FROM SUCKCESS TO SUCCESS

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questions or comment should be directed to
those show hosts. Thank you for choosing

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W four WN Radio. I got
the time And did you know women represent

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just three percent of Fortune five hundred
CEOs and less than fifteen percent of corporate

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executives at top companies worldwide. Have
you wondered what the secrets are to getting

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into the top ranks, whether in
the private or public sector. Do you

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want to figure out how to stop
being held back in your career? Are

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passed over for promotion, then you're
in the right place. Hi. I'm

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doctor Mattlananne lewis President and CEO of
the Executive Women's Success Institute. I have

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decades of experience in the military,
the federal government, and corporate America,

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and my mission is to help women
succeed and tap into their full potential.

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I want to reach a million plus
women around the world to become the leaders

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they are meant to be. So
if you want to move into a management

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or executive level position, or maybe
you are a female veteran transitioning out of

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the military into business entrepreneurship, then
reach out to the Executive Women's Success Institute

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at three zero one three two eight
four. Let us get you on the

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fast track to success. Well.
Hello, and welcome to the Success for

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Women's Show, where you can view
us on Talk for TV and listen to

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us on the Women for Women Network. I am doctor Madeline Ann Lewis your

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host, and my mission is to
help women accelerate the path to success.

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Well, today's topic is from Suck
Cess to Success and my guest is Enrique

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Augusta Gonzales. Let me just give
you a little background on Enrique. Enrique

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is the CEO of Triad Leadership Solutions, LLC, and he served twenty six

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years in the United States Navy.
He is on the Powered List of the

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top two hundred, number seventy six
thought leaders to Follow, and he is

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on the Bestsellers list with five books
to his credit. As well as being

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an award winning podcaster, he is
also a sought after John Maxwell's certified coach,

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trainer and speaker, and is an
advid mentor in three national and international

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organizations. His impactful delivery of leadership
truths leaves the listener with renewed hope and

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energize to regain their position in leadership
and make an impact in their year of

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influence. I would like to welcome
to the Successful Women's Show Enrique Augusta Gonzales.

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Hi, I welcome, Thank you
for joining us today. It is

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a pleasure to have you on the
show. I'm so excited because leadership is

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always one of the things that I
love to, you know, just make

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sure to kind of stay up on
and the women that I work with to

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make sure that they are functioning as
they should in that area. So,

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but before we get started, I
always give the standard bio on my guests,

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but I then like to ask my
guests to just tell us what you

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want us to know about Enrique Augusta
Gonzales. Well, if there's anything to

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know is that I'm a servant at
heart and aim to stay that way.

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We had a lot of leadership opportunities
in life and a lot of opportunities to

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lead others in many ways, but
I do it from a servant standpoint and

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try to make sure that at the
end of life that someone can say of

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me, you know, he served
me well, absolutely absolutely. So tell

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us, you know, first of
all, I want to talk about the

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title in case my viewers didn't get
that, from sucess to success so suck

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being s U C K C E
S S. So tell us about that.

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Talk to us about that, you
know, give us an idea of

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what that means. Yeah. So, you know, there's a lot of

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folks that are trying to find what
success means to them, and we know

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by now for those that are seasoned
that success is individual and sometimes at a

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time right, you will have periods
of success. You'll have moments of success,

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You'll have projects that have been successful, and yet and still is still

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it is a thing that we're chasing
almost daily. And I have come across

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and I'll tell you, even myself, I have had times where I've gotten

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awards, I've gotten promotions, I
have got accolades, praise, you name

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it, but inside I was not
successful. And so I started to think

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about those moments as a leader and
as a human myself living, and I

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identified that external success does not mean
internal success. You could literally be sucking

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at life and still get accolades.
So what you see people getting at awards,

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banquets and all that maybe a very
nice show, but internally they suck.

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Everything is everything is like that.
And so that's where that came from

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a personal reflection of my periods of
success and how I felt during those times.

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And I said, how appropriate that
suck was still fitting there. And

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so I said, you know what
I want to do with TRYAD leadership solutions

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is take people from that internal success
and make get success and external success where

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they can meet and and then you
could actually feel the joy, the full

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joy of life and living. M
hm wow, that's interesting. So if

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I know your your specialty is leadership, Okay, so tell us in you

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know, what does leadership really mean
to you? I know you you talked

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about the success part of it and
you know the internal part of it.

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But as a leader yourself, tell
us what it. What does leadership mean

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to you? Yeah, leadership means
to me that you can become the best

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follower there is. You know,
there's a thin line between the position of

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best follower ever and leader absolutely,
and it's so thin that sometimes you go

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back and forth, right, But
it's a delicate dance between those two positions.

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But you can't lose either one of
them. As a leader, you

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have to know at times that you're
at the head and you're you know,

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you're calling this the shots and all
of this, and then there are times

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where you have to meander over to
the best follower category and let somebody else

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lead for the sake of their growth. Right. So that delicate dance is

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what I call leadership. Wow.
And you know, I always think about

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what the military, because you know, I was in the army. Always

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they always used to say lead,
follower, get out the way, you

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know, so you know it that's
actually true. Like you say, there's

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a there's a line there. You're
either leading, you are you following,

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But sometimes you may have to in
some cases wind up doing both. You

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know, you might be the leader
on something and you know where you are,

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ordinarily people think of you as the
leader, but in this particular thing,

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it may not be your time to
be the leader. You might have

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to follow someone, you know,
because of what's going on and with what

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needs to happen. So, yeah, I understand that now you are as

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a leader, as a leadership you
are a leadership manager and career developer from

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what I was looking at from your
your bio and different things like that.

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So tell us which type of leadership
do you like to focus on. I

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like to focus on the positional leadership
and and so and this is what I

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mean by that, going back to
our military days, right, so you're

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running information, yeah, and you
have different positions. You got your guide

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on. That guide on is in
the front. That guid on never moves

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back, right. The people may
switch out, but that flag is in

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front. And so you have some
people that or that's their position, they

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don't they don't move from the front. But then you have your cadence caller,

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your cadence caller called to be on
the side and at the middle,

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not at front, not in the
back, right enough for him to be

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heard or heard to be heard evenly
across the whole you know, formation.

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And then you have those that are
in the back that not necessarily all the

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weakest because someone has to pull the
stragglers right, and so that that that

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switch and every one of those are
leading at what how I say where they

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are, where they are leading where
they are and so uh and I take

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a lot of my analogies and a
lot of my applications from my military uh

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you know, history or experience,
because I've seen those positions mismanaged. Even

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in a cadence car, they have
somebody in the front that can't take,

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you know, take the load.
The person in the front has to do

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the whole thing without any hiccups unless
you're gonna switch them out right, yes,

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but the shot caller, if they
fall back, the people in the

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front are not gonna get in step
right. So I've seen those positions mismanaged

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at times, even even just running
right and absolutely, and so I started

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I started to think, Okay,
what's this thing of positional leadership, and

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how can I address that with all
those that come to me. So I

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say that because at first I try
to find out where they are in the

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formation. Okay, you know where
are you and I'm in the front,

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but you're in the front, but
you're focusing on stragglers, So how can

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you you know? And so that's
why I say I focus on positional leadership.

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That way we can get them in
the right spot doing the right thing,

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and then if they want to switch, then we can look at that

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career transition and get them switched exactly, because you wouldn't necessarily always put like

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you were saying, the running formation, You're not going to always put the

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fastest runner on that front row because
some of those people in the back can't

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keep up with that person that fast
run on the front. So sometimes that

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fast runner got to be in the
back, like you say, so they

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can help motivate and bring those stragglers
along, you know. So, yeah,

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it's all about the position and positioning. You're absolutely correct, and that

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that it's interesting that you use that, you know, as you do your

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programs and how you do your business. Interesting that you use the military analogy.

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I don't. I never looked at
it from that standpoint. I guess

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I always did it from the standpoint
of the discipline part of it, you

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know, looking at it from that
point, you know, like it's saying,

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make a decision to stick to it, good, bad, or and

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different. You know, I kind
of look at it from that point of

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view. But that's interesting that you
that you you say that when you're looking

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at the formation and stuff like that, and how their positioned. And that

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that's also depending on the leadership roles
too, and at least to why we

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say no one left behind, no
one left behind, because we have to

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know that at any given time during
that you know, evolution, we're going

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to have some people want to give
up. Oh yeah, I've been there,

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but you know they're twenty five mile
rucksack margin and all that kind of

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stuff. Yeah, just so oh
yeah, but we rotate the people as

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we were looking. We're looking and
we're seeing and we said, okay,

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hey, Johnny, go back,
Hey soon, go get this on,

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go get yeah, and then but
everybody makes it together, right, and

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so you know that that mentality of
no one left behind exactly facilitates those those

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things together and they come back together. Absolutely. Wow. That that's that's

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a great way to look at it
that I had, like I said,

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I had not looked at it from
that standpoint. Now, I know,

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like you said, you were in
the Navy. So did most of your

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leadership training come from being in the
service? Is that you know where you

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picked up most of your leadership training? Well, leadership started in high school

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in oral right, So I was
Rotzi and and I had some experience there

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but the majority of not all,
were as attributed to my naval career.

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Okay, wow, that's interesting.
So now we know that some people they

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don't want to be a leader,
and some just like you said that they're

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not good leaders. So what it
made you kind of step into the role

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of being a leader, because I
know when you said, Rozzi, that's

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that's normally when you go through that
a lot of time you're being groomed those

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leadership roles. Okay, so what
made you want to step into you know,

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because like I said, some people
just say, hey, I'm just

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here trying to make any big decisions. Just let me go along with the

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flow. So why why do it? Yeah, and let me talk real

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quick about those people. I love
them. I love them because they already

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know they want nothing to do with
leadership. The troubles happen when somebody that

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acts that way tries to, for
the sake of positions and money, push

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their way into leadership, knowing good
and well, they have no interest whatsoever

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in leadership. And so I love
the people that will tell you straight out

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I don't want nothing. I'd be
like, thank you, thank you,

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because I know who you are and
what you need. And we're going to

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keep you there if you want.
But anyway, back to your question,

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Rotze. So in boot camp they
weeded out that first guy they put in

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a position of authority. So within
a couple of days, that guy they

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say, you're you're the what we
call our CPO in the Navy. It's

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that is that cadet, is that
recruit that they say, you're in charge

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of this whole group here and if
anything happened, we're coming to you.

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Right. So that guy, he
three days and he was out. And

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so apparently they went in my record
and said, hey, you know,

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report to the office. And I'm
like, oh, lord, what I

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do? I just got here and
they said, hey, we just fired

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that guy. And I was like, yeah, I saw him crying on

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the way out. It say you
got Rotzi experienced, you're it, and

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and that was it. They had
no in three days, they couldn't have

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picked up that Enrique was the guy. Right. They went in my record

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and uh and and you know what's
funny, Yeah, but now you're the

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guy. Right. So thankfully enough
that that led to an entire period we

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we I got everybody through that whole
book camp experience, and then we graduated,

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right, So that started the whole
thing for me in the military.

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Wow. You know, now I
go to my first school and they're like,

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oh youse, r CPL. Okay, well you got this squad.

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You know, it kept snowballing from
there. Wow. You know. And

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it's interesting because you know, most
people know if you're in the military,

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at some point you go, you're
gonna wind up over somebody. If it's

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only that one, somebody gonna wind
up having somebody that's under you in some

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you know, in some capacity.
And you know, when you like,

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like you say, when you got
those that just really don't want to they

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don't want to accept that leadership role, it just it in a little in

207
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a bit, especially in the military, kind of complicates things. You know,

208
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Yeah, it can complicates things because
then you got to figure out,

209
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Okay, what am I going to
do with this person? You know,

210
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just where do I put them?
Because they still you know, they still

211
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have to learn. Then think about
it, what I saw in the military,

212
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you still had to learn the leadership
pretty much learned those leadership principles.

213
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Oh yeah, no matter how far
you went or didn't go, you still

214
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needed to learn them. If you
were going to survive in the military,

215
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you still needed to learn them.
Yeah, and that is true. Actually,

216
00:20:37.200 --> 00:20:47.599
our performance and reviews, our performance
reviews, and our advancement cycles depend

217
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on leadership experience exactly. So if
you aim to get anywhere on the next

218
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pace, hey, buddy, you
know on that pay scale, if you

219
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wanted to move up in any of
those E ranks or O ranked, leadership

220
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was a It was, you know, undisputably the thing you needed. And

221
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so yeah, but you know I
had a and I'll tell you I had

222
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come into my final command and I
was looking at the leadershoppicially. You know,

223
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you move in ninety days, you
don't touch nothing, you just let

224
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everything say, and then ninety one
that's when you start messing around with the

225
00:21:25.160 --> 00:21:30.200
dominoes. Right. So there was
an individual, he was an six in

226
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charge of the group, and in
ninety days I could not see one ounce

227
00:21:36.839 --> 00:21:41.680
of leadership from this guy. Wow. And I'm like, how did he

228
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make it so far? Yeah?
Yeah, And it goes back to that

229
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success. Wow. Sometimes for the
sake of the mission, we let things

230
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pass on by m hm. Right. We don't want to we don't want

231
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to be the one that kill a
career. Well, we don't want to

232
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be the one that could. Could
you know, confront somebody and say,

233
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hey, you've met your ceiling.
It doesn't look like you don't go anywhere

234
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from there. Now I can get
you to the next side. They're gonna

235
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take a lot of pain and a
lot of work on your on your behalf.

236
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So this individual had just been moved
along, you know, at the

237
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minimum requirements, and they just moved
them, all right. And so if

238
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you look at the military structure,
every three years, we're out, we're

239
00:22:40.519 --> 00:22:44.119
going to somewhere else. Well,
they got to get to know this guy.

240
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They just moved on and by the
time they realized who this guy is,

241
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it's time to move him on.
And so he made it that long.

242
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And I had a conversation with him, and I said, look,

243
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I completly uh, I'm proud of
you for having gotten where you've gotten and

244
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and kudos to you, but there's
a thing I need out of the position

245
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that you're in, right, and
you're not providing that, And so no,

246
00:23:17.319 --> 00:23:22.559
foul right, I can't. I
can't answer for things that should have

247
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been addressed a long time ago.
But what I'm going to do is ask

248
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you one thing. Do you want
to be the leader of this group.

249
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And he says, naciness to you, And I said, I knew it,

250
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but thank you for being honest.
I'll rearrange things and I put the

251
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right person in the lead and that
and that group flourished. So sometimes you

252
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have to identify that suck in the
success of people. You don't have to

253
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be mean about it, right,
you know, uh, but you have

254
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to bring some class and some realistic
you know, uh approach to what they

255
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want. And you know what happened. He say, ain't nobody ever asked

256
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me if I wanted to be a
leader? Wow? And I said wow,

257
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I said wow. I said,
well, you know, I'm glad

258
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that that we're having this conversation because
from now on, this group and and

259
00:24:26.160 --> 00:24:32.000
sure enough that that group ended up
being an award winning group by the time

260
00:24:32.880 --> 00:24:37.720
they were done. Wow, that's
great, you know, to be able

261
00:24:37.759 --> 00:24:41.720
to see that. And like you
say, not you know, embarrass him

262
00:24:41.759 --> 00:24:47.759
in any way or or make him
feel less than but just hey, okay,

263
00:24:47.839 --> 00:24:51.839
you don't want to do it,
and obviously you don't mind following someone

264
00:24:51.880 --> 00:24:56.279
else, so let's just put you
somewhere else. And and you know,

265
00:24:56.359 --> 00:25:00.880
and and and he and he retired, you know, he was happy.

266
00:25:00.440 --> 00:25:04.880
Uh and and the group was better. Uh. It's a lot of times

267
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as leaders, we we don't have
those delicate and tough conversations. Yeah.

268
00:25:12.720 --> 00:25:18.000
Yeah, and and we just rather
move people along just for the sake of

269
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not really you know, shaking that
boat in the water exactly because you know,

270
00:25:25.240 --> 00:25:27.200
at that rank, he's six I
know in the army, that's that's

271
00:25:27.200 --> 00:25:33.279
a staff sergeant something. Maybe it's
it's relative the same about the same rank

272
00:25:33.359 --> 00:25:41.400
right at Yeah, absolutely so,
uh yeah. To not not recognize that

273
00:25:41.480 --> 00:25:45.680
before he got to that rank,
that was that's something that's unbelievable in a

274
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way. You know, Like you
said, I think what happened was a

275
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lot of the people that were he
were you know, reported to, didn't

276
00:25:53.720 --> 00:25:57.680
want to address the issue. They
probably saw it, just didn't want to

277
00:25:59.079 --> 00:26:02.599
you know, they didn't want to
address it, which means that needed to

278
00:26:02.640 --> 00:26:07.839
look at their leadership too. I
don't know, we're gonna we're gonna bust

279
00:26:07.920 --> 00:26:12.359
open a can of words there.
Uh, you know, leaders leaders that

280
00:26:12.519 --> 00:26:19.359
you know, we have the obligation
to look at the holistic view for the

281
00:26:19.400 --> 00:26:23.400
for of the of the command of
the company. Right, let's just talk

282
00:26:23.440 --> 00:26:30.839
about company. It's it's your that's
your task. Yeah, to be the

283
00:26:30.839 --> 00:26:37.759
eyes and ears of those executives in
the company. And when you cannot see

284
00:26:38.119 --> 00:26:45.240
or you can't hear what the people
are actually asking for and you'll miss those

285
00:26:45.359 --> 00:26:49.119
cues. You know, he didn't
want to be. He didn't want I

286
00:26:49.119 --> 00:26:56.119
mean, the guy was like,
oh, thank you, right, you

287
00:26:56.160 --> 00:27:00.440
know, I thought, it reminds
me when I was when I was still

288
00:27:00.480 --> 00:27:06.200
in and I had reached the rank
of sergeant major, and at that point

289
00:27:06.279 --> 00:27:10.720
my mom had taken ill, and
so I was I had to I had

290
00:27:10.759 --> 00:27:15.119
gone home, you know for a
while, to do some things, help

291
00:27:15.200 --> 00:27:18.799
take care. But the thing of
it is I had to come. I

292
00:27:18.839 --> 00:27:22.680
came back, then I had to
go back again. And so what I

293
00:27:22.799 --> 00:27:25.759
decided at that point, I said, well, I can't do this because

294
00:27:25.799 --> 00:27:30.440
I had eighty soldiers under my direct
command. I'm like, okay, you

295
00:27:30.480 --> 00:27:33.119
know you can't. I can't lead
anybody if I'm not here. I can't

296
00:27:33.240 --> 00:27:37.839
advise, I can't instruct, I
can't I can't do any of that if

297
00:27:37.839 --> 00:27:41.559
I'm not here. So I put
it. I put in my paperwork for

298
00:27:41.680 --> 00:27:47.559
retirement, and you know, I'm
again. I went back home and I

299
00:27:47.640 --> 00:27:49.960
noticed the paperwork was taken a long
time. So when I got back,

300
00:27:51.039 --> 00:27:56.200
I asked. I went to the
sergeant and I said, hey, I

301
00:27:56.240 --> 00:27:59.720
haven't gotten anything on my paperwork yet. And he tells me he said,

302
00:27:59.799 --> 00:28:03.519
yeah, yeah, Well the colonel
told me that just to hold on to

303
00:28:03.640 --> 00:28:06.920
it for a little while to see
if you'll go change your mind. I

304
00:28:07.000 --> 00:28:08.880
said, no, I can't do
that, I said, if I'm not

305
00:28:10.039 --> 00:28:14.160
here, I just felt like they
needed to put somebody else in that position.

306
00:28:14.799 --> 00:28:19.000
You know that why you can't hold
a position if I'm not there,

307
00:28:19.119 --> 00:28:22.559
because, like I said, like
you said, the structure, the structure

308
00:28:22.720 --> 00:28:26.759
now is beginning to fall. But
you know, so like you say,

309
00:28:26.839 --> 00:28:32.039
there's things like that. You have
to be able to see and know how

310
00:28:32.079 --> 00:28:37.119
to handle that kind of thing too. If somebody can't feel the position for

311
00:28:37.160 --> 00:28:41.119
personal reasons or what have you,
you need to make a decision as to

312
00:28:41.200 --> 00:28:45.119
what needs to be done and how
to do it. And either the person

313
00:28:45.200 --> 00:28:48.920
in the position or the person,
like you said what you did with the

314
00:28:48.960 --> 00:28:52.559
guy, the person that's over that
person, you know, have to make

315
00:28:52.599 --> 00:28:56.000
a decision as to what needs to
be done. No, and good of

316
00:28:56.039 --> 00:29:02.359
you to do that, because there's
some leaders that you know, come hell

317
00:29:02.400 --> 00:29:07.559
of high water, they are not
relinquishing that that spot. And believe me,

318
00:29:07.799 --> 00:29:15.480
that's when trouble happens exactly exactly,
and it is you know, at

319
00:29:15.559 --> 00:29:18.839
some things. You know, I
had to represent the kernel going out and

320
00:29:18.960 --> 00:29:22.440
doing different things for him. So
if I'm not there, then you also

321
00:29:22.079 --> 00:29:27.599
now you have a holding, you
know, in your structure there. So

322
00:29:29.319 --> 00:29:32.839
no, yeah, I knew it
was time then for me to go ahead

323
00:29:32.920 --> 00:29:37.039
and retire because I probably would have
stayed just a little bit longer. So

324
00:29:37.079 --> 00:29:40.759
I wound up doing twenty two years, but I might have did a at

325
00:29:40.839 --> 00:29:45.559
least about thirty if I if that
had happened. Yeah, So but I

326
00:29:45.680 --> 00:29:48.920
tell you, Okay, so here
we go. I'm coming into some tricky

327
00:29:49.000 --> 00:29:52.880
question I'm trying to before we end
this one not so much tricky, but

328
00:29:52.920 --> 00:29:59.000
the next one will be so prayed. Now, some people think that there's

329
00:29:59.039 --> 00:30:03.599
a difference between a born leader and
a made leader. I know you've heard

330
00:30:03.599 --> 00:30:07.319
that some leaders are born, some
leaders are made. What do you see

331
00:30:07.400 --> 00:30:12.119
as the difference in a born leader
and a made leader or is their difference?

332
00:30:14.079 --> 00:30:18.720
Well, what I believe is we're
all born with a capacity to lead.

333
00:30:18.559 --> 00:30:26.000
Every single person, because if you
really look at leadership, where it

334
00:30:26.039 --> 00:30:33.599
is best exemplified is in yourself.
Right, If you can't lead yourself through

335
00:30:33.640 --> 00:30:41.680
the morning, and I don't want
you leading nobody. And there are some

336
00:30:41.799 --> 00:30:48.279
individuals that have a rough time just
you know, putting on the right shoe

337
00:30:48.319 --> 00:30:53.000
and the right foot, right and
so, and that's okay because we all

338
00:30:53.079 --> 00:31:00.440
have different capacity. That person may
have trouble putting on some shoes. They'll

339
00:31:00.480 --> 00:31:06.079
work the smack out of a computer, right, So you know it,

340
00:31:06.079 --> 00:31:11.839
it's incumbent on the leader to identify
everybody's capability. But we're all capable of

341
00:31:11.960 --> 00:31:18.920
leading. Now there's don't want to, right. So what makes the difference

342
00:31:18.960 --> 00:31:27.680
between someone that is seemingly born a
leader is opportunity. Right, We're not

343
00:31:27.880 --> 00:31:37.079
all afforded the same opportunities. Now, the same opportunities may be there here,

344
00:31:37.680 --> 00:31:44.839
but not all have been afforded equally. Education, because it takes some

345
00:31:45.440 --> 00:31:53.759
education to lead folks, especially when
you're talking about cross cultural leadership. You

346
00:31:53.880 --> 00:32:00.079
got to be smart enough to know
that in this culture you don't do that,

347
00:32:00.240 --> 00:32:06.000
you know, and and be able
to to to absorb that information and

348
00:32:06.160 --> 00:32:13.599
actually put put it in play so
you know, opportunities, education, and

349
00:32:13.680 --> 00:32:21.720
timing. There are some times it's
not the right time. And so if

350
00:32:21.759 --> 00:32:27.880
you have those three going for you, you're probably going to execute that capacity

351
00:32:28.079 --> 00:32:32.720
of leadership and go on and be
and do great things. But you could

352
00:32:32.720 --> 00:32:38.319
be born out of time, you
know, although although I am of the

353
00:32:38.400 --> 00:32:43.799
belief that we are born for such
a time, right, So that's different.

354
00:32:44.519 --> 00:32:49.480
But the timing, right, I
came in the military August. Let's

355
00:32:49.480 --> 00:32:54.680
say, so, I came in
the military November. By next August,

356
00:32:54.880 --> 00:33:00.519
I was supposed to be up for
my E three exam or my E three

357
00:33:00.640 --> 00:33:07.079
promotion. But guess what I was
five days short of the timing that the

358
00:33:07.200 --> 00:33:13.799
Navy has set for promotion. Guess
who had to wait another six months?

359
00:33:14.480 --> 00:33:19.279
I did for five days. So
timing is a thing, you know.

360
00:33:19.440 --> 00:33:23.640
Timing is a thing. So you
could be out of sync with time.

361
00:33:24.119 --> 00:33:30.319
You could be out of sync with
let's say the educational uh, the education

362
00:33:30.480 --> 00:33:35.799
afforded, you know, and you
definitely could be out of time. While

363
00:33:35.839 --> 00:33:40.640
you talk about, uh, what's
available, right, I grew up in

364
00:33:40.680 --> 00:33:47.000
the bronx, uh in the city, did not get the same thing that

365
00:33:47.119 --> 00:33:52.000
maybe the suburbs got, right,
uh, And so all those things have

366
00:33:52.119 --> 00:34:02.799
to kind of fall in line for
everybody's capacity to be connected to the availability

367
00:34:02.880 --> 00:34:07.559
to do leadership, and so absolutely
not everybody has the capacity to do so

368
00:34:09.559 --> 00:34:15.960
absolutely well. That brings me into
my next question, which I said was

369
00:34:15.039 --> 00:34:22.119
kind of a tricky question for you. Do you think women make good leaders?

370
00:34:22.440 --> 00:34:29.559
Absolutely? Okay, absolutely, My
wife will run circles around me and

371
00:34:30.000 --> 00:34:37.039
I'm getting the awards, you know, explain that. Look, I look.

372
00:34:37.639 --> 00:34:49.760
So for those that do not understand
the fullness that a woman brings to

373
00:34:50.000 --> 00:34:58.360
life itself, you're missing out.
Okay, you're missing out now. I

374
00:34:58.400 --> 00:35:07.280
will say that in all of that
ability to lead in dynamic and chaotic,

375
00:35:08.599 --> 00:35:14.239
if there's chaos, I don't want
to do the room. I need a

376
00:35:14.320 --> 00:35:22.559
lady to come and bring some sanity
to chaos. Because if you gotta study

377
00:35:22.599 --> 00:35:29.480
the woman, you gotta study.
I can't think of more than five things

378
00:35:29.480 --> 00:35:34.320
at one time. My wife has
gone through twenty in the last five minutes.

379
00:35:34.559 --> 00:35:43.119
Right, We're just wired differently,
and the person that understands those wiring

380
00:35:43.239 --> 00:35:52.000
schematics can literally put a woman to
play in a corporate or organizational setting and

381
00:35:52.159 --> 00:36:02.679
do amazing things, absolutely amazing things. But this world That's all I could

382
00:36:02.719 --> 00:36:09.199
say is that this world, yes
Ha has had believed and drank some kool

383
00:36:09.199 --> 00:36:14.000
aid. They should have they should
have never picked up hell yeah. So

384
00:36:14.000 --> 00:36:20.599
so there's some structural challenges, uh
in the world. You know, We've

385
00:36:20.639 --> 00:36:25.039
come a long way. But if
I had a preference, I'll be putting

386
00:36:25.039 --> 00:36:30.960
a woman in charge absolutely all right. Now, well, okay, maybe

387
00:36:30.639 --> 00:36:38.559
she wasn't drinking it. I've been
trained. Well, uh so, what

388
00:36:39.960 --> 00:36:46.599
leader would you say most inspired you
during your whole time? I know there

389
00:36:46.760 --> 00:36:53.079
there's probably one, maybe one leader
that you saw during your military career or

390
00:36:53.559 --> 00:37:00.920
even in life in general that inspired
you. Yeah, I've been less to

391
00:37:00.079 --> 00:37:07.000
have many right to bring one of
them out? In my head faces are

392
00:37:07.039 --> 00:37:10.519
just popping up. But I'll tell
you what was common among them all.

393
00:37:14.280 --> 00:37:22.840
They knew what they wanted. They
knew that they depended on people to get

394
00:37:22.840 --> 00:37:29.960
them there, right, and so
they decided to feed the people before they

395
00:37:30.039 --> 00:37:37.800
fed themselves. But feed the people
enough that the people recognized that he was

396
00:37:37.880 --> 00:37:43.519
going hungry, and so they fed
him, you know. And and to

397
00:37:43.679 --> 00:37:52.199
set that up, it has to
be no ego whatsoever, or if there

398
00:37:52.360 --> 00:38:00.679
is so minimal that you couldn't even
identify it. And so they did not

399
00:38:01.360 --> 00:38:10.920
put themselves before anyone. They fed
the people, but they were concerned enough

400
00:38:10.960 --> 00:38:20.000
about themselves to ensure that they put
some things in play that if all things

401
00:38:20.079 --> 00:38:24.880
fell apart, that they could survive
to the next day. And so you

402
00:38:24.920 --> 00:38:30.559
know, it's a very tactical,
strategic, operational way of doing things.

403
00:38:30.519 --> 00:38:39.880
But all of those people did that, and at the end everybody was successful.

404
00:38:40.280 --> 00:38:45.920
Everybody was successful, and that's the
end goal right there. That's the

405
00:38:45.039 --> 00:38:52.599
end goal. So if you had
to give one piece of advice or that,

406
00:38:52.880 --> 00:38:55.880
or you had one piece of advice
that you could leave with the viewers

407
00:38:57.079 --> 00:39:04.119
on leadership, what would that advice
be? You have one life, don't

408
00:39:04.199 --> 00:39:12.599
cheap people from good leadership. That's
what I would say. Absolutely. Okay,

409
00:39:13.199 --> 00:39:16.239
so tell us anything coming up?
You have, what anything on the

410
00:39:16.280 --> 00:39:21.320
horizon that you would like us to
know about. Uh? I know you

411
00:39:21.320 --> 00:39:24.679
you do your podcast? When when
do you you know? Come are that?

412
00:39:25.679 --> 00:39:30.599
Yeah? So the podcast airs every
every Monday, uh for the last

413
00:39:30.639 --> 00:39:37.480
almost five years, every Monday jor
six hundred uh for for for military folk

414
00:39:39.719 --> 00:39:47.079
six a m Eastern the civilian populous
and uh, and so we we we

415
00:39:47.199 --> 00:39:53.320
have that going out Uh, I'm
currently speaking, so there's a couple of

416
00:39:53.320 --> 00:40:00.440
speaking engagement that I've already been part
of. Grateful for that and look forward

417
00:40:00.440 --> 00:40:07.079
to some more working on another book. So uh, once I get a

418
00:40:07.119 --> 00:40:12.639
little more uh into the project,
I'll be releasing a little bit more about

419
00:40:12.679 --> 00:40:20.480
that. But it is taking you
from success to success uh so right along

420
00:40:20.519 --> 00:40:27.559
with my slogan. But hopefully hopefully
that will be out by by the winner,

421
00:40:27.599 --> 00:40:35.199
if not by spring. Uh.
And you know, we we're continuing

422
00:40:35.239 --> 00:40:40.119
to consult leaders. Uh. You
can go to the website at the bottom

423
00:40:40.239 --> 00:40:46.559
that's scrolling find out more information.
Uh. And if you feel that you're

424
00:40:46.599 --> 00:40:52.400
in any of the categories that we
had discussed all throughout this this uh uh

425
00:40:52.599 --> 00:40:57.519
you know talk uh, then uh, you know, send me a message

426
00:40:57.639 --> 00:41:01.960
or LinkedIn right LinkedIn is usually you
will find me most and you could look

427
00:41:02.280 --> 00:41:07.239
for me there. Wow. Well, thank you so much for joining us

428
00:41:08.599 --> 00:41:13.719
again. It has been a pleasure
to have you just share some of your

429
00:41:13.800 --> 00:41:20.000
nuggets with us. Definitely, I
hope the viewers uh was uh, they

430
00:41:20.039 --> 00:41:24.159
got a lot from it on leadership
and just understanding, like you said,

431
00:41:24.320 --> 00:41:30.679
just using the the that that military
formation. I just I just love that

432
00:41:30.360 --> 00:41:34.920
I love that, so I'm gonna
have to look at that a little closer

433
00:41:35.000 --> 00:41:38.920
now. So thank you again.
I appreciate you joining us. It's been

434
00:41:38.960 --> 00:41:45.760
a pleasure to have you here to
come and I know your your schedule is

435
00:41:45.800 --> 00:41:49.800
busy, so to take time out
to be here with us really do appreciate

436
00:41:49.840 --> 00:41:52.880
you. Thank you so much.
Well, thank you for asking to be

437
00:41:52.000 --> 00:41:58.599
on and bless you all. All
right, okay, so I'll just let

438
00:41:58.679 --> 00:42:04.760
everyone know what's coming up next,
some upcoming events, and that is,

439
00:42:04.840 --> 00:42:09.440
of course, I'm doing another Show
Up to Rise Up Virtual Summit, which

440
00:42:09.559 --> 00:42:15.239
is scheduled for September twenty six through
the twenty eight, twenty twenty four.

441
00:42:15.880 --> 00:42:20.880
And if you're interested in being a
speaker on the Show Up to Rise Up

442
00:42:21.079 --> 00:42:27.599
Virtual Summit platform, you can go
to www dot speak at Show Up to

443
00:42:27.760 --> 00:42:34.400
Rise Upsummit dot com. That's www
dot speak at Show Up to Rise Up

444
00:42:34.679 --> 00:42:37.960
Summit dot com. Or if that's
too long for you, you can just

445
00:42:37.119 --> 00:42:46.280
email me at info at EXWSI dot
com about becoming a speaker, mark your

446
00:42:46.360 --> 00:42:51.840
calendar, and also start working on
getting your passport. As I said,

447
00:42:52.239 --> 00:42:54.880
if you don't already have one,
you're gonna need it or you're gonna need

448
00:42:54.920 --> 00:43:00.639
to renew it. Why because the
next Show Up to Rise Up Women's Retreat

449
00:43:00.199 --> 00:43:06.679
is being planned for April twenty twenty
five and the location is going to be

450
00:43:06.719 --> 00:43:12.440
the Hotel Emotions Resort and Spot in
the Dominican Republic. So if you want

451
00:43:12.480 --> 00:43:15.480
to be kept up today are to
be placed on the list to attend,

452
00:43:15.519 --> 00:43:23.239
you can email me at info at
EXWSI dot com. If you have not

453
00:43:23.519 --> 00:43:30.239
viewed my TEDx talk that I did
in Vancouver, Canada in twenty twenty one,

454
00:43:30.400 --> 00:43:34.199
make sure to do so. Of
course, the topic is show Up

455
00:43:34.199 --> 00:43:38.280
to Rise Up and you can watch
it on YouTube and to do so just

456
00:43:38.320 --> 00:43:44.000
put my name in the search box
doctor Madlin and Lewis. Or again you

457
00:43:44.079 --> 00:43:50.800
can send me an email for the
direct link to info at EXWSI dot com

458
00:43:50.840 --> 00:43:54.519
and I'll send you the direct link. Make sure to check it out because

459
00:43:54.679 --> 00:44:00.039
again I am still excited as up. Today we are at at two hundred,

460
00:44:00.199 --> 00:44:06.360
four thousand, and six hundred and
ninety three views, so you know

461
00:44:06.679 --> 00:44:10.599
my goal is to reach one million
plus views out there. So I want

462
00:44:10.679 --> 00:44:15.400
to thank all of you that have
been watching, that keep watching, that

463
00:44:15.519 --> 00:44:22.079
keep sharing, that keeps supporting the
video contributing making your comments. You know,

464
00:44:22.320 --> 00:44:25.559
I really do appreciate you, so
make sure to keep doing that.

465
00:44:25.960 --> 00:44:30.880
Just keep pushing it out there,
and I know we are going to get

466
00:44:30.960 --> 00:44:35.840
to that million plus views. Also, make sure to get your copies of

467
00:44:35.880 --> 00:44:42.960
the on It anthology, It's Your
Life On It Unapologetically and the Journal three

468
00:44:43.039 --> 00:44:49.519
hundred and sixty five Days to Transformation. To get either or both of these

469
00:44:50.199 --> 00:44:58.199
paperback you could get both together or
separately, go to my website which is

470
00:44:58.400 --> 00:45:05.800
www dot exwsi dot com and the
links are on my website are of course,

471
00:45:05.920 --> 00:45:10.639
both books are on Amazon, so
you can find them on Amazon also.

472
00:45:10.960 --> 00:45:16.679
And that's the on It anthology,
It's Your Life On It Unapologetically and

473
00:45:16.840 --> 00:45:22.400
the Journal three hundred and sixty five
Days to Transformation. I am also a

474
00:45:22.519 --> 00:45:30.119
contributing writer to the on It magazine
where I share nuggets and resources every month.

475
00:45:30.559 --> 00:45:36.599
On It magazine is a resource for
personal, professional and business development,

476
00:45:36.760 --> 00:45:42.039
so make sure if you want to
get a subscription to the magazine, you

477
00:45:42.079 --> 00:45:47.840
can go on my website for an
annual subscription, which is www dot exwsi

478
00:45:49.039 --> 00:45:52.719
dot com. If you'd like to
see a copy of the magazine first,

479
00:45:52.800 --> 00:45:59.119
you can email me at info at
EXWSI dot com and I'll send you a

480
00:45:59.199 --> 00:46:02.159
link to be able to take a
look at some of the amazing things that

481
00:46:02.719 --> 00:46:10.800
are in the actual magazine. I
actually want to thank my guest again,

482
00:46:13.400 --> 00:46:17.679
Enrique Acosta Gonzales, for being with
us. I would like to thank my

483
00:46:17.840 --> 00:46:23.280
viewers and my listeners for joining me
today. This is a successful women's show.

484
00:46:23.519 --> 00:46:27.920
I am doctor Madelin Anne Lewis,
and of course, if you like

485
00:46:28.000 --> 00:46:31.599
to reach out to me, I
am on all the social media platforms and

486
00:46:31.719 --> 00:46:40.440
my email courses info at EXWSI dot
com or go to my website www dot

487
00:46:40.599 --> 00:46:47.320
exwsi dot com. And while you're
there, make sure to download my free

488
00:46:47.719 --> 00:46:54.519
three part video series on three things
every woman should do to position herself for

489
00:46:54.800 --> 00:47:00.760
executive leadership. And you can also
sign up for my own online course,

490
00:47:00.880 --> 00:47:07.239
Crack the Career Code how to Lead
with Confidence, Charisma and Credibility. To

491
00:47:07.320 --> 00:47:15.639
sign up for the course, go
to www dot crackthcreercode dot com. Don't

492
00:47:15.679 --> 00:47:21.480
forget to subscribe to the YouTube channel, our Top four channel and the W

493
00:47:21.599 --> 00:47:27.519
four WN channel. Make sure to
subscribe. Make sure to share this episode.

494
00:47:28.079 --> 00:47:32.599
Like this episode, we had some
great nuggets today from my guests Enrique

495
00:47:32.679 --> 00:47:38.159
Acosta Gonzales, so make sure that
you do share the information with others.

496
00:47:38.440 --> 00:47:43.880
Again, this is the successful Women's
Show. We are here every week.

497
00:47:44.000 --> 00:47:50.360
I am your host, doctor Madeline
Ann Lewis helping women to accelerate the path

498
00:47:50.440 --> 00:47:55.400
to success. Thank you again for
joining me. I love you all to

499
00:47:55.559 --> 00:48:02.239
life and as always, be well
and stay safe out there. Got the

500
00:48:02.559 --> 00:48:24.239
A the time, dance it through
the heads and out then hands and you guy me