002: Start With Why | Simon Sinek | Vision as Leadership Responsibility

Jeffrey Scott Stanton: Business can hide confusion for a long time. And confusion is truly expensive. It's expensive to you. It's expensive to your organization. It's expensive to your team. I once watched a brokerage lose three of its strongest agents in less than three weeks. Not over compensation because someone was paying them more, not over leads, not over the market conditions. Your title means nothing in this industry. Your title is not leadership. You can't rely on policies. You have to rely on trust and you have to rely on your credibility and you have to rely on your clarity. Towers may create compliance in certain organizations. Vision creates commitment. And the commitment is what moves people when no one's watching. If they ask five people around you, what's the vision?

Jeffrey Scott Stanton: Would I get one answer or would I get five different answers? If the people around you are confused, your vision is missing. If the people around you are aligned, leadership is present.

Announcer: Our host believes the greatest leadership principles ever written were never meant to stay on the pages of books. They were meant to be applied in real decisions, real conversations, and real moments of pressure. Because leadership isn't learned in theory, it's built in practice. This is where timeless leadership frameworks are broken down, translated, and executed in the real world. This is the leadership series.

Jeffrey Scott Stanton: Welcome to the Jeffrey Scott Stanton Podcast. This is the Leadership Series Episode 2, Vision and the Responsibility of Direction. This podcast series is dedicated to helping you become a more effective, more confident, and intentional leader. We built this series for professionals who lead, who want to lead, or if you know you're being called into a leadership role. Some of you are brokers, some of you are team leads, some of you manage salespeople. And some of you listening are high-performing professionals, beginning to realize that leadership is not just about leading others in an organization. Leadership is also how you lead your clients, your relationship, and yourselves. And that skill set requires a completely different skill set than production ever will.

Jeffrey Scott Stanton: Today we're going to focus on one of the biggest struggles leaders make, even when they work hard. And that struggle is lack of clarity, unclear priorities, unclear standards, unclear directions, and unclear what winning actually looks like on an organizational level. Most leaders don't fail because of lack of effort. They fail because they're unclear and that leader is unclear. That's what today's episode is about is the clarity of vision. Vision is not a slogan. Vision is not motivation. Vision is not something you mentioned once at the beginning of the year in your annual kickoff and hope everybody remembers it a month later. But vision as a leadership responsibility, because leadership without vision becomes reactive, and vision without leadership is just noise and static.

Jeffrey Scott Stanton: Before we go any further, I want to sincerely thank our three family partners and sponsors, WiseAgent, Subi, and the CE Shop, all leaders within their respective fields. We appreciate your belief in the show and your commitment to helping agents and professionals grow and perform at higher levels. If we haven't met yet, I am Jeffrey Scott Stanton. I am your host along this journey. I am a coach, I am a consultant, I am an advisor, and a speaker. I am also the former executive vice president of learning and development for Douglas Ellen Real Estate. My work and my career have been focused on behavioral strategy, learning design, performance enablement, and leadership development, particularly in high-paced, high-sales, high-stressed environments.

Jeffrey Scott Stanton: This series we've designed, you can think of it as a masterclass on leadership and a journey that we're on and exploring together. It's inspired by some of the greatest leadership books ever written and translated through the lens of real-world leadership pressures of my own and other leaders that I know. Today's episode draws in part from ideas popularized in the book Starts with Why by Simon Sinek. But as always, this is not a book review or book summary. This is about how those ideas in these great books, what they really look like when you're leading people, when you're carrying responsibilities, and when you're trying to build something more meaningful and real in the world. As I mentioned, episode one, this podcast is designed to be listened to in order, which each podcast and each episode building upon the previous.

Jeffrey Scott Stanton: So if you're new here, please go back and start listening from the beginning. Because episode one was the foundation of leadership. Episode two is about direction, and episode two is about vision. Episode one, we spoke about leadership as influence, and leadership is the ability to move people towards something meaningful. And that's what influence is. Influence is the ability to move people in a direction. And one of the most important questions a leader must answer is why should I move in that direction? Why are we moving in that direction? Towards what are we moving? Where are we going? What are we building? Why does it matter if it matters at all? What does success look like? What does trying to become the best?

Jeffrey Scott Stanton: What is becoming the best look like? What are we becoming? These are all questions that sit underneath almost every leadership challenge, whether people say them out loud or not. This is what your people are thinking when you talk about your vision and where the company is going. And when leadership fails to answer those questions clearly, people, your people, will answer them individually and internally, probably not in the way you want them to. And that's where confusion begins. This is where fragmentation begins within an organization. This is where people start pulling in different directions while believing they're working hard and believing they're working towards a common goal. Because they don't know what the goal is. And that's what vision actually does.

Jeffrey Scott Stanton: Vision sets that goal. Now, this part becomes especially important in real estate because if you lead in this business or want to lead in this business, then many of the people you're leading are not traditional employees. They're independent professionals, they're independent contractors. They have options. They can stay, they can go, they can disengage, they can start producing for someone else. They can stop attending meetings, they can be disruptive at meetings, they can ignore systems and policies and procedures that you put in place. They can start taking recruiting calls from those other companies you never thought they would speak to and never thought they would contact. They can continue working and producing while being emotionally disconnected from the culture.

Jeffrey Scott Stanton: And that's worse than having them leave, is because you don't have that vision, or that vision is not clear, or that vision is not being communicated clearly enough. This means in this leadership environment, you cannot rely on authority alone like you can in other corporate environments. You cannot rely on title. Your title means nothing in this industry. Your title is not leadership. You can't rely on policies. You have to rely on trust and you have to rely on your credibility and you have to rely on your clarity. It must rely on whether people believe in you and people believe in where you are taking them. That's what leadership is. Titles may create compliance in certain organizations.

Jeffrey Scott Stanton: Vision creates commitment. And the commitment is what moves people when no one's watching. That's a vision. Many leaders misunderstand what vision actually is because they confuse vision with what they believe is motivation. You can't motivate an unmotivated person, but you can give them a vision of where the future is brighter than it is for them now, and a vision and future that they want to follow. A lot of leaders think vision is just a speech, the kickoff meaning, the slogan on the wall, the rally cloud, that burst of excitement. Those may create temporary energy, but they don't create a sustained vision. And it's never going to sustain your vision. One of the fastest ways of knowing whether vision is currently present within an organization or not is to watch people's behavior.

Jeffrey Scott Stanton: Do they move with confidence in a direction? Or are they consistently waiting for permission to do things? Do they make decisions aligned with the mission? Do they make decisions aligned with the vision? Do they make decisions that are aligned where everybody wants to go together? Or do they keep asking what matters most? When vision is clear, initiative arises. When vision is a weak, hesitation grows and grows and grows. That distinction truly matters because people feel fired up on Monday and then confused by Wednesday when there's no vision. They can love the meeting and still not understand what matters most. It can be the greatest meeting ever. So they say. But they have no clue where the vision is and no clue what matters.

Jeffrey Scott Stanton: They'll applaud the message, but remain unclear about the priorities. This happens every day in organizations where leaders speak emotionally, which is great, but lead vaguely or have vague visions. Real vision is not built into excitement. It's built upon clarity. Clarity around your priorities, clarity around standards, clarity around the direction everybody should be going together, and clarity around what success truly looks like. Are you clear in your organization on what success actually is, what it looks like? What's the vision of success? Are your people clear on what success is and what defines success? Because that's leadership. Now, let me add something important here. Vision is not what you say, and it's not how you say what you say.

Jeffrey Scott Stanton: Vision is what people experience on a daily basis repeatedly, over and over and over again. If you state that vision is growth, but the daily experience is chaos, people are gonna believe in that chaos. They don't believe in the vision because they see chaos. They feel chaos every day. Why would they believe in growth? If you state that vision is excellence, part of our vision is excellence, but the standards are inconsistent, people are gonna believe in inconsistency. They're gonna see that inconsistency and think that's the vision, no matter what you say. If you state the vision is culture and that you have a great culture, and that's part of the vision, but politics dominate the decision, people believe in those politics.

Jeffrey Scott Stanton: They're never gonna see the culture. The organization always believes the lived experience over a spoken message. I'm gonna say that again so everybody hears that properly. Your organization, your people always believe in their lived shared experience over the spoken message or the message that's written on the wall or the message that's written in your vision statement. One of the hidden costs of a weak vision is actually drift. And most organizations don't fail dramatically. They fail because of drift. People stay busy, meetings continue, transactions happen, and the phone still rings. Revenue may even go up a little bit, but under the surface, effort becomes fragmented. Different managers emphasize different things. Different people define success different ways. Different departments are optimized for different outcomes because they don't know what the outcome is because the vision is not clear.

Jeffrey Scott Stanton: That is your job as a leader to make sure everyone has a clear, same vision. People may be working hard, but are they actually working in the same direction towards the same thing? And that's one of the most expensive leadership problems there is. Not laziness, it's misalignment. Drifts happen when activity replaces direction. And many leaders don't notice the drift until the performance drops, morale declines, and good people leave that you never would expect they would have left before. I remember being in environments where people were talented, hard working, committed, and stayed consistently and constantly active and busy. Everyone looked busy, everyone sounded busy. But if you asked five different people where the organization was going, you'd get five different answers.

Jeffrey Scott Stanton: And then the next day, if you asked five of those people again, you would get totally different answers because people didn't understand the vision. What it taught me was something I would never forget. Busyness can hide confusion for a long time. And confusion is truly expensive. It's expensive to you, it's expensive to your organization, it's expensive to your team. You know, I've seen offices where talented people, strong brands, good markets, and capable leaders are still underperforming. Not because of lack of resources, not because of lack of talent, not because lack of good people. They have good people, they have resources, they have talent. It's because everyone was doing different things. Their activity was not alignment. There was motion, but no momentum.

Jeffrey Scott Stanton: I once watched a brokerage lose three of its strongest agents in less than three weeks. Not over compensation because someone was paying them more, not over leads, not over the market conditions, over confusion. No one could clearly explain where the company was going anymore. There was no vision and no clarity of vision. No one could clearly explain where the company was going anymore. No one could clearly explain what the vision was of the company or what their place was with inside that bigger vision that everybody should be working towards. Confusion creates openings within your organization. Let me give you a practical warning here. When leaders do not define success clearly, ambitious people will define it privately.

Jeffrey Scott Stanton: What is success? What does success mean as a company? Because if you don't let me know what that is, if I don't have that vision, I'm going to define it for myself. And our visions may no longer be aligned. One agent decides that value matters, another agent decides that lifestyle matters, another one of the agents decides that the invisibility of the brand matters. Another agents decide independence matters more than anything else. None of these are inherently wrong, but if an organization has no shared definition of success, no shared vision of it, the culture becomes fragmented by private agendas. And we've all seen that happen at one time or another. I remember watching a manager in a different environment make mistakes that true leaders never should make.

Jeffrey Scott Stanton: And there is a difference between being a manager and being a leader. And this was a manager. The organization was going through uncertainty, people had questions, performance slowed, morale started getting shaky. But instead of creating clarity, the manager disappeared. They went in their office, never to be seen. There was no direction, no communications, no visible leadership. Their office door was closed. And when people finally did hear from them, it was criticism, what everybody else was doing wrong. It was pressure, not support. It was reaction, not direction. And what happened next was predictable. Rumors grew, trust stopped, good people became frustrated. Strong performers, strong producers started emotionally checking out. And then they started checking into other companies.

Jeffrey Scott Stanton: That experience reinforced something very important to me. When uncertainty arises, silence from leadership gets interpreted as weakness. When the leader is silent, people think it's weak. People think the organization's weak. And to a certain extent, leadership is about strength. Criticism without clarity destroys your credibility. And we've all had those leaders who have just criticized without being clear on what's going on. They lose all credibility. True leaders don't disappear when people need them the most or when people need direction the most. They step forward. That's what leaders do. That's what we all should do. We step forward, we communicate, you stabilize the environment that you're in. And that's even when you don't have every answer. Because it's going to create confidence.

Jeffrey Scott Stanton: It creates confidence through your presence. It creates confidence through your honesty. It creates confidence through your consistency. You don't need to have every answer, but you need to be there when people ask the questions, not behind a closed door. Now, another leadership trap shows up when leaders become overly reactive. And it happens all the time. Leaders start the day with intention and their day gets hijacked. Unexpected problems. And some part of that is in the leadership. But when you react, or when the reaction becomes your operation style, that vision gets crowded out. Soon the loudest issue wins and the vision is forgotten. The most emotional person wins, the loudest person wins, that new direction wins. It's just what happens.

Jeffrey Scott Stanton: That's how organizations slowly lose momentum. That's how organizations slowly lose momentum. Not through one giant catastrophic event, but through those little develop, but through those little delays with no direction in leadership. If leadership changes directions weekly on what's important, what's not important, the trust declines on a daily basis. This is why vision is practical and not theoretical. What everybody should be doing at any given time, where the opportunity is and what every decision anyone makes should be filtered through that shared vision. When opportunity appears, vision asks, does this move us closer to where we're going? Vision steps in and asks, what matters most right now? When a recruit appears, vision asks, does this person fit into what we're building or not?

Jeffrey Scott Stanton: Because the worst thing any manager or leader can do is recruit someone if they don't fit into the vision, if they don't fit into the company, if they don't believe in that future vision where the company's going. You just don't recruit someone just because they're a top producer. You recruit someone because they fit into the vision of where we're all going together. They buy into that vision, and their vision is within the vision of you and your organization. It's a shared vision, and they can see what the future holds for them with inside your organization. You're listening to the leadership series on the Jeffrey Scott Stanton podcast, where leadership principles are broken down and applied in the real world.

Jeffrey Scott Stanton: I want to take a moment to recognize one of our family partners, WiseAgent. In any performance-driven business, the systems behind the scenes matter just as much as the person in front of the client. WiseAgent is an all-in-one CRM platform built specifically for real estate professionals. It helps manage your contacts, automate follow-ups, and grow your business with one platform instead of piecing together dozens of different tools from dozens of different companies. If you're serious about building something sustainable, it is absolutely worth your time. Visit WiseAgent.com. Link is in the show notes. Tell them J Squared Podcast Productions sent you. When conflict arise, vision asks which decision best serves the future and the future we're building. Not which is the most important thing to do right the second.

Jeffrey Scott Stanton: They become political, they become inconsistent, become reactive, they become listen to the loudest person in the room yelling. With vision, decisions become clear. Not always going to be easier, but it's always going to be clearer with a vision. People do not only commit to what you do, they commit to why it matters and why it matters to them more importantly, and why it matters to the bigger overall picture. That's why people commit to the why. And this applies in real estate more than many realize because you're paying them maybe. In real estate, agents may join for a split. They may join for their opportunity, where that vision is something that they can strive to and help the organization achieve.

Jeffrey Scott Stanton: That's when people stay. Listen, top producers rarely stay for splits alone. They stay where momentum exists, they stay where the vision is clear, they stay where growth feels possible, even as a top producer. And where the growth feels bigger than it currently is. When belief is low, every inconvenience becomes resistance. Every inconvenience becomes an issue. Every little thing is a problem. And that's why vision matters in recruiting. It matters in retention, it matters in morale, it matters in performance. It matters in your company. Because if you have no vision, you're not going anywhere. So that's where I work inside. Let me give the brokerage lens on that one. When agents believe the office is growing, when agents believe the brokerage is building, it's building something, they'll tolerate the little inconveniences.

Jeffrey Scott Stanton: When they believe leadership is smart, when they believe leadership is clear, when leadership has a clear vision and share it, they forgive the little mistakes. When they believe opportunity is expanding, they'll stay patient through transitions. But when those beliefs collapse, when the vision isn't clear, every minor issue turn to major problems as part of leadership. And that belief matter and that belief management is showing your vision and where the vision and company is going. If you want more agents, or if you lead agents or independent contractors, I want you to reflect honestly on something here. The people around you know what you're actually building. Do they know what the vision is, where the vision is? Do they know what kind of professionals, what kind of agents, what kind of people thrive within your organization or thrive within your team or not?

Jeffrey Scott Stanton: Do they know what standards matter the most, or are there any standards that are set? Do they know what behaviors are rewarded versus what behaviors should not be rewarded, or you or are you not paying attention to any of that? Do they know what the next 12 months are about, the next year or about, the next two years, the next five years, the next 10 years, where the company is going and where they can go with the company? Or do they not think there is a vision of that? So they can't go anywhere with the company. Because if they don't know what you're building, they're gonna build their own version of it with inside your walls.

Jeffrey Scott Stanton: They're gonna build their own version of success with inside your walls, or most likely outside the walls. And that's what culture fractures, sometimes silently, sometimes not so silently. If the answers are vague that you give, your office, your organization, your team may still be functioning, but there's no way of compounding that function. There's no way that's ever going to scale. There's no way you can build something bigger and better. Because scaling and compounding requires alignment and effort over time. And that's what vision is. Vision is about alignment and being aligned with that vision. Now, a lot of times, here's where a lot of leaders unintentionally fall. And I hope you don't fall into this hole. Now, here's where many leaders unintentionally fail.

Jeffrey Scott Stanton: They talk about vision but never translate it. If your vision is growth, what behaviors create growth? If it's prospecting, if it's training, if it's recruiting, if it's lead follow-up, if it's database discipline, if your vision is excellence, what behaviors define excellence? What is excellence to you? What is excellence to the organization? What is excellence to you? What is excellence to the organization? Is it preparation? Is excellence professionalism? Is it consistency? Is it communications? Is it follow-through? Is it the way your receptionist greets every single person the same when they walk in? If your vision cannot be seen in daily behaviors, especially in your daily behaviors, it's going to remain abstract. And abstract leaders never change performance.

Jeffrey Scott Stanton: If you want to be a leader, is this how do I communicate my vision more often without sounding repetitive? And here's one of the simplest ways to do it. Connect activity to direction and activity to vision. What I mean by that is in your meetings, just don't review numbers. Explain why the numbers mean something, why the numbers are getting the company towards their goal. This is where everybody's going towards that shared vision. Don't just discuss the problems. Explain how solving those problems support the bigger vision and the bigger mission. Don't just announce priorities. Explain why those priorities matter now and why they're going to matter in the future. Don't just recognize production, recognize behaviors that reflect the culture and future that you're building.

Jeffrey Scott Stanton: People got an award for production to get an award for this. What about those that support the culture and support the company? Way too many companies just recognize that production, that's it. But what about all the other things? What are you trying to build? What is going to get you there? And what is that vision? If someone handled a client or a problem professionally, mention it. If someone shows up consistently, mention it. If someone helped another team member grow, they mentored another team member, they helped someone in the company, mention it. That is communicating vision. And that's where vision is communicated. You should be constantly translating values into visible examples and visible examples into values and those into your vision and why this means something to everyone.

Jeffrey Scott Stanton: If your people only hear your vision quarterly, they'll follow just what's urgent today. And in one-on-one conversation, do the same thing. Help people connect their personal goals to the larger direction, the larger vision of the organization. It shows them opportunity exists. Show them where opportunity exists. People are rarely going to stay within an organization if they don't see opportunity, if they don't see a vision of the future for themselves. Show them what growth looks like. Show them how their daily discipline connects to the future outcomes. And remember this vision is rarely communicated in one dramatic speech. Vision is communicated in small, consistent moments, week after week, day after day. That you can use. Ask yourself these questions.

Jeffrey Scott Stanton: Is my vision clear? Is our vision repeated? Is our vision rewarded? And more importantly, is our vision believable based upon the actions that happen on a daily basis? If one of those things is missing, if one of the things isn't there, vision weakens. If two of them are missing, confusion grows. If three of them are missing, people are just going to stop listening to the vision and go and do their own thing or make up their own vision because they don't believe it. Where morale had dropped so bad. Momentum had totally slowed and pretty much stopped. She walked in, people were excited. There's a big motivational speech. Instead, that leader brought in clarity. They explained where the organization is now and where the organization is going, what standards would have to rise immediately and why.

Jeffrey Scott Stanton: What behavior would no longer be tolerated, and now what behavior would be rewarded. And what support was available to everyone. And more importantly, what success looked like now, in a year from now, three years from now and five years from now, and into the future, all defined and explain what the vision was. The room didn't erupt in applause, but something truly important happened. You saw people start to feel safe. You saw people start to feel certainty. Clarity is coming. And that's something a lot of leaders often forget. You don't need motivated people. You can't motivate an unmotivated person. People need clarity. People need certainty. And even if you're not a leader right now, even if you're not a broker or if you're the team leader right now, your vision still matters.

Jeffrey Scott Stanton: Even if you're only leading yourself and your business, if you're I'm my own agent, Inc., or whatever you want to call yourself, before you even get into a leadership position. What am I building? What's the vision for the future? And what kind of business do I want? What reputation am I creating? What brand am I creating? What type of clients do I want? What standards define me? What future am I intentionally designing instead of just reacting to the daily activities? Because if you don't define success, if you can't define success, randomness will define success. And randomness will define your calendar. Personal vision matters more than many people realize. If you don't know what type of professional you're trying to become, if you don't know what type of professional you want to become, you'll accept any opportunity.

Jeffrey Scott Stanton: If you don't know the type of professional that you want to become, you'll accept any, you'll accept any opportunity. And if you don't know what standards define you, you'll accept any standards. Against yourself, if you don't know what future you want, you'll rent out your time to everything that feels urgent. Common mistake that I see many leaders make. And actually a lot of us do. They say something once, we say something once, and then we assume it landed. Again, announce priorities in January. Okay, go up that town hall, explain the direction, mention the culture in a meeting, then they move on. That's not how people work. Vision requires that repetition. You know, in learning theory, they say the average adult learner needs to hear something three times in order to remember it.

Jeffrey Scott Stanton: The first time they hear it, they absolutely ignore it. The second time they hear it, they're like, oh, it's a coincidence. I think I may have heard this before. The third time they hear something, they say, in their mind, this must be important. I'm hearing it a lot. That's how people work. Repetition with clarity, repetition with examples, repetition tied to standards, repetition tied to recognition, repetition tied to your decisions as a leader. Often worry, they're repeating themselves way too much. Meanwhile, the team is only beginning to absorb the message. And then a leader stops talking about it. The team loses the message. Finally, vision without standards, having a vision, telling people your vision, sharing your vision without having standards in place is just fantasy.

Jeffrey Scott Stanton: It's not vision, it's not clarity. If a leader says they want excellence, but are tolerating mediocrity, people notice. If they value culture, if they say they value culture and reward dysfunction, everyone notices. If they say they want to grow and that they want growth, but they avoid giving people accountability based upon that growth, people notice. Culture hears what you reward louder than what you ever will say. What they see, what they experience more than any language you'll ever say, more than anything you'll ever say. Which means that the standards are how vision becomes believable, which means the standards you set and enforce are how vision becomes believable. Before we close, I want to honestly reflect on something for a second.

Jeffrey Scott Stanton: If I asked five people around you, where are you going? If I asked five people around you, what's the vision? Would I get one answer or would I get five different answers? Where is your leadership reactive right now? Where is your organization unclear? Where are you lacking the vision? Where are you lacking the clarity? What future are you asking your people to help build? And what behaviors are quietly contradicting the future that you claim the organization wants, the future you want, the future that you talk about consistently. Years from now, people will not remember every meeting you had. They're not going to. They're not going to remember the metrics that you tracked. They're not going to remember the policies you announced and not going to remember those kickoff meetings.

Jeffrey Scott Stanton: But what they will remember is how clear things felt under your leadership and how they felt under your leadership. They'll remember whether people felt a direction or confusion. They'll remember whether people felt certainty or uncertainty. They'll remember whether standards meant something or it was just something said that was thrown out the window. They'll remember if growth felt possible underneath your leadership or not. They'll remember whether the leadership created momentum or did leadership create uncertainty and chaos. That's the deepest impact of vision. Vision shapes memory, vision shapes culture, vision shapes what people believe is possible while they are with you, while you're leading. And sometimes long after you're gone and long after they're gone. Listen, great leadership books give us great principles.

Jeffrey Scott Stanton: Real leadership is tested when you put them into practice. So as you move through the next week, ask yourself this what am I reinforcing? What am I helping people believe in? Would my actions still communicate the direction and vision that I want to bring this organization? Vision is not what you hope happens. Vision is what you repeatedly clarify until others can help build it and others can help define it. Leadership is not only about solving today's problems. It's about creating tomorrow's direction and tomorrow's future where today's problems no longer exist. If your days are consumed entirely by reaction, then maybe time to ask yourself a bigger question. Where are we actually going? Are we going anywhere?

Jeffrey Scott Stanton: Leadership is expensive when it's done poorly. It costs morale, it costs trust, it costs retention, it costs momentum, it costs your business. But when leadership is done well, it multiplies everything. It is the multiplier to the success of everyone around you and the success of the organization. It has a clear vision. That leadership and that vision multiplies everything. That is the multiplier in this business. You know, next week we're going to talk about communication and how to communicate these things to your people, to your agents, to your brokerage, to your teams, to your employees. Because even the strongest vision is going to fail when leaders cannot communicate it properly, when they can't communicate consistently and they can't communicate credibly.

Jeffrey Scott Stanton: People don't need leaders who control every single step and every single phase and every single little thing. They need leaders who make the next step clear. So thank you for being here. I hope you enjoyed this podcast. Please continue to join us and listen to this. Thank you for listening to this podcast and thank you for being on this journey with us. I'm Jeffrey Scott Sant, your coach, your consultant, your advisor. If you want to stay connected, please find me and follow me on social media for future updates, future episodes, and other leadership insights. If you found today's episode of value, I'd really appreciate it if you like the comment or like, and it helps other people who want to lead.

Jeffrey Scott Stanton: And finally, if you know someone who you believe can benefit from these series, please share it with them. Been WiseAgent, please reach out to them directly. And once again, I'd like to thank our family partners and sponsors, Subi, the CE Shop, and WiseAgent. Their contact information is in the show notes. Please reach out to them and thank them and see what they have to offer you because they can absolutely help build your business. I'm going to leave on this. If the people around you are confused, your vision is missing. If the people around you are aligned, leadership is present. Lead with intention, lead with clarity, and lead with vision. I'm Jeffrey Scott Stanton.

Announcer: Thank you. Leadership isn't learned in pages, it's built through repetition. What you apply becomes your standard, and what you reinforce becomes who you are as a leader. Leadership is built in practice and proven in performance. Produced by J Squared Podcast Productions.