Hey, what's up, champions?

This is your host, Neal, and I want to welcome you back to another amazing podcast episode.

Today I'm going to be speaking with you about some dangers, about allowing people who complain or grumble hang out around you, but also hang out with your environments.

These particular behaviors can not only be toxic, but they can cause your environment to lose momentum and can create such a toxic work environment, not just for others, but especially for you, that it can hinder the success of the assignment that you've been given in life.

We're going to talk about that today.

Get ready.

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We have clear skies today with no winds, so we are expecting a smooth and highly enjoyable flight.

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What's up, champion?

This is your host, Neal Reyes, and I want to welcome you to the Executive Perspective.

For years I struggled to answer the question, what do you do for a living?

Why?

Because most people who ask only expect to hear one thing.

I'm an executive with a deep level of understanding of business, operations, leadership and technology.

I'm also the president and founder of a worldwide ministry and CEO of an executive coaching and consulting firm.

My number one passion is people and I receive significant gratitude in life from sowing into others and encouraging them as they grow to achieve their fullest potential.

If you're a high performance individual like me, or you're simply ready to take your business, leadership or inner potential to the next level, then strap tap in because I'm locked in and all in.

This is the Executive Perspective.

Hey, what's up champions?

This is your host, Neal Reyes, and I want to welcome you back to the Executive Perspective.

Today I'm going to be speaking with you about a very powerful topic, but it's one that needs addressing within the world, especially within business place.

Today, today I want to talk with you about the danger of leading complainers.

Whoo, man.

This is Going to be a deep one today.

And just off of that, I've already got people engaged today.

I want to talk with you about the dangers, not the discomfort, the dangers of leading complainers.

You know, I could have called this the discomfort.

And we just sat here and sympathized with each other and talked about how it's uncomfortable and we don't like it.

But we're here about addressing things.

You know, this podcast focuses on three areas.

I say this in every episode.

That focuses on leadership, business strategy, and personal development.

And on the executive perspective.

We only have one direction that we move.

It is forward and upward.

That means tackling the tough topics and addressing the things that we really need to be speaking about.

And so today I'm going to be talking with you about the dangers of leading complainers.

Man, this is a big one right here.

But I believe I'm going to drop some fresh insight on this that helps you see it from a different way, other than just the discomfort and other than just the not liking it or bad vibes or whatever you want to call it.

But I'm going to actually show you how this is detrimental and how there are dangers associated with this.

You know, you can lead with excellence but still lose the assignment if you don't learn to deal with the spirit of complaining.

I'm going to say that again.

You can lead with excellence and still lose the assignment if you don't learn to deal with the spirit of complaining.

You know, I'm going to give you an example of someone that this was very prominent with, and I'm going to take you back to a biblical reference.

And that's out of the book, or out of the book, out of the Bible.

And it's the example of Moses.

Now stay with me for a second because I understand that not all of you are faith people or believers, but you can still learn strong emphasis out of this.

And I want to share this with you because the story of Moses is a very common one that many people know.

But at the essence of Moses and his assignment, God had assigned Moses to go and speak to Pharaoh and to demand that Pharaoh release the Hebrews out of captivity.

And then he had a three day journey, a three day journey for Moses to be able to take them from the land of Egypt into what he referred to as the Promised land.

But if you know that story, they ended up wandering in the wilderness going in circles for 40 years.

And what it all stemmed from was the grumbling, complaining hearts of the people that Moses had to lead.

Now, yes, There were mistakes that Moses made along the way as well.

But here's what I want to share with you.

This is a guy that God showed up to in a literal burning bush, okay?

This is a guy that God spoke to and very informed, emphatic and verbal ways.

You know, when God speaks with us, most of the time it's on the inside.

We hear it in our spirit, man, in our heart, or we hear it in our thoughts, in our mind.

But this is someone that God actually spoke verbally to.

And when God spoke verbally to him, he sent him to talk of Pharaoh and even did signs and wonders on Moses behalf.

And for the Hebrews, that the Pharaoh could not ignore, even though he hardened his heart against it, he could not ignore.

When the people of the Hebrews left Egypt, there was no question in their minds that God had divinely intervened and had given them an assignment and had given them a leader to carry out that assignment and Moses to lead them into the promised land.

But even with all that evidence right in front of them, they still found a way to grumble and complain in their hearts.

And out of the abundance of a heart, a man will speak.

And eventually the grumbling and complaining transformed, not just from their hearts and their thoughts, but it transformed into words and came out of their mind.

And it created a nasty cycle.

And it's a cycle that even Moses, this awesome leader that God had ordained and called even he as their leader, was never able to enter the promised Land because he had complainers around him that forfeited his right to the promised land, man.

That's a powerful, powerful thing there.

Now, for all my Bible scholars that are out there, this isn't a Bible study day.

So I know there's some intricacies that I'm leaving out, but from the heart of a leader, I want you to understand what happened.

The reason why I share that story with you is because this is how significant having complaining or grumbling spirits operating amongst your teams when you allow these things to fester and go unchecked?

These things are like a cancer.

All they want to do is spread and consume and eat up and devour people and resources, and all it wants to do is to destroy.

You have to learn how to address these things head on.

And I already know because I can feel it in my spirit.

There are those of you today that are connecting with this podcast no matter where you're at and no matter when this is happening, but you're connecting with this.

And this is the exact word you needed to hear.

There's some things you needed some encouragement in, and this has given it to you.

But there are other things you'd maybe have been trying to avoid, but you're recognizing now you can't avoid it any longer.

You've got to confront it.

Because the only one it's costing you is you and your business and your teams.

This is a powerful, powerful thing.

I want you to understand that.

And this is a leadership truth.

So please understand this assignment.

Just because God may assign something to you or may place an anointing or a calling on your life, that doesn't equate to automatic success.

Oh, I'm going to say that again, because so many times people have these loud dreams in their hearts or these assignments that they just know God called them to do, or that they just know they're anointed or ordained, so to speak, to do.

But just because you have a strong calling of God on your life, just because you have the hand of God on you and that situation calling you to do that, that does not equate to automatic success.

Why?

Because God can never do for you something he's already instructed you to do.

That's a leader.

That's a knowledge bomb right there.

I'm going to say it again.

God can never do for you what he's already called for you to do.

He can support you in it.

He can anoint you to do it.

He can make sure that the resources show up exactly when you need them to.

But the one thing he can't do is he can't do the actions for you.

You have to learn how to do the actions that he's called you to do over and over.

In this show, we talk about just taking the first step.

And when you take the first step, steps two and three and four and so on are going to light up.

And eventually, before you know it, you're on step five or beyond because they each show up as you take the next step.

Now here's some leadership truth for you in this area.

Just because God gave you an assignment doesn't mean success is guaranteed.

I said a minute ago, it doesn't mean it's automatic.

But another way of saying it, it doesn't mean it's guaranteed.

You still have to fight for that thing.

You know, in the example I just gave you about Moses in our opening, God anointed Moses and called him to lead the people.

But even then, Moses never entered the promised land because of the complainers that were around him.

Now, there were some actions that led from Moses, his own personal actions that led to him not being able to enter the promised land, but they stemmed from his frustrations with the complainers that were around him.

He couldn't blame them for it because his actions are his own.

But his actions stemmed out of frustrations by not dealing with these people the way he should have.

And it cost him big in the end.

It was an unfulfilled assignment.

Oh, man, I'm telling you, that resonates right there.

You know, there are so many of you who are listening that maybe even in your current role or the current place where you're at, you just feel like as if you have unchecked potential.

In other words, you have this potential that lives in you that's been untapped.

Or you have an opportunity in you to do so much more.

But you have unfulfilled potential because of something simple like grumbling or complaining spirits around you, hindering you from fulfilling what you're supposed to do.

Now, it goes much deeper than that, and maybe we'll dedicate a podcast just to that, but this is important to understand.

Another thing is if you don't address toxic behavior, it will corrupt your momentum.

I'm going to say that again.

If you don't learn to address toxic behaviors, it can and most likely will corrupt your momentum.

Man, that's a big deal.

You know, sometimes leading a business, whether if it's your own business or someone else's, or if it's something you're stepping out and doing, sometimes leading a business is like trying to ride a bike uphill.

It's met with resistance, and you'll know that when you're riding the bike uphill.

Sometimes people try to pick up as much speed as they can and momentum so that they can carry that momentum up the hill because they know eventually the resistance is going to kick in and they want to have as much momentum behind them as they can.

But if you ever have someone that loses their momentum and comes to a stop or a standstill, depending on how steep that hill is, on how steep that incline is, if they try to start pedaling again, sometimes they even lose ground, not gain ground, because it's so much harder to create new momentum after the momentum has already stopped.

As a leader, if you learn how to maintain the momentum you already have, success will come much easier to you no matter what you do.

Now here's our first leadership truth bomb of the day.

Moses may have had the word of God, but unfortunately, he let the wrong voices get too loud around him.

Oh, that's A big one right there.

Moses had the word of God, but he let the wrong voices get too loud around him.

Whoo.

And what did it do?

It caused him to forfeit his ultimate assignment.

Now, did he complete assignments within his assignment?

Certainly the man did.

And I'm not trying to disparage his character in any way.

He is certainly someone to be looked up to.

But even someone like that who had a heart for God and had such a clear connection to be able to hear God.

You know, that happened in Old Testament when people needed a prophet to be able to hear the voice of God or have a connection.

This was the guy who was in such unison with God or such fellowship with God, he had direct connection, and he didn't need a prophet to interpret to him what God had to say.

And not only that, but God spoke verbally to him on multiple occasions.

That's how strong this connection was.

And even then, success was not automatic.

Now, here's some hidden cost of a complaining culture.

Now, there's four of them that I have.

It's not an exhaustive list, but these are four to really be mindful of.

Hidden costs of a complaining culture include.

It can erode unity.

Unity among your team.

Sometimes I refer to this as healthy synergies, but unity amongst you and your teams or other departments or the company or other divisions as a whole, it's a bad deal right there.

In addition to that, it can also erode unity between your clients or customers as well, whatever is customer facing.

Because if you start to have bad unity inside and you start producing a bad product or bad service, it's only a matter of time before that culture bleeds out to the customers, and then they're also feeling the experience of that as well.

Another thing is, it can kill morale.

Hidden costs of a complaining culture erodes unity, kills morale.

It can also wear down leaders.

You know, we've all seen leaders that just look worn, tired, and really just worn out.

And sometimes maybe you've even been that person or you're that person right now.

In previous podcast episodes, we compared the difference between being physically drained versus emotionally drained.

And we said that while physically draining can really make a person tired, you'll never be as tired as you are.

When you feel either emotionally drained or mentally drained, that will absolutely wipe you out.

Because it takes a different type of reset, where rest, physical rest, can help someone physically to restore.

When someone's emotionally or mentally drained, that takes a different type of white space to clear their mind.

And it's a.

And it can impact you stronger, you know.

Where the mind goes, the man will follow.

That's a biblical principle.

Where the mind goes, the man will follow.

That's why we got to guard our minds and guard our mindsets, the health of our mindsets.

The other hidden cost of complaining culture is that it can block divine progress, which I've already spoken about.

You can have an assignment from God, but if you allow complaining, hidden complaining, complaining to happen in the secret places or in the in the shadows, complaining, and sometimes in the heart.

And understand this, because this doesn't just go towards others, this goes towards you as well.

Because here on the Executive Perspective podcast, we start with ourselves always, and then we work outward.

If you have complaining going on in here, even though you may not be, and I say in here, in your heart, and you're not verbalizing that out in your words, well, just because you're not verbalizing it out in your words doesn't mean you're not verbalizing it out in your actions.

Because that thing lives in your heart and it's growing in there.

That's why you got to deal with hidden complaining.

Now, oftentimes hidden complaining comes from others, but we always start with ourselves because we look at ourselves first.

That's what good leaders, great leaders, and high performers do.

Now, here's another leadership truth bomb for you.

Complaining isn't just toxic.

It can also be spiritual sabotage.

That's a deep one right there.

Complaining isn't just toxic.

It can also be spiritual sabotage.

Spiritual sabotage, the callings you have within your life.

Now, here's how you can spot a grumbling or complaining spirit.

Oftentimes, you'll see that there's constant negativity coming from these people without any solutions being provided.

Constant negativity without solutions.

It's just complain, complain, complain, complaining about the decision the leaders made, complaining about this, complaining about that, but they never offer a solution.

It's just complain, complain, complain.

But it's not just complaining, it's negative complaining.

The other thing, too is passive resistance to change or division.

Now, we all have those who have worked for us or even work for us now, where sometimes they need some time to adapt.

You introduce something to them that you want them to change.

And maybe they don't quite take that the way you want them to, but you got to give them a day or two, and then they circle back around and they're back on team leader, whatever leader is leading that team, and they're with it and they're ready to support.

But when there's continual resistance to change or division.

Oftentimes that's a sign of how to spot a grumbling or complaining spirit that's operating different at work.

You know, sometimes all the right words can come out of their mouth, but what are their actions showing you?

Remember, sometimes those actions give you windows into what their true character is.

Another one.

Oh, this is a really big one right here.

And this is going to hit hard for some of you because some of you are going to recognize you've been doing this and didn't realize that this is what it's a symptom of.

A person who avoids confrontation but is passively aggressive.

When I was putting these notes together, I almost wrote down is very passive aggressive, but you don't have to be very passive aggressive.

But oftentimes this person is a person who avoids confrontation, whether if it's confronting things with a person, with a group or just confronting challenges.

But it's a person who avoids confrontation but is passively aggressive.

In other words, they say things under their breath, they mention things without really being clear or direct on what it is they really want to say.

Knock that nonsense off.

If you've got something to say, then just say it, but do it with love.

And if you recognize that you've got a dog in that race.

I've had other podcasts we talk about this before.

Here's what I mean about a dog in the race.

If you have emotions tied to that thing, then you're not ready to speak about it.

You may need to leave that conversation or exit it and table it for later until you can work through those emotions or resolve them and then come back to the table with a fresh, clean slate and talk about it amicably without your emotions being tied to it.

Because if your emotions are tied to it, you're most likely not going to operate in love.

And you may even be a little more engaged in that conversation than what you intend to.

And what I mean by engaged is your words are going to be a bit more emphatic.

They may have a bit more bite, they may even be a little bitter or cruel because you got emotions to that thing.

And the quickest way to deal with that, we have a podcast that came out on this a few days ago as well, is when you let ego come to the table.

Anytime you bring your ego to the table to have a conversation, that's a bad batch brewing right there.

You've got to be able to remove ego from the equation.

Because the moment ego removes itself from the equation, you quit focusing on who's right and who's wrong.

And you quit worrying about who's winning and who's losing.

Because ego is not there to represent.

You know, when you bring ego to the table, you're fighting from a stance of personal identity.

But when you leave ego out of the equation, well, now you're just talking about facts and what's best for the business.

Man, I'm telling you, that's powerful.

That was worth you coming to this podcast today alone, and we got a lot more that's going to make it worthwhile.

But man, I'm telling you, that was a powerful insight.

The other thing on how to spot a grumbling spirit Backbiting becomes a contagious attitude among teams.

What do I mean by backbiting?

Backbiting is when they start to kind of jaw at each other or complain about each other or they start getting a little bitter or really just recognizing people who start to bicker.

And another one, and this is big.

So I had this one down at the bottom.

You can't see my notes, but I've even got it like highlighted and everything.

Is that rebellion masked as honest feedback?

Who's a big one right there.

Remember, we're talking in this section about how to spot a grumbling spirit rebellion masked as honest feedback, but really it's just someone rebelling against a situation, even though they may be trying to sound genuine and give honest feedback.

Powerful.

Powerful one.

The next thing I want to take you to are two leadership responses you can have to complaining.

Remember, the topic that we're speaking about today is the danger of leading complainers.

The danger Leading complainers.

So two leadership responses that you can have.

The first one is either to release them, meaning you got to let some go.

And the second one is you train it out of them.

In other words, you transform the culture.

Those are your two options.

But let me break this down just a little bit for you.

Let's go to the first one.

So the first one is to release them, meaning sometimes you're just going to have to let some people go.

Now what I will tell you is that when you're letting people go as a leader, it should never feel good to have to fire somebody ever.

I mean, even if they do something that makes you so mad or angry, or they do something that's a significant mistake and cost a bunch of money or something is firing someone should never feel easy.

It just shouldn't.

Because if you truly care about people, then you should recognize that when you have to let someone go to some degree, you're impacting their life.

Now, they may have put you in a situation where you had no other choice.

In fact, that's the only time this should happen.

But even before you get there, true leaders should look at themselves and say that I do everything I can as a leader for this person to ensure their success.

Did I set them up for success or did I set them up for failure?

And if I haven't done everything I possibly can to help them succeed, then may me now is not the right time to fire them.

But if you can say that you've done all those things, you can check all the boxes, then sometimes you just have to cut bait.

I don't want that to sound coarse or crass, but sometimes you just got to cut that thing and let it loose.

It doesn't matter how much you invested in that thing.

Sometimes you just got to cut bait.

Because in some cases, not all, but in some, it's easier to start over than to have to keep going down and repeating the same mistakes over and over again.

You know, I know I refer to a lot of our podcasts we've done before, but there's another one I did where I talked about teaching teams how to fail forward.

And the benefit about failing forward.

Consider you're walking down a path or a sidewalk and you stumble or trip.

As you stumble and trip, you move several feet forward, forward before you fall.

But when you get up, if you turn around and look at the point where you stumbled from, even though you fell, you still gained ground while you were stumbling from the point where you first tripped up.

That represents that when you make mistakes, you can make mistakes but still learn from them and end up ahead.

But when you fall backwards, that would be like stumbling over something and falling backwards and landing on your bottom, your butt.

Because when you get back up from that case, you're almost most likely.

In all cases, you're almost most likely to stand up further behind than where you first tripped.

That's why you want to teach your teams how to fail forward, not to fall backwards.

People are going to make mistakes.

You want to give them room to make mistakes.

However, are they learning from the mistakes?

Or more importantly, are they learning from your mistakes and the mistakes of others around them?

If the success of an employee always relates around them making their own mistakes and learning from their own mistakes only, then progress is going to be slow.

I'm going to say that again.

If their progress is linked to their mistakes and learning from their mistakes, only progress is slow.

But when you can say, hey, I want you learning from your own mistakes, I'm not telling you to go make them.

We want to do things right.

But when you do make them, make sure you're failing forward, not falling backwards, so you can learn from them.

But I want to be transparent with you as a leader and tell you about mistakes that I've already made.

And if you're concerned about them looking at you as less or thinking down about you, that's foolishness right there.

Because now you brought your ego back into the conversation.

You're not there for personal ego.

You're there helping them understand how to learn from you.

And when you're transparent with people like that, do you know what people start to call you?

They don't necessarily refer to you so much as boss, as manager, or, you know, executive or whatever.

They start to use a different word for you that's way more potent.

And that word is mentor.

Who.

That's solid right there.

Because whether you're meaning to be a mentor for them or not, when you take the time to teach someone from your own mistakes that you've made, you're now mentoring them or coaching them on a higher level.

And that is just about above every title you can have compared to everything else.

Now, in addition to that, there's other things you can do as well the other thing and understand when you're releasing them, it's not necessarily unloving.

Sometimes it's just operating in obedience.

Remember, you have a high calling on your life from God.

And if you're going to guard that assignment, sometimes you have to operate in obedience.

And so it's not unloving to let someone go unless you do it in the wrong demeanor.

Sometimes it's just being obedient.

The other thing is you can't build momentum with chains tied around your ankles.

I'm going to say that again because that's a strong visual picture.

You can't build momentum with chains tied around your ankles.

The next thing I have for you is you have to learn to train it out of them.

Remember I said that there were two leadership responses.

You could either release them, meaning let them go, or you could train it out of them, which involves transforming the culture.

If you want to transform the culture or train it out of them, then you may need to set a zero tolerance tone for complaining.

In other words, you're not going to allow complaining at any cost.

But you've also showed them why.

You've taught them what complaining looks like and shows up looking like so that they understand and know that it's not tolerable.

You can even put this in your core values, you can put it in your code of conduct, but it's about showing them complaining is non tolerable.

We're going to have a zero tolerance policy against this.

The other thing is learn to reward solutions, not complaints.

When people provide solutions, learn to reward that some way.

Sometimes it doesn't always have to be monetarily, but sometimes it's the pat on the back, it's the acknowledging them in front of their peers, giving them public credit for things instead of taking it for yourself, telling them how much you appreciate them.

Sometimes it's simple.

Sometimes it's letting them go a couple hours early on a Friday so they can go home and start their weekend a little bit earlier or a half day off.

Now, you don't want to create an environment of entitlement, so you don't want to have to always do that or them think they're owed it.

But when you do these things, occasionally it really improves the culture of an environment.

Other times it can be like Mamie, you take them to lunch or you buy them lunch, or you simply bring them a gift card to their favorite coffee shop or the local restaurant that them and their families can go enjoy.

But just something that lets them know you're thinking of them.

Maybe sometimes it's, you know, whatever it is, but it's just something that says it's a card.

It's a simple note, a card that tells them, my boss took time to go by the store and buy a card and they took time to actually write me a note in there.

Even if what it says is just, thank you, I appreciate you.

But they took time to do that.

That's something tangible that they can hold on to.

Now I've got another leadership truth bomb for you.

This one is you can't weed out what you tolerate at the top.

Whoa, that's fire right there, man.

That's a strong one.

You can't weed out what you're willing to tolerate at the top.

This is a massive, massive unlock.

That brings us to some final thoughts that I have for you today.

And I have a few of them.

The first one I want you to do is I want you to take a moment and reflect because we went pretty deep today and we hit some strong topics and we hit a strong topic today in regarding to the dangers of leading complainers.

We did some internal reflection as well as external reflection and we also talked about ways to spot these things, the dangers of how that manifests and pops up.

But we Also talked about our responsibilities with that as well.

But here's some final thoughts I have for you as we start to wind today's teaching down or today's episode down.

Is there anyone you're leading right now that's just absolutely draining your calling?

I'm going to say that again.

Is there anyone you're leading right now that's just absolutely draining your calling?

In other words, you have this thing that you know you're supposed to do, but by tolerating this person, it's just draining that to where now you're not even really enjoying that calling anymore.

Or maybe you're distracted and don't see it as a calling, you're just tolerating it.

If so, are you tolerating something you should be confronting?

Oh, man, I'm telling you, that hits deep.

I felt that so strong in my spirit when I said that.

Right now, I just want to let you know my compassion goes out to you.

Because when I said that, I know that there are those who are watching this, that the answer is an emphatic yes.

My compassion goes out to you.

I want you to know.

And I may not do it on camera here, but I'm telling you, the moment I get off camera, I'm going to lift you up in prayer.

Because I know how challenging that can be.

I know how draining that can be.

And I know that at times it can even call you to question whether or not if you're still doing what you're supposed to be doing or if it's time for you to move on.

But I want you to understand that if God is calling you to move on, fantastic.

But if God has called you to that place and he has not released you from it, if he has not released you from that assignment or given you a word, it's time to move on, then understand, he's anointed you to be there.

His hand is upon you.

But while his hand upon you doesn't guarantee automatic success, it does guarantee automatic support.

I'm going to say that again.

God's hand or calling on your life doesn't always equate to automatic success, but it always, always, always, always equates to automatic support, meaning he's there for you and he's on your side.

If you're facing a situation like that today, I want you to get quiet before Him.

I want you to ask him for wisdom because the word tells you that he would not withhold wisdom from you if you ask him for it.

I want you to ask him for wisdom to See the end from the beginning and for strength and guidance to know exactly what you're supposed to do to confront that situation correctly.

And remember, when you confront always do it with love.

Now, you can be bold, you can be direct, and you can be clear and concise.

There's nothing wrong with that.

That doesn't mean you have to do it passively, but do it with love.

Leave your ego out of that equation.

Take your dog out of that race.

Show up with facts, do it in love, but also be bold.

And what I mean by bold is just knowing.

That doesn't mean be aggressive.

Being bold simply means be confident in why you're having that conversation and why it needs to be had.

And as long as you show up with those things, you're gonna be successful.

In addition to that, understand you can be called, you can be anointed, you can even be assigned and still miss your destiny if you allow complaining, grumbling and strife to take root in the people you lead.

I'm going to say that again, and there is our alarm.

So we're almost ready to be done.

You can be called, anointed and assigned and still miss your destiny if you allow complaining, grumbling and strife to take root in the people you lead.

If you really care about what you do and if you really care about where you're doing it and you really care about others, then I'm going to tell you, you'll address this the way you need to.

Because when you address the complaining and the grumbling and the strife, that is one of the main ways you can show love towards the people who you work with and work for, and especially for the people who work for you.

Address it and don't be slow to act.

Weed it out.

The complaining, the grumbling and the strife.

Address that, because that's actually showing love towards the things that you need to be showing love towards.

And I want to end with a quick word of encouragement.

I want you to remember that you have been called into the promised land.

Don't let grumbling voices keep you circling out in the wilderness.

I'm going to say that again.

You have been called into the promised land.

We all have different promised lands, but you have been called into the promised land.

Don't let grumbling and complaining voices keep you out circling in the wilderness.

Guys, that being said, that brings us to the end of today's podcast.

I hope you enjoyed it as much as I did.

Remember, here in the executive perspective, we have one direction we move and that is forward and upwards.

And sometimes that means we have to address hard subjects, but in ways that we can do it, it's constructive, it's beneficial, and it can help us.

And I believe that this episode today is going to help you tremendously.

Either in a current situation you're dealing with, it's either going to help you kind of mentally put into place some things that you've addressed in the past or had to confront in the the past, or it's going to prepare you for your future.

And remember, it's always better to be proactive rather than reactive.

So if you get this in your heart and you learn it and you've got it in your mind, as these things start to pop up, you'll be able to be proactive in addressing it so it never has to occur.

You can be proactive and address it before it even begins to arise, rather than having to do it on the back end.

But if you've got to take care of this on the back end, I want you to know, as always, I believe in you, Champion.

I believe you have greatness inside of you and everything you need to be successful is already there.

You just need to tap into it and cultivate it.

I'm encouraging you to tap into it and cultivate it.

I believe in you, Champion.

I believe you're built for greatness.

And I want to encourage you to go out and smash it today.

Guys, as always, I want to invite you to swing by our website@neil Reyes.com where you can find all of our teaching resources.

In addition to that, I want to remind you one more time, I believe in you.

Go out and smash it.

Thank you and have a blessed day.