Welcome to How Leaders Lead, where every week you get to listen in while I interview some of the very best leaders in the world. I break down the key learnings by the end of the episode, you'll have something simple you can apply as you develop into a better leader. That's what this podcast is all about. Today we're back again for part two of my conversation with Fred Ridley, Chairman of the Augusta National Golf Club. If you haven't had a chance to listen to part one yet, stop and do that first. Believe me, you don't want to miss a minute of it. Now it's not easy to preserve the incredible tradition of a place like Augusta National Golf Club, while also making sure you're moving into the future with new ideas. That tension between preserving tradition and driving innovation is something we can probably all relate to. Fred has some great strategies that help him lead the way, and I have no doubt you're going to find all kinds of good stuff here to apply in your own world. So here's part two of my conversation with my good friend and soon to be yours, Fred Ridley. You were forced to cancel the April 2020 Masters due to COVID-19, and yet a huge decision to make as to whether to even hold the Masters in November. What's the backstory on how you came to the decision that the show could go on? Well, in March, when this was all sort of converging, I remember getting to the club sometime around the middle of March. Maybe it was about the 10th of March. Maybe the Wednesday of the Players' Championship, two-year Wednesday. We had some good counsel. We had some consultants we were working with that were really following the virus and this progression. I remember that when I arrived at the club and got settled in my office, I was told that we probably have four or five days to make this decision. After being in a meeting for a couple of hours, I said, "I think we have 24 hours to make this decision because everything is starting to converge on this issue." And then, with probably within the 24 hours, there's certainly no more than 48 hours. They played the first round and then made a decision to play the second round without spectators and then ultimately decided to cancel the tournament. So I just think it was sort of a thing with the momentum of the issue. There was so much unknown that we felt like that we could not have the tournament in April. It wouldn't be responsible. But we also were determined that we weren't going to say that we were canceling it because I knew that if, in fact, there was a possibility of having the tournament res cheduling the tournament, I knew that's what we would want to do and that what we could do. And I think that's a testament really not only to our organization but to the entire but I call the golf ecosystem that really came together and there were some give and some take, rescheduled this tournament. That tournament didn't happen in 2020 but it really was all done for the good of the game and the good of the sport. I think not only golf but I think all sports has done extremely well and not only reacting and managing through this crisis for their own sports sake but also in looking beyond that how can we use our platform, how can we use our sport, how can we use our facilities to help with testing, to help with vaccinations, etc. So I'm very proud of all sports and how they reacted and contributed to this. You had to do a lot of coordination I know with the NFL and the SEC to ensure TV, viewing in November. How did you go about getting that kind of collaboration? You know it's like anything else. That's where friendships and relationships come in and sort of intersect with business. I mean clearly we all have our priorities, our business priorities and we have our responsibilities to our constituents but we also know that all of this works better if we work together and there was really a coming together. I mean just a great example was that the cooperation of the NFL and our partners, CBS with regard to the Sunday broadcast we would not have been able to have the Masters on National Network Television have the NFL not agreed to move all the CBS games and CBS agreed to do that to move them into the late slot. So we had no competition with the NFL. And of course we did have to move our finish early which we did the year before for a different reason for weather. So we couldn't compete with the NFL the entire day but the fact that they were willing to do that and then on Saturday the SEC moved their feature game to a night game. There was a lot of cooperation. I think it was a win-win for everybody but we couldn't have done it without our friends. And it was a great tournament no question about that. You know staying on the COVID subjects were a little longer here. You mentioned earlier your proudest sports how they really stepped up and really helped fight this pandemic. Tell us about your partnership with Augusta University Health. We early on you know the focus was on testing and we just felt that if the resources were there that Augusta University and AU Health you know had the wherewithal had the expertise to really ramp up testing. So we along with the community foundation of the Greater Augusta Community Foundation together contributed $2 million to that effort and so I think many more thousand people were tested as a result of that. We created a drive-through testing system like a lot of communities did. But Augusta University and AU Health have been wonderful partners. They're involved in the Harrisburg project you know their campus their medical campus is down there. So it's a good example of the leadership in the community the second largest community as you mentioned in the state working together. More recently we've been focusing on the vaccination front and we've done that in a couple of ways obviously with financial support but we've converted some of our property on Washington Road into vaccination centers and so while we don't know the exact number we're confident it's going to be in the thousands per day that will be able to go through and be vaccinated at that site. We've also funded pop-up clinics around the area as well as mobile units and the key to the mobile unit statement is that they're actually able to go into these unders erved communities and really instead of having the patients come to the centers we're going to the patients. As the supply vaccinations increase it's really going to be I think a virtuous cycle where we're going to get more people and more shots in the arm and we're going to get this thing under control. Great, you know I love that and is it safe to say Fred that you're using social responsibility as a major driver to make Augusta National and the Masters Brands even more impactful and relevant? I certainly hope so David and I think that really kind of points to what I feel is probably the biggest challenge that I realized in leading this organization that is how do I honor the long-standing traditions and the culture of this organization that has carried it so far. Yet take those traditions and culture and I don't like the word modernized but I can't think of another word right now but to really move us into the future in a way that we can use our brand in a much broader way than perhaps we have in the past. I'm very sensitive I'm very careful you know we don't want to change our culture but we're blessed with the resources to do so many things and so I just think that we can look at a broader sort of canvas as to what our outreach is going to be. Certainly it's always going to be through the game of golf and using the game of golf but I think this is an example and I'm sure there will be others and we're looking for others where we can go beyond just a game of golf to try to make a difference. Fred there's no question that Augusta National and the Masters is one of the kind in the world of golf and in all sports for that matter. How are you leveraging that differentiation in the world of digital and social media? I believe that broadcast television is always going to be a big part of reaching our audience but the realities are that people are consuming content in a much different way than they have traditionally done and so our focus in that regard has really been pretty simple and that really is to give people content in the ways that they want to consume it and that clearly means focusing on digital. We're getting ready to open up a new facility across Washington Road which when we get finished on the landscape being in Birmingham you won't be able to see it but you can see it pretty clearly right now but that's going to house not only our television partners both domestically and internationally but also a large portion of the facility is going to be dedicated to digital content and the production of digital content. I really think that's where the future is. We've got a great team, we've expanded that team recently but that is going to be a big focus of ours in the coming years. Anyone who follows golf knows that the Masters is a tradition like no other. How do you balance that Fred between playing it safe and pushing the envelope? Because here you just built this global broadcast center across from the property in Washington Road. That's a feat in and of itself. I understand there's a huge tunnel that goes underneath the road that didn't even have to close the road as you built this and it will be ready to go this April. That's pushing the envelope. How do you balance that? Well I think you hit the nail on the head. It is a balance. I think if you have a set of principles and beliefs that you can always go back to and you can always test what you're doing then I think that's how an organization stays grounded. Someone asked me the other day why it was important to do some of the things that we're doing and I started thinking about people who have been coming to the Masters for many, many years and the way that they go away and the way they say that they're treated, they're treated with courtesy and respect and smiling faces and hospitality like they 've never seen before. I think as long as we look at these new opportunities through the filter of those values that are part of our DNA, we're never always going to make the right decisions but we'll make the majority of those will be the right decisions. That's the way I really look at it is putting them through those filters of our founders, principles of excellence, of respect for others, of continuous improvement and I think as long as we stay at that high level then what sort of emanates from that will be good . Can you tell us a little backstory on just this tunnel underneath Washington Road? That had to be an incredible engineering feat for sure. Well it's been really a game changer because we do have quite a bit of property on the other side of Washington Road and as you know Masters time gets pretty crazy on that thoroughfare. So to be able to have a tunnel that can accommodate basically two 18-wheel vehicles at the same time going opposite directions. It's really amazing. It's like I said it's a game changer and it did employ some pretty cutting edge technology. I mean I don't think that type of construction has been used very often. We had to get cooperation from our local and state authorities. I mean without the Georgia Department of Transportation we could not have done that project. So that's just another example of relationships, long-term relationships that trust has been developed over the years between those relationships and it was everybody working together on that one. That's absolutely incredible. And you know when you and the club decide to do something you certainly have a tradition to do it in a manner like two 18-wheelers that's something else. The Masters is the only major tournament that's run completely by the membership. The committees are headed by members. You've got some CEOs and some of the most influential people in the world in charge of everything from security to parking to trash collection. What's it like leading such high caliber leaders? Well let's put it this way. There's no sort of confidence in the committee leadership that we have. But no it's really amazing David. I mean you mentioned the type of people that are doing this. To me one of the great things about Augusta National is really the affection and the dedication and the loyalty that the membership has to the organization. And that really reflects itself in people that run big companies and they leave their egos at the gate. They will do anything. I mean it may be heading up to the rounds committee and picking up trash. It doesn't matter. But that's going to be the best operation anywhere in the world. And I think that that's a unique element of the Masters. Although having said that you know I always want to be mindful and we all should be mindful that we have literally thousands of volunteers that come in every year and not withstanding the great leadership of our committees we couldn't do without those volunteers. I think they enjoy as much as we appreciate having them but nevertheless that's really the lifeblood of the tournament. Sure is you know and shifting gears a little bit back to the community. I know that you and Betsy have lived in Tampa Bay for a long time. So congrats on your Super Bowl win. That had to be exciting to watch Tom Brady take the team to the Promise Land in your hometown. Did you get to go to the game? We did go to the game. I think if you're looking at it objectively just from a football fan if you were just interested in the game but probably wouldn't go down as being you know one of the most memorable Super Bowls but that's not the way we looked at it. So we thought it was the exciting Super Bowl we've ever seen but I'm really so happy for Tom and for the entire team. And you know there's an example and I know you've done a podcast with Tom but there's an example of the leadership that he brought to the Tampa Bay organization. I think the impact of that I think actually exceeded the talent that he brought when he came down last year. I mean you could just see it in the eyes of these young players how they looked up to him and how they didn't want to disappoint him and he really was the glue that brought all this together. So I'm so proud of him and the entire team and it's amazing isn't it how how sports really energizes a community and it does great things. And of course we had quite a year in Tampa and probably the most unusual sports year in the history of sport by winning the Stanley Cup, the Super Bowl, the Rays got to the World Series it's been amazing. It was only fitting you know. And Fred I know your most important partner in life is Betsy. What kind of role does she play as the first lady of Augusta National? Wow we've been married 43 years I don't even know what to say. I mean she is my soulmate she knows how I think inside and out. I'm not sure I'd be chairman if I work for Betsy Ridley. You know she's been around Augusta for so long you know she has so many friends there she respects the traditions of the organization and we're a team there's no question about it. Augusta employs hundreds of team members and I understand you you have worked with your leadership team to codify your mission and core values. Can you talk about why you did this with your leadership team and and you know how you how you look at the culture of such a venerable institution? Sure I think our core values are essentially the core values that have been a part of the organization for many many years but they hadn't quite been codified as in the way that we did and I think there are a couple of important aspects of that. One is and I mentioned a minute ago is that you know if you have a foundation you always can go back to that foundation then you're not going to get too far off track. I mean if you're able to judge your actions your intent by what your underlying values are and then I think that that to me is a common sense solid way to run an organization. But secondly and very importantly this was a bottoms up process. This was not something that that I dictated and and organized it but I didn't really run it. I didn't run the process. It was a very collaborative. Everybody was involved. Everybody had their input. There were dozens of iterations and before I ever saw it. I just think that process that we went through and doing it brought the organization closer together and made a stronger organization. So and I mean if you go if you go around the club in the various departments I 'll bet you 90% chance that in every office in every work area you're going to see a little green card, paste it to the wall, paste it to people's computers, right there they look at that a dozen times a day. It makes me so happy when I see those cards. I carry one around in my briefcase you know because I think I've learned tremendously from our people that really translates over to what I do at the law firm. You know in preparation of for this time together Fred I talked to a few of your staff members and you know that green card is something that they live by now. I mean they're so proud that they developed this and it was a bottom up approach and you know everything to get the language down the way how they did which it's very impressive. I think it's terrific that you put so much value on continuous improvement and the standard of excellence that Clifford Roberts and Bobby Jones founded the club on and 88 years ago. A lot of leaders Fred they discard the past you know they come in and it's a new day, a new sheriff in town but you and your team you've really said several times in this conversation how much you embrace the past and tradition of the club. How critical is it in your mind and why do you think leaders get off track? You know I think there's a natural tendency for anyone coming into a new job as the chief executive to make their mark. I mean we're all human beings we want to you know hopefully leave an organization better than we found it and that's certainly the way I feel and I know that my successors are going to feel the same way. But I think sometimes in trying to execute on that goal that I think sometimes leaders and companies lose their way and I don't think it's at all inconsistent maintain your values and change. You can do both at the same time and I think maybe a better word than change is evolved. You can evolve and still be true to your values. But again I think if you look at the many great things that this organization has done over the years you know all the focus maybe has changed in recent years a little bit. I mean there's a reason for that and I also think that that a simple thought you know it sounds kind of like a ciclichet but when you talk about excellence and if that permeates your DNA and every thought that you know in an overlays everything you do it's a pretty powerful influencer you know it's excellence and continuous improvement and I mean if you were to look review the committee reports I get every year you would think okay I can't even think of anything the masters could do better. I mean I get pages and pages of memos of unbelievable ideas the point is is that people are thinking they're stretching they're how can we get better and there will be one or two great ideas come out of every committee every year we implement this so it's a never ending process. I'm curious Fred does an organization like a gust in national put emphasis on leadership development within your within your team. That's such an interesting question because if you would ask me that a year ago I would have had a hard time answering it but we all we actually are at this very moment we have reached out to several outside people for us to interview them for the them to interview us for that very purpose of how do we how do we go to the next step how do we get to the next level of leadership and so we are undergoing that process now and then hopefully that will provide a foundation for programs inside programs internal programs that are continuing. I think we have so much potential and I get excited when I talk about it because I think we've done so much maybe without that formal training and I think I think there 's so much potential in the horizon if we kind of take that next step. You know I also understand that you make it a point to spend time with every function personally from the housekeeping staff to the technology group. Why do you make that such a priority to be with the troops? Well part of it is I really enjoy it. I love the people. Like I said a minute ago I've learned as much from this job as any anything I 've ever done and to understand how important it is for a leader to spend time with the people really that make the organization run. It's energizes them and energizes me. I usually kind of underestimate how important that was when maybe they don't really want to talk to me. They've got their job to do. I can just see it in their eyes. I mean I'll go into the laundry department and they'll be on their break and I 'll be talking just I can look at the body language. These people are they are energized. They're fired up and I walk away feeling the same way. So it's a mutual thing. That's great. I also know Fred that you're a stickler for knowing as many first names as you possibly can at every level in the organization. What do you have an experience that made that a real priority for you? Well I think it's because it's not natural. I'm not very good at it. So I think sometimes when you're not very good at something you probably spend more time trying to be better at it. So I'll use little tricks whatever I can to do to remember names. When I go into a meeting I always make sure I study up and if I've forgotten a couple of names that I refresh my recollection because it was hard with that many people. But again those little personal touches they have such an impact. So I do it with enthusiasm. I think it's really important. It seems like your formula for success as a leader is to put the team members first, build their capability and the member, the guests and the patron experience will get even better. How did you develop this people first philosophy? Well I think it's perhaps by watching others and by perhaps being on the other side of that equation when I was a younger person. I've had several people in my life that I've really looked up to and that I've learned so much just by watching them and I saw how they paid attention to me and what an impact that had on me. I saw how much I enjoyed doing that. It's sort of something when you practice something and you get positive feedback and you get positive results all of a sudden it becomes part of who you are and you enjoy it. It makes life fun. It makes life enjoyable. And so I just like it. It makes me feel good. It makes me feel like perhaps I'm helping other people but I've been the recipient of it so I know. And now Fred we've got the 2021 Masters coming up. Can we expect anything new and what are you most excited about this year? Well a little different from November. We're going to have a few thousand patrons and I think we're ready for that. Really excited to have the golf course showing at a time of year which is at its best. I mean our golf course team did an unbelievable job in October or November rather, October getting ready for November but it was not the best time of year to have the competition. And the players were very complimentary. We had a lot of rain so the course was very soft. Hopefully that won't be the case in April. So I'm just looking forward to kind of getting back to some more degree of norm ality and I think it'll be a big step towards 2022. I think people are excited to come back under the members are excited. We're going to have our families back which we couldn't do in November so it's going to be great. You know I know it's an incredible 24/7 responsibility that you have but what's the most fun you have personally hosting the Masters? You know it's great to see a lot of friends. I mean I know certainly all of the players in their mid 30s and up but I'm not that's not really what drives me. I think it's really seeing two things I think is seeing the golf world sort of get together in one place. That's probably what I miss the most from November and even to a large degree we won't quite be there in April. It is a place that anyone involved in the game of golf wants to be that first week of April. I mean and to see the Wednesday night function we have where we invite you know our international friends from around the world. I mean to me that is like a melting pot and that is probably my favorite day, my favorite night of the week. That's really what I look forward to and then the other thing you know just on a personal level is I mentioned that you know my three daughters are huge golf fans. I think coming to the Masters they're all in their 30s now but coming to them two of them are married. Coming to the Masters is probably the highlight of their year and they have so much fun. We've had so many memories as a family. So I think those two things are what really I think about the most. You know Fred you know when I think about it you've seen all kinds of volatility as a commercial real estate lawyer and you know that business you know how volatile that could be. Now you had to lead through COVID. What advice can you give based on what you've learned on how to lead during the toughest times? Well again I think you know I've always felt that leadership was more about people than process and you know I think it's trying to instill confidence in the people that are in your organization that things are going to get better. And I mean if they see the boss you know with a long face and ringing his hands or her hands over the current circumstances they're going to have a hard time getting through that. I think really just setting that example of a positive attitude that you know this is we're going through a tough time that we're resilient we can get through it together. And that's really been the word that we're resilience is one that we have really almost has become our watchword is that we're resilient we're going to bounce back we can get through this. And yeah a lot of times you can talk to yourself into feeling pretty good. You know that's kind of what I've been focused on. It beats being an E or any day of the week. No question. Anyone that watches you in action during a press conference realizes that you 're a master communicator. You know how do you get ready to handle the high hard ones that you know they come your way every now and then. Well there's a lot of preparation. I try to be to have facts to back up everything I say. I'm not going to say anything I don't believe in you know with all my my art overall things just be honest and be prepared. You know Fred you mentioned earlier that you know lawyers aren't necessarily known for being great leaders and you know lawyers. I've got a lot of friends who liars and I have a lot of friends who are great leaders as lawyers but you know there's a lot of butts of you're the butt of a lot of jokes as a profession you know and you take all kinds of shots. Was there ever a time that you felt underestimated as a leader because you're a lawyer? I don't think people think about lawyers as being leaders. And you know although I do think in the sort of the modern practice of law that that teamwork is more important is more emphasized you know I think lawyers work in teams more than they used to but there still is this sort of underlying feeling and I hate this term but you hear it a lot when you when you talk about lawyers and that sort of eat what you kill. I think that my progression is a lawyer and what the advice I give to young lawyers as soon as you experience the power of those relationships and people working with your colleagues and seeing how much sort of reflective glow you get from their success. As soon as you learn that and you experience it then you realize that there's so much more potential if you don't care about the credit that you get that takes a while to learn. But I'm going to always emphasize to our lawyers that you know the practice of law any profession I think anything you do is not a sprint it's a marathon. And so you just want to keep hitting those singles and doubles. I tell our young lawyers and I've talked to my daughters about this who are all in business or professions that do good things for people you know add value to people's lives without any expectation of anything in return and do it every day. You know little things big things you could you're going to be unbelievably surprised how that starts coming back to you and is cumulative it's like the power of comp ounding interest you know it doesn't happen today it'll happen over time. So while I don't think lawyers get a lot of credit for being good leaders I think they're more than you think and I mean we know some of them. Yeah absolutely. I think there's a lot there's a lot to be said for that. You know Fred this has been so much fun and I know I've taken more time than I should but I'd like to have a little more with you with the lightning round of Q&A. Okay. All right. What three words best describe you? I would say that I'm determined a lot more competitive people think I am. Lastly and I say this with hope because this is ultimately determined by others but I hope I'm trustworthy. If you could be one person for a day beside yourself who would it be and why? I would I would like to be Bobby Jones. You know he is the to me the quintessential Renaissance person. You know he's I've read so much about him. I mean just about everything there is to be read. He was a great champion golfer. He was a scholar you know that is masters in English from Harvard. He was well read well written probably the most humble, considerate athlete that I've ever read about. And I'd love to be inside that body for a day just to see what it's like. What would be your biggest pet peeve friend? Oh people who are self important. What's something about you that few people would know? My first and last girlfriend or our identical twins. My junior my junior high sweetheart was an identical twin. And my last girlfriend is a woman I've been married to for 43 years is an identical twin. That is incredible. Do you have any hidden talents? Well I think I think I'm sort of an architect designer want to be. You know I guess by the question I had to say I'm pretty good at it. Although clearly an amateur I mean my my wife and daughter's calling me a serial renovator because we bought a house in 1981 that we live in that we've renovated about seven times. And I get into the weeds with the architects and I drive them crazy but I like doing that. And I think I'm I think I'm reasonably good at it. Your favorite hole in Augusta National? Number 15. And it's just it's a hole that you know when you say something's your favorite a lot of it has to do with your experiences you know so I just if I had a good drive there you know from the member's tease standing kind of at the top of that hill looking down over the water you know imagining the people in the back hill to masters. I just I just feel it makes me feel great and I just feel like I can do this I can hit the green. And so I just love that feeling that's my favorite hole. And Fred if you had to pick one and you only get one because I know there's so many what would be your favorite masters? Well David it would have to be the 2019 masters tournament and Tiger Woods return to glory as Jim Nance put it. I know we were so excited as that they progressed to watch the drama that unfolded on the back nine. And I think when he walked onto the 13th green after having played the 12th hole you know the really the high point of Amy corner that we all had a feeling it just might be the day and of course as you know he came through he won his fifth green jacket and what struck me and what I remember the most about that afternoon as he finished play he was walking to the scoring room from the 18th green and there was a line of young players who greeted him and the respect they showed for really for their idol people that that watched him as they were growing up in golf it was just something really cool to see. And so it was a time when we are very proud of Tiger Woods and what he's meant to the masters tournament. And of course Fred we all know that Tiger just had this terrible injury. Have you had a chance to talk to him? I have David just this week Tiger and I exchanged a couple of text and I was really hardened at the optimism that he displayed and he was in great spirits. I know he's determined to come back and if anyone can do it Tiger Woods can we wish him all the best. Absolutely we sure do. Fred I know you have three daughters and I understand you now have a grandson. Correct. Okay. What's it like being a grandfather? Well it's great. You know my daughter who was a mother of my grandson lives two, she and her husband lived two blocks from us. So I would say five days a week at least they either come by or we go over there so I'm seeing him often but he just turned three and if I miss a week for some reason if I'm traveling unbelievable change it's so much fun and I know you've got grandchildren I'm sure you did. It's just so much fun. Have you already got him his first set of clubs or are you waiting for that? No he's got a little plastic set of clubs. You know he hasn't shown a tremendous amount of interest in really developing a swing. I mean I've seen some of the old videos when Tiger Woods was two and he was already hitting 100 yards but I don't think he's going to be a Tiger Woods but I do hope he plays golf. His dad's a golfer and a pretty good golfer and I'm sure he'll play golf. I'm looking forward to that. Yeah. Well and looking forward and wrapping this up here what do you see is you're unfinished business Fred and you know I don't know if people even like to talk about leg acies but if you had to use that word you know you know how do you see yours? Well I mentioned we talked quite a bit about the mission of Augusta National and the values. I'm sort of focusing on and I think maybe this might be a little bit in reverse order but I've given a lot of thought to vision. In other words where do we want to be not only just at the end of my tenure but where does this organization want to be 10, 20, 50 years from now? What are the possibilities? That's a difficult subject and of course I won't be making decisions necessarily but I think we have a very talented, very energized organization. They want to do more. They want to make a bigger difference in the game of golf and in the world. And so I'm spending a lot of time thinking about that future. Nothing concrete yet but that's what I'm spending a lot of time doing. Well I want to thank you so much Fred for giving us so much time and sharing your observations. Thank you for the example you set for all of us who want to reach for greatness and be kind to other people. Well thank you David and thank you for everything you're doing to promote leadership and you're doing great things. Thank you very much. Well there's no doubt about it. Augusta National Golf Club is a very special place and it's got a very special leader in Fred Ridley. He is blazing new trails while staying true to the legacy and core values of the club. Can you believe that on day one as chairman he started working on the Augusta National Women's Amateur Tournament? That was a major innovation. Now let me take a minute and share some coaching for how you can apply this in your life as a leader. Every organization has tradition. This week is a part of your weekly personal development plan. Make a list of the traditions that you want to preserve. That list will help you see the values that really matter to your organization. And then with all that in mind start thinking about the bold initiatives you can take to move your team and company forward. Now that's the kind of balanced creative thinking we need more of in this world . So do you want to know how leaders lead? What we learned today is that great leaders preserve tradition and drive innovation. Thanks again for tuning in to another episode of How Leaders Lead where every Thursday you get to listen in while I interview some of the very best leaders in the world. I make it a point to give you something simple on each episode that you can apply to your business so that you will become the best leader you can be. [BLANK_AUDIO] [BLANK_AUDIO]