Think Like a Leader: 6 Questions for Better Decisions
There are leaders right now, and you might even be one of them, that are actively delegating their thinking to something called Claude. And what I would tell you is that there is a value to the practice of thinking far beyond even just the results you get because thinking makes you into a thoughtful person. And I think you want to be a thoughtful person. I think you want to be a thoughtful leader and you don't get there by delegating your hardest questions to a machine, to a robot. Robot.
Alex Judd:What does it look like for you to engage in critical thinking on the areas of business leadership and life that matter most? K. So this was a big deal for me. It was just a couple months ago now that I made the single biggest investment that I've ever made in growing my business and leadership acumen, and it was a course that was taught by a 76 year old man named Keith Cunningham. This guy is just brilliant whenever it comes to the topic of business and leadership.
Alex Judd:And, for over thirty years now, he's been teaching a four day course called the four day MBA, and this was wild. Right? We would, you know, start at around 07:30 or 8AM every single morning. And this 76 year old man who has been doing this for three decades would teach all the way up till 6PM with just, like, one one hour lunch break in the middle of the day, and and he taught the whole thing. And what was so wild is you had this this room of incredibly driven, intentional, passionate entrepreneurs and leaders, energetic, that was just dialed in the entire time.
Alex Judd:And everyone was taking notes, everyone was hungry. It was just such a cool room to be in. And, man, what's wild is this is, Keith has said, this is the last time he's ever going to teach this course. Right? He knows the stage of life that he's in, and and he says, I...
Alex Judd:I'm now at a spot where I wanna focus on different things. And so it was just so cool to really be in the room with someone that I legitimately think is one of the best in the world at what they do, especially when what they do is also this space that I get to work in and operate. And so there was so much that I got from that time that's honestly going to influence this podcast probably for years to come. But but I wanna tell you about one of the most influential parts of that that was just wild to me. I I wouldn't have ever expected it.
Alex Judd:There was so much practical that he gave us in terms of how to think about your your cash flow statements and balance sheets and p and l's. He's a financial guy, and he literally walked us through the method of accounting that literally I was sitting next to someone, and they said, oh my gosh. I went to accounting school for two years, and he just compressed two years into half a day's worth of work. And he walked us through all of these exercises. He taught us about the different functions of business from his lens and his perspective, talks about how how to go from being a cog to being a machine.
Alex Judd:It was so powerful, and he's such a brilliant communicator. But but what's crazy is one of the things that Keith is really deliberately passionate about is the value and power of decision making. And what he would say is that one of the things that's always behind good decisions is time to think. And and so this was crazy. Is he he just made the case that, like, as a leader, as a business owner, you have to make time to think.
Alex Judd:And so often, we think about that book title, Think and Grow Rich, and we forget about the thinking part. He he said, you know, we we often feel and and try to become rich, or we often get an impulse or get an excitement. Right? Or or he would say, have an entrepreneurial seizure, and we think that that's what's gonna cause us to to become rich. And, obviously, rich can be rich in terms of finances, but it can also be rich in terms of the life that you wanna live, the way that you wanna lead, and the type of impact that you wanna make.
Alex Judd:And so what do we have to do? We have to become practiced and intentional about thinking. And he then kind of told us a story about how he started having thinking time. And one of the things that he said is the prerequisite to good thinking time is good questions. You gotta start with great questions.
Alex Judd:And we've been teaching this on this podcast and within the Path for Growth community for leaders for years that the quality of your results always reflects the quality of your questions. And so often, we think about that as a leadership principle, and I think it is. Right? A lot of times, if you're leading people, we need to be really great at asking great questions. But sometimes, the most powerful questions you can ask are the questions that you ask yourself and then actually invest the time to get to the bottom of.
Alex Judd:And what I would like to encourage you on here is just to remember that there is value in engaging in the practice of thinking. And we live in a season and stage right now that's pretty wild in that there are leaders right now, and you might even be one of them, that are actively delegating their thinking to something called Claude. Or if they're not very sharp in terms of how they're using AI, maybe they're delegating their thinking to ChatGPT. Right? Or or maybe they're thinking...
Alex Judd:They're delegating their thinking time to Gemini. And what I would tell you is that there is a value to the practice of thinking far beyond even just the results you get. Because thinking makes you into a thoughtful person. And I think you want to be a thoughtful person. I think you want to be a thoughtful leader, and you don't get there by delegating your hardest questions to a machine, to a robot.
Alex Judd:And so in the season that we're in right now, I've always been passionate about this, but I... I'm even more passionate about it right now. What does it look like for you to engage in critical thinking on the areas of business leadership and life that matter most? I'm not saying that you can't utilize those tools for some areas of your life leadership and business. But for the most important parts of your business leadership and life, you for sure need to invest time thinking if you want to be a thoughtful leader.
Alex Judd:You don't become a thoughtful person or leader without practicing thinking. And all great thinking starts with a great question. And so here's what I wanna give you today is I just wanna spur some great thinking for you. I wanna give you questions that will cause you to start thinking like a leader. And, you know, we always say leadership is helping people go from here to there.
Alex Judd:And so what's so neat is we baked into these questions kind of some philosophy about leadership that by nature, if you even wrestle with these questions or reckon with these questions, they are framed in such a way that they will cause you to think like a leader, which is obviously how we want you to be thinking. Okay. So I'm gonna give you each of the questions, and each question has context, principles, philosophy wrapped into it that we're gonna dive into. My challenge to you on the back end of this episode, I'm gonna tell you what it is right off the bat, is to choose one of these questions, and then, man, I I dare you. I dare you.
Alex Judd:Most of you won't do this. Some of you will, and and those will be the people that experience results that last far beyond this episode. Right? Most of you won't do this, though. Carve out forty minutes to answer one of these questions on paper and to really get to the bottom of it.
Alex Judd:Like, really, really think through it. Forty minutes to get to the bottom of one of these questions. Okay. Let's start with question number one. A question that will cause you to think like a leader.
Alex Judd:Who are the people that I am called to invest in in this season? We already said it. Leadership is about helping people going from here to there. So it's helping people. And we need to remember that when it comes to leadership, well, people are the point.
Alex Judd:You can't have leadership without relationship. And so often, the thing that gets in the way of us being with people is we get busy. And that's part of what causes the downfall of leaders, decreasing retention of employees, the fraying of community if you're building a community. It is the leader that built a business on relationship gets busy with maintaining the thing that they built, and they abandon the very relationships that help them create it. And so this is a question we gotta think about.
Alex Judd:And there's follow-up questions with it as well. Who are the people that I am called to invest in in this season? I want you to think internally in your work, and then I also want you to think about at home and in your community. As a leader, you are called to invest in people. So who are those people?
Alex Judd:Name them specifically. And then here's the follow-up questions. What's the rhythm? Is it weekly? Is it monthly?
Alex Judd:Is it quarterly? And then what's the investment? So often when we think about investing in others, we think through the lens of what do I want to give, or what do I need to give them? And that's actually not the most helpful way to come at investing in and developing others as a leader. The most helpful way to come at investing and developing others is what do they want and need?
Alex Judd:And at the cross section of what they want and need, that should determine your investment strategy. And so there would be so much power to you spending some time thinking about and labeling. Who are the people in this season? And it changes seasonally that I am called to invest in. What's the rhythm, and what's the investment?
Alex Judd:And here's the other fallout question I would give you there is... And we'll talk about this more as we walk through these questions. What's the return I want for them? So so we never invest without the expectation of return or certainly without the desire of return, and I would say even expectation of return. And so here's what I want you to think about.
Alex Judd:What's the return you want for them? It's so easy to start investing in relationship and thinking solely through the lens of what's the return that I want for me or what's the return that I want for our business. But this is what's so cool is, man, you could see return in their lives, in their career, in their marriage even, that they get to experience the fruit and goodness of that goes on to impact other people if you invest properly. And so what's the return you want for them, and then how does that inform your investment strategy? I'll tell you, it was so powerful for me to hear Gary Keller.
Alex Judd:He's the founder of Keller Williams Realty, talk about this topic of investing in people. Now think about this. He owns one of the largest, you know, real estate brokerages in the country. Right? And he's just brilliant on the topic of real estate, but but I would just say absurdly smart on the topic of business as well.
Alex Judd:And here's what I heard Gary Keller, talk about that I thought was so unique, especially coming from his vantage point. He said, you know, for me, real estate is an investment. And he's like... And I I just love, and I have, you know, absurd amounts of experience buying, flipping, and then selling for a multiple. Right?
Alex Judd:And and he's done that as well as anyone ever has. But here's what he said that was so compelling. He said that investing in real estate is nowhere near as gratifying and fulfilling as investing in people. And he actually even said even as productive. And it was so cool to think about that is that, like, man, when when he views a property and says, man, I I see that property, and I see what it is, but I also see the potential that it has.
Alex Judd:And I see that it could gain value by it, having some time, attention, and care invested into it and maybe even money invested into it. And then he acquires that property, invests the time, attention, care, and sure enough, the value of that thing increases. And what he says is he says, that's great. I've done that a billion different times. And he says, you can do the same thing with people, and it's way more gratifying.
Alex Judd:He said, there's really nothing fulfilling about seeing a home go from being a $500,000 home to a $1,200,000 home. He said that it's really cool that you can do that, but but it's not all that fulfilling. He said, man, when you see a person at the start of their career with all of these raw ingredients, tools, talents, gifts, passions, but also all these weaknesses, flaws, fallibilities, things that they need to grow in. And when you see that person go from being a three in terms of competency and and character to a level like seven, eight, nine, or 10? Oh my gosh.
Alex Judd:He said that's the most fulfilling thing in the world. What a case for investing in people. But if we're going to invest in people, we gotta start with understanding and thinking about who am I called to invest in in this season? Start where you are. Do what you can.
Alex Judd:What's the rhythm, and what's the investment? Okay. Let's go to the second question. What parts of my job represent an investment that has a high likelihood of creating an exponential return if done well? I'm I'm gonna ask it to you again, and I want you to really think about this.
Alex Judd:What parts of my job represent an investment that has a high likelihood of creating an exponential return if done well? So there's a couple things I want us to break down in this question. The the first piece that I want you to... Want us to break down and understand, and I want it to inform our thinking is the word investment. So we're we're talking about your time right now in terms of how you put in your time, where you put your time, the way that you put your time.
Alex Judd:And I think you got three options with what you do with your time. You can waste it, you can spend it, or you can invest it. And that's really what you can do with any resource. When you waste it, you... I don't have to explain to you what wasting time feels like.
Alex Judd:Right? You know what it's like. Like, you don't... Oftentimes, when you've wasted time, you don't even know where it went. That's why people get so frustrated about social media is it has this ability to capture you and for you to look look up and be like, are you kidding me?
Alex Judd:I was doing that for thirty minutes, and you don't even realize. You're like, what could I have done in thirty minutes if not for that? And what did I get from that? A lot of times, it actually costs you more than you gain from being on social media for thirty minutes. Wasting time.
Alex Judd:Spending time. Now spending time is where a lot of leaders get trapped, and it's you basically doing something that creates an equitable return. Right? So I I put this in, and I get this out. Right?
Alex Judd:It's I give you this. You give me that. That's the way it is with spending any resource. Right? We're saying this time is worth this amount of money.
Alex Judd:Right? That's what... The way we think about an hourly rate. Right? We know that those people are doing a job that the value of that job is measured in the value they produce and the time that they spend.
Alex Judd:Right? That's spending time. Now you're a business owner or CEO or an executive leader if you're listening to this. And if that's the case, my guess is that you're not paid hourly. Right?
Alex Judd:You're paid a salary. And the reason why we're paying you salary, the reason why we're paying you the big bucks is because we're anticipating that you're not spending your time. You're investing your time. And what does every great investor do? They invest with the expectation or desire of an exponential return being created at some point in the future, and they actually get really clear on what that some point is.
Alex Judd:Now with that lens of what investment actually is, what parts of my job represent an investment that has a high likelihood of creating an exponential return if done well? And then here's the follow-up questions. Where are those on your calendar? Like, where do those show up on your calendar today? And what does done well actually mean in this season?
Alex Judd:So so create an exponential return if done well. So often, if we're not careful, we just expect the exponential return, but we don't do it well. And so it's really critical that we define what does done well actually mean and that that influences our strategy with how we use that time that by nature embedded in this question is showing up on our calendar. One of the things that is so often the case for business owners and leaders that have stalled out is they've gotten busy with activities that represent an expenditure of time instead of investing time. That is for sure true.
Alex Judd:And the the greatest leaders that I know are the ones that are deliberate, seasonally deliberate about asking the question, what are the things that I could do that represent an investment that future me and future us will be thankful that we invested time in that thing? Okay. Let's go to the third question. Who are the people that exemplify our culture? How could I recognize them specifically, meaningfully, and publicly?
Alex Judd:Man, there's a brilliant book on the topic of recognition in leadership that's written by David Novak. David Novak is the CEO that turned around Yum! Brands. And he really says that the book that he wrote that's really a parable, oh, great one, is largely reflective of the way that he turned around this massive organizational culture, and it's all taught on one subject, one very particular subject, and that's instilling recognition into an organization. Now here's the thing that we know to be true is if you wanna create a culture of recognition in your organization, you as a leader have got to be good at recognizing people in your organization.
Alex Judd:And what is recognition? Right? It's I see you. I'm paying attention to you. I value what you're doing.
Alex Judd:And this is so critical for you to think about because this actually is an activity that has exponential ramifications. Because if you recognize the right behaviors well in your organization, that carries weight that goes beyond just the moment or beyond just the person. Because as a leader, by nature, people are paying attention to what you value, and they should be paying attention to what you value. Right? And anytime you decide to intentionally and deliberately recognize something or someone, you are making a statement about what you value in the organization, and and people will pay attention to that, number one, and then a lot of the people in the organization will try to repeat what they're seeing getting recognized.
Alex Judd:Right? This is just human nature. This is how organizations work. And so what I want you to think about is particularly your culture. Think about your core values for a moment.
Alex Judd:Think about your mission for a second. Who's someone on your team that is just absolutely exemplifying those things in this season? That they are just crushing it, that they are just like... If you were to create a poster of what you want your culture to look like and you needed a face for that poster, they are the person that you would put on that poster in this season. And then once you've got that name, here's what I want you to do.
Alex Judd:How could I recognize them specifically? I I... What I don't want you to do is speak generally about the way that they exemplify their... The the culture. I want you to look for the most practical moments you can find.
Alex Judd:I want you to find the little things. I want you to find the things that maybe they think no one is seeing or that no one but you is seeing, And I want you to be really detailed about how you find what those things are and then eventually how you communicate them. Right? So so how I recognize it specifically, you gotta be specific. Don't don't just leave it, oh, you're just so great with the way you live out this value.
Alex Judd:I want you to think about how you recognize it specifically. And some of you, you might need to say, okay. I know they exemplify our culture, but now I need to turn on my kinda radar for how are they doing this really specifically. I need to look. I need to catch them doing things right.
Alex Judd:K? Next is meaningfully. What I don't want you to do is just think through the lens of what would be a meaningful way for me to recognize this, or even what would be meaningful for the organization to recognize this. I want you to think about how could we recognize this in such a way that it would be meaningful to them. Right?
Alex Judd:And that could involve rewards or incentives or things like that, or it could just be that the thing that they really value is words of affirmation or time spent together or something like that. But but I want you to think about this meaningfully. What would actually mean the most to them? Right? I...
Alex Judd:I'm sure you've heard of that book, the five love languages. Right? In some ways, what we're looking for here is what's their love language, and how do I recognize this in a way that aligns with the way that they feel loved, valued, and affirmed. And then finally, publicly. Now we just said that the thing that might be meaningful for them is that you're gonna sit down with them and spend some time with them over a cup of coffee and just affirm them and tell them how much you value them.
Alex Judd:And there are certain personality types, which that's the way that you could best recognize them. But I would still encourage you to make time for public recognition. I I would tell you, I see over and over and over again that even the most introverted people really benefit from public recognition, but, also, your organization benefits from public recognition, benefits from you calling a time out and saying, I wanna call attention, and I want everyone to see the great work or the great way this person is doing their work. And we wanna find a place to do that publicly. So who are the people that exemplify our culture, and how could I recognize them specifically, meaningfully, and publicly?
Alex Judd:Okay. Let's do three more questions. What's an area where I am being indecisive? So often, the things that stall out organizations is a leader's indecision. Indecision kills progress.
Alex Judd:Indecision kills growth. Indecision kills culture. Your people are looking to you as a leader to make decisions. I recently heard Jeremy Boring say... He's the former CEO of Daily Wire.
Alex Judd:He said something that I thought was so helpful for me personally. He said, as a leader, my job is to make decisions. My goal is to make good decisions. But as a CEO, my job is to make decisions. And and I've gotta make sure that my goal isn't interfering with me doing my job.
Alex Judd:Listen to me real quick. As a CEO, as a leader, your job is to make decisions. Your goal is to make good decisions, but your job is to make decisions. And therefore, you being indecisive for a prolonged period of time is actually an example of you not doing your job because that will be the thing that causes your organization to stall out. Now let's go further on this line of thinking.
Alex Judd:But the first thing that I want you to do in your thinking time, if this is gonna be the question that you choose, is just label what the area of indecision is. We we gotta pull things out of the ambiguous fog, and and we gotta pull it out of the fog, and we gotta bring it into the light. And so we gotta name what the actual decision is. Right? Is it...
Alex Judd:Should I outsource this role, or should I hire internally for this role? Should I let this person go or not? Should I be this person's direct report, or should someone else? Should I delegate this responsibility or not? Right?
Alex Judd:Those are all areas of indecision that oftentimes we we allow to live at a chronic vague level six, and we never actually get the oomph to make a decision and therefore move the organization forward. So so first, label what the decision is that you're making. And then here's here's the two things that you can kinda follow-up with. What's causing the indecision? And I I heard this once.
Alex Judd:I can't even remember who I first heard say this, but oftentimes, indecision is caused by one of two things, sometimes both things. Number one is is it a lack of clarity that's causing the indecision? Is it that I don't know what I actually want, or is it that I I don't have all of the information that I need to make a decision, or is it that I don't actually know all the variables at play? So is it a lack of clarity, or is there a presence of conflict? Is there an internal belief system or a limiting lie that is causing me to think that I can't make this decision or I won't make this decision well?
Alex Judd:Is there a fear of success, a fear of failure, a fear of responsibility? Right? Is there a fear of what other people will think? That that... Those all represent conflict.
Alex Judd:And oftentimes, if people stall out with a a decision, they are either experiencing a lack of clarity, a presence of conflict, or both. And here's what's so cool is the minute we start to take this this vague ambiguous thing that's keeping you up at night and keeping your organization stalled out, the minute we take it from out of the fog and into the light, what we start to then say is, okay. This is this is what the decision is. And are there areas where I'm lacking clarity? Maybe I don't have all the information.
Alex Judd:Maybe I don't understand all the variables. Maybe I don't know what I don't know. Well, I can I can start getting to the bottom of those things? It's not like I just have to live with a lack of clarity. There are ways to get...
Alex Judd:There are more ways than ever to get clarity on what we want, on what we're aiming for, all of that. Right? What the information is. Right? And success leaves clues so we can go find other people that have done this thing, we can start to find clarity.
Alex Judd:Right? We can start to get information. Or is there a presence of conflict? Now the... If there's a presence of conflict, the strategy is gonna look way different, but conflict can always be resolved.
Alex Judd:You have to believe that. And so maybe it's coaching. Maybe it's therapy. Maybe it's coaching and therapy. Maybe it's meeting with your pastor.
Alex Judd:Maybe it's talking with your spouse. But but let's start to unpack some of those internal belief systems that are keeping you from moving forward. What's an area where I'm being indecisive? Is there a lack of clarity or a presence of conflict? And how do I solve for those things?
Alex Judd:Got two more. Number five, what would the average leader struggle with at my stage of business? This is such a humbling question. Right? I hate this question.
Alex Judd:I hate this question because of what it makes me realize about myself, but I love this question because of what it does for me. What would the average leader struggle with at my stage of business? Here's what's so funny about this is is if you sit down and and truly take a deep breath and actually give yourself time and space to think and actually get to the bottom of this question. Maybe you're an operator that is looking to step into more of the CEO stage of business. Maybe you're a founder that wants to become an operator.
Alex Judd:Maybe you're a CEO that says, man, I wanna start owning my business and not running my business, and I wanna delegate that. Here... Here's what you gotta think about is, first of all, understand your stage of business, and we've got resources on that. But but then you gotta wonder, like, okay. What would the average leader struggle with at my stage of business?
Alex Judd:This isn't that hard. Right? You... I mean, the last time I did this exercise, I sat down, thought, what would an average leader struggle with in my stage of business? Well, an average leader would struggle with holding on to too many open loops.
Alex Judd:An average leader would struggle with being too involved in the details. An average leader would struggle with making time to actually document their expectations. An average leader would struggle with making time to attend to their own personal health and vitality. An average leader would really, really struggle with, investing in their marriage consistently at this stage of business. Those are those are all things.
Alex Judd:At my stage of business, an average leader would do. And here... Here's then what I have to remember is I am so wildly capable of being remarkably average, and so are you. And the only way that I avoid average is intentional, prayerful, faithful action. Intentional, prayerful, faithful action.
Alex Judd:And so what I have to recognize is left to my own devices, I am average, and I will do average things. And these struggles that everyone has to go through, I will also go through. Now what's so cool, though, is I I can invite God into those struggles and say, man, some of these struggles are just gonna be part of life, and I shouldn't avoid all struggle entirely. But there's a way to respond in these struggles well. And there's a way to handle this in a way that's healthy, prayerful, and thoughtful, intentional.
Alex Judd:And what does it look like to not try and be perfect, but to be to be committed to staying healthy through this season and through this stage? It's absolutely possible. And so the question we wanna prayerfully and thoughtfully ask is how do I proactively counter that? What would the average leader struggle with at my stage of business, and how do I proactively counter that in this season? Okay.
Alex Judd:Let's let's close out with the final question. What are the things that I'm currently doing that I'm proficient in but experience a total lack of passion for? So I first heard Michael Hyatt teach the grid of passion and proficiency. Right? Passion and proficiency.
Alex Judd:And, obviously, oftentimes, the highest value use of your time is that quadrant where you're passionate and proficient. I actually think the most destructive use of your time potentially for your business and your organization or at least the use of your time that could hold you back the most are the things that you're proficient in, but you're not passionate about. And and maybe it's not even just that you're not passionate about They are draining to you. Because those are things that are sucking your time, but they're sucking something more maybe equally valuable to your time, and that's your energy. And what are you getting for those things that you're you're...
Alex Judd:That are taking your energy? Like, yes. You may be able to do it. You're... And that's the excuse we always use.
Alex Judd:Like, well, I can just do that thing, and I could probably even do it faster. It's only gonna take me fifteen minutes. And that's what we see is we see, oh, it only takes me twenty minutes to book my own travel, or it only takes me twenty minutes to schedule that meeting, or it only takes me twenty minutes to to set that up, or it only takes me twenty minutes to create that agenda. Right? I'm I'm using twenty minutes hypothetically, obviously, but that's often what we'll say is it takes twenty minutes.
Alex Judd:Okay. But what you're not accounting for, you're accounting for the effect that that has on your time. What you're not accounting for is the effect that that has on your energy. And and I'm not exaggerating when I say this. I I have been in spots before where it's like, man, things take me twenty minutes, but they they take me out for an hour.
Alex Judd:Right? Because it's like, it's so draining for me. And then the context shifting and trying to put my headspace into a new a new gear where I'm creative and strategic on the back end of doing that thing I hate. It's just incredibly difficult. And my job is not to figure out how to be able to context shift better more often than not.
Alex Judd:It's to figure out how do we get those things off my plate. And and maybe the answer is right now, well, we can't right now. We we can't do that. I would... I...
Alex Judd:If I'm a coach and you're giving me that answer, I would challenge that answer with everything I've got because a lot of times that answer is a lie. But maybe, maybe, maybe it's true in your case. And if you're saying, well, I can't get rid of that right now, my follow-up question would be this. Okay. But what's your plan for getting it off your plate in the future?
Alex Judd:Maybe it's not possible right now, but but a lot of times, someone's saying, oh, I'm gonna just hold on to this for a season, and a season becomes a lifestyle. And now our calendar is perpetually filled with things that you can do but but drain you instead of instead of help you move forward. I love the kind of dichotomy of gainers versus drainers. There are things that you do for work that you're good at, and they give you life, and they give life to other people. The more we can orient your work and your time and your calendar and your energy around those things, it's gonna be a blessing to the people around you.
Alex Judd:So so those are the six questions, and you can check them out in the show notes if you wanna review them there. Now here's my challenge for you. Carve out forty minutes of time to actually choose one of the questions and think about it. Don't don't just sit there and and say, oh, that was a nice podcast. I'll do that someday.
Alex Judd:When's the forty minutes? And then I I would really, really... I I... I'm in a... Man.
Alex Judd:I bet you won't. I bet you won't do this. I'm gonna challenge you. Turn off your phone. Get it out of the room.
Alex Judd:Go buy yourself an analog timer if you need to. Right? You don't get to do this thinking time on your computer. You're gonna have a a notebook, a spiral notebook in front of you. Get rid of all distractions.
Alex Judd:Don't turn any music on, and I dare you to have forty minutes of undistracted time on one question. And I'm so confident in the exponential return of that time if you choose the question well if you engage with it proactively, I actually think you'll want to do it again. Let's go. 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.
Alex Judd:We wanna amplify what's valuable to you and obviously reduce or even remove the things that aren't. 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.
Alex Judd: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. Y'all are the people that make this podcast possible. Y'all know this. We're rooting for you. We're praying for you.
Alex Judd:We wanna see you win. Remember, my strength is not for me. Your strength is not for you. Our strength is for service. Let's go.
Alex Judd:Let's go. Let's go.
