WEBVTT 1 00:00:01.280 --> 00:00:05.200 Hey, everyone, welcome to Hacking Your Leadership, the new series 2 00:00:05.320 --> 00:00:10.119 around leadership book authors, something that we have begun here 3 00:00:10.240 --> 00:00:13.919 in twenty twenty five and are super excited to continue 4 00:00:13.960 --> 00:00:16.480 for the entire year. You know, today we have a 5 00:00:16.559 --> 00:00:19.760 very special person, not only somebody who I think is 6 00:00:19.800 --> 00:00:24.120 an amazing content creator an author, but somebody who was 7 00:00:24.160 --> 00:00:26.760 a part of this partnership with us and The Lion's Guide, 8 00:00:27.160 --> 00:00:28.640 and that is Flip. Welcome back to the show. 9 00:00:28.679 --> 00:00:28.879 Flip. 10 00:00:28.920 --> 00:00:29.280 How you doing. 11 00:00:29.320 --> 00:00:31.879 Man, It's great to be here again. I'm super excited 12 00:00:31.920 --> 00:00:34.679 to kind of to kick this off and to be 13 00:00:34.719 --> 00:00:37.039 I'm humbled to be the first one I think of 14 00:00:37.119 --> 00:00:40.439 twenty twenty five or one of the first and twenty 15 00:00:40.439 --> 00:00:44.719 four year veteran really retired in nineteen, had a lot 16 00:00:44.759 --> 00:00:48.240 of leadership experience in a bunch of different ways when 17 00:00:48.240 --> 00:00:52.240 I was in and really just wanted to transfer myself 18 00:00:52.280 --> 00:00:55.119 and Dale Walls. I came on board after he had 19 00:00:55.159 --> 00:00:59.159 originally founded and we're just Look, the simplified version is 20 00:00:59.200 --> 00:01:05.400 that we love to bring value driven leadership content, whether 21 00:01:05.480 --> 00:01:09.840 that's with applications, whether that's with you know, podcasts, whether 22 00:01:09.920 --> 00:01:13.359 that's with courses. We just we want we want people 23 00:01:13.400 --> 00:01:15.200 to be able to do more. Right. We know they 24 00:01:15.239 --> 00:01:17.000 listen to you, but we want to we want to 25 00:01:17.000 --> 00:01:19.079 help them. How do we do this where we can 26 00:01:19.280 --> 00:01:22.480 we can help and and and elevate their games in 27 00:01:22.680 --> 00:01:25.959 in easy ways, right, and and not only that, but 28 00:01:26.280 --> 00:01:29.519 you know, simplistic ways that that doesn't need to be 29 00:01:29.920 --> 00:01:33.040 you know, drawn out or or you know, necessarily theories 30 00:01:33.040 --> 00:01:36.319 are potentially put forward. But that's the Lion's Guid's all about. 31 00:01:36.400 --> 00:01:37.879 And we're we're excited to be here with it. 32 00:01:39.000 --> 00:01:44.400 We'll do it one more time. It's all good, it's 33 00:01:44.400 --> 00:01:47.599 all good, good, just me right, it's just want to 34 00:01:48.519 --> 00:01:53.560 it's just you, yes, And then right here, I'll do 35 00:01:53.680 --> 00:01:55.640 the intro for that, just that piece. 36 00:01:56.000 --> 00:01:59.200 Okay, I'm glad. We're going to be best friends, so 37 00:01:59.319 --> 00:02:01.400 you know I'm affords it. By the way, I'm a 38 00:02:01.519 --> 00:02:07.319 forceart friendship. I'll tell you a funny story. I'll tell 39 00:02:07.319 --> 00:02:09.639 you a funny story after about it. About that, Okay, 40 00:02:09.680 --> 00:02:10.439 I'm ready, right. 41 00:02:11.000 --> 00:02:14.000 Cool, all right, flip. So, for those that maybe didn't 42 00:02:14.039 --> 00:02:15.759 tune into the first episode that we had kind of 43 00:02:15.800 --> 00:02:18.680 introducing the partnership with Hacking Leadership Allion's Guide, give us 44 00:02:18.719 --> 00:02:22.000 the maybe thirty second one minute background about you. 45 00:02:23.520 --> 00:02:27.919 Yeah, so twenty four year veteran originally born and raised 46 00:02:27.919 --> 00:02:32.080 in Buffalo, New York. Really was was living in three 47 00:02:32.120 --> 00:02:34.439 different worlds when I was in the Navy. I was 48 00:02:34.680 --> 00:02:38.159 I was in both the medical, the aviation, and the 49 00:02:38.199 --> 00:02:42.960 special operations some capacity, and learned all these different leadership styles, 50 00:02:43.039 --> 00:02:46.400 saw all these different leadership models, and really, you know, 51 00:02:46.560 --> 00:02:49.960 brought that to Lion's Guide afterwards. And now I'm the 52 00:02:50.039 --> 00:02:52.759 managing director and we're really just setting off kind of 53 00:02:52.759 --> 00:02:53.560 where we're going with it. 54 00:02:54.199 --> 00:02:57.840 I love that, man, I think it's great, and there's 55 00:02:57.840 --> 00:03:00.120 so much to unpack here and talk about, and I 56 00:03:00.199 --> 00:03:02.159 really want to jump right into it. So so the 57 00:03:02.319 --> 00:03:06.400 everyday leader, right, You've referenced a couple of times it 58 00:03:06.520 --> 00:03:09.719 kind of like leadership is for and about everyone, for 59 00:03:09.800 --> 00:03:12.680 all different types of things, And I really appreciate how 60 00:03:12.719 --> 00:03:15.680 you've broken this down in the content. So like, let's 61 00:03:15.759 --> 00:03:18.240 just start there with kind of the first couple of 62 00:03:18.360 --> 00:03:22.120 things from an everyday leadership standpoint, you know, the core beliefs, Like, 63 00:03:22.240 --> 00:03:24.360 talk to me about these core beliefs, why they're so 64 00:03:24.439 --> 00:03:26.000 important and why you have to start here. 65 00:03:27.120 --> 00:03:29.240 Yeah, So the two the first two ones that are 66 00:03:29.319 --> 00:03:31.840 that are in that are our leadership starts within and 67 00:03:32.159 --> 00:03:35.319 giving what you want to gain. And so really what 68 00:03:35.520 --> 00:03:39.080 happened was is is about two years after I had retired, 69 00:03:39.120 --> 00:03:41.919 I figured I needed some type of a quote right 70 00:03:42.039 --> 00:03:45.319 for myself to go what wasn't And so it really 71 00:03:45.759 --> 00:03:48.039 that quote ended up, you know, when I got done 72 00:03:48.199 --> 00:03:51.560 was you know, ended up being honesty, consistency, and transparency 73 00:03:51.680 --> 00:03:54.800 from the top down builds trust, loyalty and respect from 74 00:03:54.800 --> 00:03:57.439 the bottom up. So the first but when I just 75 00:03:57.639 --> 00:04:00.199 when I designed the core, the every day letter quor, 76 00:04:00.800 --> 00:04:04.639 I had to start from the core, right the where 77 00:04:04.680 --> 00:04:07.240 it all, where this leader is coming from. And so 78 00:04:08.439 --> 00:04:11.479 you know, leadership starts from then really looks at who 79 00:04:11.599 --> 00:04:13.840 you are, because if you don't know who you are, 80 00:04:14.000 --> 00:04:16.439 there's no way that you can go out and lead 81 00:04:17.399 --> 00:04:19.879 in any capacity. Like you have to figure it out 82 00:04:20.199 --> 00:04:22.319 that scared, or you're gonna end up being hollow, right, 83 00:04:22.839 --> 00:04:24.519 and then give what you want to gain, which is 84 00:04:24.600 --> 00:04:27.240 that other part of this core belief is what are 85 00:04:27.279 --> 00:04:30.040 you trying to give to other people? What are you 86 00:04:30.160 --> 00:04:34.040 trying to not only get out of them, but knowing 87 00:04:34.199 --> 00:04:36.399 that you got to give that first right, like you 88 00:04:36.560 --> 00:04:38.920 have to be able to say that, and so the 89 00:04:39.079 --> 00:04:43.160 quote enables those two together by kind of really bringing 90 00:04:43.199 --> 00:04:47.360 it together, like, look, just be honest, be consistent, be transparent, 91 00:04:47.800 --> 00:04:50.399 because you're gonna get that trust, that loyalty and respect 92 00:04:50.680 --> 00:04:52.920 that you're looking for, and everybody's gonna kind of be there. 93 00:04:52.959 --> 00:04:55.720 And so the first two in Core Beliefs really did 94 00:04:55.800 --> 00:04:59.000 the benchmarks really dive deep into kind of figuring out 95 00:04:59.160 --> 00:05:02.000 who you are and then figuring out what you want 96 00:05:02.040 --> 00:05:04.480 to get from your leadership experience. 97 00:05:05.040 --> 00:05:07.000 Yeah, I love that, man, you know, it made me 98 00:05:07.120 --> 00:05:08.839 think about the kind of the idea I've read this 99 00:05:09.319 --> 00:05:13.040 somewhere about intellectual honesty and that be the antithesis of 100 00:05:13.160 --> 00:05:15.199 like fakety and make it. And it's kind of this 101 00:05:15.360 --> 00:05:18.480 the idea of like are you willing to be honest 102 00:05:18.519 --> 00:05:22.279 with yourself enough to know what are your strengths, what 103 00:05:22.439 --> 00:05:24.959 are your opportunities, what are the things that you say 104 00:05:25.040 --> 00:05:27.319 but you don't do? And then what are the spaces 105 00:05:27.360 --> 00:05:30.079 that you have to like really take that in to 106 00:05:30.199 --> 00:05:32.519 be able to go forward. And I think it's such 107 00:05:32.519 --> 00:05:36.720 an important concept. You know, we do so much on 108 00:05:36.879 --> 00:05:39.800 the podcast with our with with our one minute hacks 109 00:05:39.879 --> 00:05:43.319 and like self reflection, take the time write this down, 110 00:05:43.759 --> 00:05:46.600 think about this, how would you do that, how did 111 00:05:46.720 --> 00:05:49.199 you do this? And what could you have done? And 112 00:05:49.519 --> 00:05:51.439 so when I hear you talk about these core beliefs 113 00:05:52.000 --> 00:05:55.480 and really this being at the foundational element of where 114 00:05:55.519 --> 00:05:58.439 you go from here, I think they are so important 115 00:05:58.800 --> 00:06:01.519 and I think that they sometimes we can jump over 116 00:06:01.600 --> 00:06:05.720 them quickly and we don't spend the time to really 117 00:06:06.519 --> 00:06:10.040 consider not only how we show up for each other, 118 00:06:10.160 --> 00:06:12.360 but how we show up for ourselves. And then we 119 00:06:12.759 --> 00:06:16.120 rarely ever do temperature checks on asking people how am 120 00:06:16.160 --> 00:06:17.240 I actually showing up for you? 121 00:06:17.879 --> 00:06:19.240 You know, we don't. 122 00:06:19.279 --> 00:06:22.319 We like the surface, We like the tell me I'm 123 00:06:22.360 --> 00:06:24.399 doing a good job. We like the give me some 124 00:06:24.480 --> 00:06:27.600 feedback to make me feel good. But the real aspect 125 00:06:27.720 --> 00:06:29.720 of it is like, what's the impact that I'm having 126 00:06:29.759 --> 00:06:32.680 to somebody's life? And is that is that going to 127 00:06:32.759 --> 00:06:33.160 drive them? 128 00:06:33.199 --> 00:06:35.839 You know? Yeah? And to add one little little thing, 129 00:06:36.000 --> 00:06:39.480 I think it's it happens all the time and leader 130 00:06:39.519 --> 00:06:42.160 that's leadership that you just get so focused on the 131 00:06:42.279 --> 00:06:45.439 mission or what you're trying to get done that and 132 00:06:46.120 --> 00:06:48.759 the monotony and kind of the everyday thing just just 133 00:06:48.959 --> 00:06:51.720 happens that you don't have time to look back or 134 00:06:51.800 --> 00:06:54.959 you don't write and so, but knowing from the beginning 135 00:06:55.040 --> 00:06:59.319 of who you are and how that translates to everybody else, 136 00:06:59.680 --> 00:07:02.160 and then knowing what you really want to get from 137 00:07:02.199 --> 00:07:06.560 your people in that same foundational aspect, I just when 138 00:07:06.560 --> 00:07:08.439 I put it together, I just thought it was such 139 00:07:08.480 --> 00:07:11.240 an important thing that you had to start with, no 140 00:07:11.360 --> 00:07:16.040 matter what, because then no matter where you go, it'll 141 00:07:16.079 --> 00:07:19.399 apply for anything. Right Like this this thing to me, 142 00:07:20.120 --> 00:07:22.399 I can look at that core belief and say I 143 00:07:22.439 --> 00:07:25.439 can apply that to my children, right Like, if I'm honest, 144 00:07:25.600 --> 00:07:28.839 I'm consistent, and I'm transparent with them, right as much 145 00:07:28.839 --> 00:07:31.240 as you can be as a parent, Right, then I'm 146 00:07:31.279 --> 00:07:33.720 going to get that trust, that loyalty and the respect 147 00:07:33.759 --> 00:07:35.720 that we're all trying to write that we're looking for. 148 00:07:35.920 --> 00:07:39.240 So it is and Lion's Guide real mantra over it 149 00:07:39.240 --> 00:07:42.800 all is just it's it's it's applied throughout life. It's 150 00:07:42.839 --> 00:07:45.480 not just applied at work or at your business. So 151 00:07:45.839 --> 00:07:47.920 great points, Thank you, I love it. I love it. 152 00:07:48.199 --> 00:07:49.639 Let's move on to core abilities. 153 00:07:49.639 --> 00:07:52.920 That's kind of the next stop here on on this content. 154 00:07:53.759 --> 00:07:56.600 Yeah, so I needed so I used a total plan 155 00:07:56.800 --> 00:07:59.879 word right like, so abilities used over and over again. 156 00:08:00.120 --> 00:08:03.199 But I broke it down into three points. So abilities 157 00:08:03.240 --> 00:08:07.040 for your core abilities for yourself, core abilities for your team, 158 00:08:07.399 --> 00:08:09.360 and then core abilities and I usually put it in 159 00:08:09.480 --> 00:08:11.560 air quotes, but for your company, and that could be 160 00:08:11.800 --> 00:08:14.040 whatever size. You don't have to be the business owner. 161 00:08:14.360 --> 00:08:17.240 You can be the organizational leader kind of for applies. 162 00:08:17.279 --> 00:08:23.680 But really the abilities like for the abilities for yourself, right, observability, responsibility, 163 00:08:23.720 --> 00:08:25.680 and accountability, those are all if you think of it 164 00:08:25.720 --> 00:08:28.240 as a like a target, those are really going to 165 00:08:28.240 --> 00:08:30.199 be at this center of things that you have to 166 00:08:30.279 --> 00:08:32.639 work on. Right, I have to work on how I'm 167 00:08:32.679 --> 00:08:34.960 observable to my people? Am I there all the time? 168 00:08:35.039 --> 00:08:37.159 Do they see me? I have to you know, I 169 00:08:37.240 --> 00:08:39.720 have to relate to the responsibility and knowing that I 170 00:08:39.840 --> 00:08:42.679 have these things to do? And then the accountability Am 171 00:08:42.720 --> 00:08:44.240 I doing the stuff that I am? And am I 172 00:08:44.360 --> 00:08:46.919 holding them to the same point? So that was like 173 00:08:47.039 --> 00:08:50.039 the inner circle kind of portion of the abilities. Now 174 00:08:50.080 --> 00:08:51.759 when you move to the next string, you end up 175 00:08:51.879 --> 00:08:54.720 ending with you know, the core abilities for your team. 176 00:08:54.840 --> 00:08:57.039 So now this is the next step out where you 177 00:08:57.120 --> 00:08:59.879 look at dependability, where now you're leaning on someone else 178 00:09:00.080 --> 00:09:02.559 to do something, and that's that's an ability that you 179 00:09:02.639 --> 00:09:05.799 can work on. You're looking at availability right, Like they 180 00:09:05.879 --> 00:09:08.399 say in the NFL. In sports, the best ability is 181 00:09:08.559 --> 00:09:12.480 being availability and the same things here right, are you there? 182 00:09:12.720 --> 00:09:15.240 Are you present? Are you engaged in what you're doing? 183 00:09:15.639 --> 00:09:17.519 And then the last one, and I think it's the 184 00:09:17.559 --> 00:09:20.919 most important in the team, is the relatability factor. You're 185 00:09:20.960 --> 00:09:24.120 bringing in X amount of people on your team, they 186 00:09:24.200 --> 00:09:26.879 all think see the beach ball in a different way. 187 00:09:27.360 --> 00:09:29.720 How do you relate the entire thing to make sure 188 00:09:29.799 --> 00:09:32.720 that what you're you know that the mission is getting 189 00:09:32.799 --> 00:09:34.519 done and that you're able to do that. So the 190 00:09:34.600 --> 00:09:37.519 relatability piece is also it's a lot of the why 191 00:09:37.799 --> 00:09:40.000 like why are we here? And you're going, oh, I'm 192 00:09:40.000 --> 00:09:41.840 going to show you that you're important because I'm going 193 00:09:41.879 --> 00:09:44.600 to relate the you know, the top mission down to 194 00:09:44.720 --> 00:09:47.000 what we do down here in our department. And so 195 00:09:47.559 --> 00:09:50.039 the team was really the second ring. And then when 196 00:09:50.039 --> 00:09:52.360 I got to the company, you know, the air quotes parts, 197 00:09:52.399 --> 00:09:54.480 that was really the biggest one. And I'll tell you 198 00:09:54.600 --> 00:09:58.320 that the core abilities for your company were driven a 199 00:09:58.440 --> 00:10:00.960 lot off COVID because what we saw it COVID was 200 00:10:01.039 --> 00:10:04.679 people who had no idea what to do, how to pivot, 201 00:10:05.039 --> 00:10:08.879 how to change, how to adapt, and so adaptability being 202 00:10:08.960 --> 00:10:12.000 the first one of saying we have to have our department, 203 00:10:12.159 --> 00:10:15.200 our company, whatever, we got to be able to make 204 00:10:15.320 --> 00:10:18.240 us small change or adapt to what has just changed. 205 00:10:18.600 --> 00:10:21.080 And if we can't, and so when you can't or 206 00:10:21.120 --> 00:10:24.559 when you have something like a like a major thing happened, 207 00:10:24.840 --> 00:10:26.919 then you get into the weather ability part where you're like, 208 00:10:26.960 --> 00:10:29.240 all right, we got to weather this storm. How are 209 00:10:29.279 --> 00:10:31.480 we going to do it? And here's the last piece 210 00:10:31.559 --> 00:10:34.759 that most people don't do. They don't then go to 211 00:10:34.919 --> 00:10:39.639 sustainability part to go, okay, everything is now changed. What 212 00:10:39.840 --> 00:10:43.120 else has to change with it? Is it salaries? Is 213 00:10:43.200 --> 00:10:46.559 it people? Is it right? They don't sustain what they're 214 00:10:46.639 --> 00:10:48.879 doing because they were never meant to do it in 215 00:10:48.960 --> 00:10:51.919 the first place. But right, but the pivot, the event 216 00:10:52.360 --> 00:10:54.960 changed so much that you can lose that. So when 217 00:10:55.000 --> 00:10:57.279 you when you when you take all the abilities together, 218 00:10:57.679 --> 00:11:00.240 you look at them from the context of you know, 219 00:11:00.320 --> 00:11:02.840 the closest to you to the next closest to the 220 00:11:02.960 --> 00:11:06.159 outer hole. You really have these abilities that you can 221 00:11:06.519 --> 00:11:09.360 you can work on and focus on each one and go, okay, 222 00:11:09.679 --> 00:11:11.399 what do we need to do? So a great example 223 00:11:11.799 --> 00:11:14.879 the company one, do we have things in place if 224 00:11:15.120 --> 00:11:17.799 if stuff happens, Like a lot of people don't. They 225 00:11:17.879 --> 00:11:19.879 just think it's gonna, you know, go that way. And 226 00:11:20.000 --> 00:11:22.519 so those are the things I really wanted to find 227 00:11:22.639 --> 00:11:26.320 actionable items that a leader could go I can target 228 00:11:26.399 --> 00:11:28.639 these things and make sure that I'm doing each one 229 00:11:28.679 --> 00:11:31.399 of them well. And that's really what the core abilities 230 00:11:31.440 --> 00:11:33.440 were all about. Yeah, I love that. 231 00:11:33.559 --> 00:11:36.120 I think as you were talking, I was considering in 232 00:11:36.200 --> 00:11:38.639 the last four years, I don't think I've ever heard 233 00:11:38.679 --> 00:11:43.840 the terms, you know, adaptability, flexibility, agility, you know, like 234 00:11:43.919 --> 00:11:49.799 these are things that really underscored the need for businesses 235 00:11:49.879 --> 00:11:52.759 and for leaders to be able to move and to 236 00:11:53.240 --> 00:11:55.480 move in a way that is different. That is now 237 00:11:55.840 --> 00:11:58.919 the bar of expectation is different from the working force, 238 00:11:59.240 --> 00:12:02.039 from the people that work for us, from you know, 239 00:12:02.240 --> 00:12:04.679 the communities around us. Like there's just a lot of 240 00:12:04.799 --> 00:12:08.799 things that are being you know, required of change. And 241 00:12:09.039 --> 00:12:12.120 that ability to not just make this change, but to 242 00:12:12.200 --> 00:12:14.639 sustain the change and then kind of grow from it 243 00:12:15.240 --> 00:12:18.399 that you call out is phenomenal. We're going to take 244 00:12:18.399 --> 00:12:20.559 a quick break for some sponsors. After we get back, 245 00:12:20.559 --> 00:12:24.320 I want to talk about application and specifically, I'm going 246 00:12:24.360 --> 00:12:27.120 to ask you about spam. So we'll be right back 247 00:12:27.320 --> 00:12:32.480 after a word from our sponsors. All right, Flip, we're back. 248 00:12:32.960 --> 00:12:34.559 I want to talk a little bit about the core 249 00:12:34.639 --> 00:12:37.120 applications here and kind of break this part down of 250 00:12:37.559 --> 00:12:39.879 the Everyday Leader. But I really want to make sure 251 00:12:39.919 --> 00:12:42.480 that we pause for a moment here and we talk 252 00:12:42.519 --> 00:12:45.320 about spam. So start where you want, but we're going 253 00:12:45.360 --> 00:12:46.720 to take some time to talk about spam. 254 00:12:47.399 --> 00:12:50.759 Yeah we will, so okay, So if the core beliefs 255 00:12:50.840 --> 00:12:53.960 were I'll equate this to the body, right, If the 256 00:12:54.039 --> 00:12:57.519 core beliefs are your heart, and the core abilities are 257 00:12:57.679 --> 00:13:00.840 cond of your muscles and everything else, the applications. What 258 00:13:00.960 --> 00:13:02.440 I didn't want to do when I did this was 259 00:13:02.480 --> 00:13:05.279 I didn't want to just give out theories without giving 260 00:13:05.399 --> 00:13:09.159 things that people can actually apply and do. Right, So 261 00:13:09.320 --> 00:13:12.000 think of that as your tool Your applications are really 262 00:13:12.039 --> 00:13:14.679 your toolbox. And so I always wanted to start with 263 00:13:14.759 --> 00:13:17.840 building your foundations because one thing that happens all the 264 00:13:17.919 --> 00:13:22.080 time is that you take uh people get people get 265 00:13:22.200 --> 00:13:26.799 off their their original north star really easily. I use 266 00:13:26.879 --> 00:13:29.080 the example all the time of a pizza shop that's 267 00:13:29.159 --> 00:13:31.720 making the best pizza in a town they get said, man, 268 00:13:31.759 --> 00:13:33.919 why can't you make kel zones? Why can't you make 269 00:13:33.919 --> 00:13:36.120 an apostos? And then all of a sudden, they're not 270 00:13:36.240 --> 00:13:38.480 making the best pizza, but they're making all this other 271 00:13:38.519 --> 00:13:41.600 stuff and they've really forgotten they're brilliant on their basics. 272 00:13:41.799 --> 00:13:45.240 And I got it from General Maddison and he had 273 00:13:45.320 --> 00:13:47.519 kind of really talked about the Marines of you know, 274 00:13:47.600 --> 00:13:50.039 every marine, no matter what, is a rifleman. And I thought, 275 00:13:50.360 --> 00:13:52.600 you know, your business people need to know that that. 276 00:13:52.759 --> 00:13:55.759 They got to figure remember your core, remember what you're 277 00:13:55.840 --> 00:13:58.159 really there for and why you guys are there, because 278 00:13:58.200 --> 00:13:59.919 that's that's kind of going to be your north star? 279 00:14:00.039 --> 00:14:03.639 Are that moved into kind of learning your flexibility? So 280 00:14:04.000 --> 00:14:08.039 leadership has all these paradoxes, right, like how much time 281 00:14:08.120 --> 00:14:10.519 do you spend on the floor as a positive as 282 00:14:10.840 --> 00:14:13.519 you know of the of the manufacturing as opposed to 283 00:14:14.039 --> 00:14:17.519 not being a micromanager or right, all these different things 284 00:14:17.600 --> 00:14:20.080 that you have to be super educated as well as 285 00:14:20.360 --> 00:14:23.399 as well as letting your people kind of being empowered 286 00:14:23.480 --> 00:14:26.200 to do things on their own. And so that flexibility 287 00:14:26.240 --> 00:14:29.399 of just being able to bend to what's happening, right, 288 00:14:29.679 --> 00:14:32.639 like they're never really called out to that effect. And 289 00:14:32.799 --> 00:14:36.519 another great one in there is we operate in the gray. Right, 290 00:14:36.600 --> 00:14:39.159 we have all these black and white things, but leaders 291 00:14:39.240 --> 00:14:41.559 operate in the gray. So being able to be flexible 292 00:14:41.960 --> 00:14:45.360 and operate in that gray is super important. I'll leave 293 00:14:45.399 --> 00:14:47.600 this span until the end. I'll just cover the other two, 294 00:14:47.639 --> 00:14:50.879 so the other ones. The art of simplicity we have 295 00:14:51.879 --> 00:14:56.399 innately in leadership. We make it probably more difficult than 296 00:14:56.440 --> 00:14:59.440 it needs to be to some degrees, but at the 297 00:14:59.480 --> 00:15:02.600 same time we don't take advantage of what other places. 298 00:15:02.919 --> 00:15:06.080 A great example is NASA. Right, we could all probably 299 00:15:06.159 --> 00:15:09.600 agree that being an astronaut is a very technical requires 300 00:15:09.639 --> 00:15:12.559 a lot of intelligence that but you'd be surprised to 301 00:15:12.679 --> 00:15:15.399 know that every single thing that they do is simplified 302 00:15:15.480 --> 00:15:18.519 down to a checklist. And I thought to myself, why 303 00:15:18.559 --> 00:15:21.360 don't we do that? Why don't we simplify leadership down 304 00:15:21.840 --> 00:15:24.159 to be able to use a checklist of even the 305 00:15:24.240 --> 00:15:26.600 fact of like, hey, on Fridays, I want to go 306 00:15:26.679 --> 00:15:29.600 and make sure that I recognize someone for the good 307 00:15:29.639 --> 00:15:32.000 work they do. But that's not written down anywhere. It's 308 00:15:32.039 --> 00:15:33.919 a memory item, and I don't want it to be 309 00:15:34.399 --> 00:15:37.759 Simplification of stuff is yeah, break it down Barney style 310 00:15:38.759 --> 00:15:41.440 in leadership, not just your job, but your leadership portion 311 00:15:41.600 --> 00:15:43.759 of it. And then the last one before we get 312 00:15:43.799 --> 00:15:47.200 to spam, is really about people don't understand their authority, 313 00:15:47.639 --> 00:15:51.360 nor do they understand about empowering people and allowing those 314 00:15:51.480 --> 00:15:54.759 people to lead upwards, right, And so it's a lot 315 00:15:54.799 --> 00:15:57.960 about I use two specific words here that I call out. 316 00:15:58.440 --> 00:16:00.600 I don't like the word culture, even though I know 317 00:16:00.679 --> 00:16:03.799 it's true. I know culture means something. I like to 318 00:16:03.879 --> 00:16:06.639 look at what I call ROW, which are results oriented 319 00:16:06.679 --> 00:16:10.200 work environments, and those are small pockets. So if you 320 00:16:10.320 --> 00:16:13.279 can change and you could make a small group within 321 00:16:13.399 --> 00:16:17.519 your company empowered and that what you'll end up seeing 322 00:16:17.639 --> 00:16:21.039 is that every group if they're if they're that way, 323 00:16:21.639 --> 00:16:23.879 then the culture just comes naturally on its own and 324 00:16:23.960 --> 00:16:26.000 you don't have to push it, right, because nobody wants 325 00:16:26.039 --> 00:16:28.720 to hear about culture. We don't talk. It's just something 326 00:16:28.799 --> 00:16:31.399 that does that. So let's get to spam though, because 327 00:16:31.600 --> 00:16:33.840 it's one of my favorites, and to be honest with you, 328 00:16:34.840 --> 00:16:38.159 it's one that I never saw anywhere ever, Like I 329 00:16:38.240 --> 00:16:40.480 don't know that there's a course ouse or that talks it. 330 00:16:40.639 --> 00:16:44.440 So spam stands for sex, power, alcohol, and money. And 331 00:16:44.519 --> 00:16:46.960 the simplified way is to say that I have not, 332 00:16:47.240 --> 00:16:49.960 and I challenge all your listeners and all the viewers 333 00:16:50.080 --> 00:16:53.600 please flip atlianceguide dot com. Go on and tell me 334 00:16:53.720 --> 00:16:56.639 if you've found a situation that a leader wasn't taken 335 00:16:56.720 --> 00:16:59.919 down by either a sex, something to do with sex, 336 00:17:00.159 --> 00:17:03.000 something to do with power, something to do with alcohol 337 00:17:03.080 --> 00:17:05.240 or drugs, or something to do with money, because I 338 00:17:05.319 --> 00:17:07.559 haven't seen it yet, and they all revolve around that, 339 00:17:08.079 --> 00:17:10.720 and so we dive into each one, and really it's 340 00:17:10.799 --> 00:17:14.680 not about just calling it out. It's about putting active 341 00:17:14.880 --> 00:17:17.400 things in place so that you, as a leader, can 342 00:17:17.440 --> 00:17:18.559 be prevented for that. 343 00:17:19.319 --> 00:17:22.839 Mm hmm, yeah, I love that. I think that there's 344 00:17:22.839 --> 00:17:24.440 so much to talk about in there, but I do 345 00:17:24.559 --> 00:17:27.680 want to hang on to this point because many times 346 00:17:27.799 --> 00:17:32.160 we talk about the things that can be a danger. 347 00:17:32.240 --> 00:17:34.440 They can be the place where people get stuck. There's 348 00:17:34.599 --> 00:17:38.200 plenty every single person I know can tell you about 349 00:17:38.240 --> 00:17:41.160 somebody who's fallen into this trap. And so that you say, well, then, 350 00:17:41.400 --> 00:17:43.119 but then how do people still fall in this trap? 351 00:17:43.359 --> 00:17:45.880 Like if everybody knows these other things, well, it's because 352 00:17:45.920 --> 00:17:48.039 of what you just said, which is we don't talk 353 00:17:48.079 --> 00:17:50.559 about it enough. We don't say that this is a thing, 354 00:17:50.960 --> 00:17:52.799 and then we don't share the fact that there are 355 00:17:52.920 --> 00:17:56.400 going to be as you rise in your career, as 356 00:17:56.480 --> 00:17:59.400 you take on more responsibility, then there are going to 357 00:17:59.440 --> 00:18:01.799 be things that you will have access to. There's going 358 00:18:01.880 --> 00:18:04.920 to be you know, financial parts of this that maybe 359 00:18:04.960 --> 00:18:08.480 you weren't used to. And these types of new places 360 00:18:09.480 --> 00:18:13.079 create the opportunities for one of these four things to 361 00:18:13.200 --> 00:18:16.079 show itself. And if you're not prepared for it, if 362 00:18:16.119 --> 00:18:17.920 you're not thinking about it, if you're not aware of it, 363 00:18:18.240 --> 00:18:20.319 it's really easy to trip and fall into this trap. 364 00:18:20.920 --> 00:18:21.319 And it does. 365 00:18:21.480 --> 00:18:24.079 It takes down a lot of people. And again it's 366 00:18:24.119 --> 00:18:26.240 hard to say it takes down good leaders because when 367 00:18:26.240 --> 00:18:28.119 they do these things, you no longer think of them 368 00:18:28.160 --> 00:18:30.000 as a good leader. You're like, oh, they threw all 369 00:18:30.039 --> 00:18:32.960 of that away. But up until that point, many times 370 00:18:33.319 --> 00:18:35.960 they are really great leaders. And when they when they 371 00:18:36.000 --> 00:18:37.599 fall into this trap, people put their head down. They 372 00:18:37.640 --> 00:18:39.880 go like, oh, man, that's too bad, you know what 373 00:18:39.920 --> 00:18:42.480 I mean, Like, oh that, you know, it's rare that 374 00:18:42.559 --> 00:18:45.680 it's like they're extremely bad and toxic. And then they 375 00:18:45.799 --> 00:18:48.079 do this and we're shocked or we're odd about it. 376 00:18:48.640 --> 00:18:51.160 It's usually the other way around. So I appreciate you 377 00:18:51.240 --> 00:18:52.000 talk about this a lot. 378 00:18:52.759 --> 00:18:56.119 Yeah, And I think two points clearing points right. One 379 00:18:57.160 --> 00:19:00.640 is that everybody's human. I know we look at leaders 380 00:19:00.680 --> 00:19:02.799 and we hold them to a higher standard, but the 381 00:19:02.880 --> 00:19:06.880 truth is is we're human and every person's the same. 382 00:19:06.920 --> 00:19:08.799 We all put our pants on the same way, and 383 00:19:08.880 --> 00:19:11.359 we're all susceptible to it no matter what, right, like, 384 00:19:11.839 --> 00:19:14.319 no matter what it is. And so someone when I 385 00:19:14.359 --> 00:19:17.519 talk about active right, like, I have those spam can. 386 00:19:17.680 --> 00:19:20.640 I know you're our audio listeners can here, but I 387 00:19:20.720 --> 00:19:23.799 have a can of spam that sits behind me in 388 00:19:23.880 --> 00:19:25.480 the thing that used to sit on my desk. That 389 00:19:25.599 --> 00:19:28.079 thing is from I think it's twenty fifteen. That can 390 00:19:28.279 --> 00:19:31.240 is Actually I would never eat it anymore, but people 391 00:19:31.319 --> 00:19:33.640 always ask what is it for? And I say it, 392 00:19:33.759 --> 00:19:37.880 and just by saying that, they know that I'm aware 393 00:19:37.960 --> 00:19:41.160 of those things, I'm still susceptible to them, Like it's 394 00:19:41.240 --> 00:19:44.519 not that it's not, but but you you kind of go, 395 00:19:45.119 --> 00:19:46.960 it's out there, right, I put it out there to 396 00:19:47.039 --> 00:19:49.440 go that and then it's not just that simple thing 397 00:19:49.640 --> 00:19:51.359 did that? And I think the other point to me 398 00:19:51.519 --> 00:19:54.680 is is remembering that you're a servant, right, Every leader 399 00:19:54.960 --> 00:19:57.839 is servant. It's a servant leader. You're doing what you 400 00:19:58.000 --> 00:20:01.119 can for the people that you have the privilege to lead, 401 00:20:01.240 --> 00:20:03.759