FROM SUCKCESS TO SUCCESS

0:00 The topics and opinions expressed on the following show are solely those of the hosts and their guests, and not those of W four WN Radio It's employees or affiliates. We make no recommendations or endorsements for radio show programs, services, or products mentioned on air or on our web. No liability, explicit or implied shall be extended to W four WN Radio It's employees or affiliates. Any questions or comment should be directed to those show hosts. Thank you for choosing W four WN Radio. I got the time And did you know women represent just three percent of Fortune five hundred CEOs and less than fifteen percent of corporate executives at top companies worldwide. Have you wondered what the secrets are to getting into the top ranks, whether in the private or public sector. Do you want to figure out how to stop being held back in your career? Are passed over for promotion, then you're in the right place. Hi. I'm doctor Mattlananne lewis President and CEO of the Executive Women's Success Institute. I have decades of experience in the military, the federal government, and corporate America,

1:32 and my mission is to help women succeed and tap into their full potential. I want to reach a million plus women around the world to become the leaders they are meant to be. So if you want to move into a management or executive level position, or maybe you are a female veteran transitioning out of the military into business entrepreneurship, then reach out to the Executive Women's Success Institute at three zero one three two eight four. Let us get you on the fast track to success. Well. Hello, and welcome to the Success for Women's Show, where you can view us on Talk for TV and listen to us on the Women for Women Network. I am doctor Madeline Ann Lewis your host, and my mission is to help women accelerate the path to success.

2:42 Well, today's topic is from Suck Cess to Success and my guest is Enrique Augusta Gonzales. Let me just give you a little background on Enrique. Enrique is the CEO of Triad Leadership Solutions, LLC, and he served twenty six years in the United States Navy. He is on the Powered List of the top two hundred, number seventy six thought leaders to Follow, and he is on the Bestsellers list with five books to his credit. As well as being an award winning podcaster, he is also a sought after John Maxwell's certified coach, trainer and speaker, and is an advid mentor in three national and international organizations. His impactful delivery of leadership truths leaves the listener with renewed hope and energize to regain their position in leadership and make an impact in their year of influence. I would like to welcome to the Successful Women's Show Enrique Augusta Gonzales.

4:11 Hi, I welcome, Thank you for joining us today. It is a pleasure to have you on the show. I'm so excited because leadership is always one of the things that I love to, you know, just make sure to kind of stay up on and the women that I work with to make sure that they are functioning as they should in that area. So, but before we get started, I always give the standard bio on my guests, but I then like to ask my guests to just tell us what you want us to know about Enrique Augusta Gonzales. Well, if there's anything to know is that I'm a servant at heart and aim to stay that way.

5:00 We had a lot of leadership opportunities in life and a lot of opportunities to lead others in many ways, but I do it from a servant standpoint and try to make sure that at the end of life that someone can say of me, you know, he served me well, absolutely absolutely. So tell us, you know, first of all, I want to talk about the title in case my viewers didn't get that, from sucess to success so suck being s U C K C E S S. So tell us about that.

5:45 Talk to us about that, you know, give us an idea of what that means. Yeah. So, you know, there's a lot of folks that are trying to find what success means to them, and we know by now for those that are seasoned that success is individual and sometimes at a time right, you will have periods of success. You'll have moments of success, You'll have projects that have been successful, and yet and still is still it is a thing that we're chasing almost daily. And I have come across and I'll tell you, even myself, I have had times where I've gotten awards, I've gotten promotions, I have got accolades, praise, you name it, but inside I was not successful. And so I started to think about those moments as a leader and as a human myself living, and I identified that external success does not mean internal success. You could literally be sucking at life and still get accolades. So what you see people getting at awards,

7:20 banquets and all that maybe a very nice show, but internally they suck. Everything is everything is like that. And so that's where that came from a personal reflection of my periods of success and how I felt during those times. And I said, how appropriate that suck was still fitting there. And so I said, you know what I want to do with TRYAD leadership solutions is take people from that internal success and make get success and external success where they can meet and and then you could actually feel the joy, the full joy of life and living. M hm wow, that's interesting. So if I know your your specialty is leadership, Okay, so tell us in you know, what does leadership really mean to you? I know you you talked about the success part of it and you know the internal part of it.

8:33 But as a leader yourself, tell us what it. What does leadership mean to you? Yeah, leadership means to me that you can become the best follower there is. You know, there's a thin line between the position of best follower ever and leader absolutely, and it's so thin that sometimes you go back and forth, right, But it's a delicate dance between those two positions. But you can't lose either one of them. As a leader, you have to know at times that you're at the head and you're you know, you're calling this the shots and all of this, and then there are times where you have to meander over to the best follower category and let somebody else lead for the sake of their growth. Right. So that delicate dance is what I call leadership. Wow. And you know, I always think about what the military, because you know, I was in the army. Always they always used to say lead, follower, get out the way, you know, so you know it that's actually true. Like you say, there's a there's a line there. You're either leading, you are you following, But sometimes you may have to in some cases wind up doing both. You

10:03 know, you might be the leader on something and you know where you are, ordinarily people think of you as the leader, but in this particular thing, it may not be your time to be the leader. You might have to follow someone, you know, because of what's going on and with what needs to happen. So, yeah, I understand that now you are as a leader, as a leadership you are a leadership manager and career developer from what I was looking at from your your bio and different things like that. So tell us which type of leadership do you like to focus on. I like to focus on the positional leadership and and so and this is what I mean by that, going back to our military days, right, so you're running information, yeah, and you have different positions. You got your guide on. That guide on is in the front. That guid on never moves back, right. The people may switch out, but that flag is in front. And so you have some people that or that's their position, they don't they don't move from the front. But then you have your cadence caller, your cadence caller called to be on the side and at the middle, not at front, not in the back, right enough for him to be

11:35 heard or heard to be heard evenly across the whole you know, formation. And then you have those that are in the back that not necessarily all the weakest because someone has to pull the stragglers right, and so that that that switch and every one of those are leading at what how I say where they are, where they are leading where they are and so uh and I take a lot of my analogies and a lot of my applications from my military uh you know, history or experience, because I've seen those positions mismanaged. Even in a cadence car, they have somebody in the front that can't take, you know, take the load. The person in the front has to do the whole thing without any hiccups unless you're gonna switch them out right, yes, but the shot caller, if they fall back, the people in the front are not gonna get in step right. So I've seen those positions mismanaged at times, even even just running right and absolutely, and so I started I started to think, Okay, what's this thing of positional leadership, and how can I address that with all those that come to me. So I say that because at first I try to find out where they are in the

13:07 formation. Okay, you know where are you and I'm in the front, but you're in the front, but you're focusing on stragglers, So how can you you know? And so that's why I say I focus on positional leadership. That way we can get them in the right spot doing the right thing, and then if they want to switch, then we can look at that career transition and get them switched exactly, because you wouldn't necessarily always put like you were saying, the running formation, You're not going to always put the fastest runner on that front row because some of those people in the back can't keep up with that person that fast run on the front. So sometimes that fast runner got to be in the back, like you say, so they can help motivate and bring those stragglers along, you know. So, yeah, it's all about the position and positioning. You're absolutely correct, and that that it's interesting that you use that, you know, as you do your programs and how you do your business. Interesting that you use the military analogy.

14:13 I don't. I never looked at it from that standpoint. I guess I always did it from the standpoint of the discipline part of it, you know, looking at it from that point, you know, like it's saying, make a decision to stick to it, good, bad, or and different. You know, I kind of look at it from that point of view. But that's interesting that you that you you say that when you're looking at the formation and stuff like that, and how their positioned. And that that's also depending on the leadership roles too, and at least to why we say no one left behind, no one left behind, because we have to know that at any given time during that you know, evolution, we're going to have some people want to give up. Oh yeah, I've been there, but you know they're twenty five mile rucksack margin and all that kind of stuff. Yeah, just so oh yeah, but we rotate the people as we were looking. We're looking and we're seeing and we said, okay, hey, Johnny, go back, Hey soon, go get this on, go get yeah, and then but everybody makes it together, right, and so you know that that mentality of no one left behind exactly facilitates those those things together and they come back together. Absolutely. Wow. That that's that's a great way to look at it that I had, like I said, I had not looked at it from that standpoint. Now, I know,

15:46 like you said, you were in the Navy. So did most of your leadership training come from being in the service? Is that you know where you picked up most of your leadership training? Well, leadership started in high school in oral right, So I was Rotzi and and I had some experience there but the majority of not all, were as attributed to my naval career. Okay, wow, that's interesting. So now we know that some people they don't want to be a leader, and some just like you said that they're not good leaders. So what it made you kind of step into the role of being a leader, because I know when you said, Rozzi, that's that's normally when you go through that a lot of time you're being groomed those leadership roles. Okay, so what made you want to step into you know, because like I said, some people just say, hey, I'm just here trying to make any big decisions. Just let me go along with the flow. So why why do it? Yeah, and let me talk real quick about those people. I love them. I love them because they already know they want nothing to do with leadership. The troubles happen when somebody that acts that way tries to, for the sake of positions and money, push

17:21 their way into leadership, knowing good and well, they have no interest whatsoever in leadership. And so I love the people that will tell you straight out I don't want nothing. I'd be like, thank you, thank you, because I know who you are and what you need. And we're going to keep you there if you want. But anyway, back to your question, Rotze. So in boot camp they weeded out that first guy they put in a position of authority. So within a couple of days, that guy they say, you're you're the what we call our CPO in the Navy. It's that is that cadet, is that recruit that they say, you're in charge of this whole group here and if anything happened, we're coming to you.

18:08 Right. So that guy, he three days and he was out. And so apparently they went in my record and said, hey, you know, report to the office. And I'm like, oh, lord, what I do? I just got here and they said, hey, we just fired that guy. And I was like, yeah, I saw him crying on the way out. It say you got Rotzi experienced, you're it, and and that was it. They had no in three days, they couldn't have picked up that Enrique was the guy. Right. They went in my record and uh and and you know what's funny, Yeah, but now you're the guy. Right. So thankfully enough that that led to an entire period we we I got everybody through that whole book camp experience, and then we graduated, right, So that started the whole thing for me in the military.

19:11 Wow. You know, now I go to my first school and they're like, oh youse, r CPL. Okay, well you got this squad. You know, it kept snowballing from there. Wow. You know. And it's interesting because you know, most people know if you're in the military, at some point you go, you're gonna wind up over somebody. If it's only that one, somebody gonna wind up having somebody that's under you in some you know, in some capacity. And you know, when you like, like you say, when you got those that just really don't want to they don't want to accept that leadership role, it just it in a little in a bit, especially in the military, kind of complicates things. You know, Yeah, it can complicates things because then you got to figure out, Okay, what am I going to do with this person? You know, just where do I put them? Because they still you know, they still have to learn. Then think about it, what I saw in the military, you still had to learn the leadership pretty much learned those leadership principles.

20:21 Oh yeah, no matter how far you went or didn't go, you still needed to learn them. If you were going to survive in the military, you still needed to learn them. Yeah, and that is true. Actually, our performance and reviews, our performance reviews, and our advancement cycles depend on leadership experience exactly. So if you aim to get anywhere on the next pace, hey, buddy, you know on that pay scale, if you wanted to move up in any of those E ranks or O ranked, leadership was a It was, you know, undisputably the thing you needed. And so yeah, but you know I had a and I'll tell you I had come into my final command and I was looking at the leadershoppicially. You know, you move in ninety days, you don't touch nothing, you just let everything say, and then ninety one that's when you start messing around with the dominoes. Right. So there was an individual, he was an six in charge of the group, and in ninety days I could not see one ounce of leadership from this guy. Wow. And I'm like, how did he make it so far? Yeah? Yeah, And it goes back to that success. Wow. Sometimes for the sake of the mission, we let things

21:56 pass on by m hm. Right. We don't want to we don't want to be the one that kill a career. Well, we don't want to be the one that could. Could you know, confront somebody and say, hey, you've met your ceiling. It doesn't look like you don't go anywhere from there. Now I can get you to the next side. They're gonna take a lot of pain and a lot of work on your on your behalf. So this individual had just been moved along, you know, at the minimum requirements, and they just moved them, all right. And so if you look at the military structure, every three years, we're out, we're going to somewhere else. Well, they got to get to know this guy.

22:44 They just moved on and by the time they realized who this guy is, it's time to move him on. And so he made it that long. And I had a conversation with him, and I said, look, I completly uh, I'm proud of you for having gotten where you've gotten and and kudos to you, but there's a thing I need out of the position that you're in, right, and you're not providing that, And so no, foul right, I can't. I can't answer for things that should have been addressed a long time ago. But what I'm going to do is ask you one thing. Do you want to be the leader of this group.

23:34 And he says, naciness to you, And I said, I knew it, but thank you for being honest. I'll rearrange things and I put the right person in the lead and that and that group flourished. So sometimes you have to identify that suck in the success of people. You don't have to be mean about it, right, you know, uh, but you have to bring some class and some realistic you know, uh approach to what they want. And you know what happened. He say, ain't nobody ever asked me if I wanted to be a leader? Wow? And I said wow, I said wow. I said, well, you know, I'm glad that that we're having this conversation because from now on, this group and and sure enough that that group ended up being an award winning group by the time they were done. Wow, that's great, you know, to be able to see that. And like you say, not you know, embarrass him in any way or or make him feel less than but just hey, okay, you don't want to do it, and obviously you don't mind following someone else, so let's just put you somewhere else. And and you know, and and and he and he retired, you know, he was happy.

25:00 Uh and and the group was better. Uh. It's a lot of times as leaders, we we don't have those delicate and tough conversations. Yeah. Yeah, and and we just rather move people along just for the sake of not really you know, shaking that boat in the water exactly because you know, at that rank, he's six I know in the army, that's that's a staff sergeant something. Maybe it's it's relative the same about the same rank right at Yeah, absolutely so, uh yeah. To not not recognize that before he got to that rank, that was that's something that's unbelievable in a way. You know, Like you said, I think what happened was a lot of the people that were he were you know, reported to, didn't want to address the issue. They probably saw it, just didn't want to you know, they didn't want to address it, which means that needed to look at their leadership too. I don't know, we're gonna we're gonna bust open a can of words there. Uh, you know, leaders leaders that you know, we have the obligation to look at the holistic view for the for of the of the command of the company. Right, let's just talk about company. It's it's your that's your task. Yeah, to be the

26:30 eyes and ears of those executives in the company. And when you cannot see or you can't hear what the people are actually asking for and you'll miss those cues. You know, he didn't want to be. He didn't want I mean, the guy was like, oh, thank you, right, you know, I thought, it reminds me when I was when I was still in and I had reached the rank of sergeant major, and at that point my mom had taken ill, and so I was I had to I had gone home, you know for a while, to do some things, help take care. But the thing of it is I had to come. I came back, then I had to go back again. And so what I decided at that point, I said, well, I can't do this because I had eighty soldiers under my direct command. I'm like, okay, you know you can't. I can't lead anybody if I'm not here. I can't advise, I can't instruct, I can't I can't do any of that if I'm not here. So I put it. I put in my paperwork for retirement, and you know, I'm again. I went back home and I noticed the paperwork was taken a long time. So when I got back, I asked. I went to the sergeant and I said, hey, I haven't gotten anything on my paperwork yet. And he tells me he said, yeah, yeah, Well the colonel told me that just to hold on to

28:03 it for a little while to see if you'll go change your mind. I said, no, I can't do that, I said, if I'm not here, I just felt like they needed to put somebody else in that position. You know that why you can't hold a position if I'm not there, because, like I said, like you said, the structure, the structure now is beginning to fall. But you know, so like you say, there's things like that. You have to be able to see and know how to handle that kind of thing too. If somebody can't feel the position for personal reasons or what have you, you need to make a decision as to what needs to be done and how to do it. And either the person in the position or the person, like you said what you did with the guy, the person that's over that person, you know, have to make a decision as to what needs to be done. No, and good of you to do that, because there's some leaders that you know, come hell of high water, they are not relinquishing that that spot. And believe me, that's when trouble happens exactly exactly, and it is you know, at some things. You know, I had to represent the kernel going out and doing different things for him. So if I'm not there, then you also now you have a holding, you know, in your structure there. So no, yeah, I knew it was time then for me to go ahead and retire because I probably would have stayed just a little bit longer. So

29:37 I wound up doing twenty two years, but I might have did a at least about thirty if I if that had happened. Yeah, So but I tell you, Okay, so here we go. I'm coming into some tricky question I'm trying to before we end this one not so much tricky, but the next one will be so prayed. Now, some people think that there's a difference between a born leader and a made leader. I know you've heard that some leaders are born, some leaders are made. What do you see as the difference in a born leader and a made leader or is their difference? Well, what I believe is we're all born with a capacity to lead.

30:18 Every single person, because if you really look at leadership, where it is best exemplified is in yourself. Right, If you can't lead yourself through the morning, and I don't want you leading nobody. And there are some individuals that have a rough time just you know, putting on the right shoe and the right foot, right and so, and that's okay because we all have different capacity. That person may have trouble putting on some shoes. They'll work the smack out of a computer, right, So you know it, it's incumbent on the leader to identify everybody's capability. But we're all capable of leading. Now there's don't want to, right. So what makes the difference between someone that is seemingly born a leader is opportunity. Right, We're not all afforded the same opportunities. Now, the same opportunities may be there here, but not all have been afforded equally. Education, because it takes some education to lead folks, especially when you're talking about cross cultural leadership. You

31:53 got to be smart enough to know that in this culture you don't do that, you know, and and be able to to to absorb that information and actually put put it in play so you know, opportunities, education, and timing. There are some times it's not the right time. And so if you have those three going for you, you're probably going to execute that capacity of leadership and go on and be and do great things. But you could be born out of time, you know, although although I am of the belief that we are born for such a time, right, So that's different.

32:44 But the timing, right, I came in the military August. Let's say, so, I came in the military November. By next August, I was supposed to be up for my E three exam or my E three promotion. But guess what I was five days short of the timing that the Navy has set for promotion. Guess who had to wait another six months? I did for five days. So timing is a thing, you know. Timing is a thing. So you could be out of sync with time. You could be out of sync with let's say the educational uh, the education afforded, you know, and you definitely could be out of time. While you talk about, uh, what's available, right, I grew up in the bronx, uh in the city, did not get the same thing that maybe the suburbs got, right, uh, And so all those things have to kind of fall in line for everybody's capacity to be connected to the availability to do leadership, and so absolutely not everybody has the capacity to do so absolutely well. That brings me into my next question, which I said was

34:15 kind of a tricky question for you. Do you think women make good leaders? Absolutely? Okay, absolutely, My wife will run circles around me and I'm getting the awards, you know, explain that. Look, I look. So for those that do not understand the fullness that a woman brings to life itself, you're missing out. Okay, you're missing out now. I will say that in all of that ability to lead in dynamic and chaotic, if there's chaos, I don't want to do the room. I need a lady to come and bring some sanity to chaos. Because if you gotta study the woman, you gotta study. I can't think of more than five things at one time. My wife has gone through twenty in the last five minutes.

35:34 Right, We're just wired differently, and the person that understands those wiring schematics can literally put a woman to play in a corporate or organizational setting and do amazing things, absolutely amazing things. But this world That's all I could say is that this world, yes Ha has had believed and drank some kool aid. They should have they should have never picked up hell yeah. So so there's some structural challenges, uh in the world. You know, We've come a long way. But if I had a preference, I'll be putting a woman in charge absolutely all right. Now, well, okay, maybe she wasn't drinking it. I've been trained. Well, uh so, what leader would you say most inspired you during your whole time? I know there there's probably one, maybe one leader that you saw during your military career or even in life in general that inspired you. Yeah, I've been less to have many right to bring one of them out? In my head faces are

37:07 just popping up. But I'll tell you what was common among them all. They knew what they wanted. They knew that they depended on people to get them there, right, and so they decided to feed the people before they fed themselves. But feed the people enough that the people recognized that he was going hungry, and so they fed him, you know. And and to set that up, it has to be no ego whatsoever, or if there is so minimal that you couldn't even identify it. And so they did not put themselves before anyone. They fed the people, but they were concerned enough about themselves to ensure that they put some things in play that if all things fell apart, that they could survive to the next day. And so you know, it's a very tactical, strategic, operational way of doing things.

38:30 But all of those people did that, and at the end everybody was successful. Everybody was successful, and that's the end goal right there. That's the end goal. So if you had to give one piece of advice or that, or you had one piece of advice that you could leave with the viewers on leadership, what would that advice be? You have one life, don't cheap people from good leadership. That's what I would say. Absolutely. Okay, so tell us anything coming up? You have, what anything on the horizon that you would like us to know about. Uh? I know you you do your podcast? When when do you you know? Come are that?

39:25 Yeah? So the podcast airs every every Monday, uh for the last almost five years, every Monday jor six hundred uh for for for military folk six a m Eastern the civilian populous and uh, and so we we we have that going out Uh, I'm currently speaking, so there's a couple of speaking engagement that I've already been part of. Grateful for that and look forward to some more working on another book. So uh, once I get a little more uh into the project, I'll be releasing a little bit more about that. But it is taking you from success to success uh so right along with my slogan. But hopefully hopefully that will be out by by the winner, if not by spring. Uh. And you know, we we're continuing to consult leaders. Uh. You can go to the website at the bottom that's scrolling find out more information. Uh. And if you feel that you're in any of the categories that we had discussed all throughout this this uh uh you know talk uh, then uh, you know, send me a message

40:57 or LinkedIn right LinkedIn is usually you will find me most and you could look for me there. Wow. Well, thank you so much for joining us again. It has been a pleasure to have you just share some of your nuggets with us. Definitely, I hope the viewers uh was uh, they got a lot from it on leadership and just understanding, like you said, just using the the that that military formation. I just I just love that I love that, so I'm gonna have to look at that a little closer now. So thank you again. I appreciate you joining us. It's been a pleasure to have you here to come and I know your your schedule is busy, so to take time out to be here with us really do appreciate you. Thank you so much. Well, thank you for asking to be on and bless you all. All right, okay, so I'll just let everyone know what's coming up next, some upcoming events, and that is, of course, I'm doing another Show Up to Rise Up Virtual Summit, which is scheduled for September twenty six through the twenty eight, twenty twenty four.

42:15 And if you're interested in being a speaker on the Show Up to Rise Up Virtual Summit platform, you can go to www dot speak at Show Up to Rise Upsummit dot com. That's www dot speak at Show Up to Rise Up Summit dot com. Or if that's too long for you, you can just email me at info at EXWSI dot com about becoming a speaker, mark your calendar, and also start working on getting your passport. As I said, if you don't already have one, you're gonna need it or you're gonna need to renew it. Why because the next Show Up to Rise Up Women's Retreat is being planned for April twenty twenty five and the location is going to be the Hotel Emotions Resort and Spot in the Dominican Republic. So if you want to be kept up today are to be placed on the list to attend, you can email me at info at EXWSI dot com. If you have not viewed my TEDx talk that I did in Vancouver, Canada in twenty twenty one, make sure to do so. Of course, the topic is show Up to Rise Up and you can watch it on YouTube and to do so just put my name in the search box doctor Madlin and Lewis. Or again you can send me an email for the direct link to info at EXWSI dot com

43:50 and I'll send you the direct link. Make sure to check it out because again I am still excited as up. Today we are at at two hundred, four thousand, and six hundred and ninety three views, so you know my goal is to reach one million plus views out there. So I want to thank all of you that have been watching, that keep watching, that keep sharing, that keeps supporting the video contributing making your comments. You know, I really do appreciate you, so make sure to keep doing that. Just keep pushing it out there, and I know we are going to get to that million plus views. Also, make sure to get your copies of the on It anthology, It's Your Life On It Unapologetically and the Journal three hundred and sixty five Days to Transformation. To get either or both of these paperback you could get both together or separately, go to my website which is www dot exwsi dot com and the links are on my website are of course, both books are on Amazon, so you can find them on Amazon also.

45:10 And that's the on It anthology, It's Your Life On It Unapologetically and the Journal three hundred and sixty five Days to Transformation. I am also a contributing writer to the on It magazine where I share nuggets and resources every month. On It magazine is a resource for personal, professional and business development, so make sure if you want to get a subscription to the magazine, you can go on my website for an annual subscription, which is www dot exwsi dot com. If you'd like to see a copy of the magazine first, you can email me at info at EXWSI dot com and I'll send you a link to be able to take a look at some of the amazing things that are in the actual magazine. I actually want to thank my guest again, Enrique Acosta Gonzales, for being with us. I would like to thank my viewers and my listeners for joining me today. This is a successful women's show.

46:23 I am doctor Madelin Anne Lewis, and of course, if you like to reach out to me, I am on all the social media platforms and my email courses info at EXWSI dot com or go to my website www dot exwsi dot com. And while you're there, make sure to download my free three part video series on three things every woman should do to position herself for executive leadership. And you can also sign up for my own online course, Crack the Career Code how to Lead with Confidence, Charisma and Credibility. To sign up for the course, go to www dot crackthcreercode dot com. Don't forget to subscribe to the YouTube channel, our Top four channel and the W four WN channel. Make sure to subscribe. Make sure to share this episode.

47:28 Like this episode, we had some great nuggets today from my guests Enrique Acosta Gonzales, so make sure that you do share the information with others. Again, this is the successful Women's Show. We are here every week. I am your host, doctor Madeline Ann Lewis helping women to accelerate the path to success. Thank you again for joining me. I love you all to life and as always, be well and stay safe out there. Got the A the time, dance it through the heads and out then hands and you guy me