The Chris Voss Show - The Chris Voss Show Podcast – Unleashed Leadership: How to Solve the 7 Issues Holding You Back from Your Greatest Impact (Unleashed Leadership Series) by Dr. Garland Vance, Dorothy Wood Vance

Episode Date: February 19, 2026

Unleashed Leadership: How to Solve the 7 Issues Holding You Back from Your Greatest Impact (Unleashed Leadership Series) by Dr. Garland Vance, Dorothy Wood Vance Advanceleadership.live https://www.amazon.com/Unleashed-Leadership-Issues-Holding-Greatest/dp/163680523X What if your leadership breakthrough is just one decision away? They promoted you because you get results. Now you’re buried in meetings, juggling demands, and overwhelmed with responsibilities. You’re not alone. Like most leaders, you wrestle with exhaustion, confusion, and pressure to perform. You worry you aren’t meeting everyone’s relentless expectations. Some days, you feel like giving up. You question if you’re cut out for this role. Here’s the truth: you’re not a bad leader. You wouldn’t have made it this far if you were. But you are a leashed leader. In Unleashed Leadership, the first book of The Unleashed Leadership Series, you will discover: How to solve the seven issues that cause 95% of leadership challenges Three stages that will free you from what’s holding you back The proven path for continually upgrading your leadership Become the leader you would follow. Become the leader you would hire. Become the leader you know you can be. Decide to unleash your leadership. About the author Dr. Garland Vance believes every person deserves to work with a great leader, and every leader can be great. He has spent over 25 years helping organizations develop the leaders they need to succeed. With his wife, Dorothy, he cofounded AdVance Leadership, which helps companies develop the leaders they need to succeed. Garland is the author of Gettin’ (un)Busy, named by Forbes as “one of the seven books everyone on your team should read” and recognized as the 2020 Best Business Book by the Author Elite Awards.

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Fortress, Chris Foss. LinkedIn.com, YouTube.com, Chrisvoss.com, forward slash Chris Voss, one word. You can find us wherever we are on the internet. We have an amazing couple on the show of this today. We're joined by Dr. Garland Vance and Dorothy Woodvance for their book that has come out. It's called Unleashed Leadership,

How to Solve the Seven Issues, Holding You Back from Your Greatest Impact. And it's part of the Unleashed Leadership series, book one that we're going to get into on all the deets and all that good stuff. It came out January 20th, 2026, so it's fresh off the boat, and you can go ahead and get a chance to read it, find out more about it, and we'll cover it in the show. How about that? That's a great idea. The vances are the co-founders of advanced leadership. I like how you guys did that. Thank you.

A part of your name. A leadership development company recognizes one of the top 20 leadership development companies in America. Together, they've spent over 25 years helping organizations grow great leaders. Their work helps good leaders become great, and great leaders create healthy, high-performing teams. They are the authors of the aforementioned book, and let's see, how you can solve the seven issues holding you back, et cetera, et cetera. Dorothy holds multiple certifications that help people grow in their individual strengths

and leadership. Garland holds a doctorate in leadership, and is the author of Getting Unbizzy, named by Forbes is one of the seven books everyone on your team should read. They've been married even longer than they've been developing leaders. Welcome to the show. Folks, how are you? We're great. So glad to be here. Looking forward to a good conversation. That's what we do on the Chris Foss show. Give us dot com's websites. Where do you want people to find you on the web, on the interwebs, please? Yeah, you can find us at advanceleadership. Live. No, it's important. Vance does not have a D on the end of it because it's after our last name, advanceleadership. live. That's where you'll find out all about how we can help you and individually and whole companies as well. Anything, any other links we need to add to Dorothy for you? Nope, that's where you'll find me as well. Yeah. Yeah. Want to make sure we get everybody's, you know, we're equal

opportunity. Appreciate that. Plug away. So give us a 30,000 overview. I give both of you guys a swing at this of what your book is about. Sure. So we believe that every problem in a business is influenced by the leaders because leaders are the ones who make the decisions that affect people's lives. They're the ones who choose actions or choose not to take certain actions. They're the ones who determine the strategy. They affect how the culture is shaped. And every problem in a business starts as a leadership issue, but most leaders kind of get stuck. Trying to figure out what, you know, what do they need to do? How do they need to grow in order to help the organization grow.

And so our book did research on the seven issues that cause at least 95% of the problems that organizations face. What we've found with leaders is there's so much material out there. There's so many incredible experts. And all of that material is great to read. All of those experts are great to listen to. But the question we kept getting over and over again is where do we start? Where do I start when it comes to leadership development?

So that's really what the crux of this book is about, is helping to guide people to find the root issues and to know where they need to start, what books they need to read from here, what experts they need to listen to so they can get to the bottom of their particular issue. And you guys talk about how the every business starts as a leadership problem. You expand on that, if you would, a little bit. What is the problems with that? Is that one of those things where the buck stops here sort of things? Or how does that work? Yeah. So it really comes down to that whole idea that every decision that a leader makes

affects everyone who they influence. And it affects their family as well. Every action that a leader takes has a ripple effect on people throughout the organization. And most leaders are blind to it, right? They wake in the morning and they know what they look like when they get out of bed and they know what they smell like after a workout. And so they don't see themselves as having significant impact on the lives of the people that they lead. And so they can understand that every problem in business starts as a leadership issue. Then they can look at themselves in the mirror and understand how big of an issue they may be causing.

But here's the beauty. they can also understand that every solution in a business starts as a leadership solution. And so they look at themselves in the mirror and go, I'm not just a problem. I'm also the solution to our organization's biggest challenges. I'm going to get that on my coffee cup from my shirt where in the office. I'm the biggest problem. They're like, yeah, he's this. That's him.

I don't know about the solution, but he's the biggest problem. And we're business owners. And so the reality is I have to look at myself in the mirror every day and go every problem that the business is currently encountering is because of what I'm doing or not doing. She doesn't have to worry about that. She's doing great. Like she's awesome. She's the solution to all of it.

But I have to look at myself in the mirror and go, I'm the problem. Yeah, we've learned by now that whenever we first start working with a leader or an organization, that our first few meetings are what we think of as finger pointing. That's where we go through the process of this happening because of this person or this happening because of this situation. And it takes us a while to come all the way back around full circle to figure out, oh, where did those initial decisions come from? Who was it that was tolerating these types of behavior day in and day out

and excusing poor performance and all those sorts of things. So once we can get past that finger pointing stage, then we can make some progress. It's kind of funny. You guys have a lot of patience to go through. You know, I mean, there is something about being a leader. The buck stops here. That's one of the fun things about being an entrepreneur and also one of the challenging things about me. Yeah.

You know, you don't get to go, it's the guy behind me's fault. There's no guy behind you. It's you. Yeah. Crap. They got me figured out. The reason we know this is because we had to learn that lesson ourselves. You know, we had to have somebody come in in our life early on and hear out our complaints and go, let's think about this for a minute.

Yeah. You know, leadership when, you know, and there's lots of different ways to come into leadership. I mean, you can, I think it's harder to come into a situation like as a CEO. Maybe there's a public company or a company that's had trouble and you're, you're being brought in to save it, you know, and you've got poor morale, poor leadership maybe from the prior thing. I mean, that's usually why, you know, and why probably they're being replaced or, or, you know, starting a company, you know, maintaining its culture. One of the first things I look at is what sort of culture might by building, what kind of environment do I want to have. And the leader really sets the tone, whether they're stepping into a situation they have to fix or whether they're creating their own. A leader sets the tone.

Everyone looks to that leader and goes, you know, what sort of leadership are we running here? What sort of organization? Morals ethics? What's our intent? Are we an honest organization or, you know, is the leader stealing the company whole? Or, you know, he says one thing on the PR doc and he, you know, he's overdoing. some sort of elicit stuff within the organization. People can just see he's full of shit, right?

He's, yeah. And people pick up on that stuff. This guy's full of crap. And he doesn't follow what he says. He doesn't believe what he says. A lot of people lead from that PR sort of dictation. We're going to be a great company and a good company and a moral company and ethical company. By the way, 10,000 people are laid off today because we have AI.

Yeah. Remember the, do you know? Do you know evil? Google, the Google standard they had, they had a model. Oh, yes, absolutely. They finally had to get rid of it because they're just like, yeah, we're doing too much evil. We're doing too much evil. Wow. Wow. It's funny. So we talk about these seven issues that cause all of these problems. The number one issue, the first in the list, is character. And what we found is that leaders actually have to demonstrate two types of character. The first is exactly what you talked about. It's this idea of moral character. Am I going to do what's right. Am I going to cheat? Am I going to lie? Am I going to steal? Because if I do, I give

everybody else permission to do the same thing. So there's moral character. And then the second type is that they have to demonstrate what we call leadership character. And leadership character is, do I demonstrate humility? Do I think of myself as better than you or do I think of others as as better than me? It's taking responsibility even for things that aren't your fault. So just because something goes wrong or you inherited a bad situation, that may not be your fault, but it is your responsibility. And then finally, how you treat people, do you treat them with love and honor and dignity and respect? Those are all character issues. That's the first of the seven issues that we talk about in here. We found a good litmus test for a leader is how you and your organization

is talked about at the dinner table when your employees go home at night. If you could listen to some of those conversations, would they be complaining? Would they be hurt? Would they feel embarrassed? Or would they be talking about the incredible environment that they have the privilege of working in? And the incredible relationships they have, the privilege of experiencing. That's a good way to test if you're under good leadership is how you're talking about the people. Yeah, you talk about the people.

Yeah, makes me, now I'm just, now you may be paranoid. I'm saying, you know what we do, we don't let them go home at dinner. We just put them in the cage. Oh, yeah, that's a great solution. We're like a doggy daycare. We just put them in the cages at night and then let them out of the morning. Everything's fine. You have solved the problem of them talking bad about you at the dinner table.

Yeah. I mean, we throw them some meat, you know, and just let them, make sure they have plenty of water, too. That's always important to the judge. Your generosity knows no bounds. It's my humility doesn't either. This is one of the interesting things. You talk with a lot of leaders in your experience. One thing I've found in interviewing leaders is a lot of them don't know what their leadership style or delivery is.

They don't really even know how they lead. Like they don't have a conscious awareness of it given they've been leading for a long time. So they kind of have a subconscious toolbox. I've been guilty of that. But when you ask them what style of leadership they have or, or what they're trying to do with their leadership. A lot of people I talk to is like, I don't know. I just tell people what they do it.

It's kind of funny. Do you find that with people? They need better help at identifying what sort of leadership traits are actually trying to espouse or should be espousing? Yeah, absolutely. I think what you're talking about is what we refer to as a competence issue. and for people just to take the opportunity to know themselves, to get to know themselves well enough, where they figure out what their natural strengths are, how they're naturally wired toward leadership,

how they're naturally wired to interact with people, and what their particular style of leadership looks like. I think along with that, what we've noticed is unless it's talked about, there's not often an agreement on even what the definition of leadership is. So that's one of the first things that we'll talk about with an organization is, hey, let's get you all on the same page of how you all define a leader. What does a leader look like? Because some of you think you have to be charismatic to be a leader. You have to be a big outgoing personality.

And some of you think the main objective is this kind of organizational, managerial, where you've got all your ducks in a row. And once you start talking to people, you realize just how all over the place people are in even identifying what quality leadership is. Yeah, it's, you know, I used to always think leadership was kind of bombastic, was really, you know, get up on a soapbox and allow your stupid head off, which is probably why I own a podcast.

And my employer's like, can you just go get a podcast so we don't have to hear you parking at us all the time. Leave us the hell alone. And then I had U.S. Navy Captain Brett Crozier on the show. And he was the guy, if you recall, he was the head of the USS Theodore Roosevelt. And they'd had COVID hit his ship. And he complained to the Pentagon because it was moving fast. And the chain of command wasn't moving fast enough for the spread of COVID. And I mean, you're on a ship that's wall-to-wall people, right? And he's trying to offboard them on the Guamong. and pay for hotels and stuff so that he can get them isolated so that the ship doesn't become overcome and of course the politics of it got dragged into it and he got removed from his post but as he left his ship his whole crew cheered him and chanted his name as he left wow and i remember telling him i'm

like you know in i've been running companies as 18 and all the time i've ever cheered when i left the room. They probably wanted a cheer when I left the room, but no one ever what was interesting was he had this very stoic, and a lot of military leaders I have on, they had this Marcus Aurelius meditation, stoicism, it's kind of a Bible

I found, and he had this really quiet leadership style and just coming him on the show. And I learned from him, and now I've kind of watched it in other leaders, that you don't have to be that bombastic, cheerleader sort of guy.

but you do have to, people do have to feel that you serve them. I don't know what you feel. I mean, it seems like leadership in recent years, although we're seeing kind of something weird with the oligarchy here in these billionaires in Silicon Valley lately. But it seems like for a long time, we turned away from leadership that was the carrot and the stick of the big, you'll get fired if you don't do this,

where we have more of a service leadership. Yeah. In that moment, is that a good accurate description? Yeah, I think we are. I think that at the end of the day that people not only want to be served, but they also want to be part of something that's significant. And the leader is ultimately a servant not only to the mission, but also to the people. And so whenever we talk about it, we say there are really four questions that every employee is subconsciously asking every day. Question number one, where are we going?

What are we actually trying to achieve here? Is it only about money or are we trying to make the world a better place in some way? What are we trying to achieve? What's the mountain we're trying to climb? So where are we going? Number two is how are we getting there? Do we actually have a plan, a navigation? Are we clear on what we're doing?

Number three is, what's my role in getting there? Do I play a significant role in helping us achieve this? Number four is why is it important to get there in the first place? And that's where that's the purpose and the way that you improve the world, the way that you really, you know, kind of add value to the people around you. I believe, I think we would both say that we believe that when we talk about service as a way of leading, what we mean is we're serving people by helping them answer those questions well and by helping them get to where we're trying to get together. So it's seeing the future and helping people get there and helping them become the best version of themselves as they get there. The best versions of themselves. Now, you guys talk in the book about being a leashed leader and what is that about?

And how do I get off this leash, eh? Yeah. Whenever somebody recognizes that there is a disparity that exists between their current abilities and their responsibility, that's when someone, somebody notices the leash. And we've all been there. Sometimes it's the feeling of, whoa, I have way too much ability for my current responsibilities. But more often than not, it's the other way around. It's you've been promoted and all of a sudden, your responsibilities exceed your abilities. And so then you've got to figure out what areas of development do I need to catch up with these responsibilities.

And that's where we go in and we've said, again, 95% of the time, it comes down to one of seven issues. It's either a character issue or competence or capacity or clarity, community, culture, or consistency. If you can figure out which of those issues are leashing you, then you can begin to take the right medicine to get unleashed. And you mentioned about how earlier, about how employees have, you know, your followers, I suppose, They don't always have to be employees. They could just be your kids. Yeah. You can parents or teachers.

Absolutely. Or at least sometimes they are. Sometimes teenagers and leaders. So it depends if you hold frame or not, which is also a big part of leadership. And but most people leave a company over poor leadership. That's always more most interesting to me. It's not over money. It's over poor leadership.

I mean, my boss sucks. He makes working here a miserable hell. I mean, that's just what the employees say on the feedback chart we give them. So talk to us. From their cages. Then we let them out. They have to pee. Think about that.

I don't know if you have any commentary on people leaving a business. And these are employees you've invested in, and they're hard to replace these days. That is what the statistics show, and that's what we've seen in our experience. So much of it comes down to the. Yeah. In fact, some research has found that if you give an employee engagement survey to every person on your team, let's say it's a 50,000 person organization. If you give 50,000 employee engagement surveys, 70% of the difference comes down to who their direct manager is. So if you've got a good boss, chances are they're going to score higher. That group is going to score higher. in their employee engagement. They're going to like their jobs more. They're going to like their co-workers more. If you've got a bad boss or what we call a villain for a boss, then you're going to score lower in those. And that's what leads to people quitting their jobs. People, the term for

a while there was quietly quitting where they're just disengaging. They're not doing good work, but they're still collecting a paycheck. It comes down, 70% of the difference comes down to who your boss is. Ah, 70% of the difference. Wow. And I'm probably the villain boss. We need to get some other people on here and interview them. We'll take over the podcast for a little bit and figure out how things are going. One billion dollars. What was that, Dr. Evil?

Now, you talk in the book about how 95% of company problems come from just seven leadership issues. Can you tease us out a few of those? People need to buy the book, of course, to find out. Yeah, we talked about character. We talked about competent. Yeah. So the third issue is capacity. So capacity means you don't have the time, energy, or attention to lead. Leadership takes all of those, time, energy, and attention. And so capacity is often an issue where you're not managing your time, or you're not delegating effectively. Another issue is clarity. We talked about that one for a second. Those are those four questions that people ask every day and is the leader leading us to a better future. Fifth issue that we see is community. Community is all about trust. and collaboration. Does the leader create an environment where people trust each other, where they get along with each other, and where they're willing to help each other and collaborate

with each other? Sixth issue is culture. Culture comes down to do we do what we say we value? In other words, are we living out the values and beliefs that we say are important to us? So if we say we care about customer service, do we actually serve our customers or do we expect them to serve themselves? And then the final one is consistency. And consistency is kind of the wrapping of the other six. It ties them all together. Are we consistent in our messages? Are we consistent in the way that we treat people?

Are we consistent in the vision that we hold, but also our expectation of change to achieve that vision. that vision. And so it comes down to, you know, am I showing up the same every day? So those seven issues, character, competence, capacity, clarity, community, culture, and consistency, that's at least 95% of the challenges that leaders face. And you talk about how there's good leaders and there's great leaders. How do I know where, if I'm a leader right now, maybe listen to the show, how do I know where I'm out on the scale of being good or great and maybe what I need to do to get that next level? or if you can tease it out, I don't mean to ask you for all the secrets in the book. You got to buy the book, folks.

Happy to share the secrets and you can get the book. Yeah, we refer to those as heroes and villains. They're villainous leaders and there are heroic leaders. And villains, a lot of time, they feel stagnant. They're the ones who've really gotten stuck in that leash. They've recognized that their abilities are not up to par with their responsibilities, but they've not done anything about it. And so these are the types of leaders where their people are going home at night,

saying unpleasant things about them at the dinner table. Yeah, and a lot of times with those villainous leaders, they know that they need to grow, but they won't talk to anybody else about it. They won't let their team know that they know they need to grow. And so they just walk around like everything's fine. And of course, the whole team is sitting there being like, you know, boss Bob, what a jerk, what's wrong with him.

And Bob just asks, you know, as long as we don't acknowledge that it's in the room, then we're fine. Oh, wow. Kind of an ego thing there, maybe. Yeah. But here's the funny part about it. It is an ego thing, but it's wrapped in insecurity. If that makes sense. It's how those two things can go together.

Or a leader gets so wrapped up in trying to hide their insecurities and to hide these areas where they feel weak that they have overcompensated by puffing up their ego and not having the humility to say, hey, this is where I really need my team. This is areas where I have recognized, I require improvement, where I need to develop, and they don't see the value in letting people know that you know you're not perfect. Yeah. And people look for that in a leader. They want to know that you, you recognize your mistakes, that you're growing. You know, you're asking people in your company or maybe your kids or wherever you're leading. You're asking them to grow and develop themselves and to, you know, pull themselves into expanding, you know, their skills and horizon. Yeah. process, but if you can't be self-actualized and self-accountable yourself, when you're asking

other people to be self-accountable. Yeah, the best way to-you-right through that. The best way to communicate to people that I expect you to continue growing is to model that yourself. Yeah, exactly. And that's, I mean, I think if somebody calls that the man on the white horse effect, the guy who leads, and people look to that leader. They look to you and they go, okay, what example is he setting?

what's the tone, what's the culture, what's the environment. You know, I've worked in environments that are just popularity high school contests of who can kiss butt to the leader as much as possible. And there's like a whole group of people, they don't do any work. They just spend all day kissing the leader's blood. And of course, they're the ones that get all the promotions and all the. And then, you know, I've seen leaders that are just amazing where they're focused on service, they're meeting the front line, all that's almost on a daily,

basis. They're touring. They're shaking hands. They're touching hearts and minds. And they realize that, you know, that's their job. And then there's some leaders, they just, you know, the only meetings they have with the boardroom, I suppose. Yeah. I'm not going to go down the front line there. I don't know how to talk to those people. You know, you see some of that. And what's that one show, the boss show, or the boss hides, you know. Undercover. Undercover boss. Yeah. See some of the boss hides. I think what's always amazing is like those. guys don't recognize the boss from the, from the orientation.

I know, right? There's a problem right there. You all got to see the boss. Yeah. It's a tiny on the wall somewhere. It reminds me of a story. We were working with an organization several years ago, and they had done employee engagement surveys, and one of the questions that was asked was on a scale of one to five. How much do you trust the executive leaders?

And the average score was a 1.2. out of 10. And we, out of five, out of five, one point two out of five. Bad either way. We had to be the people who delivered that to the executive team to let them know that that was their scores. And one of the guys slammed his hand on the table. And he goes, that's just, that's bullshit. That's total.

That's not true. And I said, okay, tell us more. And he said, if I was walking down the street and I passed one of those, those people, one of those people, they wouldn't. be able to recognize me or pick me out from a lineup. And we stopped and we were like, I think you just proved their point, right? They wouldn't be able to recognize you from a lineup. Of course they don't trust you. They can't even know what your face looks like. That's true. Yeah. What does he look like? I don't know who's running this thing. But yeah, it's really interesting. Now, you talk about how do leaders move from guilt to growth?

Who are the people who have the guilt? Is usually those ones who are hiding behind their ego or How does that work? Yeah, so it's normally, the guilt often comes when a leader realizes, it's me, hi, I'm the problem, it's me, in the words of the great leadership expert, Taylor Swift. Like, when they begin to realize, hey, I'm actually the cause of the problems that people are having, that almost immediately leads to guilt and to shame. And so that's one of the reasons we wrote Unleashed Leadership is because we wanted people to be able to say,

I am the problem, and yet it's my actions and my unleashing that will create the solution to the problem. And so that's where we move from guilt to growth is when we get unleashed. And when that realization happens, the first thing that people feel is just overwhelmed with relief when you realize, oh, wait, not only is there a solution, but I get to captain that solution. I'm the one that can take all of the actions necessary to push that solution forward. There's a lot of relief in that. Do you find a lot of, you know, I see this with a lot of leaders. They seem to get promoted, but no one puts them through leadership training.

They're just some boy and you're like, hey, you're kind of exhibiting some leadership skills. Yeah. I want you to take over the reins there and have fun with that. And you're just like, I'm not sure I'm fully equipped for this. Yeah, that's one of the biggest problems we see in organizations today. and it is across the board, across industries. And sometimes it's not even people recognizing leadership potential in a person. It's people saying, hey, the job you're doing right now, you're doing it really well.

Why don't you stand up and manage all these other people? Yeah. And just because somebody's really good at one skill doesn't mean they have completely different set of skills necessary to be able to lead people. So if organizations would make that one addition, to their process of whenever there's a promotion, whenever people are changing positions of adding that leadership development step in that promotion, it would do wonders for people's organizations. Yeah.

Oh, yeah. Yeah. And what you're talking about is actually the research around it is between 82 and 87% of people are promoted into a job without any leadership development training. Wow. I've often thought that if we ever advanced people and leadership stuff in our companies anymore, we're going to put them

to leadership training first. Yeah. I'll tell you, we've got something for you. If you go to advanceleadership.live slash join community. We actually have a community for leaders that helps them. And we're trying to take the pressure off of companies to have to do that.

That's hard to create your own leadership development. And so it's an opportunity where people can come in and be like, hey, let's connect with other leaders who are hungry to grow, who are servant-minded, and who want to get unleashed. Get unleashed. Stop unleashing yourself, probably. That's right. So let's talk about some of the services you offer there on the website.

I know you've got a free audio book where people can get a shot at that. Let's talk about some of the services you guys offer there. Yeah. So we do have the free audio book. People can get access to the free audio version of unleashed leadership. the two big services that we offer. One is for individual leaders. And that's the community that I just was talking to you about.

We meet twice a month. Dorothy and I do leadership development training with them. But then they are also part of peer pods that allow them to push each other, to challenge each other to grow. There's discussions that happen throughout the month as people try to get better. So that's for individual leaders. Yeah, that's for those people who are, organizations where either leadership development was not offered to them or they feel like the

leadership development they were given was not adequate or what they needed. So this is an opportunity for them to step out as individuals and join a community and take the reins on their own leadership development. Yeah. And you mentioned you have like little pods or something like that? Yeah, we do have. So within that group, they'll be they're put into groups of about six people, and those six people will meet for a quarter at a time and be able to spur each other on and encourage each other, help each other with their growth. And then they also have access to Dorothy and myself to help guide them and think through some of those challenges that they're having. And then we have one other service. So this is for organizations. This is when an

organization says we want our senior leaders or our middle leaders to have further developments. We call these transformations, we actually help them identify which of those seven issues are causing the biggest challenges organization-wide. And then we work with them to implement really practical tools and systems and habits as leaders that unleash the rest of the organization. Nice. Leadership is everything. It is. It is. The whole organization. We think so. We've built our life around it. It really, it really does. And it's so much, it's so much, it's so amazing how a difference it could be. Now, if I'm out there listening in the audience, what, what, how do I qualify

for you as a client? Is there a certain, you know, worth or our leadership position they have to have? How, how do someone know that they have the potential to be a client with you? Great question. So, you have to be, have an actual leadership position with actual authority and actual responsibility to lead other people. So we're not the place for people who are high potentials but don't have the actual position yet. We work with those who do. Typically, you're in a company with at least 100 employees or more so that you have several folks who are reporting to you. And you've got to be, to us, I think the biggest thing is you've got to be hungry to grow. You've got to be hungry enough to grow and humble enough to understand that you

need other people to help you grow. Anything more we want to add, folks, before we go on, anything we missed, any questions we should have asked? I don't know if we said it, but if you go to advanceleadership. Live slash free book, you can get your free audio copy of Unleashed Leadership. Dorothy and I narrate that ourselves, and we've even included some bonus content in there, some extra conversations and extra insights that aren't in the print edition. And of course, if you want the print copy, it's available on Amazon.

Now, this series, we made the very intentional decision that each of these books would be many books. They're around 120 pages long. And the reason we made that decision is because research shows that people stop reading a nonfiction book around 120 pages. That's all we got for you, so you can finish the book. It's really funny. Yeah, it's like they just every time I talk to authors, they're like, yeah, the publishing companies want. shorter books. Yeah.

And I'm like, you think they'd want, you know, a warrant in peace for what they put, you know. Yeah, we were originally going to put all eight books into one megabook and is like, I don't know, no, nobody's going to read that. People think it's short. I mean, you know, it's crazy to see these Amazon shorts or Facebook shorts. I'm not sure where I'm consuming them, but I'll see these shorts. I think they're on YouTube or or Facebook or something.

But they, it's like a 30-second short. of whatever someone's promoting. And they're stacking it with two ads. They're like 20 seconds each. Oh, wow. And I'm like, we're doing two ads on a 30 second video.

What has happened to our mind? That's brutal. That is brutal. And it's usually like halfway through. So you haven't even gotten to the meat of the 10, 20 second, 30 second video. And it's like,

what the hell is going on? It gives you kind of a shock there. Anyway, folks, it was wonderful to have you on and great insights for people. people. And yeah, I think more and more companies really need to care about leadership. It's it's almost like they just kind of throw leaders to the wolves that is. You take the wheel, see what happens. I don't know, Bob. They get into these patterns of, you know, I did it. You can do it too.

I didn't get any training. Oh, yeah. And I've done the thing where I've taken, you know, great salesman and tried to make him a sales manager. Oh, yeah. It destroys both ends of the thing. Yes, it does. I've seen that movie. I've made some mistakes in promotion. But, yeah, I mean, there's kind of two different mindsets of being a good manager and being

a great salesman. And the two don't usually mix. It's very rare. I don't know. As a CEO, I see myself as a salesman. So maybe it does in some cases. But for most people, they're good at one lane. Thank you very much, folks, for coming in the show.

We really appreciate it. Thank you. Thank you. And thanks for tuning in. Order of the book, wherever fine books are sold. You can, of course, get the free copy. If you go to their website and click on the free audio book, or you can order off of Amazon or wherever fine books are sold. It's entitled, Unleashed Leadership.

How to Solve the Seven Issues Holding You Back from Your Greatest Impact, Book 1 of the Unleashed Leadership series. Unleash your leadership, folks, to quit holding back, you know, it's time. Anyway, guys, thanks for tuning in. Go to Goodrease.com, Fortress, Chris Foss, LinkedIn.com, Fortress, Chris Foss, 1 on the TikTok, and all those crazy places in the internet. Be good to each other. Stay safe. We'll see you next. 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 Wall Show 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 lead.

All right, folks.