How to Delegate Effectively and Lead Your Team with Justin Fortier at FYC Labs

In this episode, Justin Fortier, CEO and CTO of FYC Labs Inc Rank No. 4,499 (2025), shares how he transformed a small creative agency into a technology-driven company built around innovation, ownership, and authentic leadership. Justin discusses how FYC Labs approaches AI and emerging technology through experimentation, why meaningful delegation requires trust and accountability, and how giving employees ownership can strengthen engagement. He also explores the evolving role of leaders in an AI-driven world, including how his "company brain" is helping uncover operational insights. Most importantly, Justin shares how shifting from ego-driven decisions to outcome-focused leadership has changed the way he leads, delegates, and builds his team. Episode Highlights & Time Stamps 4:20 From Creative Agency to Software Company 6:19 Adapting the Business to AI 7:57 Building an Authentic Delegation Culture 10:11 Turning Delegation Into Ownership 13:06 Systems for Clear, Accountable Delegation 16:34 Knowing When to Jump Back In 19:33 Building a Company Brain With AI 20:49 Leading With Stoicism 23:46 Practical Takeaways on Delegation Effective delegation is not about stepping away from your business completely—it's about knowing when to lead from a distance and when to step back in. In this episode of Growth Think Tank, Gene Hammett talks with Justin Fortier, CEO and CTO of FYC Labs, about building a culture where delegation creates ownership, accountability, and growth. Justin shares how authentic culture, clear systems, measurable expectations, employee ownership, and AI-powered business intelligence have helped his company scale without making leadership dependent on one person. Pasted text What You'll Learn ✔️How authentic company culture makes delegation easier and more effective. ✔️Why giving employees ownership can increase engagement and quality of work. ✔️How clear expectations, written processes, and measurable outcomes create accountability. ✔️When leaders should step back—and when they need to jump back into the business. ✔️How AI can provide leaders with better visibility without replacing human judgment. Key Takeaways ✔️Don't create a contrived culture. Authenticity builds trust and encourages employees to speak honestly and contribute ideas. ✔️Delegate outcomes, not just tasks. People become more invested when they understand what they own and what success looks like. ✔️Put expectations in writing. Clear documentation makes accountability objective and reduces confusion. ✔️Use metrics to know when to intervene. Leaders shouldn't disappear from the business; they need enough visibility to recognize when their involvement is necessary. ✔️Ownership changes performance. Giving people a stake in an outcome can increase passion, involvement, and quality—but it can also bring more emotional investment. ✔️Lead with intention, not emotion. Justin's leadership philosophy has evolved toward making decisions based on the best outcomes for employees, the company, and his family. ✔️Justin Fortier is a technology entrepreneur and the founder of FYC Labs, with experience in software development, product strategy, AI, and business leadership. Connect with Justin Fortier on LinkedIn https://www.linkedin.com/in/justin-fortier-73298969/ FYC Labs: Visit FYC Labs https://fyclabs.com/ FYC Labs Contact Page: Contact FYC Labs https://fyclabs.com/contact/ Want to learn more about Justin Fortier and his work in technology, AI, and business growth? Connect with Justin on LinkedIn or visit FYC Labs to explore the company's work in software development, product design, strategic consulting, and emerging AI solutions. FYC Labs

• 0:00Speaker 00

  A lot of what you want to do as a leader is delegate and you want to scale because in the back of your mind, there's no way I can do this. I don't want to be the bottleneck, blah, blah, blah. Right? You hear those, those terms. A lot of times you get a lot of people in your ear making you feel guilty if you aren't doing those things. If you, if you're doing too much, you should be working on your business, not in your business. There are times and I, and I respect most business owners who can balance this and can make the decision. I've seen too many business owners be too, too strict about saying, I will never work in my business. I'm, I'm only working on it. Well, their businesses tend to be gone in a year or two. It's the ones who know when to jump in and when to back off. And at times in your business, you need to jump in. You need to be the janitor. You need to be the, the guy who cleans out the, the electrician. You need to be whatever it is that your business needs at that moment. The same way that you might be as a parent, right?

• 0:45Speaker 00

  A lot of times with parenting, we want to be away from our, you know, let our kids do their thing and let them learn on their own and let them be independent. But sometimes you need to jump in and grab their finger out of the electrical socket, right? Like there's certain times where you need to have that responsibility and that sense of responsibility and you need to know how to sense that. So having really clear metrics and looking, this is a really cool thing that I'll mention in a moment is having good awareness of where your company is at and knowing where you need to, to kind of jump in or stay out.

• 1:10Speaker 01

  If you're a founder who's built something real and now your business can't grow without you in the middle of everything, you're in the right place. I'm Gene Hammond. This is Growth Think Tank, where founders who are ready to stop being the ceiling of their own company, come to think differently, lead better, and build a company that doesn't need them. This is the longest running leadership podcast in the world. Hundreds of Inc. 5,000 CEOs have told their stories here. Let's get to work.

• 1:36Speaker 02

  Today we talk about effective delegation. What does it take to build a team and a culture where you can delegate? And then they can run with it and they can get an end result. Well, it's not always going to happen that smoothly, but effective delegation is systematic and effective delegation is something that will allow your company to grow and scale, no matter where you are. So hopefully today's episode is just for you. We have with us the founder of F Y C Labs. They are a development company. They are really leveraging this next level of AI inside of their, their business. And you'll hear more about that on the show, but we have with us Justin Fortier. And hopefully I pronounced that right, Justin, but it could have been Fortier.

• 2:21Speaker 02

  All that being said, Justin and I were talking about effective delegation for the next 20 minutes. Hopefully you will lean into the conversation and find some real insight behind this. One of the things I liked about this interview was the fact that he talked about the culture first. And we talked about the importance of having a team that can run with this. And he gave us a few different, different types of team members that are going to be on our team. And these are very common across all businesses. And when I was talking to Justin and talking about his principles for leadership and his way of thinking, you'll find some insight on what does it take to create a company that grows beyond you? And then sometimes you have to jump back in, but the key is to knowing when to jump back in and when to stay out of it.

• 3:05Speaker 02

  So welcome to this interview. My name is Gene Hammond. I am a founder coach, CEO coach. We do leadership development for companies that are in scale mode. So if your company is growing, you're probably feeling a little bit of chaos. You're probably feeling a sense of founder dependency, where a lot of the decisions run through you. And so if that's you, then I want to make sure that you lean into the work that we do. I have a free tool for you. It's our latest book, Get Founder Freedom. It's absolutely free if you want to understand not only founder dependency, but how do you move forward from that and create a team driven approach? And how do you increase the value of your company by 2X, 3X and 4X? And you don't even have to change the revenue or your multiple and all that's inside the book.

• 3:49Speaker 02

  If you want to download it for free, go to getfounderfreedom.com. When you think about effective delegation, make sure you are doing all the work to improve how you delegate. I'm assuming that you have pretty good delegation skills because you probably wouldn't be here. But what could you take and learn from today's conversation with Justin that you can use in your business? Now here's the interview with Justin. Justin, how are you?

• 4:12Speaker 00

  Great, great. Thanks for having me on the show.

• 4:13Speaker 02

  Well, I'm excited to have you. Uh, we're going to talk about effective delegation and what that really means at a company your scale. Before we dive in, tell us a little bit about your company, F Y C Labs.

• 4:24Speaker 00

  Yeah, Justin Fortier, CEO, CTO of F Y C Labs. So that'll definitely come into play as you start hearing the two hats that I wear. We are a 14 year old software development agency, started out as a simple kind of lifestyle business, doing menus and flyers for, uh, small restaurants and bars in, in San Diego. I came out of that world. I, I got my master's degree in 2011. So it wasn't the best time to walk out with an education coming out of the great recession. So worked in bars for a little while down in San Diego. Couldn't been, couldn't have been a better place to work in that industry and have a good time. So yeah, I came out of that world. I grew sort of like what was a marketing and creative agency. We ended up landing an opportunity to work in Mexico with a group that was pivoting American businesses into Mexico and sort of bringing those brands in. So things like Lyft, Uber, they, and then the customer we ended up picking up down there was Remax.

• 5:09Speaker 00

  They were already existing in, in Latin America, but they were looking for more like an American branding agency to come in and build up their product. That catapulted us from being mom and pop shops to, okay, we're doing enterprise. This, it was overnight. It was amazing. Really difficult. I was right around the same exact time as I had my first daughter. So it was a very busy time in my life and the responsibility mindset changed quite a bit during that time. In terms of, okay, this is a lifestyle business, doing creative flyers and menus and kind of fun stuff and nightlife and restaurants to, okay, now we're enterprise. Now we're a father. Um, so that was really cool. Um, I actually left the business for a little bit and did some other entrepreneurial projects. I worked in the manufacturing space. I created, started, helped found a SaaS company in manufacturing space. I went into blockchain for a little while and took a lot of that, those technical chops out there and had a lot of fun in that space.

• 5:54Speaker 00

  Came back to the agency in 2020 and have been growing it since with a partner out of Chicago. So yeah, it's a great place to work. I mean, I think the culture is amazing and we are building now an ecosystem. As a dev shop, you learn how to build products. So you get kind of tired of building products and ideas for other people. You start to build your own. So we have a group called the Fractal Group, which is our own internal products and our joint ventures with other services, businesses that kind of broaden our offering.

• 6:19Speaker 02

  Well, I am curious about how your company has made the transition in this era of AI. Cause I know it's probably impacting development and, and probably many other things in your business.

• 6:29Speaker 00

  Yeah. I think as someone who was in on blockchain, who was in on industry 4.0 from the manufacturing space, being a little bit ahead of the curve has been a blessing and a curse. Cause at times you're trying out new products and ideas and you know, they're the wrong direction because they haven't quite been proven out or the market hasn't adopted it yet, or there's a better workflow right behind it. So we've kind of adopted a little bit more of like the Apple model where, hey, we don't need to be the first to market. We need to be timed to market with the best product. So we don't necessarily try to play with every new toy that comes out. That shiny toy syndrome can really ruin a founder. We allow for space for experimentation. We have something called the F Y C Learning Labs, where we all go and experiment with the new technology, new AI. We have a couple of key people on our team that are kind of playing with the newest approaches.

• 7:14Speaker 00

  And then we learn how to systematize and adopt them. So that doesn't, hasn't changed from going to react from PHP, going from headless to, or from traditional CMS to headless CMS. For all those of you who know the, the OG world of, of building websites, that approach hasn't changed with AI and that new technology. And I think it's been great. It's just been accelerated as you can see through how fast everything's moving. For the most part, we love it. Other parts, it's, it's frustrating because you see a lot of AI slop. And as creative designers and creative builders, we're starting to see the same looking Claude generated with the same Garaman font. And I could go on about the, the zombie like websites coming out of those, but yeah, we're, we're, we're definitely impacted and having fun with it for the most part.

• 7:58Speaker 02

  Well, Justin, let's get into this about effective delegation. I want to start here. You mentioned we got a great culture. How would you define your culture right now?

• 8:08Speaker 00

  So tying the two, delegation to culture. One, the number one thing that I've always been really cognizant of is don't create contrived cultures. If you are bringing in an idea or a direction for your company and it's, you're going to force it down their throats. And it's because you read it out of some, some self-help book that you need to have, let's call it appreciation day or something like that. Right? That everybody's going to just say positive things only, and you force everybody into that culture. That will create an inauthentic, uh, following and your team will just sort of have the emperor wears no clothes approach, where they're just sycophantic and they aren't really contributing to ideas and calling out problems where they, they exist. So that was my main thing was everything about what we do has to be authentic. They have to see me if they, if I ask them to do work,

• 8:49Speaker 00

  I would be willing to do the same work. They have to trust that I'm not doing things to be lazy. I'm not fence tossing. So for delegation, it becomes a, oh, this is an important task. If I'm being asked to do something, this is something that's important to the company because everything that we do is authentic. There's no, there's no busy work. There's no contrived, you know, forced fun, that type of stuff. So being really honest with your employees, respecting the boundaries of their work in life and saying, hey, for some of you, this is just a job. For some of you, this is a little bit more, you have a little bit more passion for it. And creating that authentic relationship with them creates delegation that's easier because people just buy into, we need help. We need to get things done and they're looking for the next task to help out with.

• 9:27Speaker 02

  That gives a pretty good picture of what's going on. And from an impact level, you've made the Inc. List a couple of times and you've got about 30 employees. And you wouldn't be here without delegation because that's the reason why we're going to talk about this. So what do you feel like are the core elements or principles that make your delegation such a powerful force?

• 9:46Speaker 00

  So an interesting thing that happens with especially that ink list. So that ink list was indicative of some very fast growth that then was distributed across other LLCs that we spun up for what it's worth. So we grew really fast and then we actually broke off pieces of the company. So we actually did continue to grow. We actually hit a pause technically on the, on the ink 5000 list. We were the third fastest growing business in Sacramento and then kind of dipped down because we actually opened up several other businesses. So that delegation concept of, oh, it's just me giving leadership or maybe I'm just giving bonuses or incentives. Now instead what I did was I opened that up and created whole new companies out of what we're doing to give people true ownership across their specific domain.

• 10:25Speaker 00

  So for example, we spun up an accounts receivable product that allowed some of our, you know, bookkeepers and operations team members to actually own a piece of a product and company that focuses on their specific department. So allowing for that delegation to be more of an ownership piece allowed for scaling. Now it didn't necessarily look like scaling specifically at the, the revenue level on F Y C. But the scaling across our company, actually we hit over 150 employees across the organization. F Y C kind of stayed status quo, but we opened it up across multiple orgs. So it was an interesting approach to bring more people in as partners and bring employees and give them stake in, in individual businesses, not just the, not just F Y C, but their actual more SaaS unicorn opportunities.

• 11:07Speaker 02

  Justin, you mentioned ownership a couple of times in that describing the delegation. And you're probably not that familiar with the work I've done, but you know, I've studied fast growth companies and many of the, the, those conversations I've had here have come back to this word of ownership. I describe it as, it's, it's an identity thing. We as founders have identities, you, you just introduce yourself as a CTO, that's an identity. But when you take, your identity is connected to the work. There's a very different level of quality and performance that happens. Have you seen that happening across your culture?

• 11:38Speaker 00

  There is, there's definitely a change in identity and a change in work. That work becomes more passionate. The work becomes a little bit more emotional too. So keep that in mind as you add people's shit to, to, you know, bring more owners to the table. People have more ego attached to their outcomes of that business and to their, to the, to the decisions of that business. Whereas before you're an employee, you kind of have this detachment from what's happening. It's just, this is what my work decided to do. Now you are actually at the table and your opinion was heard and maybe it wasn't necessarily selected. Or maybe you did make a decision and it didn't work out. That's another interesting one that happens when you bring people to the ownership table where they had these big ideas and then they had to learn crap. There's a reason why they hadn't done that and all of this didn't work out for me. And you have to bring them back up.

• 12:20Speaker 00

  So for what it's worth, the engagement with the business is obviously higher when you put, give somebody ownership or bring them to the, bring them to the table, so to speak. But there are pros and cons of that is what we've discovered, but mostly pros, right? I think, I think you're generally leaning toward that same thing. I was like, the quality of the work increases substantially, but so does the quality, the quantity of involvement of ego, right?

• 12:41Speaker 02

  Agreed.

• 12:41Speaker 01

  If you're listening to this show, chances are you're a founder who's built something significant, but you're still too deep in the day to day to see the path forward. That's exactly what the founder freedom strategy call is for. It's free. It's 30 minutes with me personally. And we'll pinpoint exactly what's keeping you stuck and what you need to do about it. Book your time with me at my personal URL, schedulewithjean.com. Now back to the podcast.

• 13:08Speaker 02

  Justin, I want to get really tactical for our audience for a second. Effective delegation can be loose for organizations. It can be much more, you know, there should be some frameworks that happen. Is there anything specific around the delegation you have and the way you describe what you want done? The way you describe what good looks like, the way you hold people accountable to it? What, what is the tactical element that makes your effective delegation work?

• 13:33Speaker 00

  So for better or for worse, I'm an engineer and the solution most engineers have is to create a system and process and algorithm that tracks this. So delegation is in the form of tasks and the form of time tracking. There's a lot of that that happens, especially, I mean, it's inherent because we're an agency and billing by the hour is part of our business. Not the only way that we bill, but it's, it's a strong way that we bill in our business. So inherently we had to do that anyways for our clients. That delegation then becomes really clear is, hey, can I give clear direction that gives you the, how I know it works? Test criteria, things like that come out of my, the engineering workflows and mindset. So doing that same approach across operations, across accounting, finance, marketing was a little bit different for some folks, but we have that.

• 14:15Speaker 00

  I don't want to say agile because it's not specifically agile, but it's an agile approach to these other departments. And it's been really cool because now you have accountability because delegation has to come with accountability. You can't just let people go and then just don't have it. You need to have a difficult conversation later. I think I know you a little bit about tough conversations. So the, having those difficult conversations becomes easier when you have objective measures and accountability. So that system in place takes away a little bit of the emotional fuzzy part of it all and says, this is where you need to execute and it's clear to your team. So that's, that's one way of doing it. It might, it, it might come across as a bit micromanaging, but it's more system, systemic micromanagement. If that makes sense, it's not me caring about what you're working on so much as these are metrics and promises you made. Your integrity needs to kick in and your accountability needs to kick in.

• 15:00Speaker 00

  So it makes it easier to delegate for what that's, for what it's worth, because you have more trust and integrity or accountability. The other side of it is then the, we talked a little bit about the AI and the learning labs and the experimentation. Delegating that kind of work means finding the right person who will not take that as a chance to take the day off. Right? Some folks will be like, cool, my boss doesn't, I don't, I don't have to be as tracked as much. I can be aloof and creative. No, these are people who you find that go, they're going to work hard regardless. They can't help it and they just fall in love with whatever project they're on and they're going to kick butt. So they're going to go in there, they're going to learn, they're going to innovate, they're going to do all the things and you can't stop them anyways. So might as well give them the, the runway to go build. So that's how we try to approach it. Don't always get it right, but that's usually what goes through my mind in terms of the strict delegation versus the more loose delegation.

• 15:43Speaker 02

  I'm a different type of engineer, not the technical side that I went to. Georgia Tech is an industrial engineer and I joke, they gave me the degree and promised I would not go and actually work in a manufacturing plant. But systems thinking was a big part of what we did. And the, the tactical element I would add to effective delegation is if you can't point to it written down somewhere, it's really hard to hold someone accountable to it because they can easily say, well, I heard it differently. Or that's what I thought you said. And then I would add to that, and I just know this from the years of doing this, is knowing what good looks like. When you're able to paint that picture and, and for different people, it's different things. For some people need a little bit more handholding in that delegation. Some people you just need to go, we need to raise sales by 22% this quarter.

• 16:29Speaker 02

  And they can, they can start to process and take ownership of, of that delegation. How do you lead people when things are not going the way you want to? So you're, you're asking them to take over something you've effectively delegated it the best way you can. But how do you lead when it doesn't go the way you want it to?

• 16:47Speaker 00

  So we talked about this in the pre-interview. You were kind of asking where we're at and how things are going. So things, things get tough. Sometimes the, you know, a lot of what you want to do as a leader is delegate and you want to scale. Cause in the back of your mind, there's no way I can do this. I don't want to be the bottleneck, blah, blah, blah. Right? You hear those, those terms a lot of times. You get a lot of people in your ear making you feel guilty if you aren't doing those things. If you, if you're doing too much, you should be working on your business, not in your business. There are times, and I, and I respect most business owners who can balance this and can make the decision. I've seen too many business owners be too, too strict about saying, I will never work in my business. I'm, I'm only working on it. Well, their businesses tend to be gone in a year or two. It's the ones who know when to jump in and when to back off. And at times in your business, you need to jump in.

• 17:30Speaker 00

  You need to be the janitor, you need to be the, the guy who cleans out the, the electrician. You need to be whatever it is that your business needs at that moment. The same way that you might be as a parent, right? A lot of times with parenting, we want to be away from our, you know, let our kids do their thing and let them learn on their own and let them be independent. But sometimes you need to jump in and grab their finger out of the electrical socket, right? Like there's certain times where you need to have that responsibility and that sense of responsibility and you need to know how to sense that. So having really clear metrics and looking, this is a really cool thing that I'll mention in a moment is having good awareness of where your company's at and knowing where you need to, to kind of jump in or stay out. And currently with AI jumping in and taking a lot of these products away, I came back to the business more. I actually stepped away as the CTO for a little while, delegated that out.

• 18:12Speaker 00

  With AI coming back in, things needed to shift and needed, we needed to innovate a bit. So I had to jump back into the business and be more hands on again. I'll back off in about two or three months when things are back to a new state. But really the only person who's going to care as much as I do and knows where to pivot and innovate in the right time is me. And that's, and I don't expect, like the same thing, you know, like your kids analogy is great too. Cause like no one's going to love your kids the way that you do. No one's going to love your business the way that you do. So when you need to jump in, you jump in. But that other cool point, just really quick for, go to the next topic. If you, a lot of times we spend so much time with reports and, and creating spreadsheets. We've been creating what's called a company brain where you attach an MCP, so an agent, like an agent API to all of your different systems.

• 18:56Speaker 00

  So QuickBooks, we use ClickUp as our project management, to Slack, to whatever it may be. So I can just ask the question, how are we doing? What are our strengths and weaknesses right now? If I need a SWOT analysis, I'm just asking the company brain because the company brain is constantly ingesting the behavior and activities of the business. So I can always be aware of, should I jump in or should I not? I don't delegate that decision to, to AI. I'm not, I'm not someone who, I still have my own ego enough, I guess, to say that I, my opinion still matters. But to have that feedback and have that information is incredibly valuable and something that I want to be helping other businesses do in the future is connect AI for that purpose.

• 19:34Speaker 02

  Yeah, that's. I'm kind of curious, which LLM did you choose to build your company brain on?

• 19:38Speaker 00

  So there's no one size fits all with LLMs is what we've decided. We use a, we'll use open, open router to pick different LLMs, or we'll use cursors, another tool that we use. But we also have learned that it's not a, like, there's not one out there that does it the way that we want it to. And there's not one that fits right for everybody's tech stack as well. You might be a Google shop. So great. You're all Gemini. All of your HIPAA compliance is solved by your BAA with Google. So let's just use that one. Okay. You're, you're AWS, you're whatever. You're an anthropic fan. You like that harness. So what we've done is we've been really cognizant that it's about the context. It's about building the, the data set underneath the, the level of your business. And if you go back to my podcast, God, 2022, when this was first coming out, I'm

• 20:21Speaker 00

  like, it's about get your proprietary data set in. The LLMs are just a layer on top of that. It's about your data sets, about the things that you've trained and learned how to do and what you control that gives value to the output of your LLM. So what we've been focusing on is how do we ingest all that information into a, we call it a brain or a corpus. It's really a vectorized database under the hood. No one really cares, but the, the data has to be there for you to be able to ask interesting questions via whatever LLM. I'm using Grokbots today, but I use Claude tomorrow. You know, it doesn't really matter.

• 20:50Speaker 02

  Justin, we're gonna land the plane of this interview. I want to ask one of my favorite questions today. You've been a leader for a while. You've been a serial entrepreneur, and I'm assuming your leadership principles have transformed over this time. Looking back, what would you help other leaders, knowing where you've transformed to be the leader that you are today, driving growth for your company?

• 21:10Speaker 00

  I think that's always the age old question, right? What would you tell yourself 10 years ago, right? If I could go back and talk to Justin back then, I think, I guess 14 years ago, I'm daydreaming that it's only 10. So 14 years ago, go back and talk to that. And what has changed about my approach is I think the, the ability to find stoicism, for lack of a better word, through the, through the tough times and to be able to make decisions based off of outcomes that you want for you, your employees and your family. I think that that's in approaching your decision-making that way versus what emotionally hits you at that moment and being able to have that mindset that takes out the, I don't like how that made me feel when you said that type of stuff. Like, it is not your responsibility as a leader to have emotional reactions to, to things

• 21:55Speaker 00

  like that. Your job as a leader is to have the best outcomes for your people who are buying into what you're doing, who are sacrificing other opportunities in their life. These are people who are following you and they're giving you their all at times. And you have a responsibility to them to ensure that the decision-making you make is based off of the outcomes that are best for them. Versus sometimes when I was younger and first learning this, it was, well, I didn't like that they, they, they treated us that way. We're out. Or I didn't like the deal they gave me. So I'm never working with that guy again, or that person again. It was this sort of like cocky, sort of ego to ego-driven leadership at the beginning, which had a lot of people afraid. And a lot of the leadership, the following that I got from me was mostly kind of that, I don't want to say anything, step on his toes or hurt his feelings. Now it's more like he really is looking out for the best

• 22:38Speaker 00

  outcomes for all of us. And I got to go in there and help this guy when times get tough. And it's, it's been really cool. It's been really, really awesome to see that transition and see authenticity of my employees and followers since.

• 22:48Speaker 02

  Justin, I know I told you this in the pre-interview before we cut on today's recording, and I share this with the audience. One of the things that I help clients do the best is to make some of the deeper changes in their leadership. You mentioned the ability to find stoicism. And I've got a recent client, I won't say his name out of, you know, protect the innocent, but hothead, not necessarily calm. And we've been working on this just over the last couple of months on finding a connection to being stoic inside of his leadership and not being, you know, being outraged by something that happens, or just being able to lead calmly and lead on purpose with intention. I know that sounds weird, but that's, that's one of the, the examples of what we do. And you've found it yourself through, through your journey. So I appreciate you sharing that with us because

• 23:32Speaker 02

  that's what it takes, I think, for us to become the leaders that our companies need. And we go through different cycles. We have to be willing to transform. Not easy, but it requires a level of self-awareness. So thank you for being here, Justin, and sharing your story.

• 23:44Speaker 00

  Amazing. Thanks for having me. It's great.

• 23:46Speaker 02

  All right. Another great interview in the books. And I am so happy to share with you about delegation. If you really want to take it to the next level in delegation, you want to make sure that you are writing down what is being delegated. You describe what good looks like and you get real buy-in from the person. Now, we've got frameworks that help you with this. I'm happy to give them to you. If you are curious about our frameworks to help you delegate and be a better leader, all you have to do is send me an email, [email protected]. And if you want to download our book, Get Founder Freedom, just go to getfounderfreedom.com. It's absolutely free for now. And when you think of growth and you think of leadership, think of growth think tank. As always, they with courage. We'll see you next time.