The Remarkable Leadership Podcast

00:00:08:13 - 00:00:35:11
Kevin Eikenberry
The path of an inspired leader is an inward looking path, but the inward look only matters for how it will impact how we lead others to reach valuable outcomes. In other words, externally inspired, leading to inspiration. We'll explore that path with our eyes open to turning our personal inspiration in how we can inspire others to make a bigger difference.

00:00:35:13 - 00:01:06:23
Kevin Eikenberry
Welcome to another episode of the Remarkable Leadership Podcast, where we are helping organizations and their leaders grow and lead more effectively to make a bigger difference across their teams, communities, and world. If you are listening to this podcast in the future, you could join us live on your favorite social platform. Well, if that's among those that we we live stream on, you can find out what's happening when it's happening and how to get involved and get links to these future live streams by going to our Facebook or LinkedIn groups.

00:01:07:01 - 00:01:33:12
Kevin Eikenberry
Two of the platforms that we, live stream to just go to remarkable podcast.com/linkedin or remarkable podcast.com/facebook. Take your pick. Doesn't matter to us. We'll connect you to us either way. If you like what you're hearing today and want help in developing the leaders in your organization, we should talk. And so you can reach out to info at Kevin eikenberry.com.

00:01:33:14 - 00:01:53:08
Kevin Eikenberry
And we'll schedule a time to learn more about your needs and share how we might be able to help. With that, let me bring in my guest who will help make this a better episode because you don't want to hear me for the next x number of minutes. So my guest today is Bruce Mayhew. He's a keynote speaker, corporate trainer, and author.

00:01:53:10 - 00:02:16:21
Kevin Eikenberry
He's had interviews on, CBC, CTV, Global Toronto, the morning show. You can tell he's from Canada. You'll you'll know more about that. And byline articles in HuffPost and the Globe and Mail. He was a leader for 11 years at one of Canada's top five banks and has over 20 years of experience in helping people and organizations succeed.

00:02:17:03 - 00:02:30:14
Kevin Eikenberry
He has a brand new. It's his first book. It's called The Path of an Inspired Leader. And that is the starting point for our conversation today. Bruce, welcome.

00:02:30:16 - 00:02:36:13
Bruce Mayhew
Thank you. It's great to be here. It really is terrific from Canada, from Canada.

00:02:36:15 - 00:02:57:05
Kevin Eikenberry
You will catch. If you listen carefully, everyone, you will catch the the accent or some words that he might he will say process that process. I promise you that. In fact, I do that about half the time. Bruce and my wife just shakes her head. I said, you speak multiple languages. So so listen, let's start it.

00:02:57:10 - 00:03:06:08
Kevin Eikenberry
So congratulations on the book. Thank you. And the first question is, what's the big idea of the book, Bruce?

00:03:06:10 - 00:03:35:21
Bruce Mayhew
That's a great question. The I guess the big idea for readers is, to walk away knowing that they can, that they have some, ability right now before they even open the book that, that they are a leader. And whatever they want to achieve as a leader, is in their power and is a growth opportunity.

00:03:35:23 - 00:04:01:09
Kevin Eikenberry
So someone from Brooklyn is asking me to say hello. So I'm saying hello to Brooklyn. So, I think that's right. And in fact, it's one of the very first things that you say in the book is that we can write. And you say that from the, the, the jump, and you say in one of the very early pages, you see if I can find it, actually, you've got this, you say, and then about four pages and you say, my goal is to help you continue growing.

00:04:01:11 - 00:04:18:21
Kevin Eikenberry
So I want to talk about that idea, of the connection between inspiration, which the book is, at least in part about, and learning, like what's the leadership connection between learning and inspiration?

00:04:18:23 - 00:04:49:21
Bruce Mayhew
Yeah, I think, I think great leaders are always personally challenged and personally challenging themselves to grow and to lead in a very open sense. So I think leaders really need to have that sense that that, what I'm doing today is going to change tomorrow and has to change tomorrow, and nobody gets to stand still with their knowledge and any, any longer.

00:04:49:21 - 00:05:10:16
Bruce Mayhew
They if you try to stand still with your knowledge, you're going to be yesterday's news. And then to inspire the people around them to feel comfortable and confident in their own abilities, to also grow and sometimes say, I don't know, but I want to learn.

00:05:10:18 - 00:05:23:21
Kevin Eikenberry
I say that all the time. My team probably wishes I said it more. But but if you can't say, I don't know, then you're not modeling. Many of the things we're going to talk about today.

00:05:23:23 - 00:05:24:21
Bruce Mayhew
Right? Absolutely.

00:05:24:21 - 00:05:38:23
Kevin Eikenberry
Critical is a critical awareness realization, but it's also a critical, key. It's key to us being able to be curious and therefore to learn. If we can't say that or know that we're going to learn anything.

00:05:39:05 - 00:06:01:11
Bruce Mayhew
No, no. And and people are going to have a really difficult time trusting us if we can't say, I don't know, right. If we come across thinking that we are all knowing and all seeing, then, people are going to have a hard time with us, because they're going to have some piece of information that is actually better than our own.

00:06:01:13 - 00:06:06:12
Bruce Mayhew
And more informed. Yeah, it's it's a huge aspect.

00:06:06:14 - 00:06:23:22
Kevin Eikenberry
100% one of the things that you say, in the book and it's a place and you mentioned before we live that that we are aligned in many ways. And I think that's true. And one of the ways is this simple thing that you said. We used to talk about soft skills, and so people talk about people skills.

00:06:24:03 - 00:06:43:01
Kevin Eikenberry
I think we should call them human human skills. And so, first of all, I agree with you on that. But I bring that up because I, I think it's connected to this whole conversation. So why do you say that? And when we think about them that way, how does that change our approach?

00:06:43:03 - 00:07:16:04
Bruce Mayhew
Sure. And and I have to admit, I was really comfortable with the people skills name for years and years and years that made perfect sense to me. And then when I started hearing more and more about the idea of it being human skills, that that even just resonated with me even greater. Right. It just, it it's just we we have to treat each other as human beings and see each other for all of our diversity and all of our complexity.

00:07:16:07 - 00:07:35:08
Bruce Mayhew
Right. And we are more than just, a person that's sitting at a desk. We actually are a are complicated and have many needs and wants and challenges that we have to deal with that has to be covered.

00:07:35:10 - 00:07:36:15
Kevin Eikenberry
At the same time.

00:07:36:17 - 00:07:54:18
Bruce Mayhew
Absolutely. Yeah. So it's it's just, it just makes perfect sense to me, to really come to the point of, seeing each other as value as opposed to position. Right.

00:07:54:20 - 00:08:24:18
Kevin Eikenberry
So so you make a point later in the book, that that I thought was really interesting. You know, we as leaders are leading teams, other people. And so there's a lot of rightly so conversation about building collaboration and cohesion and the team as a unit. And all of those things had many episodes about this and lots of conversations about this on the show.

00:08:24:20 - 00:08:47:06
Kevin Eikenberry
And yet you're just we're talking about seeing people as individuals. So how do we. How do we deal with that tension? Because I think it's a tension that's always there. And I think that leaders tend to fall on one end of that tension or the other. And in other words, is it the individual or the cohesion of the team?

00:08:47:11 - 00:08:56:04
Kevin Eikenberry
How do you juxtapose those or deal with the tension between those? What's your advice to leaders and organizations about that?

00:08:56:06 - 00:09:26:11
Bruce Mayhew
Sure. Absolutely. And that's an excellent question, Kevin. I see both have to run parallel, but it can't be just one or the other. Now, it might be, that my style as a leader, that I am better at leading teams and less competent, less comfortable leading individuals. That's fine. Hopefully then I have somebody else on my team that is better with that.

00:09:26:13 - 00:09:40:08
Bruce Mayhew
On with the individual format, right. So that that can sort of pick up my slack because I don't I don't think every leader has to be all perfect either. Right. They have to be vulnerable.

00:09:40:08 - 00:09:44:01
Kevin Eikenberry
Thank goodness everybody. Thank goodness.

00:09:44:03 - 00:10:12:09
Bruce Mayhew
Yeah absolutely. And and it's it goes back to like we talked a little bit about self-awareness. Know where your strengths are as a leader. And if you are really good at that one on one stuff then then then exercise that muscle as best you can and use it. But don't forget that I have. You also have to lead the larger team, that you have to be out there for everybody to create cohesion, right?

00:10:12:09 - 00:10:37:14
Bruce Mayhew
To create the the path that we're all going to be on so that everybody's clear and transparent with that. Other leaders are going to be really clear and trends and great with that big picture stuff and really love dealing with that. And that's where like, hey, if you have somebody that's better on the one on one stuff, help have them support you in that area as best you possibly can.

00:10:37:16 - 00:10:47:20
Bruce Mayhew
But we have to be able to do both at the same time, right? At whatever level that you're comfortable with. But you have to do both at the same time.

00:10:47:22 - 00:10:59:08
Kevin Eikenberry
And I would even argue, argues the wrong word. I would even say that it's not just which I'm comfortable with, but what what is what is the situation or context require. And I might have to move past my comfort.

00:10:59:10 - 00:11:00:08
Bruce Mayhew
Right? Absolutely.

00:11:00:09 - 00:11:14:01
Kevin Eikenberry
Yeah. Your point about using this, the skills and strengths of people on the team is, of course, right on. And yet we we have to be willing to flex out of our level of comfort because both things are important.

00:11:14:03 - 00:11:37:17
Bruce Mayhew
Right? Absolutely, absolutely. And I like the, the, the one place that I find leaders are, there's two places that I find that leaders are typically less comfortable playing around in, and that is in the one on one side. Right. It's it's it's it's getting to know Bruce is Bruce as opposed to Bruce as my job position. Right.

00:11:37:19 - 00:12:03:22
Bruce Mayhew
So getting to know me without getting into tight into that personal side of things. And that's where the leader needs to let Bruce drives the train. Right. And if Bruce wants to open up into certain parts of his life, then then let it happen, right? But if Bruce doesn't, right. If Bruce doesn't want to talk about his family, then that should be okay as well.

00:12:04:00 - 00:12:41:06
Bruce Mayhew
The other part that that I see is the challenge. The challenges, leaders is around that difficult conversation, crucial conversation side where they see accountability as negative and I see accountability as positive. But I honestly see, you know, I want somebody to come to me and tell me when I could do better or when that I'm not up to par so that I have a choice to do better.

00:12:41:08 - 00:12:47:05
Bruce Mayhew
Right. But if you don't give me the choice. Right. Yeah. That.

00:12:47:07 - 00:13:23:02
Kevin Eikenberry
I have often said that most people think of accountability as the longest four letter word in the English language, because it only ever comes out when someone messed up or didn't do what they said they were going to do, or didn't say, didn't do what you expected them to do or whatever. And I think your point is like, we, I believe most people are like you deep down, that they really want to know when they didn't do it right now, how how they find that out or how it's called out is sometimes problematic, which is why people will say they don't want to know or they'd rather, you know, be blissfully unaware.

00:13:23:04 - 00:13:28:13
Kevin Eikenberry
But I don't think that's what people are. People really are. I just think that's sort of how they've been conditioned.

00:13:28:15 - 00:13:56:17
Bruce Mayhew
Yeah, absolutely. Absolutely. And and I totally agree around that accountability side, which is why I wrote a whole section of in the book called Positive Accountability. Right. Because there's this whole I want to change that four letter word, right. I want accountability to be something that people see and think of as awesome, right? As as an opportunity. Never, never as blame.

00:13:56:19 - 00:14:00:08
Bruce Mayhew
Right. And and that's really important for me.

00:14:00:10 - 00:14:23:19
Kevin Eikenberry
I'm going to write that down opportunity and the connection of that to accountability. So by the way, everybody, I hope that as you're wherever you're watching or listening, like I hope you have a pen and if you don't have a pen, I hope you have a way to be taking the mental notes, because I'm going to ask you all a question, even though you can't answer me directly at the end of this conversation that relates to, what are you taking from this?

00:14:23:21 - 00:14:48:12
Kevin Eikenberry
So, Bruce, you were just. We were talking about individuals and and sort of what they want to disclose and all those sorts of things. There's there's a Deloitte study that you mentioned in the book that I'd like you to talk about, because I have mixed feelings about this statement. The Doi study found that 62% of millennials say work is part of their identity.

00:14:48:14 - 00:14:58:02
Kevin Eikenberry
I'm curious why you chose to include that. And what's your take on that?

00:14:58:04 - 00:15:34:23
Bruce Mayhew
Sure. And I actually think that all of us see our work as part of our identity. Right. But I, I pulled that, that quote out. That stat out specifically because I really wanted to drive home that that is one of the places that millennials are, concerned about, right. We like we have to recognize that millennials are the largest group of the largest population currently moving into leadership positions.

00:15:35:01 - 00:16:06:20
Bruce Mayhew
Right? So so not only are they our largest population in the workforce, but they're transitioning into leadership or senior leadership positions right now. So they really are taking over, right. And I think it's important that we recognize how how important work is for them, because it's no longer just work. It's an opportunity for them to get better. Right.

00:16:06:22 - 00:16:43:21
Bruce Mayhew
And so and it might be the, the, the challenge that some people might be having with that statement is that I believe that, you know, 30 years ago, somebody's full identity was their job, which created a problem when they retired. Right. Because now they've lost their identity. Yeah. And I see millennials approaching that equation differently. They they certainly see their work as being important to them.

00:16:43:23 - 00:17:11:06
Bruce Mayhew
Right. And it is part of it's more like it's part of their culture than it is part of their specific identity. So it is part of how they're growing and learning and adapting and finding out and exploring the world and exploring themselves. Right. And that's where I that's what I see within that quote.

00:17:11:08 - 00:17:36:12
Kevin Eikenberry
Is interesting because there's there's a lot we can take from that. And I think that's a really good point. So everyone who's listening, if you are, a millennial, I don't really love the labels, but it's a way for us to talk about it. If you are in that age group, then maybe what just shared is, is worth pondering for yourself.

00:17:36:14 - 00:18:14:00
Kevin Eikenberry
But if you're in a different age group, older or younger, thinking about that perspective, I think especially if you're older, if you have here metaphorically or actually the color of mind, then, you know, perhaps your perspective on that has been different. And recognizing as your transition, transitioning leadership or as you are, organizationally, as you're transitioning leadership to folks who might have a different perspective on how work fits in, doesn't necessarily mean they don't care about their work.

00:18:14:02 - 00:18:14:13
Kevin Eikenberry
It just means.

00:18:14:13 - 00:18:15:02
Bruce Mayhew
Absolutely.

00:18:15:07 - 00:18:35:19
Kevin Eikenberry
Different set in the set of perspectives around it. And I think that that's I think a big part of this conversation is to do some inward thinking. As I said in the open as well. And then what does that mean to us externally? And I really want to spend the rest of our time around that idea as it relates to the word inspiration.

00:18:35:20 - 00:18:46:10
Kevin Eikenberry
Because often when I talk about the word inspiration or inspire, people want to use the word motivate.

00:18:46:12 - 00:18:48:03
Bruce Mayhew
Yeah. Absolutely not. Okay, for.

00:18:48:03 - 00:19:01:09
Kevin Eikenberry
Those of you who are only listening, semi violently shaking his. Yeah. So talk about. So first of all you can you can understand why people connect them together.

00:19:01:11 - 00:19:01:22
Bruce Mayhew
Oh yeah.

00:19:01:23 - 00:19:25:14
Kevin Eikenberry
Oh absolutely. And so let's talk about the two how they're the same and how they're not. And I want you all to listen to Bruce's answer here. Not only from the perspective of yourself but thinking about this organizationally. What do we how do we connect these two things together organizationally? Because we may have a cultural gap here.

00:19:25:16 - 00:19:30:18
Kevin Eikenberry
Even a leadership development gap here that we need to consider. So on that note, go ahead, Bruce.

00:19:30:20 - 00:19:56:16
Bruce Mayhew
Sure. Sure. I see I see the the two words being very different. And again, I would suggest that 20 years, 25 years ago in my career, I would have seen the the words meaning the same. The way I see motivation is motivation that comes from within myself, right? So I, I motivate Bruce, right? But nobody else can motivate me.

00:19:56:18 - 00:20:50:02
Bruce Mayhew
I don't believe that. You know, if if if I don't like washing the dishes, you can't really do a whole lot for me to really proudly, enthusiastically, repetitively do the dishes, right. You can probably get me to do it once, reluctantly and then drag me in there again. But if I. But if I love doing the dishes right, that's an internal motivation for me that I find a sense of pride in doing that whatever, whatever reward system that goes on in my head, that's internal, that's motivation, and nobody can give me motivation, but people can support me from an inspiration perspective.

00:20:50:04 - 00:21:26:12
Bruce Mayhew
Right. And that's where I think leaders have, a better opportunity to look at individuals. Right? Because we were talking individuals earlier, but also the whole team and say, hey, how can I inspire Bruce to be his best? What do what tools does does Bruce need? What information does Bruce need so that Bruce would be his best? And then for the team, what does the team need for the team to be at their best?

00:21:26:14 - 00:21:55:13
Bruce Mayhew
Right. So we have to look at it in both lenses at the same time. And that's inspiration, not motivation. Part of doing that means that myself, me as a leader, have to spend a little bit of time with Bruce to find out what turns Bruce on. What what makes Bruce click right. What are Bruce's goals? What are Bruce's aspirations?

00:21:55:15 - 00:22:31:09
Bruce Mayhew
What is the work that Bruce is doing right now? That Bruce wants more of, right. And if I if I'm able to ask those questions, either directly or indirectly, I can find out intrinsically what inspires Bruce and how to connect with him as his favorite boss, as his favorite leader, and give Bruce the the the resources that Bruce needs to flourish.

00:22:31:11 - 00:22:32:05
Bruce Mayhew
Okay.

00:22:32:07 - 00:23:03:00
Kevin Eikenberry
So what you're just describing, as insight, as how we inspire others, I think is different than most people, or at least in part different from what most people would presume. Because you've just described a pretty analytical approach to that. Where I think most people would think of inspiration as being something very emotionally based. It is you.

00:23:03:01 - 00:23:07:08
Kevin Eikenberry
Right. And what what would your comment be about that, that observation.

00:23:07:10 - 00:23:31:02
Bruce Mayhew
Yeah, absolutely. Right. But I think we can be again two things at the same time. I think I can analyze Bruce and find out the, the, the few things that really make him want to be successful. Right, so that I can help him be successful in alignment with our team goals. Right. Because Bruce wants to be over here, but our goals are over here.

00:23:31:04 - 00:23:52:10
Bruce Mayhew
We have a little bit of an issue. We're going to have to have a dialog around. Right. But in alignment with our team goals. What what's going to keep Bruce moving as fast as he can as proudly as he can down that track? So yeah, I think we can be, both analytical and look at Bruce as an individual, as a person.

00:23:52:12 - 00:24:06:05
Bruce Mayhew
And that's where the human skills comment comes, right? That's where that human skills dialog comes in, is that I have to treat Bruce's as a full round human with goals and aspirations.

00:24:06:07 - 00:24:40:19
Kevin Eikenberry
Bruce, what? So someone's been listening to us for the last 20 plus minutes, and they've mostly been hearing things about how do I think differently as a leader myself? How do I act differently? What is your message from what we've said, or in general, in terms of what organizations need to be doing, to support these ideas, to, help leaders do these things, like what's the organizational next step here based on, this conversation in your work?

00:24:40:21 - 00:25:18:14
Bruce Mayhew
I think organizations that I'm seeing this with, the people that that connect with me, is they are really looking at opening up those conversations, right? And allowing people to be a little bit uncomfortable at times for leaders to be a little bit uncomfortable at times, but to really embrace their teams as best that they can. One of the things that that I find is, is a interesting way to, to talk about this is, there's there's that word enable or empower.

00:25:18:14 - 00:25:42:22
Bruce Mayhew
I'm sorry. Empower. That's that everybody's talked about for years and years. And I have a I have a challenge with that word. Right. I you know, in the same way that I have a challenge with motivation as opposed to inspiration. I think leaders and organizers have been looking to empower the people that that work for them and that, that, that are part of their team.

00:25:43:00 - 00:26:11:13
Bruce Mayhew
And I disagree with that. I think what we need to do is enable them. Right. And and because I think same way that I think people are self-motivated, I think people are self empowered. Right? I think people have no problem working really hard, really creatively, really collaboratively when they have the right structure around them to allow them to do that.

00:26:11:15 - 00:26:52:19
Bruce Mayhew
So stop trying to empower people. Ask people what they need in order to be successful as an individual and as a team. And let it be known that that's one of your organizational values, right? People development, people pride has to be part of their past to be part of your culture. And it's developing that culture, that that space that's really going to allow organizations to like, not just do well but do exceptionally well.

00:26:52:21 - 00:27:11:06
Kevin Eikenberry
Which is obviously ultimately what we all want. So I want to I want to shift gears and ask you just a couple more things before we finish up. Bruce. And I'm about to ask you the only thing you really knew for sure I was going to ask you, what are you reading these days?

00:27:11:08 - 00:27:42:17
Bruce Mayhew
Sure. I I'm I have three books going on at the same time, which is kind of typical for Bruce. But the one that I, that I really am loving right now. That was a complete surprise to me. Is a book called Big Magic. And it's by Elizabeth Gilbert. And Elizabeth wrote the eat, pray, love book, which is not my type of book.

00:27:42:19 - 00:28:12:21
Bruce Mayhew
Right. Just it's not where Bruce goes for for typical reading material. But, but big magic is all about creativity. It's it's it's. And I love the message that that that Elizabeth puts all the way through the book is, is embrace your creativity. Don't be scared of your creativity. And we all have creativity, right? I might paint.

00:28:12:23 - 00:28:15:12
Kevin Eikenberry
Some of us have misplaced it, but we all actually.

00:28:15:17 - 00:28:32:04
Bruce Mayhew
Well, yeah, that's, that's part of what Elizabeth's message is that sometimes people have misplaced it. Right? Or just because they can't paint, they don't think they're creative. Meanwhile, they can do like they can do gardening like crazy or something else, right?

00:28:32:06 - 00:28:35:05
Kevin Eikenberry
So what else besides that?

00:28:35:07 - 00:29:03:00
Bruce Mayhew
I've been reading, actually, your book, Flexible Leadership and really enjoying that and really seeing how you and I are on the same page on a lot of things, and then something that is completely outside of, of that sort of work space is I've been, reading and this is almost embarrassing, Anne Rice's, trilogy of the the The Witches trilogy.

00:29:03:02 - 00:29:08:07
Bruce Mayhew
And honestly, the name is just escapes me at this moment, but, that's okay.

00:29:08:08 - 00:29:26:07
Kevin Eikenberry
We'll have links to all of those in the show notes, as well as the link to Bruce to your book. Beyond us. Beyond us pointing people to the book. Where do you want to point people? Like, how can people learn more about what you're doing or where do you wanna point them in relationship to the book?

00:29:26:08 - 00:29:31:22
Kevin Eikenberry
Anything at all that you want to do related to that? Tell people where they can learn more, get connected with you, etc..

00:29:32:00 - 00:29:45:05
Bruce Mayhew
Sure. LinkedIn is a great place for, to reach out and connect with me. I'm on Amazon. No, no, I'm not on Amazon. The book is out there.

00:29:45:07 - 00:29:50:07
Kevin Eikenberry
Is on Amazon. You're on the Amazon.

00:29:50:09 - 00:30:11:20
Bruce Mayhew
And my website, which is Bruce mayhew.com, or Bruce Mayhew consulting.com. So they both point to the, to the, to the website. They can find out a lot about me and the different programs that I deliver. The keynote. So they speak on and it has a full page about the book as well.

00:30:11:20 - 00:30:15:05
Bruce Mayhew
So, so those are great places to go.

00:30:15:07 - 00:30:31:23
Kevin Eikenberry
Bruce mayhew.com. We'll leave out the extra letters. Bruce mayhew.com. So you can find Bruce on LinkedIn. You can find him on his website. I know what he wants you to do that I hope that you do that as well. But before we go, everybody, I have a question for you. It's a question I ask every single week.

00:30:32:01 - 00:31:00:13
Kevin Eikenberry
I even hinted at it earlier today. The question is now what? What action will you take as a result of being here? Because just being here isn't enough. Earlier, I wrote down. Opportunity equals accountability and it's relationship to accountability. So that idea is one thing. What am I going to do with that is something else. Kevin's case, he's probably going to shoot a video about that idea at some point and credit Bruce.

00:31:00:15 - 00:31:24:03
Kevin Eikenberry
Perfect. But my point here is, whatever you came for, you don't leave with it unless you take action on those key ideas. So take action, by asking yourself that question, what am I going to do with this? Because until we act, it could have been interesting. It might have been enjoyable or entertaining, but it won't change your leadership or the leadership of your organization.

00:31:24:04 - 00:31:28:15
Kevin Eikenberry
I hope that you'll do that. Bruce, thanks for being here. It's a pleasure to have you.

00:31:28:17 - 00:31:30:19
Bruce Mayhew
My absolute pleasure.

00:31:30:21 - 00:31:45:15
Kevin Eikenberry
And so, everybody, make sure that you hit the subscribe button. Wherever you're watching or listening so you don't miss any future episodes. Because I'll be back next week again. And you need to be here to, on the remarkable leadership contest.