0:02

Welcome to courageous leadership with Travis Yates

0:04

, where leaders find the insights , advice

0:07

and encouragement they need to

0:09

lead courageously .

0:12

Welcome back to the show . I'm so honored

0:14

you've decided to spend some time with

0:17

us here today , and this episode

0:19

is sponsored by Officer Privacy

0:21

. Officerprivacy . C Officerprivacycom

0:24

was started by Pete James , a 25-year

0:26

veteran of law enforcement and digital forensics

0:28

expert . His passion is to help

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LEOs and their families delete their private

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information from the internet so

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they can feel safe , and today more than ever

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we need to be doing that . So contact

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Pete at officerprivacy . com . Let

0:42

him know that we sent you there . Today's

0:45

episode is going to be a

0:47

barn burner . We have Chad

0:49

Bruckner . He's a former police officer , but

0:52

he's now helping others as a performance coach

0:54

and motivational speaker . In

0:57

his book , the "Holy Trinity of Successful

0:59

and Healthy Police Organizations Blends

1:01

the Issue of Wellness and Leadership Like

1:04

Few Others have . I highly

1:06

recommend it . You got to get it . You're

1:08

going to love this conversation . Chad Brueckner

1:10

, how are you doing , sir ?

1:12

Dr . Travis Yates . How are you , my

1:15

friend Travis ? Just fine , my man . How are you ?

1:17

How you been doing ? Staying busy ? What's going on ?

1:19

Oh man , he stays a new day , brother . Today

1:22

I was working on my newsletter putting my latest

1:24

edition of that out , and I

1:26

also have a private investigation firm , so I was working

1:28

on some background investigation today . So it was a little bit of everything

1:31

.

1:31

Yeah , isn't that great man . You get to kind of be the boss

1:34

of your own kingdom and I got to ask

1:36

you man , how you got here . So you're in the

1:38

military , you're going to law enforcement and

1:42

, man , you're in your early 40s and I found

1:44

you online , man , and you were doing some superb stuff

1:46

. I've immediately ordered the book , immediately reached out to

1:48

you . I said because I read a lot of books . I've got

1:50

I mean probably four or 500

1:53

of leadership type books , but this

1:55

is my passion , and

1:57

when I read your book , man , it had

1:59

that rare commodity that I very rarely

2:01

see , which is it was unique and

2:03

it was to the point and very practical

2:06

. If you get his book , the

2:08

Holy Trinity In Successful and Healthy Police

2:10

Organizations . First , you won't be able to put it

2:12

down and , second , you're going to , it's going to have an immediate

2:14

impact on you and that's powerful . I

2:16

can read 20 John Maxwell books and I've

2:18

read one book . Right , it's all very similar . That's

2:21

just the way it is . But that's what I love about

2:23

you , chad , is you've got some ideas and thoughts

2:25

that are really before your time

2:27

. You're a young man , but you're thinking like an

2:29

old man with wisdom . So I just want to ask you

2:31

, man , what got you here ?

2:34

Yeah , that's , I appreciate you saying all

2:36

of that . The book , the book . I definitely poured

2:38

it all out into there and I purposely

2:40

, intentionally , didn't want to leave any stone unturned

2:42

and wanted to leave something into

2:44

the world that you know everybody could really be

2:46

proud of . And if you're in the profession it

2:49

can make those changes as hard changes holistically

2:51

, which is , I think you know , we see these money

2:53

problems being thrown around it , recruitment or attention to

2:55

leadership issues , but that's all the answers to

2:58

fix the right inside of our hearts and souls and

3:00

that starts within ourselves and how we become the best leaders and

3:02

best humans and that will transcend our organization

3:04

. So , yeah , I really left it all out there

3:06

. And you know , for me , growing up I

3:08

grew up in a service-oriented family . My

3:10

parents , my grandfathers , both served

3:13

in military , my dad served , so

3:15

that was always that element in the room was was

3:17

just a service passion . It was always

3:19

kind of through our house growing up and watching

3:21

my dad . We didn't have really that much money at

3:23

all and he would take whatever money he'd

3:25

have and he'd go buy a bunch of pretzels soft pretzels

3:28

and we'd drive around Philadelphia delivering pretzels to

3:30

people without homes and those are

3:32

the experiences I had growing up not a lot of money , but

3:34

tons of love , tons of passion , tons of purpose . So

3:36

when I graduated high school at 17 , really

3:38

the only option I had was to go in the military because

3:40

I just didn't really have any other option at that time and

3:43

I was happy to do it . I loved it . It was

3:45

the greatest thing that happened to me , travis , because I

3:48

went in at 17 , still

3:50

a kid in so many ways , obviously and

3:52

I got out at 25 , eight years later , still a kid

3:55

. But that eight-year period of my life I didn't

3:57

realize it at the time but was the most

3:59

profound eight-year period of my life because I got to travel

4:01

the world , did a lot of things , met

4:03

some amazing people , did a lot of positive

4:06

things , did some negative things and all those

4:08

really added to the to

4:10

my kaleidoscope of , of my perspectives

4:12

, of just , you know , things

4:14

. Very few things to me are black and white . Most of the

4:16

world is gray and and not to say

4:18

there's not right versus wrong and we can call things out , but

4:21

most things I think we have to massage and have conversations

4:23

about and discussion , because there's

4:25

always factors and merits that that lead us to take

4:28

behaviors or actions that we do . It's never that

4:30

unilaterally or single issue , I believe

4:32

I found so that perspective has just

4:34

helped me really be curious for people and dig into why

4:36

people do the things they do . I'm very naturally

4:39

curious about that . There's not too many people that

4:41

I have too much to stay for anymore , because I

4:43

realized that we're all stand from a place , we all have

4:45

some pain . We're trying to work through the world and

4:47

solve or something happens . We're trying to still

4:49

prove ourselves and we were all human , and

4:51

so it really helps me to kind of see people for who they are

4:54

and that's helped me generate a lot of momentum and just making

4:56

relationships and wanting to help people .

4:59

So you go into military Chad at

5:01

17 years old and I'm just gonna have

5:03

you explain to our audience that hasn't been in the military

5:05

. Talk to us about the leadership

5:08

Influence , the leadership training , the

5:10

leadership cadre that you were immediately exposed

5:12

to in the US military .

5:14

Yeah , it was high level man . It was , it was

5:16

, it was . It was impressive and I didn't

5:19

appreciate it at the time because I was so young and

5:21

it was . I wrote about this in the Book of just the drill

5:23

sergeants and getting drilled and I

5:25

mean they're breaking down a boy . I don't even know

5:27

who I really was yet , but they were breaking me down . They

5:29

break us down and it build you up to be a man

5:31

of character , a man of a purpose

5:33

, a man who can execute and . I was in the Infantry

5:36

. So when I say man at that time in the 90s was

5:38

all male , it's changed , it's been co-ed since , but and

5:42

and that's what they're breaking it down a break in the boy and then

5:44

you have to almost kill the boy to become the man that

5:46

you need to be . There's a process to that and it's hard

5:48

. It's not always puppy dogs and rainbows

5:50

, so you have to

5:52

have great leaders to do that . You can

5:55

also break a man . You can break a young boy

5:57

if you don't have great leadership , and so

5:59

it's very , very important . And I got a real . You

6:01

know I left . My dad is a really strong

6:03

leader . Grown up my dad and I go

6:05

into the military was around some other strong leaders

6:07

. There were bad leaders there too , but generally the

6:10

leadership I had the military although it was , you

6:13

know , you could say , a little harmful in the language

6:15

we use and things like that . I Looked

6:17

at the action . I looked at the behaviors of the leaders . You know

6:19

what were they doing ? What behaviors

6:21

were they exhibiting with ? Were they leading from the front , like those

6:23

are things that I was just conditioned as a kid to really pay attention

6:26

to , so I Could kind of

6:28

push back some of the yelling and the cursing and you

6:30

know we're moving at a high , high pace or all pushing the

6:32

same direction . That's some of the leadership I was around

6:34

starting at 17 years old and that carried all through the military

6:37

. So I was really fortunate just to be around

6:39

. Some high character men Probably don't have a lot

6:41

of money and a lot of national acclaim

6:43

and few people know who they are , but they were

6:45

tremendous men of character and they really

6:47

set me up on a path to be here today .

6:49

So you , you said you set out at 25

6:52

and left the military . You have all this sort of , you

6:54

know , phd level leadership stuff that

6:56

you aren't aware that it's that level . But then

6:59

you go into law enforcement , discuss

7:01

the stark difference and the

7:03

leadership you discovered in the military versus

7:05

the leadership you discovered in law

7:07

enforcement .

7:09

Yeah , I was blown away . I was . It hit

7:11

me pretty hard , hit me pretty fast , probably in the first few

7:13

months . I just noticed how was a lot of do as I say

7:15

, not as I do , which is just

7:17

flies the face of any you know person . I've

7:19

refused . It's hard for me to call myself a leader . I like maybe other

7:21

people can say that , but it's just . I still struggle because this

7:23

sounds self-serving , but you know

7:25

, but the leaders I've been around , you

7:28

know they're , they're not , they're

7:30

, they're leading from the front . You know they're . They're making

7:32

very healthy decisions . They're , they're . They're

7:35

not treating it like a business . And I

7:37

started just quickly seeing law enforcement was a very seniority

7:39

driven process and it's always been that way . So

7:42

it's hard to really Criticize

7:44

. We're in the moment because you know most people say was

7:46

as I've always done it , and then you try to kind of

7:48

peel back the layers a little bit , explain that

7:50

just because you're outranked , somebody through seniority

7:52

, through time , does it mean that you

7:54

get to take off your vacations first ? Doesn't mean you get

7:56

to eat first . It doesn't work that way . I'm sorry you

7:58

were shown the wrong way but that's a horrible example

8:01

that you were shown and you start to try to make those

8:03

changes , set those examples . You've got tons of conflict because

8:05

people don't want to . You know you're trying to do it in

8:07

a way that that I was trained and

8:09

shown . So it's just

8:11

a different thing . It's very seniority driven . It's , you

8:15

know , depending it , really not merit-based . What

8:17

I saw . So some of the promotional processes

8:19

, you know , frankly , law enforcement , the best leaders

8:21

are just not moving up through the ranks . There's a very

8:23

political component to it . I saw that , I experienced

8:26

that , I went through it , and Multiple

8:29

times , and I went through three sergeant promotional

8:31

exams , three or four . I couldn't pass one of them

8:33

, travis , not one . I got through to get promoted sergeant

8:35

and and I really

8:37

deep myself up Is this me ? Is this what's going on

8:39

? And each time I kept getting refined like this this

8:41

is crazy like . I got promoted sergeant in the

8:43

army 20 years old . I couldn't even drink legally yet . They put

8:46

sergeant stripes on me and I let 300 combat missions

8:48

. I come into police work and I couldn't

8:50

even get out the first level and I couldn't figure it out

8:52

until I realized it's . It's

8:54

a system , it's a construct that is not set

8:56

up to succeed . It's a construct that's

8:59

set up for the top to benefit

9:01

. And it's getting even worse as we speak now . So these

9:03

are the things we have to talk about . Try to change . We got to bring meritorious

9:05

leadership back , your seniority . I know the

9:07

unions are important some

9:10

degrees , but they've also called some roblox in another

9:12

areas .

9:14

Yeah , I can . I can only imagine

9:16

that culture shock that you had . And they

9:18

talk about the deep state at the federal level

9:21

a lot . Well , law enforcement has its

9:23

own deep state and you describe some of that like

9:26

things that are done just because they're done . That

9:28

way it's a system

9:30

and of mediocrity .

9:32

Yeah , and Any listen

9:34

we could be , we could be great , travis , I'd say , right

9:37

now , this profession is . I love this profession . We

9:39

can be excellent , we can be

9:41

great , but you know , to take to be great

9:43

, I we're gonna have to make some wholesale changes

9:45

. Are we willing to make wholesale changes ? Are certain

9:47

leaders willing to say you know what I'll sacrifice

9:49

for the better of the team , I'll sacrifice for the profession

9:52

? That's what it's gonna take . And I don't see enough

9:54

leaders sacrifice . I don't see enough willing to say that . I see

9:56

the opposite . I see leaders , you know , fighting

9:58

for their newest , next contract , fighting to maintain

10:00

power , fighting , maintain their

10:02

, their place in standing , and it's just that that's not service

10:05

. You know we got to get back to service minded . That's sacrifice

10:07

.

10:07

That's one of my worries , chad , is . You know , you

10:09

go into the US military at 17 and you were

10:11

exposed to how leadership is supposed to be done

10:14

. But what about the cop that goes into

10:16

policing at 21 ? That's his first job

10:18

and he thinks that's how leadership is

10:20

done . They're the next police chief , they're the next captains

10:22

, they're the next majors . And they're gonna carry

10:24

on what I would call incestual leadership . They're

10:26

gonna carry on these bad habits of leadership . And

10:29

you ask what can be done . Well , I think you're doing it , chad

10:31

. I think this is how we do it we reach as many

10:33

people as we can . I love folk . In fact

10:35

, it's funny when people have me come out for a seminar because

10:37

they'll go . We're trying to get with the schedules of our deputy

10:39

chiefs and our captains and our majors and I go . I

10:41

don't care about your schedule , they've already screwed you

10:44

up . Let's put the officers in the room , because

10:46

they're the next deputy chiefs and they're the next captains . Let's

10:48

get to them now . And they don't always like that

10:50

answer , but doing a leadership

10:52

class with just rank is a complete

10:54

waste of time . Your leadership training should

10:57

have all ranks in it , because , number one

10:59

the lower ranks need to hold the higher ranks Accountable

11:01

, and then the lower ranks are also gonna be the

11:03

higher ranks . So that's not a quick

11:05

fix , as you can imagine , but

11:07

one thing , you said that is clears day chat

11:10

. There better be a change rather quickly

11:12

or we're in much more deep

11:14

trouble than we may even know .

11:16

It's , it's good . It's getting worse and this is the and I'm

11:18

not a negative person , but I'm also a truthful

11:21

person like you , so I can speak the truth and I

11:23

get anxious about it it's getting worse . The problem

11:25

is getting worse , so we have to

11:27

make we got to keep talking about it and if we you and

11:29

me are the only ones I got to keep talking about leadership changes

11:31

and and that's we're gonna have to do . But I

11:34

love this profession , I love our country , I love our communities

11:36

and they deserve to have the best and the

11:38

part of the mission and the reason I wrote this book

11:40

. Travis , you said it is the 21 year old cop

11:42

. I know what leadership is . You can't lie

11:44

to me about what it is . I have a lot to

11:46

learn and I'm still learning every day , but I know the essence

11:48

of it . You know you can't fake me , but there's a lot

11:50

of young men out there and women who absolutely don't know . They

11:53

weren't trained and brought up in that regard , so they think

11:55

that they're in these high-performing cultures because they're being

11:57

told this is how it is . This is high performing . I

11:59

come from an agency where they still think they're high-performing . They're

12:02

not , they're not . They don't even see it . They're

12:04

all drinking and cheating , you know , and infideli , like

12:06

police departments . When you're doing those kind of

12:08

things , you're not performing it's . It comes back to an individual

12:10

because just come back to an organization . You're not

12:12

reaching your best . So leadership

12:15

is a very selfless act . You have

12:17

to rub shoulders with your people every single

12:19

day . You got to be vulnerable , you got to ask them . You've

12:21

got to be willing to dig in to find out what's

12:24

the problem with them , to help them grow and

12:26

perform . And we just pretend that these cops

12:28

are not dealing with the stuff on the street . We pretend that they

12:30

come back to the building and they don't have anxiety and trust . We

12:32

just continue , continue , continue

12:35

to pretend those things don't happen . Now it is changing but

12:38

, like you said , we got to keep making these changes because the

12:40

clock is going .

12:41

Yeah , if you're a chief or a sheriff and you ran across

12:44

the show and you think this is all a bunch of nonsense

12:46

, well , the reason Chad is saying this

12:48

, the reason I'm saying this , is we talked to actual cops

12:50

daily , like we're talking to people

12:52

on the streets that are working for these shoes

12:54

and sheriffs , and we know exactly how it is , and the

12:56

problem they have is they can't speak out

12:59

like us , chad , because they've been disciplined . That's

13:01

how . That's how this system works . Well , you

13:03

know we're being led by complete idiots . You know they're making

13:05

wrong decisions , but if I speak up to them

13:07

, they're going to punish me . If I speak out to the public

13:09

, I'm going to be fired , and so when

13:12

you speak , chad , that's who you're speaking

13:14

for , and Right you got to keep on doing . You

13:16

say , well , maybe it's just me or you will choose better than

13:19

zero , but I have a feeling it's

13:21

gonna be a lot more than two . And when it's a lot more than two

13:23

, that's when these chiefs and sheriffs need to

13:25

start looking over their shoulder , because I got to tell you what . I'm coming

13:27

from Chad . I'm coming for them . They

13:29

are running one of the finest professions known to man

13:31

. They've run the professions for future generations

13:34

of cops , kids , and I'm coming for them

13:36

and I'm gonna call them out , and then

13:38

we're gonna try to fix this . And , by the way , maybe

13:41

you say that's crazy . You can't fix an entire

13:43

Profession . Well then , we're gonna

13:45

try , aren't we ? We're gonna try . I mean

13:47

.

13:47

What's the alternative ?

13:48

Try that doesn't work for me . Yeah

13:51

, it's not a good alternative so so

13:53

maybe you're doing this thing now where you're helping out so

13:55

many people and your website

13:58

is . I love your website . It's motivate change

14:00

with a little dash in the middle . Motivate-Change . com , and

14:04

so when you talk about change , obviously

14:06

your book lines it out , but just explain to our audience what

14:08

kind of change you'd like to see in the next several

14:10

years in this profession .

14:12

Yeah , the the fundamental issue of

14:14

leadership is we have so many police departments

14:17

in America I come from Pennsylvania

14:19

tons of police departments . You have all these little agencies

14:21

, smaller agencies , big agencies . You have

14:23

all these these chiefs and these commissioners and

14:26

these little kingdoms and they all have a thousand different ideas

14:28

how they do it . The worst is when they all come together

14:30

and they start doing what everybody else is doing . They were pete because

14:32

nobody wants to be the disruptor , rock the boat . That's

14:34

when you know the system is broke . So what we

14:36

need to do is we need to really get back to instituting the

14:38

best serving leaders at our top

14:41

of our agency . The chief executive has to be the

14:43

most influential , most morally minded

14:45

, most intuitive . Doesn't have to be the brightest

14:47

, doesn't have to be the best shot on the range , doesn't

14:49

have to make the most arrests . Has to

14:51

be an influential leader , somebody that

14:53

the men and women rally a vine . It doesn't matter

14:56

that they don't have , you know , the most high

14:58

physical fitness . We just continue to promote people

15:00

on resume bullets and there and this is creates

15:02

the cycle to Travis , where cops keep going out and

15:04

trying to achieve more , achieve more , achieve more . So

15:07

we're sacrificing service . We're eliminating

15:09

that from our repertoire so we can achieve more , get more

15:11

certifications , more training , so we look more

15:13

good for promotion . It's a system that's broken . It's

15:16

broken . If you want to get promoted

15:18

, serve others . Don't do

15:20

things for yourself . Serve others . That should get

15:22

you promoted . We have flipped it where . To get promoted

15:24

, you have to do all these things and we

15:26

tell you service is a little small part of it and

15:29

we'll lie and pretend that we don't really feel that

15:31

way . But that's the truth . The truth is we have professionalized

15:33

the profession so much , so

15:35

much that we have removed , to large

15:37

degrees in certain areas of the country , service when

15:40

fundamentally , policing is service . Yeah

15:42

, it's safety and it's a lot of things , but we have to serve

15:44

. You have to have a mindset to serve and

15:47

the profession has lost the mindset

15:49

to serve . It's . It's become a business .

15:53

Yeah , unfortunately , you're right and , as I said

15:55

earlier , mini-awkery rules

15:57

a day and you learn real quick that if you just

15:59

go with the narrative and go with the flow , that you'll

16:01

have very few problems . But you're a disruptor , chad

16:03

. That's what I love about it . If you just now joining us , we're

16:05

talking to Chad Breckner . He's a former police

16:07

officer and he's now helping others as

16:09

a performance coach and motivational speaker

16:11

. He wrote one of the best books on the topic

16:14

I've ever read , called the holy trainer

16:16

D of successful and healthy police

16:18

organizations . Now , chad , when you talk about

16:20

the health of A police

16:22

organization , kind of tell our audience what you're talking

16:25

about . A .

16:27

Core , fundamental aspect of leadership is

16:29

you have to be emotionally in control and

16:31

you know we talked about this before and I've heard before in your

16:33

contact . If I'm emotionally not

16:36

prepared to make hard decisions as

16:38

a leader , well guess what ? When those hard decisions

16:40

come and they're coming every minute I'm not going

16:42

to make the best decisions . And if you , consistently , are

16:44

unhealthy enough to prepare yourself to be in

16:46

a healthy state of mind , decision

16:48

fatigue will just continue to snowball and snowball

16:51

. You'll take hostages in the workplace , guys

16:53

won't go home and drink more and they'll complain to their spouse

16:55

more because it's more stressful at work and because the

16:57

leader is unhealthy . The culture is a

16:59

is a mirror of the executive . The chief

17:01

executive is a mirror of what those

17:03

Officers are going to be . If you have a chief that's committing

17:05

infidelity , then the moral minded

17:07

of that agency over time give it time will

17:10

fall to that . If you have a chief that's unhealthy and it's

17:12

not promoting to be healthy , over time the officers

17:14

will be the same way . On the flip side , if

17:16

you have an old chief who's modeling behavior

17:18

, leading from the front , morally minded

17:20

, talks about faith and the importance

17:23

of faith in his life and how it works her life . I

17:25

was willing to be there for their officers . All through the all

17:27

those things went done consistently . We'll then

17:30

take the retention recruitment issue and flush it down the toilet

17:32

because you don't have a problem anymore . People will come

17:34

and work for you . They will come . The problem

17:36

and the reason they're not coming is the leadership . That's

17:38

what it is . It's the cultures we're building and we have to change

17:40

it .

17:42

Yeah , I couldn't agree with you more . We don't have

17:44

a recruiting problem , we don't have a retention problem , we

17:46

absolutely have a leadership problem , and if you

17:48

fix leadership , everything else is gonna

17:50

fix itself .

17:51

Yeah , the military is the same way . They're going through the same problem

17:53

right now . We continue to . We continue

17:56

to address , address solutions

17:58

and create solutions , the problems that we created

18:00

, that they don't even address the issues . So it's

18:02

leadership . This whole country stems on leadership and we

18:04

need leaders , all the industries , all professions

18:06

, all ages , all genders , all races . If you're a leader

18:09

, you're a go-getter , you have passion , you

18:11

want to help your community , you want to help people around you

18:13

. You got to step up , you got to have that personal courage and

18:15

now is the time to get , find a way to lead and serve .

18:17

So we have an officer listening to

18:19

us , Chad , and he's frustrated . He's

18:22

working for some of the folks we're talking about here

18:24

and they're wanting

18:26

to quit . They're wanting to move on because they're so frustrated

18:28

. What advice would you give them ?

18:31

Well , I quit . I quit and I left , and

18:33

For me , I had to . That was a choice I

18:35

made . I felt like I had to do that , but I also

18:37

realized if we don't keep good officers , we're

18:39

gonna have this problem . So I guess what

18:41

I would say is if there's a way to

18:44

find the ability to

18:46

grow and and

18:48

advocate for yourself in the current environment

18:50

, to do anything you can , to do it , because you and

18:52

the community need that , you know we need you . Obviously

18:55

, if you're going through emotional , emotional , emotional

18:58

and mental challenges like I was and and the

19:00

reason I left really , truly is I was making a path

19:02

forward . I was charting a path through all that . I was in therapy

19:04

, I was getting EMDR , I was doing all

19:06

these great things , but the truth was I was in

19:08

a culture that was not set up for healing , so

19:10

I just couldn't make any

19:13

momentum progress where I was at . I tried for 18

19:15

months in patrol when I got demoted and went back

19:17

to the street and I just couldn't make it

19:19

work . You know for me so , but

19:21

but if I could have made it work , I probably would have

19:23

stayed because I love that job . So if there's a way

19:25

to get healthy to get clear . Maybe move

19:27

off your mark , look at things from a different perspective

19:29

, try to realize that not everything

19:31

so personally and and there's a lot of just broken

19:34

souls in this profession that they don't try to hurt you , they

19:36

just broken themselves and they're doing broken things . So

19:38

really focus on what you can control

19:40

, what you can't control , and if there's enough to

19:42

stay with it and keep this job and you're a good officer

19:44

, then we need you and but if not , you know I understand those

19:46

two you got to make a decision for your family .

19:48

Well , I wouldn't describe of you quitting

19:50

Chad . I would say the department quit on

19:52

you . So I , so people , don't leave his profession

19:54

. This profession is leaving the people , and

19:56

that goes to the heart of what you're trying to do now , which

19:59

is to encourage people to be great leaders

20:01

, to do the right thing , to push for that healthy Organization

20:05

for the better . And it does seem daunting , but

20:07

you're very encouraging because if you can do it

20:10

, a lot of people can do it and you've certainly

20:12

found your purpose . People out there

20:14

need to find their purpose . Even if they're in a bad environment

20:16

, you still have a purpose . Maybe it's

20:18

helping or assisting other officers

20:20

, or maybe it is standing up to the nonsense and chaos

20:22

, even to your peril , where there's a voice of

20:24

reason in the room . But you got . You

20:26

certainly have to find your purpose now , chad , if people want

20:29

to know more about you , you

20:31

do . You do performance coaching , which is I

20:33

can't recommend it enough . You

20:35

know we're in a profession where we think we got this me

20:37

myself and I but man , if you get us too far , it

20:39

could be really disastrous . So all the top

20:41

CEOs out there have performance coaches . All the

20:43

, all the millionaires you can think of have their own coaches

20:46

. They don't know , they know it also . Our profession

20:48

certainly needs to get that out of their head . So so I want

20:50

to reach out to you and contact you . What's the best way

20:52

to do that ?

20:53

Yeah , trying to drive everybody through the website . So motivate

20:55

hyphen changecom my contact , that goes there

20:57

. You can also send me an email from there or sign

21:00

up for the newsletter and my video content . Someone

21:02

there and just had it redone , so it's really happy with

21:04

it . And one thing I want to say , travis , just

21:07

to follow up that comment , because I want to sneak this in real quick because I think

21:09

it's really critical what we're talking about the

21:12

agency I worked at . I still talk

21:14

to many of those officers In

21:17

secret . They hate working there and

21:20

secret they're not happy . But

21:22

they don't say that in public , they don't say that

21:24

internally in the building . So I just

21:26

want to highlight that's just one example of one

21:28

agency that I think is happening all across America

21:30

. So just because there's not complaints doesn't

21:33

mean the systems kumbaya . It actually means

21:35

that there's a culture of fear , which is the worst

21:37

, so that you have to destroy a culture of fear . You have

21:39

to remove the executive and you have to destroy

21:41

that culture of fear . It will get worse until it won't

21:44

get better on its own . It will get worse and it's a house

21:46

of cards . So I write this in the book there's a house of cards

21:48

. Any organization , a family

21:50

, a private company . Anybody can build

21:52

something on a house of cards and

21:54

it looks good from the outside . It's aesthetic and it's

21:56

clean . We put so much work into making it look

21:58

that way . When you step into that front door

22:00

, you see the chaos , and

22:02

the longer you're there , the longer you see it . So we

22:05

just got to spend more time keeping our eyes open or ears

22:07

open and ask questions , be honest and

22:09

look around and see and then be willing to have the courageous

22:11

mindset to call things out

22:13

.

22:15

Chad Bruckner . Now you know why he's so

22:17

needed and so valuable in this profession . I can't

22:19

thank you chat enough for being here and thanking you so

22:21

much for the sacrifices You're making

22:23

the day to make sure other people are more informed . So

22:25

thank you so much .

22:26

Thank you , brother . I appreciate all you

22:28

do . Man , you're driving this bus and I'm happy to be

22:30

on it .

22:31

And thank you for listening , and just remember lead

22:33

on and stay courageous .

22:37

Thank you for listening to Courageous Leadership with

22:39

Travis Yates . We invite you

22:42

to join other courageous leaders at travis

22:44

yates . org .