In a compelling episode of the Leaders and Legacies podcast, Craig Andrews shares an inspiring story of resilience and teamwork, setting the stage for a deep dive into leadership with Brian Gelt, founder of People Ethics. Gelt, known for transforming an Audi dealership into the country's top seller, credits his success to understanding team dynamics and leveraging individual strengths, using tools like the Predictive Index to optimize performance. He emphasizes the importance of placing people in roles where they can excel, fostering growth and job satisfaction.

Gelt's approach to leadership is not just about setting visions but also about nurturing talent, making decisive, data-driven decisions, and creating environments where employees feel valued and understood. This mindset not only minimizes turnover but also maximizes productivity and morale. The podcast illuminates the critical role of leadership in not just achieving business goals but in developing a thriving, cohesive team.

Want to learn more about Brian Gelt's work? Check out their website at https://www.peoplytix.com.

Connect with Brian Gelt on LinkedIn at  https://www.linkedin.com/in/brian-gelt-791a26116/.

Key Points

• [00:03:25] Introduction of Brian Gelt, highlighting his background in leadership and team development.
• [00:06:40] Discussion on the transformation of the Audi dealership and the role of leadership in its success.
• [00:10:15] Insights into identifying and leveraging team strengths for business growth.
• [00:14:30] Strategies for overcoming challenges and fostering a resilient team culture.
• [00:18:45] The importance of communication and vision in achieving leadership excellence.
• [00:23:10] Brian's approach to leadership training and development within his organization.
• [00:27:35] Case studies of leadership impact on team performance and client satisfaction.
• [00:31:50] Future trends in leadership and advice for aspiring leaders.
• [00:36:05] Q&A with listeners, offering practical leadership tips and insights.

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;19;19
Craig Andrews
Today I want to welcome Brian Gelt He is the founder of People Ethics. This is going to be a really interesting episode because Brian was had the top selling Audi dealership in the country and even consulted on Super Bowl ads, but his journey is much broader than that, and he's become a little bit of a starring as an expert in the automotive industry.

00;01;19;21 - 00;01;48;04
Craig Andrews
and dealership operations. He's taken what he learned and more about people, and that's the core of the name of his company, People Linux. And he helps develop individuals and teams. He loves that. And one of the tools they uses is the predictive index. If you haven't heard of the predictive index before, you really want to listen in.

00;01;48;06 - 00;02;05;17
Craig Andrews
this is a interesting tool. It is a tool. And so it has its place. But it's a really powerful tool that helps guide people to have more powerful teams. And Brian helps them on that path. Brian, welcome.

00;02;05;19 - 00;02;08;04
Brian Gelt
Thanks for having me.

00;02;08;07 - 00;02;17;01
Craig Andrews
So yeah. So let's let's, so you had the number one Audi dealership in the country.

00;02;17;04 - 00;02;20;09
Brian Gelt
For a number of years. Yes. It was a lot of fun.

00;02;20;12 - 00;02;29;19
Craig Andrews
Yeah. What what was the key? What did it take to become number one? I mean, because there's a lot of competition.

00;02;29;21 - 00;02;50;11
Brian Gelt
Yeah, there's a lot of competition. And, and they kept adding competitors that. You know that as well, but, you know, it's it's really, it's a function of a couple of things. You know, as the leader of that team, I get to create the vision I set. I set the target. But it's the team that got us there.

00;02;50;14 - 00;03;10;23
Brian Gelt
And so really, what it comes down to is you've got to learn, you know, what are each person's strengths? Who's going to get you where, who's the who's the best at any particular thing and let them go, you know, light that fire and let them run. And you know, sometimes you've got to guide them and coach them and keep them within certain boundaries.

00;03;10;23 - 00;03;18;04
Brian Gelt
And I had some terrific, terrific people on my team that really did an amazing job.

00;03;18;06 - 00;03;38;22
Craig Andrews
Know. Well, I think one of the challenges is identifying people's core strengths is the and and being able to let them run. I mean, so, you know, if you have a stallion in the stable and you hook them up to a milk cart, that's probably not good for the stallion and not good for the milk cart.

00;03;38;24 - 00;04;04;02
Brian Gelt
Right. You're right. And and that's part of, you know, what we learn to do as leaders is we learn to identify which is which, right? and, you know, I know you mentioned predictive index and I love predictive index because it's the tool that enabled me to identify who's who now as a leader. Eventually you can figure it out on your own.

00;04;04;02 - 00;04;19;13
Brian Gelt
You might be able to it might take six months, it might take nine months. But with a tool like predictive index, I know day one, who am I dealing with? What are their natural strengths and how to lean into those?

00;04;19;15 - 00;04;32;29
Craig Andrews
Yeah. so just for those that don't know, because I don't think, I think the first time I heard of predictive Index was last year, I had no idea what it was. What is it? Why does it matter?

00;04;33;02 - 00;05;10;19
Brian Gelt
Okay, so predictive index is actually about a 75 year old company that identifies these four key traits, behavioral traits that we all have. And by identifying those traits, it helps you identify what somebodys natural behaviors are and their workplace work styles. And so to give you a like an example, if you think about it, a salesperson you think of as really extroverted and outgoing and an accountant you might think of as more reserved and comfortable working alone for long periods of time.

00;05;10;21 - 00;05;32;08
Brian Gelt
There are two totally different types of personalities, but when you first meet somebody you don't really know, and so the predictive index helps you identify who's who. So it helps me. And that minute I help my clients now. But it helped me put people in a spot to succeed, even if they didn't know that was the right spot for them.

00;05;32;08 - 00;05;48;07
Brian Gelt
Yet. I did. And so they they take the coaching. They love the feedback. They love the role. And so they they just start to thrive and grow and they grow beyond not only their wildest dreams, but might.

00;05;48;09 - 00;06;02;28
Craig Andrews
Now, I would imagine there's somebody listening who's like, oh geez, another assessment tool. I mean, I've done desk, I've done Myers-Briggs. I don't want to learn another assessment tool. Why should they care about predictive index?

00;06;03;00 - 00;06;31;12
Brian Gelt
But well, I'll tell you that the beauty about predictive index. And this is the two most important pieces for me. Number one, it's really quick. Takes about six minutes to complete the assessment. So it's very easy and very affordable to get every candidate not just employee but every every candidate. So you don't miss a potential good person. The other thing that's really critical to me is it's actionable.

00;06;31;14 - 00;06;55;28
Brian Gelt
When I was running my businesses and I and my dealerships, I mean, you got 14 phone calls a day of I've got this slick new technology and I've got this great idea. And at the end of the day, they're all really interesting. they're intriguing beyond belief, but they don't do anything more than that. And the thing I like most about predictive Index is everything is actionable.

00;06;55;29 - 00;07;25;29
Brian Gelt
Okay, you've got this information. What are you going to do with it? And the tools that are built in are designed to help managers manage people, to help them grow and develop. And without some of those tools, the only the way that most of these managers learn is by screwing it up right? They ruin people. They take potentially really good employees.

00;07;26;01 - 00;07;30;17
Brian Gelt
They don't understand those people and they ruin them.

00;07;30;19 - 00;07;55;22
Craig Andrews
You know, I've I've been very fortunate. I've only had to fire two people in my life. And the first one was really hard. You know, I just I think it's one of the, one of the most horrible parts of management and leadership is having to fire someone. And you said something about managers go off and ruin people and that's it.

00;07;55;23 - 00;08;10;20
Craig Andrews
It brought back that memory of a firing somebody, which is sometimes necessary. And how would how would that how would that reduce the number of times I have to let somebody go.

00;08;10;23 - 00;08;40;16
Brian Gelt
So it's really and just to throw a little statistics at it, 70% of the reason that people quit a job is their manager, their direct supervisor. Of those 70% that quit, 55% say, my manager doesn't care about my development. And the way that actually happens in the workplace is the only time my manager interacts with me is to bark at me, is to tell me what I've done wrong.

00;08;40;18 - 00;09;08;00
Brian Gelt
They don't tell me generally how to fix it. They only tell me I've made a mistake. Do it better. And so the beauty of some of the predictive index tools is it actually provides the next step. It's, you know, how do I fix it? How do I help this employee grow and develop? How do I replace maybe the bad words with the good words or improper actions with proper actions?

00;09;08;03 - 00;09;33;11
Brian Gelt
So we do more than just say, hey, you messed that up, you better fix it. Which most employees go. I don't really know what to do. And we we give them that. We give those managers the tools to say, here's where you went off. I realize that maybe outside your comfort zone. Let's figure out a way that you can adapt to the demands of the job together.

00;09;33;13 - 00;09;48;25
Brian Gelt
And then the employees buy in, and all of a sudden they feel like their manager cares, they're helping them develop. And so we see a stronger result from those employees and better performance.

00;09;48;27 - 00;10;12;08
Craig Andrews
Yeah. And you know I was in the Marine Corps. And one thing you can't do with bad Marines you can't fire them. Right. They break a law in court martial them, throw them out. Right. But but they're just lousy at their job. you can make their life hard, but you can't fire them. You know, that's just not the way the Marine Corps works.

00;10;12;10 - 00;10;37;08
Craig Andrews
But something you just said. And I had a marine working for me that just really, really sucked the job. And I tried different things until I found a way to actually make them better. And and I think part of the key was he knew that my goal was to make him a better marine. Right? And he was just struggling getting there.

00;10;37;08 - 00;10;40;24
Craig Andrews
And I was struggling teaching him how to get there.

00;10;40;26 - 00;11;01;20
Brian Gelt
And that happens frequently. I'll tell you the, the, the part that kind of breaks my heart is we hire people that aren't necessarily right for the job because we don't know any better, and they show up and they're honest and they're hardworking and they're wonderful people, and they're just mediocre at the job. Like this marine that you described.

00;11;01;22 - 00;11;27;23
Brian Gelt
And so we have a tendency, we meaning most management today just to say it's not working. Cut them loose. We need to terminate them when really we probably shouldn't have put them in that job in the first place. But once we did, we have an obligation to do right by that person. Sometimes that means let's find them the right role.

00;11;27;25 - 00;11;50;14
Brian Gelt
And so there's tools within predictive index to help do that, to identify what what might be a better fit for a role. And I'll tell you certainly over the years of my career, I took lots of good people that were in the wrong job and put them in the right job and saw them thrive and absolutely grow and develop.

00;11;50;16 - 00;12;17;05
Brian Gelt
And and it was tremendous. Now, I'll tell you, Craig, there's the flip side. Right. There are those people that just aren't good people, and they create more drama than than they're worth. And, and, you know, as hard as it is to let someone go, I've always taken the attitude of, if I've got 100 employees, I'm not willing to risk the livelihood for 100 people.

00;12;17;07 - 00;12;18;12
Brian Gelt
For the one.

00;12;18;14 - 00;12;19;20
Craig Andrews
Yeah.

00;12;19;22 - 00;12;25;16
Brian Gelt
And that's really sometimes what it comes down to, because one person can really turn things bad.

00;12;25;18 - 00;12;38;26
Craig Andrews
Well, in the the first, first person I had to fire, his coworkers came up to me and thanked me. After after I let him go, which was assigned to me, I'd let it go too long.

00;12;38;28 - 00;12;43;12
Brian Gelt
That's right. Yeah, that's usually how it happens.

00;12;43;15 - 00;12;54;22
Craig Andrews
Well, well. And tied to that. So how would you coach people to not let it go too long? How do you know when you've done enough? When? When you should stop.

00;12;54;25 - 00;13;21;03
Brian Gelt
Yeah. It's not it's not easy. And that that certainly takes a lot of practice. you know, part of, part of the beauty of a tool like predictive index is we take what is usually a very emotional thought process in emotional conversations, and we infuse data into it. And so when we're able to add that data in, it gives us a clearer picture.

00;13;21;05 - 00;13;51;27
Brian Gelt
And so sometimes all we need is that little connection, that little synapse that says what am I doing here? I or as my old partner used to say, why are you trying to teach a cat to bark? It's frustrating for both parties. So you learn to stop doing that. And you can you can have a frank conversation with an employee about let's either find another role or let's part friends, because maybe you shouldn't be in this one, you know?

00;13;51;27 - 00;14;17;07
Brian Gelt
Or let's find a way for you to adapt. But once we once we make it less personal, meaning it's less about me and you, and it's more about the demands of the job. It's a much easier conversation to have. And so it's much easier for me, as the leader, to make that decision and to act quickly, because it's not so gut wrenching.

00;14;17;10 - 00;14;19;16
Brian Gelt
It's more data based.

00;14;19;18 - 00;14;26;05
Craig Andrews
Yeah. Wow. So when you had your Audi dealer dealership, were you using predictive index?

00;14;26;10 - 00;14;45;08
Brian Gelt
Yeah, I was, and so I used I mean, I had a but I had a fairly long career in the automotive business, most of it in management and had, you know, thousands of employees over the course of the years. And I always worked and, you know, trying to how do I develop. And I there's got to be a better way.

00;14;45;08 - 00;15;11;29
Brian Gelt
And and when I found predictive index it was just it really was a game changer for me because it it enabled all the things that I was trying to do, and it made it quick and easy. and as I said, actionable. It enabled me to make better decisions and to make them quickly. And a lot of times that's just what you need to do in order to be an effective leader is make good decisions and make them quickly.

00;15;12;02 - 00;15;44;23
Brian Gelt
so yes, I used it. I used it for 15 years. I became what we call Pi certified in 2005. And, when I left the retail automotive space and decided I wanted to do a second chapter, this was a natural fit for me because it enabled me to take what I had learned and all my people experience and all of my team members and all of those people and help relate it to other clients, regardless of industry.

00;15;44;25 - 00;16;05;21
Brian Gelt
And I have a number of clients in the automotive industry, and, and I've got even more that are in different industries. But the truth is, they've all got the same people issues, whether it's a bank or a defense contractor or a software company. They've got people, they've got the same issues.

00;16;05;24 - 00;16;25;21
Craig Andrews
You know, it's funny I say that about marketing. You know, a lot of people get caught up. Hey, have you worked in my industry before? I'm like, no, but I've worked with people like the people in your industry before because there's some underlying wiring in the way we behave, the way we make decisions, the way we show up for work.

00;16;25;24 - 00;16;27;21
Brian Gelt
That's right.

00;16;27;24 - 00;16;28;24
Craig Andrews
Yeah.

00;16;28;26 - 00;16;46;21
Brian Gelt
Yeah, that's exactly right. And it really doesn't matter which industry it is. You know, whether we call them a business development rep or a sales person or, you know, however we title it to make it gentle that they what they do every day is still the same.

00;16;46;24 - 00;17;05;15
Craig Andrews
Yeah, yeah. And there and and at the core, we, we have some pretty simple needs. Everybody has pretty simple needs and some have needs and some areas, you know, some have needs. And in other areas.

00;17;05;18 - 00;17;29;03
Brian Gelt
Absolutely. And and again it's about recognizing what does each individual need and, and and trying to help coach and guide them based on what they need. Because if we don't have that information, the default position is we do it the way I like it. Right. And what's that old saying when you're a hammer, everyone looks like a nail.

00;17;29;05 - 00;17;30;13
Craig Andrews
Yeah. Yeah.

00;17;30;15 - 00;17;32;14
Brian Gelt
Right. Yeah. And they're not.

00;17;32;16 - 00;17;43;00
Craig Andrews
No. What would be your biggest success story? Using, predictive index.

00;17;43;03 - 00;18;19;14
Brian Gelt
I mean, I've, I've, I've not come what? I've had lots of them. But I will tell you, probably the biggest success stories I have are a to me at least are when I, I have those really good people that are just not performing up to up to snuff and rather than terminating those people, I mean, these are good, honest, hardworking, show up every day, salt of the earth people that are just performing at a mediocre level, which you just you can't allow because it brings the whole team down.

00;18;19;16 - 00;18;59;06
Brian Gelt
It is finding a different role within the organization that allows them to thrive. And and in doing so, first of all, they become my biggest advocate, right? They're out there telling the world, hey, I didn't get fired. I moved to this department. Oh my God, everything is fantastic. And I'm so happy and I'm doing well. And that is a tremendous, tremendous, accomplishment to me is to be able to keep good people, especially today, where talent to, you know, the talent pool is thinner and we can't afford to cut good people loose.

00;18;59;08 - 00;19;00;12
Craig Andrews
Yeah.

00;19;00;14 - 00;19;26;00
Brian Gelt
The other thing I will say is I really made a career out of finding people without experience. Resumes are fluffy. I like to say fluffy instead of bogus, but so what? We need to be able to get beyond the resume and predictive index helps us do that. And I was able to find people with no prior experience, particularly in sales.

00;19;26;00 - 00;19;46;21
Brian Gelt
But but they had a natural aptitude for it, even if they didn't know it. And I was able to develop those people and frankly, they they built a career for themselves to where they were able to, you know, earn a great living, have a family, buy homes. And that's really rewarding.

00;19;46;24 - 00;20;02;11
Craig Andrews
Yeah. Yeah, absolutely. So what have been some of the more bizarre, more dysfunctional, situations that you've had to work through?

00;20;02;14 - 00;20;34;22
Brian Gelt
Yeah. I mean, you know, every everybody's got those bizarre and dysfunctional situations, right? Where everything should be just right. You know, you've got the right person theoretically in the right job. And, you know, everything should be fantastic. And it just isn't. And, and you had to have some really tough conversations about why it's not, and sometimes you got to let people go, and it's never easy.

00;20;34;22 - 00;20;55;24
Brian Gelt
But, you know, those are some of those challenges. And, you know, certainly when it comes to team building, you know, again, my experiences in the automotive sector, you got a lot of people that maybe have just, you know, they've been there a long time. That doesn't mean they're in the right role. They've just been there for a long time.

00;20;55;24 - 00;21;06;25
Brian Gelt
And that can really create some dysfunction, because then you've got people walking on eggshells instead of really, really going and going out and succeeding.

00;21;06;27 - 00;21;17;08
Craig Andrews
Yeah. Well, Brian, let me ask you about family businesses, because that seems to be there's some unique challenges in family assets.

00;21;17;10 - 00;21;45;07
Brian Gelt
Yeah, there are definitely some unique challenges and family businesses and and you know, they're not. You have to be careful. Certainly when I'm working with a family business because it's a family business. Right. And and you know, if it's between me and their children and I'm pretty sure I know who's getting the boot. so. But part of it is understanding everybody's strengths, right?

00;21;45;07 - 00;22;08;10
Brian Gelt
So if I've got a family business and maybe there's, you know, a, founder and, founder spouse and maybe a few kids, you know, those kids all have different strengths, and it's trying to align them to their own strengths rather than necessarily fitting them into, what do I need as the founder? Well, I need you to take over accounting.

00;22;08;12 - 00;22;40;15
Brian Gelt
I hate accounting, and so things aren't done well and it becomes dysfunctional and it becomes a real challenge. And people are going around their managers and it becomes a real mess. But part of the reason that happens is, you know, sometimes these business owners, they don't know what their people's strengths are. Their their children's strengths are. And so, you know, sometimes a simple tool like Predictive Index enables us to, to to highlight what they might really be best at.

00;22;40;17 - 00;22;50;27
Brian Gelt
And, and in doing so, if I can align them with their own natural abilities, that's a win win.

00;22;51;00 - 00;23;10;13
Craig Andrews
So I would imagine probably one of the hardest conversations to have would be to go to John and say, hey, John, I want to talk to you about John Jr. Yeah, it's it's not John Jr is greased lightning. So glad he's on the team. Right. How do you approach that.

00;23;10;15 - 00;23;34;05
Brian Gelt
Well I mean I guess I you know part of it's my own personality. I'm not I'm not particularly afraid of the tough conversation. So I'm okay with it. And, you know, I, I, I call myself sometimes a disinterested third party, right? Meaning I don't really have a dog in the fight other than I want to see the company succeed and I want to I want to see everybody thrive and do well.

00;23;34;07 - 00;23;55;26
Brian Gelt
And sometimes you need that outside voice. You need somebody to say, hey, time out. Why are your why are you doing this to yourself and John Jr. But maybe we can find another role that might suit him, you know, or her and a little bit better. And sometimes, you know, that takes a little soul searching for some of that stuff.

00;23;55;26 - 00;24;19;19
Brian Gelt
But oftentimes they just don't know what everybody's strengths are, what everybody's gifts are. And so it's trying to figure that out. And so a tool like a predictive index, you know I, I love pie, but because it's so easy for, for me to, to be able to work with a tool like that enables me to be able to say, wow, you know what?

00;24;19;26 - 00;24;45;21
Brian Gelt
Maybe John Junior shouldn't be leading my sales department because he really doesn't like sales, right? Or he doesn't like some of the natural attributes. Maybe John Junior should be leading operations because that leans into his strengths or, you know, supply chain or something that is, is has different focuses. And in doing that, again, we find what are those strengths.

00;24;45;21 - 00;25;12;13
Brian Gelt
And then that whole leadership team works much better. That's another part of what I do is helping teams, you know, as a team understand who are all the players on the team, how do they operate differently, and then what can we do to help them not only be a cohesive unit, but to learn to lean on each other's strengths and rather than seeing them as weaknesses?

00;25;12;15 - 00;25;37;22
Craig Andrews
Well, let me throw out an example. And there's there's a company that I'm aware of, that family business, multiple family members working in the business, and one of the family members, he just like to play. He he had to be he was very status oriented. So he was always wearing the right clothes, driving the right car, living in the right neighborhood.

00;25;37;25 - 00;25;56;15
Craig Andrews
I need for status. And he just needed to play. It was he was not dependable. Now everybody has talents. What do you do when you run across somebody like that in a business and you know you can't fire them?

00;25;56;18 - 00;26;14;12
Brian Gelt
Yeah. I mean, you know, sometimes when we say not dependable, are we trying to take the person who likes to play but loves to be out there in the world, who loves the, you know, what I call shaking hands and kissing babies? And we're telling that person, hey, I just need you to sit in this this office here.

00;26;14;12 - 00;26;41;03
Brian Gelt
It's a really nice office, but I need you to be there seven hours a day, and they hate it. Yeah. And so, you know, we we really need to take a step back and think. Why am I doing that? Why am I doing that to them? Why am I doing that to myself when I've got somebody who could be out there really, you know, sharing that, sharing the vision of this company out there in the world.

00;26;41;06 - 00;26;57;25
Brian Gelt
And yet I'm trying to rename it because that's what I need, right? I need someone to take care of operations. Well, this is not an operations person. So why don't I find somebody who can take care of operations and let this person do what they do best, and let's see if we can triple our revenue.

00;26;57;27 - 00;27;36;19
Craig Andrews
Yeah. You know, I, I think back to the best boss I ever had. and I'm, I tell people I'm like, I'm a horrible employee. You don't want to be my boss. I'm, you know, hard headed. Yeah. No respect for authority, difficult to manage. And my best boss ever. He didn't manage me. He guided me, and he he knew that I saw a vision for something that nobody else saw.

00;27;36;20 - 00;27;52;16
Craig Andrews
I'm not even sure how much of it he saw, but I always felt like he treated me like a thoroughbred. And he was like, as long as you stay on the track, you can run as fast as you want. Just stay on the track.

00;27;52;18 - 00;27;56;18
Brian Gelt
And that is amazing. And it's rare to find that, isn't it?

00;27;56;21 - 00;27;57;24
Craig Andrews
Yeah.

00;27;57;27 - 00;28;07;15
Brian Gelt
Yeah. What I'm trying to do is help companies identify those thoroughbreds and put them all on the track.

00;28;07;17 - 00;28;18;15
Craig Andrews
Yeah. O'Brien I love that love. Thanks for sharing that. That wisdom and so again, your company name is People addicts.

00;28;18;17 - 00;28;19;18
Brian Gelt
Yeah.

00;28;19;21 - 00;28;22;04
Craig Andrews
And Brian girl, how did people reach you?

00;28;22;06 - 00;28;41;27
Brian Gelt
Yeah, they can reach me through my website at people.com. certainly they can follow me on LinkedIn. I'm trying to be all over LinkedIn. and you can reach either people at X or you can reach me personally. Yeah. And and I'm happy, you know, for any of your listeners, you know, I, I, I'd love to have them try it.

00;28;41;29 - 00;28;51;06
Brian Gelt
So I'm happy to set that up for them to try it for free and see how they like it, see what, what insights it might provide for them. Happy to do that.

00;28;51;08 - 00;29;16;19
Craig Andrews
Well, and let me share this as, as somebody. So I'm in a peer advisory group where one of one of the people in the group is a trusted advisor or I'm sorry, is, you know, a partner with predictive index. And I've been shocked how accurate his insights are on people. And, you know, I when I took time to study a system, I studied the Myers-Briggs.

00;29;16;19 - 00;29;22;18
Craig Andrews
I understand it pretty well. And I, you know, I'm one of those that don't want to learn another system.

00;29;22;21 - 00;29;24;00
Brian Gelt
Right?

00;29;24;02 - 00;29;47;06
Craig Andrews
But I've been really impressed with predictive index. And one of the things you said was the predictive index is a tool. And just like, like race cars, a race car, you need somebody in the same way that you need somebody to drive the race car. You need somebody to help drive predictive index. And Bryan, I hope they reach out to you.

00;29;47;08 - 00;29;49;17
Brian Gelt
I hope so too. Happy to help.

00;29;49;19 - 00;29;52;18
Craig Andrews
All right. Thanks for being on Leaders and Legacies.

00;29;52;21 - 00;29;55;23
Brian Gelt
Thanks for having me. Correct.

00;29;55;23 - 00;30;24;19
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 episode on social media.

00;30;24;21 - 00;30;48;01
Craig Andrews
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00;30;48;03 - 00;32;58;17
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. 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.