GA 470 | Identifying and Using Your Natural Gifts with Bobby Jackson

There's also these natural gifts and abilities that people don't have, and when they are required to do them for long periods of time, it just ends up in extreme frustration and eventually burnout. And I've experienced this myself on many occasions.

Today, I am excited to welcome Bobby Jackson to the show. Now, this is a super interesting conversation and kind of goes in a slightly different direction than, you know, our typical sort of flavored podcast. Bobby is. He does have a continuous improvement background, so he's, he's part of our club. But the topic that we really dove into today was what Bobby refers to as sort of your natural gifts. All right. And so it's kind of a little bit of a, not necessarily Myers Briggs, but it's sort of all, you know, what's making us all tick. And so there's these natural gifts that some folks have identified. And Bobby goes into the great detail on who kind of came up with this and all that sort of thing. But it's really interesting because it is. It sort of all centers on to, like, the type of work that we do and the type of work that we find joy and fulfillment in and energy in is likely due to some of these natural inclinations that we all have. And so there's six gifts that Bobby's going to kind of run through, and research shows that most of us have at least two and maybe might be sort of competent in a couple. And then we've got some, some of these gifts that frustrate us. And so it's really interesting to see how, how these things can really impact, you know, really all phases of our, of our, of our life. Not just work, but at home as well. So, yeah, it's a little bit longer. I actually had the time kind of covered up during the interview, and I looked up, I finally uncovered the thing and I was like, oh, my gosh, we've been like 45 minutes, so it's a little bit longer than normal. But I think you're going to really enjoy this one. So show notes can be found over@gembapodcast.com, look for episode 470. Also, depending on the app that you're listening on, just scroll down. There's going to be some really good links that you want to go. Want to go check out. So those are all going to be below. And then if you're on the, on Stitcher or the Apple podcast app, if you guys don't mind going down and hitting a little review, it really does help us and I appreciate reading the Things that folks write on there. So, yeah, enough for me. Let's get to the show. Bobby, welcome to the show.

How are you doing? Great. How about yourself?

Yeah, doing well, man. Doing well. All right, well, I'm excited for this episode. I feel like it's maybe a slightly different, you know, topic than we normally cover on the podcast. So that's. That's always good, man. You know, So I appreciate you coming on. I know you've listened to the show, and we do like to get things going with our guest sharing a quote. So what do you got?

Yeah, absolutely. So the quote that I would want to use is from Craig Gro. He's a pastor of Life Church. He said in his most recent book, I think before the one that just came out, it's called winning the war in your mind. And his quote is, your life is always moving in the direction of your strongest thoughts. And to me, when I read that book and heard that quote, that was a profound thing and really had me kind of thinking about my own mindset and where my life was at the time and how maybe I need to change things.

Yeah, that's an interesting dude, man. I. I remember it was years ago. I listened to this art of manualness manliness podcast from time to time, and he actually had. Had that guy on. What's his name? Craig.

Craig Groeschel.

Yeah. Had him on. Talking about just, you know, how he. How he sort of built that. That how he built the church and. And sort of their small group format and all that. And. Yeah, it's really interesting. He's a. He's a pretty. Pretty fascinating guy. So. All right, well, hey, man, tell us a little bit about yourself, Bobby, about your background and what you do for. For a living and all that kind of stuff.

Sure. So just a quick. On my background. I am married 25 years, got seven kids.

Dude, we're like brothers, man. Same. I'm like 25 years and seven kids. Who are you, man? All my life.

So, interestingly, the first six were girls.

Okay.

And the last one was a boy.

Oh, boy.

Okay. So that was.

He's got a lot of moms.

Yes, he does. He actually says that he's got. He's had seven moms. Yeah, yeah, yeah. He says his real mom and then all his fake bombs.

Yeah, yeah, yeah. Fantastic. What are their ages?

So the oldest is 25. Okay. To turn 26. And then we've got 24, 22, 2017. And then we skip seven years there and then have a 10 and an eight year old.

Okay. All right, well, good stuff, man. Yeah, my oldest is, is 20, so a little bit younger than yours. And my youngest is what is Kennedy? I should know seven, I don't know, seven, eight, something like that. I don't know.

And then. Yeah, man, we've got our fifth grandchild on the way. We just found that out this past week.

Yeah, congratulations man.

I appreciate that.

That's awesome. That's awesome. All right, and so what do you, what do you tell us a little bit more about sort of like your professional background and, and, and, and what you do today?

Sure. So professional background. I've been in leadership pretty much for I don't. The last 20 years. So out of high school I started working at a corrugated plant and moved up fairly quickly to a kind of assistant supervisor role and then ended up becoming a supervisor on their night shift. And that's where I was really first exposed to kind of the whole continuous improvement idea in manufacturing. But my career have taken, has taken me from that paper plant to real estate to a few years and kind of the telecommunications and utilities and then ultimately found myself in construction and doing a lot of process and quality work and construction and then to where I am now, which is more on the consultant side. Also for the last 25 years I've been doing teaching and mentorship in ministry.

Okay, awesome man. Well, fantastic. Now do you have any background or exposure to like sort of continuous improvement, Lean Six Sigma, that sort of stuff.

So the background in that. So like I said, I kind of got exposed to Lean Six Sigma, some continuous improvement type ideologies in the corrugated industry and more of a quality aspect. So I was in a position where I was basically over quality on the entire line. As I'd gone through my telecommunications roles and my utility roles, I ended up in positions where I was doing training and I was having to do process improvement and I really got focused in and interested on how to complete these jobs quicker and how to provide, provide less waste. Yeah. In these positions. So really started getting into the study of continuous improvement and kata and things like that, but taking the principles and then using them in the service related industry which you didn't see very often. Started doing bathroom modeling of all things, working for a one like one of these one day bathroom modeling companies and started developing processes for them doing quality work. Started kind of really getting into okay, how do we provide more value, how can we train better? Things like that. And that really is what started to kick off the process improvement, continuous improvement, more the detail work. Getting into it really learning and Understanding it ended up getting a offer from a company that was doing pod construction, which is kind of like modular construction, but basically bathroom and kitchen pods, building them in boxes and basically that would be the first thing after the concrete that goes into a building in the construction process. So they hired me as continuous improvement developer. So got in, started working in the continuous improvement, you know, actually in a continuous improvement role, joined ASQ and started going through their training and got through their continuous improvement training, their quality management training, their Six Sigma training. So really started.

You're all bought in, man.

I got completely into to it. I went down at the hole hard. Man.

I was gonna say man. At first I was like, wow, maybe he's got a little experience and here you are like throwing down with all your certifications. That's awesome.

Yeah, I really got into it and started developing a lot of that stuff in that environment. But what I learned was the principles were great, but it was more about the people and started to realize that there was. You could put all the principles in place that you want, but if you can't get the people to buy into it.

Yeah.

Then it's really not going to do anything for you 100%. So after a few months in that continuous improvement role, they ended up making me quality manager and I took over the quality department, process engineering, and had some really cool things that I did there.

The reason I'm excited today, Bobby, is because we're going to dive into this topic where I was talking about what we would call what some folks are. What you're calling natural gifts. Talking about our working natural gifts and, and how they're, how they're different from, you know, maybe skills or, you know, or things that we've, we've. We've learned, you know, through education or something like that. So what, what are. Let's just start at the very beginning. What, what are you call, what are you referring to as like a natural gift?

So what I'm referring to as a natural gift are things that are what you would call like soft skills, not necessarily hard skills, where people would learn a skill, but not more something that they have that is, you could call it part of their personality or a personality characteristic, but it's, it's actually something that's more an aspect of how they work. So I've, I've been into and I've gone down the rabbit holes of all of the personality profiles. I'm extremely interested in how the mind works, how thought processes work, how personalities work into all that. But one of the things That I started to realize over the years is as much as I can learn about myself. It doesn't actually tell me how that relates to work directly. It was always kind of an indirect thing. So when I'm specifically talking about these natural abilities that people have, I was introduced to a. A man whose name is Patrick Lencioni. He's the president of the Table Group, and he's written several books on organizational health. Well, a book that he wrote on this topic just came out in December, was called the Six Types of Working Genius. And he articulated something in a way that I had thought and I had already done, but didn't necessarily have it all laid out the way that he did. So when we're talking about natural gifts that go into this, we're talking about things like your intuition. We're talking about things like how you think as far as. Are you somebody who likes to wonder about things? Do you sit back and go, why does that work like that? Or I think that can be done better. That's something that not everybody does. And some people have that as a kind of a natural ability, and some people just don't. Things like invention, the ability to see a problem and then come up with a solution for it. That is something. That's a natural ability. Not everybody has that. Some. Some people have the natural ability to galvanize people. They. They get people involved. They get people rallied around something. Not everybody can do that. In fact, some people, if you ask them to do that, they'll shriek and go hide in a corner. And then there's these other abilities like enablement, getting people what they need to do something, kind of seeing what's going to be needed to complete work, wanting to help somebody on their own terms, you know, somebody like myself. And Patrick Lencioni actually says this a few times. He says, if I'm made to do. If I'm made to help somebody on their terms, that's when I have an issue. That's when I kind of don't want to do it, but I can grit my, you know, my teeth and get through it. What I want to do is I want to help them on my terms. And I noticed that I'm actually that way, too. I love to help people, but I like to help people when I can do it my way. If my wife asks me to, hey, you know, can you go and you can clean this? And it's like, okay, I'll clean it. And then she says, why are you doing it like that? It's like, because this is the way that I came up with it. And then there's a, you know, tenacity. You know, that's another gift that people have. It's the ability to really see something through. Something I always noticed in myself is I would get like through 80% of a job and I would just want. Not want to do it anymore. It's like, okay, I've lost interest in it. And I was always thinking, well, why am I like that? Am I lazy? What's going on here? And I knew I wasn't lazy because I love to do certain things and I never had a problem working. But some people just have a natural gift and a natural ability to desire to see something all the way through to the end and just knuckle under. And then there's a lot of joy and satisfaction that people get from these natural gifts and abilities that they have. Kind of the antithesis to this is that there's also these natural gifts and abilities that people don't have. And when they are required to do them for long periods of time, it just ends up in extreme frustration and eventually burnout. And I've experienced this myself on many occasions.

Yeah. So is there sort of like a list of these natural gifts or like how many are there?

Yes. So as far as the, the system that Patrick Lencioni came up with, he's found six. And these six types of what he calls working genius that I call natural abilities are involved in any type of work. I just wrote a piece that I published on Medium, an article basically around this and the process of getting work done, whether it is planning a vacation or figuring out how to build a jet engine, it all goes through the same process. And that process, what I called for a long time was creation, culmination and completion. Patrick Leccioni calls it ideation, activation and implementation. So basically it's work going from. I see a problem, I invent a solution, I discern whether or not the solution is going to work. And I see the pitfalls, I see the opportunities. I get people rallied around it and get them to want to do the work. I figure out what we need to do the work and then I do the work. So it all goes. Every thing that you do work wise, goes through this process. And so you have what he's come up with an acronym, the acronym widget to explain how these abilities go through this process. Wonder and then invention. That is, I, I see that there's an issue here. I can see that there's a potential to solve a problem here. And then invention being A I'm going to come up with a solution for that. And then in this activation phase, which what was found out was this is kind of the part of the process that gets skipped over in many businesses. You find a problem, you invent a solution for it, but you don't go through this process of vetting that solution and getting people rallied around it. It's just you. You see it, you invent a solution for it, and then you immediately jump to this, trying to implement that solution. And this activation phase or this culmination phase of this work is so important. And those two characteristics or those natural abilities, those geniuses that go into that are discernment and galvanizing and discernment being. I'm looking at this problem and this solution that you've invented. And now I'm using my natural intuition and my natural thought processes that tell me, kind of a gut feeling, is this going to work? Is there an issue here? Do I foresee any risk involved in this? Interestingly, you know, one of my favorite continuous improvement tools and quality tools is the fmea. I think it's one of the most underutilized tools that we have. In fact, until I use it, I haven't seen anybody use an fmea, whether it's in design or process. And I started using it, and I got so much value out of it. And I asked myself, how come I don't see anything on this? Like, hardly anybody writes about it. Nobody talks about it.

We're teaching it, man, here at Gimbal Academy. Let me just say that now we use it all the time. Our green belts and our black belts. That's one of their core tools, man. It's. I would say, if you can only give me one thing, I could only have one thing. I'd say, give me an fmea, you know?

You know, that's exactly the way I feel. But, yeah, I hardly ever see anything about it.

It's real big in, like, aerospace and different industries like that. You know, they use them a lot. Automotive. Yeah. Yeah.

Well, you know, what is in the construction industry, you really don't see a lot of continuous process improvement because so much is done out on site.

Right.

But once I got into the modular world and started getting into the, like, the manufacturing and pod building world, there's so much opportunity to marry manufacturing and construction and to put these process improvement, continuous improvement things in place, and they just don't. And there's so much added value there. Yep. So then once it gets out of this discernment phase, then it goes into this enablement phase or this galvanizing phase. I'm sorry, so this galvanizing phase where you say, okay, we know the solution now we've got to get everybody rallied around this solution. Paul Akers is somebody who does this really, really well. You know, you, you see his two second lean and how he rallies his whole team around getting this stuff done. That's, that's a galvanizer. That's somebody who, who gets people moving in the right direction. That's something that I don't necessarily have as one of my geniuses. So when I see it, it's like it, it pops to me because it's like, oh man, you know, I don't see that very often. And then after this activation phase, it moves into the implementation phase or the completion phase. So then you have enablement and tenacity, enablement being people who come alongside and want to help people get things done. And they are not too worried about putting their two cents into it, or they're not worried about putting their spin on it. They just want to help people move things across the finish line. And then you have tenacity, which are these people who say, okay, you know, I've got my plan now. I'm going to go out and I'm going to do it and I'm going to do it until it gets done. And that's something that a lot of people want to think that they have. And a lot of people won't say that they don't have it because you don't want to say, hey, I don't like to complete things. But really this is something that not everybody has. In fact, through a study of thousands of, of people that they put through this, they found that people only have two of these geniuses as, as actual geniuses. And then the other four either land in the competence space. It's a working competency, it's something that you can do and you may even be good at, but it's not necessarily something that brings you joy and energy, something that you find with these working geniuses or these natural abilities. If it's something that brings you joy and energy, if you can work 15 hours a day and you get done with your work day, and yeah, you might be physically exhausted, but you come home and you're still able to spend time with the wife and play with the kids and help with homework, that's something that you probably spent the majority of your day in. Your working geniuses, your natural abilities, you know, because it brings you energy. If you if you don't work in those spaces, then that's where burnout, frustration occurs. So if it's a competency, you might do it for, you know, a couple weeks at a time and you're okay. But if the majority of your work is done even in a competency, then over time you just get burned out. And then the same with frustration, but you get there much quicker.

Run through them again, Bobby. Run through the.

Sure, yeah. So you've got wonder, invention, discernment, galvanizing, enablement and tenacity. Those are your six.

Got it, got it. Yeah. You know, I'm, I'm wondering if Patrick is a person of faith or anything like that. Like, I, I'm Catholic and so like there's, there's these seven charisms of the Holy spir it that wisdom, understanding, counsel, fortitude, knowledge, piety, fear of the Lord. I feel like there's some, there's some parallels there, you know, and it's interesting, you know, like, you know, understanding, counsel, being able to help fortitude. Right. Like being able to sort of follow through knowledge. You gotta have some knowledge. Right? And you know, so it's interesting how these things sort of all always circle back, you know, to, to some really grounded, you know, fundamentals of, of humanity kind of thing. Right.

So, yeah, he actually is, I believe he's got himself and he's actually, yeah.

I think he stole the seven charisms of the Holy Spirit and rebranded them. That's awesome, man. Now, so, so, so okay, so I'm, I'm fascinated with this sort of thing, like just trying to understand the, the human being and what makes us tick and, and so, so like what, what's ingrained in our hearts and all different. You mentioned that research is showing that people have generally two, just a few, really a few of these, of these gifts and perhaps they, you know, they're competent as some of the other ones are there like, kind of like Myers Briggs tests and that sort of things that you can do to sort of identify what your natural gifts are.

So the way that I've done it as I, I will explain these things and I will put them into some kind of theoretical scenarios and people will start to uncover what it is that they have. The, the Table group, which is his com. Patrick's company, he actually has created a, an assessment. So you can go on, you can take the assessment. I think it's right Now, I think 25 to take the assessment and it will give you a complete breakdown of your geniuses, your competencies and your frustrations and it'll, it'll label them all and then it will actually take your, your genius grouping and it will tell you what type of person you are. He doesn't correlate it with the Myers Briggs. The Myers Briggs is actually the thing that I would always go to personality wise before the working genius stuff came out. But he doesn't really correlate it that way because he says, look, this is not necessarily always going to line up with your personality. This is really about how you work and how you get work done.

Yeah, now. Yeah, for sure. I'm so I'm curious as you. If you think about, you know, like a successful organization or maybe a successful project team or something like that, are they likely to have like just something that's wildly successful, right? Like just something that just like went from zero to like infinity. I mean this thing just blew up. Do you think that the folks that are part of that, that initiative, that movement, that project, whatever it might be, that business, that there's a nice balance of these, of these natural gifts?

So I think what you're going to find is that they're all over the board. So I think in some organizations, in organizations that you find that are wildly successful, you probably are going to find that things are evenly distributed among these. If they are completing work at a, at a fast pace and they're doing it well, most likely they have somebody working in each one of these. What you will find a lot of times though is organizations that are maybe either excelling at one thing really well, but maybe not excelling in other things probably are missing some of these or organizations that are just failing overall are probably missing these things. You're going to find some really frustrated people probably too in the organizations that are doing well but don't have some of these because they're going to be people who are having to come in every day and do things that just aren't part of their natural abilities, their geniuses. So they're just completely frustrated by the fact that they have to come in and do it every day. It's actually where I found myself most recently when I quit, when I most recently resigned my last position.

Talk about that. Like what? So were you. I don't. Not trying to probe too hard here, but were you, were you being asked to sort of do things that just weren't lining up with your, your gifts?

Yeah. So I had started with a company and was a quality manager for a modular construction company and did really well, was really successful, then moved into a different part of the company, due to kind of refocusing their efforts and was moved into pre construction management, which I actually really enjoyed, but was not something that I had necessarily done in the past. Well then from there I was moved into engineering management and as an engineering manager in that role because of the just what was available to the company at that time and resources, I was being asked to really dig down into these plans and these blueprints and not just kind of see the way things were being constructed and coming up with maybe ideas or seeing how things work together and would this work and would this not work? In that case, I would been working in my geniuses and I would have loved it. But I was having to get into, okay, is this product going to work with this? And you know, is this thing the right frequency and is this thing going to hold up? Is it the right tensile strength? And we have to get tests done for this. And it was just a lot of real tedious, detail oriented stuff. And if I have to do that for long periods of time, I don't have tenacity as one of my geniuses and I don't have enablement as one of my geniuses. So if I'm trying to help people on their terms and then I'm asked to just jump in details all day, every day, it frustrates me. And I had gotten to that point over months of doing that and it was just, I had to get out because I was, it just wasn't, it wasn't good for me. I was, it was affecting every aspect of my life. Wow.

Yeah. I'm wondering, so what are your, if you don't mind sharing, Bobby, like what are your, what are your natural tendencies, your natural gifts that you, you believe you have?

Mine are, I'm a wd. What's called a wd. I'm a wonder discerner. It's interesting because once I found that out, you could really see it. If I go back through my life, you know, I've always had people coming to me saying, hey, what do you think about this idea? And it was because there's just this natural intuition that I have that I can look at something, I can see patterns, I can see where things might go well, I can see where they might go wrong. Which I think is personally why I ended up in that quality continuous improvement space. It wouldn't surprise me if most of us have that to some degree that we have that discernment that, that want to see something and figure it out and then that wonder, which is really just Almost daydreaming, I guess you could say, in a way it's, you know, seeing the world wondering why is it this way? How can it be better? So, you know, wonder discernment is what mine is. Yeah.

What were the one. What are the. Which of them are like. Do you hate that?

The, the tenacity is one of them. Yeah. And the enablement is another one. So those are kind of my frustrations. And then invention and galvanizing are kind of in the middle for me. I can do interesting. I don't mind it, but if I have to do it for too long.

Yeah, yeah, I think I'm gonna go on there. And we'll link to the, to the assessment here in the show. Notes for folks can go give Mr. Patrick 25 bucks or whatever it is. Take the test, you know. But yeah, I think about even my own, like Gemba Academy here, this. Me and my two business partners or co founders. There's three of us, Me, John and. And Kevin. And we're all very, very. The three of us are very different. And I'm super interested to know kind of like where, where each of us kind of land because I got a feeling that I don't know if we got all six covered, you know, but I'd be surprised if we didn't have a majority of them covered, you know, because. Well, what's interesting about that is there'll be times to where we'll drive each other nuts sometimes. Right. Because we're all very different and we're all rowing the same boat, right. But we're all. We've got different jobs, you know, different talents, if you will. And so sometimes I'm like, well, come on, let's go do that, you know, and. But it's, it's not in their wheelhouse, right. And so, but learning to cooperate and respect one another and our differences, I feel like that's been part of our success really. So, yeah, I'm just, just that kind of stuff really fascinates me.

Yeah. So I saw this with my own team when I took over as the pre construction manager for that company. The, the culture was really bad. You know, people weren't. Were even showing up to work. It was, you know, it just gotten to a really bad point. And one of the things that I did when I got in was I started to look at these people and realize that, you know, we've got people that are in positions where it just really doesn't play to their strengths. And so I took. I think it was a Monday or Tuesday morning, it was like three hours. I'm writing on the windows of my office and I've got my every job that we have, every position that we have on our team and every person, and I have them all labeled under these different aspects of the work and what it took to get them done. And I knew that at the time, unfortunately, the purchasing manager that I had, I had to let go because they just weren't a good fit culturally or for that position. And so I was looking for a buyer. And this really helped me kind of focus in on what is it that I need out of that person? What type of person am I looking for? And then I was able to take that and really develop a. A way to interview and understand, okay, is this person the type person that I need? It was actually in a conversation this morning where we were talking about delegation and leadership. And I was talking about this, how this really helps in delegation and leadership. Because you don't necessarily hire somebody to put them in a position based on this necess, you know, necessarily. I mean, you would because you want somebody who's going to be strong in that position. But you could have somebody who is an engineering manager who has different geniuses, and they'll do very well. You could have me in that position that do very well. But. And I was actually, I was doing well in that position. It just wasn't a good fit for me. But one person could love it, another person could hate it because of their natural gifts, their natural abilities and what they're being asked to do. So you can have somebody in positions, but then ask them to take on different tasks within that team. So, you know, a leader, if they're going to delegate well and effectively to understand this, to know what they could be asking their teammates to do, will really move the work forward much more effectively if they know that than to give somebody something. And the cost savings in understanding this are immense. You, you don't have to train nearly as much. When you get somebody who is using their gifts, then they're doing it, they're doing it well, they're energized by it. They get a lot of joy out of it, which means they're going to go home and they're going to think about it, they're going to research it on their own. So you're not having to do as much training. They're going to excel much more quickly than somebody who's not. So there's less time involved in that training, there's less resources being used, and then you're going to have less turnover because you're going to have a better work culture. You're going to have people who are using their strengths, they're seeing results. So they're going to be much more happy in their jobs.

Yeah, well, and I feel like what is going to happen is they're going to be able to reach that point of intrinsic motivation that we, many of us, are striving for. Right. To be intrinsically motivated by something not. I mean, the extrinsic motivators, the bonus, the carrot, you know, the whatever, that, that's fine and everybody likes a nice raise and a bonus. That's great. But it's not intrinsically motivating you. It's not making you think that, man, I can't wait to go to work tomorrow because I want to xyz. Right. And, and I feel like if you are aligning your work with your gifts, you're going to be more naturally inclined to be intrinsically motivated so long as you have good leadership, who's not micromanaging you and all that kind of stuff.

Right.

I mean, it's complicated, but yeah, but.

You can get so much more out of your team if you can do that. And that's what I did. At the time. We were not doing well. You know, we were, we didn't have a very good backlog. And when I ended up leaving that position, we were in the millions of dollars in backlog from almost nothing. And we were putting things out in record time through pre construction and through engineering and we hadn't done that before. Yeah. So just getting people in the right places. And then, you know, we had a, a guy who I was, it was very clear to me that he was in the wrong spot and he was going to get moved to a certain spot. And I said, don't do that. It's going to be bad for him. He's not going to do well. And I even told him, you're going to end up letting him go because he's not going to be able to do it or it's just not. We didn't have the time and the, the resources to let him really grow into that over the time period was going to take him because it wasn't in his natural gifts and abilities. And sure enough, two months later, we were having to let him go.

Yeah.

And then when I stepped away and resigned my position, I started working with a company that does, you know, some job placement and I'm, I'm getting to use these gifts now every day, you know, and Understanding people, people. And I placed him in a position as a quality manager, and he's excelling so much now. He loves his job, the company loves him, he's doing really well. And it's just because he's being used in a way that, that really aligns with who he is and his natural gifts and abilities.

Man, you need to write a book.

I would love to. I would love to. Yeah.

I mean, I think you got a lot of stories to share and obviously you're practicing this yourself and living it and, and making the world a better place because of it, so. Man, that's. That's fantastic. Hey, man, this has been a great conversation. Bobby, if folks wanted to connect with you personally, what's the, the best way? LinkedIn. What do you got?

LinkedIn right now. You know, I would love to grow a community, and I'm just kind of taking it slow and letting it grow organically. So LinkedIn, Bobby, Neil Jackson is where they'll find me.

Okay. Yeah, and we'll get you to send us the link and we'll put that in the show notes below as well so everybody can go and connect with Bobby. So, my. Hey, man. Yeah, thanks for coming on. This has been a really fun conversation and I appreciate you taking the time.

Thank you, man. I really appreciate it. And you know, you've been a big part of actually your. Your podcast of my progression, as well as a lot of other mentors that I've had. And so I've always been really interested in listening to your podcast a long time.

Awesome. Well, thank you.

For me, it was an honor and a privilege to be here.

Awesome. All right, thanks, Bobby. You take care.

Okay, thank you. You too.

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