Welcome back Bridge Builders to Bread to Lead, the podcast transforming leadership across industries.

I'm your host, Dr.

Jake Taylor-Jacobs, and I'm thrilled that you're here.

We're currently ranked as the 30th top business and leadership podcast nationwide.

And it's all thanks to listeners like you.

Bridge Builders, if you haven't already grabbed a copy of my book, Bread to Lead on Amazon, it's packed with strategies to elevate your leadership game.

Got questions or ideas for the show?

Visit us at breadtolead.com.

And if you're finding value here, please take a moment to rate and review us on Apple podcast.

Your support helps us reach more leaders.

Now let's dive in and continue breeding excellence and leadership.

Today's episode awaits Bridge Builders.

Bridge Builders.

Listen, we have some exciting.

Today we're talking about something exciting.

We're talking about that leadership gap and closing it and the hidden cost of leadership isolation.

I think it's important that not only that we talk about as being leaders and developing to become great leaders, that we understand the cost of isolation and how it can truly damage everything that you're looking to build within your organization.

But before I say anything, you can go to SipsHealthcare.com forward slash summit, S-U-M-M-I-T.

We have an upcoming leadership summit, The Executive Edge, The Executive Edge, where we're talking about the skills and the tips that you will need in order to truly gain the edge amongst your peers and also get the looks from senior leadership in the C-suite that you are definitely a value add not only to the organization, but you should be at the table.

I think learning how to communicate and learning what C-suite wants is a very important piece.

Now, this has nothing to do with the episode today, but I did want to break down why registering for this summit is absolutely important.

SipsHealthcare.com forward slash summit.

And the reason why...

Registering for this summit and going through this half day training is going to be important for you as four hours is so that you can know that at every level, the requirement, the request, the communication that's required to survive at that level.

It changes from team lead all the way up to C-suite.

And the greater your responsibility as a leader expands, the reach that expands, the different focuses that you have.

And when you start to kind of look at it, I like to give this analogy or example, if you will, when you're looking inside of your room right now, wherever you are.

It consumes you right so if you're in your office right now the office is pretty big you can't touch every wall at the same time the ceiling unless you jump most cases you can't touch the ceiling, you feel your car the car consumes you you fit in that car it feels big to you your car is big if you're on the floor listening to this podcast while you're working your facility looks big to you it consumes you but if you were to go 100 meters up in the sky that thing that once looked big to you that consumed you now looks small, You go 100 meters up further in the sky.

Now you're looking at all the other pieces, the buildings, the cars, the houses, the rooms or the facilities that used to consume you.

Now it looks like you can pinch it with your fingers.

When it comes to leadership in your elevation as you're growing, that's the scope that changes.

You're in the department.

It consumes you.

You're in that shift.

It consumes you.

And then the higher you go up in leadership, what used to consume you now seems small and you kind of let those things operate.

And the biggest thing, the most beautiful thing that I love is the universe that God created.

And to an ant, that world is the only world that matters.

But to an ant eater, that's a different world or, you know, to a higher or bigger species.

It's a different world.

But everyone thinks that that world matters until you look at the entire ecosystem.

And how every piece that was created under God's creation has an important piece and an important part.

And it's our job to ensure the harmony of all of these parts to work together to ensure we have a world to live in.

That's the level of growth in leadership.

As you grow up, you have to start understanding the responsibility and the things that CC spoke focuses on.

When I'm talking to leaders, especially departmental leaders, the biggest complaint that they have is my C-suite doesn't care about me or they don't talk to me.

It's hard to get something approved.

In most cases, it's hard for leaders to get things approved because you're only looking at your department from the lens that you're looking at.

You're not asking yourself this senior leader, this C-suite, what other departments are considering their problems to be important and that they need more money for the budget.

And that senior leader or that executive leader, that C-suite leader is looking at your department and trying to determine which of these departments are.

Should we allocate these resources to because it's already limited in itself?

So those are the things I want us to talk about so that we can actually start thinking about leadership past ourselves and start thinking about leadership to the scope of how it affects every single piece and every single person that's involved in that ecosystem that you call an organization.

So today, Bridge Builders, we're tackling something happening in organizations everywhere.

the growing disconnect between leadership and frontline teams.

And the title of this podcast is Closing the Gap, The Hidden Cost of Leadership Isolation.

If you're newer to the podcast, this is not one of those entertainment podcasts.

We will one day potentially have times where we interview C-suite executives so you can understand the mind of leaders that are running these hospitals.

However, what I also want you to take note to is that will probably be a sacred information that is maybe not shared on a podcast, all of it.

We may have a part one, part two of the podcast where the part two, part two of the interview will be in the SIPPS Leadership Institute so that you can go and explore inside of there.

But we'll talk about that as we continue.

So those of you that are new to this podcast, this is a podcast that is solely meant for teaching you and developing you.

This is our way to be able to get into your earwaves and truly help you develop your leadership skills without asking you for anything.

Right.

We truly want that every time, every week that this podcast comes out, you're literally in a class and it feels like a homey class.

And that's something that we want to make sure.

So make sure you have your pen, your pad, your notepad and you're taking notes.

Remember, the dullest pencil is sharper than the is better than the sharpest mind, meaning you can try to remember all that you want to.

But when you take notes and you go over those notes and you process those notes over the week and you try to implement these new things every episode, you're going to start to see your leadership skills fly to the moon.

So if you like any part of this show, if you like any part of this podcast, please, please, please share it.

A share little snippets of what value you're getting at me on LinkedIn, because this is great because we do have to last week we ranked 23rd.

I think it was 22 or 23 in the country, which is our highest ranking in a week.

So I'm excited about that.

OK, so let's get back to the show.

There's a growing disconnect between leadership and frontline teams.

And you know what I'm talking about.

Leaders who've lost touch with the day to day reality of their operations, making decisions from 30,000 feet that don't align with ground level needs.

That's what we're talking about out of touch.

And what makes this topic so critical is that this disconnect usually happens gradually.

It's not like leaders wake up one morning and decide to isolate themselves.

It happens through a series of small decisions, each seemingly logical at the time.

Think about it.

As you rise in your organizations and your responsibilities expand, you're dealing with more high level strategic issues.

You're in more meetings.

You're focused on long term planning.

And slowly, without realizing, you start losing touch with what's really happening on the front lines.

And I see this play out in organizations of every size.

Recently, I worked with a company where the leadership team was completely blindsided by major operational issues.

They had all the data.

All the metrics.

All the reports.

but they missed what every frontline employee could have told them along the way.

If anyone had asked, they missed it.

They missed along the way in this separation.

They missed what the employees could have been telling them.

What was coming?

What was down the line?

If anyone just took the time to ask what's going on.

The real problem wasn't that these leaders didn't care.

They did.

The problem was that they become isolated from the day to day reality of their organization.

They were making decisions based on reports and presentations rather than direct experience in the pulse of the front line.

See, I use analytics to validate that pulse feeling I feel from the front line, which is why me to my core, when it comes to product development, When it comes to service delivery, when it comes to offering our services and selling our services and building partnership relationships, this is why I like to stay in the mix.

Because when I'm looking at my analytics, I'm looking at my data.

I also have to look and experience it for myself to ensure that the data that I'm getting is connecting to the front line work that is happening.

That's the that's the key.

That's what you have to lock in.

So we're going to break down how this isolation typically develops.

First, there's what I call the elevation effect.

As leaders rise in organizations, they naturally spend more time on strategic issues and less time in the operational trenches.

And this makes sense.

It is a part of the role.

But without conscious effort to maintain connection, this elevation can lead to isolation.

Then there's the filter effect.

Information that reaches the, senior leaders often gets filtered and sanitized as it moves up the chain.

Problems get minimized, challenges get glossed over, and the messy reality of day-to-day operations gets cleaned up for executive consumption, meaning there's a real problem downstairs, but because everyone else wants to protect their job and protect their position, they'll water down what's happening downstairs, leaving the front line and the midst of a war that's happening organizationally.

But by the time it hits the general, the CEO, the C-suite, it doesn't seem as much of a problem.

And these are the things that we're going to have to discuss after the commercial.

Are you ready to transform your leadership journey?

Get my book, Bred to Lead, on Amazon now.

In it, you'll discover the proven frameworks and strategies I've used to help leaders across industries master each phase of their leadership development.

Don't just lead, be Bred to Lead.

Get your copy today on Amazon.

Go get your copy of Bread to Lead the Book on Amazon ASAP.

Rocky.

Now, back to what we're talking about, the cost of leadership isolation.

This isolation goes far beyond just missing operational issues.

When leaders lose touch with the front line, it creates a cascade of problems throughout the organization.

First, there's the trust gap.

When front lines employees feel their leaders don't understand the daily reality trust erodes over time, they start seeing leadership as a them rather than an us.

There's a separation a chasm that happens and usually in the hospital you'll see surgeons and nurses separate from c-suite or separate from administration because they don't feel like there's a true connection from administration to what's really happening every day in the hospital or in any organization and this creates a cultural divide that can take years to repair second, There's the agility cost.

Organizations with isolated leadership are slower to adapt to changes.

By the time information filters up through the layers and decisions filter back down, opportunities have been missed and problems have grown larger.

I have a thing.

No, people can't contact me directly.

But when my chief of staff, all information has to be passed to me.

I don't her job is to filter, stop it so that I can get the information on my pace.

So but the goal is not for me not to get the information and leave it up to a gatekeeper to stop it from coming through.

The goal is to create an organized way that I'm receiving the information so I'm not overwhelmed.

But I'm reading what's going on in the organization.

I'm listening to what's going on in the organization from the front line every day and making decisions from what I'm hearing.

But with structure through my through what you would consider a gatekeeper but the gatekeeper is not a keeper of information for the sanity of me it's organizing the information so I can receive it and be in a great mind to think about it so the bigger problems is when it begins to be filtered so you got a gatekeeper to a gatekeeper to a gatekeeper to a gatekeeper and this is the proverbial a red tape that so many organization feels like they have to go through or have to get through, through this red tape that is an imaginary piece of tape that is created because leadership doesn't want to be involved in the day-to-day things.

When it comes to leadership, you really don't have a choice.

If you want a great organization to thrive, one, of course, you develop amazing leaders in your organization.

But two, you keep your thumb on the heartbeat of the problems in the organization and it allows for you to be reactive.

I mean, proactive instead of reactive.

When messages get filtered up too many times, you're three months, six months, a year from hearing when it first happened.

So your people on the front line are thinking that you don't care about them, but in all actuality, you just got the information.

And if you just got the information, now you're trying to help them.

Now you're being reactive versus proactive.

When And the moment things are happening, you can start putting things in place.

The third thing.

Is the innovation cost.

Some of the best ideas for improvement comes from people doing the actual work.

When leaders are disconnected from the front lines, these insights never reach the decision makers.

I just want to be honest with you.

A lot of the great inventions during slave times in America were made by the slaves.

Why?

Because they're doing the work.

So they would know how to make things more efficient.

They would know how to make things better.

They would know how to create things that will make their load a lot lighter and produce more so they don't get in trouble.

So a lot of your great ideas are going to come from the floor, not from the ceiling.

From the front line.

Not from the people that are overseeing the battlefield.

So if I'm understanding that and I truly want an organization that's innovative.

As a leader, I cannot afford to not be touching the front line.

Let me share something I recently saw.

I worked with an organization where the leadership team prided themselves on their open door policy.

They thought that this meant that they were connected to their people.

But when we dug deeper, we found that while the door was open, very few people were walking through it.

Hello, somebody.

Why?

Because over time, a perception had developed.

The leadership wasn't really interested in frontline perspectives.

People had stories about sharing ideas and raising concerns only to have them dismissed or ignored.

The open door had become a symbol without substance.

And when something is a symbol but lacks substance, there is no truth there.

There's no trust there.

There's no connectivity there.

It's like the leadership was OK with saying, hey, we got we always keep an open door in open ears.

But if people know that you really don't, do you really have an open door?

Is your door truly open to actually hearing so you can make changes or is your door open so that you can formally say we have an open environment?

And these are the things that we have to think about and this brings me to a crucial point about maintaining connection while scaling many leaders think occasional walkthroughs or town halls are enough but in truth if i were to be if i really were to be honest with you, if i really were to be honest with you.

Real connections require systematic effort.

An intentional design.

You cannot say, hey.

We'll do a occasional walkthrough and have a town hall to hear what people have to say.

No, you have to have a system to where you can get information regularly about what's going on anonymously.

Ideas that you can formulate and create from the front line.

With intentional design, meaning.

If you don't have intention on truly building an open door policy where people can truly come and give their information and their ideas, well, we can make a change.

I'm going to make a change for once in my life.

I'm going to feel real good.

Going to make a difference.

Going to make it right.

I don't know how to do that part.

But I turn up the collar on my favorite winter coat.

This world is changing my mind.

It's going to feel real good.

Going to make a difference.

Going to make it right.

Yeah, I think I messed up those words.

But that's A Man in the Mirror by Michael Jackson.

You got to have substance and you got to create real things that will allow for you to actually gravitate and build.

We'll be back after this commercial.

Bridge builders.

Developing transformational leaders is crucial for the future of health care.

As health care solutions, we offer comprehensive leadership development programs designed specifically for health care professionals.

From executive coaching to immersive workshops, we can help you cultivate the transformational leadership skills your organization needs to thrive in today's complex health care landscape.

Visit SIPsHealthcare.com to explore our leadership development offerings and take the first steps toward transforming your organization.

After November 23rd, 2024, our Sips Leadership Institute will be alive and well.

You should be able to go to SipsHealthcare.com forward slash leadership to be able to get more information about our Leadership Institute.

And if you go to SipsHealthcare.com forward slash summit, you can get a free four hour half day training on how to gain the executive edge to get a taste.

Of what type of training you will get inside of the SIPPS Leadership Institute.

It's time for us to level up and stop operating down.

So I'm going to share the framework that I use for helping organizations maintain connection between leadership and frontline.

And it's built around four key principles, presence, process, people, and proof.

The four key principles are presence, process, people, and proof.

Presence isn't just about physically being present.

It's about being meaningfully present.

This means creating regular structured opportunities for direct interaction between leadership and frontline teams.

But here's the key.

These interactions need to be purposeful and authentic.

And when you get information that you know you need to utilize and you implement it, you would it'll behoove you the type of pride in culture you will be rebuilding.

In your organization, but if they know.

You don't really care.

You're just doing that for formalities.

They won't get involved they won't even buy in i worked with um one leader who blocked out two hours every week to work alongside different frontline teams not to observe not to evaluate, to work this gave him direct experience with the challenges his people faced and created natural opportunities for honest conversation.

This allows for your team to, in their natural environment, communicate to you the problems and the issues that they're having.

Here's the thing that leaders don't realize.

Once you show up to your frontline leadership and you're there with them often, they'll feel weird in the beginning.

But give it about two or three hours.

Give it about an hour.

Half your time down there.

Once a week.

After that hour, you're part of the gang.

You're going to be hearing all types of stuff.

They're going to be showing they're going to be showing you all types of things that are inefficient in the organization problems that are being had.

You're going to be able to hear the people that you thought were great leaders, how bad they talk to your staff.

You're going to be able to hear it for yourself.

It's almost like the undercover boss.

It's so funny how an undercover boss.

They find out who the great leaders are that aren't even leaders and the people that are leaders that are truly destroying your organization.

Belittling your team, your staff.

But you cannot grow what you don't measure.

And you cannot measure what you don't maintain.

And you can't maintain anything that you don't have intentions to maintain.

I have to have intention.

I have to be intentional about maintaining my organization.

I have to be intentional about measuring what I'm maintaining.

How is it growing?

How is it expanding?

How is it developing?

And then from measuring that growth, I can I can anticipate growth within my organization.

Now, the process.

The process is about building connections into your organizational system.

This means creating formal and informal channels for information to flow both up and down the organization.

But most importantly, it means designing these channels to minimize filtering and sanitization of information.

If you had just something as simple as a chat or a queue that people can input things that are happening in their queue.

And you can get all the information out with a larger organization, make it a lot.

You can filter, you can look at, you can let your leaders kind of answer these issues that are being had, but you can oversee it.

But with people in that process, you have to understand that people are about empowering the right individuals to serve as connection points throughout your organization.

This goes beyond traditional middle management.

It's about identifying and developing what I call bridge, bridge builders.

The reason why we call you bridge builders.

It's because your job as a leader isn't to boss people around.

I say this to my daughter all the time when she's upstairs and I have her working on her leadership skills with a three year old brother.

I say you are not babysitting.

I'm training your leadership skills.

Thank you.

So if you can get a three-year-old to listen to you, to follow you, to keep them in line as much as possible, you can train anybody.

I tell my daughter, you're not the boss.

You are a leader, which means whatever you want him to do, you have to lead by example to show him how it's done.

When I want my son to brush his teeth, I say, son, come to the sink.

Brush your teeth just like daddy.

Where's your toothbrush?

Where's your toothpaste?

All right.

Let's turn on the water together.

We're turning on the left knob or the right knob.

OK, what are we going to do with our toothbrush?

OK, boom, boom, boom.

Why?

Because good habits have to be mimicked.

Not told.

If you want to create good habits in your organization, you have to mimic what those good habits are.

You have to show what those good habits are so they can mimic your behavior.

In most cases, leaders don't want to understand that your team is just mimicking who you really are.

So you can speak on the stage.

You can be whoever you want to be in this world.

But when your organization, the people that work with you every single day, they will mimic who you are, not what you say you are.

And in one organization, we created a network of frontline ambassadors.

These are bridge builders.

Connection points.

Your middle management should be bridge building to upper leadership.

I'm a bridge.

I'm here.

I'm safe.

You can, you can stand on me.

You can drive on me.

You can do all, you can do whatever you need to do.

I'm your connection point up.

And senior leadership to the C-suite and C-suite to the board and the board to the public.

We all bridge builders that people should be able to transport, Transport ideas, feelings, emotions, behaviors, habits.

They should be able to transport those safely.

On your bridge as a leader.

And this organization that we created a.

A frontline ambassadors system.

Who had direct access to senior leadership.

These weren't supervisors or managers.

They were respected frontline employees who could speak honestly about ground level realities.

You know what that did?

That showed senior leadership how much.

They were out of touch.

With their own organization.

And the fourth thing was proof.

It's about demonstrating that connection matters.

Leaders need to show that they value and act on frontline input.

This means visibly responding to feedback, implementing suggestions where appropriate, and acknowledging when frontline insights influence strategic decisions.

So frontline insights encourage strategic decisions for us to implement and change and grow as an organization.

We need to acknowledge and let people know.

That what we heard you, it worked, we implemented it.

So we're implementing what we're hearing when appropriate.

But now we're in this space or in this vibe to where they're being unrealistic.

You can then show them with numbers how what they're asking for doesn't work.

These are teaching moments within organizations.

And what I found and what I find often is that there is a lot of C-suite senior leadership.

That don't want to develop.

That bridge.

Amongst their leadership all the way down.

And they create these isolated silos.

Because they care more about being isolated from what they will call the commoners, than being involved with the growth of the organization through building a relationship collectively together, we'll be back after this commercial, Bridge Builders Transforming your leadership approach is a journey, not a destination.

At Sips Healthcare Solutions, we are here to support you every step of the way.

Our team of experienced healthcare leaders and organizational development experts can help you assess your current leadership landscape, develop customized strategies for cultivating transformational leaders, and implement changes that drive real results.

Visit simshealthcare.com to learn more about how we can partner with you to breed a new generation of healthcare leaders.

We need a new generation of health care leaders.

That's absolutely correct.

We absolutely need a new generation of health care leaders that care about leadership more than they care about the title of management.

To lead means to be innovative, proactive.

You're focused on the problem that's happening.

You're protecting the things that are coming.

To manage, you're just like, hey, I'm managing what's been given to me.

I'm just going to take this.

I'm just going to manage it.

I'm not going to grow it.

I'm not going to be proactive.

I'm just I'm just going to manage it.

I want to talk about to end this podcast.

If you're having a good time, please share it.

Please promote it.

Please follow me on LinkedIn.

Do all the cool things, because I think that we're doing some amazing things with this podcast.

And I and I hope that you're receiving value.

If you're newer to this podcast, I just again want to say thank you.

welcome if you're not new and you're og bridge builder from the beginning i want to say thank you for standing along and sharing this information with the leaders all across organizations that you are a part of even if you're an entrepreneur as an entrepreneur you look yourself in the mirror and you can tell if you suck as a leader and if you need to learn skills to be a bridge builder that's why i tell a lot of people a lot of people jump out into entrepreneurship way too soon you got you got a lot of other skills that you need to develop before you go running your own organization and messing up other people's lives.

So I want to talk about specific strategies for maintaining connection while scaling, because let's be honest, bridge builders.

It's one thing to maintain connection when you're running a small team.

It's another challenge entirely when you're leading hundreds or thousands of people.

And I do want to park here parenthetically and say this.

Thanks for listening.

Yes, you as a shift lead, you're important.

You managing your eight to 20 people is important, but you need to have grace for your C-suite, your senior leadership that are managing thousands of people.

So if your eight to 20 people are giving you hail, just imagine managing thousands of people.

Then maybe grace will set in your heart and say, hey, what can I do to become a better leader myself?

To add value to this organization versus point fingers.

It's another challenge entirely when you're leading hundreds and thousands of people, I'm telling you.

The first strategy, you need to focus on structured immersion.

This isn't about casual walkthroughs.

It's about regular scheduled time spent working at different levels of your organization.

The key is consistency and engagement.

You're not there to observe.

You're there to work, learn and understand.

If you never put yourself in someone's shoes, you can never understand.

The walk they have, if you never put on their glasses to see how they see you and never see life from their perspective.

But the more you engage, the more you have a heart, the more you empathize with people in your organization.

The more you will see.

Man, how far we have come off from the true concept of leadership.

Scripture says that the greatest among us will be servants of all.

It doesn't say the greatest among us will be served by all, does it?

It said the greatest among us will be servants of all meaning my job as a leader is to serve and I cannot serve if I don't know how to help you with where you are second strategy.

Information highways.

You want to create multiple channels for unfiltered information to reach leadership.

That bridge.

You want highway.

This might include direct feedback sessions, anonymous, anonymous suggestion systems, skip level meetings, frontline advisory groups.

But here's the crucial part.

These channels need to be designed to minimize what I call the sanitation effect.

Where information gets cleaned up as it moves up the chain to protect certain leaders because of the clicks of the coups, um, and the, and the little good, good boy, good girl groups that they have filtered because true transparency brings true authenticity.

When you have an organization that operates with authenticity and integrity, because transparency has to bring integrity.

Because you get called out, which leads to accountability.

You have transparency.

Accountability.

Integrity.

In your organization.

That's an authentic organization.

That's that's an organization worth being a part of that you will see go tear down walls.

Just to be a part.

The third strategy, reality checks.

Regularly test your understanding of frontline reality.

This means creating mechanisms to verify that your view from top aligns with ground level experience.

The issue with higher level leadership, you're so far removed from day to day, that you have unrealistic expectations and feelings toward people because you don't sit where they sit.

You don't stand where they stand.

You don't feel what they feel.

And even if you did in the past, it's so far removed.

You make up things you used to do.

I hear leaders all the time.

I didn't I didn't have all of that.

I didn't make any excuses.

I bust my butt to get here and I know you are a lie.

So we look back, I can tell you plenty of times that when you were in that same position, you cried, you were mad.

You felt unheard.

You felt unseen, which is probably the ammo you needed to try to become a good leader.

But to remove yourself from it.

That's a terrible thing to do.

And let me share something critical about maintaining connections while scaling.

Many leaders think they have to choose between strategic focus and frontline connection.

But that's emphatically false.

The best strategic decisions come from leaders who maintain a deep understanding of their organization's operational reality.

Here's what I mean.

When leaders stay connected to the front line.

They make better strategic decisions because they understand operational implications and limitations.

They spot problems earlier because they have unfiltered information.

They build stronger cultures because they demonstrate real engagement.

They drive better results because they understand what's really possible.

But maintaining this connection requires intentional effort in systemic, systematic approach in a systematic approach.

I'm sorry.

Here's what you need to do in order to maintain this connection.

It requires intentional effort in a systematic approach.

Here's what you need to do.

One.

Build it into your schedule.

It is a meeting that you cannot miss.

To create supporting systems, task groups, task force groups, frontline advisory groups.

Develop the right people, people who truly want to be there, not people who just want promotions.

Four, demonstrate its value.

You show it first.

Remember, Bridge Builders, leadership isolation is inevitable.

It's a choice that you can maintain meaningful connections at any scale if you're willing to make it a priority and put the right systems in place.

And I promise you if you just listen to me and trust me bridge builders and you truly try to become the best version that you can be a leader a bridge builder you try to see all people from the lens that they're looking at the world I promise not only will you become a great leader in the organization that you're in you will become a better human being and what we need right now more than ever, we need great leaders who are great human beings.

When a tumultuous time.

And the question is, are you going to answer the call to be a bridge builder who can change this world?

Or will you be a manager who steals from it?

Thank you for tuning in to another episode of Bread to Lead.

This is Dr.

Jake Taylor Jacobs signing off.

Until next time, keep leading, keep connecting, keep breeding excellence in everything that you do.

And remember, Bridge Builders, the gap between leadership and the frontline only grows if we let it.

Make the choice to stay connected.

Thank you for joining me today, Bridge Builders.

I will see you next time on Bread to Lead.

Peace.