Values-Driven Leadership Drives Everything with Jeff Socha at Socha Capital

2025 list of fastest-growing companies. Jeff shares how values-driven leadership shapes every aspect of his organization, from strategic decisions to daily client interactions. He breaks down the core values that guide his team's growth, reliability, communication, and respect, and explains how embedding them into company culture fuels consistent, high-quality performance. Jeff also dives into the evolving role of AI in streamlining operations and elevating service, while underscoring the importance of empowering employees through critical thinking and autonomy. The conversation wraps with a powerful reminder: clearly defined values aren't just ideals, they're essential tools for sustainable growth and effective leadership. 3:42 Meet Jeff Soha 4:02 Soha Capital and Its Mission 4:29 The Impact of AI on Services 6:08 Success Through Values 6:50 Evolving Company Values 9:44 The Importance of Core Values 12:23 Defining Core Values 14:06 Practical Applications of Values 17:05 Commitment to Reliability 18:54 Weekly Review Process 23:46 Decision-Making with Values 26:23 Empowering Decision-Making in Leadership 27:30 Conclusion and Takeaways Building a Business on Values In this episode, Gene sits down with Jeff Socha, founder of Socha Capital, to talk about what values-driven leadership really looks like in practice. Jeff explains how Socha Capital helps successful entrepreneurs through family office services, from tax reduction and legal planning to investment and risk management. Gene highlights the importance of having values that actually live inside an organization, not just words written on a wall, and Jeff shares how this philosophy drives everything they do. How AI Supercharges Their Client Experience The conversation shifts into technology, where Jeff breaks down how artificial intelligence has changed the game at Socha Capital. Instead of replacing people, AI helps the team work smarter, speeding up research, boosting problem-solving, and allowing them to craft customized solutions faster than ever. For a company dealing with complex financial and legal strategy, that efficiency makes a real difference. Values That Drive Growth (Literally) Jeff has a remarkable track record: three different companies have landed on fastest-growing company lists, including the Inc. 5000. Gene digs into how values played a part in that success. Jeff shares Socha Capital's four core values: growth, reliability, communication, and respect, and explains how they show up in real decisions like hiring, firing, and internal operations. These aren't slogans; they are the compass for everything the team does, reinforced through weekly reviews, reporting systems, and clear expectations around accountability. Teaching Leaders to Think for Themselves One of the most compelling parts of the conversation is Jeff's philosophy on developing leadership within his team. Instead of giving answers right away, he encourages employees to think through decisions using the company's values as their guide, especially when he's not in the room. This approach builds autonomy, confidence, and critical thinking. Jeff also talks about how he shaped these values over years of personal reflection and mentoring, grounded in the belief that "everything will grow at the rate that you do." The episode closes with Gene and Jeff agreeing on one big idea: values aren't abstract concepts, they're practical tools. When leaders live by them, they create alignment, resilience, and long-term growth for everyone involved. Key Takeaways Values must be lived, not laminated. Jeff emphasizes that core values only matter when they're actively practiced and used in decision-making not just written down. AI boosts productivity without replacing people. Socha Capital uses AI to accelerate research and problem-solving, allowing the team to spend more time on high-value client work. Growth starts with the leader. Jeff's philosophy "everything will grow at the rate that you do" highlights the importance of personal development for organizational success. Accountability drives reliability. Weekly reviews, clear reporting systems, and action-tracking help maintain consistent performance across the company. Empowered teams make better decisions. Jeff encourages employees to use the company's values as a framework for independent decision-making, building confidence and critical thinking. Values guide people decisions. Hiring, firing, and everyday leadership all tie back to Socha Capital's four core values: growth, reliability, communication, and respect. Sustainable success is values-driven. Gene and Jeff agree that long-term growth depends on leaders who embody and operationalize their values daily. Resources & Next Steps Ready to take your leadership energy to the next level? Explore free training and resources at training.coreelevation.com https://training.coreelevation.com/ to help you identify energy leaks, strengthen your leadership presence, and elevate your team's performance. 🌐 Explore More: training.coreelevation.com https://training.coreelevation.com/ 🎧 Listen to the Full Episode: Growth Think Tank Podcast https://growththinktank.com/

• 0:00Speaker 00

  If you just think about all the interactions you have in your life, whatever vendors or you know, somebody dealing with something at your house or a delivery or just anything, any company or organization you deal with. And just the ability to execute and follow through and do exactly what you said you were going to do when you said you were going to do it, or better yet, you know, exceed what expectation you set. I mean, I don't know, but it feels like if you could just nail that one, you're probably ahead of like 98% of the people out there. It is tremendous.

• 0:33Speaker 01

  Welcome to Growth Think Tank. This is the one and only place where you will get insight from the founders and the CEOs of the fastest growing privately held companies. I am the host. My name is Gene Habert. I hope leaders and their teams navigate the defining moments of their growth. Are you ready to grow? Today, we're going to talk about values driven leadership. Values are the company values that really do make you successful, create the kind of culture you want. And it is really an important piece of an overall performance of a company. You may not realize this because there are underlying aspects of who we are, how we connect with each other, how work gets done, how we solve problems, how we decide things.

• 1:16Speaker 01

  Values are a leverage point inside of how decision making goes when you're not in the room. Today, we'll unpack a little bit more of that. Our special guest today is Jeff Soha with Soha Capital. They've made the Inc. list. What's really special about this company is that the leader Jeff, we, you know, going into this interview today, he's been on the Inc. list three times or other fast growth companies with three different companies. Not three times with one company. I'm sure he's made multiple years, but just pointing out the fact that he's got some wisdom around this. And repeatability with this. So I would lean into what he's talking about this.

• 1:58Speaker 01

  When you think about the values, yes, you should know what your company values are. If you don't, that's a signal that you're not living by the values. And I say that with love and a little bit of a challenge here. Like this is something you definitely want to pay attention to. If you are using your values, but you're wondering, how could we be more tuned in? How do we have values driven leadership? Which is what today's we're talking about. Today, we're going to give you a little bit more about the practical and actionable side to values and how you live them. And if you are really interested in going further, I've got a list of other things I've done. I've got a book that I'm sort of halfway written around values. I'll share it with you.

• 2:39Speaker 01

  If you don't have your values, I'll share with you exactly how we suggest companies come up with their values. If you need to go, how do we operationalize them in our business? I'll share that guide with you. So they're two different things and all you have to do is ask, send me an email, [email protected]. Let me introduce myself. I am Gene Hemmott, the CEO coach, and we do leadership development mostly for fast growth companies. Companies that are in a bit of chaos, driving forward hard. And we help them create the kind of leadership that's a stronger foundation as they continue to scale. The leadership model that got you to where you are likely has to change and shift in order for you to continue that level of growth. Otherwise, you'll be met with too much chaos and too much frustration and it'll really feel heavy to you.

• 3:25Speaker 01

  And so that being said, if you're curious about the work we do, it's absolutely free for you to join us for our next live workshop. Go to training.correlation.com where you can find out more about how we serve and how we create companies that have that new leadership model that allows for scalable growth that is resilient. And so just go to training.correlation.com. Now here is our conversation with Jeff and when we talk about values driven leadership. Jeff, how are you?

• 3:53Speaker 00

  Hey, Gene, thanks for having me on today.

• 3:55Speaker 01

  I'm excited to have a conversation. We're going to talk about values driven leadership. Before we dive into that, tell us about your company, Soha Capital.

• 4:03Speaker 00

  Yeah, Soha Capital was formed a few years ago and it serves entrepreneurs who are really, really successful entrepreneurs who need services that you might consider family office services in the area of, you know, income tax reduction and legal planning, investment management, cash flow planning and risk management. And so we essentially set up and manage these micro family offices for people.

• 4:30Speaker 01

  Fantastic. I'm kind of curious, you know, when you got into this field, how is AI impacting the way you serve or is it?

• 4:41Speaker 00

  I think it's augmenting us a little bit in the sense that software has enabled our work for a long time. And so AI sort of, as it gets embedded in the software, helps speed up the work. You know, and in a lot of sense, it helps us with our research around, you know, when we're, most of our work is you bring us problems in your life that you want solved and we need to engineer solutions to those. And so as we're trying to engineer those solutions, there's an element of homework and research that is accelerated through the use of AI tools for sure.

• 5:19Speaker 01

  Well, I am excited to talk to you today about values-driven leadership, but there's a, that's a little bit of a special fact here. It's rare that people make the list once. It's very rare that they make it twice. But you've had three companies make the Inc. list. Did I hear that right?

• 5:38Speaker 00

  Yeah, I've had three different companies that have all made, you know, fastest growing company list from whether it's Austin Business Journal, you know, the top 50 fastest growing companies out of Austin. I went to Texas A&M. So a lot of these colleges now have like A&M has the Aggie 100, which is the top 100 fastest growing companies anywhere in the world from owned by an alumni. Of course, you have Inc. 5000, you've got a lot of different lists like that. And I've had three different companies make those lists. Yeah.

• 6:08Speaker 01

  Well, that's impressive. It probably says a lot about your leadership. And I'm kind of curious, we're going to dive in today about Soha, but values-driven leadership, was that a part of your other two ventures?

• 6:23Speaker 00

  Yes, and I mean, in a way, I think for me, the values have evolved over time. But the values that we have here at Soha Capital are not just a plaque on the wall or something that was created in a conference or a workshop. There's something that we literally make decisions by. It's the number one reason that somebody's going to get hired or fired. You know, it's the reason that we're successful. I think that the values that we live by, and I'm happy to get into them, are values that sort of manifested over the last couple of decades of my career and really having some awareness and reflection around what is it that I think are the key ingredients of success?

• 7:08Speaker 01

  I love the conversation on values. And anyone listening in here that's probably heard, you know, more than two episodes has probably heard that word come up quite a lot. And so I wanted to kind of like frame this in for everyone. Like, it is not just enough to have values. You've got to live by them. You've got to to operationalize them inside of our processes, like you just mentioned, hiring and firing, but also development, also decision making, all the things that you just said I will complement with you. And I can back it up with hundreds and hundreds of interviews with other founders like yourself. So Jeff, you're not alone in this whole values and the importance of values. But the way you express them, I'm sure you do some unique things. I'm hoping we can, we can discuss some of that today.

• 7:53Speaker 01

  When you, I'm kind of curious about how you come up with your values. I don't think there's, there's many different ways to do it. But what is the best way over the, you know, last three companies that you find in defining your values?

• 8:08Speaker 00

  I don't have an easy answer for that one, Gene. I think that in the past, I'll admit, you know, I've done the workshop core values. I've done the get fired up at an event core values. I've done the we need to write something down core values. I've probably done it every way out there of creating them. And, you know, it always bothered me that the values were just sort of something that I made up one day and just kind of wrote down one day, filled out a form one day. And there was no meaning behind them. And I think there was, because there was no meaning from the origination. And after reflecting and just constantly thinking about how do I become better as a leader?

• 8:52Speaker 00

  And recognizing first, I think this is a key realization is that I understand that everything will grow at the rate that I do. I think that's not just for me. I think that's for each of my people. I think that's probably a universal truth is that everything will grow at the rate you do. And so, once I take that ownership into account, I have to think, how am I growing in the first place? Like, how did I get where I am? And, and the values that have helped me succeed probably need to be the values that are instilled. And through that reflection, you know, through constant, just whether it's journaling, or meditating, or reflecting, or just spending time, like, I, um, I don't know if you've

• 9:34Speaker 00

  seen this, Gene, there was this TV show or movie that came out, Jonah Hill and his counselor, and they made this like documentary thing. I watched it, I thought, man, it's so powerful. So I need to get me a guy like that. So, um, I meet with a guy every Friday, of course, think about it as counseling, or just a way to externally process your thoughts, or whatever you want. There has to be effort put into that to really dig this stuff out of yourself. And the core values that we live by, and, and that, that they're not necessarily new, these have been around for a while, I've had these for some time now, are growth, reliability, communication, and respect. And I believe those four things, whether you work for me or not, whether you're in

• 10:17Speaker 00

  these companies, or a different company, or, or on your own career trajectory, I, I think it would be very difficult to find a person who's really good at those four things, and really striving at those four things, that is failing. I, I, I think that anybody that is doing a great job with those four things is going to succeed at anything they do in life.

• 10:35Speaker 01

  Now, let me break in here for a second. Jeff said something really profound. Uh, everything will grow at the rate you do. Here's what that, that means to me. If you are not growing, it will make everything harder. It will make all of the work that you're trying to do, all of the innovations and projects and strategic initiatives, all the KPIs that you've set, harder, and it gets harder and harder as you grow. As you add people to this and you begin to work on yourself, you begin to work on your own limiting beliefs, or your own traumas, or your own perspectives, and you willing to see new ways, that meaning you have a growth mindset, and you're willing to see

• 11:17Speaker 01

  that and embrace it, you have a much better chance to create a kind of company that will grow beyond you. Because if you are the driving force in your company, you can only take it so far. As you add more people, the chaos will begin to compound. We've seen this over and over and over at scale. And so when you think about your ability to grow as a leader, how are you embracing your own growth, learning new skills? If you cannot write down in words how you've grown over the last 12 months, it's a problem. I say this from my heart, that when you want to grow, it's better to be intentional and say, I'm getting better at communication, or I'm getting better at listening, I'm getting better at reading

• 12:02Speaker 01

  body language. Be very specific, and you can work on that for three months. You could read a book about it, you could talk to friends about it, you could hire a coach. I'm not even saying hire me. But if you're not willing to grow, it will make everything that you do that much harder. But when you are growing, it makes it easier for your company to grow around you and to grow beyond you. That being said, let's go back to Jeff for a little bit more values-driven leadership conversation. Well, that sets us up for what are your four core values?

• 12:34Speaker 00

  Well, I shared them there, you know, and in no particular order. I think one of the things I want to do, G, is get some branding around like, how do I hold these four things sort of almost in equal weighting? But reliability, communication, growth, respect, those four are very important. You know, I can give you a very quick definition of them, but you know, reliability, let's say is do what you say you're going to do when you said you're going to do it. You know, communication, you can't leave any room for gaps for negativity. You can't leave any room for gaps for misunderstanding. You've got to have really clear, concise, responsive, you know, over communicate. I, I think that probably in, in most of our lives, I think one of the biggest

• 13:17Speaker 00

  source of problems in our lives are people problems. And I think one of the, the core, most common fundamental reasons for people problems is a, a poor communication or, or miscommunication. They, they say the number one outcome of communication is misunderstanding. So we want to avoid that, right? So we've got reliability, communication, growth. I mean, are we better than we were yesterday? Are we better this week than last week? Or like, what are we doing today that's going to make us better than yesterday? What, what is our growth plan? Like, so we have to constantly be striving to be better every day. And then respect, I mean, you just have to have a, a common decency and respect

• 13:58Speaker 00

  in all of your dealings, in your work and, and you know, the opportunities we're given, the people we interact with, et cetera.

• 14:06Speaker 01

  I, I exactly, I see why you have the values because if you're, if you're operating from all four of those and reliability, communication, growth and respect, you're getting the work done. You know, you're, you're, you can't, there's no room for error in those four. I have problems with people that make them too aspirational. These are something that you can, you, it's probably, if you, if you were putting together a math formula of your company's success, these would be the four values that would probably show up in that math.

• 14:36Speaker 00

  These are four that are, that are really core. They're really fundamental, but they're not necessarily table stakes. Because I'm not going to have a core value of something like honesty. If you lie to me, you just get fired, you don't work here. Like we're just, like, that's just a table stakes. So I don't have core values that are table stakes because that's like, um, there's just, a core value is something that, um, we can tolerate you not being perfect at. There's room for growth, there's room for improvement, there's, there's room to strive and be better. But there's some things that are just, you're not going to tolerate and those are the table stakes, um, you know, so we're not going to have something like integrity or honesty as a core value because, um, there's no room in those.

• 15:20Speaker 01

  I agree with you. I want to go a little bit deeper with this values driven leadership. Is that a phrase that you have adopted? Did you read it somewhere? Where'd you get it from?

• 15:33Speaker 00

  Again, I think it's something that has come to life through my entrepreneurial journey, through building companies and understanding more so than ever that these values, when we make decisions according to these values, this is going to lead to success. You know, I'm never going to have a hard time. Like people on our team will have errors and they will have mistakes and they will have failures. But if somebody can come and defend a failure, defend the decision that led to failure in context of these core values and say, I made the decision and this is how it ties in with our core values, even if it's a terrible outcome, that's a decision you can support. Right? Now, if you have failures and things

• 16:17Speaker 00

  that are results of decisions outside of these core values, that's where you have a problem. Right? And so I think understanding what has allowed me to be successful individually and then trying to teach, train and still, but also hire and fire around those is has has led to having successful companies. And these are values that I would imagine if you called anyone that works for me right now, they would be able to recite those right off the bat. It's not, we actually don't have them on any sort of plaque or any sort of advertisement or post or like, because we don't have to, right? They're lived and they're talked about in a such a frequent setting that they're a part of who we are as an organization.

• 17:03Speaker 01

  Well, Jeff, one of my values is to go deeper. So I'm going to ask you, if we were looking at your company, day to day, week to week, month to month, what are the practices as it relates to values that we would see that are making the most impact to your company?

• 17:21Speaker 00

  You know, it's hard to pick one thing that I think, you know, maybe stands out. But if I, if I were going to pick a standout thing, I think it's the, it's the commitment to reliability. And I think these days, I don't know what it is in our society, Gene, but I, if, if, if I had a young person coming to me and wanting to get advice from me, how do I succeed in life? And they're graduating high school or college, or they're in their twenties or something. I would tell them, if you can be reliable, you will probably surpass ninety something percent of your competition.

• 18:04Speaker 00

  I think back in the day, maybe, I don't know, maybe in my grandparents' timeframe or something, I, I feel like somewhere in the past, there was a time when work ethic was table stakes, when reliability was table stakes. It's just not that way these days. And it's so difficult, if you just think about all the interactions you have in your life, whatever vendors, or, you know, somebody dealing with something at your house, or a delivery, or, I mean, just anything, any company or organization you deal with. And just the ability to execute and follow through and do exactly what you said you were going to do when you said you were going to do it, or better yet, you know, exceed what, what expectation you set. I mean, I, I don't know, but it feels like if you could just nail that one, you're probably

• 18:49Speaker 00

  ahead of like ninety-eight percent of the people out there. It is, it is, it is tremendous. And so what do we do inside of our company? You know, we intentionally, there's a, a book that I liked called Getting Things Done. Every person that works here reads that book and they submit chapter by chapter, book reports on that book. And it's sort of just a systematic book about project management. And We carve out on Friday afternoons a weekly review time and that's to make sure there's no open loops, there's no loose ends from your week. Tie everything out, make sure you've gone through. Did you get all your commitments done? Did you follow through on everything? And plan your next week. And then we have a reporting internally.

• 19:32Speaker 00

  So everyone reports to their manager by one o'clock on Friday afternoons with that weekly review and their plan for the next week. That allows for some back and forth through our internal communication. And then on Monday morning, again, we're going to sync up on that and have a discussion about anything that seems out of line. Are you set up for success this week? And so I mean, there's, there's probably a good, shoot, I mean, 20% of our work week that is dedicated to closing out the week strong, having a strong weekly review process, but also ensuring at the beginning of the week that we're set up for success. And I, I think there's a lot of effort put into that reliability and a culture of accountability

• 20:14Speaker 00

  around it that, that is what it takes to deliver like that.

• 20:18Speaker 01

  Jeff had just said something that's really kind of cute around this. The number one commitment is to reliability and a lot of people don't have the work ethic they used to. And I agree with that. We did not have some of the same things that flowed around today in my early years of corporate America. Now, I will tell you this, I wrote a book called How to Have Tough Conversations. Now, our working title around this was tough conversations. And as we were exploring different names for the book and tough conversations, the concept came up as why won't you just do your job? And sometimes we said, why won't you just do your damn job? And we, we played around that with that as the title, mainly for fun, but CEOs really light up when I tell them that.

• 21:03Speaker 01

  It's like, yeah, why don't people just do their job? So I'm sitting here reminding you that reliability is something not to blame others for not having, but you have to look at yourself and how are you contributing to the lack of reliability inside your organization? It's probably something that you're not doing or it's getting in the way of you holding people reliable, accountable, empowering them, whatever it may be. Back to Jeff. I love the detail of that on Friday. And that's really what I was asking for is the principles that you have put in place with the practices that that reflect being reliable. Like you create space for that. You create a way to do it.

• 21:43Speaker 00

  Well, if you want more, I'll give you one.

• 21:44Speaker 01

  Yeah.

• 21:44Speaker 00

  Thing that has sort of manifested over 20 years that we have this thing that is in all of our, if you were to look at any of our internal reporting around whatever projects or things you're working on is we have what we call last action and next action. Okay. And this was developed, I mean, over many years and refined and refined and refined and refined and refined. And the last action, you have to tell us a date. And what happened last, you know, who did what, like, where are we now? Right? That's the last action. And it has to have a date. And then you have to give the next action and the next action must also have a date. And what is the next action you are taking to advance that project or initiative?

• 22:28Speaker 00

  You know, I am sending this in on Tuesday, the 18th or whatever. I'm meeting with this person on Wednesday, right? And that last action, next action, reporting is, is, uh, feel free, anybody listening to steal that and implement it right away. It has a tremendous impact on our reliability.

• 22:52Speaker 01

  I want to, you know, ask you, how is that stored? Is it a spreadsheet or is there technology behind this?

• 22:58Speaker 00

  Yeah, so we track it all in CRM. And then, um, so we have, you know, in an advisory business, you have a lot of clients. And so we have that for every project, for every client. And then what we do, and there's a lot of intentionality in this, and the people that do it feel like it's a little cumbersome. They don't enjoy it, but it leads to the outcomes that we need. We make them go and extract everything out of the CRM and put it into an executive summary to make it easier for their manager to read. We accomplish a couple of things by that. One, it forces them to look at that data and sort it and filter it and organize it. And like forces this like eye-brain engagement with the content. So that they have a higher quality in the data. It also makes it more efficient for their manager to review.

• 23:42Speaker 00

  But, um, but it lives in the CRM, yeah.

• 23:47Speaker 01

  I got a couple more questions on the practicality of a values-driven leadership. And one of them goes back to decision-making. I know your four values, you've shared them with us already. How are you using that from a decision-making standpoint? Because my perspective is the values have a leverage when you're not in the room. Because you can't always be in the room.

• 24:08Speaker 00

  Right, exactly. And so, you know, when I travel, or I'm going to be away, or I'm going to be, you know, kind of my response time is going to be slow, my reception is going to be poor, whatever. And I'm unavailable. I tell people, just make the best decisions you can and trust, you know, trust yourself. And they know that those decisions, those values are filtered for that decision. And if they think, hey, this is the most respectful thing for the client, or this is the decision I made, you know, that needed for us to follow through, or do what we said we were going to do, or whatever it is. I think if you don't have anybody to consult with and you need to make a decision in a vacuum, let those core values guide you and we're going to support the decision,

• 24:50Speaker 00

  regardless of whether or not it's the one I would have made or your manager would have made.

• 24:56Speaker 01

  I would imagine it goes back to what you said earlier. If you're not in the room, they, you know, they have to make the decision in a vacuum. You're on a plane and client's upset about something. You could take those four values and turn them into question, or whatever it is. And if you're following that process, you're probably going to make the right decision. But if you do happen to make one that doesn't quite align or get the results, it's okay, but you learn from that. And, and you're able to, but you're making, you're intentional about using those values for the decision at hand.

• 25:28Speaker 00

  One thing that I think I have to be intentional about as a leader is when I am available, not making the decision. And so, when I am in the right headspace, mindset, and when I have the right discipline, and somebody brings me a question, hey, what do you think we should do? My natural reaction is just to be like, I think you should do this, right? And so, when I have the, the discipline to pause and say, I think the best thing to do when anybody asks me, what should we do? Is for me to not answer and to reflect back to them and say, what do you think we should do? And then I think this is really key to developing people underneath me,

• 26:11Speaker 00

  is not agree if they give the answer I would have given. But instead, agree if I can tolerate that answer at any level. So even if that answer is different than what I would have given, if I can tolerate it within the boundaries of those values, let's try it. Because they need to feel the weight of those decisions and I need to teach them to make decisions of consequence. And I would much rather them do that when I'm around than when I'm not around. So I think it's really important, it's probably more important to not make decisions when I am around.

• 26:48Speaker 01

  I agree with you. I think a lot of founders have gotten to where they are through, I'll say this in air quotes, "control." It has worked, it's fast, but it may not work at scale. You've got 30 employees, as you climb up to 50 and 100, you have to change that dynamic. And literally, you want them to have the confidence to make these decisions. And the only way they get there is by doing it over time, and you knowing that they're, you know, whatever it is, they learn from it, they pick up the mistakes. So we see this quite often with organizations we work with from the coaching standpoint. And so you're spot on with this, Jeff, and I just really appreciate you pointing that out. Well, that's our time today here.

• 27:32Speaker 01

  We've been talking about values-driven leadership. I appreciate your wisdom with this, Jeff, and thanks for being here.

• 27:38Speaker 00

  Thanks, Gene. I appreciate having me on.

• 27:41Speaker 01

  Another fantastic episode for you here. Values are not fluffy. They are actually practical tools that allow you to create the kind of company that you want. It allows you to see when people are in alignment or out of alignment. It allows you to see where people are fit for the culture or not. And there's many different ways that values show up inside of organizations that you could use them as leverage for growth. Now, if you're curious about any of those things, just send me an email. I'll share with you all of our tools. We give away so much for free because we know the value of this and we want to make a difference in the way you run your companies and the way you lead. So when you think of leadership, when you think of growth, think of Growth Think Tank.