S4:E13 🎙️Leading Through Service

¡Hola!

Hi, I'm John Maxwell. When the top companies in the world are looking for trainers, speakers, and coaches, There's one name that stands above the rest, and that's Maxwell Leadership. Our certified team members have gotten proven results for companies all over the globe, and our reputation, I'm proud to say, is second to none. Some of our members have risen to the top of their profession, including the one you're going to meet today. I proudly introduce you to my friend, Bob Fabien Zinga.

Welcome to the Leadership and Success Podcast with your host, Coach BZ. If you need to develop into a better leader, this podcast is for you. If you want to achieve a greater level of success, this podcast is for you. His mentor, Dr. John C. Maxwell, said it best: everything rises and falls on leadership. We hope to inspire you today and provide you with an insight that has the potential to positively impact the trajectory of your life. Welcome to the Leadership and Success Podcast.

All right everyone, this is Coach Bézé. Today is Monday, uh, June 23rd. Thank you for being here with me today. We're going to be talking about leading through service, servant leadership, something that is extremely, extremely important to me. And we are going to be covering an article I wrote. Let me see if I can share my screen here. Just a second. I believe it was back on May, May 10th, about leading through service. That is so important now. We cannot change the entire world, and we may not be able to make very, very big changes.

Welcome to the Deep Dive. We're here to really get into some fascinating ideas, things you can actually use.

That's right. We're going beyond the surface today.

And we're kicking things off with a quote that honestly feels like it should be etched somewhere important. It's from George H.W. Bush, someone Commander Bob Fabien Zinga clearly respects. He said, use power to help people, for we are given power not to advance our own purposes. There is but one just use of power. And it is to serve people.

Wow.

Yeah, that hits hard, doesn't it? Especially now in this, uh, really complex world we're navigating, figuring out what true greatness in leadership even looks like. Well, it's vital.

Exactly. And that's where Commander Bob Zinga comes in.

Mm-hmm.

He's a US Navy information warfare commander, also a cybersecurity executive. Pretty impressive background.

Definitely. And his journey is incredible from growing up in the Congo to becoming this highly regarded leader. It's all shaped his philosophy, which he calls leading through service.

And that's what we're doing today, isn't it? This deep dive is all about unpacking Zinga's ideas.

That's the mission. We want to give you practical, actionable stuff that might genuinely shift how you think about leadership. Our main source is his LinkedIn article, "Led: Leading Through Service: A Cybersecurity Commander's Journey to True Greatness." Right, that's the core piece.

But we're also going to bring in some insights from an earlier article he wrote, 3 leadership lessons from a Navy commander and some details about his background, too.

Yeah, it helps paint the full picture. You know, you see how his thinking evolved. The earlier lessons kind of set the stage and the personal story just gives it so much weight.

Absolutely. It shows it's not just theory. It's born from real experience, often really tough experience. So the main article is our guide, but those other pieces add important layers.

Okay, so let's get into it. Let's start at the beginning of Commander Zinga's journey.

Commander Zinga's Foundation: A Personal Journey to Leadership.

You know, it's always revealing to see where leaders' core ideas come from, those early experiences. Zinga's story doesn't start in some corporate boardroom or military academy.

No, not at all. It starts in the Congo. He actually left home when he was just 17. Think about that. 17 years old.

That's incredibly young.

Yeah.

He lands in the United States in 1996. And it wasn't like a cash road trip. There was a powerful force behind it.

Yeah, his mother. She had this incredibly strong desire, he says, for him to get the best education in the world. And for her, that meant the US. It was this driving vision.

You can imagine how that kind of background, that journey, would just fundamentally shape someone.

Oh, completely. It gave him this deep personal appreciation for things like freedom and education, things that Maybe many people born here don't think about quite the same way.

Right. It wasn't abstract for him.

Exactly. Coming from a developing nation, seeing the opportunities here, it fueled this incredible drive, this pursuit of excellence. It wasn't just about geography. It reshaped his whole worldview. You need serious resilience for that kind of leap.

And you hear that conviction when he speaks. He apparently told students in Tuscaloosa something really direct.

Yeah, he said, "Millions of illegals try to get into this country every year. You know why?" Freedom. Powerful stuff.

Very direct. And then he connects it to personal choices. If you like your freedom, then stay away from drugs. Because drugs will take your freedom away.

It's a stark warning, isn't it? And apparently, the way he delivered it— well, it landed. He mentions his thick French accent made him sound like a dude in the movies to the students.

Ah, you wouldn't expect that, but it made them listen. That little detail makes it so real.

Right, it amplified the message. And he boiled it down to this empowering empowering idea. When you say no, you're saying yes to your future. It frames it positively.

Saying yes to freedom, to opportunity, it all connects back.

Absolutely. And that deep value placed on freedom and education, you can see how it led him to understand something crucial early on.

Which was?

That leadership combined with understanding technology and business, those were going to be the keys to success in the 21st century. His own path was proof. He saw where things were headed because he'd experienced the alternative.

Okay, so that sets the stage. Then comes another defining moment: 9/11.

Right. After September 11th, 2001, he makes a huge decision. He enlists in the US Navy, and importantly, as a seaman recruit, the lowest rank.

And it wasn't just about patriotism, was it?

No, although I'm sure that was part of it. He explicitly says a key reason was to develop his leadership skills. He went in seeking that development.

And clearly, he found it. 16 years later, he's selected for Commander. That's a pretty meteoric rise.

It really is. And he gives the credit directly to "the leadership lessons I learned while serving in uniform." It says a lot about the Navy's process.

So, the Navy as a crucible for leadership, as you put it earlier.

Exactly. He describes it as a world-class leadership organization. But here's the kicker—he says failure there isn't just about losing money or reputation; it can mean losing lives.

That raises the stakes incredibly high. Doesn't it?

When the consequences are potentially fatal, the approach to developing leaders has to be rigorous, effective, uncompromising. It shapes you in a really profound way. There's no room for error, really.

He uses this vivid metaphor for Navy boot camp, doesn't he? Uh-huh. About being broken down.

Yeah, it's quite graphic but powerful. He talks about rebellious teens arriving, getting their hair cut, losing their old identity, becoming part of this intense collective. Sleep deprivation, marching, cut off from everything. Sounds brutal. It is. But then, he says, they're put back together and turned into men and women sailors. It's not just about survival; it's a fundamental transformation. And that's where he says they learn the 3 C's of leadership.

Character, competence, and connections.

Precisely. It's forged in that intense experience. It's not classroom learning; it's lived, high-stakes reality.

And that experience directly fuels the lessons he shares later.

Absolutely. It's the foundation. The lessons he outlined in his 2021 article, those 3 pillars, they come directly from this Navy experience.

Okay, let's unpack those. The first one, leadership is the most critical skill for the 21st century. Why does he say that?

Well, he calls this the century of change and he backs it up. Think about it. Knowledge exploding exponentially, industries getting completely upended.

Tech advancements, AI, robotics, automation. Yeah. Changing the job market drastically.

Right. Replacing some jobs, transforming others, and then layer on top of that global challenges, pandemics, natural disasters, economic shifts happening more often, more intensely.

The only constant is change, basically.

That's his core point. Change is inevitable and it's accelerating.

But he also points to something else, something about the workforce itself.

Yes. And this is crucial. We now have multiple generations, sometimes up to 5 working side by side. Gen Z, millennials, Gen X, boomers, even the builder generation.

All with different expectations, communication —styles, values. Exactly.

Plus, a significant increase in women and ethnic minorities in the workforce. It's a much more diverse, complex mix than, say, 50 years ago.

So the old ways of leading just won't cut it anymore.

That's his argument. Leadership styles from the 20th century, which often assumed a more homogeneous, male-dominated workforce, are simply ineffective now. They don't fit this dynamic, multifaceted reality.

It makes you wonder, what happens if leaders don't adapt?

What are the real costs? Oh, the costs are huge. If you stick to old models, you risk alienating huge parts of your team. Think about trying a rigid, top-down style with Gen Z. It just doesn't work.

You'd kill engagement, innovation.

Totally. Morale drops, people leave, and the organization becomes sluggish. In a world changing this fast, being unable to adapt because your leadership is stuck in the past? That's a massive liability. You can't harness the power of that diversity.

Yeah, you're leaving potential on the table or worse. Yeah. Okay. Onto his second foundational lesson. Leadership is influence. Nothing more, nothing less. He borrows that from John C. Maxwell.

Right. A very concise definition. Leadership, Zinga explains, is about getting people to voluntarily work towards a common goal. And the keyword there is voluntarily.

Meaning it's not about your title. Exactly.

He says leading just because of your position— positional leadership, that's the lowest level. Real leadership comes from influence, which has to be earned.

He draws a clear line between a leader and a boss.

He does. A boss, he says, expects to be served, pushes from behind, manages tasks. A leader, though, is a servant. They lead by example from the front.

And respect must be earned, not demanded. Critically.

And here's the connection. A good leader takes care of their people because if you take care of them, they will take care of the mission. It's reciprocal. Built on trust.

He mentions a Navy mentor who had this interesting take on people. The three types.

Ah, yes. Those who make things happen, those who are aware of what's happening, and those who wonder what the heck happened.

Ah, we probably all know people in each category.

Right. The advice was, aim to make things happen. Use your influence to create synergy, where the team achieves more together than they ever could individually.

That idea of influence really comes through in that quote he uses from Gates of Fire.

Oh, the Steven Pressfield passage. It's incredibly powerful. It describes a king who doesn't hide while his men fight, doesn't eat while they're hungry.

A king does not command his men's loyalty through fear nor purchase it with gold. He earns their love by the sweat of his own back.

And the pains he endures for their sake. A king does not require service of those he leads, but provides it to them. It's such a perfect illustration of leading through service and sacrifice.

It's about giving. Fundamentally. Absolutely. Stunning passage, which leads perfectly into his third lesson: leadership is a learnable skill.

Yes, he tackles that old born or made debate head-on. His answer, the sailor's answer, is clear: everyone is born, but leaders are made.

Meaning it's not some mystical gift. Anyone can develop it.

Precisely. And he believes investing in your leadership skills offers unlimited returns. Unlike money or things, that capacity just keeps growing.

He even connects it to the 10,000-hour rule.

Yeah. That idea popularized by Gladwell that mastery takes about 5 years of focused effort. Zinga says leadership is the same. It takes intentional work, study, practice. It's a discipline.

So for you listening, his challenge is pretty direct, right?

5 years from now, you will be 5 years older. You may as well resolve today to become a better leader in 5 years. It's a call to action. Start now.

Don't wait. Invest in yourself. These 3 ideas, leadership being critical, being influence, and being learnable, they really set the stage for his core concept.

Exactly. They build the framework for leading through service.

The core of leading through service. Yeah.

Redefining greatness. Right. So we've got the foundation. Now let's dive into the real core of Zinga's message: leading through service. And this came from a specific realization he had, didn't it?

Yes. A pivotal moment. He was at a leadership workshop in the Dominican Republic, and it just clicked for him. He saw his impact multiplied when he consciously shifted my mindset from commanding to serving.

So less telling people what to do and more—

what? More focusing his energy on empowering others. Things like mentoring, really listening deeply, and genuinely celebrating their wins, their successes.

That sounds like a huge mental shift, not just a technique. Oh, absolutely.

It's moving away from an ego-driven focus— how can I advance myself?— to prioritizing the growth and confidence of those we serve. That, he argues, is the essence of true leadership. It's not about the titles or the awards. It lines up perfectly with what John C.

Maxwell teaches, that leadership is about influence and encouragement, not ego. Exactly.

And Zinga quotes Maxwell on valuing people: "If I see you as hurting, I'll help you. Broken, I'll fix you.

But when I see you as valuable, I'll serve you." That distinction between fixing and serving based on seeing value, that's powerful.

It really is. It leads to what Zinga calls Flipping the pyramid. Instead of the leader at the top being served by everyone below, the leader puts themselves at the bottom, supporting the team. Precisely. Serving them. And when people feel genuinely valued and supported by their leader, their motivation, their engagement, it just skyrockets. That's the foundation for how he believes power should be used.

Which takes us back to that George H.W. Bush quote he lives by.

Use power to help people. There is but one just use of power, and it is to serve people. It's his north star.

And in a field like cybersecurity, the temptation to use power differently must be immense. Oh, for sure.

High stakes, constant pressure, rapid decisions. It would be easy to wield authority like a weapon, as Zinga puts it—barking orders, taking credit, being rigidly top-down.

But he consciously chooses a different path.

He chooses to wield it like a tool to protect, empower, uplift his team. It's a deliberate choice. And that really prompts a question for you listening. How are you using your influence, whatever it may be? Are you removing obstacles for others, coaching them, elevating them?

He gives some great concrete examples of this, like working side by side with a struggling analyst.

Yeah, instead of just telling them to figure it out, he'd drop rank, sit down with them, share his knowledge, guide them through it.

Or fighting for resources behind the scenes.

Exactly. If the team needed training or tools, he'd go to bat for them. Yeah. He constantly reminds his staff that their power isn't for making themselves look good, but for making others succeed. It completely changes the dynamic.

That focus on service then connects to the importance of values, right? Roy E. Disney's quote, "When your values are clear, making decisions becomes easier." Yes, Zinga really emphasizes this.

He actively works with his teams to define their core values—things like integrity, service, Courage, innovation.

How does that actually make decisions easier, especially under pressure?

Well, he talks about holding options up to the mirror of those values. When you do that, he says, the right path often becomes clear. It cuts through the noise and the stress because you have this internal compass.

So if service is a core value, the question immediately becomes, how can we help?

Right. The best, most values-aligned solution tends to stand out. And it's not just about saying the values; it's living them. Zinga references Lee Collins' point about time and resources reflecting values.

Meaning, where you spend your time and money shows what you really care about.

Exactly. If you value mentorship, it's blocked out on your calendar. If you value innovation, it shows up in the budget. Actions speak louder. The Navy has its core values: honor, courage, commitment. Zinga advises picking just a few but living them unwaveringly.

But what happens when leaders don't— when their actions don't match their stated values? We've all seen that, right? Oh yeah.

And the impact is corrosive. It destroys trust faster than almost anything. People see the hypocrisy.

They become cynical, disengaged. Morale tanks. People start looking elsewhere.

Absolutely. Psychological safety evaporates. Why speak up or take a risk if you don't trust the leadership? It fractures the team, undermines the mission, and ultimately harms the organization's reputation and performance. Values have to be lived consistently.

Which leads to the ultimate purpose behind all this: serving others.

He quotes Albert Schweitzer: The purpose of human life is to serve and to show compassion and the will to help others. For Zinga, this means every leadership role fundamentally is about people, not just the tech, the mission, but the humans involved.

That Gates of Fire quote again: the king serving his men. It fits perfectly here.

It's the embodiment of selfless service. Zinga finds his own purpose in seeing the human impact protecting families and businesses through cybersecurity, for example. It's not abstract; it's tangible.

He tells a story about a joint exercise, helping an overwhelmed junior team member.

Yes. Instead of letting her struggle, he sat with her, broke down the problem, guided her through it. He saw her confidence return. Those moments, he says, remind him that real greatness isn't about personal glory. But about compassion and service.

And this goes way back for him to his mother's teaching. Yeah.

Treat everyone with dignity and respect. The janitor the same way I would treat the CEO. That became his bedrock. So when he became a commanding officer, his mission was to ensure his leadership team cared for the most junior sailor, to create an environment where even Seaman Zinga, his younger self, would feel valued, supported, eager to contribute his best. It's about creating that sense of belonging and psychological safety.

So for you listening, the question becomes, how are you fostering that same dignity and respect in your sphere? It's often in those small daily actions.

Practical application and deeper reflection. Okay, we've explored the philosophy.

Now let's make it really practical. Zinga offers 5 reflective questions for you to think about. These aren't yes/no. They're for digging deeper. First, what does true greatness mean to you as a leader? Titles and awards or the positive legacy you leave?

Second, how do your core values actually shape your daily choices? Think about a recent tough decision. Did your values point the way? Third, how are you using your influence to empower others? This week, did you elevate someone else instead of yourself?

Fourth, how has serving someone else changed your view of leadership? Recall a time you put the team first. What happened? And fifth, What small step can you take today to serve your team better? Mentor someone. Offer specific praise.

Just ask, "How can I help?" These really are invitations for honest self-reflection. The value isn't in having quick answers but in genuinely engaging with the questions, wrestling with them. That's where growth happens.

And beyond reflection, he gives 6 very practical tips, real strategies. First, define and live by a few core values. Pick 3 to 5 like Service, integrity, excellence, and commit unwaveringly. Think honor, courage, commitment in the Navy.

Second, and this is key, align your actions with those values. Does your calendar, your budget, your behavior actually reflect what you say you value? That's the real test. When facing a choice, ask which option aligns best with our values.

Third, lead by serving others. Shift from what can I gain to what can I give. Empower through listening, sharing credit, investing in their growth. Celebrate their contributions. Coach them to become leaders themselves. Fourth, show compassion and empathy.

Acknowledge stress. Offer encouragement, especially in high-pressure jobs. Sometimes, Zinga notes, a kind word can turn a demoralized moment into a motivated breakthrough. It builds resilience and loyalty.

Fifth, make values-based choices. Be willing to say no to shortcuts that conflict with your values, even if it's harder in the short term. That consistency builds incredible trust. Leaders often delay their own gratification for the long-term vision.

And sixth, absolutely vital: reflect and adapt continuously. Schedule time for self-reflection. Seek honest feedback, even when it's tough, from mentors and your team. Are your actions truly matching your purpose? Greatness isn't a destination, he says, but a horizon we continually aim for.

These are really concrete tools you can start using right away, whatever your role.

Definitely. Now, there's one more layer Zinga adds in his article. Under "Think on These Things," he draws insights from biblical passages, New King James Version.

And it's important to frame this correctly, right? He's not pushing religion. Not at all.

He presents them as timeless, universal insights into service, humility, and purpose that resonate broadly, offering an ethical framework beyond any specific belief system. Okay, so what are some of these insights? Well, take Mark 9:35. "If anyone desires to be first, he shall be last of all and servant of all." The insight: true leadership means descending into service, earning trust through humility and sacrifice, not climbing a ladder.

Then Matthew 18:4-5 about humbling oneself like a child being the greatest.

The takeaway there is that humility—being open, teachable, listening—is actually a strategic strength. It fosters an environment where everyone can flourish, especially those often overlooked. It makes you wonder what childlike qualities like curiosity we lose as adults.

Matthew 20:26-28, the core of servant leadership. Hmm.

Whoever desires to become great, let him be your servant. Right. Redefining greatness as devotion to others. Lifting the team, building legacies, inspiring loyalty by carrying towels, doing the necessary, often unglamorous work of service. When was the last time we did a towel-carrying act?

Matthew 25:40, as you did it to one of the least of these, you did it to me.

This highlights the impact of unseen acts of kindness. Serving the interns, the junior staff, the struggling colleague, those who can't necessarily repay you. That's where true character shows, valuing dignity over status.

Philippians 2:4, look out for the interests of others, not just your own.

This cultivates empathy, seeing beyond roles to understand people's hopes and burdens. Moving from self-interest to shared interest builds trust, empowerment, unity. How well do we really know our team's aspirations?

And finally, John 13:1-15, the example of washing feet.

The ultimate model, Zinga says. Leaders willing to get their hands dirty, serve from the front, lead by sacrificial example. It prompts us to think about our own basin-and-towel moments, acts of humility that demonstrate commitment. These ancient texts offer this incredibly rich, universal framework for understanding servant leadership. It's not about rules but about deepening our perspective on power and purpose.

So, as we wrap up this deep dive into Commander Zinga's ideas, the core message really shines through, doesn't it? True leadership greatness isn't about personal gain.

No, it's about the people you serve, uplift, and empower. His journey and his philosophy give us so much to think about and, more importantly, to put into practice.

It really does. And if leadership is this continuous journey, this constant process of learning and adapting, like Zinga says—

then the question for you is, what's one specific commitment you're making starting today to invest in your own growth as a servant leader, focusing on service, compassion, empowerment.

Commander Zinga's call to action is so simple, yet so profound. Use your power to serve people. I mean, that's the compass right there. Exactly.

Make that your personal credo.

Think about how you'll live that out starting now in your everyday actions. All right.

So that's really the crux of my message. If you want to be a leader, You need to be servant of all. You need to add value, right? Papa John taught me 3 things that I will never forget. Number 1, I have great value. So as a leader, you need to know what you stand for. What are your core values? Who are you? What do you value? What's important to you? And that shouldn't change based on the political winds in the country. Shouldn't change based on what society says is up or down. It's who you are at the core. Who are you? What are your values? I have great values. And number 2, I value people. All people. Male, female, ethnic minority, white, everybody. I value all people. And number 3, I add value to people. All right, so that's pretty much the crux of it, and, uh, I am done now for today. Let me check. I don't see any comments in YouTube or LinkedIn. And we're going to be back here tomorrow, 6:30 AM Pacific Time, 9:30 AM Eastern Time. And tomorrow, I'm going to be talking probably about what I believe is the most important article I have ever written, Embracing the Impossible. Time and time again, I've received a lot of of, uh, direct messages on LinkedIn from people not just in the US but around the world. They're like, hey, I want to get into cybersecurity, but nobody would hire me because I don't have the experience. And the world cannot get the experience unless somebody somewhere hires me. And that's really the story of my life. When I came to this country, I was 17 years old, and I tried to get a job. I think it was 1997, but I probably applied for like hundreds of jobs on campus, which was the only place I could work at the time, but nobody would hire me because I didn't have the experience of what they were looking for. And I was like, how can I get the experience unless you guys give me a chance, right? Kind of the catch-22. And, uh, eventually somebody somewhere gave me an opportunity and I took advantage of it, man. I was there early, I stayed late, and I worked as hard as I possibly could. I was learning, learning and adding a whole lot of value. But eventually that led to me having more and more opportunity. But the thing is, I believe it comes down to your mindset, right? What you believe is possible. Don't just take no for an answer, right? A no could probably be like more like a maybe, or not right now but later. So always having that mindset that yes, there is room for me out there, there is an opportunity for me, and I'm not gonna stop until I get it. Same thing with my, my story in the U.S. military, right? I actually tried to join the ROTC program at the University of Alabama. I think it was '96, '97. They said no, I couldn't join because that was reserved for U.S. citizens only. Okay, I'm like, okay, fine. And then after 9/11, I tried to join the Navy or the Air Force. Actually, I talked to the Army and the Marines as well. They all said no, I didn't have a green card, I wasn't a U.S. citizen. Okay, I told them I'll be back, right? And then once I got my green card in 2004, I think it was August 2004, I went back to those recruiters. I said, okay, I'll be back. After talking to the Army, to the Marines, to the Air Force, and the Navy, I knew the Navy and the Air Force were the only two branches that really use their brain more than their muscles. So that's where I wanted to join. So I ended up joining the Navy. But even then I was already a director for IT at the University of Alabama. I already had, you know, maybe 7, 8 years of professional experience with a degree. So normally, uh, even as an enlisted, they should have probably brought me in as a petty officer, right, IT3 or, or something. But again, because I wasn't a U.S. citizen, I wasn't eligible for security clearance. So, uh, therefore the only thing they could do is bring me in as an E-1, which is again the lowest rank in the Navy, which is what I, what I, what I took. And then after boot camp, a year later, they were gonna try to again put me as an IT-3, but again, I wasn't a U.S. citizen, didn't have a security clearance. So I guess I went from E-1 to E-3, so I at least became a seaman. And, and then a year later, I became a U.S. citizen in 2006, February 2006. So I went back to the officer recruiter, hey, remember me? You told me I couldn't be an officer because I wasn't a U.S. citizen. Well, today I am a U.S. citizen. How do I become an officer? And the process took about a year, a year and a half, and I eventually became an Information Professional Officer. Like I say, the rest is history. And the dream I had when I was at boot camp, to either one day become a senior enlisted member of the Navy, chief, or a senior officer commander. Uh, that's the commitment I made to myself at boot camp. Uh, one day I would either be senior enlisted, E-7 or above, or senior officer. And, uh, in 2021, I became a commander, a senior officer in the most powerful navy in the world. Again, I'm saying all of this not to impress you, but to impress upon you the importance of having the mindset I will not quit. I have something I need to do and I'm gonna get it done, right? I'm going to embrace the impossible. Impossible, sometimes all it means is later, not now, but later. But what happened to most people is as soon as they face this little obstacle, they just give up. And we don't want you to do that, right? We want you to stay focused, be passionate, have a game plan, and then go after what you want. So that's what we're going to be talking about tomorrow. So again, I believe that's the most important article I have ever written based on my experience, everything I have gone through my entire life. But, but really, if I was going to sum up my life, that's really what it comes down to. People telling me, no, no, no, no, can't do, can't do, can't do, you cannot get in here because of your accent, because you are not a citizen, because blah blah blah blah, whatever reason they give me. But then I always find a way to get around it and get to my goal, right? And that's what I want for you. Basically, be— have an unconquerable spirit. Right? Be invincible. Set up your mind you're gonna do something and then do everything in your power every single day, uh, in order to achieve your goal. So that's going to be for tomorrow. Do not miss it, 6:30 AM Pacific Time, 9:30 AM Eastern Time, right here on Tuesday, June 24th. Okay, until then, uh, this is Coach BZ. Have a wonderful day.

Thank you for listening to the Leadership and Success Podcast with your host, Coach BZ. If you like what you you heard, please subscribe to our channels and come back for more wisdom nuggets on how you may develop into a better leader and achieve greater levels of success. Leadership is the most critical skill. The world will always need leaders to lead others, deploy the next disruptive technology, or execute a business strategy. You may as well decide on counting yourself among the 21st century leaders. See you right here next time on the Leadership and Success Podcast with Coach BZ.