THE ED MYLETT SHOW - Why Emotional Energy is the New Currency of Leadership

Episode Date: March 13, 2025

The Future of Leadership: Are You Ready for What’s Coming? Most people think leadership is about telling others what to do—but what if that’s completely wrong? In this episode, I sit down with my great friend Brendon Burchard to challenge everything you thought you knew about leadership. The world is changing faster than ever, and the old way of leading just won’t cut it anymore. If you’re still leading the way you did five years ago, you’re already falling behind. Brendon and I break down what it really takes to lead in today’s world, from how to get people to buy into your vision to why energy is your most valuable leadership asset. We’re talking about what separates great leaders from those who struggle to keep their teams engaged—and trust me, it’s not what you think. Brendon shares his game-changing insight: “People support what they create.” If your people don’t feel like they have a stake in the vision, they’ll never be all in. We also get into the biggest leadership mistake holding most people back—clinging to old ideas instead of adapting. Even legendary leadership expert John Maxwell told me that he used to believe consistency was the key… until he realized that in today’s world, great leaders must be willing to change their minds when new information comes in. The companies and leaders who refuse to evolve? They won’t survive the next five years. This conversation is packed with real, actionable leadership strategies you can start using today—whether you’re leading a team of two or two thousand. And if you’re not thinking about energy, emotional connection, and adaptability as core leadership skills, this episode will shift your mindset forever. What You’ll Learn in This Episode: ✅ The #1 mistake leaders make that kills engagement ✅ How to create buy-in so your team is all in on the vision ✅ Why AI is forcing leaders to change how they lead—NOW ✅ The real reason people quit (it’s not what you think!) ✅ How energy and emotional connection separate great leaders from average ones This is the leadership conversation you didn’t know you needed to hear. Let’s get after it. Learn more about your ad choices. Visit podcastchoices.com/adchoices

So hey guys, listen, we're all trying to get more productive and the question is, how do you find a way to get an edge? I'm a big believer that if you're getting mentoring or you're in an environment that causes growth, a growth based environment, that you're much more likely to grow and you're going to grow faster. And that's why I love Growth Day. Growth Day is an app that my friend Brendan Burchard has created that I'm a big fan of. Write this down, growthday.com forward slash ed. So if you want to be more productive, by the way the way he's asked me I post videos in there every single Monday that gets your day off to the right start he's got about five thousand ten thousand dollars worth of courses that are in there that come with the app also some of the top influencers in the world are all posting content and they're

on a regular basis like having the Avengers of personal development and business in one app and I'm honored that he asked me to be a part of it as well and contribute on a weekly basis, and I do. So go over there and get signed up. You're gonna get a free tuition free voucher to go to an event with Brendan and myself and a bunch of other influencers as well. So you get a free event out of it also.

So go to growthday.com forward slash Ed. That's growthday.com forward slash Ed. FedMGM authorized gaming partner of the NBA has your back all season long. From tip off to the final buzzer, and the fan will love about BetMGM. Download the app today and discover why BetMGM is your basketball home for the season. Raise your game to the next level this year with BetMGM, a sportsbook worth a slam dunk, an authorized gaming partner of the NBA. BetMGM.com for terms and conditions. Must be 19 years of age or older to wager. Ontario only. Please play responsibly. If you have any questions or concerns about your gambling or someone close to you,

please contact Connix Ontario at 1-866-531-2600 to speak to an advisor free of charge. BetMGM operates pursuant to an operating agreement with iGaming Ontario. This is the Adire It show. Welcome back to the show everybody. So as we do every month, highest rated shows we do, I am joined by my great friend Brendan Bruchard and today we are going to talk about leadership and things maybe you've never heard before regarding leadership. Before we do it though, you didn't know I was going to do this.

But I want to mention this to you. You and I are doing an entire day together. It's Brendan has an unbelievable group called Ultra. He's asked me to come spend the entire day with him on April 6th. And I know everybody would at least at least want to know the opportunity in front of them. So if people wanted to come spend a day with you and I, April 6th, Austin, Texas, and a host of other great people as well

in an immersive experience. Where do they go to at least get the info on it, brother? Go to ultra.vip. And man, I'm so excited about that. So few people get to be in a room with just you and me in a smaller type setting. And I think that this topic of leadership will show why. A lot of people really, they need to understand right now

because of AI and because how the future is rolling out, your ability to lead right now is your highest value asset outside of mastering your inner world and your relationships. By the way, welcome to the show. Thank you brother, man. I'm so fired up today. We're jumping right in.

So, if you're on YouTube, look at the view behind this guy, man. It's pretty awesome. If you're not, he is sitting right on top of the vineyard that he lives on. By the way, you all should get that metaphorical vineyard of your life as well. And one of the ways you're going to get there is through leadership. And so we're going to have a great discussion. Heavy on Brendan today, light on me, because he's the guy that I want to ask most of the questions to.

But we always go back and forth when we do the show together. Here's a hard one. Someone just asked me this actually not too long ago in an interview I was in. What do you believe about leadership now that you didn't used to believe? Most people don't want to be led and most people don't want to be leaders. Those who want to be led and those who want to be leaders have an unfair advantage. I didn't believe that before. I used to think people want to be led. You know, they want to be part of something that is important. But what I've learned in psychology and high performance is it is true.

Most people want a meaningful pursuit and most people want fellowship on that meaningful pursuit. So those are the two things that most people actually want related to leadership. Like I want to pursue something that's purposeful and meaningful and joyful and passionate. And I want to do it with people who are awesome. So that's meaningful pursuits and fellowship. However, most people need an incredible level of autonomy within that.

They rebel against the leader a little bit now. They want to be on that meaningful pursuit, but they want to have a lot of control, a lot of input, a lot of their own choices. And that level of autonomy has only gone up over a period of time. And so you see you'd have the follower who just like, you know, was maybe a little more passive, a little bit more like, hey, I want to be led, show me the way. You're great.

You have competency or you've been there or I believe in this mission, but I don't want to take charge. Now, a lot of people, they actually really want to be independent in their striving. Hmm. And so that's the way you lead them. Five words is my biggest five words in all of leadership training. And that is people support what they create. People support what they create. What this means is they need to be part of creating that vision more than ever. They need to have autonomy in how to go after that thing more than ever.

You and I came up in a time where it was more of like mentorship and maybe you were an intern or an apprentice and there was a master leader who kind of showed you the way and told you the values and the ethics and it was more you being like a student and then the values and the ethics. And it was more you being like a student and then the leader was the teacher. Now it's more like the leader is the facilitator, the collaborator, and it's less about giving a person a vision than enlisting them in finding out their vision. Cause if they have skin in the game of creating that vision

and skin in the game of determining how to go after it, they're way more engaged. Because you and I also live in a world right now, and I know every leader is listening right now. Every leader has had that person who was quietly quitting. Every person has had that person who's disengaged, detached, not part of it. And my first question isn't ever is like, hey, is it the wrong person or are they lazy?

It's tell me how involved they were in determining where to go and how to go. Cause if, if they got to create that and be part of that conversation, that dialogue, that discussion, those decisions, then they're like, I'm all in this. I got skin in the game. If they didn't, they're like, yeah, dude, stop bossing me around.

Wow. Maybe we meet in the middle on this. I used to say, you have to sell a big enough vision. It's gotta be a big vision if you're a leader. I still believe that. That people have to buy into what this means, where we're going, what it's gonna look like when we get there.

Well, the caveat to it, I have always said is, it's gotta sell a big enough dream that the dreams of everybody within your stewardship, they see their dream fitting inside the one you're selling. I love that. I think the B is what you're saying. I think a lot of leaders are like, all right, I got it, vision.

It's in every leadership book, got to cast the vision. But they are not investing the time to have that person buy into the vision, nor are they even clear on what that person's vision and dream is for their own life. Absolutely. That really works when the leader has this long-term vision, right?

Where I can describe this long-term vision, I can get everybody as we go, their dream incorporated that long-term vision. But you talk to anybody. I know you talk to more people than I do, especially on the show. Most leaders right now, they can't see a year or two out because of AI and technology and politics

and the pace of change. And so it has to be more collaborative and creative together today than it ever has been before, because that single individual whose heroism enables them to enlighten the way, that's harder to do now when you can't see out a month, two or five because of AI and technology. So I think it becomes much more conversational

and much more in the moment versus like huge visions. We're going on shorter term quests together. Very good. This is so good. By the way, you ain't hearing this anywhere else. What's the application look like? If I am a realtor and I got a team of eight agents that work for me, or I'm a CEO list of this,

I've got 46 people, or I'm a three person store somewhere. The application of that, like the day to day, how does that look? Are you doing little retreats where you're talking about these things? Is it just like, like you said, it's on the fly. You're bumping into their office and talking. Do you have any structures you've put in place? You know, me, I always look at what's the system or a way of going about doing that that might be also

meeting these modern times. Yeah, I think the general rule is the less creative you need to be, the less you need to meet or strategize. So if the strategy is clear, the path is clear, the method is clear, the process is clear, you don't have to meet that much. But if things are shifting and changing quite a bit, the more dynamic it is, the more discussion needed to calibrate. And so this is why, you know, why does a coach need to be on the sideline in football? Like, why does that person need to be there and call every play with the team?

It doesn't make any sense unless you realize the game is that dynamic. Otherwise, give them the playbook. Hey, hey boys, go out there and kick some butt But no it they have to be on headset and have conversations between every single play Because the game is dynamic. So see the conversation goes up the more dynamic the game is well very good Brennan That's exactly you know what old school leadership is sort of like here's the playbook, here's the vision, we're going, we'll meet again every quarter. And you're saying business now today is play by play because of the

way things are changing and evolving. That's really good. And dude, think about it. They're going home after they're supposed to do your process or the playbook or whatever. And now they're being engaged by 50 other things that are more emotional on their phone. And so each day, it's not just about, you know, strategy and process and, you know, structure. Each day, you have to emotionally

enroll people more than you ever did. The more dynamic it is. Now, again, you might only need to talk to them once a week if the process is really clear and their structure there. But, you know, I run a huge sales team and you have done as well. It's like, it used to be, it's like, hey guys, here's the script. Here's a thousand phone numbers, go rock it. You can't do that now. You gotta have standup meetings. You've got daily debriefs.

And a lot of that is more of the emotional enrollment to keep people engaged in processes today because most things are kind of boring versus what they can go home with their video games, their phone. So that human interaction in that dynamic thing. I know this sounds a little philosophical, but I'm just here to say leaders, you probably have to engage people more

than you think you do on a more emotional level and more consistently the more dynamic and change is happening. And I just think change is happening really fast right now. You gotta be talking to your people. Listen, I've made some mistakes in my life. Heck, half the time this podcast is saving you time And I just think change is happening really fast right now. You gotta be talking to your people. Listen, I've made some mistakes in my life. Heck, half the time this podcast is saving you time

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I just did a whole podcast on energy and energy transfer. I think that thing you just said through all time, but especially now, most leaders underestimate how much your job is to carry what I call the emotional load of your company, your business, your family. It is a, you are pouring out energy all the time as a leader and you're saying in this day and age, it's even more and more and more and more. And I don't know that enough leaders are conscious

of energy reserves. I don't know that they're conscious enough, by the way, of even the concept of, I've got to bring energy today. I've got to bring energy today. I've got to bring energy today. You're saying that's the number one commodity when everything else starts to get leveled out. This is a huge thing.

I think historically through business, great or average leaders underestimate the amount of emotional load you're supposed to be carrying because it is just day-to-day process stuff. That's the guy over there by the machine. That guy makes the calls. That's our AI guy. You know, that's the IT person. They're HR and they're not even conscious of pouring the energy out.

Or if they are, they're not conscious of one of your main jobs as a leader is to be refueling your own energy reserves because it's the number one thing, the number one expenditure of a leader. Is that right? I love it. Yeah. This is why you and our best friends. The reason people come to our events is because of the energy. I mean, you can look stuff up on the internet,

but when you get in a room or environment that is elevated that has the ability to go deep, but also literally lift, you feel more human. And I think that that is more important than in relationships and leadership than it ever has been before. People are not responsible for their energy today. They're detached. They're very judgmental.

They're very narcissistic. They're very critical and cynical. And I don't judge any of those things. Those happen to all of us. I think it's just a matter of people to understand how much energy transference really does happen. Even in a call or conversation like this, I always leave our, our calls fired on every time I don't write, I'm like, wow, because true.

Cause he knows there's this dynamic like transference happening between us to hear, but also you, the audience, listening or watching, like we're aware of the energy we're bringing into the space. And that's why Ed's one of the highest paid, you know, public speakers in the world is his energy on stage matches his storytelling capability. By the way, here's how right you are about our events. Can I just say interject to that while you go back?

Please do. Our last event we did together was not that long ago, and it was in the middle of a 10 day trip for me. And when I got to our event, you know, I'd been five, six days, pretty hard, a lot of things. And then I went to our event and I left completely refueled again myself from being there. And so this thing, April 6, you guys, and I'm not, we're going to over promote.

I just want you to know, April 6, Austin, Texas, they go to what? They go to ultra.vip to apply with us ultra VIP I recommend you guys I interrupted you go ahead to give the inside baseball for everybody and I were at ultra in Miami recently and Ed kind of walked in the conference room and I was you know 50 feet away on the other side of the conference and this is backstage and I I was so happy to see my friend. And so I literally skipped towards him.

Like skipped and he just stood there. He kind of held back a little bit, like, Whoa. And then he gets up on stage and he tells the whole audience goes, yeah, man, when I was backstage, Brendan just kind of lit me up, he, he skipped towards me. And if any other man skipped towards me. That's true. It's lighting me up now. I'm thinking about, I can literally in slow motion

see you skipping towards me with that smiley face. I can see it right now in slow motion. Those events are so good by the way. But I wanna say this to you guys all, I'll meet kind of traditional leadership with modern day, which is what Brennan's talking about right now. And this idea of it's much more day to day now than it is long term vision casting what you just said. I want you to speak to this. I was lucky, you know, spending a lot of time lately with my dear, dear

friend, John Maxwell. And I've been blessed. It's been he and I on his airplane quite a bit lately going to events and speaking, and we've done some football games together and stuff. And, and long story short, I asked him when I asked you, what did you used to believe about leadership that you don't anymore? And he goes, I used to think it was really important to be consistent. And he said, I now really believe it's important to change your mind when you get new information. And he said, a lot of leaders are unwilling to veer off course because they don't, they want to create the illusion that they're consistent thinkers. You know, I'm consistent with my philosophies. And he said, actually, I think now a great leader is, Hey, I've learned something new. We've got new information. Technology's changed.

This information's changed. This situation's changed. The economy's changed. The competition's changed. And so I've changed my mind. And he said, I think that's one of the great qualities of a leader is to be able to say, Hey, I've changed my mind about this. I've gotten new information. There's a new dynamic. And so it's really interesting that you said that.

And that's another thing for me. It's like, I'm evaluating in my life. I'll let you speak to it. Legacy thinking that I have, like this has always worked in our company, so it's always gonna work. Or we've just always done it that way. That's like the death of a company over the next five years, isn't it?

A leader thinking, we've always done it this way, or that's always worked. That legacy thinking, you're gonna die as a company in the AI era, correct? Agreed, agreed. I think that we all operated in a time when intelligence was ours and our team and competence was the most valued thing. So expertise and competence and the intelligence of the team.

Well, now everybody on their pocket has the world's intelligence and autonomous intelligence. So with AI, the kid in this state, in this town, over here, they can all beat your competence now. And so now you think, okay, what competence really matters in the future? And I'll give you a quick insight. Everyone knows here, I'm a little bit of a psychology nerd. There's a theory called self-determination theory. And I would say DCDECI is probably the most known leader in that field. And they found that self-determination theory, what humans really need, like our real needs after safety or sustenance is autonomy, competence and relatedness.

And there's been more research around those three things and probably anything else in psychology outside the big five psychological traits. Now listen to this though. Well, autonomy, it's easier to be autonomous than it ever has been for. You don't have to go outside your house and you can learn anything you want right now

without other human beings. So autonomy is being really commercialized with AI. Competence in terms of actual intelligence, the ability for intelligent thing to do something. Well, we're automating AI with agents and we're entering the AGI world. I think we're three years away from ASI. So we're like, we're that competence is widely shared and commercialized now. The thing that is uniquely human is relatedness.

Our ability to relate towards one another. And I bring this up because to your point, adaptability, we used to have to adapt only when some new technology or new intelligence or, you know, some new thing came online, then you would adapt. Well, that happens every day now because the intelligence is outside of our team, outside of our company, outside of our industry. Intelligence is outside of humans now.

So like adaptability is like constant now. People who don't like change are really going to hate the next five years. They're going to hate it. Everything will ship except that human thing, that relatedness. That's why you and I talk so much about energy and caring and compassion and leadership and enthusiasm and generating fellowship and brotherhood generating a new and faithful, compassionate, kind, generous way of dealing with other people right now, that's the thing that is actually primarily valued in the future. And so this is what's

important about now. Like you used to compete and only change when intelligence, technology, or tools change. Well, that changes all the time. So to John's point, you have to adapt all the time now. Like consistency, why? Cause new technology comes on board all the time. What you and John teach so well is that human centered leadership

and knowing how to do that, that's where everyone's wealth actually lies in the future. Your wealth in the future is your health and energy, your mastery of your inner world and the quality of your relationships and leadership. Everything else AI can handle. Brother, I am not kidding you. When we do this every time, like this is the best stuff.

And I feel like I'm watching the best you also when we do this. So on that, let me tell you one of the things he's great at, you guys, behind the scenes, the guy you're seeing, like this really kind, giving high energy. You just got a joyous person. He creates that environment also around him. So the people that work with him, they're enjoying it a lot. This is important because of what he just said.

Really, all you're really going to have is the experience you create for the client, the experience you create for yourself. And if you're a leader in your company, the experience you create for the people that work with you. It's going to be highly, that's the separator. This is a PSA or Public Sock Announcement. Experts have declared Bamba socks as the best way to warm up chilly feet. These pairs are super cushy, soft, and designed for maximum coziness. Plus, for every pair purchased, another pair will be donated so someone

in need of essential clothing can stay warm this winter. Go to Bambas.com slash listen and use code LISSEN for 20% off your first purchase. That's B-O-M-B-A-S dot com slash LISTEN. And use code LISTEN at checkout. I told you last night, I sent you a clip, but I want you to relate it to leadership. I had a clip out yesterday about enjoying the journey. It was much deeper than that. I'll let you elaborate on it. But it was so good that I sent my dear, if it makes me emotional right now, because I

feel like you're so much better at that than me. Not only just for yourself, but for the people around you. And it hit me, I said, this is so effing good. And he said, well, only guys like you and I would relate to that. I think a lot of people would, bro. So I want you to take that message, but relate it to the leadership of,

should a leader not be conscious of the fun, the experience, the enjoyment of the people that are working with them every single day? And is that gonna be the way you attract talent, keep talent and get people to perform at their best? Yeah, I think it is. I don't know what I'm talking about with the post, by the way, and they don't make more sense.

It's so funny, Ed sent me this, and it's me teaching something I often teach, but I don't even remember being there. I watched it and it was almost an out of body experience. I'm like, when did that happen? My brain's, you know, I do a lot of content. Because of that, I watched it anew and it hit me. I was like, oh, okay.

Because the concept was, you know, so many of us grind and we work. And we had that consistent hard discipline that is really celebrated, particularly in personal development, more in the high performance realm or the peak performance realm, like the ability to go hard,

the ability to give maximal focus, attention, effort towards something and just win. But win is often tied to outcomes. And win is often tied to the process of the discipline. How hard is it? If I can endure the hardship, I'm winning. But I also think the real winning is, can you enjoy it? Can you enjoy the discipline?

Can you enjoy the outcome? And my phrase is, can you teach yourself to feel the day, even as you are working hard, even if you are grinding, even if it is grit, even if it's so difficult, can you actually feel it, sense it, internalize it, integrate it, dance with it? Like the reason mindfulness took off is because people realized they were mindlessly doing tasks.

And mindfulness took off globally at an epic, epic level, even beyond, you know, what was traditionally like meditative or transcendental was because people realized like, gosh, I'm working so hard, but the whole week went by. I didn't feel a single one of those days. I didn't feel Monday. I didn't feel Tuesday. I didn't feel Wednesday. I didn't feel the Thursday, Friday. I went to five different cities. I did 10 different things, I created 40 different topics, but I didn't sense and feel that moment. And I got that learning and watching that. So thank you for sending that. Because when I watched it, I was like, I'm talking about it, but I don't have a memory of that exact moment. Interesting. Yeah. So I was like, you know what, I wasn't even as I was teaching that piece right there, I must not have been fully vital. And I could see it because you and I have been on the road a lot. And so I was like,

oh, that's what was happening there. I was going through the motions, still smart, still saying the right things, but I hadn't taught myself to fully live in that moment and experience yet. And I think what's happening for a lot of people, life has passed them by, they've achieved a lot. They have good friends, good Life has passed them by. They've achieved a lot. They have good friends, good family. Life is good. They've just never integrated those wins into an identity that actually feels it and enjoys it.

And I really believe you can do busy work and you can do your life's work and you can do all this, but energetically, if you had more days where you felt it and there was a sense of satisfaction, joy, fulfillment, but energetically, if you had more days where you felt it, and there was a sense of satisfaction, joy, fulfillment, but also playfulness, you don't win the game of life unless you play. And I think most people, they're playing the game. They're making all the moves all day long, but they're gritting their teeth on the chessboard versus like smiling and hopping. gritting their teeth on the chessboard versus like smiling and hopping. Bro, you guys, he's right. Let me just say this. Go back rewind the last four minutes there. He's right. I'm telling you, he's right. As someone who has not always done that, still doesn't always do it. You know, he's the guy skipping towards me playfully once in a while.

By the way, maybe your formal playfulness as in you're going to skip, but you know, it makes a point and he's right. You're not supposed to just grind your teeth through your entire freaking life. As you acquire, accumulate and conquer. There's a way to do both. You're not going to enjoy every moment. Cause if you enjoyed every moment, you're really not enjoying any moment. Cause there should be contrast to life, but you

should enjoy a lot more of them. And you've built a pattern and a habit so unconsciously that you were just grinding. You are white knuckling it through everything. And Brendan, I'm telling you guys in real life is an example that that is not the way that it has to be. And there are more of him in the world than you think.

And so please take heart as to what he just said there. By the way, I was thinking about this energy thing. The Eagles just won the Super Bowl. Their coach is this guy, Nick Sirianni. I just can't figure this dude out. I cannot understand why he's there, why he's good, why he's a coach. I don't mean this negatively if Nick sees this, but he doesn't coordinate the offense or the defense.

He argues with his own players on the field. He's argued with the fans the last year. He almost lost his job a year ago. And, um, I've just like this guy just, he's probably gonna get fired. They not only did he not get fired, he's been to the Superbowl two other the last three years and won this one. And I was watching some of his players this week, they were saying, what is it about him that they're being asked? And they said, he brings energy every day. He's fun to be around. He's exciting. He cares about us. He's a great guy, but he brings the

energy every day. And so you can get someone to coordinate the offense. You can get someone to coordinate the defense, but you as the leader, your job's to bring that energy every day. And so I must say, I don't know if it'll be there coaching five years or eight years, but as of right now, he's the best coach in football last year. Cause he blew out the two-time champion in the Superbowl And they say his superpower is exactly what Brendan's saying, which is to bring energy. All right. Yeah.

I know. Make it feel fun because, you know, there is no fellowship without energy. There is no love without energy. These things ride on the back of the energy that you bring and that you create and you experience because that team also, I know several of those players also talk about that idea of it's,

you know, that it's his energy and it's us. Like, we, like there's an us-ness to that team that it's not pompous. It doesn't have to show. They just know it. They walk it. They feel it. They see there's a brotherhood there. It's not as extravagant or out front as a lot of other teams have had these last couple, especially decades. But there's that brotherhood and a deeper fellowship because of the energy.

And I think that's what's important. That's what's gonna define the future. So good. All right, last question. This one's outside your, I think your zone. Maybe even what you think. So I'm gonna push you on the last question. Just, this is for me and him, but you guys get to listen.

So the one thing about that football analogy is you are against something when you're playing also. So the Eagles were against the chiefs. They had to beat the chiefs. They were against, they were for them winning. And the chiefs had to lose for that to take place. And the reason I ask you that is one of the other elements of leadership is when I go to a lot of companies, it's, they kind of know what

they're for, but I wonder if there's some teeth to knowing also what you're against. It could be, it could be a competitive company. It could be, if you own a series of gyms, you're against obesity or early stage Alzheimer's or whatever it might be. It might be that you're against complacency, but I'm wondering about your theories about that as a leader in terms of messaging or do you

believe there's a place for that, that you also should know what we're for and where we're going, but also this is sort of what we stand against. Is there an element of that? Like take the, uh, take the United States. They're for all these other things, but they're, you know, against communism or against socialism. So I'm just curious, your thoughts about that.

It's kind of like a little icing on the cake of leadership, just your thoughts on there. Cause I never even heard you talk about that topic. Yeah. I think competition is huge and competition though is contextual. And here's what I mean by that. First and foremost, from the great teams and the

great players in history, you'll see over and over and over and over and over again, the first and the primary foundational layer of their excellence and leadership was always self-mastery. The pursuit of self-mastery. Listen to those interviews of Kobe. Listen to those interviews of the greats, even the coaches, like read Phil Jackson's 11 Rings.

It's like, they understood that the players who had that drive of mastery, they just want to be the best at what they do. That was primary. Then second, in the context of that game, oh, I'm gonna pick some guys here, or I'm gonna pick some moments here,

and I'm gonna have domination because I wanna win the game. Yeah. Now, if you reverse those two, you lose over time. So those who want to dominate, compete, those guys never make it very far because they wasn't built on the foundation of self mastery. Look at the best free throw shooters. Look at the, every great, I mean, the great, great, great, greatest, even when they talked about competition in an interview, it was always after they talked about their practice, their routine, their self mastery.

So as long as you get that order, right, you're going to win. If you get that order wrong, you just want to dominate to compete and win because that's socially statusy hierarchical important to you. Life's going to be difficult, but if self mastery is there first, and because that's socially, statically, hierarchical, important to you, life's gonna be difficult. But if self-mastery is there first, and competition is the game that gets to show your level of self-mastery, that gets to show you

and challenge you to level up your own game. If competition is about you leveling up your own game, you win. If it's just about dominating other people, you ultimately lose. So good today. This was awesome. April 6th, you want to join this dude and I, probably worthy experience. He puts on the best events. I'm honored to be a part of it. Ultra.VIP, is that correct? That's the whole website, Ultra.VIP. Ultra.VIP, you guys, you can see us there. Please share today's episode. If you're not on my email

list, go to EdMyLed.com, put your name in there so you can get the episodes early. Brendan, thank you. This was tremendous. I love to Ed. Thank you for having me on every time. Alright, God bless you everybody. Max out! This is the Ed Myland Show.