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Welcome to the Wired to Lead podcast with Julia LeFevre!
[00:00] I don't go to a lot of mixers or social events, but I was at one last week and I had someone come up to me and say, "I'm watching your content on LinkedIn. I have to be honest. At the beginning, you were super annoying to me." And and and then they said, "But now I get it." I'm Julia Leeever and around here we chat about rewiring your brain to lead with clarity, confidence, and impact. Tired of all the old leadership advice? Well, you're in the right place. Let's get started. So, here's our question for today. What if your next big leadership breakthrough doesn't come from another strategy session, but from embracing your weird? Today's guest, Brandon Stanchock, is the CEO of SWF Industrial by Day, host of Just Some BS Live and the Just Some BS podcast by Night, and the unapologetic founder of Growthist Mentorship. Yeah Brandon is the kind of leader who skips the corporate buzzwords and dives straight into the real stuff, which I love. Clarity, culture, confidence, and I'm guessing occasionally chaos. He helps high performers and burnedout pros alike to rediscover that leadership doesn't have to look polished to be powerful. At Brave Restoration, we're all about that, too. Helping leaders drop the mask, rewire old patterns, and actually enjoy leading again. So, over the next 40 minutes, let's get weird in the best possible way. Brandon, welcome to Wired to Lead. Thank you, man. What an intro. I do a lot I do a lot of nonsense. I just realized that. So, you've built a whole brand around staying weird. So, just wondering, what is the weirdest thing you've ever done? Actually, this week, maybe I'm taking two days off from work to play a new video game that comes out on Friday. So that's pretty weird. Nice. Yeah. So, 4 day weekend. Uh, I don't know. Some of the maybe closed choices I do. I like buttondowns that are pretty strange. Um, I don't know. just maybe quite the contrarian at heart. Yeah. So, I hear you saying that anything that isn't the norm. So, embracing the opposite of status quo. Yes. So, we here at Wired to Lead, we really focus in on what past experiences have shaped our current reality. So, I'm just really curious. What has wired you for this contrarian perspective of or embracing what's different? What's weird? I do remember in high school my parents never like shunned any of that, you know? So, like I had super long hair in high school and where people would bother people and my mom was just like "Let him be. Just let him be who he is." Like, so she never got into the I don't think I really noticed any of that till I'm not sure. I don't I don't even know if I can put a date on it, but just kind of always forward pushed forward. Never got really stuck in the current or the past and whatever that needs to look like. I think the personal branding side of things maybe brought some more of that consistency and realizing what it was. But until that point, I don't know. I think I'd never really thought about as just being what was comfortable for me. So yeah. Well, one thing that sticks out to me just from that is you had somebody who celebrated who you were as you were and and almost it seems like encouraged that and so it was never penalized or rejected by some of the most important people in your life. Yeah, good point. For sure. There wasn't any correction in that in that front you know, cuz I wasn't a bad student or bad kid really. So, it was like, if this is the worst of it, let's just let him go. We can deal with long hair and funny button-ups. Yeah, exactly. Yeah, it's funny. Well, just in the work I do, I mean, it just sticks out because our core need as humans is acceptance and care. And so for you know the ideal is to be able to receive that from our authority figures growing up whether that's parents grandparents, teachers, coaches. And so the fact that your mom was secure enough in herself to be fine with you expressing yourself, it shows a lot of health on her part and then that was able to really impact you in a positive way. Yeah, it's really interesting. I was at a I don't go to a lot of mixers or social events, but I was at one last week and I had someone come up to me and say, "I'm watching your content on LinkedIn. I have to be honest. At the beginning, you were super annoying to me." And then they said, "But now I get it. Like, it's just different." And I was like, "Wow, that's really funny." I was like, "One, thank you for coming up and telling me because that is the most brilliant thing anybody's ever said to me." And I was like, "Trust me, I can understand that it would be super annoying because it's like he's like "It's just so strange in the construction industry." And I was like "I know. It's okay. You'll be okay." And they were like, "But I get it now." And it's actually healthy and comforting. I was like, "Well, got you full circle." That's awesome. Yeah. So, for our listeners who have not heard you in that setting, what was the person talking about? What do you mean it's not normal for the construction industry? Yeah. Yeah, I would say a lot of my probably LinkedIn content is very people focused. Like I'm spending part of my summer in the shop doing what I call clueless CEO Chronicles. So they're little videos where I'm spending uh so kind of every other week I'm spending a week in the shop. I'm terrible with my hands. So I can't do any of the things that they're doing out there. So I'm giving it the old try and it's infuriating me sometimes. Um but just getting perspective of what that feels like in the dead of summer when I was doing because there's seven days to get through I think. Yeah, seven bays uh to get through. So it's been taking me multiple weeks and I have two more to go. And it's just that perspective going through that, putting yourself through that, understanding what people what their day-to-day looks like because I've never done it. A lot of the people in the office have. And just doing things like that, I've seen a big interest in why I would do that. No one people aren't doing that. Why would you waste time? How do you have enough time to do something like that is one of the questions I get quite often because of my seat. Like you can make time to do a lot of things if you just uh delegate and prioritize and and I mean I just tell people for a week my calendar is off limits unless it's after 2:30 and you just deal with it. Yeah. So what led you to do that for the first time? What was the need that you saw in your own leadership that that helped you to prioritize cutting off your calendar for a week? Yeah, it was four parts. Um, one was perspective of what the team goes through because of haven't done what they do. Just seeing like how hot is 90° in the shop while you're welding. Like it's pretty freaking hot. Two was u the way my brain works. I'm pretty good at process improvement. So, I was going to use that on the floor. So, as I'm working through the week, some taking notes, asking people what they don't like, what's annoying, what takes too long, and then just processing them through. I kind of had an open chat that I've been talking into, and then keeping those action items and coming up with solutions that are just things that, you know, could be fixed or made make things go faster. The third was street cred. Straight up. I tell everybody that like you get street cred and doing something like that. And the fourth was the marketing ploy of coming up with a a series of videos that have gotten, you know, pretty good impressions on just me doing really walking through taking video of things I'm doing in the shop and then what I learned for the day is really what the concept is. I imagine that and maybe this goes back to the street cred, but I imagine that it has affected the culture of your company. I have heard Yeah, the thank yous for sure. Well, there's just something about even I guess I'm wondering if you said you're terrible with your hands and yet you're going into a place and trying to do things that are not your strength and your That's horrible right? Yeah. So, I mean, just on one hand, that takes a lot of humility and security to feel like, you know what, I'm I'm okay not being the best at everything. And that's not a typical stance that I see in a lot of CEOs. And so I I would imagine that you being able to live that out. Uh and it also maybe helps those who are working with their hands to feel some pride like we're really good at this. Get out of here. Yeah. I think the one thing so I was I was in one of our bays last week and I probably had my toughest day on Tuesday last week because I was trying to fabricate this really simple thing that I had to do but it was very difficult for me and just getting so frustrated. It was probably the most frustrating eight hours I've had in a long time. And uh it was because it wasn't something I was good at and I had to keep repeating it. And then I had Anthony, one of our one of our fabricators, come over and he'd check my work and he's like, "I'm so sorry. It's not good enough." And I was like, I hate you, Anthony. So, but it was just like you had I had to take it apart and then I had to cut it over, you know. So, doing that whole thing and the video I made on Tuesday after that day was like if you're struggling with humility, like go do something you're terrible at for an extended period of time because you realize that like ah I'm not the smartest one in every room. You'll instantly go and you'll probably listen more. Yeah. And and I imagine it was just probably such a mismatching experience for Anthony who you know is is like I have to tell the CEO of our company that this is not good enough. He had no problems. So we we we squared that away right at the beginning. I said you give it to me straight. Give it to me straight. You will not be fired. No, it was embarrassment on my part for sure. Yeah. Yeah. Well, it's interesting because you call your mentorship program. Is it a pro and would you call it a program? Sure. Um, growthish. Yeah. And I love that because it really does give space for imperfection, so to speak. So, I'm just curious, what have you learned about real growth? what's what what motivates you in the ways that you mentor others with this framework? Yeah. So, in the name the actual hyphen between the growth and the ish is a piece of duct tape and that's intentional because it's not perfect for anyone any of us. So, I think what's interesting is like that concept I think we think should be like a formula that fits all of us and it's so opposite of that. Um, so really just trying to listen. Uh, what I've found is one the power of transcripts. So all of my sessions I ask to be recorded because I use AI quite a bit in understanding what people need and like couple examples energy. I came up with an energy and clarity report and assessment simply because I had lots of mentees who were asking like I'm struggling with purpose or energy or clarity or what I should be doing. And I'm like okay. So I'm talking to chat saying how do I solve this for people? like, well, let's baseline it. And I was like, that's brilliant. I would have never thought of that. So then built that assessment and then taking those answers and building that into like the journal entry prompt that I have for these individuals. Like, and then it just keeps going and you keep digging deeper and deeper. And if you know anything about AI, the deeper you go and the longer you go, the better it gets with results. So really try to take that approach because I I don't think the things I've experienced will help everyone. But I know with my process and with helping with AI to pull what the world does to solve these problems I think can help. That's great. So what um what what stories what examples can you tell us about how that has helped someone? Yeah, it could be anything from the purpose conversation which I feel like a lot of people are struggling with right now. I would even put I I mean you could put any layer of workers into that. Um to just basic things around how to use AI better, how to do conflict resolution, what leadership needs to look like in different arenas, finding alignment amongst maybe executive leadership and maybe the person I'm mentoring. Taking more action and accountability with like this is something I want. Okay, what have you done with it? Have you just passed it up or did you actually bring a plan to the table and say, "Hey, this is what I want to do and this is how I want to do it because I don't think we assume all leaders know how to put a plan together and make a process and that's not totally true." So sometimes we got to do a little bit more. Uh just encouragement, alignment clarity, all those types of things I think is really and it's all levels like we think that it's not the higher you go the more you have it figured out. And I just don't think that's true. Yeah. I have often thought of leadership like peeling an onion, right? Like you might get the first layer peeled off and then there's just another one that's just as smelly and stinky and you get that one and then there's I mean there's just always another layer in which is why I think it's so helpful to always be cultivating that idea of humility and curiosity and I need to keep learning. So now you're in a position where you're I mean you're learning in your job the with the logistics by immersing yourself into areas where uh you didn't have experience. What are other areas that you've been pursuing growth for yourself? Well um I don't like reading even though I know I have to. So we did start a book club at work to hold ourselves accountable to reading. Dale Carnegiey's How to Win Friends and Influence People kind of kicked that off. I read that book because someone put it on LinkedIn and I was like, "What do you mean it's changed every conversation you have with a new human being?" I'm like, "What is this book?" And then I read it and I was like, "Oh, I get it now." And then that just kicked off like I'm wondering if other people would this would be helpful to other people in the company. So we started a small sixperson book club, did another book. Now it's up to I think we have 30ome people in the in the book club. So that kind of stuff I love. I'm always dealing with culture. I I that's like my favorite thing to work on. And then just making work easier for people. It's pretty much what I spend my day doing. Um anything in the safety space culture space, quality space, process improvement, clarity, social media, you name it, all those things. Yeah. So, what what would you say has made the biggest impact in you said you really love culture and that's kind of my space as well. And so I'm just curious, what has made the biggest difference in your culture? What have you seen move the metrics more than anything else? I think being part of a healthy organization has made the biggest difference. I think we have this thing going on where when we feel culture is not going well, we treat it as like an initiative. When I feel like if you don't have a healthy company, and by healthy I mean all of the things. So I'm talking financially. I'm talking attritionwise, I'm talking uh all the right the amount of the right amount of people, the right seats, being able to o have open conversation, like the the basic foundations of what a business should be. I think when you have those I think culture is the next thing you can really start working on. But I think if you don't have some of those things like you could try to have a great culture, but if you're not making any money, there's not much you're going to be able to do for employees because some of this does cost money. Like straight up, that's going to take that. So any type of initiative that's going to be worth something is going to cost something. And I think if you don't have the funds to do things be very hard. I would focus on the foundational pieces first and then getting into just I don't know we went hard on flexibility. We were told we're probably too flexible. Um we just finished our culture assessment actually inhouse and uh some people even in the company said we're were a little too flexible which I don't agree. I just think it's the way people view accountability and how that can be a little bit different. Um, so yeah, I think that's been big. Listening, having leadership on the same page with what good leaders look like. I think that's hard. Uh, we lined out basic behaviors that we expect. I didn't think I'd have to communicate. Honestly, it's a little surprising to me how much you have to communicate about some of the basics. I didn't believe that until we did it and I was like, "Okay, now I get it." Because you can't just assume everybody's in the same space. So, I don't know. That's kind of what So, when you say communicate about the basics, say more about that. What do you mean? what we expect behavior to look like down to the basics. I didn't think that was a necessary thing until until we did it. And then there was a lot of good feedback around it. And then there's like even if you just do it to lay that out so everybody watches it. We just did it in really funny videos. That's how we tried to get it across because I think it's really hard for that stuff to stick if there's not some sort of get to get them to watch. if it was just me being like culture this is how you should treat people right in a standing head like we did skits like that's what we were trying to do to make them funny and um so that went over really well but I do think like management then has a key to say you can't do that you need to do this and it's a very easy out for them because I didn't what I needed to realize is not everybody can take those conversations as easily in the same direction so they can just point to the video and say do more of that behavior instead of the other one it's amazing you know I think it's Patrick Lynchion who says you can't overcommunicate and in fact you need to communicate communicate and then communicate again and I think this is one of the biggest mistakes that leaders make that in a sense we trust people maybe this is probably not the right way to put it but we assume too much and then we trust people to be thinking like we're thinking and it just doesn't work out that way and so by communicating ating and just putting words over and over to the same things that are expected, it kind of gives less space for misinterpretation and just over Yeah. not not following through. Yeah. And actually, communication was our lowest score in our culture assessment, but it was companywide, not daytoday, which I love that that they differentiated between the two because that's really helpful because then that's in my house, right? So then I'm like, okay, what are the I got to come up with ways to get companywide initiatives or changes across the organization better because it was dictated that everyone feels comfortable with their job and what they have to do. But when major changes come, we probably only get to management and then expect the delineation when I think if it's coming from, you know, leadership's voice, it's probably a little easier. So change that. That's great. I love that you have done an assessment and it's like okay now I'm we're going to own it and there's not a defensive posture like but wait I've done all these things like no you you pay the money to have it done so that good now we have an arrow pointing to what's going to make us better and take us to the next level of success. So, uh Brandon, you talk a lot about giving yourself permission, permission to grow to lead, to just be. And now I want to know why you're laughing, but uh, why do you think there are so many professionals who wait for others to give them permission instead of just giving it to themselves? I think the biggest detriment to leadership is probably insecurity. I think all of that, a lot of the stuff that we get wrong in these roles, I think comes down to being insecure. Uh that's why I think peer groups are so important. I think perspective is so important in that. Whether you're going on the shop floor, whether you're getting into a peer group to ask for help or issue processing or what how did you handle this? I think all of that helps you to give confidence because I'm no different than anybody else. I went through two years of imposter syndrome when I got into the sea because it was like what's what's happening? What am I supposed to do? And you don't know until you get past that and you're like, "Oh okay. Everything's okay. I can calm down." So, I think when you're in that headsp space, it's very hard to make clear good decisions for the group because you're not showing up kind of in your best space. So, I think answer your question, I would say insecurity. I agree. And the work that I do, just helping people to trace their insecurities to the neurological root is so powerful. And without it, we try and just talk ourselves out of insecurity. And it just doesn't work because your brain is holding on to this set of memories from your past that said, "If you do this, it's not going to go well." And our brains are wired to protect us from pain, from rejection, from discomfort. And so we try and, you know, we ended we end up coping. But if we can trace it back, trace that insecurity back to the original memory and what happened, then there's actually work that you can do to rewrite that memory. It doesn't mean that we, you know, time travel and say and just clear the slate like this didn't happen. But the reason that your brain held on to it is because of one of three or four things. You were either alone. Uh you had no voice, you had no choice, and you had no agency. So, if something happens that feels traumatic, so to speak, uh let's say you did have long hair and you went to school and everybody laughed at you and rejected you, left you alone. You went home to mom and dad and said and told them and they said, "Well, see, we told you so." like that would have embedded this memory in your brain that said don't do that because one of our basic needs is to belong somewhere and if you don't belong at school and you don't belong at home then you're going to change your behavior. the opposite was true in your case. But if it had been the other way, what we could do now is we can connect over that. We can in a sense trigger the pain of that rejection. We can trace your peopleleasing strate um behaviors back to well, if I don't do what other people say, then I'm rejected. But this time, you're not alone. You do have choice and you do have voice because I'm going to be asking, what do you wish you could have said? What What did you need in that moment from your mom and dad? Let's even maybe get mad at mom and dad. And we we rewrite the emotional experience this time empowering you. It doesn't change what happens. It just increases your capacity by re kind of updating your brain just like we update our computers to I'm not that 16-year-old kid anymore. I'm this old and I actually did have things to say and you know what? I liked my long hair. Who cares if they didn't? And and so that process helps to essentially disengage that trigger in your mind. It's a really powerful interesting powerful thing. So I always tell leaders if you're running into some a culture issue where somebody's insecurity is getting in the way, you can tell them don't don't worry about what other people say till you're blue in the face. But until until they have new experiences that counteract something that's happened in their past, they will stay stuck. Oh man, that's encouraging and discouraging at the same time. Okay, tell me more. Well, because I mean it's it's encouraging because it actually can be fixed, but it's discouraging because many people won't want to go through that process because it's probably painful. Yes. Ding, ding, ding. And and that's why when I started my business and started telling people, they looked at me and said, "So, you're wanting people to go through pain to heal?" And said "Yeah, it's kind of like my friend, she just told me today she has to have heart surgery." Um, and sometimes we have to choose pain to get free. And we've all heard this on LinkedIn, right? Uh not everyone can work with me. Um the people who are excited to work with me are those who have experience that the pain of staying the same is greater than the pain of needing to change. Yeah, everybody needs to hear that one. But the thing that I tell people is that I've been there. I have been in that place where the pain of staying the same was debilitating. It came through anxiety for me. My brain wouldn't think. I couldn't perform. I could hard I would even go to the beach to try and just be still. It's my happy place. And it didn't work. I couldn't. And so finally, I had to face the things that I just kept stuffing down. And a year later, uh, I my anxiety symptoms were gone and it was incredible. So, I just I want people to know it is encouraging because it can be changed. Oh, that's steep. It's very similar. I just read your post from today or eight hours ago that was the what versus the why. And I just had one of those conversations today. I'm like, why didn't I read this like three hours ago? And I think it's so fascinating that there's specific words that almost like you said trigger that fear or that flight type of mentality and it's like just makes everything probably goes blank then you don't hear anything else from that point forward. You could talk to your blue in the face and that person has already heard enough. Yeah. I usually have my brain model here and I just realized I left it in the other room. So I'm going to use my hand model as my brain. So this my wrist is kind of like the brain stem and then my thumb that's tucked in here is the uh lyic system your amygdala and then the my fingers covering it are your my prefrontal cortex the thinking brain the conscious brain and what happens is when you use words like why it we've most of us have had negative experiences I think probably the most common one when we were kids, we did something stupid and what did our parents say? Why did you do that? And we learned and our brains learned I'm stupid. That was dumb. It it became a very subjective question like why are you stupid? So that feels terrible to most of us. And so what it did is it wired if you hear why then armor up because someone's coming after you. If you use a word like what was happening to make you do that, it separates the question from it separates your action from who you are and it helps your brain not to flip because as soon as this amygdala is activated, it stops all communication to your thinking brain and it's really difficult to get your rational thinking back to even hear anymore. So, it's really powerful and I think leaders who understand that that's what's happening. It's going to help them to maybe even have a little more empathy and compassion for those that they're leading who maybe flip. So, just curious, have you had situations where whoa, I'm leading this person, we're interacting, and all of a sudden I can tell they are offline. Yeah. Yeah. It's so interesting because we're reading emotional intelligence 2.0. No. And the first chapter of that book is talking about how you hit your emotion part first and then your frontal cortex after which is why the emotion comes before the logic and can you slow yourself down? And then exactly what you said there. It gave me so much empathy to say they just can't control their emotions right now. It's not them as a human being. It's just what they're going through and it's a like they said that you could get hijacked by your emotions then you like can't stop it. It's like cuz they they uh they were telling a story about a person getting attacked by a shark and it's like he was still trying to get out of the situation but the fight or flight took over and it's like fear and just sitting in the water because you're so terrified when you should have been swimming. Like it was just that's a extreme example but no I mean yeah I think h being able to have those really difficult conversations to not trigger people or turn people off is very difficult but I think it's one of the best things if you can learn how to do that. Um, really I focus I try to focus on strengths and weaknesses more than I think it's I think it's a little bit more disarming that way. Obviously never raise your voice. I think I've yelled at like four or five people in my career and it's I still remember all of them and they were just totally avoidable. So that was because I've been screamed at before like you said about traumatic experiences. I can remember like it was yesterday that exact scenario. I'm like what's happening? I'm getting yelled at by adults. I'm not a child anymore. So and man, your brain remembers it because it doesn't like that. And here's the thing I want all leaders to know is you you said, you know, we all need to learn how to not trigger people. And the hard thing is that it's not necessarily something you can learn because everyone's different. Everyone's going to have their own set of past experiences that you're going to step on a landmine and not realize it. But what I do tell leaders is that you've got to cultivate and grow your own capacity to stay regulated in the face of disregulation. So that when you step on a landmine your co-worker flips, that you don't get triggered by his or her flip, which is often what happens. A leader comes in not realizing somebody's having a bad day, they flip but then their flippess creates a behavior that feels disrespectful to the leader, which then flips them. And the cycle just goes on and on. And so those are the situations that leaders can do the work, the proactive work to trace what triggers me, what feels disrespectful and causes me to flip to those original memories in yourself so that those can be healed. So that even if your coworker flips, you are still using your thinking brain, your frontal cortex and you're saying, "Oh something happened to this person. This really isn't about me. This is about them." And the number one thing they need from you as the boss, any ideas? Consistency care, empathy. I'm not sure. They need care. They need for you to not move away relationally. They need for you to see that and understand it without punishing it. To say, "Oh gosh something just happened and I'm not going to run away because of that, but let's figure out how to move forward." And that's that's the number one. If leaders can figure can grow that capacity in themselves the sky is the limit because then you don't have to work so hard to avoid triggering people. You're able to actually use that triggered experience to grow, to connect, and talk about a trust building exercise. That's a really good point because it's such a vulnerable situation when you don't run from it. You don't back off. if you actually lean into that empathy care portion and then it's like yeah it's totally disarming. I'm sure it's a game changer and I've I've seen it in my own life. I've seen it in other organizations and it uh especially if you have a history of kind of getting flipped when others are flipped and then you start working on your capacity. Um, it's amazing how your regulation your regulated self becomes contagious and all of a sudden people aren't as triggered even in your in your space. It really is phenomenal. Yeah. I didn't just as a total side note of that, I don't I don't think I believed in like the vocabulary spread that a lot of people talk about like when you use certain language and then that spreads throughout and I'm that is happening. I can see some of the words that we really try to focus on with like I love calling it baggage. Like everybody comes into work with baggage. Like sometimes it's checked, sometimes it's carry-on. They're bringing it all the way in. They're not leaving at the door, right? So you don't know which one's coming in. And then I can hear people saying like, "We don't know what they're coming in with." And you know you could be good with somebody to tomorrow or today and then they come in tomorrow and it's not your fault. They're just they're bringing that baggage right on in. And I think in today's world there are just there's so much more that's being brought in. I mean we just have a faster life cycle. We have more trauma happening out there. Uh the stresses are are just high. And what it Yeah. And I know in the past the workplace has generally been leave your baggage at home, right? Come in, do your job, and go home. But if you're going to operate that way, you have to know if it's impossible. People can't leave their baggage at home. And the workplace has an incredible opportunity to care for people in that space. And I promise you and all the numbers and research show it, that if you are a workplace that's caring about the whole person you will get more production. You will get more um retention, you will do better. So, it it almost costs you on the front end but the dividends paid back are exponential. Yeah, I I'm I am 100% with you. I think it's that it's almost it's because it's so non-tangible. It's so hard to measure. Like, you can say you can have efficiency. You can have, you know, take one project, measure the efficiency against the estimate, and if you crush it, you'll say, "Oh, well, we bought well or we performed well." But it's never people were just happy and that's what happened, right? We never give it to culture. It always is something we want but we never give it the benefit of the doubt. So yeah, I'm with you. What if I mean I don't know if people think this way but work could be the most stable thing in someone's life. So like yes, the baggage is going to come into that, but it's entering the safest space in someone's life. Like that happens a lot, I'm sure. And what a privilege. I mean, I'm I'm all about, you know, our our roles as leaders have to be more than about the bottom dollar or my own success. And what a beautiful purpose to be able to contribute to the bettering of our world in family after family, all the families that you're employing. And what a beautiful thing. Yeah. Yeah, it's almost like ripples in a pond that whole concept because you only have to, you know, the one stone is only the beginning of it. That's why so we have a mental we we we provide free mental health for all of our employees and seven of their family members cuz we're, you know, you take on that. If you have a mother-in-law who's kind of a pain in the rear end, right? And you want to help that situation like if she's living with you or you're dealing with something or dealing with another family member or that's bringing trauma into your household, like there's tons of stuff that goes on there that's beyond just the immediate family. So absolutely. Well, Brandon, our time is already coming to a close. Boom. And so, as we get ready, uh, to shut this down, I'm just curious, what is uh, as you are kind of in the middle, I would assume, of your leadership journey, what are you hoping your legacy will be? What will be your weird and wacky legacy? Uh, humor and potential. So, I just want to bring humor into arenas that probably don't fit. Uh, I love So, I just did a little bit of a speech last week and I just tried to make as many people laugh in the midst of learning at the same time because I think we sometimes take this stuff way too seriously. Uh, isn't and there's some I think it's a Japanese teachings that people remember way more when they're actually laughing and something's funny. And then the other one's just potential is back to what you just said. The ability to fill people's potential is one of the greatest things that that we can do. Agree. Well, thank you so much for being on the show today and I know our listeners are going to take away a new um being inspired to find the fun in what they do. All right, everyone. We'll see you next time. Thanks for listening to Wired to Lead. If this helped you lead with more clarity today, hit follow in your app so you never miss an episode and leave a short review in Apple Podcasts. Two sentences is perfect and it helps leaders like you to find us. If you're a leader who would like to explore opportunities for workshops or coaching with Brave Restoration, please reach out to our website at www.bravetoration.org. We would love to hear from you. See you next time.