Credibility Over Control: The Leadership Shift That Scales Teams

What happens when leaders stop trying to control everything and start leading through credibility instead?

In this episode of Breakthrough Conversations with Rhoda & Co., Rhoda sits down with a senior sales leader known for transforming underperforming markets into high- performing teams through clarity, accountability, trust, and ownership.

Together, they unpack one of the biggest leadership traps: believing control creates results. The conversation explores why credibility, not micromanagement, is what truly scales teams and builds sustainable performance.

This episode is packed with honest leadership insight around:
• Recognizing when you have become the bottleneck
• Creating clarity that drives accountability
• Building trust without lowering standards
• Shifting ownership back to the team
• Leading through credibility instead of positional authority
• Identifying root causes inside struggling teams
• Developing teams that perform without constant oversight

Rhoda and her guest, Patrick Clayton also discuss the real emotional and operational costs of over-controlling leadership, and the behaviors that consistently build trust, confidence, and followership.

Key Takeaways:
• Clarity reduces confusion and increases ownership
• Teams grow when leaders stop over-managing
• Credibility is built through consistency and accountability
• Strong leaders create conditions for success, not dependency
• Leadership influence expands when trust increases
If you are leading people, building teams, or trying to become a more effective and trusted leader, this conversation will challenge the way you think about leadership presence, accountability, and growth.

Listen now and ask yourself:
Are you leading through control, or through credibility?
Follow Breakthrough Conversations with Rhoda & Co. for more conversations focused on leadership, resilience, growth, culture, and breakthrough moments.

Your breakthrough begins with how you lead.

Transcript

SPEAKER_00 0:00

Hey, what's your secret? You got the kind of other leads and speechless. It could be model, multitasking genius.

SPEAKER_01 0:06

Yeah, you got it all. Welcome back to Breakthrough Conversations with Rhoda and Company. This is where we have what? Real conversations that help you grow, lead, and break through. So today's conversation hits at the core of leadership, the shift from control to credibility. Early in his journey, our guests, many leaders believe they needed to stay close to everything, every decision, every detail, every outcome. But over time, that approach creates bottlenecks and it limits ownership and holds teams back. But our guest today is Patrick Clayton, and Patrick is a senior sales leader with a proven track record of transforming underperforming markets into top revenue producers. He builds high-performing teams through clarity, accountability, and trust. His leadership voice is grounded, practical, and focused on what actually drives results. So today we are talking about what it really takes to lead in a way that scales, moving from control to credibility, creating clarity, building teams that take ownership and guess what? Deliver. So let's get into it. Welcome, Patrick.

SPEAKER_02 1:24

Thank you for having me, Rhoda.

SPEAKER_01 1:25

I'm so glad you said yes. Thanks for joining. I would love, you know, in the short amount of time I've gotten to know you, I'm very impressed with your background and the way you even present your presence, exudes leadership. Can you tell me your story, your journey? How do you get to where you are today? And then talk to me a little bit about how would you describe your leadership style?

SPEAKER_04 1:51

Well, I would tell you this. We don't have enough time to talk about my whole journey. It's been a long one and quite an interesting one. But I would tell you, uh I am one of six. Um I have so I have five siblings. Um I'm actually a twin. Um and yeah, I am. And so grew up in a single, you know, parent house home. My mother raised us all. And, you know, like many, um, that lack of a father presence left a lot of gaps. You know, my mother worked very hard in the school system. And there was just so many times I saw other families, um, you know, how how much other, you know, some of my friends were able to do because they had both parents in their household. Um, and I wanted that life and I wanted more. And so um, it was just something in me that that that really stuck out that said, hey, it's up to me to really pave the way for where I wanted to go. And so, you know, I worked hard, um, I studied hard. Um, and it was in college that uh I had an opportunity to go work as an op for an IT company at a help desk and just was able to really hone my skills with a leader that took some interest in me. And so um that leader really positioned me to learn more about a corporate presence in the business overall. And so when I became a data analyst, that's when I became an absolute uh very passionate about operational excellence and just diving into numbers, diving into data, diving into the customer experience, being able to get into corporate training, and it just took off from there. Uh so I had a very successful career there, and I knew operations was where I wanted to be because I wanted to make a difference for individuals, because I really learned early on that individuals don't make great companies. Companies don't make great individuals, and so I wanted to be someone that impacted uh people's lives uh in the workplace. And so uh my career is it's it's taking me up, down, backwards, and back forward, as many have said. Um, but now I find myself in a very, very good place to impact um teams and people at a high uh leadership level.

SPEAKER_01 4:03

That's amazing. And I love how you took us back to your even your childhood and your upbringing and the environment in which and the situation in which you were brought up, because that matters. That shapes our point of view, it shapes who we are, and it puts that resiliency in us. And I love also that you mentioned there was a leader that took an interest in you. It's always someone that took an interest in us and they took the time to pour into us. So, would you say that that's how you lead today? How would you describe your leadership style?

SPEAKER_04 4:35

Uh, you know what? It goes back to that route. You know, uh that is my leadership style, which really involves um taking care of people, you know, at the end of the day. I I really say I'm in the people business uh because people drive a business. So I care about you know what's important to people, and I often use this acronym, and this is really what my leadership style is. It's it's communication, it's accountability, it's responsibility, and it's creating an inclusive environment. So that spells care, C-A-R-E. So when you care about people and you also incorporate those ideas, you get a very, very effective team.

SPEAKER_01 5:15

That is so true. Human-centric leadership, because at the end of the day, we're all human. I love that. So early in your career, you uh I saw an article that you wrote on LinkedIn and you talked about early in your career and this concept of control. So early in your career, you leaned into control. What did that look like on a day-to-day basis?

SPEAKER_04 5:39

Well, I was a I was a leader at a very young age, probably at the age of 23. I had the call center. There was like 85, there were about 85 agents in this call center. Now I'm a leader. And, you know, you know how it goes. Folks looked at me and I said, hey, here's this young individual, this young male. And, you know, I felt like I needed to demand respect rather than earn it. And so it came in a sense of, you know, authoritative, I need results. It came in a sense of, um, hey, do as I say. You know, hey, this is what I asked you to do, and I expect it to be done. Um, even to the extent of, hey, I wanted the best numbers. Um, and it's almost like I wanted to get out on the calls and the floor sometimes to help push the numbers because I was really good at what I did. And so it I learned that that was a sense of control. I wanted to control individuals, I wanted to control the outcome, um, because success to me, I felt like it was in my hands that someone else wasn't gonna do it for me, um, that it was gonna take me to get it done.

SPEAKER_01 6:45

Right. And this is what one of the motivators for me in even focusing on leadership is because I desire to get to the younger leaders in front of them and get to the emerging leaders so that they don't have to make some of the same mistakes that you and I made. Because I was the exact same way, very results-oriented, driven. And oh boy, I think back over that, and my employees got the brunt end of that. I was never not kind, but I if I knew what I knew now, they would have had a better experience.

SPEAKER_04 7:22

Exactly. Yeah, and some people miss that, that it doesn't always mean that you're not a kind person. Right. It just means your mentality and your focus.

SPEAKER_01 7:30

Yes, yes. So when did you realize that approach was simply just not sustainable?

SPEAKER_04 7:40

Wow. Um, I learned that really quick in that same job in a call center. It was some years later, and I remember getting called into a room. HR was in the room, my manager was in the room, and they had a sit-down with me, and they said we need to talk about uh something very serious. And I was accused of something. Um, and basically I was accused of retaliating against um another employee um simply because uh of something that I didn't do. Um and so immediately then it it really, it really hit me because it they they use those words that you want the control, and so you use your power to try to influence someone to do something they didn't want to do, um, and that goes against our policy. And I knew that that was not me.

SPEAKER_02 8:32

Right.

SPEAKER_04 8:32

But the sitting at the brink of potentially losing my job, you know, those words really stood out to me. Um, and and that's that's one of the things that I prayed about because that's not what I wanted my legacy to be. Um, and so it caused me to really shift and start to do some some learnings and talk to my mentor about how I can change some of those characteristics.

SPEAKER_01 8:54

Right. You brought up a good very important point for those that are listening. It's critical to have a mentor in your life, and it really doesn't matter how old you are, how long you've been in the workforce, we all need a mentor. Because sometimes we can't see outside of ourselves. So then we have these blind spots, and others can help you see them. Yeah, agreed. Yeah, I had a similar scenario in my career that helped, you know, jar me to say, hey, that's a different approach you can take. So in the article I read that you wrote on LinkedIn, you say leadership is less about control and more about credibility. Break that down for us. What does that mean in practice?

SPEAKER_04 9:38

So, in practice, what what it really means to me is it's about doing the small things. Um, anyone can come in and try to narrate or control the situation to say, hey, listen, I want to I want to be the best. I want to have the best numbers. Um and it's easy to you know create that facade on that smokey beer to say, hey, I am the best. And often, you know, I've learned that those that rise quick fall just as fast. Um and so I built my career on less of trying to control the outcome and more about building a solid foundation through the small things every day. What are the things that you can get better at every day? Are you looking at how engaged your people are? Are you giving them the tools? Are they trained properly? Um, you know, what are the process improvements? How do you create inclusion to get everyone into their input and their buy-in to change? So change management is also going back to those people so that you know they're the ones that are going to help influence change. Um, and it's up to me to set the strategy. And so it's just being able to do that day in and day out, creating a systematic approach where my philosophy, which I take this would be everywhere I go, uh Rhoda, my number one philosophy is what's the right thing to do?

SPEAKER_03 10:58

Right.

SPEAKER_04 10:58

I'm always going to do the right thing. And if people focus on just doing the right thing, I mean you do that day in and day out with all of those little tasks, it adds up to long-term results.

SPEAKER_01 11:11

Right. That is so true. The small moments and those are moments that matter. It makes me think of that quote, the small victories add up, and over time you have something really great. And you mentioned when you said that, it made me think of the word intentional. You must be intentional about what the experience you want to give, what's the legacy you want to lead, you know, and are you doing the right thing, like you said. That is so true. So when people aren't intentional and they aren't asking themselves, is this the right thing, what are the real costs of trying to control everything as a leader?

SPEAKER_04 11:50

Um you lose the you lose the room. Um, and and and the room is it can be your customers, often it's your employees, um, it can be even leadership above you. Um it can be everyone around you. Um, you lose that when when you're not listening to the voice. And so that's why it's important to stay connected to your people authentically, like you stated earlier and intentionally, um, so that you can learn them. Be genuinely interested in what they're interested in, because people can tell from a mile away when you're not interested, when you're just giving lip service. And so it just shows up in those areas where then you you see a lack of performance, you see a lack of people really giving their best effort, but you know um there's more in them. Um, you see it from the client relationship. Uh, communication goes goes quiet. We've we talked about that before. You know, how how people go quiet and then you know, you just see them start to withdraw. Um, and that's that's relevant from you know, people you look up to, senior leaders, to employees, to co-workers, uh, and to customers as well.

SPEAKER_01 13:00

That is so true. So the cost isn't just impacting you as the leader. Like you say, you lose the room, you you, I like to say you use, you lose a vote of confidence. And when you lose that vote of confidence, it's a doom feeling. And it's hard to come back from it. So you are impacted, and then you're impacting the team, the individuals in the team, because of your style of leadership being centered around control versus trust versus credibility versus clarity, you are depriving those individuals of the opportunity to grow and glow. So spot on. So, what if you were coaching some uh emerging or uh leaders who are green, what are some daily behaviors that you would get tell them or advise them to do to build credibility with their team?

SPEAKER_04 13:57

Well, the first thing that I tell people is be relatable. Um, being relatable doesn't mean that you have to know um uh about each and every person, that you have to be to the person older, younger, different genders. Being relatable means that, you know, you're getting from behind the desk to make yourself available for communication. Um I say making rounds, you know, every day to speak to you know, coworkers or your team, um, and even sometimes virtually. I get on my team's chat in the morning and I hit up coworkers and say, hey, good morning. How is your day going? You know, this is still a form of communication. Um, and so I think that that's number one. Uh, number two, I always always say in those conversations, of course, we know it's important to listen, but be be one that wants to foster dreams, right? When you want to want to foster dreams with someone, next thing you know, you're in the airport and you you see you know something that reminds you of a coworker or someone else, and you pick it up, right? It may be a snow globe. I had an employee, their favorite is a snow globe. And next thing you know, you know, I'm like, wow, you know, I know she would like that. And next thing you know, it's like you really thought of me. Um, you know, or you may have heard someone mention a book and you you buy it for someone. You never know how you change or impact someone's life by that small thing. So I always say, be listening so that you can also foster dreams. That's true. Those are those are my top two.

SPEAKER_01 15:33

That is so true. That's very similar to how I interact with the teams I've led as well. You meet people where they are, and like you said, I could be out and I thought of this person. I knew that they once wanted to be a pilot. And so I bought them a little miniature airplane. Um, and they was like, oh my God, you remember that I said that. I was like, Yeah. So that is so true. Again, human-centric leadership and people will remember that, and that makes a difference because people have to like you to want to work with you and for you, and to do their best work they need to have that sense of trust and feel that connection. So that is so true. So, Patrick, how do you hold yourself to the same standard you expect from others?

SPEAKER_04 16:20

Oh boy, listen, I I learned very not say very early, I actually learned it late. But you know what? I have a very good board of directors, I have a very good, you know, um, circle of trust around me. And and even outside of them, I really seek to create a culture where it's two-ways. So when I'm having touch points with employees, uh not only am I having a touch point with them and we're talking about their progress, what are what may be some opportunities, I always ask, um, hey, what are some opportunities that you see with me? Am I being the leader that you need me to be? Um, I ask that when I'm having a touch point, of course, with my boss or a skip level meeting with a senior leader. And and again, my circle of trust also knows me enough to where, hey, I look for honesty. Just be honest with me. You notice something in in a conversation I'm having with you, and you say, and you notice that I'm thinking about it wrong or have an opportunity. Um I don't I don't like the silence. I want you, I want the honesty. I can handle it. I'm a big boy. Um, but I want to be authentic in how I show up and intentional in that way. So I love to get that feedback on a regular basis.

SPEAKER_01 17:36

Yeah, I love that. I love that you're seeking out the feedback, you're being proactive about it, and you're modeling that it's okay to ask for it as well. Yeah, I love that.

SPEAKER_04 17:46

Yeah, sometimes people don't just give it. You gotta do that.

SPEAKER_01 17:50

Yeah. I do, I used to ask in my one-on-ones with my um team, is is there something that I do that you you say, I wish Rhoda wouldn't do that? I just oh it irks me when she does that. And they would laugh. I'd be like, I'm serious, let me know, because I know I know me, and I know how sometimes I have a big personality, I can come up off a certain way. So they would they would over time build trust and they felt safe enough to give me the feedback, and I'd be like, That's fair.

SPEAKER_04 18:19

Yeah, absolutely.

SPEAKER_01 18:20

Yeah, it helps.

SPEAKER_04 18:22

That's a part of the credibility component.

SPEAKER_01 18:24

Yeah. Yeah. And also I read um in your you had a couple of articles out there. You talked a lot about clarity. And where do leaders fall short when it comes to creating clarity?

SPEAKER_04 18:41

I find often most you fall short when you're not aware of your own bias. You have this vision about the way you see it. You have this vision about the way, you know, the norm is. And when you take an opportunity to say, hey, I want to have a lens of objectivity. And you know, sometimes I have to say that. I'm walking into this, have a lens of objectivity today, Patrick. And that um is important because what it then often allows you to see is where there's a gap in understanding. Um, often we find when we're looking at a process, when we're when we're talking to an upset customer, when you're talking to an employee that may be upset, there's often a lack of clarity through most importantly, communication, you know, and that's why care works because it really ties back to the communication, accountability. Did you give the responsibility, you know, as a leader? And what type of environment are you a part of? And so it you know when you can really hone into that, um, that's where the the uncertainty really comes from.

SPEAKER_01 19:50

That's true. So then how can a leader recognize that A, they've not been very clear and that they've created a bottleneck? What are the signs?

SPEAKER_04 20:02

Well, that's a really, really, really good question. First sign that a leader um should take and understand that there's not clarity um when the process is not smooth, when when people are asking you questions. Or when people are asking questions, period. Sometimes they don't come to the leader to ask questions. But when you're circling the floor, when you're listening, you can tell when the team is asking questions or people are asking questions, how many emails did you see when you sent out uh your communication, how many responses did you see? Um, and then what are you seeing in the results? You know, because I'm very results driven. And when you're not seeing, you know, what you're supposed to see in results, go ask questions. And so again, when you go ask questions, often you will find and when you seek understanding that there may be a gap. You say, okay, maybe I wasn't clear. So I start looking here first and say, hey, what did I not do that potentially make this unclear? Um and then uh tell me, what was your second question?

SPEAKER_01 21:08

It is, and then what are the signs that they've they're creating a bottleneck, meaning that they're controlling?

SPEAKER_04 21:15

Yeah, and really that's that's that is where the bottleneck is because you create the bottleneck when you see the leader keep moving forward. Right. And often you see the leader keep moving forward, and then you hear the words, well, that's not working. All right, team, we're gonna shift. And and you're not seeing the results. Right. The results are typically the first sign that says, I got a bottleneck somewhere. Um, and it's hard for leaders sometimes to see if they're the actual bottleneck. That's why having a culture where people can give you feedback um internally and externally is important because a lot of times you may not see it. Right. Um, and then you realize that you're the actual Bology trying to control the outcome, running the race, and you look back and you're like, Well, where's everybody else?

SPEAKER_01 22:08

And they're sitting somewhere, probably a scared to ask a question now because you likely suppressed all of that out of them, and or they're stuck somewhere because they don't have the clarity.

SPEAKER_04 22:23

You know, I I've I've gotten that feedback before, you know, unconsciously, I'm communicating something, I'm passionate about getting the results. And sometimes I don't even know what my tone sounds like. Right. And so now I'm I'm I'm like, man, that was a great meeting. And you you get off and you wonder, why aren't you seeing results? Why aren't you hearing something? And then I also go back and say, hey, what did you hear me say?

SPEAKER_01 22:48

Right.

SPEAKER_04 22:48

That's the clarity part.

SPEAKER_01 22:50

Yeah.

SPEAKER_04 22:51

Right. What did you hear me say? And then I I get feedback. Well, let me tell you that you were you were a little harsh. And then it's like, what's and so then that gives me an opportunity to go back and get and gain clarity with the team.

SPEAKER_01 23:06

Yeah. It's good to also have somebody, one or two somebodies that you have that type of relationship with, and you can put them on notice to say, hey, I want you to pay attention to how I'm delivering this message, and then go back and get the feedback. That's true. I remember when I um I had to, I was part of a leadership, a high uh performing leadership group, and uh it was uh quite an honor to be selected to be part of it, and through it, you were gonna be developed. And so part of that process was we had to take a psychological, a battery of psychologically, psychological assessments. And it was my first time ever taking them. And I remember meeting with the psychologist at the company where we took these assessments when he was sharing my results, and one of them was around lack of clarity and communication. And I was like, that's not right. I said, I be communicating. And he said, bro, it's not that you don't communicate. He said, You tend the data shows that I get really excited about whatever the thing is, and I have this vision in my head. I share my vision in my head and I tell them what I want to happen, but you're not really clear, clearly giving them the picture. So you assume that they could, you know, see what's in your head. So over the years, because of that feedback, I've been very conscious of that. So I probably overcommunicate now, but yes, I've I've had that struggle.

SPEAKER_04 24:41

I'm sure you you you've been able, someone's told you along the way. And and I'm this way, I'm thinking in my head, like you stated. I got, I got, listen, I'm I've mapped out the whole process in my head now talking to someone and they're looking at me and they're saying, What are you talking to me?

SPEAKER_02 24:57

Right.

SPEAKER_04 24:59

It's all up here. You know what? Let me provide some clarity.

SPEAKER_01 25:03

Right, right, right. Let me give you some context. Yeah, that's right. That's so true. That's right. So sometimes we think that we've identified the problem with our teams, but it could be just surface level. So, how do we get deep in and making sure we're getting to the root cause underneath what some of those issues may be?

SPEAKER_04 25:25

You know what? You you really have to find those influencers on your team. Um, understanding who your influences are is very key, especially as a leader, to get into the surface level. You know, so you mentioned the word earlier, focus group, right? Sometimes you got to create a focus group within the team to be able to understand. Will you will you be honest with me? You know, um, but in that it takes them understanding, are you being honest with them? Um so when you're fostering a two-way communication, an honest environment with your team, then you you gotta get down to the frontline level. And I and wherever that base is, that's where you know what's really going on. It's not typically at a high level. Um it's really who's doing the work. And when you go out there, are they being able to communicate with them and dialogue? How's your weekly? You know, talking about simple things, right? You'll be often fine when you're ready for that challenging, you know, question, they'll tell you. You know, but people don't always volunteer it. That's why you being good at asking, asking for you for what you what you want, what you need, uh will get you the information that you desire.

SPEAKER_01 26:35

I don't want to end our conversation without talking about the word accountability. So, because some people think you must control to foster accountability, and you can have a high accountability, but high empowerment, high freedom, high psychological safety. So, how do you and how have you balanced accountability without slipping back into control?

SPEAKER_04 27:08

Oh, I go back to what you what you say, honesty, what I said earlier. That's how I foster um accountability. Honesty, because that's what accountability ability is. Let's be honest with each other. Let me be honest with you about what I'm seeing. I want you to be honest with me about what you're seeing. Um, so when you build the credibility, um, now you foster an environment where you can be honest. And when you do that consistently, now you have a track record of trust. So now when you're communicating, they're understanding, okay, he's not Patrick's not here to attack me. Right, right. Patrick's just giving me the information, right? And this is where emotional intelligence comes into play. Being able to understand, don't speak emotionally, speak factually. What is the data-driven decision? So therefore, if I'm given facts and I want to hold you accountable, I don't it shouldn't be opinionated. Right. Um, so if you trust me, and I've built a psychologically safe environment, as you stated, um, and I've built credibility through consistency, now my that data, those data components that I'm giving you, they should they should line up to something, whether they're true or not. Right. And say, hey, how can we agree? So then gaining alignment creates accountability. Um, and then doing it together because if you let them know that they're not in it by themselves, but hey, I'm here to help, and what can I do to remove any barriers for you, right? Then it makes accountability easier as well.

SPEAKER_01 28:43

It does, it does, because it's not a punitive environment.

SPEAKER_03 28:46

It's not always a writer. Right. That's what I tell people. It's not always a writer.

SPEAKER_01 28:50

Right. Yeah. Well said. So, Patrick, I can talk to you all day about this topic. I do have a rapid fire around. I want to ask you a few questions, and I want you to answer whatever comes to mind first. So, one of them is one behavior that instantly builds credibility.

SPEAKER_02 29:09

Honesty.

SPEAKER_01 29:10

Yes. Being honest, being transparent, no matter what. Sometimes it's hard for people to be honest because they're afraid or they assume that there's going to be some type of conflict. And we talked about in the leadership legacy cohort that we've been doing about courageous conversations, have the courage to do it. And because you care about those people and their growth and their success, you will be. So one leadership habit that destroys trust.

SPEAKER_03 29:44

Um isolation.

SPEAKER_01 29:47

Last week the guest Whitney was on, and she talked about um one thing that leaders shouldn't do is hoard transparency. That you just said made me think of that because it's like they do things in isolation and not including a team. Yep, there's no trust. That is so true. One action a leader can take this week, one action they can take this week to create more clarity on their team.

SPEAKER_02 30:16

One action a leader can take to create more clarity on the on their team.

SPEAKER_04 30:24

I would say that's a wow, that's a good one. The first thing that came to mind, you said the first thing first thing that I I that came to mind is partnership.

SPEAKER_01 30:34

Yes.

SPEAKER_04 30:35

Partnership. Say, hey, would you read this for me? What what did you get out of that?

SPEAKER_01 30:39

Yeah. I kind of felt you were gonna say that, but like ask questions, be proactive. Yeah, that's so true. And then the final question I'll ask you is if every listener made one leadership shift after this conversation we had today, what should it be?

SPEAKER_04 31:03

Um care about people.

SPEAKER_01 31:06

Make it human-centric, make it about the people.

SPEAKER_04 31:08

It doesn't matter. Yeah, make it about the people. You know, at the end of the day, we businesses are businesses, but you can't do anything without others. And that's where my tagline, we're better together. Care about people.

SPEAKER_01 31:20

Yeah. So, Patrick, do you do do you offer like any mentorship, any coaching outside of your team, outside of your day-to-day, your nine-to-five, or only your team gets to experience Patrick?

SPEAKER_04 31:34

Actually, interestingly enough, here in the last, I would say, two years, I have really challenged myself and gotten outside of the box. Someone told me, they say, you know too much to be just important to just your team. And so I have several individuals that I've coached and mentored, and it is selective. You know, um, I do have a lot of experience, a lot of knowledge. Um, and so again, I use that word if you have to ask. Yes, yes. So if you ask me, you can hit me up on LinkedIn. Always hoping to have a conversation, um, you know, and sharing any knowledge and any coaching that I can provide.

SPEAKER_01 32:12

Well, I really appreciate you saying yesterday, and I thoroughly enjoy this conversation. And I I bet your team thoroughly enjoys working with you. And it's not often, I'm gonna go there, it's not often that I've seen in my career African-American successful man in a leadership role. So I just find it so refreshing. And like I said, just being around you in the short amount of time that I have been, you exude this presence. And it's it's so nice to hear that is at the heart of it, is because you have empathy and a deep passion and care for others, and that the in your story, the way you were raised and your mom working hard and being a single parent household and all the things that I'm sure come with that, because that's my journey as well, uh, that you've had to overcome. It helps build that empathy. So thank you for your service. Thank you for your leadership. Thank you for caring. So this was real. This is a strong reminder that leadership is not about holding everything together, it is about building people who can. So when your credibility is strong, your team wins. You win, and your team will lean in. They take ownership, they raise the ball without you having to push it. They they will rise to the occasion. So, to everyone listening, take one thing from the conversation and apply it this week. That is how your leadership will grow. So, thank you for tuning in to Breakthrough Conversations with Rhoda and Company. Patrick, thank you for joining. And to our listeners, your breakthrough begins with how you lead. Thank you for listening.

SPEAKER_00 34:01

Hey, what's your secret? You got the kind of out that leads you in speechless. It could be model, multitasking genius. Yeah, you got it uh. Hey, what's your story? It can't cast mom and forty under forty. It's alcohol practicing your high hill glory. How you do it uh.