Michael King 0:00
According to Harvard Business Review, if you want to understand why some companies have a toxic culture underperform relative to their potential, and eventually collapse, look no further than the quality of their leadership teams. Welcome to the level up leader podcast. I am your host, Michael King. I’m an executive coach and founder of teams that coach, I work with sea level leaders to clarify and expand the vision, elevate performance and level up their leadership. On today’s podcast, I am joined by the one the only John Michael Morgan.
John Michael is a best selling author and celebrated coach. I’ve been working with John Michael for a better part of the year. And John Michael is sincere. He’s honest, he’s brilliant. So please welcome John Michael to the podcast.
One the only John Michael Morgan, welcome to the level up leader podcast.
John Michael Morgan 1:05
Thank you so much for having me.
Michael King 1:08
I love this. I love this so much. I love the fact like, it’s kind of like one of those weird, you know, bucket list type things to where it’s like, I’ve gotten to know you a little, you know, pretty, pretty decent over the last year. But I show up at a I show up at a kind of like a retreat, leader leadership thing. And you’re there, you’re speaking you’re sharing your story. And talking about just leadership in general. And I’m like, I gotta get to know this guy. This guy feels like he’s just part of a tribe that I don’t belong to yet, but I need to get in. And that’s kind of where this whole thing started. Right?
John Michael Morgan 1:43
Yeah, it did. But that’s, I’m humbled by that, you know, because I’m just me in my mind, but I appreciate it. That was fun. It was great meeting you. But then getting to know you has been great. So the love goes both ways. Michael.
Michael King 1:58
Well, there’s something that I mean, for me, I’m in this I’m in this season to where I’m taking more and more seriously every single day that the people that you have surrounding you and the voices that you have in your life really define the impact that your life can have. And and I can’t really be a good leader unless I’m unless I’m taking seriously how I’m leading myself and allowing the voices in my life to impact how I live so yeah, I’m really thankful thanks for your investment in in my company in me as a person. I know that the world is a better place because of John Michael Morgan. So
John Michael Morgan 2:31
Oh, my goodness, I reached the end that right there. That’s perfect. That’s great for me, we’re just gonna get back clip.
Michael King 2:38
Cut. I know that that’s gonna be the that’s gonna be the what’s gonna be the cinema trailer right before everything else starts. Yes, in the in the baritone voiceover of like, the world is a better place because of John Michael Morgan. So what gets everybody listen? And you’re like leaning in going? Okay, what is it? What’s the secret sauce? So anyway? So you are, I mean, going all the way back? I mean, you’re coaching high level organizations, high level leaders, major brands, you know, best selling author, etc. Tell us Tell me a little bit and tell our listeners a little bit about what makes you tick. What are you all about?
John Michael Morgan 3:23
Goodness? That’s a great question. I, you know, I think one thing I’ve learned in my career is that I’m fascinated by the similarities between people. And what I mean is that the person who’s the brand new leader, that feels like they don’t know what they’re doing, and they’re uncomfortable, and they’re trying to create culture and lead, well, they have some of the same issues that the person you know, who’s CEO, of, you know, one of the top 10 brands in the world struggles with, I find that fascinating, because sometimes we assume that there’s these big differences between people and that there are some, but it’s the commonalities that have always interested me. So my whole thing has been, how do I help people get and keep the momentum, and that’s in whatever area that they’re trying to get momentum in. And that usually entails dealing with their mindset, dealing with their habits, sometimes leadership, sometimes their branding, it can be a combination of things, but it all comes down to this is what we’re trying to do. We’re trying to have momentum and what we’re trying to build and how we’re trying to lead and the message we’re trying to share, you know, with people and I just feel like if I can play a small role in that, of helping someone get out of their own way, long enough, because that’s the real thing is that most of the problems that people have that are actually holding them back, they’re self generated. It’s not you know, it’s not a lack of resources. It’s not time it’s not, you know, these other circumstances like those all play a role for sure. But it’s usually whatever’s going on in here that’s determining whether or not someone’s hitting their goals.
Michael King 5:00
Oh, absolutely. I can’t even tell you how many times in the last couple of decades or actually take that back like four decades, how many times I’ve actually self destructed and, you know, and gotten my own path along the way? Yeah. I mean, you talk to leaders every single day is what do you feel like is the number one thing that derails leaders?
John Michael Morgan 5:21
This my answer may shock people. Okay. But this is something that I’ve seen so much recently. And I love this question, because it’s been coming up in conversations every single day. The number one thing is boredom. Right? I think there’s a problem where people are so afraid of being bored. But what they don’t realize is that a lot of success is boring. Now, the results are fun, right? The results are exciting. But what creates success is often boredom. It’s doing the same thing every single day, over and over and over again. And people think, oh, it’s got to be more complicated than that. You know, or they’ve done it for eight months, and it’s worked. But now they’re bored. It’s mundane. And they’re like, oh, I should change it up. You know, the hardest thing is like, you start to get that momentum. Just keep it you’ve got to be okay with like, being bored that to some degree. And no one wants to talk about that. No one wants to hear it. But I see so many people who are like, oh, let’s shake things up. And then it’s a disaster. And I’m like, Why are you shaking things up, things were fine. Like, let’s keep growing. Let’s keep doing what works. Let’s keep improving. But that’s the thing that I see. And I’m talking everybody, I’m talking the person who feels like they’re not even a leader. But they are because I think everyone’s a leader at home and amongst friends. And you know, these things, but even then the leader that’s like, Oh, I got, you know, 5000 employees, I’m, you know, leading or whatever, every single person, it’s like, we somehow abandoned what works. Because it becomes so routine. We think it’s lost its effectiveness, when in reality we’re just born?
Michael King 7:05
Well, it goes against the things that we’re programmed for, you know, one of the things that that I tell our leaders all the time, is that more or the concept of more, it’s what we’ve been ingrained to actually fundamentally believe that unless you actually get more, you’re not growing, unless you get more, you’re not succeeding, unless you have more, you’re not, you’re not a success. But more is actually the enemy of progress. And so there’s a huge difference. You know, it’s the thing of like, as you know, as like, you know, I was a pastor for a couple of decades. And I truly believe that, you know, like, even looking back over the life of David, that pinnacle moment, when he’s sitting up on top of his house looking over at something that’s not his, this, this thing here, it changes the trajectory of time. Like, that single moment, right there. That moment if David could have said, you know, what, I think me being bored is okay. I think me being okay with not having something that’s not mine, or me not wanting more is okay. Because progress looks different, doesn’t it?
John Michael Morgan 8:10
It does, it does. And I hear every single day I hear people say, I need to get back to doing x y&z. Oh, I need to get back to my morning routine, I need to get back to journaling or meditating, I need to get back to, you know, doing, you know, one on one conversations with my team and just like connecting with them on a human, you know, personal level. And this to me get the phrase, let me get back to these things. It’s like, well, why did you ever get away from it, but it’s exactly what you said, it’s that pursuit of, oh, I need more, I need to do more, be more, get more, you know, all that. And it’s like, you know, what’s the way sometimes getting more doesn’t mean adding more to our life. You know, sometimes we can actually achieve more by doing less, and, you know, sometimes even achieve more by letting the process run. You know, 100%?
Michael King 9:09
Well, if somebody would have came to me, because I think sometimes we start to chase things down. Because our motivations are built out of insecurity instead of security. Like if somebody would have came to me and said, Hey, Mike, you know, I don’t know 20 years ago, and said, you don’t really have anybody to impress, you’re great at what you do. Just keep knocking it out of the park, be innovative, and in the spaces that you’re that you’re supposed to be in, but you don’t have to keep doing more. Well, I probably, you know, it’s like I went through a season of burnout and self discovery. Because all these noises around me were trying to tell me that I wasn’t good enough. You know, so what do you what do you what do you say about that?
John Michael Morgan 9:53
Yeah, I mean, I think this that thought of not being good enough. You know, it all So when it comes down to it, we have to dig deeper, which is, you know, good enough for what? Not good enough for whom? Right? Like there are very few people who think they’re really, like, amazingly qualified for the role they have. Right? This is why I’m fascinated because regardless of political parties, the ego one has to have to say, Out of everyone in this country, you know, who’d be best at running it me. Like, that’s a different level of ego, that someone has to just be like, I can do a better job than the rest of you. Most of us in business, most of us in leadership roles, we don’t feel that way. Instead, we’re waking up going, when did they find out? I don’t know what I’m doing. When did they find out, you know, that I’m making it all up as I go. But that’s that’s the thing is like, we actually have all that in common. And leaders are afraid to show that leaders are afraid to show that I worked with a leader who made a ton of money. And his biggest fear was that people would realize he didn’t always have the answers. And I’m like, that your team would love to know that. They’d love to help you, that would actually be a relief to them to know that you’re human. And so we have to go back, like what are we even measuring against? And, you know, sometimes in society, we think we have these things that we have to achieve, because society told us to, or in leadership, it’s like, Oh, these are the benchmarks we’re supposed to hit or in business, or whatever it may be. And it’s like, what are we really, like, when we get in that comparison game? What are we really measuring? The thing that I’ve learned is that if you’re going to compare yourself to someone else, if you’re going to compare yourself to what you’re the expectations, even of others, or whatever, or even the expectation you have of yourself, you have to play fair, otherwise it doesn’t count. So what I mean by that is, if you’re sitting there saying, I’m not good enough, because of all these things, and here’s my list of poor qualities, you have to also make a list of the good qualities. Because no one’s 100% Good. And no one’s 100%. Bad, the answer is always in between. That’s reality. But see, that’s the problem is like, we look at someone else, and they’re like, perfect in our mind, we look at ourselves, and we’re not even good at all, we just rip ourselves to shreds, like we bully ourselves. And it’s like, wait a minute, that’s fine if you’re going to do the negative self talk and do it, but you have to do the positive as well. Otherwise, it’s not accurate, then is when they start listing out the good, they calm down, and they can kind of remove themselves from this negative story that they start playing out.
Michael King 12:43
I think that you’re nailing it on the head. And just like in any, and I think anybody that’s listening to this, I’m pretty sure that if you were to take this and put this kind of this summary over any type of relationship, we have relationships with people, and we base the success and the relationship with that person as far as like how fruitful it is in between, here’s the thing is that when I go home tonight and hang out with my family, I’m not going to be in the mood to, you know, thinking about whether or not the relationship is successful, or whether I’m a good leader, if I’m walking into my home, and all they’re doing is pointing out when a failure and all the different things that I’ve dropped the ball on or whatever, I did take the dog to the groomers or, or whatever it is, but it’s overwhelming when you start that process of like, Hey, let me remind you like how much you suck. Like your brain immediately shuts off. Yeah, but we do that to ourselves as well. It’s like every coaching relationship that I have, but also every every friendship that I have, like my drummer who travels with me, we went to this event last night. And he keeps I’ve seen him grow so much like he’s a good friend. But I’ve also seen him grow just through the positivity of having a having a good tribe to belong to like, like my guys in the group. They’re like consistently calling them out like man, you’re doing man when you go into that pocket when you get locked into that groove in that in that tempo. Like him being told the things that he’s great at, instead of being consistently told all the ways that he’s constantly dropping the ball. Because he actually does kind of suck as a person by the way, like he’s actually pretty hard. Andrew if he’s listening, he’s a
John Michael Morgan 14:31
drummer, but everything else.
Michael King 14:33
But um, but no, you think about that, right is like you have to be able to lead with the power of recognizing your victories as much as your challenges.
John Michael Morgan 14:42
So you’re touching on something that’s so important to me, because no one really wants to talk about this aspect of leadership and you know, growth and positivity and even just your good self to talk and how we view ourselves. So the thing is like, first of all, we can’t outperform our opinion of ourselves, like, whatever we think of ourselves. That’s the ceiling. So we have to change that. But the other aspect of this becomes really interesting in a leadership role. And I want somehow to change this, like, if I could change the world, I think this would be it, which, you know, probably, I should pick something else. But this would be the thing I would do to change the world. Which is, imagine if a leader like if their love language is words of affirmation. The problem is, most leaders don’t get that. You know, I think about this, like, I think about LeBron James, what if words of affirmation is his love language? Because no one probably comes up to him and says, Hey, man, just so you know, like, you’re really great at basketball. They probably stopped that when he was in like third grade. But what if he’s sitting there in the locker room, and he’s like, it’d be really nice if somebody would tell me that I’m good. Instead, all he gets is he’s good. But he’s not as good as Michael Jordan. It’s like, you know, what do we do? Right? Like, I mean, I grew up in the Jordan era, I understand the opinions on it. But my thing is, like, what if he needs that? And I think about that, like, we assume that a leader is confident, we assume that they know, we appreciate them, we assume you know, all these things, that it’s like, no, they’re sitting there in isolation, wondering, Am I doing okay? am I messing this up? And I don’t know what happened in the world where we got so like, weird and afraid to like, compliment people and you know, lift them up. But to me, like, if I could wave a magic wand and change culture in any organization, or game, that would be it is like, you know, to be like, Hey, can we just actually encourage each other? And especially the leadership, you know, because they may need it more than anybody. And again, there’s something about that role that makes it where we just, you know, right? Oh, we assume they know, they get it. We know, like I had a client one time, Michael, who told me they go, we were talking like, well, you know, how much you mean, to me? Timeout. No, I don’t tell me my courage. Because, you know, words of affirmation are my love language. And so
Michael King 17:27
I haven’t gotten a Christmas card from you in five years.
John Michael Morgan 17:31
it’s that thing, because when we’re left alone, our mind in that story can spin negative. And it’s Oh, my gosh, how does my team really feel about me? How does my family feel about me or my friends, or, you know, my co workers or whatever, right? Like, we play these weird games with ourselves. And so I just wish we could somehow change that, to, you know, let people know, like, Hey, you’re doing a good job and not be afraid to tell them that even time and time again.
Michael King 18:02
You know, we, you mentioned something earlier about, like, you know, if I could change the culture within an organization, I think we should do that. You know, we should take team up and just like create, you know, the Justice League of, of coaches and consultants, as best we can.
John Michael Morgan 18:20
can just be complements. So we just walk in, and we do that jackets amazing. And I love that hat and you’re doing great. And way to sit at that computer or whatever.
Michael King 18:32
Yeah. Well, it all serious, though, that we’re talking about something that’s operational and also philosophical at the same time. You know, so for example, like one of the one of the things of like, okay, so one of my tricks, and it’s actually true, is, and I’ll show you how this is true. But when I’m working with a team, one of the first things that I do is I actually start working with senior leadership, and then also key leaders within the team, to get them programmed to recognize that them being able to quickly, quickly not not delayed, but in real time, being able to quickly identify and celebrating wins along the way, creates synergy. Now, the reason is, this is here’s where the functionality comes in on it, is if I can get a leader to identify the things that they do better than everybody else, and then quickly adjust their bandwidth in their resources to only support the things that they do better than everybody else. Not saying we’re going to ignore the things that they fail at. But by taking some of that energy that they because typically what ends up happening is that we put 80% of our energy towards the things that we fail at, and only 20% of the things that come easy to us the things that we win. Well think about it, it’s like, let’s let’s start off tomorrow and recognize like, Hey, this is what you do better than everybody else. And I want you to just live in that for a while. You know?
John Michael Morgan 19:52
Yeah, that’s it’s so powerful because your science has showed us the way the mind and brain work is that whatever we put our Attention on it assumes as important. So it just tries to find more of that. So if you’re only focused on this is what we’re weak at, this is my weakness. This is where I’m failing. Your mind isn’t saying, Oh, no, that’s bad. It’s saying, he’s thinking about this a lot, or she really, you know, dwells on this. Let me go find more of it. Let me go find more evidence on it. And so when you talk about celebrating wins, it’s like, that’s so important. Because it’s that classic thing. We have, we have a failure, and we sit on it for weeks, we have a win. And everybody’s like, Oh, yeah, that’s great. And then we go right back to work. It’s like, we celebrated the victory for three seconds. And we celebrated the failure, you know, it like say, celebrate, because like, it’s the attention for three weeks. Yeah. And it’s, you know, in like, yeah, I love that you make it operational. See, that’s where you’re good. You actually tell them what to do.
Michael King 20:56
You know, I, I wish I was, I hope I’m good at it. I love what I do. But here’s the thing is that, but it comes down to our motivations and our why, right? You know, the, so the spaces that I’m in, I get faced with this reality, that seven year old like this, these are real facts. 71% of all, everybody who’s occupied sea level leadership spots, in the last two years, have considered quitting or vacating their roles. You know, and it could be because of burnout. But if you think about the mentality of somebody who wants to leave their spot, it’s because they’re showing up every single day thinking that they failed. And that’s why you want to quit, it’s just like, Man, I suck, I don’t want to do this. But if I can help somebody see, even just fundamentally in their life, just like kind of like how you’ve, you’ve helped us be more innovative, you’ve helped me be more innovative, and to, and to lead from a place of security and understanding what I am capable of, versus just looking at my failures. I want that for other organizations that I serve as well.
John Michael Morgan 22:00
Yeah, yeah. I mean, you know, I, my heart breaks for that statistic that you just shared, you know, for the people that feel stuck, like, oh, I don’t, I’m not enjoying it, I don’t think I’m good at it. You know, in reality, they probably are fine, or a few tweaks, and they can be brilliant at it. And they’re, they’re on an island, you know, they don’t know what to do, which is probably you know, why they’re considering Oh, I’ll leave and you know, the grass will be greener over here or whatever. And it’s, you know, that that mindset shows up and everything, you know, that that I think a big reason a lot of people settle in their life and in business, and in their career is often because they didn’t know that they were actually doing good at the thing they were trying to do. So they settled for less. Right, let me take a lower role. Let me you know, do this or whatever it’s like, you know, in reality, you know, maybe they were doing fine, maybe they were on the path. You know, things take time, you know, and for some reason, in the business world, we’ve lost all sense of patience. And then companies wonder why there’s so much turnover. You know, every company, I know that the last week, they’ll be like, how do we hire talent? And I’m like, you take your time. You take your time, you know, because you can either go out there and try to find talent that exist, that’s available, but if they’re talented, are they ever available? You know, so the way you find talent is you create that’s good. Right? bring in people that build them up, turn them into talent.
Michael King 23:41
That’s, that’s absolutely, that’s 1% True, and but you do find that is that people end up making very, very fast, big mistakes because they’re impatient. And they, you know, I’m thinking about right now, you know, here in Nebraska. We ended up firing our football coach after the first three football games of the season for for university, Nebraska. Not that that’s, you know, that that’s a different thing, like on a different show, different podcast. But it’s just amazing how fast we make decisions when we’re not getting the results that we want. And we end up making the wrong hires quickly.
John Michael Morgan 24:22
Yeah, I think about that same thing. I don’t know anything about Nebraska. Other than that, you’re there. But you know, like, I think about it, like I saw, like week two of the NFL season nfl.com had an article and it was like, these were the coaches on the hot seat. Two weeks in. Yeah, these people were fine. And now, you know, they’re like, holy crap. And how do we expect to ever attract good coaches in that sense, right? Because here’s the thing like I mean, maybe you love the sport, you love the game you Love your players and all that the coaching is leadership. And why go into a scenario where one mistake cost you your leadership role versus going and just doing your own thing, and building it up. And you know, it’s like, We reward the wrong things so much this whole, like, what have you done for me lately, mentality that happens in life and in business is harming so many organizations, and they just don’t even understand why. And what’s also hilarious about this, by the way, is like I know of a company, publicly traded company, so I won’t mention their name. They have a CEO, but not everybody likes, I get it. And everyone’s like, Well, why haven’t they let them go? And it’s like, Well, who else do they get? Until they know who that replacement is? They’ve can’t rush into a decision. Because then they’re just going to fill the neck fill the spot with a warm body. And then exactly everything else you and I are talking about is what’s going to happen and the new person gets in, and they go, Holy smokes, I’m not ready for this. Am I good enough? Am I qualified enough? Can I do this, then they’re full of all kinds of doubt. And now they’re under the microscope, because everyone’s like, you have to be better than the other person. Because we just fired them. So now we expect you to perform miracles.
Michael King 26:19
And it’s 100%.
John Michael Morgan 26:21
Right? So whoever they get as the new coach of your football team, everyone’s gonna be like what you need to win right now. It’s like, what if what if the player drops the ball? The coach didn’t tell them to do that. Right. So now there was a fumble, it cost them the game, this poor suckers job is you know, now on the line, it’s, it’s messed up.
Michael King 26:45
I felt so bad. Like, this is like a true true story. So I felt so bad for after they lost, like the first three games that I posted on social media. And I offered free executive coaching for everybody that was there was a coach on the football team. For the first 90 days. I’m like, Yeah, I know, you’re paying your staff millions of dollars a year to be you know, to be football coaches, I say this, but this is not about money, I will actually do it for free. Because I care about my state, because when our football team loses the whole emotional psychology of our state, goes into the tank. Yeah, it’s like mass depression in the state of Nebraska.
John Michael Morgan 27:27
But that’s another topic we’ve got to cover sometimes, how to fix badly, you know, not not pleased your identity in the success of a sports team. But people do, man. It’s, you know, that’s it. It’s all fascinating. I’m not sitting here saying that, like, hey, leadership doesn’t has its perks, because obviously, people in these roles sometimes get paid a ton of money. And, you know, they knew what they were getting into. Right? That’s the other thing. We’re like, well, they knew what they signed up for. It’s like, yeah, to a degree. But that doesn’t mean that it’s the right thing. You know, what I’m saying? Like, you know, there were people in Roman days that were, you know, gladiators in the arena, like, yeah, they knew what they signed up for. But that doesn’t mean that it was fair, you know, that while they’re fighting, you know, Lions got released behind them, you know, so now they’ve got, you know, a lion behind them, and the dude with the sword in front of them, like, you know what I mean? Like, it’s like, the, where do we draw the line on stuff to sort of make some of these changes. And I think that when we don’t protect leaders, and we don’t create pathways for new leaders to come in, we’re gonna have a real problem in the future, because the good leaders aren’t going to want to do it. And not, again, to get political. But this has been the problem forever. I’m 42 years old. So I’ll just trash everybody. My entire life, this has been the problem politically, is that everyone smart enough to run the country is smart enough to not run to do it. Because we’ve created the system, where it’s like, and now what? And that’s the thing. And so we have to stop and look at that. And we’re seeing it in the church world, right? We’re seeing it on church world who would want to be the pastor of a mega church right now? You know, because it’s a ticking clock until, you know, you get trashed for something. You know what I mean? Like, I’m not envious of the people in the world, the same thing as a CEO or C suite, like, yeah, the money can be good. But you know, everything else that comes with it. If we don’t make a change, we’re going to lose our great leaders. And so we’ve got to create pathways where these really smart, talented people not only get the chance to be a leader, but we help them and we nurture them. You know, so now someone’s got a C suite role, and she makes a mistake, we need to be like, Hey, here’s why that’s okay. Here’s what we’re going to learn from it. Because we see the bigger picture that we’re trying to get you to be CEO in those types of things.
Michael King 30:00
Well, when it comes down to, you know, as as, as a leader, just in general, is it possible for me to be able to see greatness and potential in other people. And that’s the thing that, that, that when it comes to developing something into the internal culture in the underbelly of an organization, because we actually need organizations, we actually need our churches, we actually need bigger companies to, you know, support, you know, innovation and progress within our within our communities. But you’re right. The thing is, is that like, the last five Gen Z years that I’ve talked to, they would rather go off and just build something that software based that they can run out of their garages or out of their homes, instead of actually working in a big accountable system of an organization or a company because they don’t want to be shot at. Right.
John Michael Morgan 30:51
Right. And, you know, what happens in the future? With that? You know, we’re not, yeah, we’re we’re not, like you said, identifying who these potential leaders are, and then nurturing them and training them. And, you know, also like, you know, I think, again, because we have this, like, what have you done for me lately? kind of mentality. Anyone that doesn’t, quote unquote, have a perfect record, ends up losing the opportunity. And what’s crazy about that, to me, Michael, is like, when we look at the people who built the biggest companies in the world, none of them had the perfect record. You know, they failed all the time. Yeah, absolutely. Yeah. It’s like, gosh, you know, what, what’s our future we stopped giving people room to make a mistake and room to grow?
Michael King 31:45
I don’t know. This is good. So I’m gonna, I’m gonna pause this here. I think we need to schedule a round two with John Michael Morgan. Because this is like, we can do this all day. I feel like, I feel like Captain America, we can do this all day.
John Michael Morgan 32:02
I’m a Marvel superhero. Not a DC superhero. No, don’t do it. I knew it. I knew it No.
Michael King 32:16
So but we talked about a couple of things I love. I love this though. Some of the keywords that popped up here, we talked about motivations. We talked about mindsets, we’ve talked about behaviors. And we’ve talked about voices or influences. So good, man, really appreciate that. If people want to get a hold of you, how do they do it?
John Michael Morgan 32:37
Yeah, they can go to my website, which is John Michael morgan.com. They can, you know, email me from there, they can see all my different social channels and, you know, connect to me there. And you know, say hi, anytime.
Michael King 32:50
I love it. Now, as people are listening to this, you know, we want we want to encourage people to head over to the level up leader podcast group, you’re actually in it, as well. And so people will be asking some questions in real time and things like that. So I want to encourage people to get into the level of leader podcast group, join John Michael Morgan, and be one of the cool kids.
John Michael Morgan 33:11
I would love that because I would love to talk to people. So if they’ve got questions, need help with some, you know, jump in that group, and we can talk.
Michael King 33:19
Awesome. Hey, man, thank you so much. For all you do. And thank you for just being a cool dude, man. Such a such a privilege to interview.
John Michael Morgan 33:28
Thank you, man. It was my pleasure, I would come back anytime.
Michael King 33:33
So thank you for joining us today on the level up leader podcast. If you enjoyed this episode, consider leaving a review on Apple, Spotify, YouTube, or wherever you get your podcasts. It really helps get the word out. And make sure to like, subscribe and follow so you get all of our content. Now John, Michael spends a lot of time talking about how we need to rewrite our identity to achieve success. I know that was a really big deal for me. It is so easy to believe the lies of your past or to be held hostage by the voices around us. There is a good leader and all of us sometimes we need to rewrite our identity to find our true path. A special thank you to our featured artists names without numbers for allowing us to use their music. We decided we wanted to feature only music that I’ve actually produced in the studio. So thank you so much, guys, I love that we get to do this together. To find out more about everything that we’re up to check us out at www dot teams dot coach and don’t forget to like our Facebook group, teams out coach slash level up leaders
