Episode•July 8, 2024•36 min

EP174: Leadership vs. Management: Understanding the Key Differences

Every business owner needs to be able to lead and handle people well to make their business successful. Leadership is about inspiring and pushing a group to reach a big goal. On the other hand, management is about running the day-to-day business and ensuring everything runs smoothly. People who own businesses need to know the difference between being a leader and a manager and find a good mix between the two. In this episode, Brad talks about: The distinction between leaders and managers in corporate and small business settings. Importance of leadership training and skills, with military experience as a prime example. Stories and examples of effective leadership and consequences of poor leadership. Balancing leadership and management roles in construction businesses. Real-life examples of successful leadership and management strategies. Links to Resources: Get the blueprint to create financial freedom & more free time before burnout or bankruptcy happens. A complete Done-With-You Program - Join the Profit Club Join the Free Facebook Group - The Contractor Profit Blueprint Get Paid for Estimates - Free Sales Guide Plan Your Profits - Profit Journal Help us get the word out to other contractors by leaving us a review or sharing our podcast! Hosted on Acast. See acast.com/privacy for more information.

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Transcript

0:09

Contractor's journey to self-mastery requires discipline, integrity, and respect. Welcome to Hammer and Grind. Hey, welcome back to the podcast. On this episode, we're going to be talking about leading versus managing. Understanding the differences between the two so that we can have more success in our business. So I think it's important here that we got to kind of define what the... The two differences are what's the definition of leadership and what's the definition of management. So leadership is it involves guiding, inspiring, motivating a group towards achieving a visionary goal. Leaders are often seen as visionaries and motivators. Managers is management focuses on administering and ensuring that the organizational systems and day to day operations are running efficiently. Managers are often seen as organizers and stabilizers. So obviously this is kind of like speaking in more of a corporate structure where you have all these things in place, but the general concept and definition still remains, right? Leaders are guiding, inspiring, and motivational. Managers are organizing and stability or stabilizers, right? They use systems and they are operational. Right. Even the language of those leadership involves guiding, inspiring and motivating a group towards achieving a visionary goal. Management focuses on administering, ensuring that the organizational systems and day to day operations are running efficiently. Like if you just read those sentences, the wording of it, it just it basically screams what you need to know. One is about we are trying to accomplish this goal together. The other one is we need to follow these systems to a T in order to make sure nothing is screwed up. Right? That's like, that's pretty cut and dry. A lot of us call ourselves leaders and we're actually managers. I would even go as far as to say is that a majority of business owners, specifically smaller business owners, are managers and very few are leaders. Because leadership is also a trait that has to be learned. It's a skill. It's a trait and a skill that has to be learned. So there's no better leadership training course or school in the world than the military. And I obviously would be biased to say that the Marines do the best at it, right? So in the military, my experience is the way I would define it, Brad's definition, is a leader is someone that you will follow no matter where. They go or what they do. That's leadership. You have a, you know, your platoon commander, platoon sergeant, battalion commander, company commander, whatever. Someone in a higher position than you, a leader says, follow me, we're going to charge up this hill. Right? Follow me, we're going to go into this house. We lead from the front. The term lead from the front, not from the rear, is prevalent in the military. You're looking for people who lead from the front. They're not hiding behind everyone else. That's a leader, someone you respect, someone that you don't want to disappoint. And I had plenty of leaders who, you know, when I say the word leaders too here, I'm talking about anybody who's in a higher position than me. But what I really mean is that I've had plenty of leaders that I respected that I followed. I've also had plenty of people who were in a leadership position over me that were absolutely terrible. And I would not follow. Right. So, I mean, there's even stories of, you know, in Vietnam, when young lieutenants would come out of school, thinking that because they're an officer, they know better than guys that had been in overseas for, you know, one, two, three tours already. And they would go out on patrol and the lieutenant would never come back. You know, none of these things were confirmed as far as what happened to them. It did happen. People definitely. didn't come back. Lieutenants definitely didn't come back, but you know, it was, it's all hearsay or folklore or whatever you want to call it, that it, they actually were killed by their own people because it's like, Hey, if you're going to come in here and be an idiot with no experience, we're not even going to, you know, put up with you. Right. So this, this is the definition of like, just because you're in a leadership position does not make you a leader. Okay. So In construction, most of us run our business, the owners, I'm talking about the owners. Most of us run our business like a manager. Like we're trying to manage things. We're trying to make sure our guys show up on time to work. We're trying to make sure the materials are ordered and delivered correctly. We're trying to delegate. different tasks to people. You go install the trim, you do the electrical, you do the plumbing, you do the drywall, you do the painting, you do the, you know, the flooring, you install the pavers, whatever, whatever it is that we're doing. You install the shingles, you do the tear off, whatever. It's just, it's a management position where we're delegating tasks to people. That's what managers do. Leaders inspire people and motivate people. and get them to think on their own. In other words, leaders typically elevate people to get them to come together and accomplish a mission. So a leader would go in and say, listen, guys, it's not going to be easy. We're probably going to have some hard times. We might get too hot on the roof. We may have to take breaks. But at the end of the day, we're going to accomplish this. re-roof together. We're going to get all this roof tear off. We're going to get the new roof put on. We're going to get it all today, all done today, no matter what. And if we do that, there's going to be, you know, a bonus for everybody at the end. Like that's kind of like a motivating, inspiring leader scenario, right? A manager scenario would be like, guys, we got to get this done today. Like we have a schedule we got to keep. Tomorrow we're starting another job. There's no other alternatives. We have to get this done today. So I want you to do this and I want you to do that. And we're going to get this done. And if you have any problems, come to me right away so we can solve it and not let it drag on. Same scenario, same type of work, two different leadership styles. Now, if you're a small company and you are the project manager or the foreman or even the carpenter, or maybe you have a project manager, but you're still kind of like. running the day-to-day stuff of the, you know, dealing with all that, you're going to cross over. You can't just be, you know, rah-rah motivational leader guy and not delegate anything. Like you're going to have to be a manager at some point in order to get stuff done. The difference is we try to run our business to success by managing every aspect of it. instead of being a leader, right? I did a podcast interview with Brian Gottlieb. He was a successful business owner that exited for a hundred million dollars. He exited his business, his contracting businesses for a hundred million dollars. You definitely got to go listen to this because he talks about the realization one day where he just had people lined up outside his office waiting to talk to him. like figuratively not, I'm sorry, not figuratively, literally had people lined up outside his door, you know, six, seven deep in a line waiting to talk to him so he could solve the problems. And that was kind of the turning point for him of realizing like something's got to give, right? Something's not right. And he started to make that transition into being a leader and not a manager. And so where is that? I'm still looking for it. I could just use the search option in here. It'd probably be better. There it is. Episode 136. Go listen to episode 136 if you haven't yet. Building and exiting a construction business with a conversation with Brian Gottlieb. Brian's a rock star. He's got a new book coming out in September. You're definitely going to want to get that. You can pre-order it today. Give him a little plug for his book. He was a, he's a fantastic person, human being and did a. did a good job on that podcast. So go listen to that. But I was bringing him up as an example of like, even he had success. Like he wasn't in the field. He had managers, he had project managers and different people doing different things in his business, but they still relied upon him to make all the decisions, right? A leader is going to create the vision for the company and then bring everyone alongside the him to create that. to make that a reality. He's going to bring on thinkers and people that are smarter. And he's going to build this team of people that are able to do this. So a leader relies on managers 100%. But you can't be a leader by being a manager. Does that make sense? Sometimes you have to have... Put on two different hats. You got to be a manager one day and you got to be a leader a different day. Leaders are empathetic. Leaders have compassion. I had a client. He actually reached out to me yesterday and said, listen, I got a client. I got an employee. He's a good guy. He works hard. However, he's gotten himself into some trouble and was doing some self-medication and his performance dropped off. Right. And I was like, man, that's tough. I understand. He's like, you know, I dealt with similar things. And so I can be very, you know, sympathetic to the situation. And I really want to help him. I'm like, that's great. Like, those are signs of a leader, someone who's empathetic, who has sympathy towards his employees, compassion, who wants to help his employees. That's a sign of a leader,100%. But you can't just say, oh, I'm going to help you. And that's, you know, you can still keep doing bad things. But I'm going to help you keep doing bad things. Oh, so you have to have a combination here of like the management side, right? And by the way, leadership can also be substituted for like just general human decency, like being a good human, right? Because you don't have to be in a leadership position to have compassion towards someone. You don't have to be in a leadership position to have empathy. You don't have to be in a leadership position to help someone or even have a vision about something. Right. It's just those, those characteristics carry over between the two. And so on one hand, he, he wants to help this employee of his, which is noble. And I think it's a good idea. On the other hand, he can't let them just keep doing that and coming to work. There's liabilities and other things that go on with that. So the manager side of that has to come out and say, you can't do that, right? You can't do that. You can, you know, leader, I'm going to help you get better manager. you can't come to work until you're better. You see the difference there? And that's you being the same person. The leadership involves the guiding, inspiring, and motivating, right? Come on, guys, we can do it. Here's some donuts, whatever. Here's coffee. Whatever it is you do to motivate your team, that's what leaders do. Another good podcast guest I had was Pete. Let me find him. Peter J. Harding. He was episode number 59, an old one. He owns a commercial roofing business, does about $30 million a year. And his role now is, he said, I visit every job site. And they do multiple states. So he'll literally get on a plane, fly to another state, go visit the job site, get up on the roof, bring the guys, you know, power aids, water, whatever, food, lunch, you know, give them to that, hang out with them. He'll pick up a mop, do his thing for an hour. to show that he's still with him and then, you know, then leave. But that's all he has to do. The business runs without him. But that's like, that's what leaders do. And he said, I visit every single job site, right? I visit the guys on every job site. So those are just some examples of like what leaders do. So go listen to that, that podcast episode too. That was really good. Pete's a good dude. He's a really good dude. Let's look at some functions and rules. Okay. Now I talked a little bit about functions, but the, um, you know, what, what about rules, right? So the primary function of a leader is going to be like setting the vision, like we said, in direction and then articulating a clear vision that often challenges the status quo and then communicate the vision to the organization. The perfect example of a visionary leader is Elon Musk. Right. He doesn't come in and say, Hey, we're going to just keep making more cars. You know, we're going to, it's going to do the exact same thing that Ford does and, and GMC and, you know, all the other ones out there that do, we're just going to keep doing the same thing except put different color, different wheels and different design. No, he said, we have to do this differently. We have to completely change the process. And he's done that. He's done it with SpaceX. He's done it with Starlink. You know, he created, helped create PayPal, like all of these different things. That's what a visionary leader looks like. And he's not afraid to go in there. You've heard stories of him. He like sleeps on the floor in his office with his guys. He's out there coding, doing coding. He's out there actually, you know, working with scientists, trying to figure out things like that's a, um, a visionary leader, right? Those people are there because they want to be. associated and work for him because he's such a pioneer in the industry. They want to be known as someone who worked under him, who created the things. Now, this isn't about like ego and like, oh, it's, you know, I'm going to touch the, the cloak of Elon as he walks by. It's not that we're not making him an idol. We're not making him a false God. He's creating a vision that's so far out there. That's so crazy that people want to be a part of it. They want to be able to say, I worked at SpaceX whenever we sent the first rocket into space. I was part of that team that did that. Right. People aren't like, well, I want to go work at Ford so I can design the 18th generation of the F-150. That's not what people dream of doing. Like they don't write nothing against people that do that. I'm just saying like, there's a difference there. There's a difference in like wanting to do that versus it's just a job that you doing something that you like. Right. So leaders are there to articulate and challenge things. They also motivate and inspire employees. They inspire loyalty and enthusiasm by empowering and motivating employees to commit to the to the vision. I've told a story before, but I had an I had an employee that worked for me. And he had an opportunity to go work at the school corporation, you know, full benefits. His kid was going to school there. You know, good pay that I could pay at the time, better than I could pay. Good environment. Like it was a good job. It was a good opportunity. He'd be stupid not to take it. And so Friday afternoon, we get back to the shop or they get back and everybody's unloading. I'm checking on them. You know, I'd always come out there and see how the day went and stuff. And I noticed he was moping around. had his head down, was moving slow. He's usually a pretty energetic guy. And I thought, that's odd. Something must be wrong. And so after about 10 minutes of unloading the vehicles and getting stuff put away, I was standing at my truck and he comes up. He's like, hey, I got to talk to you. Now, in that moment, I knew what was about to happen. I was like, what's up? He said, man, I really hate this, but I was offered a job and I took it. I just, I, you know, I really, Hey, I wasn't even looking for a job. I just fell on my lap and, and I kind of interrupted him. I was like, Hey man, no worries. Like he taught, he told me what the job was. And I was like, that's awesome. Like you would be stupid not to take this opportunity because I can't provide that for you right now. I can't match that or one up it. So you would be stupid not to take it, but he was depressed because he felt so, you know, um, loyal. He was loyal to the company because I did my best to try and take care of my guys that he felt bad. He felt really bad that he was leaving, that he was not, you know, that he was, he felt like he was letting me down. Now this isn't like to toot my own horn. That's not, that's not what I'm telling you this. I'm just saying that when you inspire your team to loyalty and enthusiasm, right? That's kind of what you get. You get very loyal people. When you give them a reason to be loyal, they will be loyal. When you treat them with respect, when you care about them, when they actually believe that you give a crap about them. Just like the podcast episode you heard with Dave McDonald a few episodes ago,172. He talked about that, right? Like actually caring about people. So that's more of a leadership thing than it is a manager thing. Hey, just a quick timeout from the show. If you're a frustrated contractor

18:41

who's dealing with low profit margins, stuck working on the tools every day, or doing free estimates for people who are never going to hire you in the first place, I invite you to my private contractor community, The Profit Club, where contractors just like you are adding two to three times more profit each year without producing any more jobs and finally getting completely off the tools to never do another free estimate again. So if you're ready to increase your profits, stop doing free estimates and get off the tools, then all you have to do is click the link in the show notes to learn more about the profit club and see how I can easily two to three times the cash in your pocket, give you a proven sales process that will convert more jobs with ease and get you off the tools once and for all. And the best part is you can do all of this without having to produce more jobs than you currently are. Click the link to learn more. Now let's get back to the show.

19:32

Also, visionaries are leaders encouraging innovation and change. Leaders foster an environment that encourages creative thinking and adapts to change dramatically or dynamically. Sorry. One thing that I had on my walls, and I can't find it, the actual, I can't find the actual poster that I had, but it essentially said, and I'm paraphrasing here, it said mistakes welcome, right? Mistakes welcome. responsibility expected. And there was some, there was like two other things. Like I wish I need to find it. Cause it's really, really good. But basically it was like, it's okay to make mistakes. I want you to make mistakes. That means you're trying things new. I'm not talking about mistakes. Like you forgot to, you know, hook the trailer up and it fell off and crashed. I'm talking about like you tried something new and it didn't work out. That's okay. I think it was like a mistakes expected or something, you know, learning. inspired or something. And I got to find that. I really got to find it because it was really good. But anyways, it was like, it's okay to make mistakes. It's okay to make mistakes as long as you learn from it. And then you become a better person as a result. And you take responsibility for what you did. Essentially what it said. But a lot of people are like, don't make mistakes, right? Don't ever make mistakes. You better not screw up because if you make a mistake, it's going to cost us big and we're going to go out of business. Guys, you don't ever want your team to think and feel like if they do something wrong, they're responsible for you losing money and going out of business. If that's you, you are a terrible leader. I'm just going to come out and say it. If your team is scared to death of making mistakes because you're going to yell at them or you're going to criticize them or you're going to get on to them or you're going to make them feel bad, you are a terrible leader. I said it. That's the truth. You have to want them to make mistakes. You have to want them to push. You have to want them to try new things. That's what leaders do. The manager inside of you is screaming, don't make any mistakes because now you're going to push the schedule back two days and we don't have time because we got too many jobs on the board and this customer is complaining. They want their job done by Friday. And if you screw up, then we're going to have to come back and work 12 hours. That's what managers do. Managers are worried about the schedule. Managers are worried about, you know, the cost, the profit margins. And some of that is that's what they're supposed to do. They're supposed to worry about that stuff. But you can't lead people effectively by acting like a manager, right? Now let's talk about some of the manager functions. Managers implementing are set to implement the vision, right? Their job is to implement the vision created by the leader. The leader says, here's the vision the manager executes. Implementing the vision set by leaders, managers take the strategic vision and break it down into actionable steps. Managing tasks and delegating responsibilities. Managers organize resources, assign tasks, and ensure that employees have what they need to fulfill their roles. Maintaining control and ensuring optimal functioning of the day-to-day operations. Managers monitor performance and implement the necessary controls to keep the organization on track. That sounds, I just described 99.9% of you, you guys act like managers and you have to, this isn't like, this isn't about you saying you shouldn't be a manager or act like a manager. It's about understanding the difference. And if you want to have a culture in your business, that people are loyal and come to work for you, you have to be a leader. So in other words, you got to wear two hats. If you don't have someone to be the manager, then you have to be both. But you can't just be a manager only and not do anything that a leader will do, right? Creating a vision statement, creating a mission statement, having core values. Those are things that leaders do. Some of us, you know, don't have visions or mission statements that we actually believe in. This is something that we've recently started doing in the profit club because I didn't have, I didn't have training on this specifically, but we're adding more of that in there now. And we're starting to talk more about creating vision, creating mission statements, you know, creating core values and such. And in my coaching business and, and, uh, hammer and grind and the profit club, I didn't really have. a mission statement or a vision statement. I had core values. It's in the beginning of every podcast, discipline, integrity, respect. That's the core values, but I didn't really have like a written out thoughtful mission or vision statement, right? And it was mainly because it was just me. Like I was just running the business. I got an intern now who's helping me. I do have a couple of VAs that helped me in the background, but you know, it was mainly just me. And so recently I decided to complete this task. And really not for anybody else, but just for me, because I've felt a little bit off. Like, what am I really trying to do? What am I really, really, really trying to do with the podcast? What am I really trying to do with the coaching program? Right. And so we put our heads together and we came up with a mission. We have a vision statement, but the mission, which I really, really, really love. And I want you guys to give me feedback on. So the mission of the Hammer and Grind podcast. of the profit club, of everything that I do in terms of coaching for contractors, it all falls under the umbrella of hammer and grind, is to grow people, create community, and live abundantly. Grow people, create community, and live abundantly. That is the mission of hammer and grind, right? Now the vision goes on, and the vision should have more like financial gain or... you know, targets and projections and stuff, but the mission, right? That's what we're here to do. That's what our company is supposed to do. In the military, I mean, we have lots of missions. There's a mission statement. They also do lots of missions, right? But it's understanding the purpose of the overall organization and what you're trying to do. Leaders develop this. It's the leader's job to pound this culture into the business. It's the leader's job to make sure this gets lived out. Right? So do me a favor. You know, if you, you heard me say that, go send me a message, leave me a comment and just like, tell me what you think about that. I love it. It really represents what I'm trying to do. Grow people, create community and live abundantly. So you tell me if that matches, tell me if that lines up with the information that I put out, the podcast and videos and all that stuff. Tell me if that lines up. Tell me if it makes sense. Like, oh, that's perfect. That's exactly, if I had to describe what you're doing in the community and in the world, that's how I would describe it. Let me know. I'd like to hear your words on, you know, hear your thoughts on that. So back to the functions. So we talked about encouraging innovation change. So managers, you know, implementing the vision of the leaders, management takes strategic vision and break it into actual steps. They take tasks and delegate responsibilities. Manage, manage, manage, uh, managers, organize resources, assigned tasks, assign, ensure employees have what they need to fulfill their roles and then maintaining control and ensuring optimal functioning of the day-to-day operations. Managers monitor importance, performance, and implement the necessary controls to keep the organization on track. So I probably already read all that by the way, but I just wanted to go back through that and like, let you guys know that most of us are managers heads up. I mean, straight up. Raise your hand right now. If you think you're a leader or a manager, how many of you would say you're a manager, right? How many of you would say you're a leader? Ask yourself that. If you're driving down the road, raise your hand. People look at you like you're weird. Okay. I can see you out there driving, listening to this. I see you raise your hand. You have to figure out the balance. Okay. And we're going to talk about when leadership and management overlap. You know, this concept of a leader manager, that's what we're talking about. Most of us are leader managers. We have to set the vision, set the goal, and then on the backside of that, manage it to completion, right? So you really, really, really have to pay attention to when you need to be a leader and when you need to be a manager. There's very distinct times where you need to be a leader. They don't need a manager to show up that day. They need a leader. And if you show up as a manager, that could be the turning point when the wheels fall off. Like you really have to be in sync with your team to understand when they need a leader to show up, when they need a manager to show up. I'm extremely proud of one of my clients. He had a very difficult situation this week, last week and this week. And he just showed up as a real leader. He's been working his butt off to get complete awareness of his shortcomings. And, uh, I mean, he's just been putting in the time and when he hears this, I hope he understands that. And I told him this too, but I mean, he is, he just really, really, really stepped up and, uh, you know, the night and day difference from even two months ago until today is phenomenal. He's been working really, really hard on showing up as a leader. And he did it big time this week, dealing with a very, very difficult client. And he posted an update this morning in our group and said, you know, it seems like everything's back on track. This crazy customer is, you know, was, was ecstatic today. He was actually, he like brought donuts and was hugging the guys. This was like not even three, you know, last week. He was like running over table saws in the driveway with his car. Today, he's hugging the guys and bringing them donuts. You know, night and day difference. And he said something. I want to read this because this is like, and I preach this to him all the time, but he said it and I just thought it was the icing on the cake. He said after he kind of gave an update, the last two sentences he said, and this is, this is, if you just hear these two sentences and don't take anything else from this podcast. I think you would like, it's probably worth the price of admission. All right. He gave an update and he said, every issue is a communication issue. And then he said, learn your customer's language. Every issue is a communication issue. Leaders learn how to communicate with their employees, with their customers, with everyone. Leaders are excellent communicators. managers don't care about communication as much, right? That's why I said that he stepped up big time as a leader. We do a lot of self-reflecting and we lay it all out there. I'm not going to lie. Like we talk about heavy stuff. We talk about stuff that's not even related to construction. We talk about personal stuff. We talk about, you know, dealing with depression. I mean, we talk about a lot of stuff in the profit club. And this was that create community part of it. Right. And I felt like in this, in this, you know, when he posted that after going through recently and creating this mission statement, I was like, that is, that is it. He, he has embodied growing people, creating community and living abundantly. He's going to make a lot of money on this job, by the way. He's going to make really good money on this job. Because he's getting a 50% gross profit. But what I'm more proud of him is just him as a leader stepping up and how far he's come. That's the difference. Guys, this stuff doesn't happen on its own. This client of mine is busting his butt. He's putting in the work. If you listen to my last podcast, I gave you guys a motivational deep dive, right? He's doing it. He's putting in the work and he's looking himself in the mirror at the end of the day and saying, I gave the best that I could today. He's doing that. And that's why he is stepping up and having the successes that he's having. It's not going to be easy. He had to climb up a big old hill to get there. It was a tough, very tough, it was a very, very tough situation of what was going on. And he dealt with it. That's what leaders do. So, you know, you got to balance it out. You got to have a difference between being a leader and being a manager, making sure things are done. And we all understand that. I really want you to take away from this is like knowing the difference. Most of us know how to be managers. And I should even actually, I shouldn't even say that a lot of people don't even know how to be managers. A lot of us are just do what I say, right? You're micromanagers. That's what a micromanager is. A micromanager is not even a manager because you don't even have management skills. You don't have leadership skills. You don't have management skills. You just have micromanagement skills. Micro is smaller than a manager. And a lot of us are micro managers. And all we do is say, go over there and install that board. Go over there and dig that hole. Go over there and paint that wall. And when you get done, come back and I'll give you another task. Right? That's not even a manager. That's a micro manager. That's definitely not a leader. I hope you can understand the difference and look at yourself in the mirror and be like, yes, you're right. I am not a good leader. And then go get the training, man. Go get the help you need to be a better leader. I could tell you one thing that you definitely need to have. One skill that you must have as a leader is communication skills. You have to have excellent communication skills and you have to have excellent listening skills. Those are two must haves to be a good leader. I hope this inspires you to start looking at your business. in areas where you can become a better leader. There's tons of resources out there, books and other podcasts and, you know, videos and YouTube and all that. I'd love to help you with that. If you want help, you can always reach out to me and I'll share with you whatever I got and see if we can help you in any capacity. Like I said, my mission is to grow you, is to create a community where you can come and actually grow as a person and a business. And then once you do that, you'd be able to live abundantly. Because here's the thing too, on the back end of that. If you do those things and you live abundantly, you are making the world a better place for everyone. It's not about getting rich. Notice I didn't say get rich. I said live abundantly. When you have an abundance of something, you tend to give out the extra because we don't need a ton. You know what I mean? We don't need $100 million to be happy. We can just be happy with $1 million or $5 million or $10 million. Right? We get the $10 million. We don't need the extra $90 million. We can give a bunch of it away. We can make an impact in the world. That's what living abundantly is. And don't get it twisted either. It's not just about being rich. It's about having resources. It's about having an abundance. It could be joy. If you have an abundance of joy, you can give that to other people and make them joyous. Right? You can help lift up other people. Right? So when you live abundantly, you're impacting the world. And that's the greater mission. That's the vision. The vision is the impact of the world, right? So I hope you guys hung out with me. Let me know on that, on the mission statement, what you think. And then, yeah, follow me on the socials if you haven't done it yet. You know where to find me. If this is your first time listening, you can just go look for Hammer and Grind Podcast on any social media platform. You'll find me there and subscribe and watch all our content that I put out. But until next time, guys, remember, profit is not a dirty word.