S4:E28🎙️ LIVE Inspiring Underperformance to Excellence

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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.

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Hey everyone, this is Coach Bizzy. Thank you so much for being here with me this morning. Today is Wednesday, right? July the 10th. I mean Thursday, Thursday, July the 10th. So thank you for being here. All right, so today we are going to be talking about this article I wrote. Let me make sure you can see this. Let me make myself a little smaller here. Okay, here we go. So, uh, Inspiring Underperformance to Excellence: A Leader's Charge. So Basically, in this episode, we are going to be focusing on underperformance, and I believe it is not the end of the road, but it's actually a starting point of transformation. That's what I've learned in the last 20 years or so. So in this episode, we are going to delve into the leader's role in transforming potential into progress and setback into strategies and doubt into development. Right. So Whether you are a naval officer like I am, or a tech executive in Silicon Valley, or really it doesn't matter which industry or niche you are a part of, I believe that what we're going to be talking about here is going to equip you with 6 actionable principles and the servant leader mindset to guide team members from struggle to significance so you can have a highly performing team. So to do that, I'm going to be using the help of two of my AI agent, Joe and Mary AI, and they're going to be next in just a second. And before we get started, I want to make sure if you would please let us know where you guys are joining us from. Let us know your city, state, country if you're outside of the US. And also, if you have a question for me specifically about today's subject, please type it in the comment section. This podcast is going on live on LinkedIn and on YouTube. And I'm gonna make sure to highlight your question before the end of this episode. And also, if this podcast is adding value to you, I'm doing this every single day, writing a leadership devotion and publishing this podcast, and I have you guys in mind. So if it's adding value to you, please let somebody within your circle of influence know, share the link. Tag someone and subscribe to the podcast on whatever your favorite podcast platform is and engage with the content. And yeah, that would be wonderful. And I very much do appreciate that. All right, Joe and Mary, you guys are next.

Welcome to the Deep Dive. I am Joe AI.

I am Mary AI. Thank you for joining us this morning. Where are you tuning in from? Drop your city, region, or country in the comments. Got a leadership question for Coach BZ? Type it below. He will answer live during the show.

Today we'll unpack insights from a powerful leadership article Commander Bob Fabien Zinga, callsign BZ, wrote titled Inspiring Underperformance to Excellence: A Leader's Charge. Coach BZ is a cybersecurity executive, U.S. Navy commander in the information warfare community, and a servant leadership coach. He has spent over two decades leading high-performance teams across two worlds that don't often intersect. Structured military environments, and fast-moving Silicon Valley tech companies. That's given him a unique vantage point. He led through chaos and complexity, under the weight of tight deadlines, evolving threats, limited resources, and in contexts where both failure and success carried outsized consequences. From secure war rooms to executive boardrooms, from ship decks to cloud networks, he has seen pressure from both ends, structure and speed, discipline and innovation. CdrBZ has learned this: no matter the arena, leadership is about people. Always. His leadership philosophy is anchored in timeless values: integrity, service, excellence, respect, and dependability. Those aren't just Navy slogans; they're life principles. They shape how he leads. They shape how he coaches. And most importantly, they shape how he sees people. This isn't theory for Coach BZ; it's lived experience. His approach was forged in high-stakes environments where outcomes truly matter. In one context, we're talking about life and death. In another, we're talking about mission success, regulatory compliance, customer trust, or organizational survival. So, here's the mission for today: we want you to walk away from this episode not just informed but equipped. Equipped to lead through complexity. Equipped to inspire greatness in the people around you. Equipped to see what looks like underperformance not as a problem to fix but as a moment to coach, to uplift, to transform. Let's unpack this together. What struck BZ early on in his leadership journey, and what remains true today, is this: great leadership begins not with process but with people. That's a paradigm shift. We often think of leadership as decision-making, strategy, operations, scaling, and execution. And yes, all of that is important, but none of it means anything if you lose sight of the human beings behind the performance. Leadership is not primarily about control, authority, or issuing top-down directives. It's about elevating others. It's about unlocking the potential that already exists in your team. That applies whether you're leading a naval unit in a critical combat operation or guiding a cybersecurity team through a complex enterprise-wide system migration. In both environments, CDR Zinga has seen firsthand that the core principles of leadership— empathy, clarity, vision, service— are universal. They transcend job titles, sectors, and organizational charts. They speak to the human condition. And yes, that means dealing with the hard stuff. Zinga's charge, and our charge to you, is this: when you face underperformance, don't react with frustration, blame, or judgment. Don't allow pressure to override perspective. Instead, lead with empathy and intentionality. That might feel counterintuitive, especially when you're under stress. Deadlines are looming, targets need to be hit. It's tempting to default to pressure tactics, But the best leaders we have studied, the best leaders CDR BZ has served with, and the best results he has delivered have come not from coercion but from compassion paired with clarity. So how do you reconcile that? How do you hold space for empathy when performance still matters? When excellence is non-negotiable? That question brings us to a foundational principle, one that has shaped Coach BZ's entire career and leadership philosophy. Let me offer two quotes that ground this approach. The first is from Steve Jobs, and it cuts right to the core. Your job isn't to fix the person, it's to unlock the greatness within them. And the second is from one of Coach BZ's leadership mentors, Dr. John C. Maxwell, affectionately known as Papa John. When you see people as valuable, you'll serve them. These are more than motivational sound bites. They are the intellectual and emotional scaffolding for what we're building here. They challenge us to lead differently. Think about the shift happening here. Traditional models of leadership often start with a problem. This person isn't performing. What's wrong? How do we fix it? But this new model, this servant leadership, this human-centered leadership starts with a possibility. This person has value. Where is it hidden? How do I unlock it? That's a full paradigm shift from a deficit-based mindset to an asset-based mindset. Let's break that down. A deficit-based mindset sees a team member who's broken, flawed, lacking something essential. It focuses on their weakness and failure. It says, you're not enough and I need to fix you. But an asset-based mindset sees someone with strengths, may be buried, may be underdeveloped, but real, tangible, worth investing in. It says, "There's something powerful in you. Let's uncover it. Let's align it. Let's grow it." Here's a metaphor I love to use. The deficit mindset sees a broken wheel. It's clunky, malfunctioning, and needs to be replaced or repaired. But the asset mindset sees a powerful engine that just needs better fuel. Or maybe a different environment, maybe a fresh ignition. Same situation, two radically different leadership responses. So instead of asking, what's wrong with them? Ask, what strengths are hidden here? And how can I as a leader help surface and support those strengths, even if they're not visible right now? That shift changes everything. It changes how you start the conversation. It changes the questions you ask. It changes the energy you bring. And it changes the outcome—for everyone. Because when you see someone as a well of untapped potential instead of a liability, you bring dignity into the process. Leadership then becomes less about correcting and more about cultivating. Let me pause here and ask you, leader to leader, How do you currently view underperformance? Do you treat it like a malfunction, something to be fixed with disciplinary action, policy, or pressure? Or do you treat it as a signal, a moment to pause, reflect, and coach? Zinga and I would argue that your first reaction to underperformance reveals your leadership operating system. And the good news? You can update that system at any time. Your initial perception shapes your entire approach. It determines whether the person in front of you becomes defensive or hopeful, whether your team stagnates or evolves, whether your culture breeds fear or fosters growth. So with that new mindset in place, with that asset-based view locked in, it's time to move into the framework itself. This isn't just mindset, it's method. From BZ's years in the military and the tech industry, he has synthesized a 6-step process, a playbook really, that transforms underperformance into excellence. It's been tested under fire, and it works. It's not complicated, but it is powerful. So let's turn the page. Let's move from the why to the how. In the next section, we'll unpack the first 2 steps of the framework and set the foundation for transformation. Let's go, Mary.

You are next. So what does this all mean for you as a leader? How do you move from mindset shift to meaningful action, especially when you're dealing with someone who's underperforming? That's what this next segment is all about. Let's walk through the first 2 steps of the 6-step framework I developed, one that's been shaped by years of military leadership and Silicon Valley tech experience. These first 2 steps form the foundation of transformation. If you skip them, nothing else will stick. But if you get them right, everything that follows becomes easier, more impactful, and more sustainable. Let's begin with step 1: identify the real issue. Seek to understand. Zinga's core idea here is crystal clear. Before you take action, before you create a plan, before you even think about offering solutions, you must first dig deep. You've got to understand the root cause of the underperformance, not just the symptom. Not just the surface behavior. In my experience, too many leaders skip this step. They jump straight to conclusions. They assume it's laziness or a lack of commitment or poor work ethic. But those assumptions can be misleading and dangerous because underperformance is rarely one-dimensional. It could be a skill gap. It could be a miscommunication about expectations. It could be a cultural mismatch. It could be burnout, or it could be deeply personal— family issues, health challenges, financial stress. Or emotional overwhelm. Zinga drives this home with a quote from Darren Hardy: "You can't improve what you don't measure, and you can't measure what you don't identify. Read that again: identify first, measure second, improve third." This is a call for precision, not guesswork. It's a call for thoughtful diagnosis before you start writing prescriptions. Because leadership isn't about rushing to fix; it's about pausing to understand. That means asking questions, real questions, not interrogations, but compassionate inquiries that open the door to honesty. You might ask, "What challenges are you currently facing that might be impacting your work?" "How can I support you better in your current role?" These aren't just check-the-box performance review questions. These are soul-level questions that tell your team, "I see you, I care, and I want to help." But asking is only half the equation. The other half is listening, and I mean active listening, not just hearing words but truly absorbing what's being said and what isn't. Listening for hesitation, for tone, for what's being avoided. Sometimes what's not said is just as important as what is. Creating that safe space takes intention. It's not enough to say, "My door is always open." Anyone can say that. What matters is follow-through. Do you show non-judgment? Do you hold space for silence? Do you validate emotion without making it about you? Let me give you an example. Let's say someone on your team says, I'm just really swamped. You could leave it at that and assume they're disorganized, or you could lean in. Maybe they're swamped because they lack the tools to manage their time effectively, or they're navigating a new role without adequate onboarding, or they're facing something far more personal, like caregiving for a sick parent or wrestling with imposter syndrome. You won't know until you ask and then listen. One story that illustrates this beautifully comes straight from Zinga's Navy career. He tells of a junior enlisted sailor whose performance suddenly dropped off. She'd been sharp, attentive, and reliable until seemingly overnight she began missing deadlines and disengaging from the team. Rather than reprimanding her or initiating formal discipline, Zinga invited her into a one-on-one conversation. It was candid. It was empathetic. It was safe. What emerged was heartbreaking. She was going through a deeply stressful family crisis at home, one she hadn't felt comfortable disclosing. The emotional toll was massive. But once it was out in the open, Zinga could connect her with the right support services—Navy chaplains, family readiness officers, mental health professionals. The result? Her performance rebounded. She felt supported, seen, empowered. This is the kind of leadership that builds not just compliance but commitment. And it reinforces a vital truth: even in the most structured, mission-critical environments, like the military, people are still people. They bring their whole selves to work, and if we ignore that, we're leading blind. So here's the takeaway: a single conversation, driven by curiosity and care, can surface the true root cause of performance issues. Often, It's not what you assumed. And sometimes, the most powerful leadership move is not correcting but connecting. This brings us to step 2: Set objectives, define clear goals. Once you've truly understood what's going on, the next move is to chart a way forward. Because insight without action is just observation. You need a destination. Clarity is the foundation of high performance. Without clear, well-defined objectives, people feel lost. Disoriented, demotivated, they drift, they stall out, they hesitate to act, and that in turn only magnifies underperformance. It's like trying to hit a target you can't see or running a marathon without a route. You don't know where the finish line is or even if there is one. Zinga uses a quote from Brian Tracy to reinforce this. Goals are the fuel in the furnace of achievement. Think about that—fuel. That's what a clear goal does. It energizes action. It gives purpose and propulsion. Now, we've all heard about SMART goals—Specific, Measurable, Achievable, Relevant, and Time-bound. That's not new. But what Zinga emphasizes isn't just the acronym; it's how you get to those goals. Too often, goal-setting is done to someone, not with them. But when goals are co-created, when they're shaped through dialogue, when they reflect not just organizational priorities but personal aspirations, that's when things change. That's when you move from compliance to conviction. Zinga reminds us that the R in SMART doesn't just mean relevant to the project or company objectives. It also means relevant to the person's growth, their trajectory, their vision for their own career. Because when a goal serves both the team and the individual, it becomes meaningful, motivational, memorable. Let me paint the picture. Imagine you have a junior analyst on your team. She's bright, capable, But stuck. She's doing the work, but there's no spark, no direction. She's spinning her wheels. She's— Now imagine sitting down with her, not to impose new metrics, but to co-design her path. You ask about her aspirations, her skill gaps, her passions. You discover she wants to specialize in threat hunting and eventually lead her own team. So together, you create a set of goals. Not just complete task X by date Y, but Attend a SANS training course on threat detection. Lead a pilot project to test a new SIEM tool. Shadow the senior architect during weekly reviews. Now the work has a trajectory, a purpose. She's no longer just meeting expectations. She's building something herself. And you, as a leader, just lit the fuse. That's the power of co-ownership. When people feel like they've helped shape the goals, they feel a responsibility to reach them. Not because they were told to, but because they chose to. That intrinsic motivation is sustainable. It lasts longer than any bonus or threat. And here's the beauty of this 2-step sequence. Step 1 earns trust. Step 2 builds momentum. You've listened deeply. You've identified the real issue. Now you're collaborating to design the path forward. It's not just about fixing a problem. It's about helping someone rise. So I'll ask you this, leader to leader. When was the last time you co-created goals with a team member instead of assigning them? If it's been a while, or never, try it. Start with one person. Choose someone who's struggling, someone who feels stuck, someone you might be tempted to write off. Instead of writing them off, write them into a new story, one that you create together. That's leadership. That's transformation. And it starts with steps 1 and 2: understand the real issue, define a shared goal. Now that we've built that foundation, we're ready to move into the next 2 steps of the framework. Coming up next, how to offer the right kind of support and how to build compassionate accountability. Let's keep going.

Back to you, Joe. Two. So we've taken the first two crucial steps, understanding the real issue and co-creating clear, relevant goals. That foundation is essential, but it's not enough on its own. The next two steps in this six-part leadership framework are where transformation starts to take shape in action. Let's move into step three. Provide support. Empower through resources. Now, when people hear the word 'support,' they often think of physical tools, like new software licenses, more headcount, or bigger budgets. And while those can be helpful, that's not the heart of what this step is about. True empowerment, true leadership support, is cultural as much as it is material. It's about creating an environment where people feel seen, supported, believed in, and equipped to succeed. Not just told to do better, but shown how and given the tools to actually do it. Zinga captures this beautifully with a quote from one of his core mentors, John C. Maxwell: Leaders become great not because of their power, but because of their ability to empower others. Empowerment is the key word here. It's not about command and control. It's about uplifting and equipping. This step challenges leaders to ask, what specific, tailored support does this person need right now to grow and succeed? That support can take many forms. Sometimes it's formal mentorship, pairing someone with a more experienced colleague who's been down the same road. Other times it's targeted training, closing a specific skill gap with the right course, tool, or certification. It could be access to better systems or platforms. But often, it's something even more basic, like more frequent check-ins, clearer communication, or time to breathe and reflect. The key here is customization. There's no one-size-fits-all support strategy. What works for one person might miss the mark for another. So we go back to step 1: understanding the individual. Then we use that understanding to tailor support. Zinga shares a powerful story that illustrates this from his cybersecurity leadership days. He recalls a time when one of his engineers was clearly struggling. The engineer had been assigned a technically complex project, something new, something outside his comfort zone. The pressure was mounting. The quality was slipping. Frustration was building. Now, many leaders would have interpreted this as underperformance or even insubordination. But instead of doubling down on pressure or questioning the engineer's commitment, Zinga took a more strategic and compassionate approach. First, he paired the engineer with a senior colleague who had deep expertise in that specific area. A mentor, not a micromanager, someone who could model excellence and create a safe space for learning. Second, he arranged for targeted training that directly addressed the engineer's technical gaps. It wasn't generic. It was laser-focused on the challenges of the current project. The result? Within weeks, the engineer was thriving. He gained confidence. He developed the required skills. He began contributing at a much higher level and, in fact, exceeded expectations. That's empowerment in action. And it underscores something critical: often, underperformance is simply a gap. A gap in knowledge, support, confidence, or tools. Leaders who empower their people close that gap. They don't just point at it and criticize it; they build bridges over it. Another important insight from this story: sometimes the most powerful support doesn't cost a thing. It's not always about expensive training programs or bringing in outside consultants. Sometimes, the resources are already in your organization, senior team members, internal expertise, or even your own time and attention. When you foster that kind of peer-to-peer mentorship, it not only helps the individual, it strengthens your entire culture. You're building a team that learns together, supports each other, and grows stronger as a unit. So let me ask you, are you empowering your team to succeed, or are you expecting them to succeed in silence? Because if your team feels like they have to figure it out alone, you're missing the mark. Empowerment doesn't mean coddling; it means investing with intention, and that's what step 3 is all about. Now, let's talk about step 4: monitor progress, foster accountability. Now, I know, accountability is a tricky word for some people. It can carry a negative connotation—surveillance, micromanagement, constant scrutiny. But that's not how Zinga frames it. And it's not how we should either. In this framework, accountability is about momentum and mutual visibility. It's about staying connected to progress, making timely adjustments, and ensuring we're moving forward together. Zinga emphasizes the importance of regular, structured check-ins. These are not just status updates; they're leadership moments. They allow you to track progress toward goals, identify emerging roadblocks, celebrate small wins, reallocate resources dynamically, offer course corrections before it's too late. The key is consistency. Zinga references another quote here, one from Jim Rohn: Discipline is the bridge between goals and accomplishment. You can set clear objectives and provide all the support in the world, but without discipline, without feedback, without staying engaged, things fall apart. So, how do you do this without becoming a micromanager? That's a valid concern. The answer lies in engagement, not control. You're not hovering; you're staying tuned in. You're showing that you care about their progress, not just the outcome. The practical tip here is to establish a predictable cadence of communication. Maybe it's weekly one-on-ones, biweekly project reviews, or monthly retrospectives. Whatever the rhythm, it needs to be consistent. And it needs to be constructive. And when you do check in, don't just look for problems; look for progress. Zinga encourages leaders to celebrate small wins along the way. These don't have to be huge; even small forward motion deserves recognition. That recognition builds confidence. It reinforces positive behavior, and it creates a sense of momentum. Here's an analogy I love to use. Imagine navigating a ship. You've set the course, you've checked the weather, you've got a crew. But once you're at sea, you don't just disappear below deck and hope you arrive at the destination. You check the compass, you observe the winds, you adjust your course, you stay engaged. That's leadership. And Zinga shares a story from his own experience that brings this to life. He was leading a major system upgrade, something complex, multi-phased, mission-critical. Lots of moving parts, high stakes, tight deadlines. Rather than waiting until the end to check on progress, he established a cadence of weekly briefings. And not just for project managers or senior leadership. These briefings were for the entire team. Everyone had visibility. Everyone had voice. They'd discuss what had been accomplished, what challenges had emerged, who needed support, where resources needed to shift. This rhythm, this shared predictable space, became a lifeline. It kept the project on track, yes, but it also kept morale high because people felt seen. They knew their work mattered. They understood how it contributed to the bigger picture, and they felt part of a shared success story, not just isolated task runners. That's the beauty of this step. When accountability is done right, it becomes a source of strength, not fear. It invites collaboration, not compliance. So as we close this section, here's your reflection. How do you currently monitor progress on your team? Are you waiting until things fall apart to intervene? Or are you engaging early, often, and with empathy? The best leaders don't wait for problems; they walk alongside progress. That's step 4. Now that we've supported our team and fostered forward motion, we're ready for the next piece: how to evaluate outcomes and create a culture of reflection and growth. Let's dive into that in section 4.

By now, we've walked through the first 4 steps of Bob Fabien Zinga's powerful leadership framework. We've learned to understand the root issues, co-create meaningful goals, provide tailored support, and foster momentum with accountability. But what happens when, even after all of that, things still aren't working as expected? That's where the next shift begins. Let's explore Step 5: Adjust strategy. Be flexible and adaptive. Let's be honest. In leadership, there are few things more frustrating than seeing a well-crafted plan fall flat. You've done the prep work, you've empowered your people, and yet progress stalls. That's the critical moment where many leaders panic, double down, or worse, blame the team. But that instinct, that rigidity, it's a trap. The truth is flexibility, real, courageous, intentional flexibility, is a hallmark of effective leadership, especially in today's ever-evolving world. Bob Fabien Zinga puts it bluntly, if your strategy isn't working, you have to be willing to pivot, not hesitate, not make excuses, pivot. He backs this up with two quotes I think every leader should memorize. First, from General Colin Powell: "Great leaders are almost always great simplifiers." Powell's insight reminds us that leadership is not about clinging to complexity or staying married to what once worked. It's about simplification, cutting through the fog to make things clear and actionable again. And then, this one's lighter but just as meaningful, Zinga invokes a favorite unofficial motto from the U.S. Navy: Semper Gumby, always flexible. A nod to the green clay figure we all grew up with, sure, but more importantly, a mindset that says stay adaptable, stay moldable, stay real. That flexibility, according to Zinga, isn't optional. It's a leadership imperative. Now let's talk practical. What does flexibility actually look like in practice? First, it starts with cultivating a culture of openness. Leaders must invite honest feedback, not just about personal performance, but about the strategy itself. That means asking your team, "Is this process helping you succeed? What's slowing us down? Where are the friction points?" And then actually listening to the answers. That's huge. We've all been in organizations where questioning the plan feels like insubordination. But Zinga's message is the opposite. He says, "The most resilient teams are built on the courage to call out when something isn't working and the humility from leadership to change course when necessary." One of his most vivid examples of this principle in action involved a lagging project. Things were behind schedule. The team was demoralized. At first glance, it might have seemed like a motivation issue or a personnel problem. But digging deeper, the truth emerged. The workflow itself was overly complicated and inefficient. No one was set up to win. So what did Zinga do? Instead of blaming the team or applying more pressure, he and his leadership partners took ownership of the system. They streamlined the workflow, removed unnecessary steps, redistributed tasks to relieve pressure points. The result? The team found their rhythm, the project turned around, and momentum was restored. It's such a refreshing example of how leadership isn't about being right; it's about doing what works. Here's the deeper lesson: underperformance isn't always personal. Sometimes, It's structural, process issues, communication breakdowns, overly ambitious scopes. Zinga's approach challenges leaders to take a hard look at the system, not just the people. And that takes humility. It's not about abandoning accountability; it's about creating conditions for success. A flexible leader doesn't ignore failure; they study it. They adjust. They evolve. They create new opportunities for the team to win. So let me ask you, where in your leadership might you be clinging to an old plan that no longer serves your mission? Are you stuck on the path or focused on the destination? Zinga would say, choose the destination. Be willing to forge a new route if the one you're on isn't working. That's agility. That's leadership. Now, that brings us to the 6th and final step in the framework, and it's arguably the most transformational of them all. Step 6. Encourage ownership. Build leaders within. This is where everything comes together. If the first 5 steps are about unlocking performance, this last one is about unleashing potential. It's not just about solving a performance issue anymore. It's about nurturing the next generation of leaders. Zinga's core belief is that leadership should multiply itself. The best leaders don't just build followers, they build leaders. He leans into a beautiful quote by Robin Sharma. Leadership is not about a title or a designation. It's about impact, influence, and inspiration. That's the energy behind step 6, inspiring ownership, real intrinsic ownership in your team members. So how do you do that? Zinga's advice is incredibly actionable. First, assign meaningful responsibilities. Don't just give busywork or shadow tasks. Assign work that matters, work that's connected to the organization's mission, goals, or strategic impact. Then, this is the hard part for some—trust them, guide them, support them, but don't hover. Allow them to make decisions. Let them solve problems. Give them the space to fail small, learn fast, and grow strong. Because that's what real empowerment looks like. Let's be clear—this isn't abdication. You're not disappearing. You're still present. You're coaching, you're nudging, you're celebrating. But you're doing it from a place of trust, not control. And Zinga's story here is one of my favorites. He shares how he assigned a critical, high-visibility initiative to a relatively junior officer. It wasn't a test. It was a genuine opportunity. He made it clear she had his support. He equipped her with the right context and resources, and then he let her lead. Not only did she execute with excellence, she went beyond what was expected. And just as important, she grew. Her confidence expanded. Her capacity increased. She wasn't just a better contributor. She was becoming a leader herself. That's what step 6 unlocks. It's not just about fixing underperformance; it's about seeding future leadership. You're creating what Zinga calls an ecosystem of excellence, where individuals don't just meet expectations; they surpass them. They grow into stewards of the mission. They carry the culture forward. It's a shift from solving problems to developing people, from managing to mentoring, from leading by authority to leading through influence and example. And it's sustainable because once ownership takes root, once people feel that this mission is theirs, they bring more energy, more insight, more resilience to the work. They don't wait to be told what to do. They look for how to help. They start pulling others up alongside them. They become the culture. So here's the reflection I wanna leave you with for this final step. Are you giving your team members real ownership or are you simply assigning tasks? Are you trusting them to lead, or are you keeping them in a loop of dependency? Zinga's framework doesn't end with performance. It ends with purpose. And that purpose is to multiply leadership, not just manage behavior. That's how you create lasting transformation in a team. That's how you go from a single spark to a network of flames, each one lighting the next. And that's the journey from underperformance to excellence. In the next section, we'll zoom out and look at the big picture, the integrated model that pulls these steps into a cohesive leadership philosophy. Plus, we'll reflect on timeless biblical truths that help ground this framework in wisdom, humility, and enduring impact. But before we go there, ask yourself this: Who on your team could rise higher if you gave them the room to grow? Because that one decision could change everything. Let's keep going.

Wow, that 6-step framework we've explored is incredibly practical, clear, and actionable. But as with all great leadership tools, it's not meant to stand alone. And Bob Zinga doesn't stop there. He goes deeper, beyond the steps, into a richer philosophy that reflects his own professional evolution. What comes next is what he calls the Integrated Model of Leadership, inspired by Keith Corbridge. This isn't just an add-on; it's a powerful way to contextualize the entire leadership process. If the 6 steps are the map, the Integrated Model is the compass. It helps leaders know how to be while they navigate what to do. So, what is this model? At its core, it's a meta-framework. Think of it as the leadership ecosystem surrounding your tactical actions. It reminds us that real leadership effectiveness is not linear. You don't just march through 6 steps like checking boxes. You lead with your whole self, across dimensions that are often happening simultaneously. This model proposes 4 core interconnected leadership dimensions: 1. Technical, 2. Adaptive, 3. Inner, 4. Outer. Let's break them down. 1. The Technical Dimension: This is your competence—the knowledge, skills, and abilities required to lead within your domain. It's the foundation. In cybersecurity, for example, Zinga emphasizes the importance of knowing your frameworks, protocols and policies cold. You've got to speak the language of your craft, whether it's NIST standards, incident response workflows, or the latest zero-trust architecture. Technical fluency builds credibility. And this matters, not just so you can jump in and do the work yourself, but because your team needs to know you've been there. You've done the hard jobs. You understand their pressures. When leaders demonstrate technical depth, They gain the trust that comes from earned respect. But let's be clear—being technically sound alone is not enough. Leadership is not just about having answers; it's about navigating the unknown. Which brings us to the second dimension. 2. The Adaptive Dimension. If technical competence is about what you know, adaptive leadership is about how you respond, especially under pressure, especially when things are unclear. This dimension speaks directly to how leaders operate in complex, fast-changing environments. It reflects your ability to handle uncertainty, to pivot strategy, to deal with ambiguity without freezing. Zinga ties this to his own experience leading teams in the military and tech. When you're facing a rapidly unfolding cybersecurity incident or a startup in flux, you can't rely solely on a policy document. You have to think creatively, You have to rally people. You have to change the approach, sometimes in real time. This is leadership as art, not just science. It's also about influence. In adaptive leadership, you don't always have formal authority. You might be leading cross-functional teams, or managing up, or guiding someone through personal transformation. The tools here aren't technical; they're emotional intelligence. Agility, listening, empathy, trust. Underperformance, for instance, rarely yields to a script. It requires an adaptive mindset, one that doesn't just rely on checklists but instead leans into understanding people as individuals. This dimension separates doers from leaders. It's about leading with insight, influence, and improvisation, not just instruction. 3. The Inner Dimension. This is the soul of leadership—your character, your authenticity, your values in motion. This is the part that's easy to overlook, especially in high-pressure environments where results are king. But Zinga makes it crystal clear: if you skip the inner work, your leadership won't last. Your influence will always be limited. John C. Maxwell says it best: "People buy into the leader before they buy into the vision." This means your team is watching, closely. They're reading your integrity, your self-awareness, your emotional steadiness when things go sideways. Your inner dimension is what creates trust or destroys it. It's not about being perfect; it's about being real. Owning your mistakes, keeping your word, admitting when you don't know something, and leading with humility. Zinga challenges leaders to ask, "What's guiding me? Where am I leading from—fear or purpose, pride or principle?" Because when your inner foundation is solid, your leadership becomes magnetic. People will follow your vision not because they're forced to but because they believe in you. And when that's missing, even the best strategy will fall flat. 4. The Outer Dimension. Finally, we arrive at what most people default to when they think of leadership: getting things done. This is the results side—deliverables, impact, meeting KPIs, leading successful launches, hitting readiness targets in the military, delivering measurable value. Zinga is clear: you cannot be an effective leader if you don't deliver outcomes. Vision and values are great, But they must translate into tangible, visible success. This is where the first 3 dimensions come together. Your technical skills equip you, your adaptive ability adjusts to conditions, your inner character earns trust, and then your outer leadership executes. You become the kind of leader who gets results and builds people, who hits goals and leaves a legacy, not just once, but again and again. Zinga gives powerful examples of outer leadership. Mission completion, restored performance, elevated team culture. But he's always pointing back to this truth: Outer performance without inner alignment is like building a skyscraper on sand. That's why these 4 dimensions can't exist in silos; they must be integrated. Integration is the key. Here's the quote Zinga shares from Keith Corbridge that perfectly sums this up: Doing the inner and outer work while balancing technical precision with adaptive wisdom equips us to lead all people, including the underperformers, towards sustainable excellence. Let that sink in. This isn't about being a unicorn who excels in everything at all times. It's about being intentional, reflective, balanced, willing to grow where you're weak, willing to share shore up where your leadership is leaning too heavily in one direction. Because here's the danger: if you're over-indexing in just one area, say technical skill, but lack the inner work or adaptive strength, your leadership will feel brittle. It may crack under pressure. Or if you're deeply principled but never execute, you'll be seen as inspiring but ineffective. Great leaders don't just act, they integrate. Leadership reflection prompt. So let me ask you now, which of the 4 dimensions are you strongest in right now? Which one do you tend to overlook or underdevelop? How might that imbalance be impacting your ability to elevate underperformers or develop your top talent? Zinga's integrated model is a powerful invitation. It's an opportunity for you to zoom out and look at yourself not just as a task manager But as a leader of people, of culture, of change, it calls for courage and self-honesty. But the reward? Sustainable excellence, not just for you but for the people you lead. And that brings us to our final section, a leadership reflection rooted in timeless wisdom. Because even the most sophisticated frameworks still benefit from grounding in truth, humility, and purpose. Let's turn there now.

Just when you think the leadership journey has landed, Zinga pivots again, and it's a pivot that feels both bold and beautiful. He introduces something deeply unique, a reflective section titled Think on These Things. This is where practical leadership strategy meets something far more timeless, ancient biblical wisdom. It's not what you typically find in a modern leadership article, especially not from a Navy commander or a Silicon Valley cybersecurity executive. But that's precisely what makes it so resonant. This isn't about religion; it's about anchoring leadership in values that have stood the test of time—truths about humility, diligence, excellence, and service. In an age of quick fixes, flashy tactics, and fleeting corporate buzzwords, Zinga brings us back to principles that have shaped civilizations and transformed lives. It's grounding, it's refreshing, and it's a reminder that leadership isn't just a skill It's a calling. Let's walk through a few of these ancient verses and explore what they reveal for leaders today.

Proverbs 22:29, ESV: Do you see a man skillful in his work? He will stand before kings. He will not stand before obscure men. This verse is rich with insight. It speaks directly to the power of mastery, of becoming excellent at your craft. Zinga uses this passage to remind leaders that diligence and skill are not optional. They are the path to influence. Excellence is magnetic. The people who refine their craft will inevitably rise. But there's a key shift here. It's not just about personal excellence. As a leader, are you cultivating skill within your team? Too often, we wait for people to prove themselves before we invest. But this proverb encourages us to see potential early, to nurture greatness even when it's still in seed form. Bob Fabien Zinga challenges us with 3 coaching prompts: What specific skill are you currently refining that would distinguish you as a go-to leader or expert? This turns the mirror on the leader. You can't call your team to excellence if you aren't pursuing it yourself. Who on your team demonstrates high potential but may need development or recognition to truly thrive? Not just talent spotting, but Talent Building. Are you creating environments where mastery is rewarded and sharpened? Are you building a culture of excellence or just expecting it to appear? This is a call to proactive development. Mastery is forged in intentional environments, not accidents. Colossians 3:23-24, ESV. Whatever you do, work heartily, as for the Lord and not for men, knowing that from the Lord you will receive the inheritance as your reward. You are serving the Lord Christ. Here, Zinga shifts from the how of leadership to the why. This verse speaks to purpose, to working with a higher mission in mind, something beyond titles, metrics, or even corporate impact. It's about knowing that what you do matters at a soul level. When team members find purpose in their work, their engagement transforms. They take initiative, they persevere through difficulty, They hold themselves to a higher standard, not because of external rewards, but because it resonates internally. It's intrinsic motivation, the most powerful kind. Zinga's prompts for leaders here are equally introspective. What higher mission motivates your daily work beyond rank, promotion, or recognition? What's your true north? How can you help your team connect their tasks to a greater purpose or legacy? Your job isn't just to assign tasks; it's to assign meaning. Are your current efforts marked by excellence even in the unseen or uncelebrated areas? That's the test of integrity—what you do when no one's watching. When leaders operate from deep purpose, they inspire others to rise with them. And when teams believe their work matters, they bring their full selves to it. Matthew 20:26-28. ESV. But whoever would be great among you must be your servant, even as the Son of Man came not to be served but to serve. Now we come to the bedrock: servant leadership. This principle flips the script. True greatness isn't about commanding, it's about uplifting others. It's not about being the smartest, loudest, or most powerful. It's about using your position to create space for others to flourish. Zinga brings this to life with deeply personal reflections. He doesn't just talk about empowering people, he models it. He serves his team through mentorship, resource alignment, coaching, and emotional presence. Here are the coaching questions he offers. What act of service can you offer today to uplift someone underperforming on your team? That's not abstract, it's immediate. What can you do today? Do your team members feel seen, supported, and served, or simply supervised? Oof, that's a sharp diagnostic question for any leader. How can you redefine greatness in your sphere of influence to reflect humility and care for those you lead? Are we measuring greatness by control or by impact? Servant leadership isn't weakness; it's strength under control. It's the kind of leadership that creates legacy, not just results. A final leadership reflection. So after 6 steps, a 4-dimensional leadership model, and timeless wisdom from scripture, where does Zinga leave us? He brings it home with a powerful, direct call to action. This isn't just about absorbing knowledge. It's about applying it right now. Here are the final 3 questions he poses. One, how do you currently address underperformance in your team? Be honest: what's your real approach today? 2. Which of the 6 steps do you implement regularly, and which are you neglecting? Are you consistent or reactive? 3. How can you better support your team's growth and development this week? This points toward action, not theory. Because leadership is not a destination. It's not a badge or a title. It's a journey, one of self-awareness, continual growth, and service. Zinga reminds us that greatness is unlocked, not imposed, and that unlocking starts with you. Final challenge.

Let's leave you with this. If the ultimate measure of your leadership lies in your ability to unlock greatness in others, what is one specific, tangible action you will take this week? Yes, this week, to serve someone on your team in a way that helps them surprise even themselves. One action, one person.

One person, one decision to invest where it matters. Because the best leaders don't just fix problems, they raise people. They don't just manage performance, they inspire purpose. They don't just deliver results, they develop leaders. So go forth, reflect, apply, serve, and lead with both courage and compassion. You've got the framework, you've got the model, you've got the wisdom. Now it's time to go lead.

All right, thank you so much, Joe and Mary AI. I do appreciate that. I think the last thought I have about today's topic is really what Papa John taught me, right, about value. Number one, I have great values. I have core values that I care a lot about, and they don't change based on trends or circumstances in society. And number 2, I do value people, all people, regardless of their race, color, nationality, sexual orientation, and all of that. I value all people. And then number 3, I add value to people. That's why when I see someone struggle on my team, I don't just make assumptions they may be lazy or something is wrong with them or they are underperforming, I need to get rid of them. I try to figure out How can I add value to them? What can I do that is going to help them do a better job? How can I help them find a purpose in whatever position they have within the team to accomplish the great mission of the organization? And I think as a leader, just taking time to love your people, to think about your people, to value them, and then to find ways to add value to them.. And it's not always about spending money, right? It's really about caring and trying to find a, uh, a solution. So that's what I'm gonna leave you with. And before I go, let me check and see if there are any questions on LinkedIn. I don't see anything. I don't see anything on YouTube either. So I'm going to be back here tomorrow, same time, uh, Friday, uh, 6:30 AM, uh, California time and, uh, 9:30 AM Washington DC East Coast. Until then, have a wonderful week and I hope this podcast is adding value to you and I would like to know how it is impacting you as a creator. Sometimes you can create all of this content you think is great, but I don't really know until I hear back from you. So your feedback back to me is extremely, extremely important and I do appreciate it if you let me know with a comment or a post or you tag someone or encourage somebody else to subscribe. So I will be live, but of course, after the live broadcast, you can replay the entire podcast at whatever time that's convenient to you. So until tomorrow, have a wonderful, wonderful day. This is Coach BZ. See you tomorrow.

Bye. Thank you for listening to the Leadership and Success Podcast with your host, Coach BZ. If you like what If you like what 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 back here. Right here next time on the Leadership and Success Podcast with Coach BZ.