The EntreLeadership Podcast – "Why Real Leaders Never Waste Time"

Host: Dave Ramsey (Ramsey Solutions)
Date: December 15, 2025

Episode Overview

In this episode, Dave Ramsey draws from over 30 years as a CEO to offer real-time coaching for entrepreneurs and leaders. Through caller questions, Dave provides practical advice on leadership development, profitable business growth, handling internal challenges, and structuring compensation for high-performing employees. The central theme: leaders must actively invest in their own growth and make wise use of their time—because the growth of any organization is limited by the growth of its leaders.

Key Discussion Points & Insights

1. Investing in Leadership Development & Time Management

[00:54–07:40]
Caller: Ben, Director of Recruiting, Faith-Based Org

• Ben’s Question:
  Launching a new leadership initiative—how much time should regional leaders dedicate to development, and how to make room for it amidst busy schedules?

• Dave’s Core Advice:

  • Redeem the “In-Between” Time:

    • “You should graduate from automobile university... Most of us spend enough time in our cars to consume audiobooks, leadership podcasts... That's pretty much what I do in the truck every day.” (01:39, Dave)
    • Suggests using driving, walking, or exercise time for personal growth via audio content.

  • Daily Small-Time Investment:

    • “If you read 15 minutes every morning, how many books you can go through in a year. But most people don't even do that.” (02:56, Dave)
    • Leaders shouldn’t overcommit (“don’t try to say I’m going to read an hour every morning”), but small, consistent investments add up dramatically.

  • Periodic Extended Immersion:

    • “I have allocated... a one week or three day seminar or event... where I get away from the office and I’m plugged into a series of teachers or speakers...” (03:32, Dave)
    • Recommends periodic, intensive getaways for deep learning.

  • Make Learning Fit Life’s Rhythms:

    • “You have to put something that fits your life so you’re going to actually do it. That’s the thing.” (07:14, Dave)
    • The key is designing your development process so it’s sustainable and tied to your daily routine.

2. Growing a Business Without Debt & the Importance of Profitability

[08:29–12:55]
Caller: Sarah, Pediatric Therapy Practice Owner

• Sarah’s Situation:
  Debt-free practice with 18 employees; outgrown current leased building; new lease options require expensive buildout ($250k–$300k). Revenue near $1 million, but margins are very thin.

• Dave’s Candid Guidance:

  • Never Go Into Debt for Leasehold Improvements:
    “I’m not going to go $250,000 in debt for leasehold improvements in somebody else’s building. That’s dumb. No, I’m not doing that. Absolutely not.” (09:32, Dave)

  • Fix Profit Margins Before Scaling:

    • “Why would you want to expand if you’re not making money?... Your business model’s broken. You don’t grow a business model that’s broken.” (10:05, Dave)

  • Negotiate With Landlords or Delay Moving:

    • Suggests negotiating with landlords for them to fund improvements if they want your business, or extending the current lease and using the extra year to improve profitability.
    • “In the early days... I had to go into an existing thing and use it the way it was, the way the plan was, or I talked the landlord into, hey, you want me in here, you’re going to have to make these moves...” (11:21, Dave)

  • Don’t Rush Into a Bad Deal or a Risky Expansion:

    • “A $250,000 leasehold improvement investment in a business that has a million dollar top line is not wise... those ratios just don’t work.” (12:35, Dave)

3. Handling Pushback From Team Members – Making Conflict Healthy

[13:13–19:55]
Question (Written): Adam in Sacramento

• Adam’s Concern:
  Challenged by a senior leader during a team meeting—how to handle pushback without embarrassment or appearing weak?

• Dave’s Leadership View:

  • Normalize Courageous Conversation:

    • “All you would see is pushback. That’s all we do. We argue like cats and dogs. And including with me... we don’t call him by names, we don’t yell, we don’t cuss, we don’t scream or anything like that. But we’re arguing about which play to run to put the ball in the end zone.” (15:16, Dave)

  • Distinguish Between Challenging Ideas and Attacking Character:

    • “We don’t challenge someone’s character in public... but challenging the idea that’s on the table, hey, I think there’s another way to do this?... I want leaders that are yes people. I want leaders that speak their mind and they’ll add value...” (17:13, Dave)

  • Organizational Health = Comfortable With Conflict:

    • Endorses Patrick Lencioni’s The Advantage: “The differentiator is always the organization. The one that does conflict well and that does organizational mental health, which allows someone to speak up and challenge any idea.” (16:40, Dave)

  • Commit to Consensus, Then Unity:

    • “Once we’ve all discussed it... whoever’s not in agreement with that falls in line at that point. Because now the decision’s made and now we’re not going to go back and challenge it six times.” (17:47, Dave)

4. Structuring Compensation to Incentivize Managers in Small Businesses

[20:49–26:49]
Caller: Matt, Manager/Technician at Small Body Shop

• Matt’s Scenario:
  Managing the smallest of three shops, responsible for everything from repairs to running the shop, but only paid as a technician. Wants advice for asking about profit-based compensation given shared corporate overhead.

• Dave’s Practical Steps:

  • Allocate Shared Overheads:
    “They should allocate their overhead across the locations using some methodology... Most companies will do it based on your percentage of revenue.” (23:44, Dave)

  • If Overheads Aren’t Tracked, Tie Bonus to Whole Company:

    • “They might pay you as a percentage, a bonus as a percentage of profits for the whole company. It might be easier than resetting their whole accounting system.” (24:58, Dave)

  • Approach With Value & Growth Perspective:

    • “I want to add value. I’m excited about learning how to lead at that level... increase the profitability of this and in the process participate somehow in that with my comp...” (25:16–25:41, Dave)
    • Advise against demanding or entitled language—be open, curious, and collaborative.

  • Follow Through on Promises:

    • “When we talked about this, we talked about the idea of me taking this and kind of helping to run this location. And so far, I’m being paid, I think, just for being a tech. Am I missing something?... How can we do that?” (25:51, Dave)

Notable Quotes & Memorable Moments

• “Redeeming the time is the main thing I would teach them.” — Dave Ramsey (02:11)
• “Your business can only grow as much as you do.” — Dave Ramsey (07:48)
• “I don’t want more of this.” — Dave Ramsey on scaling unprofitable businesses (09:58)
• “We argue like cats and dogs... But we’re arguing about which play to run to put the ball in the end zone.” — Dave Ramsey (15:17)
• “Better a weary warrior than a quivering critic. This world needs more high quality leaders. So take courage and lead.” — Dave Ramsey (27:09)

Timestamps for Important Segments

• 00:54 – Using daily routines for leadership growth (Ben’s call)
• 08:29 – Avoiding debt and unprofitable expansion (Sarah’s call)
• 13:13 – Handling team pushback and fostering healthy conflict (Adam’s question)
• 20:49 – Strategies for profit-sharing and manager compensation (Matt’s call)
• 27:09 – Closing encouragement to leaders

Final Thoughts

Throughout the episode, Dave Ramsey insists that true leaders maximize every opportunity for growth, avoid needless risk, and foster environments of open but healthy conflict. The message for listeners is clear: Make wise, intentional decisions with your time, money, and people—a leader who grows, inspires, and models courage will see their organization thrive.