Leadership That Lasts with CDF President and CEO, David Rumbarger

In this episode of IgniteCast, hosts Taylor Tutor and Judd Wilson sit down with David Rumbarger for a practical conversation on leadership fundamentals that never go out of style.

David shares why moving from Good to Great starts with doing things right the first time, putting in the work on the front end, and embracing the timeless truth of the 5 P’s: Prior Planning Prevents Poor Performance. He reflects on the idea that leaders can’t lead people further than they’ve been themselves—and why personal growth must come before organizational growth.

This episode is packed with real-world wisdom for leaders at every stage, reminding us that strong leadership isn’t flashy—it’s intentional, prepared, and rooted in consistency.

And, as always, David leaves us with a charge worth remembering:
 Go forth and do good things.

🎧 Tune in for a grounded, motivating conversation on leadership done the right way.

Big thanks to iHeartMedia—our Presenting Sponsor for the entire IgniteCast podcast and the powerhouse fueling this season’s episodes! 🔊🔥 

🎧 New episodes drop every other Thursday, packed with insight, inspiration, and actionable ideas to help you grow as a leader—right where you are.

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Transcript

Taylor Tutor: [00:00:00] Hey, Judd. 

Judd Wilson: Hey Taylor. 

Taylor Tutor: Do you know what's coming up? 

Judd Wilson: When? 

Taylor Tutor: On Thursday, January the 29th. 

Judd Wilson: The Ignite Leadership Conference. 

Taylor Tutor: That's right, Judd. And where is it? 

Judd Wilson: The Orchard. 

Taylor Tutor: That's right. Again. One more. Do you know where to get tickets? 

Judd Wilson: Ignite leadership.com. 

Taylor Tutor: And you're right. Again, for more information on Ignite, you can follow us on social media.

Judd Wilson: Look forward to seeing everybody at Ignite Ignite.

Taylor Tutor: Welcome to Ignite Cast, where ideas Spark action brought. To you by the Community Development Foundation, your Chamber of Commerce and Economic Development Engine for Tupelo and Lee County, thank you to our presenting sponsor, [00:01:00] iHeartMedia for powering this season of Ignite Cast. I'm Taylor. 

David Rumbarger: I'm Judge 

Taylor Tutor: and welcome to Ignite 

Judd Wilson: Cast

Judd Wilson: Taylor. We're here for another episode of at Nightcast. 

Taylor Tutor: We are, and it's. It's the last one before the Ignite Conference coming up at January 29th. 

Judd Wilson: We're here, I mean it, the Ignite Conference is right in front of us. 

Taylor Tutor: It's here, and I'm ready. 

Judd Wilson: I tell you, I, that's why I love January the Ignite Conference. 

Taylor Tutor: Yeah, 

Judd Wilson: it's one of my favorite reasons.

Judd Wilson: I love January. Another reason I love January. 

Taylor Tutor: Tell me, 

Judd Wilson: Judd makes the New Year's resolutions. He does. He kind of makes goals, decide what he wants to do. 

Taylor Tutor: Yeah. Goals are important. Yeah. How we get better. 

Judd Wilson: Exactly. And I, I look pretty good because I'm still working out. You look 

Taylor Tutor: great Judd. 

Judd Wilson: Don't come look at me in February.

Judd Wilson: Taylor, I probably will give up that goal or New Year's resolution. You know, another reason I love Ignite. [00:02:00] 

Taylor Tutor: Tell me 

Judd Wilson: the Ignite podcast. Yeah. And you know what I love about the Ignite Podcast, getting to talk to great guests. And this guest had to do a pretty long commute to get here. 

Taylor Tutor: Very long commute.

Judd Wilson: Who's our guest 

Taylor Tutor: today? We have the one, the only, our leader, fearless leader. David Rumberger, president and CEO of CDF. 

Judd Wilson: Look at that. The studio he just had to walk over. Really? Wasn't a long commute. He just walked over the other room. David, welcome. 

David Rumbarger: Thank you. I appreciate you having me. 

Judd Wilson: Yeah, it's good to have you.

Judd Wilson: Good to have you. Taylor. You know, you always like leading it off with your favorite questions, so I'm not gonna. Still your thunder. 

Taylor Tutor: I'm so excited about this one. I'm so eager to know what you have to say, David. But what's the best leadership tip you've ever been given? 

David Rumbarger: There's just so many. I mean, you really can't say just one.

David Rumbarger: Um, you know, obviously Covey's got a lot of 'em, and that is, uh, but I guess really when you go back, uh, to the, for of years of your leadership journey, uh, you look at things that, [00:03:00] um. I learned in scouting, you know, the to do things right the first time. Uh, there's not, not a second chance for a first impression.

David Rumbarger: Um, you know, go ahead and put the time in on the front end to expect the result that you want on the back end. So there, there's lots. And then those have all been refined over the years through corporations, through books, through seminars, and lots of other things. So there's just. Kind of a right way in the wrong way to do leadership now.

David Rumbarger: Mm-hmm. Uh, based on all those experiences. So, I'm sorry I can't give you a one-liner, but, uh, it is a culmination of the journey of leadership over the years. 

Taylor Tutor: Yes. That's good. 

Judd Wilson: Isn't it neat though that, um, and you mentioned that how things have been refined, but it, it really does, when you talk about leadership, it doesn't matter if it's Covey or Carnegie or any of those folks or, um.

Judd Wilson: John Maxwell or any of those guys, it all goes back to the basics, doesn't it? 

David Rumbarger: Yeah, yeah. I mean, I, I grew up, I guess, in leadership, um, in [00:04:00] my formative professional years, uh, being a Zig Ziglar disciple. Yeah. Uh, a famous Mississippian from Yazoo City and every time I had, I went and heard Zig or listened to his tapes or read his books.

David Rumbarger: And, you know, part of it is having an enthusiasm for life. I mean, you know, what's the point of this if you're not enjoying doing it? And Zig was that way. I mean, he was all out and he said, Hey, if you're gonna do something, you know, there's no no doing it halfway. You know, we, we don't want to call that, uh, on the podcast, but I mean, there's a lot of people that do, uh, halfway.

David Rumbarger: Yes. And, and 

Judd Wilson: we do have a bleep button if we had to use it. But, but you're right, you're right. There's something in the water at Yazoo City, you know, because 

David Rumbarger: Yeah. Haley Barber, 

Judd Wilson: Haley Barber, and. Jerry Clower. I mean, you know, oh 

David Rumbarger: yeah, I forgot. He's your, he's, 

Judd Wilson: he's more of that's my leadership style, David. Um, but true, I mean, we're, we're gonna be kind of talking about goals earlier, and I know, uh, she's gonna ask you a [00:05:00] question about goals, but, you know, really goals is planning.

Judd Wilson: Yeah. Um, and one of the leadership things that you kind of help us with here is, is the five piece. Um, you know. I can do it. Prior planning prevents poor performance. 

David Rumbarger: That's correct. Good job. 

Judd Wilson: And as a good leader, I mean, why is that important? 

David Rumbarger: Well, it's important because, uh, you have to envision the outcome and most people have a, uh, an envision of a wish as a outcome.

David Rumbarger: But having hope in the outcome means that you've spent the time to have hope that that outcome will come about. That you've planned enough, that you've set the table enough, that you've done enough resource management, that you've done enough education, uh, technical skills, or whatever it takes to achieve the outcome you want.

David Rumbarger: And, uh, I guess it's part of what I learned in the military is that, um, to have a discipline for that and it's not just gonna come about. And, uh, the famous saying [00:06:00] in battle planning is you have, you know, you go scenario by scenario by scenario and all the battle plans. Then when you hit the, uh, real action, it all goes to, to the heck in the hand basket.

David Rumbarger: But you still have an objective to achieve, and so you are prepared to achieve that objective. Um, from a planning standpoint though, uh, you have to have all the bases covered. Uh, you have to have the resource base, the personnel base, the education base, you know, to be able to get to that point. Now, there are times when it's just, um, uh, Zig used to always say, um, luck is where opportunity and preparedness cross.

David Rumbarger: So the preparedness part of that and the opportunity part of that. We prepare a lot for opportunities that we hope to get with prospects. We prepare a lot in opportunities we hope to get with public officials in the community to achieve success. So that preparation, what you do in your off hours, the off time, all that workout stuff you've been doing in January to get [00:07:00] that body, uh, you know it's gotta pay off at some point.

David Rumbarger: That's 

Judd Wilson: right. That's right. 

Taylor Tutor: Well, David, I obviously have only been here a little over a year and I can say you walk what you talk. So, you know, with goals and doing things right the first time and the prior planning for everything, I've been very, um, I guess amazed at the prior planning that we put into every single thing we do, no matter how big or how small it is.

Taylor Tutor: But I want you to talk about, you know, CDFs goals and why. Those are so important and why you make us set 'em and why we check them quarterly and just talk about that process here. 

David Rumbarger: Well, Taylor, that's probably the reason I've been here 25 years is because I as a professional, um, you know, and, and economic development, a lot of people are aligned just to recruit industry are just to maintain the existing industry and expand them.

David Rumbarger: But the community development foundation is a dimension different. That is the community also is a part [00:08:00] of that process of development. Mm-hmm. Mm-hmm. Uh, the things we have, the attributes, the livability, the, uh, accommodations we have, the, the hotel tupelos, the aquatic centers, the, uh, ballad Park, uh, the transportation network, the major thoroughfare plan, the great schools that we have though, uh, certainly healthcare, obviously being a number one, but all those things attribute to success and.

David Rumbarger: Being able to, uh, put those together to interact them one to another for common goals, which is a livability and a lifestyle that we all enjoy. Uh, you go away from here and you visit with other communities, and they may have one dimension, they may have two dimensions, but I would contend that we have many dimensions that make Tupelo a very livable community.

David Rumbarger: Mm-hmm. Uh, and that's, uh, one of the achievements in planning is to be able to not just plan in one. Uh, segment or one tier, but to be able to have those plans permeate other places so that [00:09:00] everybody's kind of pulling together in one focus. 

Taylor Tutor: Does seeing the big picture like that and, you know, thinking about how decisions that we make here affect our community, is that overwhelming to you or.

Taylor Tutor: Do you get a little 

David Rumbarger: sometimes, um, especially when you see opportunity mm-hmm. Come, uh, come about. Mm-hmm. And, uh, sometimes we're not as quick as we could be to, to take a hold of the, the, the golden scepter and try to make that happen. And we've seen opportunities that we've missed. Mm-hmm. Uh, just because of either inactivity or, or.

David Rumbarger: Poor, I would say, I, I throw it back on CD, F and some of our leaders that we didn't plan well enough, we weren't prepared for that, uh, opportunity. Mm-hmm. Uh, when it came along. 'cause we were either infantile in our thinking as far as what we wanted to achieve. Uh, you know, everybody starts into a process of trying to do a goal and say, well, I don't have this, or I don't have that.

David Rumbarger: And you know, a lot of times you just kind of work through that process and learn and [00:10:00] acquire those things as you go. Mm-hmm. And not everything's set up for all the ingredients. It's not like a recipe. Mm-hmm. Uh, sometimes you may have two or three of your ingredients, you may have to go out and get three or four more ingredients to make the, uh, make the whole cake work.

David Rumbarger: Mm-hmm. And a lot of times we have not been able to, to achieve that. And, and so there are some disappointments, uh, on things that we could have achieved now. Um, you know, there's an old saying, good enough's good enough. You know, I think Tupelo people don't think good enough's good enough. Mm-hmm. I think we always are trying to do better whatever we're in.

David Rumbarger: When I first came to Tupelo in the early two thousands, I called Tupelo the community. That works because in every entity, you know, from hospitals to uh, to ambulance service, to fire protection, to police protection, to other things, everybody want to, wanted to achieve their best and greatest. End as a professional.

David Rumbarger: And I still think that, uh, I think we've had opportunities that we've missed just 'cause we weren't aligned at that point in time, but we've achieved so many, many other [00:11:00] things. Uh, we did have alignment on those things. Uh, but Tupelo is a community that works. 

Judd Wilson: Let me, let me ask you this too, because, you know, we all have goals and a lot of times we can't achieve a goal on our own.

Judd Wilson: So talk about the importance of when we have goals as CD. F. Bringing in partners to help us achieve that goal? 

David Rumbarger: That's a great question, Judd. And we certainly have done that in many, many times. And there's an old saying that, uh, you can't lead further than you've been. So, you know, we, we work with public officials.

David Rumbarger: Uh, a lot of 'em are embraced by the community, but then they get elected and then it's kinda like, what's the next thing you know? The whole thing was about the election. Now you've got to actually serve. And so we do. Uh, semi-annual trips to other communities that are making achievements. Uh, we do a lot of seminar.

David Rumbarger: We do a lot of one-on-one. Uh, just not talking about what's your vision? What's your goal, what do you want to try to achieve? And, uh, that is for all the communities in Lee County. Uh, not just [00:12:00] Tupelo, but all the communities in Lee County, from Nettleton all the way to Baldwin. And, uh, that's what they want to achieve.

David Rumbarger: We try to enable them and prepare them and do the same thing we do here, help them plan on achieving those goals. 

Judd Wilson: And when we're all working together, it, it makes it happen, doesn't it? 

David Rumbarger: It does. And I tell you what, the more they're involved, the more they can see either the deficit or the benefit of that planning.

Judd Wilson: Yeah. Yeah. Good stuff. Good stuff. 

Taylor Tutor: Speaking of planning, so I've had my first CDF staff retreat, we did lots of planning and just brainstorming, but one thing that. You told us in our, in our groups that we broke out in is, you know, what are those big, hairy, audacious goals? Talk about where that comes from and why we do that.

David Rumbarger: Uh, that saying is Mr. Holman saying, uh, Shane Holman, who's our, uh, COO and um. It really came from Good to Great. Uh, we went through the series of Good to greats and, um, there is a, a, a focus on what they [00:13:00] call the 20 mile March. It's a story about, uh, two, uh, explorers trying to discover the South Pole and, and one moved as quick as they could in one day and achieved 40 and 50 miles.

David Rumbarger: And then next day everybody was tired and they did five miles. Well, there's another team that did 20 miles a day. And they just metered out. And whenever they got to 20 miles, they got to 20 miles, two o'clock in the afternoon, they stopped camped, you know, and waited till the next morning to start again.

David Rumbarger: Uh, and that, that consistency, that marathon mentality of, you know, uh, foot after foot. Stride after stride to get to your goal. You're always trying to achieve, you know, making those small some days may be a small increment. You're still doing your mile march, but you're still making small increments, so, mm-hmm.

David Rumbarger: It's really that planning part, Taylor, that, that, you know, when we say planning, it's kind of a, a overused word. It's really taken all the pieces and putting that together and then actually acting on that. 

Taylor Tutor: Mm-hmm. Yeah, I'm, I'm definitely a, I need my small goal [00:14:00] each day and then once I hit all those, I reach the big goal.

Taylor Tutor: I don't need just the big goal. It's good to see the big picture, but that can be overwhelming to me. I need, you know, the, the baby steps to get there. Yeah. Breaking it up. Breaking it up so I can be consistent and know what I need to be working on. Um, 

Judd Wilson: eating, eating the elephant, what one bite at a time, right?

Judd Wilson: Yeah, yeah. Or you can play 'em in the Rose Bowl and eat 'em all in one bite if you want to. But, uh, anyway. Anyway, 

Taylor Tutor: I should have known you to throw that in. Yeah. Oh, me. Well, um, I, I wanna play a clip from, um, um, ignite in 2018, um, when Sean talked about, um, learning and linking things. So, um, let, let's hear from Sean on that.

Sean Suggs: Every great leader has the idea of how they wanna run the company. I can tell you that if you ask them, they can probably write down 25 things that they want to do. To take that company to the next level. But if they're not a good learner first, they'll never get to accomplish those goals. [00:15:00] So once you learn and deeply understand that culture, you can link that to those things that you want done and link that to the overall company vision and mission.

Judd Wilson: So, David, you, you knew Sean well? Um, 

David Rumbarger: I still do. 

Judd Wilson: Yeah. Yeah. I 

David Rumbarger: saw him this year. 

Judd Wilson: Awesome. So kind of talk about that linking, you know, our goals, but, but learning kind of the. Um, aspects of that and, and that helps that person kinda even take it forward. 

David Rumbarger: Well, and that's something that you learn through, uh, planning is that, uh, everything that you see is not a part of your plan.

David Rumbarger: Uh, and even today, I mean, that's probably more important because I mean, I, I see a lot of youth that are scrolling. A lot of young people, a lot of older people that are scrolling, you know, uh, day by day by day. Uh, but if you're not learning something that attributes toward your goal that actually can contribute to your goal, I'm very careful nowadays what I try to digest from a reading and from a, uh, audio and visual standpoint because there's just so much that's not, uh, [00:16:00] accretive to my goal attainment.

David Rumbarger: And I mean, it's great to hear, uh, something and, and there's entertainment, you know, music and, and jokes and things like that, and that's a time for that. But to really focus on that, I really always try to seek something that'll add knowledge to my knowledge base, uh, and be able to be useful for a tool going forward.

David Rumbarger: And that's the key is if I'm learning that and my team's learning that at the same time we can work. Together to those ends versus somebody working on one project and somebody working on another project and never the twain shall meet because that's really not the, the process by which we have managed here at CDF over the last 25 years.

Judd Wilson: Do, do you think people kind of draw to a goal if they have the buy-in and when we're setting goals? Why is it important that everybody's bought in? 

David Rumbarger: Well, goals are change, right? So people resist change, 

Judd Wilson: right? 

David Rumbarger: And so if I'm proposed a goal to you, Judd, and that wasn't aligned with your value set, or wasn't aligned with [00:17:00] your professional vision, how, how hard are you gonna work on that goal?

David Rumbarger: So you've really gotta have that alignment. There's a whole series of alignment, uh, you know, decisions out there that need to be made to get you to your goal. And everyone has to be there and people are at different levels, and you've gotta realize that. And you may have to stop and pause to bring someone back to that level.

David Rumbarger: And that's the challenge in public officials and in the the community sector because everybody's got their own experience that they bring to the table. And so now you've gotta have some commonality of alignment and purpose, and the goals are an easy way to focus on an end result desired. Uh, that you can try to achieve together.

David Rumbarger: And if somebody buys into that, then they want to know, well, how can we get there? What do we need to do? What's my role? And that breaks it down into it, the individual task orientation and specialty. And that's the good thing about leadership is once you understand that dynamic, then you're able to [00:18:00] work on those elements to achieve your goals.

David Rumbarger: I mean, it's not a, uh, a wish anymore. It's a hope. Yeah. You know, because you're there actually working toward that. Like 

Judd Wilson: that. I like that. 

Taylor Tutor: Speaking of goals and you know, in the community and partnering with people, we have the Ignite Conference coming up. We 

Judd Wilson: do, 

Taylor Tutor: and I'm so excited about that. But David, talk a little bit about, I mean, why we even do that.

Taylor Tutor: Why do we have our staff host such a. A large needed conference for our community. 

David Rumbarger: Yeah. Well, about, uh, I guess it's about 15 years ago now. Um, we, we, we are a leadership community. I mean, George McClain was not just one of the first leaders. He was a leader that sustained over many, many years. Ike Savory, um, you know, Aubrey Patterson recently.

David Rumbarger: Uh, I mean, these are folks that, that stood out and stood up for the community and took a personal risk, uh, you know, put some of their own personality on the line. And so leadership has been [00:19:00] something that has differentiated Tupelo for many, many, many years. You know, we don't have a body of water necessarily.

David Rumbarger: We, we've got an interstate finally, um, but we don't have a mountain and we don't have a gulf. And so you, we have. To do things differently. And we do 'em with people. And the people you know, it's a cliche, you know, it's your people, but it really is the people in Tupelo and it's the leadership people in Tupelo.

David Rumbarger: And so we had our Jim Ingram Leadership Institute and we said, we want something more. We want to get a broader appeal. And so we began to look around in Kalamazoo, Michigan had a. Ignite type venue. And we went a couple of times with some of our corporate sponsors and said, Hey, is this something you want to be a part of?

David Rumbarger: We think this would work in our community. Um, you know, before we were headed to Birmingham or Nashville for a two day conference and it got expensive, you know, hotels and or Memphis got dangerous, so. You know, we wanted to bring some of that home and we wanted to do it in [00:20:00] a curated way that it was for Tupelo.

David Rumbarger: Mm-hmm. That it was really not just just a Zig Ziglar type, but they were really messages for the people here in Tupelo. And so we started with some people that were, uh, really, I kind of become giants. I mean, John Gordon, uh, Iki Johnson. I mean, these guys are now just, you know, high level speakers. I mean, I heard, uh.

David Rumbarger: Uh, one of the, the coaches in the, the final four talk about John Gordon. Yeah. Being in their locker room. Yeah. This last year. So, or this last couple of games. So, I mean, this is some stuff that's, uh, very, very apropos for Tupelo and our leadership journey. And that's what it is. It's a leadership journey. I.

David Rumbarger: You've got highs and lows. You, you've got opportunities, you've got threats, um, and you've got achievements. And uh, that's one thing that we have focused on too, Taylor, in the last couple years, and Shane's been a big part of that. You know, we want to focus on our achievements. I mean, we, we tend to get the achievement.

David Rumbarger: And [00:21:00] I'll never forget, once we recruited Toyota, I had a civic club talk the next week, and one of the questions at the end of the audience, after we went through all of the billion dollars and then the wellspring and everything. All the story at of Toyota. Uh, somebody asked me, which is a good friend, I won't tell you who it is, but it's a good friend.

David Rumbarger: Said, well, what was the next David? It's like. Wait a minute, we just climbed to Mount Everest. Yeah. You know, and you know, we're still working on our way down and what's next and, and I knew that, I knew he meant it in the right way. But I mean, I think that's typical of achievements is that we undersell our ability once we get there to celebrate the journey that we've been on to get there.

David Rumbarger: Mm-hmm. I mean, the blood, the sweat, the tears that, that came through that process oughta be, uh, lifted up and said, Hey, we achieved this. Opportunity for our community or this goal that we had set out in front of us. It took us seven years to achieve that goal. Mm-hmm. Seven years of 15 supervisors, three mayors [00:22:00] and two economic development organizations.

David Rumbarger: You know, just working every way we could to try to achieve that goal. And of course, um, that's a, an extreme example, but they're smaller examples. I mean, uh, the first, um, person in the Hive, the first company in the Hive Liebert Corporation, I mean, we've had the hive, um, I basically platted and environmentally done since 2015.

David Rumbarger: Mm-hmm. And Lieber announced it announced two years ago. So, uh, we are, we're excited about those times when we have achievements and we're trying to do better to celebrate those achievements. 

Judd Wilson: And it goes back to the importance of everybody having that, that same vision, working on those goals and, and building their leadership.

Judd Wilson: Mm-hmm. So I get in trouble too, 'cause I never looked down at my notes or, and, and, and I start asking questions I'm not supposed to, but let's play, have never done this, but let's play a little rapid fire. So as a leader, what's your favorite word to hear as a leader? 

David Rumbarger: Excellent. 

Judd Wilson: What's the favorite? What's, what word do you not like hearing as a leader?[00:23:00] 

David Rumbarger: Not my job. 

Judd Wilson: Yeah. 

Taylor Tutor: Mm. 

Judd Wilson: You know, somebody told me that when I first started here, they said, don't ever say that word. 

Taylor Tutor: Mm-hmm. Yeah, I never would anyway. 'cause I was raised differently. 

David Rumbarger: But you know, when you, when you think about that, that when you say, when somebody says that, it just means they turn off. 

Judd Wilson: Yeah.

David Rumbarger: Instead of saying, well, I don't really know how to do that, but maybe Judd does, or, I don't know how to do that, but maybe Taylor can help me figure that out. You know, that, that collaboration, that teamwork, that attitude. We've had all these speakers that ignite. And you know what, the one thing that kind of comes back to me on all those people is they achieved because of their attitude, they never quit because somebody told 'em they weren't good enough or they couldn't do it, or they weren't physically, uh, had the capacity to do it or they couldn't do it.

David Rumbarger: Businesswise, they persisted. Their attitude was is, I know this is right. I'm gonna do this. I'm gonna make a difference. 

Judd Wilson: Yep. 

David Rumbarger: Yeah. And they did. 

Sean Suggs: Mm-hmm. 

Judd Wilson: So, um. [00:24:00] Here's the neat thing, Taylor. What a and first, by the way, great show, David. It was awesome. Um, and we meet at staff meeting to kind of go over every week what we're gonna do for the week, but it also kind of gets us focused back on what our goal is.

Judd Wilson: And Taylor and I have talked about this before, I think our very first episode together, how you always end. That staff meeting, how do you do that? What do you always say to us? 

David Rumbarger: Go forth and do good things. 

Judd Wilson: Look at that. That's what he always says. 

Taylor Tutor: And right before that, he says anything else for the good of the order, 

Judd Wilson: but that we didn't wanna split that.

Judd Wilson: So if you ever listen to this podcast in, in Taylor's, great. Um. Ponton, uh, accent. She says, go forward and do good things. 

Taylor Tutor: It's not that bad, is it? 

Judd Wilson: It's great. I love it. But that's how we end each podcast. So David, you've inspired us to do that, but why, why do you say that to us? I mean, wh why, why is that important to say?

David Rumbarger: Because my assumption is, is I've prepared you as a manager with all the tools that you need. With the education and the background and the [00:25:00] responsibility. I can't do those good things. I can't be everywhere and do those good things. But you can be where you are doing good things with the background and the tools that we've given you for this community.

Judd Wilson: Mm-hmm. Look at that. He's dropping truth bombs right there in front of us. David, thank you so much. It's great to, I know, uh, it is, uh, is we just love what you do in the community, but we, we really appreciate what you do for us here at CDF. 

Taylor Tutor: We do. Thanks David. 

Judd Wilson: Yeah. 

David Rumbarger: My pleasure.

Taylor Tutor: Thanks for tuning in to another episode of Ignite Cast, presented by iHeartMedia. For more leadership insights and engaging conversations, be sure to hit subscribe. And if you enjoyed today's episode, we'd love for you to leave a review and remember, go forward. And do good [00:26:00] things.