. So yeah, it's really important. Do you find leaders are abstract on what their leadership style is and the culture they plan to build? Yeah, very much. In fact, again, as I said earlier, the word culture, now I'm sure there's leaders out there that pay attention to culture and know that culture has a direct impact on the performance of the business.

But I haven't met too many. they know it's the right thing to do to talk about culture, but when you ask them, how are you making that a tangible thing in your organization? They just wander with that answer. In terms of their personal leadership style, not all the time, but a lot of the times it is,

it mimics that of their leader, because that's a good way to be a kiss up to that leader. Your leader is if you lead like, they do. But I always used to tell our folks that number one, number one, in terms of culture, is that we motivate through inspiration. We do not motivate through intimidation. And it's like the Wizard of Oz theory. The Wizard got everything done because he yelled and screamed to people. But yeah, we focused the culture, our culture, was to the extent, our culture was good to the extent that we lived out our core values.

If we lived them out, then we had a strong core culture. If our people could depend on leaders following the core values like they were demanding that of the organization, then you've got a strong culture. If the leaders only talk to talk and don't walk to talk, you got nothing. There's nothing for them to depend on. Yeah. It's so important that they do this. So as we ran out the show, anything I should have asked you about that maybe we should have talked about on the show to tease people out to pick up the book. Like I said, for whatever it's worth, I use the stories. I tell the stories in the book and then with the stories that it sets an example. And from that example, I talk about what worked for me, it Johnson Controls, what I saw in other organizations. beyond just the one example and how I really think we're really, we're really, bad is

become normal and good is becoming an issue. And so I try to, in my way, the only way that I could is stop bad from becoming normal. And let's get back to where leaders are legit. And in my second book, I talk about why do we call them leaders is the title. And if you're sitting in a leadership position and you're doing only for your benefit and not fulfilling your duties and obligations, you're not a leader. You're a fraud. And you're just using your position for your own benefit. I like that.

You're not a leader. You're a fraud. You're a fraud. You're a fraud. Hey, listen, so many people. have said to me, and the reviews that the books have gotten, the book has gotten leadership and the other one is it's about time somebody tells it like it is. Yeah. And hopefully, hopefully something good comes out of that, but it's just my way of fighting back because I'm

getting really worried that this is becoming more common than we might like to think. That's true. Yeah, it really has for a long time. In the 80s, things really changed. the world, and a lot of it from the corporate world came out of Ive Mioski's attitude. Greed is good? And then, as it, Noam Chonsky, who wrote the article in the 80s, that basically said, it's not about people, it's about shareholder value or something like that. There was some screed he put out in the Wall Street Journal or some major magazine. And a lot of, and corporate people led to it.

They decided that investor returns in value and stock price was more important than people. And that's when you started seeing mass layoffs and all sorts of the goofer, goofer annery and the golden parachutes and the crazy. That's when you saw the average pay per CEO per employee soar to this extraordinary amount where they're just, they're just paid. Some guy at the front is getting paid $3.35 an hour. Well, some guy's getting $100 million bonus for making the stock. Chris, just one quick story that's in the book. And this really got me thinking, among other things, but really hit me hard that this is becoming more normal. These aren't exceptions. These are the norm.

My wife and I give scholarships at my alma mater, based on students writing essays, demonstrating their understanding that integrity has value both in business and in personal life. And when we present the scholarships each year, and we're in, we just finished our 18th year, I give a talk and talk to the students. There's about 300 students to come to this. And after I was done with this one talk, one of the students came up to me. And he said, he was a junior. And he said to me, he said, I've just been elected to be in charge of, I think it was like accounting society for accountants, something like that.

He said, there's a job description. And in a job description, it says, don't you decide what's going to happen from top down. Go ask the members what they want to get out of this and then build an organizational business model that delivers that. He said, I started walking around and talking to members and said, what do you want to get out of this? What do you want to get out of this? And he said, he said, Mr. Somer, they were looking at me like, what's wrong with you? Now, here they are. Now, obviously what happened was he was a departure from his predecessor's style, which was not to follow the job description, right, to do it their way. And so now he's doing what he's supposed to be doing, and they're looking at him sideways. So finally, he said to me, he said, Mr. Salmi seemed like the kind of person based on your talks and whatnot that wants to do. do things, be successful, but do it the right way. And he looked at me, Chris, he looked at me,

I swear to God, and he said, did you ever feel lonely? Hmm. Think about that. Wow. All he's doing, and he's only a junior, so he doesn't even really know the scope of what he's, what he's referring to, but here he is only doing what he's supposed to be doing. And he, and, and, And people are treating him like something's wrong with him. And then he says, did you ever feel lonely? Wow. That was a shocker. Yeah.

That is a shocker. And people don't feel sometimes like they're part of a larger organization. They just feel like I'm just the cog in the wheel. And you see a lot of that. At one point during COVID, the Gen Ziers came up with what was a quiet quitting. and I think there's always been a version of the Quiet Quitting. Maybe not as vocal, but I know lots of people that have phoned it in at my office of work and caught them and fired them.

But they just phoned in because they kind of feel like they're just, they're not a part of the organization. And what they're doing doesn't matter, or the organization doesn't care. And maybe that was some failures on our part. Maybe that was the way they behave as people and employees, and that's just how they roll. But if you have the hearts,

So you've got to have the hearts and minds of your people. And the other thing is, too, when it comes to innovation, the hearts and minds of your people are everything when it comes to innovating. Because if they don't care, they're not going to innovate. If they care, they're not going to try and make the company better. They're just going to be like, I'm going to get my paycheck, because I get treated like crap around here. So I'll just give them back what they give me or how they treat me, maybe.

And it's a sad state of affairs, but that is how it is. if you treat people poorly, they're not going to do great for you. And then you're going to sit around and go, why can't we get better numbers? Why can we make this work better? And really, the person who's holding the gears of that are yourself. Yeah. Oh, yeah. And again, like I said earlier, the talking to talk, they all do.

Yeah. Walking to talk, like you just said, makes the difference on employees. Look at that. They watch whether the leader is walking the talk. And it's even worse when they're insisting that the organization walk to talk, but then they see that they're not. And by the way, when you bring up innovation, innovation is always used as a core value. We're going to innovate. Innovation takes money.

You need to put a budget to that. Usually that doesn't survive because they take the money. redeploy it to the earnings. They don't get a bonus based on innovation. They get their bonus based on earnings. Yep. And so you see how then things just start to unravel. Yeah, totally, totally. As we go out, give us your final thoughts and pitch out to people to order up your book and any websites do you want them to find you on? Yeah, the book is available on Amazon. So that would be great. In terms of getting a hold of me. I have an email address that's leader and culture at gmail.com and you can reach me through LinkedIn like so many others have. All right. Sounds great then. Sounds great then. Thank you very much

for coming the show and hopefully more leaders will listen and learn and all that good stuff. Can people reach out to you for consulting or coaching on leadership? Always. Always. It's one of the best things I, or most fun things I do is, to help other people, because of the journey that I had, help other people maybe benefit from things that they don't know about yet. In other words, I tell a lot of them, you don't know what you don't know. But I know what you don't know because I'm way older than you are, and I have a lot more experience. Yeah. Plus people have blind spots and scottomas. They have patterns that they don't see because a fish can't see water, right? That's kind of how those

blind spots and it's good homeless work and that's why you need someone outside of yourself to go hey you're mucking up in some areas here and you need to do better and here's how you can do it so along with that experience thank you very much randy for coming the show we really appreciate it thank you Chris I appreciate it too thank you and thanks for us for tuning in ordered the book wherever fine books are sold staying away those alleyway bookstores might get robbed or mugged or shivd or whatever or you might pick up some candy at a man in a park no I don't do that Anyway, Ornibus Book, or fine books are sold called Leadership. That's an I in Leadership with a, it's an IT. It's an exclamation point of T. I'll just say it. You can look at the website. Leadership, a book at, or I'm sorry, leadership, a look at the broken leadership system in corporate America that accepts leaders who are really good at being bad.

You can probably name a few of your bosses, folks there out there. Thanks for tuning in. Be good to each other. Stay safe. We'll see you guys next time. You've been listening to the most amazing, intelligent podcast ever made to improve your brain and your life. Warning. Consuming too much of the Chris Walshow podcast can lead to people thinking you're smarter, younger, and irresistible sexy.

Consume in regularly moderated amounts. Consult a doctor for any resulting brain bleed.