Stephen M.R. Covey: How High-Trust Leaders Get Better Results in Life and Work

Stephen M.R. Covey: How High-Trust Leaders Get Better Results in Life and Work

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Okay. Welcome back to the Daily Mastermind Podcast. My name is George Wright III. I’m your host. My co-host, John Harding, is not with us today, but we have an amazing guest, and I’m so excited to be able to welcome Stephen M.R. Covey. How are you doing today?

Hey George. I’m doing great, and I’m excited for our conversation.

Yeah, this is difficult—to get a gentleman of your caliber—and obviously with a long history and legacy, so I’m excited. We have a lot of great stuff to talk about.

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Stephen M.R. Covey’s Background and Legacy

But just for everyone that’s listening—who might be new to even some of your books—let me give them a quick introduction and background on you, and then we can dig into it.

Great.

So for those of you listening, remember this: the whole point of the podcast is to help you lead your life. And we have someone that has a true legacy of timeless principles here with us. Stephen M.R. Covey is a global authority in leadership and in trust and organizational performance.

He’s known for transforming individuals and companies by building credibility and accelerating results. He’s the number-one Wall Street Journal bestselling author of The SPEED of Trust (which has sold 2 million copies or more now) and Trust & Inspire. He’s also the former CEO of Covey Leadership Center, which is the largest leadership development firm in the world, as well as co-founder of FranklinCovey’s global Speed of Trust practice.

As a global speaker and advisor to Fortune 500 companies, governments, and high-growth organizations, he has quite a heavy pedigree. But he’s also the son of Dr. Stephen R. Covey, who we talk about all the time here on the podcast with the Franklin Planner. So I’m really super excited to have you here—and I do appreciate you taking some time—because I think we have some really good foundational stuff we can lay.

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Growing Up with Dr. Stephen R. Covey

So maybe what you could do for our listeners is lay a little bit of the foundation. Because you grew up around one of the most influential leader-thinkers of our time. How did that upbringing and your early career lead you to the stuff that we’re talking about today—on trust and leadership?

Yeah, again, it’s great to be with you, George. And of all the things you mentioned in the introduction, the thing that I’m most proud of, of course, is that I am the son—one of the children—of Dr. Stephen R. Covey. And his influence has been profound on my life, both as a parent, but also really as a thought leader.

Including some of these principles that you talk about here on the Franklin Planner podcast—of leading your life. And don’t just prioritize your schedule—make sure you also schedule your priorities. You put those first rocks, those big rocks, in first. Because if you don’t, then you’ll get filled up with all kinds of other things.

So this is what I grew up with. It was all around me. And my dad used to always teach us kids the different principles in each of the Seven Habits, and we were the first guinea pigs. I like to say he tried it on us first. And if it worked with a bunch of kids, then it is going to work with other people.

They were all taught individually before he put them all together. He’d teach “Begin with the End in Mind” as a separate principle. And then he’d teach “Put First Things First” as a separate principle. And then teach “Seek First to Understand, Then to Be Understood”—that’s Habit 5—as a separate principle.

So we grew up hearing the principles and learning them from my dad and also my mom. But then over time, he put them together as the Seven Habits—with this “leading your life” being really at the heart of it, of the private victory. And so it’s what I grew up with, and what I learned firsthand, saw it modeled, and it was really extraordinary.

As I look back on it, I’ll give you one quick insight—one quick anecdote. He was trying to teach us kids the idea of “Begin with the End in Mind.” So he took us to a building that was already built. There was the whole family—five or six of us there. I remember being maybe 10 or 11 at the time.

We got on top of this building—on the very top. He had an architect with him, and then he said, “Okay, kids, look down below.” And we looked down from this building—it was like a 15-story building—and there was a big hole in the ground.

He said, “You see that hole? A year and a half from now, there’s going to be another building that’s actually a couple stories taller than the one we’re standing on now. That building has already been built—mentally—on a blueprint.”

And then he had his friend, the architect, there with a blueprint that showed us these plans. He said, “So that building—this is ‘Begin with the End in Mind.’ Right now we’re standing on a building, but there’s a hole there. But a year and a half from now, you’re going to see a building where there’s a hole. And that building’s already been built. The end in mind has been built on this blueprint.”

Then 18 months later, we came back to that same site, and we looked—and there’s the building now that’s a couple stories higher than the one we were on. And he said, “What did I tell you? Here it is.” That was his way of teaching.

Both “Begin with the End in Mind” (Habit 2), but then also “Put First Things First.” You carry out your plan. You carry out your blueprint. You build it and create it.

And he did fun, practical things like that to teach us kids these foundational principles of time and life management and leadership.

That’s crazy—because there are so many principles actually in that, right? He could have just told you about it. He could have even showed you a couple things. But to have the blueprints—to show before and after as well.

But I can imagine that a lot of people that know these principles—they know them in a book, they know them as a system of habits—but they don’t gain that perspective of it actually being a true principle that was learned and taught in the family, and outside that, and then put together. It shows the timeless principles—how timeless they are, right?

Absolutely. They’re principles, so they apply everywhere, but they’re timeless. They applied when I was a young 11-year-old hearing this story from my dad. They apply today, and they’re going to apply 50 years from now. Because they’re universal principles that are timeless.

How we apply them can be timely. The timely application of timeless principles is the idea. But they are universal, and they apply everywhere.

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The Importance of Trust in Leadership

So you had all of this backdrop and framework, and I’m sure many lessons—and I’m sure we’ll hear some of the stories. What made you decide to hyper-focus into this area of trust—into that particular topic? You are now a multiple author, very well known. I’m curious: was there a point in time that you went down this path specifically? Or did it just evolve over a period of time?

A little bit of both, honestly.

It evolved in the sense that I was drawn to this kind of work—focusing on principles of leadership and human effectiveness. So I was drawn to that. But at first, it was a little daunting, when I’ve got my dad who wrote the Seven Habits—and he’s this global thought leader of enormous stature—and I have his name. It’s a little daunting, a little scary, to do what he’s doing.

So I went down into the business side of it, and that’s where I focused on learning how to sell and lead and manage. And then I ultimately became the president, CEO, and ran the business—built the company to go all around the world. And that was really tapping into a lot of my strengths.

But then at some point—when we did the merger of Covey Leadership Center with FranklinQuest to form FranklinCovey—two great organizations, fabulous people in both organizations, great values. But we had been arch competitors.

Uh-huh. That’s crazy.

Yeah. You put us together and at first there was lower trust. Not that we were bad people—there were great people on both sides—but we’d just been competing in the marketplace. We were almost at each other’s throats for years. And now we’re combined.

So the trust wasn’t as high initially. And we began to see that without that trust, nothing was happening. We were divided into camps—“a we/they”—and we needed to change that.

We began to work on building greater trust with each other in this merger, to get the value of the merger and to create the synergies that we wanted. And as we began to focus on intentionally building trust, we actually did—we moved the needle and the trust went up.

And when we built the trust, suddenly everything changed. We were more creative. We were more innovative. We were more collaborative. We moved faster. Less cost. We started to get the results that we were seeking with the merger—the synergy.

That was exciting. And so I came away from that whole experience saying: my goodness—trust matters. And it matters enormously.

We’ve always known it, but I think we’re underestimating how important trust is—maybe by a factor of ten, maybe by a factor of a hundred. It’s that important, because it changes everything.

And the second insight was: you can build trust on purpose. You can build it intentionally. You can get good at this. We just did. We went from low trust to high trust because we learned the behaviors that help build it.

And I walked away from that whole experience saying, “I think I just found what I want to talk about.”

I love it. It changes everything. It grew right out of a need, obviously—which is where some of the best principles grow out of.

And it’s interesting to me because especially right now in the marketplace, it’s so crowded, it’s so busy—relationships, business, and personal. Trust is one of those things that cuts through the noise. But it may also be—I'm sure you've found this—it may be something that seems very ambiguous to someone.

So when you said it’s something we can grow, and you’ve said in your books it’s measurable economically as well, help me understand—and help our listeners understand—how you see trust, how you define trust in an individual and organization, and how it’s possible to make it tangible—not just an ambiguous concept.

Yeah. It starts first with the overall framing—to recognize that trust is not just a nice, soft, nice-to-have social virtue. It is a social virtue. But it’s also a hard-edged economic driver.

Here’s why: because it always impacts two outcomes—speed and cost.

When trust goes down in any relationship or team or culture, you’re going to find the speed goes down with it. Everything’s going to take you longer to do. And the cost goes up. Everything costs you more to do—a lot more.

Now that is a tax. It’s a low-trust tax. It’s a wasted tax. Our distrust is very expensive.

So I just invite our listeners and viewers: think about a person who you work with, who you don’t trust. How long it takes to do anything. And how everything slows down, costs you more—that’s a tax. It’s very real.

But the good news is the converse is equally real. When trust goes up in the relationship, on the team, in a company, in a culture—with clients, partners, customers, marketplace—when the trust goes up, the speed goes up with it. We can do everything faster—a whole lot faster. And the cost comes down. It costs us less—a lot less.

And you can ultimately quantify this. Now, that is a dividend—a high-trust dividend.

So just recognizing the economics of trust—impacting speed and cost—then quantifying it with actual data, then finding examples and stories—and more than anything, having people tie it into their own experience—when there’s trust, and when there’s not trust, and the difference that is so stark—suddenly you begin to reframe trust not just as social, but also as economic—as a performance multiplier and as an accelerator.

Yeah, I think that’s an amazing way to get people to change their paradigm—how they see it. Because at the end of the day, when you can see speed—this whole economy and marketplace and lives we live now are built around speed.

But trust seems to go down because we’re moving so fast, we’re not thinking about it. When you see it as speed and cost—and the economics—I think whether it’s an individual team or a relationship or an organizational level, there’s now something tangible. People can actually see how it’s impacting you to not have it.

Your example of the two companies coming together is a very tangible example. I think that happens in business nowadays: things are moving toward collaboration versus competition—and trust is at the center of that.

It is really the foundation of collaboration—of partnership. If you don’t trust each other, you’re not collaborating. You might be coordinating, which is fine, but your performance is nowhere near potential. Real creative collaboration, innovative collaboration—that requires trust. Real partnership requires trust.

So it’s the heart of what needs to happen today.

And the data on this is overwhelming. I’ll cite two studies. One is Watson Wyatt, that shows that high-trust organizations outperform low-trust organizations by 286% in total return to shareholders—nearly three times higher—because they get far greater speed, far lower costs. Ultimately you can monetize that, and you can quantify it.

Another study shows a very similar thing done by the Great Place to Work Institute where they measure the 100 best companies to work for. And to be on that list, you have to have high trust. There’s actually two-thirds the criteria, because the defining characteristic of a great place to work is mutual trust—where employees trust management, and management trusts employees. It’s a symbiotic process.

Those organizations, in a 27-year study that they continue every year, outperform the market by 350%—three and a half times higher.

So I look at it this way: high trust is a performance multiplier of about 3x, whereas low trust is a destructive tax that diminishes you at every gate. Getting good at trust has economic value, as well as all the social outcomes—the positive energy and joy and wellbeing.

It’s a better culture to have trust. People are happier. It’s more fun. They have greater wellbeing. That matters. But it’s the business case that often gets people’s attention. You can get better performance and outcomes. It’s both—the economics and the culture, the wellbeing, the energy, and joy.

Yeah, it’s interesting how the economics do get a lot of attention. But whatever it takes, the bottom line is: I think a lot of people don’t realize the impact it may be having—whether you consciously think, “I want to do something about building trust in my organization,” or unconsciously don’t. It’s happening. It’s either taking away from your organization, or it’s slowing your organization—regardless.

And whether you intentionally build a foundation of trust in your company, or you have it as just some esoteric identity you want to have—it's definitely impacting organizations whether they like it or not. Wouldn’t you agree?

Absolutely. These principles are operating whether you like it or not—whether you’re aware of it or not. They’re operating.

And if we are behaving in ways that cause trust to go down, then we will pay a tax. It doesn’t show up conveniently on the income statement as “low trust tax,” but it’s in there—in the form of redundancy, bureaucracy, disengagement of people, turnover, churn, customers, fraud—all kinds of ways. It’s in there.

And once you start to look at it, I call it “putting on the trust glasses.”

I went fly fishing on a river. And there were fish everywhere. My guide said, “There’s fish everywhere,” but he was wearing polarized sunglasses. I didn’t have any, so I couldn’t see the fish. I just saw the river.

Then he said, “Here, put these on.” So I put on the polarized glasses, and suddenly I could see the fish—and they were everywhere. They were all around me.

Now here’s the interesting point, and this is true to what you just said: the fish were there all along. I just couldn’t see them until I put on the glasses. But the fact that I couldn’t see them didn’t mean that they weren’t there. No, they were always there. It took me putting on the glasses to see—to recognize—what really was happening.

I say a similar thing: put on the trust glasses. Because it’s happening. Whether you can see it or not, it’s there. And if you can become aware of it—conscious about it—if you can see it, then suddenly you’re inspired to work on it and take steps to build that trust because you recognize it’s impacting everything.

That’s a great example. I love that analogy. People can relate: it’s there all along.

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Building Trust From the Inside Out

So I’m curious: what is the way that you begin to build high-value trust? Maybe this leads you into your five waves of trust. But at the end of the day, I’d love for you to break down for our listeners—or our watchers on YouTube—what it takes to begin to build this high level of trust.

Yeah. Trust always begins from the inside out, as opposed to outside in.

Inside out means: I look in the mirror. I start with myself. Outside in means: I look out the window at everybody else and point the finger and say, “They need to change. He needs to change. She needs to change.”

And yes, it might be true that people need to change, but how we’re going to bring it about—how we’re going to develop it, grow it, transform it—is to always start from the inside and then move out.

So inside out.

And I use a metaphor of a ripple effect. You’ve got the drop of water coming down, it hits, and then the ripples—the waves—they start at the inside and ripple out.

So the very first wave of trust—where it all begins—is self-trust. Do I trust myself? And do I give to my team, my partners, people, someone who they can trust? Is it smart to trust me?

So I start with myself—self-trust. Both the trust I have in myself and the trust others have in me.

Then I ripple out into my relationships. That’s the second wave—one by one—relationship trust. You can see why you’ve got to start with yourself, because if you don’t trust yourself, you’re going to project that distrust onto others, into relationships.

So start with self, then relationships. Then it ripples out in the next wave, which is team trust. And I can broaden the team to multiple teams and even to an organization. So team/organizational trust.

Now this is going from me, to me and another, to several others, to an organized entity—a team, an organization. Team and organizational trust is the next wave that we focus on.

Then we move to the fourth wave: marketplace trust. Customer trust, stakeholder trust—building that trust externally outside the organization. The first three waves, we’re building it internally inside the organization.

And then we move to the fifth wave: societal trust—building trust in communities, in all society.

And we ultimately want to ripple out to that, because that matters too.

And here’s the thing: it’s a low-trust world we’re operating in. So at the societal level, there’s low trust everywhere. If we say, “Look, until that changes, we can’t build trust,” we’ll be waiting a long time. We’re not taking action.

But instead, if we go inside out and say, “I’m going to look in the mirror and I’m going to ripple out—starting with myself. I’m going to become a leader who people can trust. I’m going to build that trust one-on-one in relationships. I’m going to build it on my team and between teams. I’m going to build it in our organization. Then we’ll ripple it out to our customers and partners. Then we’ll ripple it out to society.”

So diagnose from the outside in, but change—develop—from the inside out.

That’s got to be very empowering for people. Because a lot of people see trust as “Do I trust them?” or “Can they trust me?” But they don’t start from the inside.

From an individual level, it seems like the most logical place to start. Especially if you’re dealing with people at work you don’t trust, or relationships in your life you don’t trust—people generally focus on that first. But what you’re saying is: it comes from the inside out.

Yeah. And again, I’m not naive or blind to the fact that you may not trust that person—and that person may not be trustworthy. That might be true.

But the better way to do something about it—to solve it—is not to just point the finger and say, “Hey, you’re the problem. Until you change, we’re never going to build any trust around here.”

That might be true that they need to change. But the way we’ll influence that and help it come about is: let’s model. Let’s go first. Let’s look in the mirror.

How credible am I? How trustworthy am I? Am I not only trustworthy, but am I also trusting—willing to give trust, to extend it?

By going inside out, you have greater impact—not only on others, but even on yourself.

And like you say, it’s empowering. You don’t have to wait on everybody else.

Here’s a quick example. I worked with an organization that was okay on trust. Not great, not horrible.

We worked with a leader inside of her team. Rather than pointing the finger and saying, “We need the boss to change,” she took the initiative—she took responsibility and said, “I’m going to lead out with this.”

She modeled the behaviors that build trust. She modeled credibility. She built it one-on-one. Then she built it on her team. Her team became a high-trust team, and they began to interact with other teams in a different way than they ever had before—because they built such high trust. It became part of how they viewed the world.

Their engagement scores were off the charts. Performance was high. People loved working with that team because they were so good to work with. Other teams started to notice and ask, “Hey, what are you doing? Because this is great. This is working. You’re great to work with.”

They began to teach other teams. Those teams started their own inside-out process. It spread from one team to multiple teams.

Ultimately, those teams spread it up to their leader, because the leader began to see the power of this—saw it in the performance, and saw the impact on other teams.

Long story short: the leader said, “We need this for the whole company.” And they took The SPEED of Trust to 45,000 people and gave them a common framework, language, and process.

Some might say, “I wish we had a CEO like that.” And I said: it didn’t start with him. It started with this person working in her circle of influence and rippling out—and then up—and ultimately it impacted everyone.

So don’t underestimate the power of modeling this from the inside out.

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The Power of Self-Trust

Yeah, I think that’s the obvious piece—people say, “Trust is something you can work on at an internal, personal level.” But for individuals trying to lead their life, there’s this self-trust piece that’s starting, right? How does building credibility with yourself—your habits, your commitments, your values—translate into greater confidence and productivity?

Because I imagine a lot of people right now want to influence their teams and organizations, but that lack of self-trust has to manifest in a lot of areas of life as well.

It ultimately manifests in every area—especially right now, with all the change and disruption hitting us. AI, uncertainty, constant acceleration. It’s really important that we have a sense of clarity and groundedness in the midst of all this change. And that’s what self-trust provides.

I’ll never forget this moment. I gave a presentation on The Speed of Trust, and during a break, someone pulled me aside. He said, “Steven, this is really helpful. Let me be open with you.”

He said, “I’m not happy with my life. I’m not where I thought I’d be—career-wise, family-wise. And when you put up the five waves of trust, I realized what my problem is. I’ve been blaming everyone my whole life.”

He said, “I can’t trust my boss, so I leave. Then I can’t trust the next boss, or the company, or management. Then I go home and I can’t trust my spouse, my kids, my neighbors. I’ve been pointing the finger my whole life.”

Then he leaned in and said, “Steven, I don’t trust myself.”

That was the moment of truth. He realized he was projecting his lack of self-trust onto everyone else.

So he asked, “What do I do?”

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Commitments and Self-Integrity

I told him to start by learning to make and keep commitments to himself.

There are behaviors that build trust. I talk about 13 behaviors that build trust, and the research shows the number one behavior is keeping commitments. You make a commitment, you keep it—trust goes up. Make another, keep it—trust goes up again.

That’s true in relationships. And guess what? It’s also the fastest way to build trust with yourself.

We often don’t treat commitments to ourselves with the same respect as commitments to others. We overpromise and underdeliver to ourselves. We say, “I’m going to get up at 5:00 a.m. and exercise,” and the alarm goes off and we turn it off.

Those little things matter.

As you learn to make and keep commitments to yourself, a greater sense of integrity, clarity, and personal power begins to emerge.

I love how Admiral William McRaven—former commander of U.S. Special Operations—puts it. In his commencement address, he says, “If you want to change the world, make your bed.”

It sounds simple, but the principle is profound. Start with a small commitment you can make and keep. Then build from there. One commitment at a time.

Your self-trust grows. Your clarity grows. Your confidence grows.

And when self-trust is in place, you can begin to build trust with others—relationships, teams, organizations. But it always starts inside out.

It’s amazing how much we underestimate the power of the small things. We get overwhelmed by the big things, but these small commitments make such a big difference.

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Common Behaviors That Break Trust

So from your perspective—your teaching and training—what are the most common ways people break trust? Especially for people who may be struggling with team dynamics or relationships in their lives. What behaviors do you see most often that undermine trust?

I’ve identified 13 high-trust behaviors. There’s research and data behind all of them. They’re straightforward: talk straight, demonstrate respect, create transparency, clarify expectations, practice accountability, listen first, keep commitments, extend trust.

Nothing there surprises anyone. They’re common sense behaviors.

But here’s the issue: they’re not common practice.

Let me give you an example. Take “talk straight.” That means telling the truth—being honest, candid, using simple language. Candor is the language of trust.

The opposite of that is lying, and that obviously destroys trust. But here’s the bigger challenge: what I call the counterfeit behavior.

Counterfeit trust behaviors are like counterfeit money. They look real. They might even work for a while. But they always come at a cost.

The counterfeit of telling the truth is spinning. Embellishing. Sugarcoating. Posturing. Saying what people want to hear instead of what’s actually true.

I was with an investment banking group recently, and they said, “We don’t tell you what you want to hear. You may not like what we tell you—but you can trust it’s true.”

That’s powerful.

Because spinning might work in the short term, but it destroys trust in the long run. People stop believing you. They hear your words and think, “I’m not sure I believe this.”

And the same thing applies to the other behaviors. Practice accountability means taking responsibility. The counterfeit is blaming others. Create transparency means openness. The counterfeit is hidden agendas.

Most people aren’t bad people trying to do bad things. They’re good people caught in cultures of counterfeit behavior—where everyone sugarcoats, spins, blames, or talks behind each other’s backs instead of speaking as if people were present.

That’s what really erodes trust.

I’m glad you made that distinction. Especially today, with social media and influencers talking about being “real” or “raw,” that’s not the same as candor or truth.

And I love what you said—these behaviors are common sense, but not common practice. When you don’t practice them, they stunt growth and fulfillment. A lot of the challenges people face—confidence, anxiety, self-worth—can trace back to that first wave of trust at some level.

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Extending Smart Trust

I want to ask you something very practical. A lot of leaders say, “It’s hard for me to delegate or give trust because I want to make sure things get done right.” They’re afraid extending trust will hurt them or their organization. What do you say to that?

First, acknowledge the truth: to trust is to take a risk. But here’s the other truth—not trusting is also a risk.

In today’s world, where speed matters, where talent has options, where people don’t want to be micromanaged, the risk of not trusting is often greater.

But the key is this: extend smart trust, not blind trust.

Smart trust blends your propensity to trust (from the heart) with analysis and assessment (from the head). You consider the risk, the context, and the credibility of the person. You tailor trust to the situation.

You don’t trust everyone the same way with everything. You extend as much trust as you can—and then grow it.

And when you extend trust, do it with two other behaviors: clarify expectations and practice accountability.

You build an agreement. You say, “Here’s what I’m trusting you with. Let’s be clear on desired results and outcomes.” Delegate outcomes, not methods. Give people space to be creative.

Then agree on accountability—how progress will be reported, what success looks like, and what happens if expectations aren’t met.

That way, people feel trusted and empowered, and you haven’t lost control. You’ve shifted control from micromanagement to clarity and agreement.

When people are trusted, they trust you back. When they’re not trusted, they usually don’t trust you either.

Trust is reciprocal.

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Daily Actions to Build Trust

Franklin Planner’s mission is to help people lead their life—individually and as leaders. So as we wrap up, could you recommend two or three daily actions that can dramatically increase trust, both with yourself and with others?

Absolutely. Here are three things you can do right away.

First, focus on yourself. Focus on your credibility and behavior. Identify one or two high-leverage trust behaviors you can improve—keeping commitments, clarifying expectations, listening first, creating transparency.

Trust is built through behavior. Make it tangible. Choose one behavior and practice it consistently.

Second, get really good at declaring your intent. Share not just what you’re doing, but why you’re doing it. Always give the “why” behind the “what.”

When you don’t declare your intent, people will ascribe intent to you anyway—and usually from fear. Transparency builds trust. Declaring intent removes guessing.

Third, focus not only on being trustworthy, but on being trusting. Look for ways to extend more trust—smart trust—to others.

When people are trusted, they rise to the occasion. They grow. They perform better. And they reciprocate trust back to you.

Leaders go first. They lead their life by being trustworthy and by being trusting.

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Conclusion and Final Thoughts

I love that—identify the behavior, declare your intent, and be more trusting. Those are powerful, practical steps.

I’ll put links in the show notes to Stephen’s books and ways to connect with him. But more than anything, I want to thank you for being here—not just for your background and insights, but for your genuine desire to help people lead their lives more effectively and with more trust.

Absolutely. I love your focus on leading your life. I remember an early phrase we used to say: “Why just manage your time when you can lead your life?”

Time management matters, but the overarching principle is leading your life—prioritizing your schedule and scheduling your priorities.

Trust is the foundation of a life well led. When you trust yourself, everything else gets better—your relationships, your leadership, your impact on society.

Beautifully said.

If you’re listening to this episode, share it. And remember: no matter where you are or what you’re doing, it’s never too late to start living the life you’re meant to live.

I’m George Wright III, your host. Have an amazing day—and we’ll talk with you soon.

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