Episode 203 - Leaders On Leadership With Tiffany Joy Greene
Purpose is the magnet of your business compass. Everyone should be moving toward that direction, with no one being left behind. Joining Dr. Tracey Jones to discuss how to lead with purpose is Tiffany Joy Greene, founder of MPWRPeople™. Together, they explain how to stay true to your purpose, even as your business goals expand, new market trends emerge, and your audience's demands change. Tiffany also discusses how to avoid chasing all kinds of shiny objects along your path, eliminate the risk of burnout due to a lack of delegation, and the beauty of creating a business architecture that works efficiently even beyond yourself.
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Leaders On Leadership With Tiffany Joy Greene
I am so excited to introduce to you my special guest Tiffany Joy Greene. Tiffany, welcome.
Thank you, Tracey, for having me. This is going to be a great conversation. Let's call it the TNT show.
I love it. Tiffany and Tracey. It's tremendous time. Let me tell you about this wonderful lady you're about to hear from. Tiffany Joy Greene has an MBA. She is the Founder of MPWRPeople, where she helps leaders protect what they've built before it fractures. She is an executive advisor on purpose and decision architecture where she equips CEOs and leadership teams to align people, purpose, performance, and politics so growth doesn't erode integrity.
Tiffany is also the host of Evolved Together with MPWRPeople formerly on ESPN Richmond, which is where she resides. She's also the architect of the 4P Integrated Organizational Architecture framework and the author of a series of books. I cannot wait. I want to tell you, folks. A lot of people go, “How does Tracey meet these tremendous people?” This is thanks to the tremendous Bill Forrester. Shout out to Bill. He’s a long-time friend. He knew my father and has a huge advocate in support of me.
Tiffany is a fellow leader on the CEOs Zones. Bill connected us and we spoke. She was my sister from another mister that I just didn't even know. It’s such a delight to find. Tiffany, welcome. We're about to go deep into the price of leadership. I know you know what that entails and you've paid it. For our readers out there, if this is your first time. This is what this show is centered on, the price of leadership by my father Charlie “Tremendous” Jones.
Creating A Business Operating System Beyond You
It was a speech that he gave probably back in the in the ‘90s and I have transcribed it. Charles talked about leadership a lot, but he was very pragmatic. They're great things about leadership but it is a tough thing that not many people do well. Tiffany has decided to be a leader and once to share that with you. We're going to get right into this, Tiffany. He talks about four things loneliness, weariness, abandonment, and vision. Let's dive into loneliness. We don't like to be lonely as leaders. We like people to like us. We're self-professed people pleasers. What is loneliness look like for you in leadership?
Loneliness in leadership often stems from the fact that we think as a leader the weight of the world falls on our shoulder. That all decisions land with us at. The buck stops with us. From my experience as well as working with a lot of leaders, especially the founder and CEOs, but the founder of organization. Loneliness tends to stem from the fact that they build their organization to have everything fall back on them.
They themselves have built this very structure that is perpetuating the loneliness. Is there something you can do about that? There is. The goal is to build an organization where the operating system isn't you. The operating system, the decision flow has to be able to flow throughout the organization. That's not like passing the book.
That's not like saying, “I'm not taking responsibility or accountability for the organization. If everything is falling on you, then that's what causes the loneliness.” To make the actual system, the company, the organization, even outlive you, which is what most Founders want. You have to build the structure, so the organization can outlive you. By doing so, it will make you less lonely.
Tiffany, do you work with founders and leaders to help them establish this?
Absolutely. If it's okay for me to say, when I look back over the course of my career I didn't even know that's what I was doing. How many of us have experienced that where we're doing something, we were accomplishing and things think great outcomes? We don't know how to articulate what it is we're doing. What is the thing?
I got to be clear. It took me a long on time to understand what it was, how I could articulate what I was doing. Even in the beginning stages. Many years ago, I was working with an organization. I got to be clear because I don't want to divulge any confidentiality details. I was working with a company. It was a founder-led company and they were facing issues. This seems to be typical. When we found each other, they probably go, “My marketing is not right and I know this because my sales aren't right. I'm not being able to find the right people and keep the people. If we could get the marketing right, that's probably going to help with that and all that.”
I was tasked with fixing that. If she just comes in and fixes that, that will be good to go. Again, I didn't know how to articulate it. It's just what I did. It's how my internal operating system runs. I analyze organization and I thought to myself, “This is not the problem. The problem is you don't have the structure. Everything's being siloed within your organization. Every department's almost like its own business. Almost in that company is like a holding company.”
The departments are like subsidiaries of the holding company and that's how it was functioning. They weren’t working in tandem. The structure was not working together. There were different messages happening everywhere. There were different goals happening. There was no unification. What I ended up doing was I said, “I can help with these areas, but what we first have to do is we have to work on the structure.”
The founder was thrilled with that. Through that, I said “This is the plan.” The founder said, “I'm on board. Go forth and implement the plan.” The problem with implementation was I couldn't because the founder was the bottle neck. I couldn't just implement the plan. Every step of the way, I had to get the stamp of approval from the founder to move forward. Do you know how slow that caused things to be? Call it tenacity. I was like, “This is the purpose. This is the goal. We know this is what you want. I'm going to force the issue.”
Instead of waiting for the meeting or waiting for the approval, I would find the founder no matter where they were. I'd say, “I got to do it and I got to do it now. Do I got your approval?” Every single day. I'm not exaggerating. It’s to the point where things are happening, the founder’s like, “Go do it.” This isn't about patting myself on the back. It just shows how important the structure is to accompany. Once this movement like other people in the company was like, “How are you moving it?” At first, they thought it was like politics at play like I had some power. I had no power.
You're not an employee.
While I was doing was, I was pushing the envelope where it needed to be pushed but I was building the structure. In the moment as I'm building the structure, I'm doing the pushing, they're seeing they're seeing, they're not combating me because they're seeing the gravity, the movement, the momentum that's happening from it in tandem.
They gave me an office upstairs. Ironically, enough next to the president, who was in line to take over for the founder. What was the benefit? I was also building structure with HR and accounting. It wasn't that I was responsible. I don't want to make it sound like, “I'm responsible for all these departments.” My responsibility was building the structure for the company, so all of these entities are working for a unified purpose.
The purpose was the operating system. Not the founder. The good news is, after the architecture was built, and at this point, I'm not working with them anymore. The founder left. The transitioned smoothly because architecture was built and they kept on a chugging along and growing because the architecture was built. How many encounters have you had with a company where when the founder left for whatever reason, the company doesn't make it?
A lot. The second-generation mortality rate is at least over 50% last time I looked. It’s probably higher in the 60s. Third generation is like in the ‘80s. It's pretty high.
Usually what happens, it's a founder that's operating system. In this situation that I'm specifically talking about, the president wasn't a relative. There wasn't like this generation law. The family name is the operating system at that point. That's another dynamic. The reality is, when the destruction becomes outside of the founder. Do you see how loneliness starts?
I say this is another analogy. You'll probably appreciate this. If you're a captain of the ship and something happens to that captain. The ship shouldn't go away. The ship is still there. You should be able to find a new captain. Once you put in the new captain, it's not like It's a complete overhaul of the ship. There might be some tweaks. There may be some adjustments, but it doesn't go. It was a ship and now it's feeling more like a yacht. No. It's still a ship. That's what you want your company. When there's a transition that occurs, it's not dependent on whoever that founder or the captain of the ship.
The Value Of Creating An Advisory Board
In your bio, you talk a lot about architecture and frameworks. I love structure an giving somebody a diagnostic. I love that you name it. A lot of times, we intuitively know something's missing. Until you let people know, this is what it is and identify it, then what to go after. I like that you were intuitively doing that and making that FLC or Founder led company. Tiffany, how do you combat loneliness in your business? Ys that are out there in our little S-scores and oftentimes, get the only one in the W-2. Do you encounter that with your work? How do you deal with it?
The key to loneliness is to remind yourself. Especially if we're talking about anybody who is more of like a solopreneur or maybe somebody who I would call like a micro-enterprise that doesn't have employees, but a lot of subcontractors. I know a lot of folks like that. Regardless if you have the formalized structure of having 20, 50, hundreds of employees or thousands of employees and having an executive team or having a board and all that to counterweight that loneliness. The other component of what you can do is you can create that for yourself.
Purpose: If you have the formalized structure of having a certain number of employees and an executive team, you can counterweight the loneliness of leadership.
You don't have to have the formalized structure to do that. Some of the things I have done through MPWRPeople is try to create advisory boards for those types of people who don't have that. This happens with everybody, but sometimes what happens, especially with solopreneurs or somebody who doesn't have the team. The loneliness comes in because you don't have the trusted resource. Are you going to go out to the public and go, “I'm just struggling.” No. That's vulnerable.
You might think lesson me. If you think lesson me, you may never hire me. That's not where I want to be. You have to have a safe place. There's an issue for solopreneurs specifically or micro enterprises where they don't feel like, “Where can I go?” There's a lot of Masterminds out there. I'm not saying don't join a Mastermind. I would never say that a Mastermind. There's something to having a Mastermind. That term is overused because there's some places I visited that I won’t qualify as a Mastermind. They're more of a support group. That's okay. There are a time and place for everything.
The key is to join something. If something doesn't exist, it's to create something that leverages how you need to make decisions. It’s architecting the decision flow. What makes you feel lonely is that you get lost in how to make decisions. For example, let's say that solopreneur is saying, “I feel lonely.” What creates that loneliness is because they created that business thinking, “I'm going to have freedom. I'm going to be my own boss. This is wonderful.”
Many of them have left Corporate America because they felt like they were at the fingertip or somebody else. They then become a solopreneur and the honeymoon's over, They're like, “I don’t feel so free.” What they architected was a job. They did not architect a business. Why is that? Instead of having one employer, they decided a job for maybe five employers. How lonely is that?
Five times worse.
That's why so many don't last.
That's an excellent way to put it, Tiffany. I love it. This is a business not a job. Get your leverage the decision-making flow. Architecture that. That's brilliant. It’s very helpful for me, too. That's wonderful that you put that into words. You've showed us how you work with people that are dealing with loneliness and how we can combat it in our season. Thank you for that.
To go back. It's always about the four Ps for me. We’ve got the purpose. You want to think of it like, if you have a compass. The purpose is the magnet of that compass. Everything should be moving forward toward that purpose. Every decision you make, should be going toward the purpose. If you're consciously making a decision that goes against that, you have to ask, “Why am I making that decision? Am I changing the purpose?”
Purpose is the magnet of your business compass. Every decision you make should be going towards that purpose.
I got to be cognizant of that. It's reflective like, “Am I consciously doing that? Am I afraid of something?” That's where the other piece come in. The people, the performance and the power or the politics and power. We’re not talking politics. We’re talking about power, resource and allocation. Going back to that solopreneur. What is the purpose? There's a problem there. We’ll use solopreneur as an example and it doesn’t matter the size. If my purpose is basically, “I was unhappy in Corporate American. I just want to have freedom.” That's not a purpose. That's a benefit.
You got to go back to, what is the purpose? Why are you doing this? What is the impact? It's not money. Profit and revenue is part of performance. It’s not purpose. A lot of people got that messed up. I tell you. When I was on ESPN, I get that question a lot. It sounds like, “Is this Kumbaya? We all got to make money.” I didn't say we didn't need my money. The money is the impact. It’s like I don't live to breathe oxygen, but I need it to live. I live for something greater than to breathe oxygen. That's the same as profit. You need to be profitable, but that's not the reason. Raison d'être as they say in France. That's not the reason for being.
Going Back To The Root Of Your Work
I love that and I love the breathing analogy. It's correlated but it's certainly not causal. That's not your purpose. Tiffany, the next one is weariness. I can remember my father when I was young, he would say to me, “Tracey, if you're doing anything in life, you're going to be surrounded by some people that do way more than is expected and a lot of people to do less. You're going to have to stay at top peak performance in all aspects.” It's tiring. It's a lot of responsibilities spiritually and economically when you're writing checks from your account to float the business. How do you deal with weariness, Tiffany?
You're going to find a theme in everything I say.
That's good. That all goes back to your purpose.
Weariness is again coming back from and talking about performance. You become weary when you have designed the system where you are responsible for everything. Only because I say this to myself, I'm not saying I've perfected it. I have to constantly work on it, too. Only because you can do it doesn't mean you should do it. There's this idea or perception. It's all about narrative that sometimes when somebody has a fear of giving the delegating but also not delegating giving. It’s them the accountability and responsibility over something. There's a difference.
You will become weary if you design a system where you are responsible for everything.
I can delegate. If I'm a micro-managing, you've negated the value of the delegation. You become weary when you have operated out of fear and lack of trust. It's not because you necessarily think you can do it all about it. It's the ability to not give up control because you have a trust issue. That will cause you to feel weary because you're going to take it all on. That's what causes weariness. You got to design the architecture around, what am I responsible for?
If you're the founder of an organization, regardless of size. It's about making sure the ship is on course. What is that course? Purpose. It's not about making sure that every decision that accounting is making or sales is making. Whoever's leading that department is also their responsible for their department. You're overlooking and making sure all these departments are lined so we're headed in that true North.
Do you have any personal tips or resources that you use? Again, you're so energetic and poured it into all these guys. How do you stay tremendous, Tiffany?
When I say this to you, this doesn't mean I could have always articulated it because it could not have. If you’ve met me many years ago, I would have been able to articulate this. It's knowing my purpose and whenever I'm feeling bogged down, it's getting back to the root. This is true as a founder, business owner, and CEO of a multibillion-dollar company. It's true in your life. It’s by knowing what that purpose is. The purpose isn't the task.
We get bogged down thinking the title the task is our purpose. Those are just means to execute the purpose. Let's say, how many businesses collapsed because they didn't change what their products or services were? They didn't stay with the market. It’s because their purpose was the service or product. We know this. As the individual in a job or a career or founder or CEO. Our purpose is not defined by the title we hold or the actual product or service. It’s defined by the impact we're making in the world.
You use that word. One of my all-time favorite words, alignment. If there's some dissonance whenever you're getting that feeling like, “I'm tired. I'm weary.” You're out of alignment. As you said, you go back to knowing your purpose, back to the roots and that's when you're plugged back into that power source. That weariness dissipates. It's a good indicator for us to let us know, “You're pulling off course.” You're working with somebody maybe that's not in total alignment. You've got somebody and on the ship that's maybe not growing in unison. Look at it for alignment.
Propelling Your Purpose Forward
As you said, don't reinvent the widget because then you're just in the marketplace doing stuff and miss that purpose. Thank you for the weariness. The next thing he talks about is the abandonment. Again, for those of us that are in the rescue business. Abandonment is a bad thing. Also, fear of abandonment, abandonment alienation, but what Charles means is you need to focus on what you ought and need to focus on. Not what you like and want to focus on.
For him, abandonment is stripping down. I know you're going to say the purpose word again, but that's what it's all about. Can you share with us how you stay on point? Founders tend grow something. They're glued at that. They're not risk-averse and they like new shiny things. What recommendations could you give us to stay abandoned to our truest calling?
You said something that is key and I've had this conversation with people over the years. It's an interesting conversation. As you said, new shiny things. You know a lot of entrepreneurs who are like a squirrel. They see the new shiny object, then they chase after it like national lampoons. Is there an alien issue with that? There's not an alien issue with that.
The question that has to be asked is, only because it's bright and shiny and looks intriguing. That may look like it could be fun and I'd like that challenge. How does it connect with your purpose? The litmus test with purpose is, is it propelling the purpose forward or is it taking you a step back from your purpose? It's not just, is it aligned with? Is it propelling the purpose forward?
Your work must be propelling your purpose forward, not taking you a step back from it.
I like the propelling. Remember during COVID, it was like, “Everybody should do a show now. Everybody should do this. Now, everybody should do a speakers Bureau.” I get that. A lot of things connect for me, but I love that you said the word propelling. I don't just want a lot of other things that connect, but propel. I'm sorry, Tiffany. I didn't mean to interrupt you but please go on with that propelling the purpose.
I use a lot of that analogy. Is it purpose driven? When I say purpose, is it driving it forward? Do I think about it as a cars? Is it moving forward? A lot of times, we all have those shiny new objects or business concepts or service. Every single person. You got to take a step and go, “If I put that in my car, am I going to become more ergonomical? Am I going to be able to step on the gas and move forward? Is the weight of that new thing going to cause us to slow right down? More times than not, it's going to slow you right down. Sometimes, this is like that shiny new object could take you off the path of purpose completely.
I've seen that happen. That's why it's so important that the founder, their number one job is staying aligned and propelling that purpose. That's what their job is. That's what the job is. Sometimes, when you're in the board meeting, executive team room, or you're meeting with your leaders or it's just you. You're like looking at your financials for a lot of folks now, especially the smaller businesses taxes. They're looking at how 2025 fared and how that was okay.
It's all important information to see a page that’s going to tell you a lot of wonderful things you need to take in. The one thing is, what's that not going to happen in that conversation? They're not going to talk about purpose. That's not why they're there. They're not going to say,” Based on these financials. These financials are propelling you forward in your purpose. If you keep on this trajectory, they're not doing that.” They're going to map it out for you financially what that looks like, which is a piece of the pie. The bigger question is, sometimes even financially got to take a step back to go twenty steps forward for your purpose. The only one who should be making that decision is the leader of the organization.
Staying On Your Vision While Looking Ahead
I love that. Number one job is alignment. It’s beautifully said. I also love the car analogy. Is it a spoiler, so to speak? Is it going to give you a lift or drag? That's excellent. Tiffany, the last thing he talked about was vision. I always thought I'm an operations girl. Like you, I love processes and diagnostics. I'm not a visionary. I know people that are and I'm like, “They get it.”
I know different people excel at different things, but my father always told me, “Tracey, vision is seeing what needs to be done and doing it.” The law of attraction still has the root word of action in it. He had the blueprint and the blue sky, but it was also a very pragmatic thing. How do you advise founders or leaders or yourself with owning your MPWR business? How do you stay on the vision because we always have to be looking ahead?
Vision is a tricky thing. When you talk to a lot of leaders and founders of the lot of different sizes businesses. The vision gets disconnected from purpose. This is where cliches are used, but I'm not opposed to cliches. They exist for a reason, but you hear the phrase, “I'm getting lost in the weeds. My organizations getting lost in the weeds.” When you get lost in the weeds, what happens is you lose sight of vision.
Sometimes a vision is a word that's used synonymously with the wrong things. They're used synonymously more with KPIs in vision. I have a vision. Not me myself. These are things that I've heard clients saying it in the past. “I have a vision. In five years, I'm going to take my $3 million company. I'm going to make it $10 million. That's my vision.” That's not a vision. “In five years, I'm going to double size my employee base.”
First of all, why? How does that serve purpose? I always say, “Why would that be a goal? Why is that a vision?” We then have to unpack that. The question for me always goes back, how does that drive the purpose forward? What is your purpose? A lot of times, those goals are set because there's been a misalignment and a disconnect from the purpose. Somewhere along the line, the big organization was built with purpose in mind. Most businesses do have purpose. They do, but somewhere along the line in the gross, they get lost in the weeds and they lose sight of it.
Purpose: Most businesses do have a purpose. But somewhere along the line, they get lost in the weeds and lose sight of it.
It’s because they lose their own identity as they build it. What happens is, they're losing their identity and the organization loses its identity. Without identity, you have no direction. Identity is vision. When I was a little girl, what was my vision of the future? I couldn't tell you or articulate all the details, but I could paint you a picture of what it looked like. I would have to modify as the market changes. Time has evolved.
The architecture to achieve that vision over decades. Same is true. It's not a matter of like, “I got to have so many employees or I'm going to have a bigger building or I'm going to have this.” What is the vision? Twenty years from now, what does it look like? What's the impact you're having? That's the question. If you're not measuring it see, that's another thing with a lot of organization. Say your purpose is, “I want to make this Earth healthier than it was when I found it. I want to contribute to that.”
What metrics are you measuring yourself on? This is where we get fuzzy there. This is going to go a little probably unexpected. If we're saying we're driving positive impact in whatever way because I don't know an organization that doesn’t say they want to drive positive impact in some way. You got to be clear about that. Don't just say positive impact. It says nothing. What is that positive impact? How are you going to measure it? Not just your employees, but your vendors and your customers. How is it being measured? How are you vocalizing that? How are you seeing that down the road in terms of the vision? That's the question.
I love that. That is such a beautiful unpacking of vision because you're right. It means so many different things. For our readers out there, we threw KPI out there. It’s key performance indicators. My husband was reading a book. I asked him to read and he's like, “What's KPI?” He's from the insurance business, and I'm like, “If you were in project management, KPI is your lifeblood. It's your business.”
It just means you're tracking something. I love that you said that because that's an inevitably what people said. I love the, what do you want to contribute and what metrics are you going to use to measure that? That's beautiful, Tiffany. I love to paint the picture. I'm going to do that after we're done. What's my picture of tremendously leadership five years from now? That's a beautiful way to set that vision. We hear all about the vision boards but then it gets to the stuff I like. I'm going to put cowgirl boots up there. That's not the vision kind of thing. I love that you said that. That's a very helpful.
There's one thing I like to add because this is a fun exercise I've done with founders. Especially founders who have not built their structure to make their organization outlive them. When the operating system is still them, this is a good exercise. What is the vision of your organization? Inevitably, if they haven't done enough work building, the structure that will help the organization outlive them you. You will see the vision is their vision. It's not a distinct vision for the company.
This is one of the things I used to say in my show on ESPN all the time. I felt like I said it in a very plain way because I felt like this should land. I'll say it here, which is nobody. At least I have a met the person yet. I always say, “If you're hearing this and you exist, let us know.” I've never met the person who says, “What just jazzes me first thing in the morning? I jump right out of bed to make my boss more money.” I never met that person.
Who would be motivated by that? If you exist, please let us know. I want to hear that psychology behind that. People don't get up in the morning just to make your dreams reality. What is the vision of the organization? That's the unifying force and that's the operating system that all decisions are made to propel that purpose for.
Get In Touch With Tiffany
I love it. Tiffany, we've covered loneliness, weariness, abandonment and vision. Now, talk to me about MPWR and what you do for those reading that are like, “I need to get in touch with Tiffany.” Share with us the organization. How do you work with people? How do people get in touch with you? What does your typical client looks like? I'm sure there's people out there thinking, “Could I work with her?”
The people I work with are leaders. I can work with anybody pretty much with any size organization. The key here is, either growth driven. When I say purpose driven, you don't cringe because there are people out there that are like profit profit-only. This is not going to resonate with you and that's okay. The other thing is, do you want your business to outlast you? For example, if you're cool and no judgment. There are lots of people out there who have businesses that are freelancing businesses where they have decide their own job. They're perfectly content with that.
I'm probably not the person you're going to go to because I'm not in the job designing business. I'm going to help you build organizational structure. If you find that, “I want to protect my business. I want my business to outlive me.” Maybe you're feeling like you're in the freelance business, or you feel like, “I'm only going to be in my business. I want to have a few years outside my business before I leave this Earth. I don't feel like I can go because it won't last.” That's when you should reach out MPWRPeople.
You can find this online MPWRPeople.org. We have a variety of things that we can offer you. I will come in. I will do a diagnostic of your organization and again, any size I can do. I worked with tiny businesses, what I will consider micro businesses or solopreneurs. The bulk of my business is small. I have twenty employees and more, but I've worked with organizations as large as General Motors.
The size isn't necessarily what matters. We can all laugh about that joke later but what matters is the size isn't necessarily dictating complexity. I like anything that's going to be a little new or nuance. I will get Josh for that. Again, if you're reading and you’re like, “I don't know if she'd be interested.” Don't worry about your industry. All kinds of industry.
Tiffany, anything else that you would like to share about paying the price of leadership that we haven't touched on yet?
In terms of paying the price of leadership, what I'm about to say is most people have heard this before. Leadership does not equal a title. You can be a leader and not hold a title of leadership. The true cost of leadership is being willing to make a decision and be uncomfortable. Not knowing how the decision is going to play out but while at the same time holding accountability for it.
Purpose: Leadership does not equal a title. The true cost of leadership is being willing to make a decision and be uncomfortable.
If you stop and think about it, if you're a founder of an organization with many employees and you're sitting in a meeting. Everyone's nodding their head and they're agreeing. You have that one employee who speaks up, you might have a leader among you. Don't think of them as the squeaky wheel because a true leader is willing to stand up. Even though they know, they're not going to be liked.
I love that. That is so true. I'm so glad you said that. I imagine you were squeaky wheel from time to time. Were you not?
No.
Me, too. I’ll rise you the one quote, “Entrepreneurship is the last refuge of the trouble making individual.” I'm always like, “I guess I am an entrepreneur.” TNT, tremendous and troublemakers. A powerful combination. Tiffany, I can't thank you enough. You gave me so much food for that. I know our readers are going to be so impacted, empowered and informed that there is a method behind all these dreams that they can bring them down to Earth.
I love that you talked about clarifying who's your ideal client and who you want to work with. No judgment. Everybody gets to do this for their own thing. If you're out there and thinking, “What she said resonates with me. I want that.” I want you to get in touch with Tiffany. To our readers out there, never forget his Charlie “Tremendous” Jones said, “You'll be the same person five years from now that you are today except for two things, the people you meet and the books you read.”
You got to meet that tremendous Tiffany Greene. You got to talk about the tremendous the price of leadership. If you would do the honor of a review, that makes all the difference in the world. That lets other people know the content and caliber of this show. Like and share with other friends that made a little bit of information and inspiration. Tiffany, again, thank you so much. I look forward to our next conversation. To our tremendous readers out there, we couldn't do it without you.
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About Tiffany Greene
Tiffany Joy Greene, MBA, is the founder of MPWRPeople™, where she helps leaders protect what they’ve built before it fractures. As an Executive Advisor on Purpose and Decision Architecture, she equips CEOs and leadership teams to align purpose, people, performance, and politics so growth doesn’t erode integrity. Tiffany is also the host of Evolve Together with MPWRPeople, formerly on ESPN Richmond, the architect of the 4P-Integrated Organizational Architecture framework, and an author of a series of books.