Jun 3, 2026 · 1 hr 6 min · 13 segments
We can talk all day about tactics, but at it's core, leadership is about one thing. People. And how we relate to those people as leaders changes everything about our organizations. In this episode…
Dante VaughnGuest
Scott BowmanHost
In your first example, you talked about the, the sense of direction, and I wanna call it shared mission, this idea that, that it didn't matter how good the processes or systems were.
Um, so that sense of aligned mission, and I use that word pretty specifically for a reason because it doesn't mean it has to be 100% buy-in, but you've got an alignment.
... you've connected with them in a way where they begin to understand that their success personally is also tied to the success of the operation, of the mission.
And then the second thing I think that you really pointed out that for me is, is so critical is that your place in an organization is only a place or a mechanism for you to impact people's lives.
And what high praise to get from the spouse of one of the people whom you're leading.
I mean, that had to have been incredibly, um, I, I don't know, f- personally fulfilling for you to, that sense of-
in this world we live in today where you, you think about the most important thing that we really do in almost any mission we do is we're here to serve others or serve people.
And you know, everybody talks about how great AI is, but I'll give you an experience of mine that where AI and the tools we use today actually work counter purpose to, you know, being s- of, of service to humanity, and it's these long, uh, almost labyrinthian conversations you have to have with a machine just to get to a human being 'cause you know you gotta talk to somebody to solve this particular problem.
And I think this is an area where leadership for the purposes of achieving some sort of tactical, uh, convenience and efficiency are actually turning customers off in the-
In your first example, you talked about the, the sense of direction, and I wanna call it shared mission, this idea that, that it didn't matter how good the processes or systems were.
Um, so that sense of aligned mission, and I use that word pretty specifically for a reason because it doesn't mean it has to be 100% buy-in, but you've got an alignment.
... you've connected with them in a way where they begin to understand that their success personally is also tied to the success of the operation, of the mission.
And then the second thing I think that you really pointed out that for me is, is so critical is that your place in an organization is only a place or a mechanism for you to impact people's lives.
And what high praise to get from the spouse of one of the people whom you're leading.
I mean, that had to have been incredibly, um, I, I don't know, f- personally fulfilling for you to, that sense of-
in this world we live in today where you, you think about the most important thing that we really do in almost any mission we do is we're here to serve others or serve people.
And you know, everybody talks about how great AI is, but I'll give you an experience of mine that where AI and the tools we use today actually work counter purpose to, you know, being s- of, of service to humanity, and it's these long, uh, almost labyrinthian conversations you have to have with a machine just to get to a human being 'cause you know you gotta talk to somebody to solve this particular problem.
And I think this is an area where leadership for the purposes of achieving some sort of tactical, uh, convenience and efficiency are actually turning customers off in the-
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