Welcome to the Faith Based Business Podcast with your host, Pastor Bob Thibodeau.

On this podcast we interview fellow entrepreneurs who are willing to share their stories, their trials and their triumphs in business, all in an effort to help you avoid the same obstacles and to achieve success faster.

But at all times, continue to rely on our faith to see us through to victory.

Now with today's guest, here is your host, Pastor Bob Thibodeau.

Hello everyone everywhere.

Pastor Robert Thibodeau here.

Welcome to the Faith Based Business podcast.

We are so blessed that you are joining us today.

Hey folks, Pastor Bob here.

We're back today in part two of just an absolutely fabulous interview with Stephen Falk, author of the Switched On CEO how to Think Like a World Class Leader.

Now, he has been dropping value bomb after value bomb in this interview and I went through his book.

I'm so excited about his book.

And this interview is even more fabulous.

I've been taking notes as we go too.

I recommend you get a hold of his book and go through it.

Stephen has put together an absolutely wonderful program in this Switched on CEO and his expertise is on getting you to run the business better and have people join it.

I'm not going to sit here and explain it.

I want to jump back into the conclusion of this interview.

Let him explain it as we go because he does a lot better job at it than Pastor Bob could do.

Amen.

Alright, let's jump back into the interview now with Stephen Falk.

Well explain the importance of this concept and how it can be used to help foster greater information sharing, really, without putting anyone on the defense.

Sure.

So let's, let's grab Wildfire for a second.

Right.

And so they have a briefing every complex fire.

So there's 400 people standing at 7 o'clock in the morning waiting for their briefing.

And the briefing's like 15 minutes.

And so there is no time for fluff.

There really isn't.

So they go through ops, they go through communications, they go through weather, they go through all the different.

Each person gets a little sound bite.

So it'll be very easy just to skip all the three lane highway protocols and just deliver the message.

But you know what?

If they do that fire will be ranked very low on the level of engagement and morale and there'll be mistakes made.

So literally this is how hard it is for like an instant commander on a fire to use our model.

They show up at 7:00 in the morning or 6:30, depends on, you know, when the sun's rising.

Say okay, let's get out the gator.

Thank you very much for being here today.

Okay.

Two ducks and a deer walk into a bar.

But you're thinking that's no different than what a hypnotist does on the stage.

They're capturing people's attention and in a random way.

And it takes like two ducks in a bar and two ducks and a deer walk into a bar.

Wait one steamboat and then the duck said the bar.

The deer said, done.

What's happened?

You've now taken 350 people that are just came off a text with their family or just looked at their crypto account or just are wondering, wow, why am I so hungover like, or feeling their store like they're all over the map.

Right.

You don't have any teamwork standing there.

And with one stupid joke in lane one, you've now gathered everybody together and then from there they go.

Okay, let's go to weather.

Okay, weather, what do you got for us?

Awesome.

What do you got from comms?

What do you got from our stakeholders?

What do you got from this?

Okay, so what's the aerial plan for today?

Great.

What's the.

Everyone have a great day.

Oh, wait, just before you go.

So two rabbits were talking to each other.

It sounds so dumb, but you're actually merging into the, the, the transactional information and you're merging out.

If they would be taking like, like, you know, feedback.

Aar review of that fire or what do you think of this incident commander?

They'll go five star review, best commander in the world.

He's like, just loved how she, how she.

I just felt energy all the entire 60 days in the fire.

Like, why Some stupid opening and closing joke.

So as much as it sounds basic, it's skipped by most CEOs.

Yeah.

Yep.

Again, the risk management is like, oh, you know, I wouldn't want to show that, you know, the vulnerability of telling a joke.

Yeah, yeah.

And you know, going back to the military side, I've been in these briefings where, you know, we got a new mission order coming out.

You know, the, the leaders, you know, the unit leaders report up here at 1500 hours because you got to get briefed by the Colonel what's going to take place.

And we're sitting there like, yeah, well, you know, how's everything going?

And you know, how's family?

Have you been talking to everything?

And then the Colonel walks in, everybody shuts up, goes, all right, here's what we got, you know, and yeah, boom, straight into it.

Yeah.

Any questions?

All right, move out.

Make it happen.

I, I had, I did an experiment at where switchback is integrated into, into agency administrator training for interagency wildland fire.

So it's a five day training that happens every year in Santa Fe.

It's amazing.

So there's like 18 speakers that fly in and do their thing.

And then, then switchback is like drip fed throughout the whole process where we do some training, but we do also interpret what's going on.

We close out the day.

And, and so day one, it's like, okay, so switch back.

You're gonna see on the agendas, throw out his whole thing.

So I'm not sure how to introduce some Stephen folks.

So he's in the back there.

So, Steve, why don't you just get.

Why don't you just get it going right?

So I'm already mic'd up, and now I have this opportunity to bond with 100 people in the room in the next 30 seconds.

So I could say, well, you know, two ducks and a deer walking into the bar, but I'm not there yet because they don't know me yet.

So I just go, I turned my mic go, okay, this is gonna be awkward, but has anyone wanted to hug a Canadian and never had the opportunity?

I started walking to the front room, going through all the tables.

Men and women started popping up out of their seats like Montana men with belt buckles and rang their jeans go.

Well, I've never hugged a Canadian.

Well, I've never hugged a Canadian.

And so hug, hug, hug, hug.

I get like eight hugs by the time I get to the front.

The room's mine.

The room is mine.

It's like, how, how simple yet how strategic that one.

Athletes.

And what you're communicating is, I'm not a robot.

You're a human.

I'm a human.

We're gonna, we're gonna talk about some deadly serious stuff like reducing fatalities and injuries on fires because of our mindset.

But in the meantime, let's make a connection.

Amen.

Amen.

Amen.

And that.

That's awesome.

I might have to use that one.

People yelling from the back room, you're never gonna hug me.

And then I'm like, oh, would you rather, like, have a little smooch on the neck?

And they're like.

And.

And out of all the speakers that day, they went back and told the story about that one.

100.

100.

Amen.

Amen.

Yes.

So how, as.

As leaders, how do we, how do we use neuroscience and some system systems thinking around communication just to leverage, you know, the.

A Connection with people.

Yeah, yeah.

And keeping them from taking that defensive posture of like, okay, what's he gotta say?

Yeah, you'll never crack this nut, you know.

Oh, yeah.

You can see it from the stage too.

You can see everybody.

When someone gets all the arms go across and lean back in their seat, you know.

Hey, Bob, you know one of my favorite things to do if I'm in a bigger room like that is, is and there's multiple speakers, I'll flip the room because like switchback, we don't use PowerPoint or anything like that.

We just, I just use flip chart paper and I just need a flat wall and enough lighting on the wall to make it happen.

So.

Okay.

Okay.

Stephen Falk is now doing, you'll be doing the next hour, switchback.

And I'll get up and say, yeah.

Everyone stand up, stretch your backs.

Oh, by the way, turn your chairs around.

We're gonna be working from the back of the room.

And all those back room dudes are like, well, I hate this training.

I can't believe we're having to sit in this, in this room for two days.

But I was like, what?

They're now front row seats again.

It's like, it's, it looks like I'm just being cheeky or.

But it's so strategic because at the end of the day, we as a company, we've decided who do we need to love the most.

It's the late adopters.

It's the resistors.

Yeah.

And so how do we reach them?

Well, they're in the back of the room in the shadows.

Yeah.

And so when, when.

And we're not intimidated by those, those people, we're fascinated.

We actually literally love them.

Right.

Amen.

And so when you flip a room, all of a sudden they're your front row audience and they're like, okay, bring it on there, Stevie boy.

What have you got for us?

That's awesome.

That is awesome.

That's.

Man, I'm glad I'm recording this because I'm going to be using some of this stuff.

Oh, yeah, by the way, it's all trademarks, so.

No, I'm just kidding.

Now you mentioned when I was talking about some of the things I was doing in the military about a T bone crash on a three lane highway.

Now we talked about the merging in the three lane.

So explain that T bone crash syndrome and what it's all about and how to avoid it.

Sure.

So you can T bone probably in here.

The two most common crashes, the first one is what we described already where you just come in, no hellos, no fist bump, no eye contact.

In fact, you don't even look up from your screen.

You start communicating to someone that's walked into your office and you just go straight to the transactional daily business that is actually, that's.

Or if you're the one that's actually trying to get intel from somebody, you don't, you're not emerging.

You just go straight to the what do I need?

What are the facts?

And, and people say, well, we don't have time for that.

And it's silly to, to, you know, meander around the, in on the, you know, on the pleasantries, but it really isn't.

There's really good science behind it.

So that's the first T bolt.

The second T bone is the people that all thought that they wanted to be a counselor, but they never became one.

And so without even like building trust or the appropriate location or time, they just go, so Bob, you're being married for what was it, 40s, how many years?

Tell me about a fight that you've had in the last year that really rattled you to the core.

You're like, hold on there, buddy.

Hey, you know, that's a no, that's a go zone.

But not now and not you.

And, and so there, those are the two classic T bones, people that just go straight to, to the daily business and people that jump over all the regular trust building processes and they want to get personal intel from people.

And, and the second one, they're, they're well intentioned, but they're, but they're being idiots.

Yeah, Amen.

Amen.

And I mean, I get confronted that that way sometimes.

Even in the lobby of the church is a dangerous place.

People come with their big old eyes after church going, so Steve, how's it going?

And they're like, easy, easy, easy.

We haven't spoken for a month, we barely know each other.

I'm not going to tell you about, you know, cash flow issues in my company.

Like, it's like.

Yeah, I heard you once speaking at that conference in San Jose.

How much did you make?

You know?

Oh, that's a perfect example.

That's a perfect example.

Yeah.

And you know, the people that's, that basically unpack that three lane highway and they see it for the first time, they go totally busted.

Especially the T boners that go to the lane three.

And because they're good intention, their hearts are right.

They just, they just have never seen the progressive science of.

You start with small talk, you go to the daily Business, you go to the stuff that matters more.

You go back to daily business, go back to small talk.

And that's the natural flow of building trust and team.

Amen the minute.

That's why.

One, two, three.

That's why I said, yeah.

That's why I said, you know the example I gave about walking into the office with the sergeant, you know.

Yeah.

And because.

And when we, before the recording started, I told you, where were you 40 years ago when I could have used this stuff?

I've had grown, grown.

Typically men punch me on their shoulder and say where were you like 20 years ago?

And I wouldn't have screwed up my kids.

Well, you know, and being in leadership though isn't always, you know.

Well, sometimes I wonder why anybody want.

To be in leadership.

But there's always, always going to be those, let's just say, quote unquote, difficult conversations that you outline in your book that that will need to take place with subordinates from time to time.

And you outline a method that after I read it it just makes complete sense.

And I wish I'd have known about this again 40 years ago, but you just kind of outlined it a second ago.

Explain how to handle those difficult conversations.

Well, again, what.

Thanks for asking.

But there's I, I always think of it like.

Remember I was a family therapist that drew pictures and so when I think about a difficult conversation, it's always going to be this.

You're going to lean towards two sides.

You're either going to be too passive and not have it or you're going to have it in a very unempowered way as a leader or you're going to be too aggressive and just come through the be a bull in the china shop.

Those are the two defaults.

So there's something in the middle that's sweet.

But in order for it to be sweet, I think you need to create a.

It's called, in anthropological terms it's not a closed system.

It's not a chaotic system.

It's an open flexible system.

Meaning a closed system is where you can't get in because it's completely closed.

A chaotically open system is there's too much inputs and outputs.

There's not enough sort of boundaries on the system.

So with a difficult conversation you have to visualize it that this person needs pre warning.

They need time to have their adrenaline spike and have it drain and maybe even sleep on it before they have the next opportunity to talk.

You want to eat the elephant one bite at a time and then you need to Have a really good opening and close.

So it's almost like the three lane highway.

Where, where let's say you need to have a difficult conversation, Bob, with one of your employees and you say, okay, here it is.

You say, tomorrow at 2:00 in the afternoon, I'd like to sit down with you for about 20 minutes.

This is the topic we're having accounting differences of opinion.

Our accounting isn't making sense.

And so I, I, we need to look at this and particularly with this one client.

So now you get in context, you put, you put the topic into it and say, and say, and this, we're not, our company is not about blaming our country.

Our company is about learning like what's, what is it, is it a system failure?

Is it, is it a character failure?

Like where, where is that?

Where's the problem?

We don't know right now, but you and I, we're going to sit down tomorrow at 2, we spent 20 minutes looking at it.

More than likely we're not going to figure it out in those 20 minutes, but we're going to get the ball going.

Are you good with that?

And they go, I'm good with that.

And for sure you'll leave their office and they'll have a rush of adrenaline.

They go, bob's blaming me, thinks I'm stealing from the company.

I'm no good, I don't have what it takes.

I hate this company anyways.

They'll have all those back brain operating system responses, but within 24 hours that's all drained out.

They maybe even talk to their spouse at home and they say, yeah, you should do your homework, figure this out what happened in September with accounting, with that client.

So then when you sit down and you go through, you're not going to say two ducks in the ear.

You know, you're not starting with a joke, but you're maybe starting with a handshake or maybe saying, hey, can I get you a drink of water?

Then you sit down together.

Lane one, you establish like that piece, Lane two is, is that business as usual.

But now you can have an opportunity to have what's called Lane three tickets show up.

So they're going to say, oh yeah, I am.

You know, the truth is, I didn't reconcile last month with that client.

I was just swamped.

Like my mom got sick and remember I took those four days off, went back to Boston and dealt with her and came back and I just need to confess, I kind of winged it.

Oh, okay.

But Lane three gave you the intel as to why?

I'm not saying it's not excuse or.

If they stole from you, they probably need to be let go.

Like there's, like there's consequences to bad things that happen in life.

However, that little bit intel of a sick mom in Boston and the fact that they kind of winged it so they closed the month off without actually reconciling the bank and the, and the books.

And as a result that client was wacky.

And I know I'm just making up an example right now, but.

And then, and then you go to.

Okay, so the power of success is team and people can change.

Say.

Okay, so what do we need to do?

Do we need to, you know, bench strength your department a bit more so that other people can, you know, close off the month better?

You know, if you're not available, like, what's our solution?

Work towards solution.

Maybe do a bit of a check in the whole time.

Here's the weird thing, whole time you're never asking how are you feeling?

It's more like how are you thinking?

Because feeling will go directly into blaming you or self pity to themselves and wait a second, that's a back brain.

Typically an exaggerated response in the heat of the moment.

Yeah, you want to keep it in that metacognition area which is thinking about our thoughts, thinking about our systems.

I know it sounds mechanical, but it's amazing.

Amen.

To keep it in that zone to find resolution.

That's awesome.

That's awesome.

And one other thing I did want to ask you about and to share with us is what you call the three Ps and why they're important in helping us to basically lead effectively in making rational decisions.

Bob, you're gonna have to remind me where my three Ps are.

I gotta find the book then.

Okay, I'll find the book too.

We'll both study it.

Sounds fascinating to me.

I really like the sound of it.

Hey, man.

Yeah?

Where are my three P's?

That's awesome.

Was it close to the end of the book or front of them?

Probably.

It was probably towards the end of the book.

Okay, let's see.

Here we are.

Does everybody just.

Just relax.

Those of you listening right now, just relax.

This is the human side of any experience.

I bet you it was really good.

Too bad I didn't index my ideas in this book.

Oh, there it is.

I knew I have a book.

We're close at hand here, here and I.

So everyone, this is a little study session here.

We're just not.

That's not highlighted.

This was this this is part of, like, if you use this as a teaching.

This is what CEOs hate the most.

But they.

Well, not winging it, being sort of in.

In their minds, being blindsided.

Right.

And so it's.

But.

But here, this is part of living in a.

In a transformational relationship.

Like, it's.

It's okay to have Bob ask.

Hey, booked your three P's.

I love them.

I'm like.

And just tell the truth.

Oh, gosh, I can't remember what those three P's are.

That's.

This sounds good.

I joke a little bit about it, and then we try our best to find it.

And even if we don't find it today, our applause.

Was that one of them?

I don't remember.

That's so good.

Let's.

Let's say we don't even find it, right?

Okay.

You and I.

Do we lose integrity with our audience by not being able to find it?

No, absolutely not.

Should we be embarrassed and be kicking ourselves to the curb going, oh, man, you know, imposter syndrome.

You don't know.

You wrote a book and you can't remember your three P's?

Like, like, no, no.

Is it.

Have we committed a crime?

No.

Have we, you know, defamed anybody?

No.

And so this is just part of the.

This is actually what builds team.

Because.

Amen.

Because at this point, Bob and I were just like, we're just.

We're humans having a conversation that's going to definitely bless your audience, and your audience is actually going to find this very relatable.

Yeah.

Amen.

And.

And this is no different than, like, your spouse giving you the gear.

Here it is.

I got it.

I got term, permanent, pervasive and personal.

And what's the content?

What page you mentioned?

I don't have the page number down there.

And.

But I remember.

I remember reading.

But permanent, pervasive and personal.

Because I had it in my notes.

The concept of three Ps, permanent, pervasive and personal, and how they impact our ability to lead effectively and make rational decisions.

Patterns of negative thinking.

Does that make sense?

I.

I can make something up.

Want me to make something up, Randall?

I just knew I had it wrote down somewhere.

I didn't have my notes, but it sounds really good.

It sounds like a real smart guy wrote it.

Permanence.

Well, beginning with it's.

They all both start with the letter P.

I.

I'll make something up for you, Bob, just for fun.

Ready?

Here we go.

So, permanent people that don't have a healthy sense of neuroplasticity that people can change.

They think they, they think it's whatever they've done, whether it's a mistake or a habit or whatever, it's permanent.

The truth is there's very little that's permanent.

Pervasive is.

I don't know.

I catch you, Bob.

I can't make it up for you, but it was fun trying.

Well, I, I stumped the expert.

This is when I've interviewed CEOs, they say, you know what the, the biggest, their greatest fears this moment right here, because all the way through their careers is they've always been the subject matter expert.

Let's say they came through finance, so they became an accountant and they came to, became the CFO and then became the CEO.

So, so they're, they're, they were an expert in finance, all of a sudden now they're the CEO, which means they have to be finance, legal, hr, operations, risk management, safety, and they'll have an executive that plays every one of those roles out with them.

What they don't have at their fingertips is the ability to pull out the three P's and say, here's the three P's, boom, boom, boom.

Because they are not an expert anymore other than in managing and building the team, the trust of the team, making sure that the team are telling the truth to each other, coming up with a collective plan so they can present to the board.

And so most CEOs haven't developed that skill set or mindset to be a leader of people rather than the leader as an expert.

And that is probably the biggest sort of rub or failure or angst that a CEO or leader will have is that all of a sudden.

And the ones that want to still maintain an expert and go, man, that's it.

I am never going to be blindsided again by the three psychological.

They will lose their families over it because they'll study till 1 o'clock in the morning for the meeting of the next day.

But the truth is they could have slept like a baby if they had built trust among their executive.

Amen.

There's that overcompensation or an acute sense of lack.

If you think you got to have all the answers all the time and you're the actual technical answer person you're going to work yourself to, you're going to burn yourself out of work and you'll probably lose your family and you'll think of yourself as a hero.

Or you can take a step back and say, no, the power of success is in team.

My new job, even though I'm maybe not qualified because a lot of CEOs come out of an engineering background as well.

So they've been really, they've been technical experts their whole careers and they, and they haven't actually paid attention to the human, the human factor dynamic that much because it's more blueprints and CAD drawings than it is about what the dynamics going on within, you know, the people on the ground and the end up here and this, this, like they're not, they're not thinking.

That's not what's, what's sort of floating their boat.

All of a sudden now they're in CEO position and that is their job is managing the people dynamic.

And so I think Switchback offers a really balanced, common sense toolbox for CEOs to be able to go, okay, I need to lay down the fact that I'm an engineer and now I'm a leader of people.

I've never even wanted to be a leader of people.

Ever since kindergarten.

I've always been like, my, my creation is better than yours and it doesn't matter if I hurt your feelings.

Yeah.

So now all of a sudden, I've actually got a massage truth out of people in the context where everyone's hiding the data and they've got to now, you know, be able to communicate to each other in a way that builds a team of teams.

And then, guess what?

We don't get blindsided.

Yeah.

Amen.

Amen.

Praise God.

However, at the end of this, this, this, when we shut this off, I'm going, right, in my book, I'm finding the three Ps, and I'll have a great answer for you.

Well, I, I can help you out with that because it's not in your book.

It was on an interview you did and he talked about the three piece.

And so I was like, well, that's interesting because I do my research.

I, you know, I just don't, you know, And I was like, oh, that's a good question.

Well, thank you, thank you for that.

Because now I'll be real.

I'll be like, man, I just watched.

I could be watching cartoons with my grandkids, but I'm like, looking for the three P's in my book.

You, you'd be doing a T bone crash on your assistant, say, find the three Ps in my book.

Nobody ever questions whether a CEO is smart.

They're all going to be.

Supposed to be.

Yeah.

No, but they are.

You don't get to that spot without being smart.

You don't get to be A leader without being smart.

The question is whether you are a fascinated now with the people side of your job.

Yeah.

And whether you're willing to tool up into that world.

That's.

That's it.

And for that, all of us need to take a giant dose of humility.

Because the tools that got us to this new role are not necessarily the tools or the mindset that's going to help this role flourish.

You are no longer a technical expert.

Now you're an expert of people.

Yeah.

Amen.

I've seen fantastic examples of that transition, by the way.

Some people just crush it.

And others.

Don'T, and others don't.

I remember we worked with a crown corporation in Australia in forestry and wildland fire.

And that CEO, he was like the finance guy.

Pretty, pretty quiet.

Quiet and non confrontational.

But he recognized I need to be that guy that people come to.

So he, when he got his office, he designed it as a place where people could visit.

He made himself a commitment.

He said, I am not going to sit at my desk when someone comes in the room.

And then here it is ready.

He told himself this.

Distractions are now my primary job.

So someone says, hey, Steve, you got a minute?

Hey Bob, you got a minute?

In his mind, he says, absolutely.

You are my primary job.

Me, like working on my presentation for the board.

That's a secondary piece of homework that I do kind of on my own time, but listening to people and hearing them out.

And of course, you have to have great boundaries.

You say, absolutely, I've got seven minutes.

Come sit down.

I'll even set my clock because I do have a meeting at three.

So the go seven minutes.

Do we have time for a joke?

Maybe not.

Okay, so tell me what's up.

See, that alone is a joke.

Just saying that.

Yeah.

Amen.

That's right.

Then you lean forward and say, what do you have?

What do you have for me?

Say, oh, man, this, you know, this ranger district is just like, we're under the pump.

Things are not going great.

We had did a community meeting and went totally south.

We basically have people throwing fireballs at us at the community meetings.

Like, well, I'm not sure.

I might even lose my chief forester out of the deal.

Like, this is not good.

And go.

So what's your plan?

What's your thought?

How can I support you?

And then you come back in and say, just the fact that we're talking about this means that we're going to sort this thing out.

Thank you for bringing.

Your bringing it to me.

Thanks for not holding it back.

I know it's sometimes not necessarily embarrassing, but you don't want to show the soft underbelly to what happened at that, at that community meeting.

But there you did it.

Good for you.

And I'm here to help.

Okay, so we don't have a time for a joke, but that's seven minutes.

And you get up, take their hand, pat them on the shoulder on the way out, and they go, best leader I've ever had.

That's right.

Amen.

Amen.

That's awesome.

That's awesome.

Steve, this has been great and I appreciate you sharing all this with us.

How can someone get in touch with you to ask a question, receive more information on your programs, your trainings and all that?

We're pretty old school because our clients are mostly government agencies and like private, like aerospace, like on people that are flying helicopters.

And so it's switchbackos.com so OS stands for operating system.

So it's really easy to remember switchback os.com and then of course, there's just a contact me, contact us.

And surprise, surprise, it comes into my inbox as well as my IT and my business partner.

But anyways, it'll come right onto my desk.

And, and, and I last thought, take a page out of Mother Teresa's playbook.

And so some people asked her interviews, would say, how do you do it?

How do you, how do you serve in Calcutta?

And then you meet with presidents, like, what's.

Like, how do you sort it out in your brain?

And she said, easy eight.

She's a life of prayer.

But then she says, I stopped for the One.

And so I'm letting you know, if you send us an email, contact us, I'll stop and read your email and I'll respond because that's stopping for the one.

Amen.

And then if Boeing is the next email, I'll stop for Boeing.

And if, and if, you know, Montana Wildland Fire is the next one, I'll stop for them.

If it's Bob next, you stop for Bob.

And so that's a model where, where you just trust even in God's email management system that you have the provision to stop for the one.

And if you feel overwhelmed with stopping for the one, you probably just need more bench strength.

So maybe you need an assistant that helps you stop for the one.

Or maybe you need a team of 300 that helps you stop for the one.

Amen.

Amen.

Well, Steve, I appreciate your time.

And how can someone get a copy of your book Switched On CEO how to Think like A world class leader.

I take it it's on Amazon?

Yes, that's the very best place to find it.

Okay.

All right.

And I'll put in the show notes giant copies.

Like if you want like 100 copies, then you should definitely contact me because I get author copy price.

Right.

And so I can then ship to a different address and offer a really great discount.

Amen.

I'll put links all this in the show notes below.

Amen.

Folks, I want to thank you for joining us today as Stephen Falk shared some incredible insights into the power of neuroplasticity, the battle of the brains, the role of teamwork and leadership transformation.

If you're ready to implement the strategies that he's discussed today, like reframing your limiting beliefs and managing back brain triggers and fostering a culture of resilience, you need to connect with him right now.

Don't wait.

You don't know what tomorrow brings.

You need to be ready for this as soon as possible.

Let's put it like that.

Okay.

By applying these principles, you can unlock better communication, improve decision making, and have a more dynamic, engaged workplace.

Immediately visit switchbackos.com to connect with Stephen and his team right now.

Just drop down the show notes, click the links right there.

They're all, they're all there for you to connect with Stephen and his team.

Just take action.

Do it now.

Don't let those X's in the back of your brain hold you up.

Amen.

Take, take, move to the front.

Click the links down below right now.

Be sure to click the link to order his book switched on CEO as well.

Discover how his tools can transform your leadership and team dynamics right now, today.

And don't miss the opportunity to take your growth to the next level.

Praise God.

Stephen, I want to thank you again for taking the time out of your busy schedule to come on the program and join us today.

Man, I learned a lot and I just.

I just appreciate you taking the time to do it, brother.

Yeah, thank you.

And I'm glad.

Those three P's just blessed you right to the core.

In fact, that might be the most memorable part of our whole conversation and honestly the most transformational.

So by the way, you're hired.

You can do the grad, the best promo ever.

So thank you so much for your kind words.

I appreciate it.

You have a blessed day, folks.

That's all the time we have for today for Steve Falk.

Myself passed by reminding you to be blessed in all that you do.

You have been listening to the Faith Based Business podcast with Pastor Bob Thibodeau, we appreciate you as a listener and fellow believer and want to encourage you in your entrepreneurial efforts.

These programs are designed to provide you with information that you can use in your business to achieve success faster and avoid the obstacles that track to impede your success.

All information on this podcast is for entertainment and information use only.

Some of the products and services listed in the links may contain affiliate links, and Pastor Bob will earn a small commission when you click those links at no additional cost to you.

Be sure to subscribe to our podcast so you'll be notified when our next episode is published.

Until next time, be blessed and all that you do.