Leadership isn’t about doing more—it’s about doing the right things. In this episode, James Robbins, leadership expert and author of Nine Minutes on Monday, breaks down the simple yet powerful leadership strategies that deliver the biggest impact. He explains why most leaders waste time on low-value tasks and how focusing on key engagement drivers—autonomy, recognition, challenge, and purpose—can transform teams.

James shares insights from his time as a minister, where he had to motivate volunteers without traditional incentives like pay or promotions. He reveals how great leaders create buy-in, build trust, and drive performance by giving employees a mountain to climb, a reason to climb it, and enough rope to own the journey.

Craig and James also dive into motivation, how autonomy fuels ownership, and why mastering communication is the secret weapon of successful leaders. If you want a practical, no-nonsense approach to leading with impact, this episode is a must-listen.

Want to learn more about James Robbins' work? Check out his website at https://www.jamesrobbins.com/.

Connect with James on LinkedIn at https://www.linkedin.com/in/jamesrobbins97/.

Key Takeaways & Timestamped Highlights

• [00:01:51] Introducing James Robbins – Leadership expert, business strategist, and best-selling author of Nine Minutes on Monday.
• [00:04:09] From Cattle Ranch to Leadership Coach – How growing up on a ranch shaped James’ leadership philosophy.
• [00:05:01] Leading Without Authority – Lessons from ministry: motivating volunteers without financial incentives.
• [00:08:28] The Power Struggles in Leadership – Managing difficult personalities and maintaining team harmony.
• [00:12:26] Motivating Teams Effectively – Why intrinsic motivation beats external pressure every time.
• [00:14:48] The Three Keys to Employee Engagement – Give employees a mountain to climb, a reason to climb it, and enough rope to own the process.
• [00:18:22] Creating True Ownership in Teams – How autonomy drives accountability and performance.
• [00:21:39] The 20% That Drives 80% of Leadership Results – The core actions that make the biggest impact.
• [00:22:47] Nine Minutes on Monday – How this simple framework transforms leadership in just nine minutes a week.
• [00:23:03] Where to Find James' Work – His book and how to connect with him.

Transcript

00;00;00;00 - 00;00;30;20
Craig Andrews
I was in a coma for six weeks while the doctors told my wife I was going to die. When I woke up, she told me the most fantastic story. My team kept running the business without me. Freelancers reached out to my team and said, we will do whatever it takes. As long as Craig's in the hospital. I consider that the greatest accomplishment of my career.

00;00;30;23 - 00;00;51;10
Craig Andrews
My name is Craig Andrews and this is the Leaders and Legacies podcast where we talk to leaders creating an impact beyond themselves. At the end of today's interview, I'll tell you how you can be the next leader featured on the show.

00;00;51;10 - 00;01;20;08
Craig Andrews
Today. When? Welcome. James Robbins, founder of the Robbins Group. He is a leadership expert, a business strategist, and the best selling author of Nine Minutes. On Monday. And James was sharing with me how just focusing on a few things make a world of difference in leadership. That's something that really resonated with me. I think it's going to be a fantasting topic.

00;01;20;11 - 00;01;21;08
Craig Andrews
And so,

00;01;21;08 - 00;01;22;22
Craig Andrews
stay tuned, I think.

00;01;22;22 - 00;01;34;04
Craig Andrews
Basically, I think where we're going is shorter, more intentional actions for greater impact, but we'll see. James. Welcome.

00;01;34;06 - 00;01;36;23
James Robbins
Craig. Thanks for having me on your show.

00;01;36;25 - 00;01;44;05
Craig Andrews
Yeah. Now, before we go there, you you said you grew up on a cattle ranch.

00;01;44;07 - 00;01;47;19
James Robbins
I did grow up on a cattle ranch in the foothills of the Rockies. It was,

00;01;47;19 - 00;01;55;13
James Robbins
what a great place to grow up. You know, you got to work, and you got to do things and work around animals and be with the land. And life is simple.

00;01;55;13 - 00;01;58;19
James Robbins
Shaped a lot of how I view the world today.

00;01;58;21 - 00;02;02;20
Craig Andrews
And, like, how many cattle did you have?

00;02;02;23 - 00;02;10;20
James Robbins
That would be a question from my father that I never paid attention to. But we weren't a big. We weren't a bigger operation. So a few hundred head.

00;02;10;23 - 00;02;13;13
Craig Andrews
Okay.

00;02;13;16 - 00;02;21;03
Craig Andrews
You know, I, I was having a conversation with some guys in a mastermind group. Them. And and we were talking about,

00;02;21;03 - 00;02;29;08
Craig Andrews
beef. I am one of the guys in the mastermind, actually lives in Sweden. And I started asking about the flavor of the beef. And,

00;02;29;08 - 00;02;35;06
Craig Andrews
because I've had beef in Sweden, and I was very disappointed and, and,

00;02;35;06 - 00;02;38;25
Craig Andrews
and I mentioned that one of the guys had said, well, you know, they're in castrate, they're cattle.

00;02;38;25 - 00;02;53;19
Craig Andrews
They're and they're like, well, why does that matter? I'm like, it completely changes the flavor. And I was like, and you really don't want a bunch of bulls running around. They're kind of mean and angry animals.

00;02;53;21 - 00;03;03;03
James Robbins
That's true. And I remember branding well as a kid. They were always exciting times. They seems a little bit barbaric now as I'm as I'm older and out of that world, but,

00;03;03;03 - 00;03;04;27
James Robbins
yeah.

00;03;04;29 - 00;03;09;15
Craig Andrews
Yeah. And I would imagine, you know, there's,

00;03;09;15 - 00;03;21;12
Craig Andrews
What would you say would be one of the biggest things that surprises that most people don't know about the beef that they eventually eat that would surprise them.

00;03;21;15 - 00;03;41;16
James Robbins
I think depending on where you live. But I think what would surprise people is how much chemicals and hormones that a lot of these cattle get injected with, which on the farmers end, you could vilify them, but they're just trying to survive the ranchers. Right. So if you don't, you know, inject your cow with your steer with,

00;03;41;16 - 00;03;43;01
James Robbins
a hormone, then it's going to be,

00;03;43;01 - 00;03;48;03
James Robbins
100 pounds lighter, which is going to be, you know, so much less dollars in your bank account.

00;03;48;05 - 00;03;50;01
James Robbins
So it's it's,

00;03;50;01 - 00;03;54;05
James Robbins
the food industry needs definitely need some attention.

00;03;54;07 - 00;03;59;14
Craig Andrews
Yeah. Yeah. And it's. Yeah, that's that's interesting.

00;03;59;14 - 00;04;01;09
Craig Andrews
Well,

00;04;01;09 - 00;04;05;21
Craig Andrews
so you left that. And what was your next,

00;04;05;21 - 00;04;09;17
Craig Andrews
career stop after leaving the cattle ranch?

00;04;09;19 - 00;04;19;16
James Robbins
I was planning to become a film director. I wanted to make movies, but, life took a curve, and I ended up going into ministry, and I became a preacher for a while, which,

00;04;19;16 - 00;04;26;03
James Robbins
I had not. That was never on my top 50 list of things I was going to do with my life, but I did that.

00;04;26;03 - 00;04;28;11
James Robbins
I loved working with people and,

00;04;28;11 - 00;04;52;09
James Robbins
I felt very, very drawn to the purpose of it. And so, yeah, I did that. And that's where I really got my MBA. And people. Right. You really understand how people work because you're working so closely with them and how they check. And that obviously, you know, led into just learning more about leadership because leadership at the end of the day is about people.

00;04;52;11 - 00;04;54;16
Craig Andrews
Yeah. Well,

00;04;54;16 - 00;05;01;05
Craig Andrews
I know one of the things that's essential for every church to operate is you have to have a lot of volunteers and,

00;05;01;05 - 00;05;12;24
Craig Andrews
you know, so you have people that they aren't on the payroll and you got to get them moving in a direction. And their motivation isn't performance review or their next promotion.

00;05;12;27 - 00;05;35;08
James Robbins
Exactly. You said it perfectly. So. And this is why what I mean when I say that's where I got my MBA and people. But you have this group. So depending on the size of the church that you're leading, you have a staff. And so I think in the largest church I was in, there was maybe 8 or 9 full time staff and you have part time staff, but then you have a few hundred volunteers.

00;05;35;10 - 00;05;56;24
James Robbins
You can't fire them. You can't kick them out. Right? Unless they've done something just so egregious and you got to work with them and and you got to make this whole unit, you know, feel like a family. And there's relationship problems like there is with any group of people. And you got to mitigate that. And so it it really is a fascinating training ground.

00;05;56;27 - 00;06;04;23
James Robbins
I think if you are ever interviewing someone for a job and one of their previous roles was as a preacher,

00;06;04;23 - 00;06;15;25
James Robbins
definitely, definitely have a be really interested in that because it's not a guarantee, but there's a good chance that they have a really good people sense.

00;06;15;27 - 00;06;23;12
Craig Andrews
Yeah. And the other thing that's that's really tough and I would imagine develop leadership skills is, you know,

00;06;23;12 - 00;06;29;28
Craig Andrews
you would you would hope churches are made up of perfect people, but they're made up of imperfect people that,

00;06;29;28 - 00;06;44;16
Craig Andrews
sometimes some of the imperfections or you have you have little guys who collect power and they like to wield their power, and they try to push the pastor in a particular direction, try to push the congregation in particular direction.

00;06;44;18 - 00;06;48;06
Craig Andrews
How do you manage that?

00;06;48;08 - 00;06;55;19
James Robbins
I have been in those conversations. I've been in those fights, if you will. Where there's these power struggles, it's usually between.

00;06;55;19 - 00;07;20;24
James Robbins
It's usually between the head minister and then some overseeing board of directors or elders or and you know, at the end of the day, everyone is is trying to do what they think is best. Right? And maybe the challenge in things like religious organizations is because when people have really strong opinions about what's right, right, this is right.

00;07;20;26 - 00;07;44;08
James Robbins
And if it's not right, it's wrong, right? There's often no like what's better or best is just right or wrong. And so people like to inject these heavy opinions. There. So is yeah it's it's sorting through a lot of that relationships are key. You know when I was, when I was pastoring, there were always a few people that I kept close to me, the people who I, I knew could cause problems.

00;07;44;12 - 00;07;51;16
James Robbins
And I, I kept close from a relationship perspective because I needed that relational leverage. And,

00;07;51;16 - 00;07;52;17
James Robbins
the people that,

00;07;52;17 - 00;08;05;21
James Robbins
were in control of the money and write the checks. I always had lunch with them once a week just to keep that relationship. So you have to think about it, you know, and this is for any of you who are in business and,

00;08;05;21 - 00;08;13;03
James Robbins
you know, you have a board of directors or whatever, but when you're not the boss, when you don't have that leverage, then you still have leverage.

00;08;13;03 - 00;08;28;23
James Robbins
But it's through other means, like relationship leverage is probably the most powerful that we have. So you're always investing in in those relationships, right? Invest, invest invest. Because one day you're going to have to you're going to have to take a withdrawal. Yeah.

00;08;28;25 - 00;08;34;15
Craig Andrews
You know, years ago I went to a church and I'm not going to say where it was, but there were two elders.

00;08;34;15 - 00;08;48;11
Craig Andrews
One elder is a name that you would probably know, and the other elder was somebody who. Yeah, it was powerful person in the city. And at some point they left to start a,

00;08;48;11 - 00;08;49;06
Craig Andrews
another church.

00;08;49;07 - 00;09;06;20
Craig Andrews
You know what? The church's blessing. And it turns out that didn't last very long. They couldn't get to get, you know, they couldn't work together. They've been elders for well over a decade, probably multiple decades in this church. But when they went off to start their own, it took less than a year to figure out that they couldn't come to agreement.

00;09;06;20 - 00;09;25;07
Craig Andrews
And so they split. And one church ended up becoming two. And it made me realize that the senior pastor, you know, had to have great leadership skills because he was able to, you know, these were two wild stallions, and he was able to, you know, keep them running in the same direction.

00;09;25;07 - 00;09;28;12
Craig Andrews
As long as they were inside his church.

00;09;28;14 - 00;09;29;05
James Robbins
You know, it's,

00;09;29;05 - 00;09;50;09
James Robbins
it requires you to really learn great communication skills because you're constantly fighting against something. And especially when you want to introduce change. So, for example, so, you know, this takes me back years, but I he, I became this person who they would often send into churches that were not doing well. They were

00;09;50;09 - 00;09;52;28
James Robbins
you know, losing members, losing money or whatever.

00;09;52;28 - 00;10;02;17
James Robbins
And I would go in and and get it turned around. It would take a couple years to do that. Well, anyways, I go into this one church and, and they have the Sunday communion where they're passing out, you know,

00;10;02;17 - 00;10;17;09
James Robbins
some really nice ladies would bake this bread every Sunday and they would pass it out. But as it's being passed, like everyone's just grabbing the loaf and pulling it off, and, and I'm looking at this and all I can think is this is just this is how we spread, you know, sickness.

00;10;17;09 - 00;10;37;20
James Robbins
This is before Covid. And I thought we're not doing that. Like we need to change this. So oh my goodness. To change how you're going to serve communion is like you you I learned that day that you have to be a masterful communicator, you know. So first I was like, all right, we're going to go to these little chick lit things and give everyone the reason.

00;10;37;22 - 00;11;01;01
James Robbins
Then we hand them out and people try them, and then they're complaining God tastes terrible. And the ladies that make the communion, they're upset because they don't get to do that anymore. And, you know, I'm trying to say like, guys like, if someone comes in to visit your church and you're passing out every like, every, you know, some kids just wiping his nose and then grabbing the bread, like, I'm not focused on anything that I'm supposed to be with communion.

00;11;01;03 - 00;11;18;08
James Robbins
So, you know, it just it's stuff like that, like it's just incredibly difficult to make change and you really have to become a masterful communicator. So I, I have many stories of just things I had to try to, to get changed and,

00;11;18;08 - 00;11;20;24
James Robbins
yeah, well.

00;11;20;27 - 00;11;31;21
Craig Andrews
You know, and the more I think about as we talk, I think that makes kind of leading and business seem easy because at least, at least they're you can fire them and, you know, you're in control of their,

00;11;31;21 - 00;11;35;01
Craig Andrews
you know, their promotions and their pay and all that sort of thing. And,

00;11;35;01 - 00;11;39;17
Craig Andrews
it seems easy in comparison.

00;11;39;19 - 00;11;49;00
James Robbins
So I, I had a chance to spend some time with John Maxwell. And, you know, it's a long story in itself, but I asked him the the question,

00;11;49;00 - 00;12;04;03
James Robbins
I said, have you noticed that leading when you were a pastor was more difficult than leading in the corporate world? And he said, oh, yeah, absolutely. Without a doubt, because it's just, again, you're so many of the people you have no leverage from a, a,

00;12;04;03 - 00;12;05;20
James Robbins
financial perspective.

00;12;05;23 - 00;12;26;04
James Robbins
But here's what's actually good about that. And then for everyone who's listening, who's a leader right now, if you could change how you think about your employees and imagine them as volunteers now, get them to do everything that you need them to do. There's a way, but they have to act. But there's a lot of factors that need to go into that, right?

00;12;26;04 - 00;12;50;06
James Robbins
So when you think about motivation and this is probably one of the the biggest things I learned being in ministry, leading volunteers, motivation. Some people will tell you that you can't motivate people, which is just totally untrue. Of course you can motivate people, but motivation exists on a scale, right? On one side we've got like external motivation, highly controlled.

00;12;50;11 - 00;13;10;09
James Robbins
This is like the bears chasing you in the woods, right? That's motivating. I'm going to run, but it's highly controlled. Well some workplaces are like that. Like do this or else there's a lot of threats, threats of punishment and doesn't work. Of course you can motivate people like that, but it burns everyone out. It doesn't give,

00;13;10;09 - 00;13;12;07
James Robbins
it doesn't bring out the best in people.

00;13;12;09 - 00;13;31;24
James Robbins
But as we move along that scale, eventually we go from people having to do something to wanting to do it, but then we get it into the far side, other side where we get to intrinsic motivation. People just do it because they do it right. It's it's usually connected to purpose or,

00;13;31;24 - 00;13;34;20
James Robbins
they're, they're pursuing a goal of some kind.

00;13;34;26 - 00;13;45;01
James Robbins
They're trying to master something. They're trying to discover something. And it's intrinsic motivation that brings out the best in us. That's when we're most creative. That's when we work harder,

00;13;45;01 - 00;14;01;00
James Robbins
with being unsupervised. If we run into a challenge, we're going to still push through it instead of just calling the boss, saying, hey, I can't do this. So when you think about your company, you want as much intrinsic motivation in there as you can.

00;14;01;02 - 00;14;26;08
James Robbins
Well, how do you do that? Well, there's a bunch of different things, but one, you got to have people have got to find a way to connect to something purposeful in your company. Secondly, you you have to find ways for people to experience autonomy, right? Where they they can control a little piece of the company. I'm not saying from a profit sharing perspective, though, that's good too, but just that they're not micromanaged.

00;14;26;11 - 00;14;48;04
James Robbins
And three, when they have something to strive for. So like a goal of some kind. So I like to sum it up by, by saying that all of your employees, they need a mountain to climb, a reason to climb it, and enough rope to hang themselves along the way. And if you can provide them those three things, it's going to pull them out of that have to do something to them.

00;14;48;04 - 00;14;51;06
James Robbins
Just wanting to do it. Does that make sense? Greg.

00;14;51;08 - 00;14;55;13
Craig Andrews
I love that. No, I totally love that. And anytime somebody starts talking about

00;14;55;13 - 00;15;12;07
Craig Andrews
autonomy, I get really excited. And there is something because I think whether it's motivating employees or sales, I think one of the biggest mistakes people make in sales process is removing the customer's autonomy.

00;15;12;07 - 00;15;22;08
Craig Andrews
And I think it hurts their closing rates. But I saw something, back during the pandemic, I saw something that initially surprised me.

00;15;22;08 - 00;15;43;13
Craig Andrews
And honestly, it irritated me. I would go to the grocery store and somebody would park right in front of the front door, not in the parking lot in the roadway where cars was, and they park and they'd sit there and wait a couple minutes for their family member to come out, and they'd load their groceries while blocking traffic.

00;15;43;16 - 00;16;12;06
Craig Andrews
Well, I live in Texas, and most Texans are heavily armed, so people tend to be a little bit polite here. And I thought, this is bizarre. And after I got over being upset about it, I was like, why is this happening? And it hit me. We were over a year into the pandemic and people had lost their autonomy for over a year, and all of a sudden they were looking for little ways of grabbing it back.

00;16;12;06 - 00;16;28;01
Craig Andrews
And it's, you know, the it was a little childish, but at some point, you know, a lot of our actions are a lot of our bad actions are. And it was just people had lost autonomy and they were fighting any little way to get that back.

00;16;28;03 - 00;16;34;15
James Robbins
Yeah, that's a great point and great observation. And autonomy is so powerful. So give you an example. There was a manufacturing,

00;16;34;15 - 00;16;47;05
James Robbins
company and they had multiple plans around the country. Well, in one plant they did an experiment. They said, hey, you know what? You guys can design your own uniforms if you don't like these and also pick your own shifts, like, you guys figure it out.

00;16;47;05 - 00;17;18;08
James Robbins
Corporate's not going to, you know, send the schedule down. And just those two things and productivity in that plant grew by 20% and none of the other plants changed. Right? So 20. So think about that. A 20% increase in productivity in production. All because people could design their own uniforms and pick their own shifts. But autonomy is bigger than that because when people suddenly feel like, oh, I have say, oh, I have a choice.

00;17;18;08 - 00;17;42;14
James Robbins
Oh, my opinion matters here. Suddenly what happens is they begin to take a bit of ownership. And when you own something now, you start to care more. Now you're going out in the parking lot and seeing somebody discarded earbuds and you're picking them up because it's, you know, it doesn't look good. But before you wouldn't do that. It's those tiny things that when when you give people autonomy, then they take ownership.

00;17;42;19 - 00;18;01;10
James Robbins
That's really the reason we actually want autonomy is so they take ownership. So sometimes I'll be going into a company to speak right to do that, speak to their leaders. I'll get on the phone with the CEO for a little pre call, and the CEO will say something like, I just want our people to take more ownership and I totally get that what they want.

00;18;01;13 - 00;18;22;09
James Robbins
But my question back is what are you giving them to own. Right. And it and again it doesn't have to be profit sharing doesn't have to be a share of the company. But what are you giving them to own because you can't expect ownership if there's nothing to own. So that for those of you who lead companies and you're listening to this, think about that for a moment, right?

00;18;22;09 - 00;18;40;18
James Robbins
As your people come into work on Monday and they start working, what do they own? Because if they're only just doing the tasks that you tell them you can, you can hire their hands for sure, but you're not going to hire their heart and you need their heart if you want to get the best out of them.

00;18;40;21 - 00;18;45;11
Craig Andrews
Yeah. You know, there's there's somebody who works for me and,

00;18;45;11 - 00;18;47;04
Craig Andrews
you know, a few years back, she,

00;18;47;04 - 00;18;59;03
Craig Andrews
comes up to me and starts talking and I'm listening and keep listening. And and when she's done and said, let me see if I have this straight.

00;18;59;03 - 00;19;06;14
Craig Andrews
There was a problem. You found the problem. You fix the problem, and you just let me know that there was a problem.

00;19;06;14 - 00;19;19;22
Craig Andrews
It's fixed and I don't need to do anything. She's like, yeah, like, oh my goodness, bless you. But she had to have autonomy to do that.

00;19;19;24 - 00;19;32;21
James Robbins
Exactly. And either you had to give it to her or you had to create the environment where she felt safe enough to take that initiative. Right? Everything comes back to the leader. It's what you create or what you allow. So, you know, that's,

00;19;32;21 - 00;19;35;18
James Robbins
that also looks good on you. Craig, as the leader.

00;19;35;20 - 00;19;46;26
Craig Andrews
Yeah. Well, I, I think I probably the best. She's just she's amazing. So maybe it was just doing the right hire, but, Yeah, she is amazing.

00;19;46;26 - 00;19;52;11
Craig Andrews
Well, one thing, and I really wanted to make sure we get this before we wrap up, but the,

00;19;52;11 - 00;20;02;10
Craig Andrews
like, when we were in the green room, you talked about focusing on 20% of leadership actions to get a big result.

00;20;02;10 - 00;20;25;10
Craig Andrews
And, you know, a book I read recently was the ten x ten x is easier than two x. And it was kind of a wake up call for me to, you know, remove a lot of 80% activities off my agenda and focus on 20% activities. And it's, it's been amazing the impact help me understand this in the context of leadership.

00;20;25;13 - 00;20;46;20
James Robbins
So when you think about leadership can be really nebulous in terms of, you know, like what all is encompassed in leadership, but it comes down to some basic things, right? You want your staff to know that you care about them like that. You have their back. You're helping them get better. You are recognized when they've done great work.

00;20;46;22 - 00;20;50;15
James Robbins
You are challenging them right to to,

00;20;50;15 - 00;21;15;11
James Robbins
pursue some goal and achieve it. You are helping them find significance in what they're doing and you're giving them autonomy. So just those things right there and then I would add in that you're creating great environment for them to work and meaning the team is not, you know, toxic. So when you have those things and you just keep recycling those every week, I just want my staff to know you're cared about here.

00;21;15;11 - 00;21;33;16
James Robbins
I have your back. I'm going to coach you to help you get better. I will always appreciate and recognize when you've done great work right. I am going to push you and challenge you here because I believe in you. I'm going to help you understand that you play a bigger role than you think, and I'm going to let you do your job, and I'm not going to micromanage you.

00;21;33;18 - 00;21;39;19
James Robbins
You just do those things over and over and over and over. People will figure everything else out.

00;21;39;22 - 00;21;45;19
Craig Andrews
Yeah. So how did you pick the title nine Minutes on Monday for your book?

00;21;45;22 - 00;22;18;20
James Robbins
Because I had these nine engagement drivers, and it was partly influenced by Stephen Covey's book I read called First Things First. This idea of tempo dating Your Week, and I started to think about that from a leadership perspective. And the nine engagement drivers really became nine questions, which leaders asked themselves on a Monday morning. So if you read the book or if you go through our online course on it, basically what it teaches you is that it gives you this template so that on Monday morning you're just going to you're going to ask yourself nine questions.

00;22;18;20 - 00;22;40;22
James Robbins
And for each question, you're going to make one small micro goal and micro commitment. And you're going to execute on that. This week. And it's so simple. It's embarrassingly simple, but it's been profoundly impactful. Just the results that companies have had getting their leaders doing this. I'm talking like big turnarounds in sales numbers, big turnarounds in revenues, engagement scores, retention.

00;22;40;24 - 00;22;47;20
James Robbins
So that's where nine minutes on Monday came from, nine minutes on a Monday to go through that template.

00;22;47;23 - 00;22;50;00
Craig Andrews
Love that. I love the simplicity of it.

00;22;50;00 - 00;23;03;16
Craig Andrews
I love the simplicity of give people a mountain to climb, a reason to climb it, and enough rope so they can bring themselves while climbing it. I love that, I love how you simplify that. Where where can people get your book?

00;23;03;18 - 00;23;10;17
James Robbins
They can go to James robbins.com and find it there. Or just search on Amazon. Nine minutes on Monday.

00;23;10;19 - 00;23;11;22
Craig Andrews
And James,

00;23;11;22 - 00;23;16;13
Craig Andrews
I hope people will be reaching out to you. How can they find you?

00;23;16;15 - 00;23;25;29
James Robbins
The best way is my website, James robbins.com. That's Tubby's. And also just find me on LinkedIn and send me a connection request. I'll always accept that.

00;23;26;02 - 00;23;31;02
Craig Andrews
Excellent. Well, this is this has been wonderful. Thanks for sharing it on leaders and legacies.

00;23;31;05 - 00;23;36;12
James Robbins
Craig. Great to be on the show. Great to make a connection with you.

00;23;36;12 - 00;24;03;08
Craig Andrews
This is Craig Andrews. I want to thank you for listening to the Leaders and Legacies podcast. We're looking for leaders to share how they're making the impact beyond themselves. If that's you, please go to Alize for me.com/guest and sign up there. If you got something out of this interview, we would love you to share this

00;24;03;08 - 00;24;05;03
Craig Andrews
episode on social media.

00;24;05;05 - 00;24;28;15
Craig Andrews
Just do a quick screenshot with your phone and text it to a friend, or posted on the socials. If you know someone who would be a great guest, tag them on social media and let them know about the show, including the hashtag leaders and legacies. I love seeing your posts and suggestions. We are regularly putting out new episodes and content to make sure you don't miss anything.

00;24;28;17 - 00;24;36;22
Craig Andrews
Please go ahead and subscribe your thumbs up! Ratings and reviews go a long way to help promote the show. It means a lot to me.

00;24;36;22 - 00;26;38;27
Craig Andrews
It means a lot to my team. If you want to know more, please go to Alize for me.com. or follow me on LinkedIn. Thanks for listening. We'll see you next time.