5 Signs You’re Operating Out of Scarcity
So we just hit record, and right before we hit record, you said something really insightful. You said, man, it's just so great to have conversations about our business and what we're doing whenever we're, like, making sales and the business is growing. We've got momentum and all of that. And it's, like, so true. When things are going well, it's so fun to talk about what are we doing moving forward.
Alex Judd:Why why is that the case? It's because, man, circumstantially, there's abundance, and our circumstantial abundance affects our mind, and the way you start to view things impacts the way you do things. Right? It's really easy when things are going well to, man, be creative, to be intentional, to be proactive, to be future oriented, to see opportunity and not just obstacles. But what I have seen to be true is the best leaders I've ever worked with, ever worked around, ever worked for, they, like, all have this in common.
Alex Judd:They've cracked the code on they can have an abundance mindset even when circumstances aren't yet abundant. And instead of saying, man, I'm gonna allow circumstance to affect my mind, rather they say, I'm gonna have an abundance oriented mindset, and that's going to impact and affect my circumstances. The principle there is pretty simple. Like, the way you view things impacts the way you do things. That's why it's so critical as leaders to be able to identify and then root out scarcity in our mindset.
Ben Loy:How is an abundance mindset different than, like, poor stewardship? What's the dynamic, or how do those two things interact? Like, you're not you're not operating from a position with an abundance mindset of, like, oh, nothing matters, and I'm I'm not gonna steward the resources I have. But there is something different there that I think is important to zone in on.
Alex Judd:Yeah. If if there's something specific you'd you'd like to highlight, I'd like to hear it. But but one kind of key distinction between healthy abundance and unhealthy abundance is what I would say is gratitude. Mhmm. What we are not saying is, man, we need to think about the future and about how we're going to pursue overflow in the future because what we have right now just simply isn't enough.
Alex Judd:I think that's incredibly unhealthy. I also don't think it's biblical. Right? Paul said, I've learned to be content with little. I've learned to be content with much.
Alex Judd:So can we operate in a posture of contentment, centeredness, and and maybe even balance today while overflowing into the future that we're stepping into?
Ben Loy:So if gratitude is the root for an abundance mentality, what's what's the root for scarcity?
Alex Judd:I would say anxiety. And I don't know. We could play that out a little bit, but it's interesting to think about that neurologically, we know that gratitude is actually the antidote to anxiety. Like, the two cannot exist in the brain at the same time. So it would make sense to me that anxiety in the in the core emotion of anxiety is fear would would be the opposite of gratitude.
Ben Loy:So today, we're talking about scarcity and, like, five signs that you may be operating from a position or from a a perspective of scarcity. Where did this come from?
Alex Judd:My journaling. It's like and and that's not journaling on, like, oh, let me think of some content that would be helpful for other people. No. It was my personal journaling of saying, man, what do I know to be true about the moments when I'm at my worst as a leader? Right?
Alex Judd:That's actually a really helpful exercise. It's like, think about the moments when you were at your worst, and and then think about in those moments, what were the common denominators? Without a shadow of a doubt, like, if I list my worst moments as a leader, and then I say, what are some of the common denominators of all of these moments? Irrefutably, a scarcity oriented mindset can be one of the common denominators. And so therefore, hopefully, being abundance minded about the future, I'm like, I should pay attention to this and look for the warning signs or the check engine lights so that whenever I am operating in scarcity, I or the people around me that I trust can notice it, call it out, and then we can respond to it effectively.
Ben Loy:So what are some of these signs? I guess, what's the first one?
Alex Judd:Yeah. So, I mean, really, I I think I listed nine or 10 or something like that and and post it on LinkedIn, and and we can include the link to that post in the show notes of this episode if people wanna read the full one. But it was interesting to see some of the comments and some of the feedback that people gave because it clearly really resonated with people. The first one was really kind of language we're using on here is a need for validation, and this is a sign. Right?
Alex Judd:This is not scarcity in itself. This is a sign. This is a a check engine light saying like, hey. You might be operating in scarcity. And here's what this really looks like.
Alex Judd:You, as a leader, desperately need someone to tell you that you are doing enough. And unless people are constantly and consistently tell telling you, hey. You're doing enough and you're doing a good job, you feel inadequate, insecure, or insufficient.
Ben Loy:Why can validation feel so intoxicating, or can it why why do we often wrap our identity around, like, this external validation?
Alex Judd:I guess I can speak to why I sometimes do that. Because when things are going really well, this can be feel very attractive. Mhmm. Right? Like, if I'm performing well, then why not attach my identity to my performance?
Alex Judd:Because I'm getting all of these pats on the back. People are often telling me how great I am, the great work that I did, and all of that. And and I'm internalizing that. Right? As, like, I'm I am great because of the things that I did.
Alex Judd:The thing that I think can be really challenging about that is is you are a human being, so therefore, you're imperfect imperfect. And if you tie your value and worth to the headlines, you can't then say, oh, but I'm not gonna listen to the critics at all. It doesn't it doesn't work like that. Right? Like, if you listen to the highest headlines and you allow that to inform where your value comes from as a human being, the critics are going to crush you because you've already stated your standard, that is other people's opinions tell me how I'm doing.
Alex Judd:I I think one caveat that I would give to this too is I actually think validation, encouragement, and affirmation are something that is good for leaders in healthy doses and from trustworthy sources. What we are talking about here is desperate need and hunger that without other people constantly telling you you're doing okay or you're doing a good job or you're doing enough, without someone regularly telling you that, you feel like you're not doing enough. And in many ways, that's you making yourself the center of the universe and tying your value and worth to other people's validation.
Ben Loy:How do you grow out of that? Or or what are some things that you can do to to to posture yourself to grow out of that?
Alex Judd:Reimmerse yourself in where your value comes from on a consistent basis. Right? Romans twelve two, do not be conformed to the ways of this world, but be transformed by the renewing of your mind, that by testing you may discern the will of God, what is good and acceptable and perfect. Right? The way of the world is to say my value comes from my performance.
Alex Judd:And unless you take intentional action to renew your mind, you will conform to the way of the world. And so we have to regularly renew our mind of where value comes from. And, yeah, that's critically important when things aren't going well, obviously, but it's equally important, if not more important, when things are going well. So so when cash flow is down, when a team member just left, when you have unhappy customers, that's a really good time to say, this business is not who I am. This business is where I serve.
Alex Judd:But, also, when cash flow is the best it's ever been, when your team is growing, when customers are thrilled and talking about how great your business is, that's also a unbelievably healthy time to say this business is not who I am. This business is where I serve. And, man, I I can speak from my own personal playbook. My growth has not come from just giving myself a pep talk when things are going poorly. My greatest growth has actually come from remembering where my identity actually comes from and where my security comes from when things are going well.
Alex Judd:Because that's where my character is revealed is how I handle good things. And don't say this is this is all because of me, my willpower, my effort. Rather say, praise God. What a blessing this but at the end of the day, this isn't who I am, and all of this could go away, and it wouldn't change one iota about my identity.
Ben Loy:This segues into the next point we're talking about. When things aren't going well, the next one the next sign of scarcity is dwelling on catastrophe. Can you share a little bit about that?
Alex Judd:Yeah. I I'm super good at answering the question, what's the worst that could happen? And I don't even think that that's bad all the time. Right? Because I think in some ways, if risk is threat times vulnerability, then we should probably be aware of the risks that we're taking and how vulnerable we are to those particular things happening.
Alex Judd:That in some ways can be good stewardship. What I found myself doing, though, is dwelling on, living in, becoming unbelievably familiar with the worst case scenario question. Like, I was so good at that question, and it's not even I wasn't spending much time. I was not spending any time on what's the best that could happen. And the way you view things impacts the way you do things.
Alex Judd:Right? And if I was best friends with the worst case scenario and I didn't even know the best case scenario, that is going to affect my actions. It's gonna affect my words. It's gonna affect my decisions, and it did. And in some ways, it became a self fulfilling prophecy of, first of all, the worst I had never yet had the worst case scenario ever happen, but it did create negative results.
Alex Judd:Whereas if I would have become better friends with the best case scenario, that probably could have actually generated some of those results too. So we should probably spend some time there.
Ben Loy:Mhmm. Is part of the reason why it's easier to dwell on worst case scenario because we don't wanna be disappointed if best case scenario doesn't happen? Like, what's
Alex Judd:Yeah. I think that's super wise.
Ben Loy:Yeah. Probably. And I guess what's the cost of risking disappointment versus just continuously living in this state?
Alex Judd:Yeah. I mean, are you playing to win or are you just playing not to lose? I think is what you're really asking there. And I think a lot of times, if I'm not careful, I'm playing not to lose. Right?
Alex Judd:I was doing a race called the Crown King Ultramarathon, which is, they call it spines to pines because you go from Lake Pleasant surrounded by saguaro cacti here in Arizona, and then you run up to Crown King, which I don't know what the gain is, but it's like the entire race is uphill, and you end up in cold weather in the pines by the end of it. It's it's a pretty epic race. It's a 50 kilometer race. And I was probably, gosh, twenty twenty five miles into this thing, and I had passed this guy that he and I had been going back and forth for a while. We've been leapfrogging each other for a while.
Alex Judd:And I finally passed him, and I had stayed in front of him for a while. And my mental dialogue the whole time kind of around mile 25 was, gosh, I hope I can stay in front of that guy. I hope I can stay in front of that guy. He's coming. Like, I and and anytime I would stop to get, you know, a a drink or some electrolytes or something like that, I'm just always thinking, he's catching up to me.
Alex Judd:He's coming to get me right now. Right? Meanwhile, this guy's a stranger. I have no idea who he is, but but I'm in my head, I'm like, he's coming to get me. And then something clicked at mile 25 where I just said, what if you stop thinking about the person that's coming to catch you, and what if you start thinking about the person that's right in front of you that you're going to catch?
Alex Judd:And it was crazy. Like, that single thought, like, it was literally just something that ran through my head. I started running faster. I started being more intense. I started to have more fun.
Alex Judd:And it's because instead of running not to lose to some stranger, I was actually running to win, saying, like, what could I actually do here? You know? And I think that kinda clarifies, like, we start to not dwell on the obstacle or dwell on the loss that could occur, but start dwelling on what winning looks like, it's going to impact your effort because your belief system has been impacted.
Ben Loy:I know you've touched on we already kinda touched on gratitude a little bit, but how does that speak into this point specifically?
Alex Judd:One of my most common prayers that that I discovered whenever I looked at, like, ma'am, what is the thing that I'm repeatedly praying for is provision. And we could look at that and say, oh, man. That's a really that's a really good thing to pray for. And and to a certain extent, I think it is a really good thing to pray for. But I read something by Paul David Tripp about a year ago now that it said sometimes the thing that you pray for most often is actually reflective of an idol more than it is a genuine request.
Ben Loy:Mhmm.
Alex Judd:And so I read that and then realized the thing that I pray for most often is provision. And then I realized my God is a heavenly father that has assured me he will always provide, and he knows what's best for me. Like, I know that to be true. And so what I'm doing every single day in praying for provision is the equivalent of my daughter Lily asking me every single day, dad, can we eat today? If she ever did that, my heart would be broken because I would just be like, Lily, when have we ever not eaten?
Alex Judd:Like, when when have I ever showed you evidence that I wasn't going to feed you? And in some ways, when we're constantly thinking through the lens of worst case scenario, we're denying a whole canvas of God's faithfulness of what he's already done for us, and we're not being grateful for that at all, And we're not at all allowing God's reputation for doing more than we can ask, think, or imagine to inform how we think about the future. So that would be my thought on the connection to gratitude.
Ben Loy:Man, that's good.
Alex Judd:Yeah. That that also just yeah. I mean, people hopefully, this isn't too much of a spoiler alert. That was a massively powerful realization for me. Mhmm.
Alex Judd:And and the illustration, particularly whenever it involves your two year old daughter, like, becomes more powerful. Like, I think that's gonna work its way into my opening, operating, and overflow talk at the experience just because, man, I I see so often we keep praying for provision as business owners and business leaders. And God, I think, is keeps saying, like, I keep providing for you. Like, can you open your eyes real quick and allow what I am actively doing right now to inform your perspective in the way you engage with the world? So that's one of the ways that I actually got into the writing the content for this episode is, the way we're thinking about our experience.
Alex Judd:It's the theme is operating in overflow, and kind of the the functioning line that we're using as the thesis is reject scarcity, what we're talking about right now, and then choose abundance, generosity, and faith as a model for all of life. And, yeah, you can see how all of this connects to that very intimately.
Ben Loy:Let's move on to the the next one.
Alex Judd:Yeah. So the next one is fragility. So we have need for validation is sign number one. Sign number two is dwelling on catastrophe. Number three is fragility.
Alex Judd:And this is really the idea that every dip or loss or setback or even failure is not just an isolated event. Rather, you take that as proof that the jig is up, that everything is falling apart, and that this isn't going to work anymore. And, yeah, I mean, we can go wherever you wanna go with this, but this is I mean, this can still be prevalent for me if I'm not careful, but if I think back to three or four years ago, Alex, man, this is something that I really had to grow through to just realize it's not true.
Ben Loy:Mhmm. Well, it's very similar to the other two in the fact that, like, you're placing your identity and your worth in external circumstances, whether that's validation of other people, that's your the thought that you can predict the future, or, you know, in this case, whatever is coming your way at any given moment based on your circumstances. I I guess on this note, like, what would you say is one thing a leader can do to increase their resilience?
Alex Judd:One thing that is related to the last experience we did is expand your time horizon, beyond just the moment that you're in right now. And so what I'm really thinking about here is I was recently, yeah, having dinner with a with a mentor of mine. You know that someone's about you to whop you upside of the head when they pay for your steak is what I feel like. And he bought the steak that night. Right?
Alex Judd:And and so we were just talking about some stuff, and he had some great feedback for me. And one of the things that I kept expressing to him is like, man, I wanna have this goal, like, of just every single month is is cash flow positive, and we're not writing, you know, the business isn't as lumpy with our experience expenses and all of that. Right? Like, I just wanna see this this linear up into the right trend. And he just looked at me, this guy is wildly wildly successful.
Alex Judd:And he looked at me, and he goes, I think that's a very immature goal is what he said. I and I he said, as a business owner, think that's a very immature goal. And I was like, wah wah. Like, glad he's paying for my stake because but but what he said is he's like, there's going to be seasons as a business owner where if you are stewarding this well and doing your job, you're making calculated investments in the future that are going to affect your month over month cash flow. And and he basically said, like, if your, like, scoreboard is always monthly cash flow, you're never gonna make long term investments for the future because you're always looking at that very short term number.
Alex Judd:And I thought that was so good. Right? Because my, you know, identity was very, in a fragile way, fragility related to this monthly cash flow report and me needing to be affirmed on that every 30 days. And he was saying, dude, first of all, your identity doesn't isn't related to a cash flow report at all, but let's also not even tie your emotional state to some arbitrary thirty day marker. Let's just make sure that the financial bets we're making are really intentional.
Alex Judd:And I thought that was such difficult, but also helpful advice to receive.
Ben Loy:Yeah. Dang. Man, I feel like having people in your life who are willing to just be be that honest with you is really valuable.
Alex Judd:And I guess strength
Ben Loy:for this guy. Would probably increase your resiliency if you had people in your life who are willing to speak speak truth like that.
Alex Judd:And and, man, maybe that's a good thing to highlight in scarcity is, like, man, me being in scarcity is not the end of the world because I'm a human being, and I'm not perfect. It's just it's really bad as a leader if I stay there. And so me having people, I cannot point out the areas where I am being immature in my thinking. I can't do it. Right?
Alex Judd:Because if I could do it, I would have already done it. And so I need people that will buy me a steak and then tell me you're being ridiculous right now, And so that was invaluable. So don't feel like you have to conquer all of these belief systems on your own or that you even have to notice them all on your own. It's probably wise to get other people in your life that can point these things out.
Ben Loy:Yeah. What is that proverb on, like, a a kiss from an enemy? Oh, I do you know what
Alex Judd:I'm talking about? I don't.
Ben Loy:Oh, man. I'm gonna look it up right now.
Alex Judd:Okay. Cool.
Ben Loy:Yeah. Oh, yeah. Here we go. Proverbs twenty seven six. Faithful are the wounds of a friend, but the kisses of an enemy are deceitful.
Alex Judd:Yeah. There you go. I mean, it felt like a wound. Right? Thankfully, he's a friend.
Ben Loy:Yeah.
Alex Judd:Yeah. So good.
Ben Loy:Let's move on to the next one.
Alex Judd:So the next one is is determinism, which means you allow the past and the present to dictate your future instead of simply informing it. I always think of the same example when I think of determinism, and it's actually I I learned this from my favorite college football podcast host. His name is Josh Pate. He talks about I I particularly remember it a couple years ago. He he would talk about everyone talks about Ryan Day, who is the coach for Ohio State.
Alex Judd:Everyone talks about Ryan Day, and the the narrative around Ryan Day is always the same thing. He can't win the big game. Right? He can't win the big game. He can't win the big game.
Alex Judd:And because there had been moments where he didn't win the big game as a head coach. Right? And what Josh Pay would always say prophetically is you are confusing can't with hasn't. And you keep looking at his past win loss record in big games or his inability to win a national championship up till this point, and you're saying because he hasn't done it, that means he can't do it. And he said, you're very screwed up in your thinking.
Alex Judd:In reality, Ryan Day is in the neighborhood, and if you're in the neighborhood long enough, you're gonna find a national championship. And that's exactly what happened. Like, literally the next year, he and Ohio State beat Texas on route to winning the national championship. Right?
Ben Loy:Which Hard for you to use that example.
Alex Judd:Oh, gosh. Brutal. Sark is on his way. Sark Steve Sarkeesian and Texas are in the neighborhood. I'm gonna say that right now.
Alex Judd:Okay. So so that happened. And then the story around Ryan Day was all always the same is, okay. He he can win the national championship, but he can't beat Michigan. Right?
Alex Judd:This guy can't beat Michigan to to which then, again, Josh Pate says, you are confusing can't with Hasn't. And the next year, he he obliterated Michigan. Right? And so how often is that our self dialogue? Because I haven't, that means I can't.
Alex Judd:And that is so screwed up in in our thinking. Right? You are a human being. Like, you can change. You can grow.
Alex Judd:You can move forward. Your past doesn't have to become your future. But when we start operating in scarcity, we stop believing that, and we think that, man, everything about my past and my present, I'm just gonna play that forward into the future, and it becomes like this tragedy narrative that just accepts the status quo as what will forever be, and it's just not helpful.
Ben Loy:Well, because I think it creates these beliefs. You know, your previous experiences can can sometimes form and create these beliefs that are in this context, like, based on fear, like, on those things either those things happening again or this belief that that's what's always going to happen because it happened in the past.
Alex Judd:That's exactly I
Ben Loy:think what's interesting about this one specifically is if you're using previous experiences to dictate your fear, the fear itself isn't necessarily wrong because I think I think the answer to this is wisdom. Like, having the wisdom to know how those previous experiences can inform your decisions moving forward. And, like, Proverbs outlines the definition of wisdom be the fear of the Lord. And so it's like, what are you really fearing, and what are you really holding in reverence as, like, the the power that speaks over your life? And it's like, is it is it God, or is it these previous experiences that you've had?
Alex Judd:Yeah. Yeah. I mean, if I if we're using a business example now, we can use a very personal business example, I would say if we were to look at this past six years of our business, the area where we have been most bruised and bloodied is the area of delegating business growth. What's so cool is, I mean, our business has grown every single year for the six years we've been in business. Praise God for that.
Alex Judd:Right? But when we think about delegating business growth, which is really marketing and sales off of my and our coaches plate into a different arena, and then more than just delegating it, systemizing it to something that's a little bit more predictable and repeatable, like, we have man, we've stubbed our toe, and that's putting it lightly a couple times. Right? We've we've made mistakes. We've we've had things go awry.
Alex Judd:We've had things like that you could have never predicted. Like, some things that were going well. It's like then the person that's running it, like, someone close to them ends up in prison, and they're like, I can't do this job anymore. And it's like, I I didn't read that in any of the leadership books that I ever read. Right?
Alex Judd:And that was the first time we've ever done something well. Right? Now think about this for a second. If from those bad experiences, I adopt the narrative, we just can't solve for this. We can't we can't delegate sales and marketing.
Alex Judd:We can't grow beyond where we are right now, and and we can't ever take this off my plate. If I say we can't, then, obviously, I'm not gonna invest any effort, time, or resources trying to achieve that. Conversely, if the one thing that I change is just the word can't to haven't, we haven't yet been able to delegate sales and marketing in such a way that it's predictable and repeatable. Well well, then I just say, well, we haven't yet, but but that doesn't mean we can't. It just means we haven't.
Alex Judd:And praise God, I literally think right now today, we are smack dab in the middle of winning the national championship, of doing the thing we thought for a period of time we could never do. And so just that small tweak in a leader's mindset has massive ramifications for the actions that you take moving forward.
Ben Loy:So the last point is hoarding. Can you share about that?
Alex Judd:So this came up at a recent event we did for business owners. Someone someone brought up. They said, we have very proprietary information on particular processes and the way that we do things that makes us incredibly valuable. And they basically said, we don't wanna share that with our employees. We don't want them to understand exactly the ins and outs of how we get the results that we get because if we let them know, then they could leave or they could take those things or or they could steal them or share them or stuff like that.
Alex Judd:And number one, I I get where he's coming from. I I you know? And in some ways, like, I'm not going to advocate against wisdom of, like, signing NDAs and having noncompete agreements. Everything that's legally justifiable, I think you should do as a means of proper stewardship of what you have. However, if you operate under the assumption that this one idea or this one process or this one thing that I once had is the thing that makes us valuable, and I am incapable of having other valuable ideas, processes, or differentiating factors in the marketplace.
Alex Judd:Like, you have now established a massive ceiling on your growth that you're never gonna get past. And if that ceiling then causes you to say, I'm going to withhold information that would actually help the people on our team be more successful at what they do because I don't want the worst case scenario to happen, you are now moving from hoarding to self sabotaging. Right? You are actually taking action to make yourself less productive and effective than you could be because you're so scared of what could happen. And so that's just such a visceral example of what we're talking about here.
Ben Loy:When a leader at the top, a business owner, CEO, you know, someone at the top is is operating from this position of of hoarding and this position of scarcity, like, what are what are some of the implications that you can start to see as you as you go down the chain?
Alex Judd:Yeah. I had a a mentor once tell me he said, Alex, you gotta make sure within your team, you you never create a culture or tolerate a culture of individual kingdom builders. And that alludes to what you're talking about, I think, is you will have people start to build up fiefdoms of, like, everyone feels a need to guard their secrets. And so your company, instead of being this collaborative, transparent, open flow of information and ideas and forward motion all in service of the mission, you have individual kingdom builders that are each establishing their own fiefdom with their trade secrets. And the reason why that occurs is because your standards as a leader cascade.
Alex Judd:Like, you can't be a kingdom builder as a leader that's, like, withholding, like, withholding all this information and trying to make sure you you guard your own and make sure that you protect your own stuff and then expect everyone else just to be really, you know, collaborative and forthcoming and creative and proactive. No. Like, if you do that, it is contagious, and other people will do the same thing. And so, really, it comes down to a decision. Are you gonna air on the side of trusting people or not trusting people?
Alex Judd:And I've just found that airing on the side of not trusting people is a race to the bottom. So on the side of trusting people and budget for the times when that trust will be broken. Because there will be times when trust is broken, and that's why you have an emergency fund. Right? Mhmm.
Alex Judd:And that's actually really practical helpful advice. So Those are the five that we've identified.
Ben Loy:Is there anything in closing that that you would wanna say, like, as it relates to all of these, before we close out?
Alex Judd:I I think, really, the final thing that I would say would be a little bit of a message of hope is, like, every single one of these, like, is rooted in a deception. It's rooted in a lie. What did Satan come to do? He came to steal, kill, and destroy. Here's what's been so helpful for me to recognize is you can't steal, kill, or destroy something that doesn't exist.
Alex Judd:Right? So so if something's being stolen, that means you have something. If something's being killed, that means there's something that's alive. If something's being destroyed, it means that something good exists. And so, literally, in the action of steal, kill, destroy is the evidence that it's like you already have so much more than you're ever giving God credit for, quite frankly.
Alex Judd:And so if we just start to call out the lies for what they are and operate from a posture of truth about the abundance God has blessed us with, the opportunities that are available to us, and the responsibility that we've been blessed with to leverage everything that we currently have in service of other people, oh my gosh, everything about our outlook and therefore our actions starts to change. Thanks, Alex. Thanks, Ben. Well, there you have it. Thanks so much for joining us for this episode.
Alex Judd:If you want any of the information or resources that we mentioned, that's all in the show notes. Hey, before you go, could I ask you for one quick favor? Could you subscribe, rate, and review this podcast episode? Your feedback is what helps our team engage in a sequence of never ending improvement. We wanna amplify what's valuable to you and obviously reduce or even remove the things that aren't.
Alex Judd:Also, you leaving a positive review is what helps us connect with, build trust with, and serve other leaders around the country. So thanks in advance for helping us out on that front. Are you a leader that wants to grow your business in a healthy way, serve people exceptionally well, and glorify God in the process? Go to pathforgrowth.com to get more information about our community of impact driven leaders and schedule a call with our team. Hey, thank you so much to the Path for Growth team, Kyle Cummings and the crew at Podcircle, and the remarkable leaders that are actively engaged in the Path for Growth community.
Alex Judd:Y'all are the people that make this podcast possible. Y'all know this. We're rooting for you. We're praying for you. We wanna see you win.
Alex Judd:Remember, my strength is not for me. Your strength is not for you. Our strength is for service. Let's go. Let's go.
Alex Judd:Let's go.
