How to Lead 8,000 People Without Becoming the Bottleneck (Lessons from Detroit Arsenal's Carrie Mead)

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From others over self. It's hardcore and at ease. A show about people who are keeping their edge without going over the edge.

Foreign.

I'm host Shelly Rude and today's guest is Carrie Mead, one of only seven civilians in the entire army to hold a position typically reserved for a colonel managing Detroit Arsenal's 8,000 people. As Garrison manager, we explore how to break through career plateaus by expanding your network instead of just climbing higher. The one question that transforms information hoarding into collaborative momentum. And how to build leadership systems that prove their strength when you're not in the room.

This is hardcore and at ease.

I met Carrie Meade when I was brand new to Michigan's civilian life. And I was just trying to figure out how to build a business and a community that I barely knew as an adult. I was looking to network with high achieving women in the defense industry and somebody mentioned Carrie's name. I reached out, fully expecting that polite deflection that you get from executives that manage thousands of people. But she met me for breakfast. She just showed up, generous with her time, asking about my transition, my business ideas, what I was trying to build. And when I launched an initiative to celebrate women in the defense industry, well, it was just a small thing that I was trying to get off the ground. And Carrie didn't just offer encouragement, she actively supported it. She connected me with people and opened doors that I couldn't have opened myself. That's the kind of leader she is. Over the years, I'd met people through my kids, school, through community events, and when they'd mentioned working at the Detroit Arsenal, I'd always say, oh, yeah, I have a good friend there. Do you know Carrie Mead? The response was almost always the same, a chuckle. Oh, I don't know her personally, but I see her name on a lot of paperwork and memos. That tells you something about the scope of what she was managing. 8,000 people. You don't personally know everyone when you're running a city within a city, but everyone knows who's leading them. Here's the moment that captured who Carrie really is for me. I was at a formal gala, dressed up beautiful with my husband, and the Detroit Arsenal was providing the refreshments. Well, I reached for a water glass and the woman in the black slacks that was handing it to me, it was Carrie. She wasn't supervising from a distance. She wasn't delegating the grunt workout. She was actually operating alongside her people, providing support to them in the way that they could see and appreciate. That's authentic leadership. It's not the performative kind where you just show up for photo ops. It's the real kind, where you're present in the work regardless of whether anyone's even watching. Today's conversation is about generate momentum. It's the fourth element of the hardcore and addies framework for everyday excellence. We build collaborative momentum that multiplies exponentially. We transform individual excellence into unstoppable team excellence. And most high achievers hit a plateau. And it's not because they lack skill or work ethic. They plateau when they stop collaborating and start operating in silos, when they start trying to do more themselves instead of multiplying through others. And it's a really easy mistake to make. And here's the uncomfortable truth about that plateau. If everything stops when you step away, then you really haven't built any momentum. You've built a bottleneck with yourself at the center. Because real momentum continues without your constant presence. It multiplies through others. It creates aligned action that doesn't require your hand on everything to succeed. Carrie's one of only seven civilians in the entire army to hold this position, typically reserved for a colonel. And that kind of career trajectory doesn't happen by accident. It doesn't happen just by working harder or climbing some traditional ladder. I recorded this conversation back in May during her transition from the Detroit Arsenal. So by the time you're hearing this, she's already at or even has graduated Army War College, building toward whatever comes next for her. Now, that's momentum in action movement that continues even when you can't see the full path ahead. Today we're exploring the shift from individual excellence to team excellence, from doing it yourself to multiplying impact through others, from protecting information to sharing it strategically, from climbing ladders to expanding networks. And critically, how do you lead authentically while managing thousands? Let's talk to Carrie Mead.

Hi, Shelley.

Thank you so much for joining us today. Carrie, now, your career spans over 20 years at military installations. What first drew you to. To a career that supported our nation's defense structure.

Wow. So if you would have talked to me, Shelly, right. As I had graduated college, I never would have told you I'd be spending 20 years working in the defense industry supporting our soldiers and our families. And that the thing that drew me that way is I held up and married a boy in the Army. Right. So I had gotten myself down to North Carolina. I was ready to go to UNC at a law school and figured out that that fellow that I dated over the summer who had joined the army was about a, you know, a short drive away. Once I got a chance to see him a couple times, we decided, like, we're going to do this life thing together. And that kind of. That kind of changed everything for me.

Now, at what age did you start to get into the defense industry, can I ask?

So she's married at 23. So this seems really young now that I'm a little bit older and past that age, but married at 23. And we moved out to Colorado, to Fort Carson, and I wasn't able to get a job working in the defense industry or a job, you know, for what I had gone to school for, which is working with youth at risk. But I started picking up working service to the armed forces as a member of the American Red Cross when we moved to Germany back in 1997.

You know what's funny, Carrie? I would say that the work that you do in our defense industry is working with youth at risk.

It could be categorized that way. Yes, it could be. It could be, at times, perhaps too fun.

And when you're out there, as you know, I mean, you're a grown woman at 23, but you still feel very young, and you still feel like, you know, where am I going to put my footprint? Did you have confidence to step into the defense industry? Or, like, what did that door opening look like for you?

Yeah, I'll say. You know, for me, Shel, I think it's more my comfort zone was taking care of people. So, you know, when you're working with youth at risk, you're helping young, young kids and their families navigate challenges. And really, that's, you know, when I went to your point, right. About that's really helping the same kind of job working that way. Service to the armed forces. I spent a lot of time helping families and young soldiers and their families navigate hard times. Right. I was a caseworker for the American Red Cross when I first started, where I was the person calling you to tell you that somebody in your family was ill or had died, and we were going to try and help you get back to be with your family at that critical time. So you ago, that has kind of, I'll say, morphed into something bigger in my current role, but definitely kind of has always started with taking care of people, which is really one of the important army tenants Right. We take care of our people, and then our soldiers and their families take.

Care of us, and not any more or less important. I was one of those soldiers that received a Red Cross phone call when my grandfather passed away, and I'll never forget that moment. And so now you. You were a part of those moments when you were doing that job, and now you're just doing it in a different capacity. So there have been significant changes. I've known you for years now, Carrie, and there's been.

I was going back. Wow.

Yeah. I was, like, just kind of witnessing that. So, you know, for a lot of our listeners, I think that they hear Detroit Arsenal, but I don't think they really understand the beans and bullets and the scope of the mission that happens over at the arsenal. Can you take a second and just kind of orient us to that?

Yeah, for sure. So let me start with my current role. So you referred to me as the garrison commander earlier in your intro, but I'm going to correct that and call that the garrison manager. And that's one of the things that I think is most interesting and neat about my job, because I'm one of about seven civilians that have taken a position that usually is reserved for a colonel on a military installation. In my role as the garrison manager, I liken myself, or best describe it as. I'm the city manager here of the Detroit Arsenal, and my job is to create a safe and great workspace for our folks who are here on the arsenal, on the daily, our visitors who come to see us and our retirees who still get service from us. So for me, you'll hear me talking about public works and fire services, other emergency services, and security. You'll hear me talking about social services and parks and recreation activities like our MWR programs, our morale, welfare, and recreation programs. And those are all things that we do to support the almost 8,000 people here that buy, create, and take care of our soldiers with all of the equipment that they need to successfully win and fight our nation's wars. So we're highly focused in the ground combat vehicle area. But tacom, especially our senior commander here and my big boss, General Lehler, and his team are focused on sustaining many different aspects of what those soldiers need to do their jobs.

So Kerry's leadership has helped us maintain the arsenal significance over these periods of budget uncertainties, defense spending realignments. And if you're, you know, not military, or if you're like me and you are military and you just have so many acronyms in your head, you can't Remember them all. TACOM is part of the Detroit Arsenal and it's the home so to the US Army Tank, Automotive and Armaments Command.

Thank you. I try not to speak an acronym, but it's really hard after it all this time.

Well, it is important because there are several other critical defense organizations and when you combine them all into the Detroit Arsenal, you really represent a cornerstone of Macomb County's defense industry.

Indeed. So the majority of the work that gets done here is the acquisition of, of all of those different systems or vehicles. It's the research and development that goes along with them and then the sustainment. Right. The logistical end of all that here. So the folks who work at the arsenal do really important things to keep us moving forward and making sure that our folks have the best equipment that they have or the equipment that they have is sustained well. And they're super soldier centric, focused. And I say that to say there's probably only about 250 soldiers assigned to the arsenal. Of those 8,000 people, I think thousands of people. Right, right. I think people don't realize the significant work that the civilian corps does here and how important what they do here is to keeping our lethality high and our soldiers safe.

Now, we mentioned the budget uncertainties over the last few years, the spending realignments, bringing that to a more conversational level. Can you talk us through some of the most significant changes that you've really witnessed there during your tenure?

For sure. So, you know, I think like any good business, the government has to look at, take a critical look at how, how we're doing things and is what we planned on doing still the right road to be traveling. Right. And I think we, you know, we see a lot of, a lot of that, especially recently. And I won't get crazy political about things, but, you know, we, we always are taking a critical look at, at how we can perform better, how we can realign the resources that we're given to provide the most service that we can to our teammates. So I think you'll see if you were to go back on our timeline here historically with the arsenal, you'll see lots of changes in maybe the vehicle systems that we're purchasing or sust. You'll see different us looking at different innovative ways to procure. Procure items. I know, you know, other transactional authorities was a big thing. You know, if we go back five or six years. Right. As a, as a different way to engage with the industry to buy things.

So can you give me an example of those Ground systems that you're doing now.

Ooh. So, you know, for me, I am. I'm not as in the elbow deep portion of those things. But I'll tell you, back when I know when the army was looking in first, getting into some of the robotics pieces, they were using those other transactional authorities to see what was already out there. Right. And how we can use. Use equipment that's already being made in industry and adapt it for best use for the army.

Carrie, I love your honesty with my job. My position is not necessarily elbow deep, so there are layers of things that I don't get into specifics. I love that and I wish that a lot of us would realize, like, it's okay to stay in your lane. And that can actually be a.

It can be really helpful. Yeah, for sure, for sure.

As, as the garrison manager, what aspects of your role have required that most intense focus for you, particularly when you're thinking about relationships between maybe military and civilian communities?

Sure. You know, I came into this job, I had been acting in the position for about three months when the pandemic started. So I'll use that. I mean that, to me, like, there's no better trial than trial by fire. Right. So trial by fire, you know, some of those hardcore and critical things and some of what I look back on and I reflect on is like, being in the best practice things was really my team's constant refrain of who else needs to know. Right. There were so many things moving and changing so quickly at a time, and especially when we felt so protective of our workforce and wanting to make sure that we were doing the right things to protect the workforce but keep the mission going. Our mantra, like every, like every discussion we had, the last question was like, who else needs to know? And sometimes our discussion is really about, like, you know, who you think might need to know. There might be more people. Right. So sometimes you have to cast that communication a little more broadly. So you're.

You're like opposite of where my immediate reaction goes. Because I come from the military intelligence world, so I'm like, hold it. The need to know is like, you hold it tight and you don't give out communication. Only the people that need to know need to know. Right.

So I mean, it is, it's kind of. It's a big. It's a big spin kind of on the same thought. Right. And to that, to your point, right. With the, like, I, like, I'm not going to talk a lot about the ground vehicle system side of things because that's. I Don't have a need to know. So I'm not spun up on it. Right. But, you know, in communicating with folks more widely as our community, we took that moniker of what else do we need to know? And we. We went wide like, we need. We need to be engaged with the state, we need to be engaged with the counties, we need to be engaged with the regions. We need to be engaged with Selfridge. What they're doing is important to us because we're sitting on Selfridge in many installations, many, many different ways. What is the local community doing? What is the National Guard at the Greater National Guard doing? They came and helped us in so many ways. When we were. Didn't have enough folks to accomplish some of the missions that we wanted to do, they helped step in and then making sure that. Who else needs to know on the installation? Right? Like, making sure all of the equities and the. The individual organizations here had access to information that they needed to share with their workforce.

So do you know Carrie? Over the years, I've met so many people that work at the Detroit Arsenal, and I'll always say, oh, my good.

Friend works there, Carrie Mead.

Do you know her? Right. It's kind of like, do you know somebody who lives in Michigan or whatever?

Yes.

And they always say. They say, you know, I don't know her personally, but I've seen her name on the bottom of some very important emails.

So I'll make you laugh because I was at a women in Defense event and it was like something, you know, like a wine tasting. It wasn't like a real official event kind of thing. And I was speaking. Speaking with a friend there, and she's like, oh, my husband works on the Arsenal. I'll see if he knows you. And she's texts her husband and she comes back, she goes, oh, he says, you're the COVID lady. Because I'm sending all of those Covid messages on the daily. Sorry, I made myself laugh so hard I knocked out my earbud.

Well, I mean, somebody has to do it.

So I, Yeah, I'm. I'm delighted that. I think I've shaken that moniker for. For a while. But, yeah, I laughed because I'm like, oh, hey, if that's good, that means you were reading. You were reading all that. I need you to know this information messaging that I was putting up.

You know, there are world events that happen and they serve as milestones in our lives forever. And, you know, when Carrie Mead thinks of her time at the Detroit Arsenal, Covid is attached to that whether you like it or not, when I worked in broadcast television, I'm going to date myself here, but I worked during the transition from analog to digital.

That was a big, big deal.

That was a majority of my television career for.

So Germany, for me, working at the Red Cross will always be Y2K. It was Y2K. And we were. All of our computers were going to die and we were going to get stuck in Germany. I don't know. It's too funny.

Did you. Did it happen?

No. All that worry for not.

Oh, all that worry for not. No, we never do that. So you mentioned Women in Defense. You know, I want to get a little bit into, you know, who is Carrie Mead? And beyond your official duties, you've really been involved with Women in Defense Michigan. Can you share with me why did you choose that organization? I mean, they have a mission as well, and it's interesting to see how it's really aligned with your personal leadership and philosophy.

Yeah. So Women in Defense had, you know, it was one of those things where I had rolled out of a formal mentorship program in my command, and I had had signed up to receive their emails and shortly thereafter had gotten a note about how they were standing up their next cohort of mentors. I was like, well, I need a new mentor, right? Like, oh, yeah, okay. So I need a mentor. So it all started very easing my way in with picking up as having a mentor. And then that moved into becoming on the mentorship committee, and that moved into becoming the vice president and the president of the organization. And I'll tell you, what a joy to surround yourself with the right people. You hear that all the time from folks. You want to see what your future is? Look around you. Who are you surrounding yourself with? And surrounding myself with these amazing women and men who joined the organization as well. For Women in Defense just is a community that lifts people up. So we were and are highly focused on creating great women leaders in the defense space, creating strong networks, and then bringing up the next generation. So we do that through scholarship, we do that through STEM programming. We do that in a variety of ways. And it really, I always say, like, if you're going to volunteer your time for something, it better be amazing. And the chance to volunteer with the Women in Defense organization always proved to be amazing and always proved to help connect our community in very positive ways.

And your volunteer time didn't stop with Women in Defense. You work with Fisher House Michigan as well, which helps to support families in need. What impact have you seen there? You Know why? Why not stop after one volunteer organization?

You're busy, lady.

Nah.

So, you know, you got to do what you love, right? And you have to demonstrate it for other people. So I saw my first Fisher House, right? And if people are not familiar with Fisher House, they're comfort and care homes for our soldiers and families and our veterans and their families that are usually tied to a military medical hospital or a Veterans Administration hospital. And I saw my first Fisher House when I was doing the executive leader development program, and I was down at Fort Sam Houston and got to walk through and see a very tangible way that we show how much we support our armed forces and how much we support our veterans by setting up these homes where their families can count on a safe space that's comfortable, that will feed them, that will help meet their. All those maslow needs, the need for shelter and. And care and food. And what a great way that. To just really be able to give back to folks. So when I heard that we were standing up Fisher House in Michigan and raising money to open our first house in Ann Arbor, I'm like, I am in, 100% in. I'm super excited to say that we just opened our house in Detroit as well. So.

We did.

I know. I'm so excited by, like, you know, it just. Like I said, it's sometimes it's very hard, like when we donate to things, you know, you're like, oh, yeah, you know, but like, I just being in the house and talking to the families that are there or, you know, I'm on the social media sites for Fisher House Michigan, and we always put, you know, you know, we put the little journal entries that the families leave for us out to just kind of reiterate, you know, what all. What all we're doing for them. So, yeah, I don't know. It's a joy.

I mean, if. If Carrie Mead can go out there and give more of herself to her community in this way, I think that all of us need to make it a priority managing a major military installation while maintaining community connections. I mean, that requires balance. Like, hardcore balance. I bet you have some pretty significant boundaries, Carrie.

I laugh about balance, though, Shelly, all the time, because I say balance is junk. Like, no one. No one's. Like when you balance. Like, okay, when you were in the teeter totter when you were a kid, like, how often did you stop? Right. Perfectly right.

I love that analogy.

You don't. Right? You don't. You're. You're here because somebody, maybe you don't have the right person on the other side with you, or you're here, or you're Wavy Gravy, and, you know, you're passing through the balance point. But I think, you know, for me, that whole, like, work life thing is, you have to understand, like, everyone's not going to get 100% all the time, because there's not 100% to give. So what I do say to folks, you know, and I was talking to a group of mentees in my career field, and they're like, well, you know, how. How do you do it? I'm like, you're gonna make the time. You are gonna make the time for the things that are important to you. So you make sure you make enough time for your family, you make enough time to get your work done, and you make enough time to contribute back to your community. Right. And it. That's not always. They're not always going to be equal or even. So you just have to figure out the.

The.

The best way. And. And I always say move it around a little bit so that you pass through the balance point more often.

I just was listening this morning and leaning into the idea that work fills whatever box you give it. If you give it a gigantic box of your entire life. Two in the morning, four in the morning, six in the morning, then it's gonna fill it.

Yep, exactly. Yeah, that's. That's great. I hadn't thought about it that way, but it's true. Like, you, you know, I. I laugh because I talk to people. Like, I like to stay late. I'd rather stay, like, an extra hour at night. I'm not going to go home and fire my computer back up and do more work. Right. The way I protect my. My space and my piece that way is like, I stay till I get it done. Because you're right. If I bring it home, then it will. And I reopen, reopen the door to that box, and I'll. I'll make more space for it. And we don't. We don't want to do that. We want to make lots of space for lots of things.

And I know when I do that, the quality suffers.

Yeah.

Like, if I just keep in the zone and just crank out another 30 minutes or another hour, whatever's needed. It's so good. But then when you, like, close and you pause and you come back, and now the kid's running in the house and the fingers are sticky, and now I can't find my notes.

I should run that load of laundry. Yeah.

Like, those sorts of things yeah, Leadership lessons. You've had the pleasure and the honor, maybe not always the pleasure of working underneath some of the most incredible leaders in American defense history. Can you tell me some lessons that are flying around that boardroom when you're with them?

Oh, my gosh. So one of my first mentors who previously held my job many, many moons ago, drilled into us. And this kind of goes back to your work life balance piece that you take care of yourself first and then you can take care of your family, you take care of your team, and then the mission gets done. And as long as you do those things right, take care of those things in the order, then the mission will always be successful. But if you don't take care of the first things like yourself or your family, the mission will always suffer. So I, I hang on to that piece of information from my mentor, Brenda McCullough, who, I'm no joke, like any of us who were on her team at that point can recite, recite that for you over and over and over again. That's probably one of the, one of the first, first things that I would tell you.

Well, I want to recite it, so go through it again. So it starts with, take care of.

Yourself, take care of your family, take care of your team, and the mission will succeed.

Beautiful.

It's lovely.

And it came from another woman.

Yep, yep, yep, yep. Lots of, lots of women in defense in my space.

Well, you're, you're in my backyard. I mean, Macomb county is where I live. We are home to the self Virginia National Guard base. And we've had some major news lately with the A10s retiring. Not retiring. President Trump was just on ground. Can you walk me through a little bit about what's next for the area? Because I know Carrie Mead, you're. Your time in your position is coming to an end. You're getting ready to type up on it.

It is. So I'm in a position that has a mobility agreement, so my time is starting to tick tock for sure. So the most recent announcements are super exciting, right? Having been part of this defense community for a long time, you know, we're, we're always talking about the, the value that Selfridge brings to the defense community, you know, for the nation, but also for the area and for us. You know, we run the gol, the child care facility, the marina, all of those sorts of things out there that help build a better community for our soldiers and families as well. So, you know, suffrage is important to us from the ability especially to help Us take care of families through child development and then also to recreate. Right. Recreation is great. So very important for us. So we're excited to see that they're projecting a new fighter mission out there because that helps us longevity and building our case for, you know, keeping up with the services that we're providing out there. So for me, I'm. I am leaving us in the next two months. I'm headed off to the Army's war College. So I am going to go for 10 months to school and come back with a Master in Strategic Studies and then I will launch out to whatever my next duty assignment is. It's an, it's an unknown at this point. So I can tell you what's going on for the next 10 months and I can tell you something exciting is going to happen afterwards, but I don't know what it is yet.

And I think we all get to some point in our lives where we think that like, we know the path ahead and it's like we're here, I can see everything. It's a smooth path, you know, and here you have one of the most accomplished women that I've ever known and she's headed off for 10 months of education. And then behind that is a giant question mark.

I know. But you know what? I love that you started to ask me about my Red Cross time and all that because it really level sets things I could have never told you at that point. Like my, you know, getting married and running off to Colorado was going to end me, you know, up, you know, serving families, you know, through, through the Red Cross for that time and like, look how wonderful that turned out. Like what a, like what a joy my life has been to like move around all over the world and, and do those things. So that fires me up. It gets me excited. Like almost not knowing is better.

I know. We're coming up to the end of our interview time. Can you share with me where you've lived in your life?

Yeah. So I'm from Detroit, so that was fun and exciting to come back to Michigan after all this time and work for the Army. And I met my husband when I lived in North Carolina. We moved to Fort Carson, Colorado, and then to Baumholder, Germany. And then from there we came back to Michigan while he went to school at Fort Leonard Wood and he ended his career at Fort Stewart in Georgia. We then moved to Texas. We lived outside of Fort Worth where I worked for the Red Cross also. They're doing more disaster service casework than anything else. And I was There for Hurricane Katrina. Talk about another life moment that we could talk. We could talk for long hours about that one too. And then back to Detroit. And I call it life's great irony that, you know, I, I finally get this great job working for the army where, where I started, where I never would have thought that this, this is where I would have ended up.

So, no, God brought you back home and he brought you back home. Right? When he brought me back home.

Exactly. It was right about the same time. Right. I go back to that. You're. You're giving her one of our seminars, right. For women in defense. And I think that was the first chance we had to, to meet and, you know, just, you know, birds of a feather. Right? Your energy is amazing and was great to have you join that flock with wid too.

Well, thank you, Carrie. I remember being a part of that and asking the audience how many of my military women veterans are currently serving are in the room. And of the hundreds that were in there, I think there were two hands.

And I was shocked.

And I say that to share that. But to all of the listeners today, you do not have to join the military to make a significant impact in your nation's defense. By all means. Carrie is such a beautiful example of a woman who never personally joined the military, but yet here she is climbing ladders and shaking trees and eating fruit and just rocking out. Life. Carrie made for everything that you've given to our community in the time that I've known you, in the time that God has prepared you before. From the bottom of my heart. Thank you.

I love you, Shell. Thank you so much. It's been a joy to be on, like, I'll call it our at least 15 year venture together.

Oh, I love that conversation. And that's our episode for today. I want to name what Carrie just demonstrated about generating momentum, the plateau that most achievers hit. It isn't about capability. It's more about approach. Do you feel like you might be trying to do more by yourself when you know deep inside that you should just be working through others to multiply these efforts? Think about your career progression. Are you focused on that next rung up, or are you working on building connections that create some unexpected opportunities? Because traditional ladder climbing assumes that there's a linear path, network expansion, on the other hand, it creates possibilities that you can't even see. And so here's the generate momentum principle that matters most. Real momentum continues without your constant presence. If everything stops when you step away, then you haven't built momentum. You've built a bottleneck with yourself at the center. So here's your action for this week. In your next three important conversations, practice asking who else needs to know, not who has the need to know. That's the control mentality. And as a former intel officer, I totally get it right. Everything's on a need to know basis. But if you're looking for genuine collaboration outside of confidential documents, then we should be asking who else needs to know? And when thinking through that question, take an honest inventory. Are you measuring success by your individual accomplishments or by a collective momentum? Because if you're working harder but you're not getting any further, or if you feel like maybe you're still carrying everything alone, if you're operating in this sense of isolation and you just feel like there should be other people along with me, well, I hear you and the others over Self Coaching Framework is designed specifically to help ambitious people like you break through those plateaus not by working more, but by generating momentum that multiplies exponentially through strategic collaboration. You don't break through plateaus by working harder alone. You break through them by generating with other people to multiply your impact. So if you're ready to stop being the bottleneck and you want to start building systems that work without your constant presence, then keep listening to this podcast and think about the Others over Coaching framework that we do teach because it addresses this exact challenge. I'm Shelley Rude and you can count on me every Tuesday to challenge how you're leading and give you principles and tactics that actually work. Next week, I'll see you for a solo episode on Expect how to raise Standards without intimidating the people around you. It'll be especially interesting considering how many people over the years have directly told me that I intimidate them, and they still do. So perhaps you're the same and maybe we can work through this together. I'll see you next Tuesday. And until then, stay hardcore. Be at ease, and trust the process.

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