Podcast Episode 66 – The CEO’s Role as Chief Brand Ambassador


One of the most important roles for a CEO is Chief Brand Ambassador. In that capacity they must activate the pride within their employees in order to build a high performing culture. Pride for their team, products, managers, and the organization.

Ultimately, if the head of a company doesn’t have a face, the organization becomes faceless. And faceless corporations are very difficult to trust.

In this week’s episode we’ll discuss five components that make up the CEO’s Role as Chief Brand Ambassador. In addition, we’ll address WHY it’s important for CEOs and leaders need to understand and perform the role of an Ambassador in their business.




Please note that this episode was transcribed using an AI application and may not be 100% grammatically correct – but it will still allow you to scan the episode for key content.

Kevin Lawrence  00:13

Welcome to the growth whispers podcast where all and everything and all that we can consider is about building enduring great companies because we’d like to, we believe in it. I think it’s fun. And in many cases it can make the world a better place and just great for the people involved. So I’m Kevin Lawrence are joined today, as always with my co host, Brad Giles, Brad, how you doing today?

Brad Giles  00:34

Good. How are you? I’m doing pretty good.

Kevin Lawrence  00:36

I’m doing awesome. Actually. It’s summer here. And when it’s summer, and it’s we’re recording this podcast in the morning. So it’s bright outside, and it’s wonderful looking forward to a great day.

Kevin Lawrence  00:49

What are we talking about here today Brad?

Brad Giles  00:53

today, we’re talking about what we call the ambassador role. So I wrote a book called made to thrive, the five roles to evolve beyond your leadership, comfort zone, maybe thrive. And within that one of those five roles of a leader or a CEO, is what we call the ambassador role. And so we’re talking about the ambassador role, why CEOs and leaders need to perform an ambassador role. That’d be great.

Kevin Lawrence  01:26

So it’s not like the ambassador, where you go to another country in a new set up and represent your country. It’s what how you represent your company, essentially, what taught me Great, well, digging into that, and looking forward to it. So what’s your word of the day? What’s the word for Mr. Giles today?

Brad Giles  01:43

word or phrase? It’s, it’s really about? What do you want to do? So for me in the last week, so many of the conversations, many of the conversations that I’ve had with CEOs or business owners have been, what do you want to do? And what I had several conversations with people who are saying, Look, it’s the top of the market. I’ve had an offer to buy the there are listed companies out there who are hungry for deals, and they are, you know, they’re coming into our clients, and they’re saying, Hey, we want to buy it. And they’re like, they’re flattered and thinking about it. So I come back to Well, what do you want your life to look like in 1,3,5 10 years? Is this what you really want? And after you

Kevin Lawrence  02:40

sell, and after six months, and I’m poking your eyes out, because you’re bored to tears?

Brad Giles  02:45


Kevin Lawrence  02:46

then what are you gonna want to do?

Brad Giles  02:48

Yeah. And so yeah, like, you’ve built this amazing business. So yeah, for me, it’s what do you want to do? Interesting, different one.

Kevin Lawrence  03:01

My Word is frictionless. And that when things go well, in the world, we’ve found ways to remove the friction from wherever the situation is, whether it’s decisions, how teams function, machines, and, you know, a lot of you know, leading and building companies thinking that all we got to do this, we’ve got to do this, Nicole, what if we just thought about removing friction, and making it easier, making it easier or frictionless for the customer to enter or business, frictionless for the customer to work with us? frictionless for the employees just basically, and it’s more operational thinking than strategic? Right? It’s optimization and another model I created it’s, but it’s really frictionless. How do you make things easy because you know, when there’s people that you work with or spend time with and there’s not a lot of friction in it. It’s great. Now friction builds up, but then you got to clear it out of the system, and then things get frictionless and flow again. So that’s it. So what do you want to do? And frictionless are words for today or phrases for awesome? Well, let’s see. Oh, speaking of the ambassador rule, I mean, I’m just thinking about this we’re preparing for today and I can picture the CEOs that I work with that are outstanding ambassadors and play that role really really well. And some love it like it’s actually all they want to do yeah, they just want to be ambassador and and and those people will get some good ideas but then there’s the others who they don’t enjoy that as much. Yeah, it’s not their natural style. So So what why do we need an ambassador like why is it important for this to happen? In right and your this is your you’re the expert on this, but why is it important that happens?

Brad Giles  05:01

Well, in my, in my opinion, the first thing that we’ve got to do is to go back and say What does the word invested? Or name? Or where does it come from in our language. And if the origins of the word Ambassador is m Baptists, a Latin word which means servant, or to serve servant. So that’s where I’m drawing this Ambassador role is, is saying, one of the roles of a leader or a CEO, is that you need to serve the business or the staff or the customers. Now, this is important, because this is definitely not about doing other people’s jobs. It’s very easy to say I will serve the sales manager by going in and meddling around. That’s not what, that’s not it. No,

Kevin Lawrence  06:03

don’t go do his job for Okay, good to know. Okay,

Brad Giles  06:06

but how can a leader serve a sales manager? Or an operations manager or a customer best? And that’s the, the genesis of the ambassador role. So it’s not PR. Okay, it’s not designed to create sales, necessarily. It’s about what is the customer needs? What is the employee need? What is the our other employees need? Or stakeholders? And in saying, so from that angle? How can I best serve those people? Now one of the other? What’s the difference, though,

Kevin Lawrence  06:51

Brava was there assuming an ambassador and a manager, it sounds like a manager? And I know, that’s not what it is. But that’s what it kind of landed for me? Oh, it’s a good manager. What’s the distinction?

Brad Giles  07:02

Well, for me, the ambassador is one of five roles of a leader. Now a leader could be a manager, or it could be a VP, it could be a CEO, whatever, okay. But this is one of the roles. So a manager is a manager, I mean, I’m going to go back to Peter Drucker, he said that the job is in the job of an executive is to be effective, and the job of a manager is to be efficient, efficient. Yes. I love that. Yes. So that I come back to effective, okay, being a servant to the all of the people that need to, and then really saying, Okay, so what is the best possible way that I can serve our customers in my role without doing other people’s jobs without going and selling? Or without going and making or whatever it is that you do? And that’s the ambassador role. So here’s an example. Okay, the only one, imagine that you are buying a house? Yeah, you go in, and you’ve looked at the display at home, and you’ve had plans drawn up, and you’ve got all of the design stuff, and everything is great, and you’ve got the contract. So you go in for a meeting with the sales manager. And the objective of the meeting is to sign the contract, you’re checking it all out, and it’s all good, and you’re ready to sign. At that meeting, the CEO comes in and says, Hi, Kevin, I’m here. I’m not here to do the sales manager’s job. I’m just here to say, look, I want to let you know that we value you as a customer, that what matters to us is doing it right. So if you’ve got any major problems, you should really go to the person who’s appointed to your build. But I want you to know, if you’ve got really, really major problems, then I might step in. But what matters to us is that we’re building a really long enduring home. That’s, that’s going to last you for generations. And we want you to be really, really satisfied again, I’m not here to do the sales manager’s job. And so Kevin, say thank you again, so much for buying our house. Yeah, let me know. And then the CEO steps out. So that’s an example of the ambassador role. It’s not showing off. It’s not being show we got it.

Kevin Lawrence  09:44

And I’m just trying to figure out so I got here the manager is efficient. The leader is effective leader, the executive as effective as the ambassador is. I’m trying to get the word there because I see it in my head and I’m trying to land on the right We’re getting built, you got me thinking with Drucker’s quote. So if one is efficient, the other is effective. The ambassador is not engaged. It’s not empowering. I’m traveling with a word actually is what I’m trying to do, Brad, and we can figure that one out later. But how would you describe the difference between a leader and Ambassador

Brad Giles  10:19

wouldn’t because it’s if I’m going to completely get all of what you’ve just said, and throw it up in the air and perfect how it lands. Love it. If you’re going to be an effective leader, you need to perform five roles.

Kevin Lawrence  10:34

It’s one of the leaders roles, correct one of it.

Brad Giles  10:39

Yeah. So you need to have accountability ambasador. So you need to have, you need to have a system of accountability. You don’t need to necessarily hold everyone accountable. But you need to have a system of accountability, you need to have a

Kevin Lawrence  10:52

strategic, one of the hats. It reminds me of Edward de Bono’s six thinking hats. Yep, it’s one of the hats the leader wears is where they just show up and they’re seen, and they engage with important relationships.

Brad Giles  11:04

For the listeners, I’m going to just close out those five. So yes, about a system of accountability, where everyone knows what they’ve got to do. And there are KPIs and all of that accountability stuff, the role of an ambassador, as we’re talking about today, culture, a conscious culture rather than one that happens accidentally, a strategy that differentiates you in the market, and then succession planning, and not in the way that you instantly think about all the how are we going to pass this to the next generation? This is how do we protect that revenue stream? How do we protect that key employee? How do we protect that? So So having backup plans and things like virtual benches fall into that and succession planning? So they’re the five roles of a leader? And one of those roles is an ambassador? Yep,

Kevin Lawrence  11:57

that makes crystal clear sense. So basically, it’s a role or a hat or a mode that that leader steps into, it’s not so much something a manager would do, or they might do it in different ways. But it’s them showing up as, as, as the, in many ways, the representation of the overall company, or the vision or whatever the company is about, and heroes love it. Yeah, let’s, let’s dig into like, how does a CEO do this effectively? Like, what does it take to be an effective ambassador for your mind?

Brad Giles  12:33

Yeah, so like your book, your oxygen mask first, which is full of really useful tools. That’s, that’s the same as my book. So my book is structured with five roles. And there are five components to each role. So we’re going to go through those five components today. And the first one is, is the CEO has a system to build a public profile, such as an industry forums, industry, leadership, blogging, or speaking. Now, the first thing that we’re going to say is, but I don’t like that. That’s not who I am. I don’t want to put on a face. It’s not my cup of tea.

Brad Giles  13:24

it’s a common, it’s a completely legitimate thing. So what I would say in reaction to that is, this is best practice. How do we get best practice to work? So that you’re deeply comfortable with it? And I say that within the context that imagine the organization, you know, like, you’re the head of the organization, without a public profile, it’s like, there is no face.

Kevin Lawrence  13:56

Yeah, and I’ve seen different Everyone has their own way of doing it. Some people will go speak or Keynote at industry events. Some people will sit on a very important committee for an industry association. Yeah. Some people will write papers or reports, you know, I’ve got one, one amazing CEO, who was an incredible ambassador, but in his own way,

Brad Giles  14:23


Kevin Lawrence  14:24

And his way of doing it would be to write letters. That’s how he would do it, he would show up to the most important, the critical, critical meetings, and those relationships because, you know, they had lots of key relationships, but, but his CEOs would do other ones for their key relationships. But for him, it was letters, yeah, letters, and actually letters and lunches. That was the way that he did it, but he’s not the type that would speak at an event. He’s not the type that would shoot a video or any of those things, but through many things, and he was, he was very selective in what he did. But he did those things.

Brad Giles  15:07

Yeah, so what I’m saying it his way, and it’s got to be in your way, it’s got to be authentic to who you are. But without something like this again, you know, it’s like that we’ve got the head of the company. But without a face, we need to have a face of the company in some form. It does drive

Kevin Lawrence  15:25

me nuts on many of these companies, that people who build these great companies, and there’s not a name on the damn website or a face on anything. And it’s all this typical corporate stuff. And in many ways, I,

Brad Giles  15:38

I don’t trust,

Kevin Lawrence  15:41

yet. Now I’ve got one other very large successful company and the other but one that was like that, where the CEO was the ambassador, but he was not the public ambassador, he would ever basically No, no, not very little customer facing except for one piece of the business that he knew well, but with the team. And, and, and the employees, he was like the best, he would just show up, he’d have a little chat, do a little teaching and, and he would remind people of the purpose and the strategy, and engage people. But and the funniest thing about this guy’s interesting is, when I first met the whole team, I’d never met the CEO in person. Yeah, when they were all at a restaurant and came to say, Hi, you wouldn’t have been able to pick the CEO or the room, you would never know he just blended right in.

Brad Giles  16:30

And that’s fine. That’s his cup of tea. Exactly. And, and that’s what we’re saying here. Like, you don’t need to become a professional speaker or anything like that. But remember that the opposite of the CEO, public speaker is a faceless organization. And it’s hard to trust.

Kevin Lawrence  16:49


Brad Giles  16:50

Perfect. Let’s move on to number two, the CEO attends all major customer contract signings or product launches. Now this depends obviously you’re if you’re in a b2b or b2c environment, we acknowledge that straight off the cuff. But I gave the example of the home builder that that’s really designed in here. So if you’ve got a major product launch, you should be attending it. Yes. Sounds pretty simple. But some people don’t. If you’ve got a new a major contract signing, and you only send along your, you know, sales manager, maybe there’s an opportunity for you to go along. You think about the Queen of England, they roll her out with respect, they roll her out for special occasions. Yeah. And it makes the same, it’s the same.

Kevin Lawrence  17:41

And at the scale, you’re at special, maybe different. Again, one of my CEOs, they had 100, they had they worked with probably 10, no 15 major brands that they worked with as representing them. And they had like 250 locations. He didn’t go to every store opening. Yeah, other but somebody else would play that role. But when the head of the brand would come to town, they would meet that person. So those critical, and again, it’s at scale, those relationships go Yeah, to a higher level. But the principle is the most important. And I remember this one CEO, he was insanely busy with a massive business. But he those key relationships, he would fly to Italy for a two hour meeting and fly back. Yeah, literally, because it was only as the ambassador and it was hard on him. And then he would go to New York for four hours sometimes or a day. Because they had that matters. That’s that it was because it was a business built on relationships. Yeah. And if you don’t if and if you’re signing an international treaty, and the Queen doesn’t come, it’s not real. Yeah. And then but it’s being very selective on that. And just knowing here’s the ones I need to be at. Here’s the ones I don’t and by the way, if you’re at every single one too often, it’s not special anymore, either.

Brad Giles  19:05

And let’s go back, this is serving the people this Yes, this by doing flying to Italy for a two hour meeting that is serving those people in the best way that you possibly can for that individual. Absolutely. Yeah. So let’s move on to number three. All employees learn core values and core purpose stories monthly from the CEO. So this is something that we’ve spoken about quite a lot on the growth whispers Yeah, the just the importance of stories, how our brain is connected to stories. And if the CEO is the one that’s telling some of those stories, why it matters so much to the people in the organization, because people respect what you inspect.

Kevin Lawrence  19:55

Yeah, and again, I’m going back to some of these CEOs, another one. I’m thinking of him, he would always talk about the purpose and division, right. And then he got to a certain scale where then he would hand off to some of the executives to talk about some specific core value stories. And that was a larger business, but that they’re the ones who need to keep breathing life into those things. Another one I’m working with, they’re, you know, they’ve grown very well over the last 30 years. And the CEO just went through a project to update the core values, and then they’re going to be the one that rolls it all. And I got an amazing, amazing video. Bundaberg brew drinks down in your, your, your good country, they’re, yeah, they’re there. Well, I worked with them and updated their purpose and their values. And I just saw the video they did to roll it out and reinforce it in their induction bread in their induction and onboarding, which I know that you’re very passionate about, uh huh. But they got a video produced of the CEO, talking about the core values and how it relates to the business and how important it is. So not only is he rolling it out, but they’ve done it as a video. So it’s permanently part of every new person that joins the company

Brad Giles  21:08

invested in one on 101. Right there. That’s awesome. That’s awesome. So let’s move on to number four, all new employees are welcomed by the CEO, either physically or virtually within their first week of employment. Now, Hmm,

Kevin Lawrence  21:26

I love them, or virtually, and never thought about that, huh? That’s brilliant. Now, obviously,

Brad Giles  21:34

it depends on your size. It clearly depends on your size, right? You’re gonna if you got

Kevin Lawrence  21:40

10,000 employees, that’s not going to happen unless it’s a more senior person.

Brad Giles  21:45

Okay, so let’s go, sometimes to play at the extremes is to normalize the middle, right? So let’s look if you look 10,000 employees, how many people joined in the last week? 100? Probably, okay, so maybe, maybe

Kevin Lawrence  22:03

50 to 100? Yeah, probably.

Brad Giles  22:04

So the story or the example that I use around that in the book is, okay, so if I am doing a recorded video or a live video for the week, as the CEO, I’m going to say, I want to especially welcome the 25 people that are come and I’m going to say an English name when I’m trying to find an Indian name. Surely, Asher in India, I want to welcome the 25 people who’ve come under Asher in India. We’ve got some great stuff going on in India, and I want to welcome the other 50 people who’ve just joined us in Connecticut, that’s a really exciting thing that we’re doing out there. Yeah, that’s taken me 10 seconds. And I’ve just gotten through 75% of the new hires. So it means a lot. Now that might not be everybody’s cup of tea in that form s. And that’s okay. But there are other things you can do in the ambassador role as well. But do you know what if we go from the extreme to the average, like in matters if it does, and

Kevin Lawrence  23:16

I love it, Brad, and there’s a part of my stomach that turns as you’re saying it to it, because I love the principle, and I know a bunch of the CEOs I work with, like they, they they they would be like, Are you crazy? I have no time as it is. And but it does matter, Brad people that I agree that it matters, and it’s finding a way to find looking for a way to try to do that. Yeah, because how people feel in that first short know, when they first arrive at a company, it’s a big decision. So and I would suggest that, for example, you know, if I was going to talk to a CEO that had, you know, 500 employees, you know, I would suggest that you know, and I do have a CEO that probably welcomes every single one, like literally, it’s about that size, but it might my view would be is okay, great. Well, how can I for the top three or four layers of the business? Right? The CEO, there should be a threshold for the CEO that they would do that. It’s definitely the top two layers, probably the top three layers of their business, it should be something that they in their EA work with, and they absolutely welcome each one like no matter what. And then beyond that, there just needs to you know, if they did it would be for some of them. I think it would be it would be exceptional. And maybe I’m a little bit you know, I love the printer. I just can’t see some of them doing it. So what would you say to those people?

Brad Giles  24:45

Well, there’s two things. Not everyone is those people if we think about how, if we think about someone with a 50 or 100 or 500 person business, like it, this is best practice. Because if you put yourself in the shoes of the new employee, it’s like Magic. It’s magic it is, the higher up the ladder. If I’m if I’ve got shouted out amongst 25 other new employees in India, I’m like, Oh my god, these people actually care.

Kevin Lawrence  25:14

Yeah, I’m abroad. And I worked in a company that had a few 1000 employees when I first got into the media business. And the chairman of the company, the founder was an amazing, amazing man. It was a company in Vancouver called Western no so called, it was called Quick Western international communications. They own the hockey team, they owned a bunch of the TV stations, radio stations, a bunch of stuff. And I remember I went to a party at their house, because I was in head office. And I remember I remember this or this guy names it was, it was Frank Griffith senior. And I remember and it was, it was a well known guy in Vancouver anyways, and it’s, it’s, it’s like probably one of the nicest houses in Vancouver. It’s out on its own. It’s not just waterfront, it’s on its own little peninsula of land. Yeah, and it’s got a garage that will park a 40 foot boat. Like that you drive up like a land garage. It was amazing. But I remember I showed up to his house, and I remember the rest of my life. And then like, after this event, and he’s like, Hey, welcome an Angel Angel chat. And I seen him in the office when I was a young kid. He’s like, hey, just take a walk around noon, check the place out. And he’s always telling me to want to wander around his mansion on the water with a 40 foot boat garage. And, but he’s down to earth, but the way he connected and Yeah, hi, and how to track and Well, that was like life changing for me.

Brad Giles  26:39

Yeah. You know,

Kevin Lawrence  26:40

and, and that’s what’s what happens when, when the big boss connects with people who are not, you know, senior people, it has a lot of it creates a lot of value. And it’s my brains twisting on how to get some of my clients to consider that

Brad Giles  26:57

role of the leader. Like, if you not lose, let’s go to the opposite end of the spectrum to some of the great leaders that we know, right. So this might be an engineering or technical type leader, who is very, very competent, but thinks, I don’t really like people. I don’t want to manage people. I don’t want to be involved in people, what I’d actually prefer to do is just work from home forever, and never ever, ever get involved in people, not talk not even communicate well, that that mindset is not serving the customers or the employees, and it’s the servant of the ambassador, looking for. So we even in that mindset, we can find things to do. So let’s move on.

Kevin Lawrence  27:47

I’m just thinking, I’m thinking, I’m just thinking. I’m just thinking because we have three new people joining our team in the next couple months. And we always do some things to welcome them. And I think I can do a better job when we have a small core team. But I’m actually thinking even how I could and should do a better job. And this is good. I love this broad. Alright, let’s keep going.

Brad Giles  28:16

Let me just answer what you said before we keep going. The one of the objectives of these welcoming is to activate the pride of MBAs

Kevin Lawrence  28:25

totally. And, you know, people do it sometimes by you know, sending people flowers on their first day of work or whatever it happens to be. And that’s a nice thing. It’s not the same as a personal welcome from the CEO.

Brad Giles  28:39

And it could take you 15 seconds in the way that I just demonstrated, like, it doesn’t need to take hours out of your day. Just Anyway, let’s move on to number five. Every quarter, the CEO launches the company plan and priorities to all employees. So so we have a planning process that we talk about often, which is gather quarterly, off site. If if you go off site with the leadership team, you determine the plan, either for a day or two days, you determine your plan for the next 90 days. What happens next is an ambassadorial role. task, which is Yeah, we went off site and we believe it or not, we didn’t just go and do winetasting. In actual fact, what we did is we determined the priorities and the goals for the next quarter. How we’re going to execute that and why that matters. Yeah, and this is what it is and who’s accountable for it. Now that could be a 15 minute speech, or communique, but in an ambassadorial role, serving people so that people know, not only the leadership team, but everyone else is on the same page and they know how much it matters to Later of the business, yep.

Kevin Lawrence  30:03

Yeah, that’s a no brainer. And that’s pretty easy. And I’ve seen some people do that, again, when they’re distributed where it’s, it’s done our short video, or a conference call one of my clients in the US, called medics, Andrew Morris, the CEO, and he’d be happy for me to mention them. And, you know, they launched thing by conference calls all the time, right. And they got about 500 people all across the US and a few in Europe, too. And that’s how they do stuff and they communicate. And he Andrew is the ambassador, he is, was you to keep talking with his brother, Andrew, I think, Brad, I think about Andrew, because he does this stuff all the time. He shows up to important meetings, networking in the community, building relationships, welcoming people, creating culture events, launching plans, you know, as executives obviously helped to do it. But that’s, yeah, it’s, it’s, it’s critical. Because, you know, when you’re launching those things, it gives importance and meaning to them. Yeah, that’s the whole idea. It brings energy to them. If the queen is coming to the opening of a new building or facility. It’s a frickin important building or facility. Right? And if Brad or Kevin show up, then even know who the heck we are. Right? It’s like, it doesn’t have that same meaning. And,

Brad Giles  31:17

and also, it doesn’t invoke the pride in England. Yes. That’s great. That’s right. It’s the pride. The pride is one of the net effects of the ambassador role.

Kevin Lawrence  31:29

So the ambassador role is about invoking pride. Activating pride, activating pride. So, so, so good, I got my word. I need a word with pride that starts with E. and then and then I’ll be happy. Yes, let’s

Brad Giles  31:49

say with a Canadian x by

Kevin Lawrence  31:54

the Canadian, Italian Italian accent, which I can’t do. Yeah, that’s that. So that’s, that’s a fairly normal thing for CEOs to think about. And to do you know, I love this brand. It’s got me thinking about and this is because this is your area of deep thought and mastery. And, you know, what, there have been a few CEOs over the years that I’ve talked to about, you know, doing they should do a monthly video. And, and to share that one of our other clients, you know, has been doing it and it’s been very effective. You know, another CEO, I know from the past, he would do a weekly letter to the team, every single week, he would send a letter to the fan of the

Brad Giles  32:35

big fan. Yeah,

Kevin Lawrence  32:37

yeah. Weekly letter. So yes. So what are some, if we break this down into simple things that people can activate, attending all key relationship type meetings, whether it’s partners or suppliers, or customers, like real, really important meetings or signings? Some sort of regular communication to the team, welcoming people launching plans, will be some other simple little things that people could do

Brad Giles  33:05

for number five, launching the plan and priorities. Do you mean? Which one? Do you mean? Or do you mean,

Kevin Lawrence  33:10

I’m kind of summarizing a bunch of these ideas? I’m just playing out? Oh,

Brad Giles  33:13

yeah, I’m very prescriptive in those five things. So there are five things without spending hours going into it. They are the headlines. And then each of those has got a story and a tool around that in the book that helps a leader to go through and say this is how you can do it. But again, whilst it’s prescriptive, like it’s choose your own adventure, you’ve got to be able to do it in a way that is authentic to you,

Kevin Lawrence  33:46

here’s the principle of what you need to do and the execution consumed and the execution whether you show up in their office, whether you send them a video, whether you write and send them a letter, or whatever that happens to be, or Yeah, you organize a party, whatever, whatever, whatever your style is. So let’s, let’s summarize. So number one, and the whole point is, is to remember that there is an ambassador role and it’s part of your role. That’s the first thing and, and the idea of the ambassadors to evoke pride, and to bring that pride out in the organization, the purpose, the relationship, whatever it happens to be so one CEO to build a system to have a public profile, whether it’s industry forums or leadership or blogging or speaking but to be a part of, of the industry, to attending all major, you know, customer contract signings or product launches, events that are kicking off commercial, important relationships or activities. People hear about the core values and purpose through the CEO ideally monthly. new employees are welcomed by the CEO physically or virtually, and I leave in the virtual that’s so easy to do, and we’ve got so comfortable that I thought that was a big takeaway from me on the spread. And then and then the CEO launches the quarterly company plan and goals to all employees again, virtually. And some people would do roadshows to do that stuff. And they would go and see all the people or you know, doing that in person that is, this has been great. I love because this is your area of expertise. And it’s not area for a lot of time into that I’m learning a lot of stuff on the show as well today. It’s a nice kicker.

Brad Giles  35:27

So the book again is made to thrive. The five roles to evolve beyond your leadership comfort zone, by myself, they’re so interesting chat today, a bit of a different one, perhaps, digging into one of the chapters of one of our books. Yeah, I hope that you’ve enjoyed it. So thank you very much for listening. My name is Brad Giles. You can find me at evolution partners.com.au and of course, Kevin Lawrence, you can find at Lawrence and co.com. And of course, if you would like to you can see the other version of this on YouTube as well as the podcast. So thanks for listening. Have a great week.