Now Go, Lead

About Now Go, Lead

Welcome to Now Go, Lead! Tune in each week for fresh insights, inspiring stories, and actionable tips to elevate your leadership. Whether you're a seasoned pro or just beginning your journey, there's always room to grow. Hit play and start leading at your next level!

Publisher

Brandon Pinkerton

Category

business · society & culture

Language

en

Explicit

No

First episode

2 Sept 2024

Latest episode

27 Oct 2026

Latest episodes

99 episodes in the feed.

1. 

   27 Oct 2026

   The Past

   Your past failures shape your name as a leader, but they do not have to write the final chapter of your leadership legacy. In this leadership development episode, Brandon Pinkerton explores why a leader's mistakes carry more weight than a private person's, and why dramatic change is still possible. Every decision you make as a leader becomes another page in the story of your life, and because leadership magnifies everything, a moral failure that might seem inconsequential for a private individual can look unforgivable in the eyes of others. Brandon tells the story of Charles "Chuck" Colson, special counsel to President Nixon in the early 1970s. Colson was called an "evil genius" and "the president's hatchet man" by the press. He kept a list of political enemies and used his influence to keep them under his thumb. After the Watergate scandal, a close friend gave him C.S. Lewis's Mere Christianity, and it became the catalyst for a dramatic change of heart. He was still convicted and sent to prison for his part in the crimes. For many, that would have been the fitting end to a bitter legacy. For Colson, it was the beginning. He went on to start the largest prison ministry of its kind in America and worked to bridge theological divides between Catholics and Protestants. Brandon then turns the lens on himself. He once stole candy from his third grade teacher's desk. He once sabotaged a friend's trumpet before a chair test. As a college building caretaker, he once left the doors unlocked to go on a date, and the building was burglarized. Viewed in isolation, those moments could label him a thief, a saboteur, and an unreliable person. The full story of his life paints a different picture, and that is the point: Colson's story is not unique. It is a template. The challenge for you as a leader is to take your decisions seriously while refusing to let past failure cement itself as your legacy. You will make mistakes. Some may get you into real trouble. But your story is still being written, and often the greatest chapter of your leadership is the one you write as you emerge from the ashes of failure. KEY TAKEAWAYS -Your past does define your name, but your past is not complete. -Leadership magnifies every decision, so you must understand the gravity of your choices before you make them. -A single failure viewed in isolation distorts the picture of a life. Leaders are defined by the full story, not the worst page. -Dramatic change is possible, no matter how public or serious the failure. -The greatest chapter of your leadership is often the one you write as you emerge from failure. Closing Reflection "So think about this for five minutes. Where have I let failure in my past define my future? And what changes do I need to make today to correct the course that I am on?" FINAL THOUGHT Your worst moments are real, and as a leader they will be seen. But they are pages, not the whole book. Wherever you are in your leadership, don't despair, because the next chapter is still yours to write. It's time to now go lead.

2. 

   20 Oct 2026

   Pardon Me

   The tension between accountability and grace is one of the most difficult a leader will ever navigate, and how you handle it shapes the loyalty of everyone you lead. As a leader, you set the destination, make the rules, and set the tone of accountability for your organization. When someone on your team falls short, it is your responsibility to address it and protect the integrity of the vision. But enforcing the rules is only part of the job. Brandon Pinkerton turns to a remarkable story from the Civil War. William Scott was twenty-two when he volunteered for the Union Army alongside his four brothers. Stationed at Chain Bridge in Virginia under General W. F. Smith, he guarded an important water supply eight miles from the capital, under a strict rule: sleeping at your post was punishable by death. After a long march, William volunteered to cover a night shift for a sick fellow soldier, then accepted the same shift again the next day. After nearly 48 hours without sleep, he dozed off before dawn and was found by his morning relief. He was sentenced to death. Hundreds of officers and privates signed a petition on his behalf, and it reached President Lincoln. Having heard the full story and the extenuating circumstances, Lincoln granted the pardon. To impress upon the men the seriousness of the offense, the firing squad was still assembled, and the pardon was read aloud before the entire company. William pledged never to fail in his duty again. A few months later he kept that pledge with his life, killed while carrying a wounded soldier up the bank of the Warwick River after saving several men from drowning. The lesson for leaders is direct. It is too easy to let the rules do the work for you. Leaders who look past the surface circumstances and into the hearts of their people will find the grace of fierce loyalty waiting for them when the toughest moments arrive. KEY TAKEAWAYS Accountability protects the vision, and leaders must still address it when someone falls short. Rules tell you what happened. Understanding the circumstances tells you why. It is too easy to let the rules do the work for you. Leadership requires looking at the heart of the person. Grace does not erase the seriousness of a mistake. It can be extended while still making the stakes clear. Leaders who extend grace wisely earn fierce loyalty that shows up when the toughest moments arrive. Closing Reflection So take five minutes and consider. Have I used accountability as an excuse to dismiss people instead of taking time to grow them? How do I handle forgiveness in the wake of serious mistakes? FINAL THOUGHT William Scott's legacy could have been one of failure and shame. Instead, a leader who looked beyond the circumstances gave him the chance to become a hero. Hold the standard, and never stop looking at the heart of the person who missed it. It's time to now go lead.

3. 

   13 Oct 2026

   Shallow Leadership

   Episode Summary A shallow leader is someone who looks the part of a leader on the surface but lacks the depth to carry real responsibility, and learning to spot them is one of the most important leadership development skills a senior leader can build. Shallow leaders interview well. They know the language of leadership, and many hold an advanced degree like an MBA to strengthen their case. Left unchecked in positions of influence, they can become a cancer in your organization. Brandon Pinkerton speaks from hard experience. One of his greatest regrets from his years of building a company was allowing a shallow leader to keep running a regional office for several years after he recognized the problem. The office eventually imploded almost entirely, and Brandon lost significant respect within his organization. In the aftermath, he resolved to be much tougher and more proactive with those who had the privilege to lead under his watch. The first lesson he took away: you have to know what you are looking for before you can act on it. Brandon identifies two of the clearest signs. Shallow leaders are sticklers for rules, leaning on structure and process instead of instinct and visionary thinking, which leaves them stuck when a challenge falls outside the rule book. They also avoid pain and run from difficulty, enjoying the privileges of leadership while making excuses when sacrifice is required. Often, someone they respected told them they were already a finished product. Pride keeps them from asking for help, and insecurity turns into a facade of bravado and overcompensation. The challenge for every leader with influence over hiring and promotion is clear. Promote, elevate, and hire only those individuals with the depth of leadership to support your vision. And if shallow leaders already hold positions of influence in your organization, do yourself a favor and have the hard conversations today. KEY TAKEAWAYS Looking the part is not the same as having depth. Credentials and a strong interview can mask shallow leadership. You have to know what you are looking for before you can act on it. Leaders who lean on rules instead of judgment get stuck when a challenge falls outside the rule book, and the problem festers. Leaders who enjoy the privileges but avoid the sacrifice believe only in the easy parts of leadership. Every season you allow a shallow leader to keep influence, your organization and your own credibility pay the price. Closing Reflection So take five minutes and consider. Who are the shallow leaders in my organization that I've given too much influence? Am I willing to have honest conversations with my shallow leaders about taking a step back to work on growth? FINAL THOUGHT Shallow leaders rarely set out to be shallow. Someone told them they had arrived before the real work had begun. Your job is to look beneath the surface, have the hard conversation, and reserve the privilege of leading for those with the depth to carry it. It's time to now go lead.

Reach and audience

Public platform figures. Ratings count people who left a rating, not total listeners.

YouTube views

78

Score snapshot 15 Sept 2025

Apple Podcasts (US)

5.0 / 5

1 ratings

Podcast Authority Score: 52 / 100

A composite of feed quality, social presence, YouTube performance and engagement. Read the methodology.

Quality

78

Social presence

0

YouTube

63

Engagement

0

Contact Now Go, Lead

Guest appearances

Books guests

Based on episode analysis; this does not confirm that the show is currently accepting guests.