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Hosted by Masi Willis and Shannon Scott, Lead Like You Mean It is a leadership podcast for those who want more than inspiration—they want impact. We’ll help you lead from the inside out, with tools that stick and some truth that stretches you.
Shannon Scott (00:01.346)
Well, hey everybody and welcome back to the Lead Like You Mean It podcast. Hi, Macy.
Masi Willis (00:07.95)
Hi Shannon, good to see your face.
Shannon Scott (00:10.806)
It's good to see your face too. And I just want to dive right in and go ahead and say to our sweet audience that this is our last episode in this season and it is our last episode for a little bit. And so the reason that we have called it protecting your sweet spot is because we're only as good as coaches with what we apply to ourselves. Right. And so.
You and I had a conversation a couple of weeks ago and this is one of the ways that we're applying protecting the sweet spot specifically for you. So why don't you just candidly share why it's our last episode for a little bit and kind of what's going on with you and really where the Lead Like You Mean It podcast fits in to the bigger picture of your business.
Masi Willis (01:01.904)
Yeah, so, you when we think about protecting our sweet spots, I have to, and we've talked earlier about the fact that my mantra this year is make it matter. And it's been quite a kickoff to 2026. I mean, I think everyone feels that way. And, you know, we have all these goals that we set or things that we want to achieve. And as we rolled into 2026, I had such a fantastic 2025.
And I have to evaluate each moment uniquely, not based on what has happened or can or should be happening. But right now, you know, I've added new clients this year. I'm looking at how do I strategically approach my business. And when I started the podcast, my idea was that I wanted people who may want keynote speakers or
me as a podcast guest or a workshop facilitator that they'd have a place to come and actually experience me in what I'd say 3D. I don't write amazingly and I speak much more in depth than I can write it. And so I thought this would be the best way for people to experience getting to know me. However, it's been draining.
It's not natural for me, but also I've realized doing things because we're supposed to do things, because it's the next episode, the next number, doesn't really sit easily in the way I do life. It's like, is this supposed to be being done now? And so in the big picture, I hope that we will come back at some point in time, but I hope these 1920 episodes
Shannon Scott (02:39.767)
Yeah.
Masi Willis (02:51.656)
will be a place where people want to get to know me as a communicator and as coach that they could listen and hear. And then when we come back again sometime in the future that we'd have another, you know, 1920 episodes to look at, okay, where is our leadership going from here and what do people really need to be equipped appropriately?
Shannon Scott (03:13.697)
That's so good. You're basically talking about the tension between I can do it and should I keep doing it right now just because I can do it. And you and I both have struggled with that a lot over our lives, but especially in our leadership as well. And we've said specifically about the make it matter principle that is over your 2026. If everything matters, then nothing really matters. And so you're having to decide what
Masi Willis (03:39.346)
Yeah.
Shannon Scott (03:42.676)
actually matters most right now and then make that matter. And for you, and I agree with you, just knowing you like I do, the podcast matters. It just doesn't matter right now. And, you know, I have a saying that I use when I teach about there is power in the pause, and it's usually around words and communication. But there's power in the pause in everything.
Masi Willis (03:56.829)
Right.
Shannon Scott (04:09.747)
And there's power in the pause in decision making. so pausing is not quitting. Pausing is actually leadership maturity. And so one of the things that I think would be helpful for people that we wanted to talk about today, the leadership tool we want people to be able to walk away with, is something that we have learned as part of our giant coaching, which is the 70-30 principle. And so
Masi Willis (04:09.755)
Mm-hmm.
Yeah.
Masi Willis (04:35.76)
Mm-hmm.
Shannon Scott (04:37.417)
As we think about you making this decision about what matters and to make it matter, the same for me, I think people as they're listening will feel the same way and kind of feel the same nudge to, huh, I to be figuring out what matters for me so that I can make it matter. So if you just explain to us the 70-30 principle and let's just walk people through that tool.
Masi Willis (05:01.447)
sure. know, pausing is not quitting, as you said, pausing is not quitting, it's leadership. And it's both leadership, not only in work, but it's also leadership in your personal life. You know, we've talked often, we're leading ourselves first and foremost, then we're leading our family or our friends circle, our, you know, the people we do life with.
And then we're really leading our teams. And as I pause right now, I'm pausing to prioritize some things in my personal life that I'm making big life decisions and I'm needing to focus a little bit more of my 70 in that area, as well as we have a 70-30 in work. So let's talk about the 70-30 principle. You know, the 70 and the 30 are percentages. 70 % of what we do
daily, weekly, monthly. I like this to be a temperature check, more of a weigh in. And we don't weigh every hour of every day. That is never healthy for us. So I choose to weigh my physical weight, my body once a week, same time of the week, same clothing on. And so taking this 70-30 principle and not over micromanaging your everyday moment, but really evaluating weekly, monthly, quarterly.
Are you in 70 % your sweet spot? I like to say this is energizing for me. These are tasks or items or people or relationships that I just unconsciously am competent in having to pursue relational equity or having to pursue work. I mean, you and I, it is a 70 % for me. I don't even think about our relationship and our friendship.
from I've got to work on it matter. It's life giving to me. It fills me up so I feel alive. The 30 % is that learned behavior. It's kind of that I'm consciously aware that I have to show up a certain way for certain people. I have to really think about guardian type work, getting my social media done, getting these podcasts done.
Shannon Scott (06:56.065)
right?
Masi Willis (07:17.509)
doing my finances, talking with my bookkeeper, that has to be a really framed out moment. And I have to schedule it because it is a learned behavior. It's somewhat, it's necessary, but it drains me. And a lot of times my 30 is your 70. And so I have to look and say today, these first two months, six weeks, two months into 2026,
Shannon Scott (07:36.503)
Totally.
Masi Willis (07:46.376)
what is my 70-30? And I'm sitting probably more around 50-50. And so I'm trying to look at that 30 % that's creeping up to 50%. What can I carve off? And how do I make sure I don't keep sliding and it becomes a 40-60, a 30-70, and then I'm really unhealthy.
Shannon Scott (08:08.301)
So you're really kind of talking about, would say maybe people could think about it as the, I have to work. And to be clear, we're never going to get to 100%. That is not the goal. The goal is 70 % or better in our sweet spot and 30 % or less in our have to's basically the things that don't come naturally to us, the things that drain us. And we all have to do things that don't come naturally.
and we all have to do things that drain us. But I can say I am very prone to getting this out of balance because I am kind of a slave to the, I can do it, so I guess I should do it. And in several cases, and I'm not bragging, I've just been in the vocation I've been in for a long time, I can do it and I can do it well. But just because I can do it,
Masi Willis (08:53.158)
Mm-hmm.
Shannon Scott (09:06.027)
Or just because I can do it well doesn't mean I should be doing it. And so I, in my previous job, got to a point where I was spending most of my time doing things well, but being completely drained. Life sucked out of me. I don't want to get up and go. I don't want to go do this every day. And I was confused because I was good at it. So it wasn't, I don't feel good at this. I feel like I'm flailing. It was, this is killing me.
Masi Willis (09:19.643)
Mm-hmm.
Shannon Scott (09:34.826)
And so this 70-30 principle was really transformational for me, both physically and emotionally. You know, they say when you're underwater too long, nobody calls that hustle. They call it drowning. So we got to kind of unwind that
Masi Willis (09:50.481)
Drowning. Yes. Yeah.
Shannon Scott (09:57.101)
that says, well, you just go, go, go, go, go, go, go until you drop. Nobody would tell somebody underwater to be doing that. They'd be saying, come to the surface, get some air, breathe deeply. So I'd love for you to just talk about what happens when we're upside down too long or when our 70-30 has become 60-40, 50-50 on down the line. What are some of the things that people could kind of self-diagnose that may help?
them figure out what their 70-30 is.
Masi Willis (10:28.848)
You know, like you said, when you're underwater too long, you know, that's, they don't call it hustle. That's us drowning. And what do we learn? Even if you're in the infant survival classes for swimming, or you look at when you were a child learning how to swim, the first thing they're teaching you when you could be drowning is to float and to rise up to the top of the water that...
Shannon Scott (10:52.791)
Yeah, that's so good.
Masi Willis (10:56.556)
infant or you as a person can turn over and float and you can survive that. It doesn't say we don't learn to keep paddling more, keep paddling more, we're wearing ourselves out. And so the same kind of analogy here is when we get upside down, we have to recognize that we're drowning and we have to acknowledge it's time to baby be still, like you said, pause and float.
and figure out through these times of what could the danger be. Just as you gave an example, one of the greatest examples I looked at over my life is I could actually tell when I left businesses or organizations or jobs in my past, I was most often leaving leaders, first of all. Most people don't leave jobs, they leave leaders. But I was leaving leadership or leaders
mostly because I would get hired to my 70%. Yes, she can communicate with anybody. She can connect with anybody. She's resourceful. She can build a team and she can make everybody feel seen and known, sitting in the moment and a magnetic in nature. And so I can draw people in. But as soon as I would get the organization
Shannon Scott (12:20.117)
And so you're saying that that would be what was articulated as why an organization wanted you and why they would hire you was all the things you're great at unconscious competence.
Masi Willis (12:31.34)
Exactly my 70 percent. However as work would start moving or organizations would start growing we have this mentality this hustle mentality that unless you're actually doing the everyday work of you know checking the box or creating spreadsheets and looking at analytics and data and proof sources then okay we paid to get her to do these things but
Now, we really want her to be doing these things because we think this is hourly work that can make it happen. And I'm not good at that work. It's not that I can't do it. Like you said, good Lord, I've run multimillion dollar budgets and I've managed hundreds of people on teams. But if I get down into the nitty gritty of it, what would take someone who is natural at that, which is their 70 percent, it might take them an hour.
to do one task, but it would take me three and four hours. And so my 70-30 started creeping to 60-40 to 50-50 to 30-70. And eventually one organization I worked for, I did this metric. I used this weigh-in on myself. And for about six months solid, I sat in a 20-80 and I was resenting, was totally upside down.
Shannon Scott (13:49.717)
Ooh, that is upside down.
Masi Willis (13:54.801)
I was drowning and I wanted to turn over and float and they kept just going, keep swimming upstream. And I lose my patience. I would get really emotional. I'd start resenting people and I would go into my natural triggers and the weapons that I end up using to protect myself. But it ultimately is a weapon which hurts others. so knowing when you are in the danger of being upside down.
You got to recognize it and be equipped to communicate it to get it back to a balanced 70 30. Most organizations can look at their company and see a turn and they have a turnover problem. I would bet you my life savings that if we ask the people that left, what was your 70 30? Most of them would have been upside down because this is where burnout causes turnover. People leave leaders.
who don't recognize you're not using people in their strengths. And so they go to other organizations to find that.
Shannon Scott (15:01.605)
that is so good. Well, and I know for me, and I would use the word calling, just because I've always been in a ministry context and really felt like it was something that God was asking me to do. But I found in those seasons that I was going, maybe this isn't what God wants me to do. And so instead of questioning my alignment and where that 70-30 was, was now I'm questioning my
calling and going, should I even be doing this? Did you find that in when you were working in organizations where you started going, well, I know I'm good at this, but maybe it's not what I'm supposed to be doing at all when really the issue was, I'm not supposed to be doing this kind of work this often. I need new alignment.
Masi Willis (15:43.078)
Yes, I did find that. And I also found myself questioning me, like, are you being gluttonous? Are you not wanting to do the work? Like, if you've made it to the top and you're the CEO or the owner, I shouldn't have to do all that work because so many of our leaders sit in a future visionary thought process.
But no, it has nothing to do with it's above me or below me. I know I'm not good at it. I remember once when I was working in the event world, I got an hourly rate and someone that got a cheaper rate got hired to do some of the work I was doing. And that person even looked at the leader that hired her and said, I mean, it takes me three to four times the amount of time it takes Macy to do that. So you're really choosing me for a lesser rate.
But if you multiply it times the four times it's gonna take, I'm actually more expensive than her. Now I was friends with her, so that was an honoring thing to say. But that's where we miss, we look at this calibration and we need to look at it and go, no, I'm not terrible in this moment. I know that this is not what I'm great at. I'm have to do it sometimes, but I don't have to do it all the time.
Shannon Scott (17:04.693)
You know, for anybody listening, I think we definitely want to make sure that you hear you don't necessarily need a new calling or a new profession or a new vocation necessarily. You might, but if you are feeling some of these feelings before you go, well, I guess I just need to do something else entirely. We would just encourage you to recalibrate how your time is being allocated and make sure that those
percentages are allocated in a way that's healthy. Now, if at the end of that exercise you realize, I can't find a 70 because I'm not good at anything I'm doing or I don't enjoy it or it's all killing me, that's a different conversation. But for the purposes of this conversation, it isn't necessarily get a new calling or a new profession or a new vocation, but really look at intentional alignment and allocation of time.
Masi Willis (17:45.413)
Mm-hmm.
Masi Willis (17:53.53)
Mm-hmm.
Masi Willis (17:59.451)
Yeah.
Shannon Scott (18:00.875)
And the other thing I'd say, Mason, I know you would agree, but let's talk about this a little bit. This isn't that we never have an upside down season. So the goal is not, we'll never get this out of whack ever again. Instead, there are short term upside down seasons in anything that we are undertaking. I think about you and I have done conferences and events and they're, you know,
leading right up to that event, there's a week there that sleep is elusive and all we do is stand on our feet and we have to our feet in a bathtub after the day because we've stood for so long. Deadlines, product launches, like all of those kinds of seasons are normal. So talk a little bit about short term upside down seasons.
Masi Willis (18:38.908)
Mm-hmm. Mm-hmm.
Masi Willis (18:47.258)
Yeah.
Masi Willis (18:51.493)
Well, and yes, there are, what I like, this is how you use the 70-30 tool. If you're a leader of others or you're leading yourself, get on a dry erase board, pull up a piece of paper or a dock on your computer, and on one side put 70, on the other side put 30, and sit down and think, what energizes me? What task during the day energizes me? List them all down.
And when you look at your 30 side, what are the things that drain you? It takes you longer to do. It doesn't come natural to you. You have to do a lot of research and put it on the 30 side. Now, if your employee or your child or your person on your board is a 40, 60, then you need to be looking in that list of 30s and go, okay, what have these things actually fall in someone else's sweet spot?
And so that's how you look at calibrating and reallocating is to see what have we pushed towards this person, which really this is more natural. And like you said, the short term upside down seasons, there are moments where we have to count inventory of tires and no one's going to really like doing that for two solid months. Or we have seasons of having to park cars on a
24 seven 365, everybody's all hands on deck before spring break because that organization has to think about it. Those are moments that are short term, right? So we're looking at the long term destruction of consistently having someone outside of their 70 30. It will learn Lee to burnout or frustration or even at home lethargic. Like I hate vacuuming the house.
but I would clean the kitchen all day long. Well, growing up, if I was assigned vacuuming the house and my brother the kitchen, flipping that would have made all the difference in the world for us, right? So it's the same kind of principle.
Shannon Scott (20:57.985)
Good.
You know, it makes me think about how, you know, the old school way of hiring was hiring to a job description. And while job descriptions are helpful, they are not alive. So this is a piece of paper that is saying, we need to hire someone who does this. But the odds of hiring someone who exactly fits a job description are slim because
people are so unique and so different. So I would say that the successful leader of the future is going to be the one who can, yes, have a job description as a guardrail, have a job description to inform hiring. But once you have someone working for you, now do the work to become informed on how they're wired, what their sweet spots are, what they are greatest at, and be willing
to just like you said, shuffle tasks back and forth across the organization to the people for whom that's a 70 rather than living and dying by a piece of paper that says, this person has to reconcile the budget when that may not be what they're great at, but you can't afford to lose everything else they're great at.
Masi Willis (21:59.333)
That's the word.
Masi Willis (22:06.18)
Mm-hmm.
Masi Willis (22:13.87)
Yeah. Well, and it's a, it is a tool to use to weigh in. It's, I have a client I just left last week and every single month sits down with his executive team. What's your 70 30 right now? What's your peace index right now? And then we pull up the support challenge matrix and the leader says, what more support do you need for me? What more challenge do you need for me?
People are concerned about these formal performance reviews and looking at metrics and are you crossing your T's and dotting your I's? Yes, we can pull numbers all day long. But when you take the time to look at the, like you said, not the job description, the task, the skill, you look at the person and their health. That's where high performance comes in. don't worry, concerned about whether or not they're selling and reaching up to their goals. Yes, that needs to be a metric you're looking at.
but understanding if someone's a product, it's not in their 70-30, or their piece has been tanked, or they need more support and education in a particular product that you're asking them to sell. You're asking them in these moments of health checks as leaders, what more do you need from me? What less do you need from me?
Shannon Scott (23:32.718)
Yeah, that's so good. You you mentioned piece in December. We talked about the piece index and this is this is a great way that these tools layer on each other because a low 7030 is almost always going to correlate with a low piece index. So if there are if there are if you're assessing your piece and you're going, I just don't know how to crack this code, it might be time to layer in 7030 or in your 7030 you have an.
Masi Willis (23:37.38)
Mm-hmm.
Shannon Scott (24:01.001)
you know, epiphany that informs the peace index. Would you say that's how those two can work together?
Masi Willis (24:07.556)
Well, yeah, and you consider the peace index, those five P's, we're talking about people, we're talking about place, we're talking about purpose, we're talking about personal health, and we're talking about provision. And so if in the 70-30, you're like, you know what's tanking my peace is people, and it's because in my 70-30, I'm so used to being...
powerful around community and relationship and customer experience yet that I've been siloed and put in an office to do data work all day long. The people, it's tanking my 70-30. Or the place. It could be as simple as I love an environment of being in a collaborative space, but we're all remote. And I don't have any relational ties to anybody. And I, we need some type of monthly gathering in person.
So you're right, if you think through these, these all layer on top of each other and they're indicators, but they also correlate and kind of put a through line for you to understand how to get from point A to point B to get this person to help is not simply the things they're doing, but it could be their, their provision or their purpose or their physical, mental, spiritual, emotional health that inside your environment, you need to start thinking about those things.
Yeah.
Shannon Scott (25:32.526)
Yeah, that's good. You know, we would be remiss if we didn't at least hit on the other side of this really quickly. you know, this this would be I'm just going to call it a pretty narcissistic approach to the 70 30, which would be attempting to have a 95 five all the time. And so just say a few words, especially to leaders about the importance of this not
Masi Willis (25:52.984)
Mm-hmm.
Shannon Scott (26:01.997)
going to the other extreme where you're trying to never do anything in your 30 and frankly, how do we protect ourselves from not doing this? Because at the end of the day, we're not monarchs, like we're not kings, we're not here to be served. So how do we protect ourselves from taking this to really a narcissistic extreme?
Masi Willis (26:25.027)
Well, yeah, so when you think about a 90-10 or a 95-5, there's moments where I'm like, ugh, this is a season that's been so fantastic. I just hired a new executive assistant and I think I cried every week in January because I was, I am so overwhelmed at how much of my 30.
Shannon Scott (26:42.517)
You have been so happy.
Masi Willis (26:49.793)
how bad I had gotten to a 40, 60, even personally coming around 2025, accomplished a lot, but I was using so much of my energy in my 30%. And when she lifted that, I'm getting much more to a 60, 40, probably headed towards a 70, 30. Now, if I get 95, five, or I get a hundred, I'm gonna call it gluttonous. That's just fat and happy, you know, and that...
It's like, this is the only thing that energizes me, but it also makes you complacent. It also, you know, it requires a desire of growth. That's what we all want. No plant wants to just be neutral and then die on the vine. We're creating thriving cultures. So if someone is telling me that they're at a hundred zero or 95, five consistently, it, it means they're becoming lazy.
or they could quite possibly not see the opportunity of growth. So I want to challenge them. Challenge causes stretching and growth opportunity. And so it's going to require from a leadership person discipline to recognize that, that someone's gotten in a narcissistic gluttonous place. Sacrifice, it's going to be hard. Because as a leader, you're going to have to teach them something or challenge them to something. And they're going to have to learn a new
competence that they might have and so to me the goal is growth. You want them aligned and constantly growing but not to the point in the areas that aren't natural to them.
Shannon Scott (28:30.295)
So good. Yeah, the goal is not comfort. The goal is alignment. So I'm not trying to look around my life and go, I'm so comfortable trying to look around my life and go, I am aligned. My time is aligned and everything is appropriately allocated. So let's just give listeners a little assessment of questions that they can ask themselves today. I'll let you ask these.
Masi Willis (28:34.947)
Uh-uh. Uh-huh.
Masi Willis (28:39.395)
Mm-hmm.
Mm-hmm.
Shannon Scott (28:58.751)
And maybe listener, you don't have to write all this down right now, especially if you're driving, but come back to this section of the podcast about 29, 30 minutes in, and we would encourage you to take some real time and think through these questions.
Masi Willis (29:15.703)
I would love to hear from people, whether it's email or however you want to get in touch with me. I would love to know what does this look like for you? And here's some questions you could ask to self assess as well as for your team members. Like where are you today? The common language is what's your 70 30 and is it 70 30? Is it 60 40? Is it 50 50? And why are you trending?
Shannon Scott (29:20.695)
That's good. Yeah.
Masi Willis (29:44.036)
what direction, you know, if I'm a 60 40 right now, but I'm trending towards a 70 30, I'm headed in a healthy place, right? But if I'm trending down, I need to look at that and acknowledge it. And how long have I been here? How long has this team member been here? How often have I asked them consistently that they stuck at the 70 30 and maybe they dipped down to 60 40, but it's one of those moments that it's a season. Okay, we're still
pretty healthy and what are they actually and normally looking at for the work they're doing? What is quietly eating your time that belongs in the 30? And I'd say the last thing, what is in my 30 that someone else, it would be in their 70 and the vice versa. we have great, before we go and replace people, let's look at if we need to align better.
Shannon Scott (30:35.532)
That's good.
Masi Willis (30:43.349)
If we need to reallocate, are we using our human resources to the best of their ability? We did this this week, had someone who was living in the accounting world and realized she way more needs to pick up HR and has a passion for it. Where someone else was doing the HR and she really is passionate about payables. So we flipped those two roles, same office, same space, work together.
and now they're trending back towards their 70-30.
Shannon Scott (31:15.853)
Yeah, I mean, again, nothing's poured in concrete. things can be shifted around and it will take a really in tune leader to make those adjustments. So Mase, as we close, I do just want to say and acknowledge and speak for the people who are listening who are like, why does the podcast drain you? It's so good and it's so helpful for me and I look forward to it and I've kind of made it part of my Monday or my Tuesday or my week.
Why would continuing the podcast at this season kind of push you further underwater? Like, I just think it might help people for you to articulate why that's not the right choice for you when for so many of us, we're benefiting so greatly from something.
Masi Willis (32:03.392)
Yeah. So for me, it is simple. This is the easy part. You and I having a conversation, like I could do this in my sleep. This is in my 70%. But to deliver something well, it doesn't matter what the widget is. This happens to be a podcast. There's a lot of planning. There's a lot of scheduling. There's a lot of
forward thinking of it, doing things to get ready for it and there's a framework that I have right now that I need to undergird a framework and then come back around because worrying about the scheduling or thinking about external media work for me is not natural and I have you guys and great friends helping me but it's still a heavy lift in my brain which sucks out the brain space.
I want to make sure everyone hears me say, I'm not leaving forever, we're not leaving forever. This is a power in the pause moment. because some of this has crept into my 30%, because of some of the personal life decisions, financial time-wise, things that I'm doing, I'm putting a pause on it. And I would love to hear from people if there's any way that I can help. But just be, keep following us, keep.
keep subscribing to it and we will definitely I'm going to continue my Monday morning newsletter and we'll let people know through the newsletter when episodes are dropping.
Shannon Scott (33:40.43)
That's so good. So listener, as a reminder, healthy leaders are always adjusting. No leader remains healthy if they do what they've always done the same way they've always done it in the same quantity they've always done it. So healthy leaders adjust. And any sustainable leadership is going to require rhythms. There's an ebb, there's a flow. Nothing is ever full throttle at 100 % wide open all the time. So there's a lot of wisdom in consistently
pruning your schedule, pruning what you're doing and consistently assessing against this 70-30 tool because your alignment, your intentional alignment is not selfish. Like it's a strategic play. And for the overachievers who are listening, for the perfectionists who are listening, I can tell you,
Masi Willis (34:24.95)
Yeah.
Shannon Scott (34:36.095)
You don't have to drown to prove how committed you are to the organization or the leader or the ministry or the nonprofit or the marketplace or the boss. You have to align and you have to protect your own piece if you're going to be good to anyone else. And I have had to learn that the hard way.
Masi Willis (34:40.503)
Mm-hmm.
Masi Willis (34:44.949)
Mm-hmm.
Masi Willis (34:56.268)
Yeah, I love that you referenced pruning. You know, my favorite in my life versus John 15, 5, and it's been such a through line for me for decades. The Lord just keeps bringing it back up to me. And when you look at John 15, 5 and thinking about bearing fruit comes with remaining in the vine. But when we think about vineyards, pruning is crucial. Scourging is crucial.
not to get rid of the fruit that's there, but because the promise that we will bear more fruit when we remain aligned in that. And so this is one of those moments where I'm making it matter and doing less is better right now because there will be abundance. There will be a bearing of more fruit, I believe, for myself and for the listeners in the future.
And so I'm sad to go for right now as a pause, I'm also, I'm really pleased that as a leader of myself and like you said, adjusting in rhythms and pruning, it's crucial for me to do the same things that I sell.
Shannon Scott (36:09.517)
Yeah, the best leaders are living what they're teaching. So thank you for being one of those. And I think that's a good place to wrap it up. So listeners, if you were brutally honest, where are you today? And what needs to change about how your 70 30 is allocated so that your leadership can be fruitful and can continue to flourish and really breathe again?
Masi Willis (36:12.853)
Mm hmm.
Shannon Scott (36:36.297)
And we'd encourage you, listen back over these 19 episodes and let them be your mini leadership course that's ongoing because we don't hear something once and then know how to apply it forever. We have to constantly be refreshed. Macy, what other encouragement would you give them?
Masi Willis (36:55.659)
would just say pausing is not weakness, it's wisdom. B, when we lead like you mean it, you have the wisdom to take pause in the moment so that we're not drowning, we're floating, and that creates safety and can save lives. So that's what I would leave them with.
Shannon Scott (37:18.697)
So good. If you're not part of Macy's mailing list, go to her website, MacyWillis.com and join that mailing list so that you can get continuing great leadership insights and tools from her every Monday, right to your inbox. And that's where you can stay up to date on what's happening with the podcast. And if and when it comes back, you'll be the first to know about it.
because we want to continue to support you and equip you with leadership resources to help you continue to lead like you mean it. And I will sign off and say, I look forward to seeing you guys hopefully when we come back and Macy, I'll leave you to have the last word to listeners.
Masi Willis (38:01.929)
Well, my last words would be, I've had such a great time. I am excited for what's to come. And maybe there'll be big, huge announcements. So hang tight, and we'll see you in the future.