Ever wonder why some leaders inspire loyalty while others just enforce rules? In this powerful episode of The Executive Perspective with Neal Reyes, Neal pulls back the curtain on one of the greatest leadership secrets of all time: True influence always outlasts authority. 💥

Neal shares from his 28+ years of leadership experience to reveal why leading from your heart—not your title—is the key to building strong teams, reducing turnover, and creating a culture people actually want to be part of.

From practical strategies for shifting from authority-based leadership to influence-driven leadership, to real-world examples of how he creates impact by putting people first, this episode is filled with actionable wisdom, personal stories, and heartfelt encouragement for leaders at every level.

Whether you’re leading a business, a team, a ministry, or just striving to be a better parent or partner—this episode will radically shift your perspective on what real leadership looks like.

🔥 What You’ll Learn:

• Why managing with authority isn’t the same as leading with influence
• How to build a culture of trust, not fear
• The secret to reducing employee turnover and boosting loyalty
• Why emotions don’t belong at the steering wheel of leadership
• Simple, powerful ways to lead from the heart

💡 “You can manage with authority, but you lead with influence. And the best way to lead with influence? Always lead with your heart—not your emotions.”Chapters:

• 00:21 - Unveiling Leadership Secrets
• 00:41 - Influence vs Authority: Understanding Leadership Dynamics
• 14:39 - The Importance of Influence in Leadership
• 23:41 - The Pitfalls of Authority Only Leadership
• 28:01 - Building Influence as a Leader

Mentioned in this episode:

To inquire about 1:1 coaching with Neal, please visit nealreyes.com/now.

To receive emails and our latest updates, please sign-up at nealreyes.com/email.

Hey, what's up, peeps? This is your host, Neal, and I want to welcome you back to the Executive Perspective.

Today's episode, something I've been sitting on for a bit because, well, it speaks to the heart of real leadership.

And if you're in a position where you lead people, whether that's a team, a business, a ministry, or even just your family, then I know this episode is for you. I'm going to let you in on one of the greatest leadership secrets I've ever learned. Are you ready?

You don't need to pull rank to get results, but you do need to build influence. Now, that might sound simple because, well, it is simple. But don't confuse its simplicity with weakness.

This will radically shift the way you lead if you learn to lead with your heart. You know, too many leaders rely on their title or authority to move people. But the greatest leaders, they don't just move people. They inspire them.

They earn and build trust. And they lead by influence, not intimidation.

Today I'm going to break this down and give you some practical ways you can shift from authority based leadership to what I refer to as influence driven leadership.

We'll also talk about some dangers of relying on power and how to build lasting credibility and why, when you lead with your heart, your people won't just follow you, they'll actually begin to honor you. Whether you're an executive, an entrepreneur, or just someone who wants to level up your leadership. Get ready.

This is your captain speaking.

We want to let you know we've.

Been cleared for takeoff. We have clear skies today with no winds, so we are expecting a smooth and highly enjoyable flight.

However, should you experience some personal turbulence, don't worry as you've chosen the right airline. As we are trained in navigating unexpected bumps, our destination today is high performance and success.

Sit back, relax, get hyped, or do whatever you do. As we too are pumped for today's flight. We understand you have options when you fly and we are grateful that you have chosen to fly with us today.

We recognize by choosing to fly in IL Reyes you are committed to growing personal development and reaching higher than you ever have before. Enjoy today's flight. Be blessed and remember, the best is yet to come.

What's up, champion?

This is your host, Neal Reyes, and.

I want to welcome you to the Executive Perspective. For years I struggled to answer the question, what do you do for a living? Why? Because most people who ask only expect to hear one thing.

I'm an executive with a deep level of understanding of business, operations, leadership and Technology. I'm also the president and founder of a worldwide ministry and CEO of an executive coaching and consulting firm.

My number one passion is people, and I receive significant gratitude in life from sowing into others and encouraging them as they grow to achieve their fullest potential.

If you're a high performance individual like me, or you're simply ready to take your business, leadership or inner potential to the next level, then strap in because. Because I'm locked in and all in. This is the executive perspective.

Hey, what's up, champions? This is your host, Neal Reyes, and I am welcoming you back to today's show.

Today I'm going to be speaking with you about a topic that's very dear to my heart. It's something that I'm very passionate about, and it specifically deals with leadership.

And the topic we're going over today is, is influence versus authority. Another way of being able to say it would actually be influence over authority.

I will tell you that as a leader, gosh, I was looking at my stuff the other day, and I believe right now I'm sitting on around 28 years of management experience and over 15 years at the executive level. And I will tell you, I've been blessed to learn so many valuable things during that period. Things that most of it has all been through.

Just trial and error, I guess you could call it, you know, trial by fire. But things that I learned and I had other great people who I was able to learn from and great examples.

But the greatest teacher I've ever had in any area of my life, and especially within leadership, has always been the Holy Spirit. Now, for some of you, maybe that doesn't resonate with you, but for me, that's my true north. That's my guidance on how I live life.

It's how I show up every day as a husband. It's how I show up every day as a father and as a leader to all those around me.

It's how I show up, and it's through his influence and how he leads me. That being said, the Lord led me years ago to the concept of understanding influence versus authority.

You know, there's a saying out there or an adage, and it has nothing to do with this. I'm just putting it out there. But there's a saying out there that you can get more with honey than you do with vinegar.

And you know what that's referring to is how your demeanor is your attitude that when you're, you know, you're sharp with people and you're nasty or you're bitter, or you have a sharp edge, well, you'll never get as much from them as you will with honey. I guess maybe it does relate to this a little bit. But that being said, influence versus authority, that's kind of very similar, actually.

Authority, when you have leaders. And first of all understand this, all leaders are in a place of authority. No doubt about that. That's the authority structure. That has to be that way.

An authority structure, especially in business, is extremely important, extremely valuable. That's where you also hear terms sometimes like following chain of command. And you know what that means. That refers to that.

You know, if you have an employee that has an issue or a question, they're to take it to their direct supervisor. And if for some reason, if they can't resolve it, then it escalates to the next supervisor and so on. But it follows the chain of command.

You don't just jump the head of your supervisor and go to their supervisor or someone else. It follows the chain of command. Now, there may be certain circumstances where in critical, critical circumstances, maybe you have to circumvent that.

But I will tell you, even in those cases, usually following chain of command, there's still wisdom in doing so. That means that's not what today's show is about, but what today's show is about is influence versus authority.

So we're going to break this down, but I want to start off with something that I believe is a very important point to make to you out the bat, and that is that true leadership isn't about pulling rank. It's about pulling hearts. Influence will always outlast authority. So I'm going to say that again.

Leadership, true leadership, and the heart of true leaders is never about pulling rank. You want to pull on hearts and true influence. It'll always, always, always, always, always, always, always. It'll always outlast authority.

The first point I want to get in with you guys today. First section is, let's define the two. What is influence versus authority? Well, let's jump right into what authority is.

Authority is basically power granted by a position or title. So as you're in business, you're in leadership, authority is always granted by a position or by a title. That's necessary. That's important.

I'm not belittling that. But as far as your leadership style, is it better to lead from a place of authority or is it better to lead from a place of influence?

I will tell you that it's actually both. You have to lead from a place of authority, but you have to lead through and with influence. That's how you capture the hearts of your people.

And as you do that, that's where culture is built. And we'll discuss that a little bit later within this podcast. But culture is built upon the back of influence. I'm going to say that again.

Culture is built upon the back of influence within an organization. Influence is power earned through things like trust, example and connection. It's power. It is power, but it's power that you've earned.

You've earned this power. Influence just doesn't automatically happen. Influence is earned over time and it's earned most specifically through trust.

Building trust with your people. Example how they're watching you as a leader. Someone is always going to be watching you.

What are you showing up and showing every day through your leadership and connection? How do you connect with people? When you're connecting with people, is it genuine? Does it resonate? Do people really feel like you care?

Do people really feel heard and seen by you? Do you make them feel heard and seen or do you just make them feel like they're just another number?

I'm going to tell you with me and in leadership, the most successful principle I've had for many, many years is that people always come first. They're the most important thing to me. They're more important. They're not just a number. In the business, people come first to me.

In fact, in the environment that I run right now, I lead very heavily with a family first type culture. Now this works for me. If it doesn't work for you, that's fine, but it works for me.

But the reason why it works for me is because of the type of influence that I display and the trust that I earned in the connections that I make, you know, with my staff.

I've taken times in the past where I and I don't always have time to do this with my schedule, but I've had times in the past where I'll schedule 30 minute meetings for people to come into my office to be able to meet with me one on one.

First of all, I think that's really important because sometimes when people come into your office and they've never go to your office, it can kind of feel like going to the principal's office back when you were in school. I mean, it can feel like you're in trouble. And I don't want them to feel like they're in trouble.

I want them to know that I always will make place for them.

In fact, I tell my executive assistant and I've told all my executive Assistants that if someone needs to reach out to me and they know because I kind of use them to help manage my schedule. Well, I don't kind of. I use them heavily to manage my schedule. But I tell all the people, here's my mobile number.

You need me, you just text me directly. It doesn't matter if it's after hours or not. You know, preferably, I don't want you calling me to ask where the staples are at. Right.

But if you need something important, don't hesitate. Don't let something eat you up over the weekend. If something's heavy in your heart, call me. Let's take care of that.

Let me be able to be there for you. And if it's during the work week, I always tell them, reach out to my assistant and my assistants, I give them an instruction.

I do this publicly in front of them. The assistants are never to ask them what it's about.

In other words, what I tell my employees is you reach out to them and you tell them, I need to meet with Neal and I need a few minutes of his time. Now, she is going to ask, I should clarify something. She is going to ask this qualifying question. Is this business or this personal?

If it is business, then she is going to definitely need some details around that and she will work to get them on my schedule. But if it is personal, say no more. All she needs to know is it's personal.

And she is going to move that to the very top of my list of over everything that I have. And she'll reach out to me directly. She'll text me or notify me, depending what I'm doing.

But usually if I'm in me, she'll text me and say such and such needs a moment with you to speak over a personal matter. And she knows that that immediately trumps every other meeting I have. Because my employees are so important to me.

I don't want to put them behind business if I can avoid it unless it's an emergency. I never want to put them behind business. So I meet with them right away.

And when I meet with them right away, one of the things that I do with them is I tell them, hey, anything you need. And I always put them and their families first.

I actually encourage our employees to make sure they're taking their after hours off like they're supposed to, evenings and weekends. That's family time right there.

Now, once in a while, yes, they're going to need to put in extra and we're going to need to be able to run hot at times to be able to work on big projects. But those should always be the exceptions. They should never be the norm.

And if you're in a culture where that's the norm, that's a very toxic culture.

If you're in an environment where some departments don't do that, but others have to, then either work is either unbalanced or people aren't realizing how their decisions are trickling downstream and impacting the workforce downstream.

Or it could be that you work in an amazing company with an amazing culture, but you happen to have a specific supervisor that doesn't know how to turn it off. And because they don't know how to turn it off, they keep you turned on at all times, too.

And I will tell you, that's a fast way to burn out when you're redlining yourself like that. You have to be able to take gaps. You have to remember why you're working, what you're working for.

And when I call my employees in for these meetings, these meetings, I'll tell you that I do from time to time where it's 30 minute meetings, hey, just come in and meet with me. I just sit them down at one of my chairs and I sit down and I say, hey, I just wanted to call you in to catch up, nothing more.

And we don't have to talk about work at all. This is not a work conversation. This is 30 minutes for you to talk to me about anything you want to.

And if you want to talk about work, then that's your, that's your choice. But that's not what this is about. Let's just see how life's going. And I talk to them about their families, their wives.

If they're women, I'll talk to them about their husbands or whatever. Most of my employees happen to be men, so you're usually talking about their wives and their children, talking about the home, what's going on.

It lets me get to know them. It lets me get to remember the names of their wives, their children. It makes it more personable. I'm not trying to get up in their business.

And because they guide the conversation, they never share something they don't feel comfortable sharing. But I will tell you, it builds influence because it lets them know I'm a person, just like them.

And when I say something like, people come first to me, it helps me be able to back it up. Now, that's my leadership style. You don't have to make that yours. But I will tell you that this has been very successful for me.

This isn't something I've only done for a year or two. This is something that I've done for many years and many environments. And in the environment I'm at now, I've ingrained it into my leaders.

So that way it's not just me doing it, they do it as well. It's extremely important.

The next thing I want to talk to you is I want to give you a couple different ideas to chew on that I think will help you out. The first one is that authority gets the door open, but influence is what keeps the team inside. I'm going to say that again.

Authority gets the door open, but it's influence that will keep your team inside. I will share with you that in my environments I've worked in, I've had one of the lowest turnovers in all the environments I've worked in.

Now right now I lead an IT team, I'm a cio. But one of the things that people might say is, well, there's not a lot of turnover in it. Not necessarily true.

However, I can go all the way back to when I used to work in fast food. I remember I was blessed with working for a company that owned a bunch of sonic company, a bunch of sonic drive ins and I went to work for those.

This is very early in my marriage and very early and started my family. At the time we only had my daughter Taylor and I remember that I was working at fast food.

And if you don't know fast food, there's like, there's more than this. But like fast food restaurants and call centers have like the highest turnover of just about any industry that exists within America.

Well, that being said, I and I've worked in both actually.

But even in my restaurant that I was running as a general manager and trainer for the organization, we had only a 14% turnover during the time while I was there.

Now of course I had to get some things leveled and stuff, but once I got things leveled in the store after I took it over 14%, I'm going to tell you that's an absurdly low turnover rate for any organization. But especially for fast food where they're normally between 2 to 300% turnover, sometimes even higher than that. This is huge. How did I do that?

Same things I'm teaching you now, it was through influence. You know, authority opened the door. But influence, that's what kept my people there.

That's what kept me from the employee churn of just turnover, turnover, turnover. That's what kept me off that hamster wheel. That's what Kept me out of that cycle of attrition where people were just leaving.

Now, what I would tell my people all the time is I would make sure I took good care of them, and I'd make sure to pay them the best I could before they even had to ask for it. Now, granted, you have to do that within reason because you still got to, you know, be profitable as a business.

But I always made sure to try to take care of my people in the best way possible. And they knew it because it was genuine. It was in here. But at the same time as I'm taking care of my people, I used to always tell them I don't.

And until today, I do the same thing. I don't want to see any of you leave this organization. But if you do, make sure it's for something better.

So that when you grow your space, at least I know that while I don't want to see you leave, I take part in knowing I had a hand in that. I helped you with that in some way. And if I got to sew you off into the world or to another organization, then so be that.

But just understand, you know, and when they do exceptional, we leave the door open for them to come back. But I don't always express that.

And the reason why is because I don't want to throw uncertainty where they kind of step into their new thing with one foot in, one foot out. Why did I do it like that? Because people come first to me. People matter to me. I want the best for my employees at all times.

That starts with their mindset. Where's their mind with all of this?

And I always ask my employees, whenever they have a big change like that that comes up whenever they come talk to me. In fact, my employees. Now, here's how strong my influence is. My employees now, if they're even thinking about leaving, they come talk to me.

If they know in their heart it's time to go, they come talk to me.

Now, I wouldn't recommend you do that in other environments that often, but in this environment, with this leader, they're able to do it with me, because I will help them plan their exit successfully. I'll even be a personal reference for them when they go out and apply.

And if there's anyone I know who's looking for someone, I'll help them find that next position if that's what they feel on their heart they're supposed to do. Now, if they're disgruntled for some reason or they feel wronged or just feel like it's something else, then I work with them through that.

But if it's something where in their heart they know they're supposed to move, then I help them understand that window of grace that they don't want to miss, and I help them with that. But I never shove them out the door, but I always support them. And because the others around know that I do that, that's influence. That's uncommon.

I'm going to say that again, and I'm not saying just because it's about me, but I'm saying that's an uncommon type of influence, and I'm sure you can agree with that. People matter. You always have to put people first.

The next thing I want to share with you, that I think is important for you, to stick with you, is you can manage with authority, but you lead with influence. I'm going to say that again. You can manage with authority. And yes, you do need to leverage.

You need to manage from a place of authority is what I should say. Not leverage authority, but manage from a place of authority. But you lead with influence. What's the best way to lead with influence?

Learn to lead with your heart, not your emotions. With your heart. That's a big difference. If you lead with your emotions, you're going to be a volatile leader. You'll be up one day and down the next.

I mean, just, you know. Did you get your coffee this morning? Did you not get your coffee? I mean, are you Jekyll or are you Hyde? I mean, up and down, up and down.

You don't lead with your emotions. You lead with your heart. And if you learn to lead with your heart, hmm, that's a great environment you're setting for you and your employees.

Now, the second point that I want to go over with you today is why influence wins long term. Again, why influence wins long term. Now, I have three points to make with you on this within this section.

The first one is that employees respond to influence with loyalty, not fear.

In other words, when you lead from a place of authority, and authority primarily, or authority only, you'll train your employees that they're always afraid and they have to do their jobs based out of fear of repercussion. But when you lead out of influence, it's never about them being afraid, it's about them being loyal.

It shifts from them being feeling like they have to do this or else, or they're scared if they don't do it or else, to where they now they get to do it because they want to be a blessing. The Second point within this section is that influence builds a culture of trust, innovation, and mutual respect.

You know, what I talked about at the beginning of this podcast is that if you have influence over authority, that culture is built on the back of influence. Culture is built on the back of influence. But I want to take a second to share with you.

There's a way you can influence your employees in a positive way, but there's a way you can influence them in a negative way, too. So it's also what influence you're making. What influence are you to them? It's the same thing at the home.

What influence are to your spouse, what influence are to your children? Influence. You can either be a good influence or a bad influence.

Sometimes you hear parents tell their children that, hey, we don't like you hanging out with such and such. We think they're a bad influence. Why are they concerned about that?

Because that person is influencing them, meaning that they're tugging on the strings of their heart through this influence, and they're concerning. They're going to sway that person that way.

You've heard me say in this podcast before, but when we're talking about success, they always tell you, you know, you. And this is a biblical principle, actually, that you are who you hang with. You're a product of your environment.

God tells us in his word that he'll not be mocked, that whatever seeds a person sows, they'll reap a harvest off of that.

If you have five people and your friend number six, if all five of those are high performers and millionaires, there's a good chance if you hang around those five long enough, you're going to be the six millionaire. Why? It's because of their influence. It's not because you're getting into business and their businesses with them and stuff.

It's because of their influence on you.

But if you have five friends who are borderline alcoholics and drunks and party and they're reckless with their lives, guess who's most likely going to be number six? It's going to be you. You have to be a positive influence, not a negative influence, even in the workplace.

And the third one I have for you in this area is that authority demands results, but influence inspires them. I'm going to say that again. Authority will always demand results. But influence, influence inspires. It inspires greater performance.

It inspires greater outcomes. And I will tell you that you can even hold yourself accountable like that and your families.

You know, whether you're a businessman, a businesswoman does not matter. Business person, whatever.

But if you're in business, if you're an entrepreneur, even if it's something you have a ministry, a non profit, whatever it is that you're in, whatever you're in, and whatever level of management you're in, you can always be a positive influence on those around you.

Now that brings us to our third topic of today or not topic today, but our third section on this topic and that's the Pitfalls of Authority Only leadership.

And so again, I want to share real quick with you about some pitfalls about authority only leadership, because there are many who lead from a place of authority only. The first one I want to share with you is that it creates fear based cultures.

Remember what I told you earlier and I've said it repeatedly throughout this podcast. Culture is built on the back of influence. Oh man, I'm telling you, that's powerful. I'm going to say it again.

Culture is built on the back of influence. When you have an authority only leadership, you'll create fear with your employees. A fear based culture.

And it'll spread like wildfire, where everybody will always be afraid of that individual, of what happens if they don't finish. What happens if they make a mistake? Man, that's a big deal right there. What happens if they don't always get it right? What happens?

What happens, and sometimes what happens with that is that accountability starts to wane because people are so scared or fear based that they're going to get in trouble if they make a mistake. They'll hide it or wait till someone catches it instead of just coming out saying, hey, I made a mistake today.

And taking accountability, influence, when you influence people, that's where accountability begins to grow. Because they know they have a safe space. It doesn't mean that they'll always, you know, be okay. No discipline or anything. It's not what it means.

But they understand.

But when you lead through influence, when people make mistakes, they also understand by taking accountability that that doesn't just say, hey, I messed up.

It means, man, I messed up and I'm sorry because I'm loyal to you and I care about you because I know you care about me and I don't want to disappoint you. I'm so sorry about that. And here's what I'm going to do to make it better and not make that mistake again. That's where influence wins over authority.

The second one in this area is that it can suppress innovation and openness. Why?

Because if you're authority led, only people aren't going to want to share their ideas or things because they're going to be scared to get barked at or that it's not going to be valued or appreciated, or it's going to get put down or in some way they'll get in trouble. So careful with that because it can stymie your organization and your growth.

And the third one in this area is that it limits the leadership pipeline and succession planning. Now that's a big one right there. But what do I mean by the leadership pipeline and succession planning?

It means that if people are just trying to barely hang on to their job without getting in trouble because they're in fear, why in the world would they ever want to grow further into that and develop into their full potential? Because while they may not be out looking for other jobs, some people will.

But while most, or I should say many of them may not be out looking for other jobs, it doesn't mean that they don't wish they had a different job.

And I will tell you that if you lead like that from that fear based, it's only a matter of time before all those employees cycle out of that environment.

Unless for some reason they're struggling with the mental block that they're not good enough, they're not qualified, or there's just nothing else out there for them.

If there's some type of fear, if the fear fear of them stepping out is greater than the fear that they deal with on a daily basis with you, that's the only way you're going to hang on to those people that speaks. I know as I said that right now, I know it. I felt in the spirit.

I know when I said that right now that that hit someone listening to this podcast because they're that person I just spoke to. I'm not trying to encourage you to leave your environment. You know your environment better than I do.

But that person who that connected with, it's not just one, there's multiple people, but they're like, man, that's me, me. I'm so scared of what's waiting outside of here and how that's going to be worse. It's limiting me to staying here and it's timing my growth.

And for some of you, and I'm sensing this strong in the spirit, it's not always just the person who's like, well, it might be worse out there than it is in here, so I'll just put up with the bad here.

That I know for some of you you're in a great environment, but that's also Anchoring you because you're afraid that stepping out and growing, building your business or doing that thing you're supposed to, you're scared that that's going to be worse than staying where you're at now and that failure is waiting for you. And so it's limiting you from stepping out into what you're supposed to do.

The next thing I want to talk to you about is our fourth section and that's on how to build influence as a leader. So how do you build influence as a leader? Now that we've talked about this. Well, the first area in this I will tell you is authentic communication.

Be real, don't be rehearsed. Be authentic, be genuine. The second one is to always lead by examples.

If you want people to follow in your footsteps, then make sure you're the right example. Because as a leader, someone is always watching you. And then the third thing is to be consistent in your character.

Man, I can think about bosses I've had in the past. Not many of them, but some of them.

And they were, when they were on, man, they were amazing to work for, but when they were off, gosh, they were a butt head. Excuse me. Maybe I shouldn't say it like that, but man, you all know if that's true. I mean, you're probably thinking of someone right now.

I mean, when they were having a good day, bam, they were up here and it was easy to work for them. But when they're having an off day, they were down here and it was awful working for that person.

And it's harder working for someone like that than it is for working with someone who is always up or always down. Why?

Because when you don't know whether they're going to be up or down, up or down, and they're volatile because oftentimes they're the emotional leader. They lead from emotions. When you have that person, you don't know whether if it's a good day at the office or a bad day.

At least if you're working with someone who's kind of always the authority led person, only always the jerk, at least you know they're always going to be a jerk. So it's consistent, you know what to expect. And when they're the influence person, then at least you know what it's going to be.

It's always good when you walk in the office.

It doesn't mean there may not be hard days or tough circumstances to have to deal with sometimes, but overall, in the long run, influence always wins. It's a good environment. And then the fourth one in this area is always.

And I'm going to say this again, always, always value your people over their results. Always value people over performance. Performance is another way of saying results.

If the only reason why you value someone is because they do great, that's a mixed message. And I'm telling you it's bad because you'll teach others that you're playing favorites now, that if they perform good, you like them more.

No, that's not how it works. Now you may appreciate the hard work and performance of others. I'm not saying you shouldn't.

And so for the business leaders, man, there may be people out there like, oh, I disagree with that. That's okay. This is my form of leadership that's been successful for me. I am not saying you don't want good employees. We all want good employees.

We all need good performance out of our people. But don't take it to the extreme where you value performance over the person. Why?

Because it's easier to get performance in your environment when you value the person first. Because when you value the person first and they're not just a number, they're going to want to work harder for you.

And it's through that influence that leads to greater performance. And the greater performance they have that benefits them long before it benefits you.

Because it's going to show up on a review and annual review or a bonus or something for them, a raise. So it always benefits them before it benefits you.

And one of the strongest ways it benefits them is that it benefits them in satisfaction of their job. Guys, I hope that this spoke with you today. Influence over authority or influence combined with authority is the most successful way you can lead.

But don't lead from a place of authority. Don't make it fear based. Lead from influence.

And remember, the best way to lead from influence is to always lead with your heart, not your emotions with your heart. Guys, I want to remind you, stop by our website@neal Reyes.com where you can find all of our teaching resources.

Anything and everything I produce, that's the place to go. Find it, guys. As always, I want to encourage you and I want to remind you that I believe in you.

I think you're meant for greatness and I think you have a special unlock in you waiting to touch this world. And I want you to know I believe in you. Thank you and have a blessed day.