Keep Leading!® Podcast 117 | The Trajectory Code for Leaders | Dr. Jeffrey Magee

Hello, everyone! Welcome to the Keep Leading!® Podcast, the podcast dedicated to leadership development and insights. I’m your host Eddie Turner, The Leadership Excelerator®. I work with leaders to accelerate performance and drive impact through the Power of executive coaching, masterful facilitation, and motivational speaking.Today, I want to talk about your trajectory code. Your trajectory code is a guide to understanding why you are where you are and not where you want to be but, more importantly, how you change it. Once you understand what trajectory you’re on and what the code is, you can gain an accelerated understanding of yourself and others including family, friends, neighbors, colleagues, and anyone else. To explain this, I’ve invited one of the most incredible people I’ve met and that’s saying a lot considering the top global thought leaders I’ve had on the Keep Leading!® Podcast. He is a performance expert among other things and the author of the Trajectory Code and specifically, I should probably say, the full name Your Trajectory Code: How to Change Your Decisions Action, and Directions to Become Part of the Top 1% of High Achievers. My guest today is Dr. Jeffrey Magee. He’s been called one of today’s leading leadership and marketing strategist. Dr. Magee is the author of more than 20 books including the one I just said, three college graduate management textbooks, four bestsellers and he’s the publisher of Performance P360 magazine. He has an incredible list of credentials that will literally take me the rest of the show to say. So, I’ll stop there and just invite him on.

Dr. Magee, welcome to the Keep Leading!® Podcast.

Love it. Thank you very much, Eddie. Very gracious. Thank you for the opportunity to share some ideas through discussion with your listeners.

Tell us what I missed about your background.

You know that we don’t need to go too long with the résumé. I just have the honor and privilege of working with business leaders that range from Global Fortune 100 Leaders, C-suite executives, entrepreneurs, unicorns, business leaders, developers, military generals. So, it’s a wide range of people but it always comes back to, just like where you live, it’s the leadership DNA of success today and tomorrow.

I love it. I absolutely love it. Now, your book title is something else I love. So, tell us, when we’re talking about the trajectory code, how do you define trajectory?

Great question. So, to answer that and to make sense out of our conversation today, everyone that’s listening, just visualize the letter V for Victory. And if you were to draw a letter V on a sheet of paper, you would have the two lines starting at the bottom. We could label that A for Activating Event. The line that goes up to the left, you can label that with letter B. So, that’s the A-B trajectory or pathway. B stands for Behavior. Then that line going to the right, let’s label that one at the top right with letter C for Consequences. Now, if you think about A is Activating Event, B is Behavior, C is Consequence, activating event means starting point, whatever the stimulants are that you and I have that come across our space a zillion times a day. How we respond to those or react to those, that triggers our behavior which then is going to influence whatever the outcomes or consequences are going to be.Now, to understand trajectory modeling, here’s the model that I’ve been using with businesses for years that about 10 years ago became obvious that this is a life coaching concept or a life success concept, you can use it anywhere, is that that line A-B is a finite line. And you really want to, maybe at the end of that A-B line, you could also add the word ‘Derailment’ or ‘Failure’ because it’s a finite line. And if you look at line A-C, what you’ve labeled up there C, that one, now put an arrow so it goes out into infinity. Line A-C or trajectory A-C, to your question, Eddie, is an infinite line. And so, that infinite line can represent anything you’re after – success, accomplishment, aspirations, goal setting, modeling, etc.

Now, to understand the trajectory code model, go back down to letter A where those two lines are together. This is huge. Check this out. So, if you were to think of a thumbtack on a wall with two threads hanging straight down to the floor, you took one thread and you attached it up at letter B that A-B going up in that little V diagram direction and you thumbtack the second thread at letter C of that V diagram, there’d be a period of time where both of those threads are leaving A, leaving that thumbtack, where they would look like they’re one on top of the other. That space where those two lines look like they’re right on top of each other leaving that point A or the thumbtack, that’s what I refer to as the 1% factor. And if you study any one organization that’s successful, there’s the secret to their trajectory. They’re able to recognize at the very beginning of everything they do or say, they extrapolate outward, “Will this take us maybe towards A-B derailment? Let’s recalibrate right now.” 1% realignment, you’re back on track. If I look at what I’m doing and it makes sense as I extrapolate out, then you double down and do it with more commitment and energy and you accelerate your success. So, that’s, in simplest terms, what the Trajectory Code Model mentally looks like and how you operate it and there’s a whole lot more we can add into it.

Wow!

That makes sense. I hope that makes sense.

I was literally just thinking “I got to have you do that live one day on a whiteboard for us to see it” but as you were talking, I was modeling it here and writing it out. It’s a simple but thorough model to use to understand and to execute on our trajectory.

Absolutely. So, if you think of line A-C, everybody, you can put little check marks between A heading up to C and those check marks can be anything you want such as what are the key performance indicators, we talk about KPI in business, or what are the check stations or what are the gates you go through but if Eddie and I have a goal to accomplish in the next 30 days and we write that goal down at letter C, then we can reverse engineer in order for us to make that deadline happen, what has to be done right before that deadline or delivery of the of the goal and what has to be done before that and keep backing it up in kind of like a time continuum to see at point A today, are we on track, ahead of schedule, behind schedule. And then you have those checkpoints. When we hire new people organizations with the best intentions and onboarding them and setting them up for AC trajectory experiences but then we get busy, we get distracted, we don’t realize maybe we’re doing them a disservice because we’re not really on boarding them effectively until there’s a problem. And so, the further someone gets down A-B, that space starts to separate between those two lines using that visualization letter V. Well, if you can recognize you’re off track closer to point A, those two lines look like they’re one on top of the other, making a 1% recalibration or a 5% recalibration and get back on the A-C trajectory of success is easy for any business or human to do as I click my fingers. The problem for a lot of us is because we don’t have good feedback or our egos are in the way, we may not realize we’re actually making our job or an activity or our life more difficult until we run into that wall at B and can’t continue forward, then look at how much space is between letter B and C on that V diagram. And human beings resist change, the change you’re going to need to do to get back over to C but successful people don’t run into very many walls that far down the road because they’re recognizing way closer to point A where the wall is, let me accelerate.And here’s a classic line I love to use. If you want to be more successful in life, you have to accelerate your rate to failure. If you want to be more successful, you have to accelerate your rate to failure. Don’t waste time getting to the failure. If you’re going to fail, get there fast and you can get back onto A-C trajectory.

Well, there’s a lot of people talking about failure and how we need to reframe our view of failure. So, you just gave us a little bit of a lent to your view on that. Tell us more about that. Should we fail fast as a lot of people are saying?

Absolutely, yes. And if we fail fast, then we should also be able to mathematically start having fewer fail fast experiences. Again, when we fail, we should not be in the game of tossing someone under the bus, which becomes a convenient Olympic sport on the planet today about blame game, which typically is actually a deflection away from the other person not being noticed that they’re more worthless than the person they’re tossing under the bus but no one likes tough love conversations today, which is another clue. See, successful people don’t mind the tough love because they want it raw, they want it blunt. They don’t want it rude but they want it blunt and raw. So, when we have a mistake, we should find a way internally, as appropriate, to share that pathology to failure with everyone so we don’t reinvent the failures again. So, if it was “Hey, I tried to be proactive” which is great, we want everyone to be proactive “but I was proactive without checking in with the right subject matter expert” or “Without checking the right technology” or “without looking at some compliance factors and that’s why, I got in trouble,” so, hey, let’s share that with everyone so we don’t make the same mistake twice. So, yes, we should fail fast but we shouldn’t be failing fast every day. If we’re not a learning entity, a learning organization, then you’re missing the whole point of what Eddie and I are talking about right here.

Excellent. Now, thinking about what you’re saying, the trajectory, the model that you’ve given us, get into the habit of failing fast but not failing often, statistically, we should get to the point that we are not having those because we are learning, when should leaders start to worry about their trajectory code?

Let me take it two-fold. Leaders should be concerned about their trajectory code, if not consciously, subconsciously, 24×7 because really it becomes a GPS of everything on the planet. If you think about the Trajectory Code Model diagram, just one piece that I’ve just shared with everyone, that’s a way to gauge every decision you make – “Where do I want to go in my personal life, in my family life or on my own or where I want to go in my business with my team, with my organization?” I mean, everything can be calibrated against that. So, another way of looking at that A-C trajectory, let’s go back on the A-C line, so if C stands for Consequences. Some other markers for that infinity line would be, in essence, goals or values or success or aspirations. Let’s go back to values. If I am really clear what my values are that I want to live at point C, I could loop that and those values should actually become an essence directly above the A where those two lines are one on top of each other if you drew this visual. I put an oval or a circle on those two lines where they’re really overlapping and I call that the 1% Factor. And the 1% Factor is everything I just shared in terms of that time where you can be on track or off track. And if you’re aware of it, that’s another answer to, Eddie, your questions. You should be aware of this all the time. Then you can readjust. Well, your values could become one of those KPIs down there at the very bottom in your 1% zone – “What are my values?” – because those will shape the decisions I should and shouldn’t make. They will shape who I should and shouldn’t be interacting with. Nothing negative but, again, if Eddie and I have similar values, then we’re going to be in alignment on lots of topics but, occasionally, Eddie may have a value that’s not in alignment with one of my values and it doesn’t mean Eddie’s right or wrong or Jeff’s right or wrong. Sometimes you can have differing values. It doesn’t mean either one of you are a bad person, just different values, what you value but those values will tell Eddie and Jeff when we don’t have alignment, maybe when it’s not for us to work together or partner together on one thing where if we partner on something where we are aligned, we can have greater success. So, you should be considering this model all the time. I mean, if I’m going to get my car here in a couple of minutes and drive to some location, A-C, I’m going to have in my head a mental map of how I’m going to get there. Well, if in route, I run into construction or an accident, what’s my backup plan? See, successful leaders always have an instant backup plan versus the adage of running into a derailment not knowing what to do and you have to go back to the drawing board. You should never be going back to the drawing board because going back to the drawing board implies you didn’t do the work to have a backup plan or a contingency plan. So, again, several examples too.When should a leader be thinking about it? They should never not be thinking about it.

Wonderful. So, my probably fuller thought behind that was sometimes when people may think that they should do it earlier in the career or later in their year but I love the fact of how you explain that because it is so true.You said something in CEO World magazine that might dovetail really nicely to this. You talked about career nomads being parasites to organizations and individuals. How does that factor in here what we’re talking about, about the trajectory and they’re trying to seize it and do the best they can with it?

Wow! Okay. So, that article got a whole lot of people stressed out across the planet, evidently. So, I love it. So, here’s the thought. It’s not an article of disrespect. And, again, if you’ve ever been in any kind of a leadership role, whether you have the title or not, you’ll understand the context of the article. This is one of those examples of a tough love conversation that must take place but no one wants to go there today because we’re afraid of hurting people’s feelings. Well, let’s all be conscious of each other’s feelings and be destitute and live on the street or maybe we need to be conscious to say what we need to say. That’s the preface before I can answer this question because it’s dangerous.So, a parasite means a person that either they’re blatantly easy to detect because they’re in it for themselves, they’re self-absorbed, self-focused at the detriment, they’ll toss anyone under the bus, “It’s here for me to get as much as I can,” and in the process if you win, that’s a byproduct, okay, you got lucky. In the process, if I stick around the organization for a while, that still is fine but what I mean by parasite is that they take, they don’t contribute. They always want. They never give. They always subtract from the equation. They never plus the equation. So, there’s different kinds of parasites. So, a true parasite, and sometimes they may be someone you don’t realize because you think you like them or they’re nice or maybe they’re connected to you somehow, they’re a legacy employer, colleague or family member or what have you, but you have to go back and look at this. If the person who’s on an A-B trajectory and never wants to get in alignment with your organization, that’s a problem player, but a parasite is someone that puts himself out there as being able to do something for you and they’re able to accomplish, if you’re not paying attention, but they get it done through other people’s labor but they take credit for it. They don’t actually have the mental or physical calluses to do anything they say they can purport to do but they somehow will get it done through other people but they take credit for that. What that does is it derails your organization because now, “Why kill myself when I’m not getting credit? Someone else is taking advantage of me” or Someone else gets promoted but I’m the one actually doing the work” or Someone else is getting the pay raise or the bonus or the accolade or the trophy or the recognition and not me.” And that’s not a leader. A leader leads from the front by leading everyone else to success but then a leader has to know when to shut up and get to the back of the line and let the team do what they’re best at doing. A leader is going to be measured on the output of the people around them if you’re a smart organization. And sometimes people don’t understand that. See, I got promoted because I was my own rock star but now, I have to have a paradigm shift in my head to realize that my success now is not going to be measured on what I specifically do but my team. So, the parasites, a lot of times they have false résumés, false experiences, they’ve never really accomplished anything, they have nothing in terms of tangible intellectual property or accomplishments to their name. Again, I go back to they have no mental and physical calluses to back up what they purport to do. That would be the summation.

All right.So, I’m having a fascinating conversation with Dr. Jeffrey Magee. He is the author of Your Trajectory Code: How to Change Your Decisions, Actions, and Directions to Become Part of the Top 1% of High Achievers. And, as I mentioned, he’s not only the bestselling author of many books and textbooks, he is also a writer, a contributor for CEO World magazine, Entrepreneur, Forbes and a whole lot of others. We’ll have more with Dr. Jeffrey Magee right after this.

We’re back ladies and gentlemen. I am talking with Dr. Jeffrey Magee. We’re talking about the trajectory code for leaders and we’re talking about that based on the work of Dr. Jeffrey Magee, one of his several bestsellers, Your Trajectory Code: How to Change Your Decisions, Actions, and Directions to Become Part of the Top 1% of High Achievers.You were telling us about your formula before the break, Jeffrey, but there’s one thing I want to know based on your subtitle. Why being a part of the top 1%?

Wow! Great question. A lot of ways I could respond and attack that question for our listeners. So, think of it this way. No parent gives birth to a child or at least no parent I’ve ever met gives birth to a child and upon first seeing that child goes “Oh my goodness! I hope my child grows up to be average. As a matter of fact, not even average. I hope that they’re a solid D person in life. No, I want my child to be an F, a complete loser and have society take care of him.” So, thank you for laughing. If you think about K12 and giving someone a grade of A to F, no one ever starts at C and goes D and F. Every parent always wants the best for the child, B’s and A’s. They want their child to grow up and be B’s and A’s. At least, I would assert. If anyone listening disagrees, please reach out to me. I’d love to find out who the parent is that says “I’m a loser and I want my kid to be a loser too.” That’s a new book Eddie and I can write about. So, given that thought that we’re programmed early on to want to be achievers, if you think about it, now I haven’t defined achieving and you asked me to define 1%. See, that’s where we get wrapped around the axle in conversations. I’m not saying everyone should be the kind of success person I want. Recently, I was reading on a social media thread for high achievers about a young man who is a triple threat. One, he is a Navy Seal. So, in the Navy, to be a Navy Seal, Special Ops, that would be their 1%, the top of the top of the top of the top. That’s that special force because when we utilize them, we have basically zero margin for error. We’re not deploying you to go F, D, C, or B. It has to be an A. And what’s interesting about this young man, not only is he a Navy Seal, he also is a Harvard Medical School grad, Harvard Medical-trained doctor. Whoa! So, if you go to Harvard or a school of that level in your own head, you would probably say among many things, it’s supposed to be the best of the best of the best to get admitted into Harvard. Thus 1%. It doesn’t diminish any other college or school. And what’s interesting about him, so not only is he in that 1% in terms of military, this guy’s a rock star, he’s also the top 1% in medicine but that’s not it. He also just became an astronaut for the United States of America. So, if you’re an astronaut, I mean, most of them, not all of them, are pilots in the Air Force or Navy or Marines and it’s not just an average pilot. It’s the best of the best of the best of the best or if you’re going up there as a scientist, it’s not you’re a mediocre scientist. You better be damn good, therefore the best of the best of the best in your area because we can’t just send 9000 people to the space station every day of the week. So, using as an example, whether we look at the childhood and parenting, we look at business, look at any marker out there, recently in my magazine, Professional Performance Magazine, I did an interview, which each quarter comes out, I either interview phenomenal global rock star personalities where they write uniquely for me, the last four presidents of the United States have written for me. So, it’s always, again, you may or may not like that president but that’s another 1% because we only have one of them. Only one person gets to that level. So, I’ve now given you an example through sports, medicine, through in essence academic, through politics, through business. All of those are examples that when you look at the word ‘success’, there’s a way of measuring the best of the best.So, the second part of, Eddie, your question for our listeners is why is it important. So, let’s use pro athletics for an example. Whether you like athletics or not, you can see this last example which is the finish line for the answer to this question. If you’re a pro athlete and it’s game day, you cannot take your F, your D, your C, or your B human capital or your F, your D, your C, your B human talent to the playing quarter field. You’ve got to bring your A game. And if you’re bringing your A game, that’s why you’re part of the 1%. And you’ve got to bring your A game though every time you go to play. So, as a professional now, what your job is whether you work at a drive-in restaurant, whether you’re in customer service, whether you’re in technology, whether you’re in IT, whether you’re in manufacturing, whether you’re in distribution, it doesn’t matter. You’ve got to be the best of the best of the best of the best. I live in Las Vegas, Nevada. I don’t know how many post professionals there are here, post men and women. I’m sure there’s a lot. I don’t know if David, my personal postman, is the best but I’m going to tell you he is because he lives the 1%. Every time he comes by to drop off the mail, if in essence something is really a little bit too big to go in the box, he doesn’t shove it. He’ll walk it up through the gate to my door and he’ll leave it there and will even ring my doorbell. If I’m here, we meet. He even talks of it. I know stuff about him and his family, he knows about me, etc. That’s a 1%er. He’s going beyond. I had to go out of town unexpectedly, didn’t have a chance to stop the mail. He quickly knew on day two something must be up. So, he took all of my mail and he saved until I got back, he knew when I got back. The guy has ESP somehow, 1%. So, we live in a world where each one of us have examples of 1% stories. And the 1% gets you in business, it keeps you in play and it takes you to the top of the pack.

I really like the story that you told about your postman and that is something that in customer service in general we’re just not seeing those stories as often as we would like. So, thank you for sharing that and why being in the top 1% matters.And I also asked that because of my time at GE during the Jack Welch days, I was very familiar with the ranking system that we had. That also intrigued me. So, I love the fact you have that in your title and why it matters to leaders.

It absolutely does. Again, my business card for 20 years has not been Practice Leader, hasn’t been in essence, CEO or manager or COO. Again, you can look on my LinkedIn profile to see my background and ways you and I can connect and play but it’s been a human capital developer because I’m a big believer in business. It’s critically important to have all of our business units represented at the C-suite but, to me, the two most important roles are the CFO and the chief human capital officer or whatever title you want to work. So, if Eddie is the CEO of the company, to me, the two most important meetings he has to have every day or a quick check-in is with his financial person, that’s the money that keeps everything going and, in essence, the human capital because that’s the people that’s going to keep it going. Everything else is secondary to that. And some businesses just don’t get that. Larger businesses, they don’t look at the HR team as the human capital development team, the talent team, the mobile team, the acceleration team. They look at them as a compliance team and that is absolutely the worst way of looking at HR or human capital but, unfortunately, that’s how it’s been bastardized and turned into is that HR has so much compliance crap to deal with every day. They don’t get a chance to grow.And I love your Jack Welch. That was a massive world paradigm shift some people don’t understand, that story. Let me add to it. Others misunderstand it. Jack Welch, again, his comment was “Every year, your bottom 20% need to be highly engaged, create a development plan to get them back on track to be rock stars or get them out of the company.” And so, from that, people started to hear “Well, fire your bottom 20% every year.” Yeah, you need to do that ultimately but if you did other things smarter, you would never have a bottom 20%. You would have everyone into 1% zone. Now, imagine where your business is if everyone was a rock star, if everyone came with their A game, if everyone loved bringing their A game and you celebrated the A game. Wow!

Indeed. Now, you also, speaking of Jack Welch and the great management guru he was hailed to be in the 20th century, you have written a legendary Managerial Leadership Bible. Tell us about that because this is how future leaders are being trained inside of academia.

Absolutely. So, it’s been a very successful graduate management textbook for many years. It’s in its third edition version today. So, it’s always evolving but, again, looking at the concept of the Managerial Leadership Bible, a friend of mine Jeff Goodman coined the phrase many years ago, the Sales Bible, and so, I reached out to him and said “Look, I want to ask permission,” of course, he was laughing, he said “You don’t have to ask permission. Just do it,” I said “I want to hijack that concept of the Bible because Bible means the tenet, the massive, the missive, the baseline, what the cornerstone is to success.” So, in the Managerial Leadership Bible, what I’ve done is I’ve studied successful business leaders globally for 30 years. That’s why the book is always evolving. I’ve looked at my own successes and failures in businesses, in large businesses, I was part of an ownership suite to a 117-million-dollar training company that delivered deliverables online, virtual live to CPAs and attorneys to keep their license. So, that took me into lots of businesses, the Coca-Colas, the GEs, etc. So, no matter where my life is taking me over the past 30 years, the backdrop to answering your question, the Managerial Leadership Bible is not about theory academics. It’s about practitioner academic. So, the practitioner of how do you actually build a successful enterprise from a human capital standpoint, the talent hierarchy, the talent engagement, talent development, the talent succession, all of those elements and that’s what the book really delivers, strategic and tactical tools you can use right now to take your success to wherever you want it to go as the next level whether you have dysfunctionality, you have no functionality or you have a peak performing team, how do you take the game to the next level.

Wonderful. Now, you mentioned your interviews with the last four presidents. You’ve also interviewed people like Carly Fiorina. You’ve interviewed Marshall Goldsmith, legendary Kim Blanchard. You’re going to meet the top people in business. So, tell us about your magazine and how can we subscribe to it, get a copy.

Thank you very much. So, two ways to reach out to me. One is JeffreyMagee.com. Check the spelling on this podcast for the right spelling, JeffreyMagee.com, on resources. You can find out about Performance Magazine or you can go directly to my media company which is ProfessionalPerformanceMagazine.com. That’ll share with you the different deliverables in that space and how you can get a digital subscription or a heart subscription of the magazine. What makes it unique, Eddie, is it’s the only publication now, going on year 30, it’s the only publication that, while I call it a magazine, it reads more like a journal. If you are in a trade association and you get journals but it comes out each quarter and we typically have 20 to 25 proven successful global personalities. So, I’ve always had a world leader or a major religious elder or a major political representative. I have a fascination with American Indian heritage. So, I always have a tribal Indian chief, principal chief to write an article. I have celebrity athletes, entertainers, New York Times bestselling authors, so a wide spectrum. The National Guard is an area I do a lot of leadership work with. So, I always have an adjutant general writer an article. So, I go back to this 1% concept, different ways of looking at success in different trades or industries. I then go to the top of the top of those personalities and I engage them on either writing an article, 500 to 1000 words on success from their mental DNA that can help other leaders or I do an interview. And the interviews are never lifestyle. I’m not going to ask dumb lifestyle questions. It’s about, again, if you’re Shaquille O’Neal, “Why MBA? Were you the first NBA player to have a graduate degree in that space?” or if you are, fill in the blank, “Why did you …?,” fill in the blanks. So, I’m always interested in their pathology, their mental DNA on success and achievement performance because if we learn from the best, we all can become the best. No disrespect with F’s and D’s and C’s and B’s. It’s only about an A. I want to surround myself with the best so I can learn how to become a better person every day.

Thank you. Well, I am sure people will be subscribing if they haven’t already to the Performance 360 magazine and checking out the other work that you have posted.I’ve just thoroughly enjoyed talking with you. What’s the main message you want to make sure our listeners walk away from our conversation with?

Legacy. Think about legacy. What it is you do that someone else is a recipient of, that’s not your legacy. What it is you do that someone else’s recipient of and therefore what do they go and do with that touch point that you’ve provided, that’s how you can start to measure legacy. So, every day we should think about “What’s our legacy? If this was my first and only day on the planet, what do I do to plus people? If I’ve been here more than a minute, as some people may say, what have I done collectively and accumulatively to plus other people?” It is so unfortunate some people waste the precious time they’re given on this planet to be a massive negative sign versus a plus sign.

Okay. And is there a quote that you use as a leader that helps you to keep leading?

There’s a lot of them. One of them is “What you tolerate, you condone. What you condone, you tolerate.” So, if there’s things around you, you don’t like, look in the mirror and start doing something. You own your successes. You own your failures. Quit blaming other people. For good or bad, take ownership. You study any successful person, you’ll see they take ownership. They give credit but they take ownership to do the things that need to get done.

Outstanding. And you gave us the links to how to contact you. I’m going to encourage my listeners to reach out to you, connect with you, follow you, subscribe to your magazine. We’ll put all that into the show notes to make it easy for everyone.Thank you for being a guest here on the Keep Leading!® Podcast and helping us to understand the trajectory code for leaders.

Thank you.

That concludes this episode, everyone. I am Eddie Turner, The Leadership Excelerator®, reminding you that leadership is not about our title or our position. Leadership is an activity. Leadership is action. It’s not the case of once a leader, always a leader. It’s not a garment we put on and take off. We must be a leader at our core and allow it to emanate in all we do. So, whatever you’re doing, always keep leading.