Lead In 30 Podcast

Sundance Summit: Top Priorities for Developing Leaders

• Russ Hill

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They develop hundreds of thousands of leaders. And they were all in one room at Sundance, Utah. In this episode Lone Rock Leadership co-founder Russ Hill takes you inside the executive summit for HR and L&D leaders.

Some highlights:

When managers face a wall of competencies, bloated slide decks, and libraries of courses, they default to noise over clarity. The fix isn’t more content. It’s fewer, simpler systems that tie every action to real outcomes.

We start with a bold reset: lead with results, not soft skills. Soft skills matter, but only as tools to achieve measurable business outcomes like customer satisfaction, retention, and growth. From there, we unpack four core areas that consistently move the needle across industries and org sizes. First, deliver results through clear, memorable team key results everyone can recite. Second, lead through disruption with a practical Change OS: status quo, mourn, adapt, innovate. Third, accelerate decisions with a shared Decide OS so teams move fast, stay aligned, and avoid constant escalation. Fourth, rethink accountability as power—help people shift from helpless to proactive with habits that focus on what they can control.

Along the way, we address why private equity’s content flood often backfires, how environment shapes learning, and why networking across functions expands your playbook. Expect crisp frameworks, plain language, and examples you can deploy today—whether you run a unit of 50 or a division of 50,000. If you’re ready to cut the clutter and build a culture of clarity, alignment, and movement, this conversation is your blueprint.

Want to go deeper or join the next executive summit? Head to LoneRock.io, reserve your spot, and share this episode with a colleague who’s ready to simplify and scale. If one idea landed, leave a quick review and tell us which framework you’ll try first.

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Visit the Lone Rock Leadership Website:
https://www.lonerock.io

Connect with me on LinkedIn or to send me a DM:
https://www.linkedin.com/in/russleads/

Tap here to check out my first book, Decide to Lead, on Amazon. Thank you so much to the thousands of you who have already purchased it for yourself or your company!

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About the podcast:
The Lead In 30 Podcast with Russ Hill is for leaders of teams who want to grow and accelerate their results. In each episode, Russ Hill shares what he's learned consulting executives. Subscribe to get two new episodes every week. To connect with Russ message him on LinkedIn!



SPEAKER_02:

They are in charge of developing leaders at all kinds of organizations, and we spent two days with them up in the mountains. What was on their mind? What we talk about, and why should you care in this episode?

SPEAKER_01:

This is the Lead in 30 podcast with Russell. You cannot be serious. Strengthen your ability to lead in less than 30 minutes.

SPEAKER_00:

With coming to Atlanta, if you're an HR, LD leader, or a leader of leaders, join us in November for our executive breakfast. Spend three hours with the experts at Lone Rock Leadership and learn how to build personal accountability, accelerate decision making, lead through change, and create clarity, alignment, and movement. Reserve your free spot before seats fill up at Lone Rock.io.

SPEAKER_02:

Yeah, time is running out to register for that executive briefing. If you're in HR L N D, a leader of leaders, if you have any responsibility for developing other leaders and you're in the Atlanta area or any of the neighboring states to Georgia, go to Lone Rock.io and check out the details. It's free. Um we've got people that are flying in. That always happens. Happens at the one we had recently in Dallas, also the one in Chicago. Um, and it's just 8 to noon or 9 to noon, something like that. The details are on the website. At the time we're putting this episode out, we're getting close to that um executive briefing in Atlanta in November. So go to Lonerock.io to get more information. Okay, welcome in to the Lead in 30 podcast. In less than 30 minutes, in every episode, we give you a framework, a model, a best practice, or like in this episode, an experience that uh should help you, if we're doing our job, help you in your effort to upgrade your ability and the ability of others that you have responsibility for to lead others. Nothing has more impact on your life than your ability to upgrade or your commitment to upgrade your ability to lead others. And so this is uh one of the one of the things that we do, along with a ton of other things, to try to help in that regard. My name is Russ Hill. I am, well, I make my living coaching consulting senior executive teams. I'm one of the founders, part of the team at Lone Rock Leadership. We've got an executive consulting side of our business that's been around for a long, long time, and then a leadership development, off-the-shelf solutions, uh that I'll talk more about in this episode. All the information's at LoneRock.io. Okay, so two days in the mountains with a bunch of HR and LD leaders. These are folks at all kinds of organizations, all kinds of industries that uh that came together. We invited them to uh come to one of our favorite places in the world, Sundance. And uh if you've never been there, in fact, it was wild how many of these folks that we had uh that that came in from all over the U.S. This is primarily a U.S. event, although these organizations are a lot of them are global. Um many of them, it was wild to me how many of them have never been to Utah, and certainly not the Sundance. And and uh we're gonna we're gonna put out a in our newsletter a uh we're gonna take the names and the company names off, uh the personal names and company names off, and then just put out all the feedback forms that we got. Like literally raw. You're gonna see the handwriting from each of the participants. We're gonna put that out in our newsletter so people can see what people, what, what the participants, what the invitees and those that came to this executive summit that we do twice a year, what they said about it. It was pretty, pretty, uh, pretty rewarding and humbling and amazing that we get the chance to connect with um folks like this. But one of the things that was off the charts and what they said was, holy cow, this venue is amazing. And um, it certainly was one of my takeaways that it matters where you meet. The environment, the setting has a huge impact. We can't be going to Sundance or, you know, mountain resorts or the these luxury settings every day, but we can get our teams to them occasionally. And hopefully most of you are doing that in your organization. It's just a chance to unwind. It was funny because some of the participants, uh, when they walked out of their cabins, their rooms, there were moose, like a family of moose, uh, right there outside their room. They're like, oh my gosh, you guys even provided that kind of that kind of attention to detail. I'm like, no, I didn't actually get to see the moose, but that's amazing. I've never actually seen one uh in person. So I'm it that was pretty wild. Okay, let's talk about what I want to do in this episode is walk you through what we shared with them, what they shared with us. And uh, even if you're not an HR and L and D, if you are an HR and L and D at any organization, I think you're gonna get a ton of value out of this episode. Whether you've ever worked with us, interacted with us at our firm, whether I've met you, whatever, or not. I think you'll get a ton out of this episode if I do things right. If you're not, and you are a leader of leaders, I still think you're gonna get a ton out of this. You'll be the judge here in a few minutes, but I'm gonna take you inside the meeting room up in the mountains of Utah to uh what was on the minds, what was being shared, what we shared with this group of folks who are responsible for uh developing literally hundreds of thousands of leaders when you add up their organizations. Some of these organizations that came have over 100,000 employees, some of them it's it's 80,000, some it's 20,000, some it's 5,000, and uh, and like I said, across all industries. So let's dive into the first point that we made. And what we talked about, and if you listen to this podcast on a regular basis, you go to any of our webinars, you get our newsletters, whatever it might be you, or you've seen us in person at some industry event, you this won't be new to you because we've been saying this so often. We've been beating this drum so much because it's absolutely accurate and it's got to change. And that is that is that the current approach to developing leaders in most organizations and certainly across uh academic worlds and all that, it's not working. It's not effective. How do we know? Well, there's tons of data. Just go to your favorite AI tool or app and type in, is leadership development working? Is are there any out uh uh are there any challenges with the current approach? Give me some statistics, quote some recent reports. You'll get all the data, all the numbers, all the insight you need. And and the the basic headlines are here's the problem: it's too complicated. Most managers are dizzy. Now it depends on the organization, depends on the industry, but in a lot of large organizations, we read this book and we send out information to them. We put them through this course, we send them that article, we do all these things, and they're like, okay, am I supposed to be inclusive? Am I supposed to build trust? Am I supposed to hold people accountable? Am I supposed to like what am I supposed to do? Am I supposed to lead in like a command and control way? Or am I supposed to be like all about consensus? Am I supposed to care about employee engagement? Or am I supposed to drive performance? Or like, what am I supposed to do? And for most managers, it kind of depends on the week or the month as to what messaging is coming out from the system or the headquarters or my personal boss, my immediate supervisor, or some executive leading our business unit or whatever it might be, uh there's there's so much noise in the system. And one of our key messages at this executive summit, by the way, those of you that weren't able to come, if you if you're one of the people that we invited or you're listening to this and you're like, oh my gosh, how do we do this? You um just just uh you can send me a direct message or go to lonerock.io, make sure you're on our mailing list, enter your name, find some place on the website that you can enter your name and email address, and then you'll be on our mailing list. And you can you can message if you want to look up Brent Chappelle. Um he oversees our business development opportunity client relations. Brent can help you with this too. There's a there's a whole group of people, but um, and and ask, send an email, send a message that says, when's the next summit? Can I get invited? Can my team of HR come, whatever? Um, and you want to get in that because we're gonna start recruiting for that or opening up registration for the next one, which I think is in February or March really soon, and it will fill up. Okay. And here's the catch. We pay all the expenses. Like we pay your airfare, we pay for your hotel, we pay for the Uber, we pay for the dinner, we pay, there's companies and and these manage, I know I know it's crazy. Like, I don't know how long we're gonna do that, but we're doing it. And so these leaders just come and it's all on our dime, and we create this experience for them. And some of them are current clients of ours and uh and been with us for years. Others just heard of us like three weeks ago, or we met them at an event or whatever else. And so our team gets all these applications and then we go through it. So, anyway, if you're interested, we do it twice a year. We'll get you get more information. Just go to LoneRock.io. Okay, so one of the themes that we kept saying at this summit, and we say all the time, is complexity doesn't scale. Let me say that again. Complexity doesn't scale. And so that it applies when we're setting the destination, when we're trying to communicate to my team of 50 or my team of 5,000 or my team of 50,000, what are our priorities? What are the pillars? What's our vision? What what's most important? The deck is too it has too many slides in it. There's too many bullet points. The i complexity doesn't scale. And the same thing, I mean, this is all about leadership development. So if you've got 47 competencies or 172 courses in your LMS or learning management system, or you're putting out an article every week, or and and and a lot of the challenges that we come across in the HR and L and D space is that these folks study, like they're good at complexity. Complexity works for them. Complexity works for a senior executive that has to report to a board. Like you have to have some meat in there. You have to have some complexity in those details. It works for the engineer overseeing the plant or whatever else. But it doesn't work for the masses. And so you have these HR and L and D types that go study these change management models, or they look at how you're supposed to make decisions or how you build trust. And they look at these models and they geek out on them. They're like, oh my gosh, this is amazing. And so then they're tempting because their brain works that way, and because they studied that in college or they got their master's in that or they're really interested in it, they think, oh, I'm gonna send this out to the organization, or I'm gonna build a course or I'm gonna build some content around this, and it falls flat. Because if I have to pull out the email, if I have to look up the file, if I have to go find something, I'm not gonna use it. If your change management model can't fit on like a flip chart page with four words, it's too complicated. If your direction for the organization, what we need to accomplish this year or in the next six months, or what we've got to get done in the next three months is complicated, no one will remember it. And so when they're making these in-the-moment decisions on what to focus and prioritize on, your direction gets lost. And they get they get distracted by the noise in the system, the emails flowing in right now, the demands from the customer that are coming in, the the disputes between the different teams, the product. Do you understand what I'm saying? So your job as a leader, your job as an executive, your job as an HR executive, an L and D leader, is to take the complex and make it simple. So every framework that we showed to these executives had no more than four or five words in it. And the greatest compliment that is paid to us as an organization and a team, and we hear all the time, and it just it never gets old. We love hearing it, is oh, that's really simple. What you showed us in this webinar, what you went through with our executive team, what what's in the book, what's in the participant guide, whatever, wherever they're interacting with us, they're like, oh, that's really simple. Right. Because simplicity scales, complexity doesn't scale. Okay, next theme. So you gotta those of you that are an HR and L D L and D, that is a theme. Your brain is different than their brain, right? You you geek out on the newest models, the newest books, the newest frameworks, all the detail. As executives, you love you've got to build the detailed plan for the board or the investors or for whatever else. But when you go to the masses and you want to go vertically and horizontally, you gotta simplify it. And so those of you that have been with us, or you know, those of you that are clients of ours, or you've listened to different things, or you've been through the lead in 30 course or whatever it might be, you know how we focus on like team key results. And it's it's just like three words and three metrics. It's, you know, financial, people, and customer, or it's safety and it's uh member engagement, and whatever it is. It's those three things and it's those three numbers, and that's clarity. And so we just we we we can't focus enough on clarity. Okay, the the next theme we talked about was that it's all about results. There is way too much if you were to go on Amazon right now and you were to search for business bestseller books or management bestseller books, or you were to think through the books that you've read in the last year or in the last decade around personal development, leadership development, management, they very rarely this is wild. Like just think about this fact. And this is true of the articles that you read too. They very rarely, that content rarely focuses on business outcomes, it focuses on soft skills. You need to do more of this, you need to be less of that, you need to consider doing this differently. You organizations need to redirect to that or whatever else. And and I don't get promoted. You don't get promoted because you know how to build trust, have a difficult conversation, be accountable, um, what whatever it is. Like those are good skills. There's tons of value in them, but they are a means to an end. So why are we starting with the means instead of starting with the end? And the end is results. And so these managers and supervisors and executives and VPs and directors and you know, the top level of the org chart, they get promoted, hired, or fired based on business outcomes, member satisfaction, customer satisfaction, employee retention, revenue growth, the margins, all of these things. And yet our training is about all of these soft skills. That's what the articles are about. That's what the books are about. And they're good, but you gotta start with results. And so that's what we spent like the whole morning of our first day up at Sundance with these executives was it's got to begin and end with results. And all that content and all that training and all those models and all those frameworks that aren't tied directly to business or organization outcomes, you really ought to closely examine it. It's a nice to have, not a have to have. And for LD leaders and HR leaders that are really leaning into soft skills and complexity, you need to, you're the first ones that ought to be nervous in an AI and in an efficiency-driven world because it's a nice to have. You are a support area rather than a strategic resource. And so we want to be a strategic resource. We want to be tied as closely as we can to organization outcomes. Then we went into, in the course of our discussion, some of you are listening to this or this podcast has been forwarded to you because somebody you know is at the summit or you you considered going, but it did work in your schedule or or whatever it might be. And then others of you that you're not uh you're not involved in that at all. You're just you're just tuning in to get the value out of it. Then we drilled into the four key areas. And and in the what you need to know about the leadership development space, especially those of you that aren't in it and you're listening to this, you lead teams, or you're an executive, or whatever your role is, or wherever you are in your career, what you need to know is that the leadership development space has all been bought out by private equity. And there are good things about that, and there are some real challenges to it. The reality is when private equity comes in, it becomes all about, I don't care what they say, I don't care how good the company is. It's just the reality of the business model, which is fine. It is what it is, but let's just be honest about it. It's not about customer experience as much anymore. It's about revenue growth because we got to sell this thing again in three or five years. So all those big companies that we all know the names of, the vast majority, like 95% of them, have all been bought out private equity, usually not just once, but twice in the last decade. So what matters most? Create more content to drive more revenue. So they're flooding the market with additional videos, concepts, modules, books, all this stuff to try to generate and then and then selling you. Hey, you could have access to all 17,000 courses. That's how much is in LinkedIn learning right now. 17,000. And then other organizations, it's 150 or it's 250, you know, courses and whatever. And you could have access, your managers could have access to all of that for only X amount of dollars per person per year. And you go, wow, that's a lot of content. And and what what the industry is realizing, and a lot of folks who who now have been through it long enough is that less is more. More is not more. More is not more. Okay? Goes back to the Steve Jobs quote. Walter Isaacson interviewing him on his deathbed, you know, creating his biography, says, Steve, of all the things that you are proud of in your amazing, legendary career, iconic career, what are you most proud of? And Walter expected, he says he expected some device, the iPhone, you know, putting that what no, what Steve Jobs said was, I'm proud of all the things we said no to. It's really interesting. The leader trying to upskill everyone in everything upskills no one in anything. The leader who's trying to accomplish it all accomplishes very little. Right? You know how that works. And so, and our what we what we share with these HR and L and D folks is there are four core areas that you gotta develop your leaders in. How do we know? Because this isn't our first rodeo. Because we were on a hundred and six, I was on 165 flights in 2019. It's not about me, but so were all of my colleagues. And so, and we've all worked at all these different industries. We've been in these companies. We that's what we do for a living. We work in a leadership lab. And what do we see? So when you spend literally decades in the room with senior executives and mid-level managers at organizations, plus there's all of the quantitative data, but all the anecdotal, experiential data over and over and over and over and over and over again, whether they're making pizzas, burritos, fighter jets, um, saving lives, or building cars or built whatever it is, doesn't matter. The industry doesn't matter. The location doesn't matter, the language doesn't matter. What people say are these four things. We need help with performance. We need help with execution. Our leaders aren't delivering, or you know, we don't have alignment. And there's a lack of clarity. We have we're not alignment on a team, we don't have alignment between teams. We put all that together in the area of it's it's the title of our new book, right? Deliver. And the course that we built around that is lead in 30. And that's been going on for years, and tens of thousands of leaders have been through it at all kinds of organizations. It's the name of this podcast, lead in 30, right? So performance, execution, deliver is the first area. The second area is change. Because you see, you think you work in a lake and you actually work in an ocean. Or you want to live. You want to work, you want to operate, you want to exist on a lake. You ever been on a lake at 5 a.m., 6 a.m.? And with sun when the sun is rising and they call it glass, right? That glassy water. Smooth. Wakeboarders love it. Waterski love it. And that's what we want in life. That's what our brains want. And the reality is we live, we operate, we exist in an ocean. So then when this wave clocks us, right? It hits us broadside, whether that's a tariff or whether that's a restructuring or an acquisition or whether the whatever it is, that wave just, or a resignation or whatever, it just broadsides us. And we're like, oh my gosh, that was a powerful wave. How do we survive that? Like we're dipping in performance, the metrics, the engagement, whatever's dipping. We're concerned about it. Our leaders are not sure how to handle it. Or we personally in our own lives are like, wow, I didn't see this coming, whatever the personal event or disruption is. And we think if we can just get through this, if we can just push our way, white knuckle it, be able to get through this, we'll be good. Well, guess what's coming in three months, six months, three hours, another wave. And so the job of a leader is not to eliminate disruption. The job of a leader is to lead through disruption. So think the visual I want you to think about is the surfer. He or she goes out into the ocean with that surfboard. Man, I wish I could surf. Like those of you that surf, oh, I took a surfing lesson in Waikiki. It's a long story anyway. It's these little baby waves. But my kids, like my oldest two, went out there with me, and we were taking this lesson from this amazing guy that we just hired off the beach, and and we're out there, and I'm literally writing you all like a one foot, may not not even two feet, maybe two feet wave. And I'm standing up on the surfboard, like looking like an idiot, but I'm standing up. And I feel like I'm king of the world, like I'm conquering everything. It was so hilarious. Just that feeling. Some of you are really good surfers, but that the what the surfer does, think of the visual. The surfer doesn't just try to survive the wave. He or she rides it, they thrive in it. The wave doesn't push them, like that's the whole point. So that's what we need our leaders to do. That's what we need you to do. Resiliency, agility, ability to lead through this. But how do you do that? All these change management models are so stinking complicated. There are a million of them out there, and nobody uses them except for academic, very smart, uh, university trained um HR and L and D people. The rest of the person leading the nurse who's leading the unit on level two at whatever hospital, she's not using your change management model. The the the supervisor on the on the second shift at the factory or at the plant, he or she's not using that. It's too complicated. I I so you go to leading through change is four things. It's status quo. You need to realize that your brain craves status quo, and so do all your people. And they're not weird, they're not unique, it doesn't make them not agile. That's how how we're wired. And then there's a disruption, and where do they go? They go to mourn. So that's the second thing you need. Status quo is number one. Number two is mourn. Humans mourn the loss of status quo. So let's stop acting surprised by it. Let's stop acting uh disappointed by it. It's natural. How long do they mourn? It's up to them. Depends on a lot of different things, including the behavior and the mindset that's modeled by leaders across the organization. Some people you know in your personal life are mourning changes, disruptions in their life that happened two decades ago. It's up to them how long they stay there. The reality is the we we can't get healthy, fully healthy, emotionally, mentally, financially, stuck in the morn phase. You with me? Growth doesn't happen in the morn phase. Stagnation does. And so, but our people get to choose how long they're there, but we're gonna get to the next phase, which is adapt. And adapt is acknowledging that yesterday's gone, it's not coming back, and that there's a new reality. So we acknowledge the new reality and we adapt to it. And then the last phase is innovate. Because your the current pathways of thinking have been disrupted in your brain, and they're now you've you've cut those those cycles, those processes, and you've rewired. This is what the neuroscientists tell us. So there's some agility in your brain, some elastic uh it's more elastic. And so some organizations and some humans take that and lean into it. Lots of case studies of that, right? We shared some with the folks that were in the room in Sunday. Okay, so that's the second quarter. The first area is performance, execution, delivery, and alignment. We we we put it in clarity, alignment, and movement, right? That's leading theory. The second area is agility, leading through change. We call it change OS, the change operating system. The third is decision making. Oh my gosh, do most organizations and leaders struggle with this? Because the senior team is saying, we wish that not everything got escalated to us. Why is every single decision challenge being elevated to us? And you go meet with the mid-level managers and they're like, why aren't we empowered? Like, why do we have to elevate everything? Why don't they trust us and they're scared to death of failure? And the reason is we don't have a decision-making framework that's shared across the business unit, the department, the organization, the enterprise. And so we teach something called Decide OS, and we showed it to these HR and L and D leaders and said, if this is an area we're having particular challenges with around decision making, how do we make decisions at speed, at scale, and at the same time create buy-in? Well, it comes down to four different things. And I don't have time in this podcast because we I can't go longer than 30 minutes because it's the name of the podcast. But there are four areas of of how you accelerate decision making and you introduce shared vocabulary in the organization. And we call that decide in 30 when people teach it in our off-the-shelf cohort way, which they don't have to. They can do it in a full day, or they can we can inject the models and frameworks into an executive offsite where it's not training at all. It's totally consultative, and we're using a flip chart or a whiteboard rather than you know a portal or whatever. There's all kinds of agility based on how to do this. The last area, accountability. We don't use that word because nobody likes it. Accountability is something we want more of from somebody else, but we think we have plenty of. And the reality is we can't get movement on it with that word. We call it accountability 2.0, but the word we use is powerful. And it's more emotive, and here's what we mean by it. Everyone knows what it feels like to feel powerless. Powerless in a relationship, powerless in a decision, powerless in a market, powerless at a point in their career. And we know that the inclination when we feel powerless is to surrender. It's not unique to you, it's not unique to her or him or to any of us. That's the human condition. When we feel powerless, we surrender. And so we've got to lean into showing up mentally first, powerful. And being powerful begins with curiosity. Maybe there's something I could to to impact. Maybe there's something I could do to impact my current reality, or our Q4, or our employ our uh customer satisfaction or patient experience or revenue or whatever it is. Maybe there's something I could do. Maybe I could focus on what I control. Maybe my team could do that. So we call that power power in 30, which is a word we use. Some people don't like that word, and so we change it for them, but that's that's the main use of it. So that's what we talked about in this summit, in this two-day experience. The the uh interaction was unbelievable. My last thought for you all, as I'm wrapping up because of the time frame here. My last thought is that there, if you're not networking a lot with others, you really should consider leaning into that more. Like in your own organization, externally, I was so impressed with these folks that came. Some of them had very little interaction with our firm to begin with. They were like totally leaning into trust. And uh, and and I mean, we'd had enough conversations to where they knew we weren't Yahoos and we weren't gonna spend two days selling to them. That would have been gross. But but of all the things going on in their careers, of all the things going on in their personal life, they got on a plane from wherever, flew to an unfamiliar location, got went to a mountain retreat, and uh just because they're networking, they're expanding their horizons, they're they're consuming to help increase their ability to create. And so one of my last takeaways for all of us is we just got to expand our circles. We've got to network more, we've got to listen to others, we've got to hear what we're doing. What their concerns are. Maybe I'll talk more about that in one of the next episodes. But that's all the time I've got for you. I hope that's valuable to get a peek, to get to be able to kind of listen in, if you will, on what the discussion was, what we shared, what we talked about on two days, uh, these two days in Sundant and on the topic of developing leaders. So with that, by the way, if you want more about what I just talked about, any aspect of it, lone rock.io. And if you're sitting listening to this, you're like, oh my gosh, we got to get our HR team or our LND folks to the next one of these summits, just go to Lone Rock.io, search around the site, look for contact information, look for something where you can, it's got an email address or you can enter in yours or whatever else, or look up Brent Chappelle. You can go to uh LinkedIn, Brent Chappelle 2P's, two L's, and and look up and and and find Brent and type Brent Chappelle uh Lone Rock. Let me just look at this up real quick while I've got you. I'm over time, but you're gonna forgive me. Um Brent Chappelle. Yeah, two P's, two L's, and just type in Brent Chappelle in in the search field at LinkedIn. Brent Chappelle uh Lone Rock and um I'm doing it right now. And boom, there he is. Um well, no, he's not. Lone Rock's gotta have, you've got to put a space between there, okay? Yep. If you type in Brent Chappelle Lone Rock is four different words, you'll find or just go to our website and you'll get all the information you need. So if you're interested, you've got somebody uh that you think you want to send or you want to come to the next executive summit or one of these briefings that we do, just go to our website and we'll get you we'll get you locked in. We'll we'll I shouldn't make that commitment. We'll chat with you, we'll get some information from you, we'll make sure it works for you. We don't charge for any of it. We don't charge for the briefing in Atlanta that's coming up or the 10 that we're doing across different cities in the U.S. next year or these uh executive summits, these multi-day events that we do um twice a year. Okay, I'm over time. That's all I got for you in this episode of Lead in 30.

SPEAKER_01:

Share this episode with a colleague, your team, or a friend. Tap on the share button and text the link. Thanks for listening to the Lead in 30 podcast with Russell.