Unshakable Integrity & Competitive Kindness; Guest - Jeramiah Dickey, AD Boise State

This episode focuses one of the three foundations of Competitive Kindness, the Unshakable Integrity. Dr. Clark hosts guest Jeramiah Dickey (Athletic Director at Boise State University) who is a national voice on the future of college athletics and has led an incredible run for Bronco Athletics.

Jeramiah offers his perspective on integrity, being able to change, how to lift others, and how to lead the right way.  The championship insights he shares are timeless and demonstrate why he is so highly revered as a leader in the industry.

The movement continues…

Transcript

Unshakable Integrity

Jeramiah Dickey Interview

SPEAKER_00 0:06

Welcome to the Competitive Kindness Podcast. I'm your host, Rob Clark. What if the way you lead could change lives, not just results? We're building a movement, proving you can compete relentlessly for championships while elevating everyone around you. This is your competitive edge. Each episode will share stories and strategies to help you make an impact that lasts. So, if you're ready to win the right way, you're in the right place. Now let's get rolling. Imagine this. You invite a friend over for dinner, you offer them your favorite frosty liquid beverage, and proudly hand them a cup that looks super impressive on the outside. A real beauty. But on the inside, it hasn't been washed since flip phones were considered cutting edge tech. There's no way your friend says, Wow, the outside of that cup looks amazing. They do say, Why did you give me a dirty cup? It's a funny image, but points to a serious leadership principle. Integrity. What's on the inside matters. Integrity is one of those buzzwords we use all the time in leadership, but don't always define well. At its core, it's simple. Integrity is the alignment between what you believe, what you say, and what you do. Your values, your words, your actions. When those line up, you have integrity. When they don't, people notice. The word itself comes from the Latin term meaning wholeness, being integrated, not divided. It means that you're the same person everywhere you go. At work, at home, in the community, in the car, at church, and when nobody's watching. Now let's be clear, integrity is not perfection. If it were, we'd all be in deep, deep trouble. Integrity means when you mess up, then you own it. You learn from it and realign. Perfectionism hides mistakes. Integrity admits them and grows. People don't expect perfect leaders, but they do expect real ones. Integrity also requires balancing three commitments at the same time. First, the commitment to compete at your maximum potential. You learn what's just and what's right. You grow, you push yourself. Second, the commitment to help others grow. You inspire, you invest, you lift people up. And third, the commitment to help others reach their full potential by holding the standard of excellence. Integrity holds all three together. I'll pursue my potential, I'll help you grow, and I'll help you reach your potential because it's the right thing to do for our team and you. And this is where competitive kindness comes in. It's the belief that you can compete at the highest level and still elevate the people around you. But that only works if integrity is present. Because kindness without integrity isn't kindness. It's manipulation with a smile. If kindness shows up when it benefits the leader only, people will see through it and trust disappears. Integrity is what makes kindness real, not a tactic, a virtue. And integrity requires something that we don't talk about enough. Moral courage. The courage to tell the truth when it's uncomfortable. The courage to hold your standards under pressure, and the courage to say three words many leaders avoid. I was wrong. Those words don't weaken leadership, they strengthen it. Because integrity isn't about being flawless, it's about being honest enough to grow. Over time, integrity becomes more than a decision. It becomes character, built day after day, choice after choice, whether anyone's watching or not. And when leaders live that way, something powerful happens. People trust them. They don't wonder which version of the leader they're going to get. And trust is the foundation of every great team, every great culture, and every great organization. So here's the question: Are you spending more time polishing the outside of the cup or cleansing what's on the inside of it? Because the leaders who truly change organizations and lives are the ones who are the same person everywhere they go. That's integrity. And in competitive kindness, it's the foundation. Win with character, lead with authenticity, build success, people can trust. Today's guest is one of the most impactful leaders in college athletics, a builder of programs, people, and Bronco Nation. Jeremiah Dickey is the Director of Athletics at Boise State University, where since 2021 has led the transformational era defined by his bold vision, what's next? Under his leadership, Boise State has captured over 40 conference championships, driven more than 100 million in fundraising, achieved record-setting academic success, and historic milestones, including a college football playoff appearance. He spearheaded over 100 facility upgrades and launched the Athletics Master Village, reshaping the future of Bronco Athletics. The 2025 NACA Athletic Director of the Year, Jeremiah also serves on the NCAA Division I Football Oversight Committee and was recently appointed by the President of the United States to the College Sports Reform Commission Rules Committee, helping shape the future of college athletics at the highest level. He strives to lead by example with integrity, vision, energy, and purpose. Jeremiah, welcome to the Competitive Kindness Podcast. Thank you, my friend. I appreciate the opportunity. Everyone's got a story. So what's a moment or an experience that shaped who you are today?

SPEAKER_01 6:43

I definitely have a story, and there's a handful of moments. When I was in seventh and eighth grade, it was homeschooled for a time, and it was due to my family couldn't afford private school and where I was going to school. And so my mom homeschooled us. And I went back to the middle school because I wanted to play sports. And long and short of it is I one hadn't worked hard enough. And two, everyone had caught up with me in terms of their maturity. And so I did not play a lot in seventh grade. And in eighth grade, I worked a lot harder, but I'd gotten to the place in eighth grade that was the start of everyone makes the team. And I made the team, but I didn't have a uniform. I basically was in a track suit, and basketball was my main sport and sitting at the end of the bench. And I remember going to my dad, and my dad said, Don't come to me. Like I'm not your head coach, and no one cares work harder. That's the mentality that you have to have. And you got to go have that conversation with your coach and prove that you belong, that you're deserving of. And so I did. I went and talked to the coach and said, I feel I'm better than my teammates and I deserve to at minimum have a uniform, but to play. And he said, prove it. And that season started with me not having a uniform. And every day after practice, I got to play someone on the team one-on-one that he would pick. And if I beat them, I got to move up a position. And we went through the season and I ended up starting by the end of the season. And it showed me something. And I don't say that, like I'm not Jordan. I got the best out of my town as I possibly could, Rob. But the reality is I was gonna, I was a high school player, right? And so I didn't have any aspirations of going to college and playing sports. But what it taught me was to bet on myself and that I knew that if I worked harder than everyone else, that I could create a path for myself. And it really set me up and became foundational to who I am ultimately today and how my career has gone. So that was an important moment for me that one, my dad made me do that and that he wasn't going to come in and help me, that I had to step into that role and I had to speak my truth and face it head on, and that no one cares work harder. So that was the start of the work ethic and really proving to myself that I could do anything I put my mind to. And then fast forward, I spent my whole career, like a lot of us in college athletics. I wanted to be an AD. I had very specific goals. And early on in my career, I didn't necessarily, I wasn't locked into a why. It was fame and fortune, probably, if I had to define it. This was the ESPN era, and you got to see more ADs and yeah, I had a better understanding of what a department was. And my why wasn't locked in. And I remember at the University of Houston, I always had goals. And if you weren't with me, you were against me, and I'd run you over. And that wasn't what I would define now as a leader. I was not being a servant leader. I was leading by action, but I was not bringing people along in a process. And I remember an AD and a close friend and mentor, a hundred-year check at Arkansas, pulled me aside and said, JD, we're not going to operate this way. And it blew my mind because I was hitting goals. But he said, our team is important and our people are important. And you got to figure out how to get them to buy into the process, bring them along in it. And it was eye-opening for me. It gutted me because up until that point, I had done everything that was asked of me, and I had accomplished great things, but it didn't mean anything when you got to the end and no one was with you. And so I always felt it. And this is probably where my faith started to come into play. I always felt it. It just was it worth it? Like I would get there, but if I didn't have a team around me, and it changed everything. I had to go back and I had to own it and I had to apologize and I had to recreate relationships and bring people along in a process. And it taught me some things. One, we're never a finished product. I was the smartest in the room, and I thought I knew best and I knew I could outwork everyone. But ultimately being a leader meant so much more to me. And if I wanted to be an AD and an AD who lasted because I understand what this job is, and I needed to operate differently. And so I'm forever grateful and don't have any regrets in terms of my failures along the way because it's made me who I am today. And it's something that lives with me today. That my responsibility is to look in the mirror and take ownership and constantly reassess and evaluate myself in terms of how I'm showing up, how I'm leading, and bringing my team along in the process. And it's tied into who I am today. And so I'm forever grateful for that.

SPEAKER_00 11:10

JD, I've always admired your integrity, your willingness to lead with heart. And there's this timeless leadership principle about cleansing the inside of the cup before the outside of the cup, really prioritizing character over image. How do you stay grounded in your values when leadership can sometimes be very public and very visible?

SPEAKER_01 11:30

Yeah, it's a great question. Leadership is hard. And I understand what it means when they say it's lonely at the top. It was important to me and part of my story of prioritizing my life where God is first and foremost for me in my faith, my family is second, and then this job. And I constantly remind myself of that. And I think it's created a foundation for me that however good or bad my day is, it's never as bad as it seems. It's never as good as it seems that I'm grounded in my faith and in my family first and foremost. And I think that's impacted me and how I show up for my team because I don't ever want this job to be my identity. And that's hard when you're in these positions of power and strength and scary public facing. I don't want it to be my identity. I represent something bigger than myself, and that's first and foremost my faith. And then the family piece. And if I continue to remind myself of that, and it allows me to show up in the right mindset for my team, and it allows me to be more empathetic and have grace and patience. But then it also leads to important conversations like accountability and ownership and what I would define as crucial conversations. It's not perfect, but I'm not perfect by any means. There's a lot of failure, but I have amazing people around me who see my blinders and remind me what I'm missing. And as a leader, I have to be open to that because I know that it's important and how I represent from my chair and people are great as asset. It's important for my team, it's important for Bronco Nation. It's important for my community and state. And sometimes leaving that out in action and saying sorry, or I've missed something or owning it, I've I think created a very honest feedback loop with my team that really allows me to continue to grow as a leader.

SPEAKER_00 13:16

And speaking of that growth, can you share a time where you were pushing yourself to reach your own potential as a leader? And what did you learn from that?

SPEAKER_01 13:26

Yeah, I would say you mentioned the Houston story, and I think that was probably the most uncomfortable time. But I would also say it it but I learned so much from it and I came out of it much better. I would also say Baylor. My first year, Baylor was hard. There were a lot of her feelings and in terms of what we walked into, and right, wrong, or indifferent. There were a lot of opinions on what was going on there, but we were brought in to fix it. And there were a lot of feelings. And I think that that's the what I went through at Houston really allowed me to approach Baylor in a much more positive way. And that was a great learning experience for me. It doesn't need to be fire and brimstone. There is this aspect of sometimes people just need a hug and a high five, a fist bump. I didn't need to light them up or I needed to bring them along in the process and growing through that and what I learned at Houston. And as I continue to climb the ladder, it really prepared me for that moment. And then I look back, and now that I'm an athletic director, I'm so grateful for those moments that really allowed me to become the leader that I am today. And as long as I hold myself accountable and I have good people around me to do the same, that I'm not a finished product, that I'm going to continue to learn through this. And as we go through massive changes in our industry, that's important to me because I have certain promises of myself and I'm not ever going to live in sanity. And that means I have to constantly change who I am and how I show up for the people I serve and make it about them more so than about myself. And that protects me from myself in many ways. When I first got here as a first-time AD, going through COVID, I'm so grateful for those past experiences and failures, quite honestly, that I walk into a situation and our infrastructure wasn't where it needed to be. There was no strategy or plan in terms of what we wanted to accomplish. There was no overall vision and direction. And it really allowed me to get to work and move the needle much quicker because of those experiences. And it really allowed me to grow as a leader in real time at a place that I didn't know anyone. I didn't have anyone necessarily in my foxhole. But sometimes you got to live it out in action. You got to bring people on the process. And over the course of time, I have now my full staff in Bronco Nation. And I and we have a lot of support because of it. It didn't start off that way, but I learned a lot through that. And a lot of that was based on my past experiences of what not to do and the ability to pivot when things aren't going your way or working the way it should. That was an important process for me to continue to grow as a leader.

SPEAKER_00 16:01

Yeah, this pressure cooker of college athletics, it tests you, right? Tests you on the inside and the outside. So this test of integrity, when was a moment in your career where your integrity was tested? And what did you learn from it?

SPEAKER_01 16:18

There's probably a couple of examples. There was a time at the University of Houston and I was in development fundraising. I would take donors out and we would go to dinner and whether it was on the road or whatever, and ultimately the drinks would be had and donors would commit to things. I remember the first time it happened. The next day it didn't feel right because I knew that it was part of the moment and the experience. And so I followed up with the donor and I said, Hey, you said this last night, and I just want to make sure you're okay with that. I know you haven't talked to your wife. I know that this would be huge for us, and I'm overly grateful, but I don't want you to ever feel like I've pushed you into something that you're not fully committed to. And he said thank you. And I vaguely remember the conversation, but I sincerely appreciate you doing that. And it led to a much larger donation in the future. And so that was one of those times that if you always do what's right, I think what goes around comes around and it's going to work out in your favor in the future. And then there's been various points, as when AD most recently, what everyone else is doing versus how we operate. And just because everyone else is doing it doesn't make it right. I have great people around me and my head coaches are awesome. But these conversations come up and it gives me an opportunity to double down on who we are and we are going to operate in integrity. And if there is a rule, we are going to operate by those rules. And it may hurt us competitively and we may miss out on a kid, but we are always going to do what's right. And I believe that. And I have to represent that first and foremost. And that's something my team knows that we are always going to do what's right. We are going to follow the processes that have been defined for us. We are going to take things forward appropriately so when things happen, I'll take ownership. And it really ties into something that I tell my team all the time. You all get the credit and I get the blame. And so whatever happens, you are protected because I will stand in that gap and I will take the bullets and I will face whether it's the media, the president, the board, the state, whatever, I will face it because that's my responsibility as a servant leader. And it's relieved a lot of pressure. And so we're tested all the time in this industry of what people are doing versus what the rules may say you can do. And we're always going to push. We're going to find our path from a competitive standpoint, but they're non-negotiables. And that ties into how I prioritize my life, God family in this shop. It may be uncomfortable on the front end because you may miss out on something. But at the end of the day, you're going to get it in a very positive way, this life or the next.

SPEAKER_00 18:45

Let's keep going down this road here, shifting gears from what's on the inside integrity to those you lead. You talk about non-negotiables. How do you approach creating an environment and your culture? What are those non-negotiables that you do to help your staff, coaches, and student athletes grow to reach their maximum potential?

JD - Future of College Athletics

SPEAKER_01 19:07

A lot of that ties into our why. My job and my why is to prepare our student athletes for life. We've created an infrastructure around that. That's a non-negotiable. I understand we're paying student athletes, and I understand the industry has changed. We're professionalizing, but we've always technically been paying these student athletes, providing their scholarships, their food, and so forth. What has really changed? Let's double down on who we are and what it means to be a Bronco. And those are non-negotiables. We're blue-collar and we're never going to have what everyone else has. We are going to fight the good fight and we understand what our expectations are. And that doesn't mean you sell yourself short in terms of those expectations. Our expectations are to compete for championships in all sports. Our expectations are to go to postseason. So for football example, our expectation is to compete for a championship and go to the CFP. And we're not going to sell ourselves short regardless of the resources that we have or don't have. We may have a spoon, but we can do damage with that spoon. And I think the culture piece is so important to who we are. And I know it's a buzzword, but this has to mean something. It ties into the people I have in my foxhole and the coaches that I have here leading. Money's not a driver. We represent something bigger than ourselves. We're the only FBS institution in our state. We represent a massive community. We have a national brand, even an international brand. If we really want to get down into the data, over 52 countries, I think this past year visited the blue. That's important. And so what does that mean to us? We're going to continue to show up and represent and elevate the foundation that we inherited and build upon that and continue to compete at the highest level. That's an important piece to be here. That's why I'm here. It ties into who I am as a person. And I think that can be a competitive advantage. It's easy to throw money at a problem, but at the end of the day, if I'm not preparing these kids for life and having an impact on their life, and you hear our football coach say it all the time, we're here to develop husbands and fathers and members for the community that they're going to be giving back to this community. It has to mean something. And when the industry's going left and money becomes a driver, how do we go right and double down on what it means to be a Bronco and what it means to be at a place like this? Because it's a phenomenal place and it just means more when you have your North Star and are the light on this hill, so to speak. It just means more.

SPEAKER_00 21:37

College athletics is having an identity crisis right now. In your national voice here, what are some of your greatest concerns and what recommendations do you have for the integrity of college athletics?

SPEAKER_01 21:51

Some of my greatest concerns, we're losing sight of our white, and the adults in the room need to lead. And right now it's very Chaotic, it's not sustainable. And I feel like we're missing the opportunity to truly have an impact on future generations. And I say we're missing it. I'm not saying everyone is. There's phenomenal programs out there and student athletes that understand this. And when you think about the fans and you think about our purpose and our mission, I think a lot of that is getting lost in this. You hear a lot about viewership numbers and the amount of money in the system. That's the least impactful for me. What's most impactful is that we graduate our student athletes at a very high level, if not the highest, in our conference, that we had our highest GPA in the fall, and that we are still competing for championships. I believe what happens off the field of play impacts what happens on it. We represent something bigger than ourselves. And that's important to me. And when you think about the integrity in the industry, just because everyone's doing it doesn't make it right. There are rules, and those rules need to be followed, and there are changes that need to be made. And I think there are a lot of people being vocal about it now. I was maybe one of the first to go out on that limb, but it's because it matters to me as I look to the future and how we're impacting the communities and the fan bases and the student athletes and the experience. And it's not sustainable. And I love this industry, Rob. I love what it represents. I love the impact that it's had. I get to live it out. I see it every day with our student athletes, former student athletes that come back and the lives that they have and how was he say prepared them for that? That makes it mean something. But if we continue down that road, we're doubling down on the culture piece and preparing these kids for life and the fact that we do represent something bigger than ourselves. To me, that's worth fighting for. Time will tell, but I do see changes coming and we've identified all the buckets. We've identified all the issues in our industry. I think every AD commissioner, president, can speak to it. That's a start. If this is a 10-step process, we're on step two. How do we now start making decisions and identify what we define as low-hanging fruit to truly propel forward in a very positive way and limit the lawsuits and litigation and how do we create an infrastructure that can live beyond us? And I know 10 years from now we'll look back and say, how cool that we were a part of it. Right now it doesn't feel very cool. Right now it feels uncomfortable. Every day is different and rules are changing and it's challenging. But at the end of the day, that's why leadership matters. And people just stand in that gap and to step up. And leadership, no one ever said it was going to be comfortable. Our job is to do what's right and make decisions and hold people accountable. That's something that I take seriously. And the vast majority of what I say and what we do here, it does not make my life any easier. It actually makes it more challenging. But at the end of the day, I can sleep at night knowing that I'm putting my best foot forward when trying to represent something bigger than myself, when I'm where my feet are and I'm going to fight for my team and my teams and my people. That will be a value as we move ahead in this industry.

Fast & Friendly Five

SPEAKER_00 25:03

All right, JD, we are going to shift gears here to a segment that I like to call the fast and friendly five. So I'm going to ask you five quick questions, no long pauses, just gut answers. You ready? Yeah. All right, number one, your go-to hype artist or song when you need a boost. Wow. I have a couple.

SPEAKER_01 25:24

I would say Metalca. I'm old school. I'm a 90s kid. And Metallica. I have a list of songs that I'll do a run before games and definitely Metallica, probably Inner Sam, and that's something. My wife doesn't like it because my kids now like the song, but but that is something that fires me up.

SPEAKER_00 25:42

I don't know, man. But Metallica. Well, let's go. Number two, go to movie when you need inspiration.

SPEAKER_01 25:50

Wow. I love movies. And my family gives me a hard time because every movie I see, I'm like, oh, that's top five. And my kids are like, Dad, like you say that every time. Like you have 50 movies. Probably the one that that I like the most is Braveheart. I don't want to be overly dramatic, but an understanding, it's not probably historically accurate. But what he went through and being a leader, and and it was uncomfortable and ultimately led to his death. And I don't know. That's that's a movie that's it's one of my favorite movies of all time. And and I think in many ways, sometimes I feel like I'm approaching this as a warrior and man or mouse, and you gotta do what's right and keep moving. And I think Braveheart encompasses all that.

SPEAKER_00 26:31

This is the first time in this podcast that anyone said that. That's mine too. We shared that one. All right. I got so fired up about Braveheart, I most skipped number three. So we're gonna go back. All right. All right, one or two books that have impacted who you are. Lead for God's sake, for sure, is one of them.

SPEAKER_01 26:53

Who moved my cheese? I think that's really tied into who I am as a leader and preparing for the unexpected and a simple read, but I think that's been impactful. Way of the Shepherd is a great book. All the John Gordon books. I love leadership books, and it ties into the grace and patience with myself and being kind to myself. I think if leadership was easy, you wouldn't see as many books written about it. And every day I feel like there's a leadership book coming out, and I try to soak it up as much as I possibly can because I know that I have a lot of growth ahead of me.

SPEAKER_00 27:27

Number four, best leadership advice you've received. Be kind to yourself.

SPEAKER_01 27:35

My job is to be very empathetic and show grace. And obviously, people are a greatest asset, and I have a lot of people, and people can be a challenge. And leadership is not easy, and there's a lot that we have to navigate. And someone had told me a long time ago, JD, be show grace first and foremost to yourself and be kind to yourself. And that's important to me. I have my inner demons, my mind is powerful, and it tells me a lot of what I can't be or shouldn't be or can't do. And and I have to fight that. And starting with being kind with myself and showing grace to myself that no one gave me an AD book for dummies. No one told me this is exactly what you should do and how you should do it. And it's and there's perfection in it. There really isn't. And I make a lot of decisions on a daily basis, and not every decision hits. And I have to show some grace to myself that I'm not perfect and I don't know every outcome. I think that's really gotten me through some really tough days here in the chair that I've had to look in the mirror and say, You're okay. You can do this, and you're not an outlier. There, everyone else is struggling too. And that's been extremely uh beneficial to me.

SPEAKER_00 28:43

Number five, who's a leader or coach who shaped you and why?

SPEAKER_01 28:48

I mentioned Hunter Yurchek before, just how he balances faith, family, and this job. And that's something that is been impactful for me as a Christian, as a husband, as a father. Todd Gongwork, Lead for God's sake, great book. One of my favorite books. I have a relationship with him, and he's amazing. And he's impacted me. I lean a lot on people I've met along the way and their stories, and and it's endless. I don't view myself as a finished product, and so there's always something I can learn. Mac Rhodes, I wouldn't be in my position if it wasn't for him. And just watching him over the course of his career, and there's bits and pieces that you take from people, and ultimately it's led to who I am today. And I would say my father, I'd lean on him quite a bit. He's not, I believe he's a leader, but not necessarily a coach. He provides a lot of great feedback and is foundational for me. And so I'm very grateful for him and my mom. And I have great family that that feeds into me and pours into me. And then a coach, I've been so impressed with Spencer, my head football coach, just how he approaches it and his mentality and how he prioritizes his life. And when as a first-time head coach, and it's crazy. I'm older and I've been in my role longer than he's been in his role, but I definitely take more away from him than he does from me. And I'm really grateful for that. Just how he represents something bigger than himself and how he's just so passionate in terms of preparing student athletes for life and his faith and his family. And well, if you ever have a bad day or struggling, like you're if I'm ever having a bad day and struggling, like I just go talk to Spence. And it's great when you have teammates like that and coaches around you that can be uplifting and it takes a team and to be vulnerable in those situations to say I'm struggling, and to say, Let's pray and let's talk through it. It just means a lot to me. He's just an unbelievable teammate, and I'm very grateful.

JD - How to Lead the Right Way

SPEAKER_00 30:40

Awesome. Congratulations, you survived the fast and friendly five. Well done. Thank you. I hey, we're coming to a close here, but before we do, just some closing comments here. Could you offer some advice to our listeners on how to lead the right way?

SPEAKER_01 30:57

Yeah, the why is so important. I would start there. I said it earlier, be kind and show yourself grace. And and then I would say there's a piece of this that ties into the work ethic. I'm very grateful that what we do isn't rocket science because I'm not that smart, man. And what I've done over the course of time is just keep showing up and do the work. The sun comes up and there's gonna be good and bad moments and days. But if you have a why locked in and you are kind and show yourself grace and then you do the work, I do believe good things are gonna happen. And then the final piece is head, hard, and gut. I think that's important. The major decisions that I make, it's tied into that. But it's collecting data, my faith's a part of that. And there's that inherent feeling you have of what's the best path. And if I can get all three of those aligned, epic as possible. I'm not saying it's perfect and I don't always hit on it, but it's led me down a very positive path as we continue to grow as a team and department.

SPEAKER_00 31:56

Hey Jeremiah, thank you so much for opening your heart, sharing your experience. It's really meant the world. So thank you so much for being on the podcast today.

SPEAKER_01 32:06

Thank you, Rob. I appreciate the opportunity and go Broncos.

SPEAKER_00 32:14

Thanks for tuning in. If today's episode got you fired up, please check out the book Competitive Kindness: Winning the Right Way. Available on Amazon. Join the competitive kindness movement by sharing this with your friends, family, and colleagues. And also, I would love to connect with you, so please share your thoughts or stories with me on LinkedIn or on X. My handle there is at Rob Clark10. Remember, dare to lead differently. Dare to be kind.