Ted Brown is President & Partner at Lockton Companies, and the founder of The Valor Bridge Foundation, which merged with Salute Colorado in 2021. He now serves as Chairman of the Board for Salute Colorado. Ted discusses the importance of self-awareness in decision-making and emphasizes the need to be comfortable with uncertainty. At Lockton, he believes in empowering individuals to determine their career paths and aligning work with their strengths for long-term fulfillment.  He highlights the importance of a strong leadership team based on authenticity, servant leadership, and cultural fit, and stresses that leadership should be merit-based, not political.   Ted reflects on the value of "aggressive authenticity" in leadership, especially for younger generations, and stresses the importance of developing future leaders to ensure company culture endures beyond a single leader. Finally, he warns against the dangers of ego in leadership, encouraging a focus on servant leadership when developing others.   Key Takeaways [02:51] Ted shares how his father's emphasis on hard work and adversity, shaped by losing his own father young, influenced him during summers working on a ranch and sparked his desire to serve in the military. After 9/11, Ted tried to enlist in the Navy to become a SEAL but withdrew due to personal reasons, a decision he regretted deeply. At 37, too old to enroll, he channeled this regret into action by interviewing veterans and creating a 12-week program to help veterans transition to civilian life, focusing on personal identity, leadership, and networking with mentors. This initiative has been highly rewarding and impactful. [07:36] Ted discusses decision-making, explaining that it starts with self-awareness. In both personal and business contexts, decisions require understanding one’s values, timelines, and impacts on people and culture. He emphasizes that decisions rarely have all the information available, so it’s important to be comfortable with uncertainty. [10:57] Ted touches on leadership potential and career fulfillment at Lockton. He explains that while the company offers resources like executive coaching and personality tests, not everyone follows the same path. They need both long-term contributors and those seeking advancement. It’s about empowering individuals to determine their career trajectory. [13:08] Ted agrees with Jan that companies today need more personalized development approaches. While a general framework is necessary, tailoring growth to each individual’s strengths leads to better career fulfillment. He believes that aligning 75% of one’s work with their natural strengths is key to long-term satisfaction and organizational stability. [16:20] Ted discusses the importance of a strong leadership team that is comfortable in their skin, authentic, and servant leaders. He explains that when people are miscast in roles, they become limiting factors. Ted stresses the need for leadership teams that fit well within the culture and how advancement should be based on merit, not politics, to avoid limitations. [19:39] Jan asks Ted about the role of consequences in reinforcing company culture. Ted explains that, initially, their company rewarded bad actors for financial performance, but the focus has now shifted to authenticity, servant leadership, and having an impact beyond financial success. Leaders lead by example, picking up the heaviest burdens and being the first to admit mistakes. [22:44] Ted reflects on "aggressive authenticity" as a leader, especially in front of younger generations who want to see themselves in their leaders. Authenticity, he believes, comes from sharing personal stories, admitting mistakes, and earning trust by following through on commitments. He encourages leading by removing obstacles for the team. [24:51] Jim raises a concern about leadership cultures falling apart after a leader leaves. Ted emphasizes the importance of investing in others to ensure the culture outlasts a single leader. Leaders should focus on developing their teams so that future leaders can make the company their own while keeping core principles alive. [28:09] Ted concludes by highlighting the dangers of ego in leadership. He suggests that self-interest can ruin leadership potential, while servant leadership focuses on the impact and value delivered to the organization. Ted advises being okay with giving credit to others and developing people who may one day surpass you in the company. [30:17] And remember,  You shall, I question not, find a way to the top if you diligently seek for it; for nature hath placed nothing so high that it is out of the reach of industry and valor.  - Alexander the Great   Quotable Quotes "It's an honor to serve those who served our country and sacrificed. That's the least I can do, but it's definitely been a rewarding journey." "You have to understand who you are first and what is going to fulfill you in your life and your career. That requires a process." "Turn regret into action." "Be comfortable being uncomfortable with making decisions without 100% of the information." "Fulfillment doesn't necessarily mean happy. It means that you're being challenged and having tough, hard conversations about meeting or exceeding expectations." "Career fulfillment comes down to leveraging and utilizing your God-given strengths 75% of the time." "Empower people to embrace who they are and leverage that for their own advancement, and you'll end up with a lot of longevity in an organization."  "It's almost easier to make decisions in business than it is in life." "Your culture becomes the worst behavior you tolerate." "Trust is earned when you actually get to that finish line." "If you're not demonstrating that behavior, you can't enforce the expectations. You will lose the culture." "In order for things to last, they have to be legacy-minded principles and philosophies." "One of the things that can absolutely ruin leadership potential is ego." "The second you free yourself of self-interest and you focus truly on the impact and value that you can have to an organization, that's how you can become a great servant leader." "Relevance is fueled by ego." "Be okay giving all the credit to those around you. Be okay putting people in positions that someday could be your boss. If you do that, you're going to be a big part of something that's way bigger than yourself." Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Ted Brown LinkedIn | Lockton Website | X | Valor Bridge Foundation, now merged with Salute Colorado |