Episode 161

Mastering Leadership: Top 11 Mistakes Leaders Make

Published on: 19th March, 2025

Top Leadership Mistakes: Insights with Coach Reggie

In this episode of the Whiskey and Wisdom podcast, host Chris Kellum and co-host Tyler Yaw welcome back popular guest Coach Reggie, who brings tequila this time to discuss key leadership and management insights from his extensive coaching experience. The team explores 11 common mistakes that leaders often make, such as lack of vision, poor communication, ignoring core values, and failing to develop their team. Reggie also touches on the importance of self-care and staying passionate and focused as a leader. The discussion is infused with anecdotes, practical tips, and the value of structured master classes for business growth. They also talk about Reggie's push for broader impact beyond just CEOs to all members of an organization, wrapping up with advice on seeking input, learning, planning, and acting for success.


00:00 Introduction and Welcome

00:27 New Studio Space Announcement

01:01 Tequila Tasting with Papa Reggie

02:31 Leadership and Business Coaching

04:01 Sales Training Insights

07:10 Management Training and Challenges

13:24 Top Leadership Mistakes

43:43 Understanding Different Communication Styles

44:44 Mistake #5: Not Developing the Team

47:14 Mistake #6: Not Seeking Input

57:53 Mistake #7: Lack of Accountability

01:01:43 Mistake #8: Lack of Delegation

01:03:24 Mistake #9: Lack of Self-Care

01:06:05 Mistake #10: Lack of Passion

01:07:14 Mistake #11: Lack of Focus

01:10:00 Conclusion and Final Thoughts

Transcript
Chris:

Welcome back to the Whiskey and Wisdom podcast.

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I'm your host, Chris Kellum,

and I'm with Tyler Yaw.

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And this week we are bringing back

a fan favorite and somebody who

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always makes me think a little bit

more than I should, Papa Reggie.

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Reggie: Hey, hey!

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Chris: As per usual, Reggie

brought us some tequila.

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It's

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Reggie: not Whiskey and

Wisdom, it's Tequila and Tails.

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Yes.

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Chris: Yeah.

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Every time we have I just love it though.

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And before we get too deep into it,

while Reggie's going to showcase what

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we're, what we're drinking, we're

going to do an amazing shout out.

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Cause if you didn't notice, we are in a

new space we are in Kent street station.

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This is a new studio space for us.

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This is a Kent street station studio.

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Shout out to Aloha Wilmington

commercial property for letting us

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set up in here and giving us a space.

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We love having a spot where we can be

consistent and bring people in and not

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have to worry about can we be here,

can we not, can I drink this or not?

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So Yeah.

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So you brought us some Don Julio Rosado.

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Reggie: Rosado Recipado or

Rosado, which to Don Julio

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Reposado that is it is aged in a.

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Sherry cask.

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It's finished in a sherry cask.

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Unlike a lot of tequilas that are

rested, the darker tequilas are rested

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in, you know, more traditional oak

barrels and those kind of things.

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So, this is rested in a,

or finished in a sherry.

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So, it's got a little red tip.

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I've actually never had this before.

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I had a client give this to

me as a gift for Christmas.

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Oh, nice.

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And, I don't drink that much.

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It's a rare occasion.

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Maybe once a quarter or so.

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Tyler: Oh, it's pink even.

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Reggie: Yeah.

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Rosado.

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Tyler: Rosado,

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Chris: right.

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Supposed to have some tasting

notes of red fruit and caramel.

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Yeah.

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With just your classic crispy

traditional hints and a little

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bit sweeter for a tequila.

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Reggie: Do we lead off now to

make the podcast more interesting

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or yeah, yeah, let's go.

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Tyler: And if people don't know,

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we have had Reggie on prior.

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So if you want to hear his backstory

and a little about him and how

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he knows Chris, you can go back

and listen to those episodes.

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But this time, we are getting into the

tales of business and management, right?

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Reggie: Yeah, yeah, surely leadership.

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Leadership.

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That's right, leadership,

leadership, leadership.

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Well, we so traditionally, you

know, I've had coaching practice

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here for the last 20 years.

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Right.

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In town, started 2005.

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Yeah.

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And how time flies.

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So, November will be my 20th year.

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Oh, wow.

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And I've been in practice, and

we've traditionally been a you know,

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worked with business owners, you

know, and really kind of coach them

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and their team to grow and develop.

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We made a big, a bit of a shift because

we could only really help and impact

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a couple of dozen businesses a year.

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And you know, coaching doesn't have

much scale, but one of the things

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that does, does have a certain degree

of scale and we can help and assist

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more people is, and we've always had a

pretty significant element of training.

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In our world, I've done seminars and

workshops and those kind of things the

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entire time in the practice, but it

generally was you know, it was a small

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part of what we did, mostly introductory.

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to people, to our world, kind of

exposing people and then we'd go

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deeper with our, our training with

our clients one on one kind of pull

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off the shelf, what they needed.

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So we've really shifted our model a bit

in the last few years to make a greater

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impact and be able to reach more people

and I can help more people here by, and

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by focusing on training and focusing on

training and a few different areas, sales

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being one right management, another.

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Leadership being the third and of course,

also the traditional things that we've

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done for the last 20 years is training

business owners how to grow, you know,

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and because there's and I could take each

of those disciplines and people that are

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professionally doing those things in the

world, let's take sales, for instance,

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you got people that often find themselves

in sales positions who have never

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formerly been trained on sales, right?

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On sales philosophy,

sales techniques, sales.

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Now what they're typically trained in is

product knowledge, how to sell products.

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Yeah.

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You know, Chris, you're in sales.

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Yeah.

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I'd be interested.

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I don't know.

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I've never really asked

this, but think about it.

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What percentage of your training

when it comes to selling your

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product and service is product?

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training and how much of it is sales

training, philosophy, techniques

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you know, the, how to, how to be

able to pick up on interpersonal

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behavior and how to adjust for that.

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I don't know

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Chris: how it was in your world.

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So I would say when I started,

it was like, 80, 20 product,

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product, product knowledge.

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And I mean, I picked up personal

skills and learned that.

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And then recently at legit within

the last year, I've seen a shift to

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like actual interpersonal skills,

learning and knowing more about the

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client before just selling products.

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And so it's definitely shifted.

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Cause I went to, I was, I went

to like three or four different

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trainings last year and all of them.

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We're focusing more on personal sales

connections and actually bringing that

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back to the team and be like, okay,

so instead of just no, no, no, no, no,

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this product, no, the person, right?

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Reggie: Yep.

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So, and of course this is higher

level sales training that you're

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attending because you have

grown to become a top performer.

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So you have gotten.

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to the point of becoming a high performer

before you're receiving primarily the

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science of sales training and development.

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Well, you know who really needs

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Chris: that?

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The new guy.

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The new guy, right?

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It's just starting

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Reggie: out, right?

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And that's why they struggle.

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Now, why did you get so far?

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Because you have a.

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natural set of skills and talents and

interpersonal skills that you've been able

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to tap into that you were able to use.

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But what about everybody else that finds

themselves in you know, sales positions

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that haven't, don't have that knack,

that don't have that natural tendency?

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So the well, unfortunately we've had

to deal with those salespeople in the

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past that, you know, just are product

dumping on their people they work with.

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You know, the people are trying

to help and it's, it's rough

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cause there's nothing worse than

having to deal with a salesperson.

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That is product pushing or order

taking, you know, that just doesn't,

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isn't a problem solver that isn't

able to identify what somebody's needs

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are and being able to solve that.

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So the so you have a lot of

people in sales positions that

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have ever been formally trained.

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How to sell.

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You have a lot of managers that are

high performers that have risen up and

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performed well as a employee and they

get promoted to a position of management.

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How, you know, how often are managers

given proper management training?

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Very rarely.

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Have you ever worked with a manager that

it was very clear that they were never

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really formally trained on how to manage?

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They learned how to manage from whatever

they learned from their boss before them.

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May have been good, may have been

bad, may have been it's actually

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learning mostly what not to do.

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Right.

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Right.

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Because they weren't properly

trained on how to be a manager.

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And they find themselves managing

through using their their role power,

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their interpersonal strength, their

emotions, and, and really using

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force of will to be able to get

performance from their team, right?

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What usually happens

is a handful of things.

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They often have to work harder

than anybody else on the team.

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Because they often find that they're

high performers and if something is to be

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done right, you have to do it themselves,

got to do it themselves, right?

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So that is a common trend in the

management of getting burned out.

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They get frustrated and sometimes they

have moments of clarity where they come

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in and go, you know what I'm going to do.

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I'm going to go in on Monday and

I am going to crack the whip.

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Yeah.

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Yeah.

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I am going to come in.

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I'm going to be tough.

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I'm going to be a, you know, whatever,

whatever your, you know, your adjective

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is on what you're going to do.

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But I'm going to go in and beat that.

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I'm going to kick some tail and I'm like,

don't, don't, don't, don't, don't do that.

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Don't do that.

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Good management is a system.

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It's a process.

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It's about getting you know, getting

things done, getting you know,

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getting competency and results.

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from your team.

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So, and you know, outcome and input.

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So making sure that and

there's a process to that.

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So part of our management, 12 week

management training is to install a

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system in our management masterclass.

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And all our masterclasses are not

just about learning philosophy.

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It's not like a two day.

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Information dump, right?

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And then go back and, you know, figure

out what to do, but it's one week at a

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time learning skills, learning processes,

walking out with action items to do in

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the week, testing it out, seeing what

works, figuring out what doesn't work

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and where you struggle, and then come

back and getting feedback on how to

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adjust and course correct and not give

up because what happens when you try

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something new more times than not, does

that usually work out or not work out?

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All right.

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All right.

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Yeah.

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Especially when you're trying to

lay it on other people, right?

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Because your people know, Oh,

Tyler's been doing another seminar.

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Yeah.

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He's been doing other works.

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He's all fired up.

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It'll pass.

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Yep.

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Like it'll pass.

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It'll, it'll be on for about two weeks.

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We're just, we're just going

to, we're going to smile and

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nod boys, just smile and nod.

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And then, you know, we're

going to work our way through.

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Tyler: And you had another

class recently too.

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That was the difference between

management and leadership, right?

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Reggie: Yep.

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Yeah.

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We had an intro class, the difference

between management and leadership.

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It's really you know, two different,

two, two different things are different

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between management and leadership.

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Whereas, you know, management is about

you know, productivity and competency.

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Leadership is about, you know,

passion and focus and getting

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people enrolled, inspired and

focused on what they're doing.

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Again, you got people that have ascended

to positions of leadership, haven't been

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formally trained on how to be a leader.

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They just do what others have done.

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So, so we run these, 12 week

masterclasses in different series.

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We're currently running a, we're

about to launch for the first

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time, our leadership masterclass.

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Really, really excited about that.

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And one of the things that we do, and I'll

talk about a little bit at the end, but

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when it comes to all our masterclasses,

you know, we we figured out over time that

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the best way for people to get the power

and experience, what we do is we just

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let them attend the first class on us.

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And that's really pretty powerful.

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We let them see the goods and let them

see week one and do it, you know, kind of

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do a trial of, of week one you know, see

the power and the, of the information,

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the style, it's really different than

anything they've experienced before.

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They get world class training, they get

interaction with other high achievers.

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They get also coaching and you

know, facilitation from me,

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which is really my superpower.

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I'm actually not the instructor.

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We have a world class instructor

that comes in via video and he's

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really one of the best in the world.

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He's the founder of the organization

that I'm partnered with action coach.

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And, and Brad, you're familiar

with Brad sugars, right?

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Both of you experienced

Brad in different ways.

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So, you know, Brad's a extremely powerful.

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You know, trainer, teacher to people

in the workplace, very practical.

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And so we let him do, I

let him do the teaching.

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And so he does the teaching and then I do

what I do, which is take his principles

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and practices and help take his content

and add context to it so that they can

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and help them with implementation and

accountability and support they need to be

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able to, and how do they tweak and adjust

those you know, that training without.

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When they get overwhelmed or

they're not sure how to make it

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work for them in their organization.

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So I don't know what was

your, what was your take?

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You, you know, you guys have both

had experiences with Brad, you

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know, Tyler, I know you went through

a pretty intense course with us.

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Right.

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Yeah.

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I don't know.

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How would you characterize

Brad as a trainer and teacher?

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Tyler: Yeah, he was very

charismatic for sure.

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So it definitely keeps your, keeps

your attention, especially during those

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parts where it may not be your forte.

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So there was areas that

I've typically kind of.

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Turned off before just because

like, ah, you know what?

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I'm just not good at that.

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I'll have someone else do it, but he was

actually able to make it more engaging

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for me to be like, Hey, you know what?

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This actually is something that it should

focus on and could actually be better at.

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Chris: Yeah.

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Tyler: So that was something

that I really got from it.

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And then the way that I was

able to experience him was

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through the group coaching.

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And being able to go back to the group and

talk to everyone to how they were able to

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implement it was very powerful as well.

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Chris: Cool.

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Reggie: Did it make a

difference in your business?

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Did it help most people?

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It has.

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So, right.

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Yeah, exactly.

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So, the so what I thought I'd

bring today is the top 11.

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Mistakes that leaders often make, I

thought I'd share those things and

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kind of, you know, take up things

that I've seen over the years,

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kind of pulled a little of this

from our our content that we have.

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Actually, I started off.

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Yeah.

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And I even talked to Chris about it.

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I was like, actually

what I was going to do.

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I wanted to feature both programs.

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I was like, I want to do the top 20

mistakes that salespeople make and

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the top 20 mistakes that leaders make.

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But I'm worried about that being too much.

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And Chris was like, yeah,

that's definitely too much.

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And so.

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So I said, Okay, well, I'll do

the top 20 leadership mistakes.

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And I started preparing and, you

know, the content and started

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thinking about how we'd make this

the best experience for everybody.

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And thought, you know, and

we shaved it back down.

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So nine got left on the cutting

room floor and 11 or left.

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That's going to really leave us

time for discussion and context.

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I really want this to

be a bit interactive.

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I want you guys to talk about some of

the experiences you've had with leaders

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before and how you've experienced

some of these mistakes that leaders.

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Have have made.

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Sound good?

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Yeah, sounds great.

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I think it'll be as good as you guys are.

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So today, so the president, I'm prepared.

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I got my stuff.

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I got my turn tables.

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I got, I got, I got, I got my Denny's

menu sheet like any, any coach would.

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So I'm going to follow along because

I do have a lot of want to cover.

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I don't want to miss points.

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So people usually use notes in

this kind of environment, but

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I want to make sure I I cover

everything and don't miss anything.

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So.

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Y'all good.

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Yeah.

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We're going to play along.

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Let's do it.

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Number one mistake that leaders

make is a lack of vision.

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Yes, they have a lack of vision.

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They have a lack of clarified

vision on, you know, where they're

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going, why they want to get there.

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I heard a philosopher one time say

that if you aren't clear on your

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destination, you're just going for a walk.

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and that walk can take you all

kinds of different directions.

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If you don't know where you're

going and you're course correct

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and you don't course correct.

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So, the, and I think vision is really

important because if you don't have a

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clear vision on where the organization

is headed, that it's hard to direct

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the members of that team as well.

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It's hard for them to self correct.

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Unfortunately, when you bring an

organization together, You know, the

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organization, the owner, the manager,

the shareholders, whoever, they

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have a vision for what they want.

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Well, these folks that come in to hire

to help them achieve that vision, they

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have their own vision of what they want.

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And so often those visions, you know,

collide, don't line you know, as you go

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into get hired, most large organizations,

you know, what's the owner want?

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Well, they want to make

as much money as possible.

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They want to work you as hard as

possible, and they want to pay you

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as little as they can get away with.

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Well, what's your vision?

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The opposite of that.

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The opposite of that, right?

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Right?

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You want to you want to make the

most money possible for yourself.

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You, you know, probably, you know,

you don't mind working, but you

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really want, don't want to work.

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Work at full capacity, right?

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You know, you don't want to work 100%.

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You'd be exhausted.

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You have other interests, other passions,

everything you want to do, so you don't

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want your life just to be your work.

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So what are the, you know, what are,

what are the guidelines for the map?

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So in order to have a shared vision

on this is where we're going.

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This is why we're getting there

and this, how it, this is how

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it benefits everybody involved.

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So, you know, everybody's got to

have visibility on why are we here?

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What are we here to do?

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And it makes a big difference in and

by the way, it's got to be more than

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and if you don't have that, you're

just going to trade time for money.

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Yes.

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Right.

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You just, it's just a job, just the J O B.

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Just punching the clock,

doing what I got to do.

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Check in, check out.

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Until and go do something

I'm really passionate about.

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And so I'm really excited about.

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So, envision being more than

just hitting a sales goal,

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Chris: right?

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Oh yeah.

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That's an objective, right?

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Exactly.

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Yeah.

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That's an objective.

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And that's drastically different.

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Cause a lot of places have objectives.

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They don't have visions.

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They're like, Hey, this is our

goal today is hit this much money.

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Why are we hitting this much money?

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How are we going to get to that doing that

by giving a proper presentation, getting

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to know these people who walk in the door.

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Give everybody an experience where they

feel like they are worth a million bucks,

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Reggie: right?

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And how often do you run across

organizations that have a vision like

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that and communicate that well on their

team and infuse that in their team?

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And what's it like walking into an

organization that doesn't have that?

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Chris: Yeah.

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Reggie: And you know, the difference.

391

:

Chris: Oh, yeah.

392

:

I mean, everyone who walks in

the door can feel the difference.

393

:

It's just, it's, it's a different energy.

394

:

When people are all on the same wavelength

and the same, follow the same vision,

395

:

it makes a drastically big difference.

396

:

That's

397

:

Reggie: right.

398

:

That's right.

399

:

That's right.

400

:

That's right.

401

:

So it makes a huge difference.

402

:

And if, you know, when everybody

has that vision, is on board,

403

:

and also executes it well.

404

:

Now you can have all the vision you

want, but if you don't hold You know, if

405

:

you don't hold everybody accountable to

execution and not just accountability, but

406

:

also direction and guidance and support.

407

:

And training, then they're really

going to, and you also don't model it.

408

:

You got to model it too.

409

:

Right.

410

:

Yes.

411

:

But all that's not possible if the vision

is not clear and not just something on

412

:

the wall with a poster and a sailboat

and a sunset and all those kind of

413

:

things, but which is where kind of all

our visions die is on the poster board

414

:

somewhere, you know, in the break room.

415

:

But it's gotta be lived all the

way throughout the organization.

416

:

I'm trying to, you know, I

think Disney does that well.

417

:

You know, the, you know, you go to

Disney and from the time you step

418

:

on, you know, you drive up on, have

you, when have you been to Disney?

419

:

Hadn't been to Disney.

420

:

Hadn't been to Disney.

421

:

I can just add that to the list.

422

:

The, of adventure for sure.

423

:

But say you've been to Disney, like

the time you hit the, the door,

424

:

you know, when you hit the gate.

425

:

Yeah.

426

:

It is a totally different experience.

427

:

And I've been to some of the other parks.

428

:

Mm hmm.

429

:

In in the Orlando area, right?

430

:

And so I went to another

one and it was just, meh.

431

:

Right.

432

:

You know, like your

typical amusement park.

433

:

Tyler: And talking about just

getting everyone on board, even the

434

:

employees are called cast members.

435

:

Reggie: That's right.

436

:

Tyler: So even down to what

they're calling everyone, so you're

437

:

not having an employee meaning

you're having a cast meaning.

438

:

Reggie: That's right.

439

:

Tyler: So just kind of the

whole embodiment of what you're

440

:

supposed to experience walking in.

441

:

That's right.

442

:

Reggie: By the time your car

hits the when you pay the.

443

:

Guy, an excessive amount of money to park.

444

:

Exactly.

445

:

Right.

446

:

And, and, but they just make

you feel great about it.

447

:

And you're like, Oh, this is different.

448

:

And the experience and you walk in

and, you know, just at every step

449

:

of the way, there's just little

things that are done all the way

450

:

throughout, man, you drop a French fry.

451

:

And before you know it, some ninja

pops out somewhere and just sweeps

452

:

it up and disappears because they're

watching, they're looking, they

453

:

don't want to have a dirty park.

454

:

They don't want to have a mess.

455

:

You know, they have, it's hot in Orlando

in the summertime and you know, they

456

:

have the you know, the stores, you

know, doors are open, air conditions

457

:

blowing in now, that's all part of their

vision to you know, be able to extract

458

:

as much profit from you as possible.

459

:

But everything all the way throughout

the process to make sure you have

460

:

an exceptional experience, but

that's all in there, you know,

461

:

in the vision that they have.

462

:

So exceptional companies, exceptional

organizations have a strong vision,

463

:

make sure everybody's aligned.

464

:

But also lives it within the

organization and not having that

465

:

is a big mistake that folks make.

466

:

So great leaders have clarity of

vision that keeps the team focused.

467

:

You gotta have that to

focus the team back to.

468

:

Second mistake that leaders

make is ignoring core values.

469

:

You know, not establishing core values.

470

:

A lot of organizations that are

you know, that are ramped up, that

471

:

are built, emerging organizations.

472

:

When they first start out, it's just

them and the owner, they hire a few

473

:

employees, you know, they and the core

values just kind of happen by default.

474

:

Yeah.

475

:

You know, it kind of takes on the

personality of you know, the owner,

476

:

you know, and the core staff.

477

:

And, and then as the organization

grows, they often don't know how to

478

:

establish them or they're not formalized.

479

:

It's kind of new, somebody new walks in,

you ever walked into a new a business that

480

:

a little bit smaller business, and there's

just some, a lot of unspoken rules.

481

:

And when you show up,

there's a big learning curve.

482

:

You're the new kid.

483

:

It's uncomfortable.

484

:

You don't know, you know, what

you're supposed to do, what

485

:

you're not supposed to do.

486

:

There's, and it creates a lack of

freedom of movement because man,

487

:

I don't want to get yelled at.

488

:

I don't want to get looked at funny.

489

:

I don't want to be, I don't want

to not be one of the cool kids,

490

:

but I'm just not working, you know?

491

:

And it becomes your first few

days are generally really,

492

:

really tough in the process.

493

:

Chris: Yeah, especially like

if you walk in and they don't

494

:

set down any crown rules.

495

:

That's right.

496

:

You're assuming that.

497

:

Every move you make in your head,

you're like, Oh, this is right.

498

:

And they come as soon as they snap at

you for the first thing you did wrong.

499

:

You're like, okay, well, I guess

I'm not going to do that anymore.

500

:

Reggie: Or I'm not going to do anything.

501

:

Yeah, right.

502

:

I, if I take a step without permission

or precedent, then let me just

503

:

wait and do what I'm told to do.

504

:

Yeah.

505

:

Yeah.

506

:

So that happens you know, quite a bit.

507

:

So, you know, if, if you don't.

508

:

If you don't have rules of the game that

regulates behavior in the organization,

509

:

you have to have those things.

510

:

If you don't, either people will,

they just at the, in the workplace,

511

:

they just live to their own values.

512

:

Whatever's been put into them to that

point whatever mom and dad has put

513

:

into them, good, bad, or indifferent,

whatever other workplaces have put

514

:

into them, whatever the world has put

into them, whatever the culture has

515

:

put into them, that's how they behave.

516

:

Tyler: I was actually talking

to an attorney recently.

517

:

And she was actually talking about

something very similar about the rules

518

:

and she was not only is it bad for

vision and goals and to move a business

519

:

forward, but it can actually also lead to

other legal ramifications down the road,

520

:

too, because what will just inevitably

happen is this person acts like this.

521

:

So he has a set of rules.

522

:

This person acts like that.

523

:

So they have a set of rules and you

end up in a whole bigger situation.

524

:

Reggie: Yeah, that's right.

525

:

What am I supposed to do?

526

:

I don't know how to act.

527

:

And if that's if some of those, you know,

that can create hostile work environments.

528

:

Yeah.

529

:

You know, if somebody has some bad values,

some values that are toxic and negative,

530

:

then that can cause some big issues.

531

:

And if there's, what if between some

of those major powers, you have you

532

:

know, you know, they're rubbing, you

know, the leaders rubbing each other the

533

:

wrong way, you know, it becomes tough.

534

:

Sometimes you get this when husbands

and wives work together, you

535

:

know, and they take some of their

personal beasts into the workplace.

536

:

That's some of the issues that can

happen in family businesses as well.

537

:

Chris: Huh.

538

:

Reggie: So if you you know, and the

other thing, not only do people default

539

:

to their own values, if they're not

established, also they values often get

540

:

established by the strongest personalities

that exist within the business.

541

:

That's true.

542

:

So let's hope those strong personalities.

543

:

to emulate what the owner,

manager or leader want.

544

:

Sometimes the leader, owner, or manager

in the organization, the strong is not the

545

:

strongest personality within the business.

546

:

Tyler: Yeah,

547

:

Reggie: yeah.

548

:

Within the organization

within the structure.

549

:

So somebody can come in with a real

strong personality and can come in.

550

:

And especially if they're the

skillful politician, right?

551

:

Right.

552

:

They're hungry.

553

:

They're smart.

554

:

They have a high EQ,

but they're not humble.

555

:

Yeah.

556

:

And they lay in the weeds and they, and

they smile to your face and talks, you

557

:

know, and kind of do the, I was going

to say they do the Eddie, Eddie Haskell.

558

:

But I'm afraid that's a

reference that does not hit.

559

:

I can't use leave it to be for references.

560

:

I'm, I'm, I'm aging myself for sure.

561

:

So that'd get crustier than that.

562

:

So anyway, Eddie Haskell was a

character that was on a show called

563

:

leave to beaver, a 50, 60 sitcom

that, you know, Hey, hi, Mrs.

564

:

Cleaver.

565

:

Hey, Mr.

566

:

Cleaver.

567

:

He was real sweet to mom and dad.

568

:

Yeah, you know, but he was surely a

rascal in the back behind the scenes.

569

:

Right, right.

570

:

But, you know, whenever the parents

showed up, oh Hello, Mrs Cleaver.

571

:

Can I help you with something?

572

:

So that's the doing the Eddie Haskell.

573

:

If you ever hear that cultural

reference be prepared for that.

574

:

So I'm here to help to thank you bridge

the gap between need someone to do it.

575

:

That's right.

576

:

That's right.

577

:

That's right.

578

:

The, between the boomers and,

you know, that, you know, the

579

:

gen Xers, whatever, but we're

millennials the gen Z of the world.

580

:

So I'm the bridge.

581

:

So I've got to be careful now

with references that I use.

582

:

So the so you've got to and they

can't just be words and employees

583

:

handbook or a poster on a wall.

584

:

They have to be lived in the organization,

you know, so making sure you'd only

585

:

establish core value values, but you

live them, that they are you know,

586

:

that they're reinforced that by the

way, the first step, make sure that

587

:

you hire to them because you can

either try to change people's values.

588

:

Chris: Yeah.

589

:

Reggie: And by the way, values got put

in by mom and dad and whatever, and

590

:

their environment up to this point.

591

:

So your values generally aren't chosen.

592

:

They're chosen for you by all the

environments you've been in the past.

593

:

So you could either hire to your

organization's values or you

594

:

can try to transform people.

595

:

I assure you, trying to work out mommy

and daddy issues in the workplace.

596

:

Most of us don't have time for that

now, so it's much easier to hire, to

597

:

make sure that you're doing things that

attract people that have value matches,

598

:

but you also have to verify that they

have matching values and make sure that

599

:

when you praise, when you reprimand,

when you reward, when you, you know, all

600

:

the way throughout making sure that you

know, core values are, you know, top,

601

:

top of mind, the limits as you use, you

know, and that you know, I think Chick

602

:

fil a surely is a great model of that.

603

:

You know, they have a certain set

of of core values that they have.

604

:

And if you match them, you match them.

605

:

And if you don't, you're just not

going to last in that organization.

606

:

But as soon as you stop at that

place, you realize this place

607

:

is a lot different, right?

608

:

And that fast food joint across the

parking lot that is just bringing

609

:

their own values to the organization.

610

:

Chris: As a good leader, how do you

hire someone and properly interview

611

:

people to know what their values

612

:

Reggie: are?

613

:

That's an awesome question.

614

:

The so you make sure

they're established first.

615

:

And then once they're established, you

make sure that you your interview process.

616

:

Now you want to use some things up front.

617

:

To make sure that you're using the

language that would connect with somebody

618

:

with those core values so that they can

you know, they'll, they'll identify with

619

:

that and get excited about applying.

620

:

Okay.

621

:

So now, but by the way,

some people will fake it.

622

:

Yeah.

623

:

You know, some people

will, Hey, I've got that.

624

:

I've got that.

625

:

And some people also have

lack of self awareness.

626

:

That's true.

627

:

Like they think they have.

628

:

You know, a positive, whatever

energetic personality, but you

629

:

know, that's maybe compared to the

other sloths in their life, right?

630

:

The most energetic sloth is still a sloth.

631

:

Yes.

632

:

Right.

633

:

Right.

634

:

So the so making sure that you ask

good, solid behavioral interviewing

635

:

questions and Interview techniques

one of the things that great, great HR

636

:

professionals will teach you is that you

don't talk about hypothetical behavior

637

:

when you're questioning and interviewing.

638

:

Hypothetical questions get

you hypothetical answers.

639

:

If we're going to play make believe,

let's just play make believe.

640

:

Instead, you have to ask questions

about what you have done.

641

:

So, one of our core values in

this organization is hustle.

642

:

Like we believe in hustling.

643

:

Yep.

644

:

We move quick.

645

:

We move with a sense of urgency.

646

:

We hustle.

647

:

The owner hustles, everybody in

the organization huddles, hustles.

648

:

If you don't hustle, you're not going

to do well in this organization.

649

:

Tell me about how you've hustled

in the workplace in the past.

650

:

Tyler: Oh, that's good.

651

:

Yeah.

652

:

Reggie: Chris goes, I've hustled this way,

this way, this way, I've hustled this way.

653

:

Okay, good.

654

:

That's good.

655

:

Have you ever had any challenges or

issues or lessons learned when it

656

:

comes to hustling in the workplace?

657

:

Oh.

658

:

All right, good.

659

:

All right, good.

660

:

So, Chris, when I call your your

boss, Like you've given me your

661

:

last five bosses here, here, you've

given me your last five bosses.

662

:

No, no, no, not your references

because I am not going to take your

663

:

references because Chris is not

going to Chris is smart fella, right?

664

:

He is not going to put down

a bad reference, right?

665

:

So I asked him in the interview process

when we, when we screen, tell me

666

:

the names of your last five bosses.

667

:

And, and I have a little bit of some

questions about, you know, what, what will

668

:

they say about you, blah, blah, blah, you

know, and so I do a little digging about

669

:

that, but by the way, I'm going to go,

and by the way, I'm going to call them.

670

:

And when I call, when I call your

boss, what's your boss going to

671

:

tell me about hustle and areas

that we've struggled there?

672

:

Yes, Chris is rehireable

at this organization.

673

:

That's right.

674

:

If you don't ask good questions,

you know, then and by the way, talk

675

:

to the boss, not the HR person.

676

:

Right.

677

:

And not the and not their buddy that

they've, you know, already pre programmed.

678

:

Right.

679

:

So, making sure that you talk to the

right people, talk to their coworkers,

680

:

and do, and ask good questions.

681

:

So that you do find out a little more

and also have the right questions to ask.

682

:

You know, Chris said that he had a

little struggle with hustle in this area.

683

:

What's your perspective?

684

:

Right.

685

:

And that gets around the right, you

know, some of the more standard reference

686

:

questions, you know, are they rehirable,

which is a fairly useless question, right?

687

:

In a lot of cases, because he's not going

to give you anybody that's, you know, got

688

:

a, you know, there's no work credit report

for the most part that you have access to.

689

:

So you have to be good strategic when it

comes to hiring, by the way, and Chris,

690

:

you're like going, wow, that's novel.

691

:

I've never heard of that before.

692

:

Guess what?

693

:

Most people that hire people and put

the business in these people's hands,

694

:

they haven't learned how to hire

effectively that way either, which is

695

:

why they struggle with finding good

people that have matches to their

696

:

core values and also the competencies

that are required in the workplace.

697

:

So, so core values have to

be alive in the organization.

698

:

Third mistake that Leaders make.

699

:

And by the way, you gotta watch, you gotta

let me know on time, like I'm at three.

700

:

So yeah, we gotta get a pace because

time goes fast in Coach Reggie world.

701

:

Yes.

702

:

Yeah.

703

:

So you gotta let me know

if I gotta pick it up.

704

:

The not recognizing achievement.

705

:

So we do, that's the third

mistake that leaders make.

706

:

They don't recognize achievement

and good performance.

707

:

Over the years, I've done

engagement surveys, or I've

708

:

done surveys in general, right.

709

:

Of employees.

710

:

And the number one like.

711

:

Metrics that gets the lowest score is the

question that says that, you know, how

712

:

well do you feel like you're recognized

for your contribution to the organization?

713

:

And that particular question

always scores the lowest.

714

:

Chris: Most

715

:

Reggie: workers feel like they are not

recognized for their contribution to

716

:

the success of the organization, right?

717

:

Does that, I mean, does that

check out with your experience?

718

:

Most people go, I don't, you know,

boss doesn't appreciate me organization

719

:

to appreciate me without this,

me, this place wouldn't operate.

720

:

If you pull three owners, like three

partners and you say, what percentage?

721

:

Do you contribute to the

outcomes of the organization?

722

:

And if you add up all three,

their percentages, Yeah, over 100.

723

:

Always over 100%.

724

:

Always.

725

:

Always over 100 percent because

everybody thinks they do more than

726

:

their share of in the organization.

727

:

So people in the workplace consistently,

overwhelmingly don't feel like they're

728

:

recognized for their contribution.

729

:

So, and that's because their leaders,

their managers don't take the time

730

:

to recognize them nearly enough.

731

:

Yeah.

732

:

Yeah.

733

:

Yeah.

734

:

Often, they, if a worker does

20 things right, what's the boss

735

:

more likely to speak about them?

736

:

One of those 19 things or

the one thing they did wrong.

737

:

There is an expectation and an

entitlement that leaders have that,

738

:

well, you're expected to do things right.

739

:

But that's not how you train,

it's not how you train an animal.

740

:

Tyler: It's not how you train,

741

:

Reggie: it's not how you train an animal.

742

:

It's not how you train a performance dog

in a, in a, you know, to do tricks and

743

:

do flips and that's not how you train.

744

:

This is a bit of an outdated reference.

745

:

I don't know if it's okay to use,

but you know, like it you know, C C

746

:

world and aquatic formats animals.

747

:

Right.

748

:

You know, how do they train?

749

:

There's a book that was written

in the eighties called whale done.

750

:

That is never read it, I guess.

751

:

Well done.

752

:

And it was just.

753

:

Great author that writes these little

parable books like the one minute

754

:

manager, you know, a lot of these

cute little parable by really short.

755

:

Yeah.

756

:

Well, well done is

written by Ken Blanchard.

757

:

It's one of that series.

758

:

And he was watching, he was at SeaWorld

watching how they trained killer whales.

759

:

And he learned that you don't teach

a killer whale how to jump over the,

760

:

you know, don't treat Shamu how to

jump over the rope and lips by taking

761

:

a newspaper and rapid eating on

the nose and telling it bad whale.

762

:

Right.

763

:

Because the whale will, you know, eat

your arm off, take the paper with it.

764

:

But you know, he wouldn't appreciate that.

765

:

So what you do is you start out

with the the rope low in the water

766

:

and whenever he swims over the

rope, he gives the fish, right?

767

:

And they raise it up and raise it

up and they keep giving fish, right?

768

:

So, they give them treats.

769

:

Yeah.

770

:

So how do you make sure that you get

great performance from your team?

771

:

. Well, every time they do something

well, I'll give 'em a treat.

772

:

Yeah.

773

:

Give 'em a piece of perform, you know,

give 'em a and the, you know, probably

774

:

one of the most impactful treats you can

give them is let them know they've done

775

:

well and how it impacts the organization.

776

:

Mm-hmm . The impact that it has.

777

:

Hey, that was really good.

778

:

Hey, you know, you show up early

all the time and I really appreciate

779

:

it and allows us to start on time.

780

:

It gets the day going right and

man, it really makes a difference.

781

:

I really appreciate it.

782

:

Well, what's that going to do?

783

:

You're, you know, you're going to

feel good about showing up on time.

784

:

You probably should give 10

pieces of encouragement for

785

:

every one piece of reprimand.

786

:

So, and how much better of

a workplace would that be?

787

:

And if you look at professional

coaches, coaches at the highest level.

788

:

How often if you ever see behind the

scenes footage of practices and those

789

:

kind of things, how often do you see them?

790

:

Yep.

791

:

Yep.

792

:

Good.

793

:

Right.

794

:

Nope.

795

:

Yep.

796

:

That's good.

797

:

Oh yeah.

798

:

No, that's good.

799

:

Yeah.

800

:

Keep doing that.

801

:

Keep doing that.

802

:

Right.

803

:

Move.

804

:

Do this.

805

:

Do that.

806

:

They tell them the right things

to do and encourage a good job.

807

:

Good job.

808

:

Good job.

809

:

That's hey, that's the right thing to

do because they know that's how they get

810

:

more of that good proper performance.

811

:

So making sure and it doesn't have

to be employee of the month or things

812

:

that are programmed or just obligatory.

813

:

It's just as simple as every day, set

an alarm two o'clock and, and think of.

814

:

a couple of people to appreciate.

815

:

Yeah.

816

:

Hey, I really appreciate this.

817

:

I really appreciate that.

818

:

I've tried that in my own life where

I just take the time and go and just

819

:

have a, you know, systematic, you

can't make it look too, too you know,

820

:

like you're doing it just because

you have an arm that goes off.

821

:

But you know, if you get it they start

to figure out, Oh, it's two o'clock.

822

:

Great.

823

:

Just hand it out as the challenge.

824

:

necessarily work, but be able to make

it authentic and really acknowledge it.

825

:

Most important, add the extra thing,

not just good job, but good job.

826

:

And here's how it impacts the organization

and also helps us achieve our vision.

827

:

Yeah.

828

:

Right.

829

:

And that reinforces the vision or, Hey,

that's one of our core values here.

830

:

And I really appreciate you

reinforcing that cool value.

831

:

Tyler: When I first got into like the

professional workforce, there was,

832

:

it was, it was really neat because

it was two different managers and you

833

:

got to see how they both worked with

the same people and how it changed.

834

:

And one of the issues was.

835

:

One of the girls wasn't dressing

appropriately for the job,

836

:

and so the prior manager be

like, Hey, stop wearing that.

837

:

And she didn't really know what

the right thing was to wear.

838

:

So she just kept doing

what she thought was good.

839

:

That manager left to go

to a different position.

840

:

New manager came in and He,

I was assistant at the time.

841

:

So he was like, Hey, where

there's some issues going on.

842

:

So I mentioned that he goes, watch

what will happen over two weeks.

843

:

And anytime that she

shouldn't dress bad every day.

844

:

So the day she would come he'd be

like, you look really nice today.

845

:

And then just small things like that.

846

:

And then slowly there was

no more inappropriate dress.

847

:

And I was like, Whoa, that's amazing.

848

:

So like being young and straight in

college and stuff, watching someone

849

:

do that was really impactful too.

850

:

That's

851

:

Reggie: right.

852

:

Those are the

853

:

Chris: things that just in

my head, I grew up with the.

854

:

You did wrong.

855

:

We'll talk about what was wrong

because we showed you all the good.

856

:

This is what you're supposed to do.

857

:

Hold you to the standards.

858

:

That's what's expected.

859

:

And then I realized now with the

world the way it is that more people

860

:

respond to good positive motivation.

861

:

Give them treats.

862

:

Give them emotional

863

:

Reggie: and verbal treats.

864

:

So, but I said treats, give them

treats every day and you're like,

865

:

Oh, you know, we just give and

give and give things we get.

866

:

I don't know.

867

:

I think not things, not things.

868

:

Every day I get a thing, maybe.

869

:

Right.

870

:

But especially if they're a thing person.

871

:

But but you know, knowing but be able to

give them, you know, good encouragement,

872

:

good feedback, positive feedback.

873

:

You should give 10 positive feedbacks

for every one negative, you know, unless

874

:

you just got a real problem child.

875

:

It's a certain degree.

876

:

So.

877

:

Fourth mistake that leaders make is poor

communication, poor communication lack

878

:

of communication is the first issue.

879

:

They just leaders holding their

tongue and not communicating

880

:

nearly enough, not knowing how to

communicate, what to communicate,

881

:

being hesitant to communicate.

882

:

So there's a lack of communication and

then they hold it back and, and also

883

:

their communication becomes reactionary.

884

:

Okay.

885

:

And when it's reactionary,

it's emotional in the moment.

886

:

And generally emotional

communication does not turn out well.

887

:

So biting your tongue, holding together

the, you know, gunny sack full of

888

:

issues and then waiting for one more

potato to go in the gunny sack, right?

889

:

And then it, you know, the,

the, the sack blows up.

890

:

Time and it explodes and then shrapnel

everywhere and or unstructured

891

:

communication, not having a good

structure to it, not knowing

892

:

how to do it, kind of, you know,

going by the seat of their pants.

893

:

So they they kind of go off the cuff.

894

:

They don't have clear

intent and structure.

895

:

And as a consequence that

communication lacks impact.

896

:

Right.

897

:

And back to the thing I said a minute ago,

you know, saying, Hey, Chris, good job.

898

:

You show up early.

899

:

The impact of that is it

makes a difference on the day,

900

:

and it also encourages other

people to show up on time.

901

:

So, hey, good job.

902

:

Keep, keep, keep showing up early.

903

:

Also not customized.

904

:

People communicate and they don't

communicate in a customized way.

905

:

They maybe communicate in

their own communication style.

906

:

Right.

907

:

Right.

908

:

Or their own learning modality.

909

:

And they don't course correct and adjust

for the person that they're talking to.

910

:

You know, there's different

behavioral styles.

911

:

You know, Tyler, you learned

the behavioral styles in that.

912

:

You know, 30 X business growth program to

where there's four different behavioral

913

:

styles, the D, the I, the S, the C.

914

:

And each of those personalities required

different types of communication.

915

:

There's some types of personality

that you talk to in bullet points,

916

:

boom, boom, boom, boom, boom.

917

:

Right.

918

:

You know, be bright, be brief and be gone.

919

:

Right.

920

:

There are certain people that

when you start communication,

921

:

it's got to be very interpersonal.

922

:

It's got to be very much about

them because there's some

923

:

personalities, you know, who they

are, that they're all about them.

924

:

Right.

925

:

It can't be very technical.

926

:

It's got to be very light.

927

:

It's got to have some energy

to it and it's got to be fun.

928

:

Right.

929

:

Needs to have some tone to it.

930

:

There are some folks that you've got

to soften up for and take their time.

931

:

Right.

932

:

There's some folks that just want the

facts, that want the details, that

933

:

want the technical specifications.

934

:

Chris, I'm sure you run

into this all the time.

935

:

Yes, I do.

936

:

Right.

937

:

Yeah.

938

:

Right.

939

:

You got to boom, boom, boom for

the the driving you know, right.

940

:

Yeah.

941

:

The Rolex buyer, the high end Rolex

buyer, I guess there's all types, but

942

:

you know, the engineer, the engineer,

right, you know, the, the and, you

943

:

know, you sell that high end watch

to different people, different ways.

944

:

You got some people that want

power and status and it's

945

:

like, Hey, this is a big deal.

946

:

You're going to look like a big deal.

947

:

This is going to be the best there is.

948

:

You're going to have the most

expensive watch in the room.

949

:

And everybody's gonna

think you're the man.

950

:

Yeah.

951

:

Everybody's gonna think you're, you

know, the, the, the, the power boss.

952

:

in charge woman in the room, right?

953

:

And that appeals to that.

954

:

And then you got the folks that

like, man, people are going to think

955

:

you're the greatest going to be fun.

956

:

Like, you're going to

make all kinds of friends.

957

:

People are going to see you.

958

:

They're going to hang out with you.

959

:

Right.

960

:

And then you've got the the more

stable folks that and steady.

961

:

They're like, Hey, this thing

is going to last forever.

962

:

You're going to pass this down.

963

:

It's going to be a legacy

for generations to come.

964

:

Your, your kids and your grandkids

and your great grandkids are going

965

:

to treasure this and think of you.

966

:

And there are some folks

who are caring about that.

967

:

They want the engineer types that want the

technical specifications and how it works.

968

:

And you better know and be prepared.

969

:

And by the way, if you give

the technical specifications.

970

:

To the fun life of the party person.

971

:

They will fall over dead, like they

will, you'll just bore them to death

972

:

and they'll be all over the place

and they'll, they'll leave because,

973

:

you know, that's where your product

pushing with specifications and details

974

:

and you're not reading their style.

975

:

Well, same thing is when it comes

to leading them as well, you know,

976

:

if you don't modify it to a certain

degree, and then you also have people

977

:

that have different learning styles.

978

:

You have the visuals that you

have to show things to, you know,

979

:

the auditories that you have to

tell things to, and you have the

980

:

kinesthetics that have to feel in touch.

981

:

And often we give our own style to other

folks when they have their own style.

982

:

So being able to read that and adjust

to it so that you're customizing your

983

:

communication, you know, to meet the

individual is surely a huge thing.

984

:

All right.

985

:

So, so we got through number four.

986

:

Now we're at number five, not

developing their team is the number

987

:

five mistake that leaders make.

988

:

So if you want your organization

to grow, you either have to grow

989

:

your people so that they grow with

your organization or you have to

990

:

go hire new people that are grown.

991

:

Want to do choices.

992

:

The problem is when you

hire new people that.

993

:

come into your organization, they

become, you know, it's different.

994

:

They don't have the institutional

history and they didn't

995

:

grow up in the organization.

996

:

They don't have the core values ingrained.

997

:

They generally don't mesh well.

998

:

It's like putting a new organ to the body.

999

:

You know, and if that doesn't, you know,

and you know, the lungs are like, Hey,

:

00:45:31,373 --> 00:45:34,573

who's this new heart, you know, and the

body can reject it at some point, right?

:

00:45:34,573 --> 00:45:37,193

Or your organization can it's

a leave it living organization,

:

00:45:37,193 --> 00:45:40,033

and it can reject the new.

:

00:45:40,668 --> 00:45:42,658

thing that it does exist

in the organization.

:

00:45:42,658 --> 00:45:45,278

So, so there can be, it's, you

know, and by the way, those new

:

00:45:45,278 --> 00:45:46,568

people are generally expensive.

:

00:45:47,118 --> 00:45:47,438

Yes.

:

00:45:47,468 --> 00:45:48,178

To bring them in.

:

00:45:48,188 --> 00:45:50,018

So steal them from someone else.

:

00:45:50,058 --> 00:45:51,038

That'd be enticing.

:

00:45:51,118 --> 00:45:51,558

That's right.

:

00:45:51,588 --> 00:45:51,908

That's right.

:

00:45:51,908 --> 00:45:52,238

That's right.

:

00:45:52,238 --> 00:45:53,788

So it can be a little bit of an issue.

:

00:45:54,348 --> 00:45:57,388

You know, people often want to

And they want to get promoted.

:

00:45:57,388 --> 00:46:00,778

They want to, they want to be

part of a growing organization

:

00:46:00,778 --> 00:46:01,548

so they can grow with it.

:

00:46:01,948 --> 00:46:09,518

But often they're led by a very ambitious,

committed, hard driving leader that

:

00:46:09,548 --> 00:46:15,498

is into growth and they, or they grow

this organization and the people have

:

00:46:15,498 --> 00:46:19,808

the desire to grow, but putting in

the work is a totally different deal.

:

00:46:20,208 --> 00:46:24,048

And so then putting in the work, so

it doesn't happen just organically.

:

00:46:24,548 --> 00:46:27,078

Doesn't magically happen by just

hanging around with the leader.

:

00:46:27,238 --> 00:46:28,538

You've got to be very intentional.

:

00:46:28,978 --> 00:46:33,808

It doesn't just come with a

quarterly review or an annual review.

:

00:46:33,818 --> 00:46:38,078

Some, most organizations at best do annual

reviews and some do quarterly reviews,

:

00:46:38,348 --> 00:46:40,758

but that's not enough to be able to grow.

:

00:46:40,928 --> 00:46:44,148

What it really requires to, to

grow someone in organization

:

00:46:44,148 --> 00:46:48,268

is very intentional, structured

week in, week out development.

:

00:46:48,573 --> 00:46:51,033

So you've got to have a plan to develop,

you've got to work your way through that.

:

00:46:51,033 --> 00:46:54,843

So, by the way, we teach people how to

grow people in these masterclasses, but

:

00:46:55,013 --> 00:46:56,663

the big mistake is they don't do that.

:

00:46:56,943 --> 00:47:01,293

So, you know, it's really important,

really important to grow and develop

:

00:47:01,293 --> 00:47:05,253

your team and educate, educate them

and develop them to be able to handle

:

00:47:05,273 --> 00:47:08,973

the next levels that the organization,

because as organizations grow, things

:

00:47:08,983 --> 00:47:10,603

get harder, things get more complex.

:

00:47:10,833 --> 00:47:14,063

You've got to continue to grow and learn

if you're going to grow an organization.

:

00:47:14,998 --> 00:47:18,968

Number six mistake that leaders

make is not seeking input.

:

00:47:20,438 --> 00:47:21,688

They don't look for input.

:

00:47:21,848 --> 00:47:22,128

All right.

:

00:47:22,168 --> 00:47:23,308

So here's the dynamic.

:

00:47:24,138 --> 00:47:30,788

You succeed and do well

in an organization, right?

:

00:47:30,838 --> 00:47:31,888

And you get promoted.

:

00:47:32,503 --> 00:47:32,673

Yeah.

:

00:47:32,673 --> 00:47:34,573

And you start to read your own headlines.

:

00:47:34,573 --> 00:47:36,253

Everybody thinks you're doing well.

:

00:47:36,493 --> 00:47:38,343

Your organization succeeds.

:

00:47:38,493 --> 00:47:40,603

You start to take market

share from other folks.

:

00:47:40,603 --> 00:47:42,303

Your customers tell you you're great.

:

00:47:42,613 --> 00:47:44,433

Your mom tells you you're great.

:

00:47:44,573 --> 00:47:46,223

Social media tells you you're great.

:

00:47:46,453 --> 00:47:48,393

Your reviews say you're great.

:

00:47:49,353 --> 00:47:56,263

And that develops this often false sense

of actually it just kind of feeds the ego.

:

00:47:56,783 --> 00:47:57,143

Okay.

:

00:47:57,413 --> 00:47:57,803

Right.

:

00:47:57,983 --> 00:47:59,423

And ego.

:

00:48:00,273 --> 00:48:02,953

is the pride begets the fall.

:

00:48:03,023 --> 00:48:03,373

Yeah.

:

00:48:03,633 --> 00:48:03,913

Right.

:

00:48:04,123 --> 00:48:08,283

So as your ego gets fed and you start to

rise up in the organization, you start to

:

00:48:08,283 --> 00:48:10,593

have more responsibility or things to do.

:

00:48:10,613 --> 00:48:12,053

Things get more complicated.

:

00:48:12,323 --> 00:48:13,733

You start to make some more money.

:

00:48:13,743 --> 00:48:15,503

You start to have more fun.

:

00:48:15,503 --> 00:48:18,543

You start to all kinds of

wild things can happen.

:

00:48:18,963 --> 00:48:19,233

Right.

:

00:48:19,453 --> 00:48:22,933

And then you lose the

connection to the front lines.

:

00:48:23,368 --> 00:48:26,048

Of what's happening, what

the real world is, right?

:

00:48:26,418 --> 00:48:33,678

Also, you lack a sense of self

awareness in some cases on how your

:

00:48:33,688 --> 00:48:36,258

behavior interacts with people.

:

00:48:36,478 --> 00:48:37,558

How it impacts people.

:

00:48:38,968 --> 00:48:41,858

There's often things I

do as a, as a leader.

:

00:48:41,943 --> 00:48:45,073

As the person that I'm, now

all of a sudden the spotlight's

:

00:48:45,093 --> 00:48:47,013

on me, the pressure's on me.

:

00:48:47,473 --> 00:48:49,913

I'm in a, I'm in a new

role as well as a leader.

:

00:48:49,943 --> 00:48:51,513

I'm in a new spot, especially

the business is growing.

:

00:48:51,513 --> 00:48:55,023

I'm in a new spot that I've never been in

before, you know, and maybe the promotion

:

00:48:55,033 --> 00:48:59,853

title hasn't changed, but I could be

going from selling as an organization,

:

00:48:59,853 --> 00:49:03,313

I don't know, a million dollars in

sales and go to 2 million in sales.

:

00:49:03,313 --> 00:49:07,223

Well, those, I may go from

five employees to 10 employees.

:

00:49:07,223 --> 00:49:09,523

When you go to.

:

00:49:10,223 --> 00:49:11,873

five employees to 10 employees.

:

00:49:12,363 --> 00:49:14,843

The complications

interpersonally don't double.

:

00:49:15,213 --> 00:49:15,543

No.

:

00:49:15,583 --> 00:49:15,793

Yeah.

:

00:49:16,423 --> 00:49:17,593

It's exponential, right?

:

00:49:17,643 --> 00:49:19,753

You got exponential issues.

:

00:49:20,173 --> 00:49:22,533

So, pressures become exponential.

:

00:49:22,543 --> 00:49:25,513

You have more customers,

you double your customers.

:

00:49:25,533 --> 00:49:26,983

It's not double the problems.

:

00:49:27,353 --> 00:49:29,013

It's exponentially more problems.

:

00:49:29,023 --> 00:49:31,913

So, because you're generally in

a space that you're, you haven't

:

00:49:31,913 --> 00:49:33,173

been trained and developed for.

:

00:49:33,173 --> 00:49:37,181

So you start to react

in more emotional ways.

:

00:49:37,181 --> 00:49:41,137

And I used to, here's a

thing early in my career.

:

00:49:41,197 --> 00:49:44,007

And I don't know if you've ever seen

this Chris, but when I got my first

:

00:49:44,007 --> 00:49:47,317

management position after a few

years and the pressure was really on,

:

00:49:47,377 --> 00:49:47,647

Chris: yeah,

:

00:49:48,867 --> 00:49:49,797

Reggie: I was known.

:

00:49:50,207 --> 00:49:56,097

Some of my workers joked to my wife

and said, yeah, we saw the Reggie face

:

00:49:56,097 --> 00:49:59,957

this morning and I overheard and I

was like, what are you talking about?

:

00:50:00,397 --> 00:50:02,237

And they're like, she knows

what I'm talking about.

:

00:50:02,622 --> 00:50:06,072

The Reggie face and she's like, yeah,

I know what you're talking about.

:

00:50:06,202 --> 00:50:07,222

I'm like, what are you talking about?

:

00:50:07,222 --> 00:50:08,092

The Reggie face.

:

00:50:09,182 --> 00:50:14,502

It's that look on your face that you

have when you look at somebody and

:

00:50:15,062 --> 00:50:18,832

that face says you are such a moron.

:

00:50:21,522 --> 00:50:23,612

And I don't hide that very well.

:

00:50:24,257 --> 00:50:25,217

Have you ever seen that face, Chris?

:

00:50:25,217 --> 00:50:25,457

Yes.

:

00:50:25,462 --> 00:50:25,672

Okay.

:

00:50:25,672 --> 00:50:25,992

You see it?

:

00:50:25,992 --> 00:50:25,993

Okay.

:

00:50:26,477 --> 00:50:27,527

. It's involuntary.

:

00:50:27,532 --> 00:50:27,752

Yeah.

:

00:50:28,157 --> 00:50:29,537

I don't know that I do it.

:

00:50:29,927 --> 00:50:32,597

Oh, I do it . Oh, you all the time.

:

00:50:32,597 --> 00:50:33,017

You've got it.

:

00:50:33,017 --> 00:50:33,317

Yeah.

:

00:50:33,347 --> 00:50:34,817

So, so I've got that look.

:

00:50:34,817 --> 00:50:36,167

That's like, you're, you're an idiot.

:

00:50:36,372 --> 00:50:38,417

And, and I, and I can't, it's involuntary.

:

00:50:38,417 --> 00:50:39,737

I just can't hide it.

:

00:50:40,127 --> 00:50:42,797

My authenticity just oozes out of me.

:

00:50:43,097 --> 00:50:47,187

And I think, and so that's

a very deflating expression.

:

00:50:47,247 --> 00:50:47,427

Yeah.

:

00:50:47,457 --> 00:50:49,767

Really kind of, you know,

kicks people in the gut.

:

00:50:49,767 --> 00:50:51,537

So the so.

:

00:50:52,672 --> 00:50:55,312

So, it's not great,

but, you know, it shows.

:

00:50:55,322 --> 00:51:01,442

So the getting that kind of input,

if I'm not careful, I'm going to,

:

00:51:01,682 --> 00:51:06,072

you know, make emotional bank account

withdrawals with folks by not knowing.

:

00:51:06,072 --> 00:51:07,132

So if I don't seek feedback.

:

00:51:08,312 --> 00:51:09,082

I don't know I'm doing that.

:

00:51:09,112 --> 00:51:09,322

Right.

:

00:51:09,392 --> 00:51:10,492

And when I don't know I'm doing that.

:

00:51:10,492 --> 00:51:13,502

So, you know, doing frequent,

I've had a 360 done.

:

00:51:13,502 --> 00:51:15,642

You ever heard of, you ever

done a 360, had one done on

:

00:51:15,642 --> 00:51:16,972

yourself or done that on a boss?

:

00:51:17,502 --> 00:51:17,862

No.

:

00:51:17,862 --> 00:51:18,582

Oh, you ever done a 360?

:

00:51:18,602 --> 00:51:20,052

I've heard of it, but I've

never actually done it.

:

00:51:20,052 --> 00:51:20,252

Yeah.

:

00:51:20,292 --> 00:51:24,952

360s are when like a person

organization is surveyed and, you

:

00:51:24,952 --> 00:51:26,422

know, their boss surveys them.

:

00:51:26,497 --> 00:51:31,097

Or, you know, colleagues do

it their subordinates, right.

:

00:51:31,097 --> 00:51:34,907

And give feedback on, and, and they can be

very complex and they can be very simple.

:

00:51:34,967 --> 00:51:37,967

We actually, for organizations

we do very simple ones.

:

00:51:38,057 --> 00:51:38,417

That makes sense.

:

00:51:38,417 --> 00:51:41,687

But we do also, I have access to very

complex ones that you would find a,

:

00:51:41,687 --> 00:51:43,607

in a heavy duty corporate environment.

:

00:51:43,607 --> 00:51:48,233

Mm-hmm . And they and so it's shocking

and you'll do one on yourself.

:

00:51:48,278 --> 00:51:50,393

Mm-hmm . So it's funny your perception.

:

00:51:51,423 --> 00:51:52,793

their perception.

:

00:51:53,253 --> 00:51:57,413

And then it's with large organizations

you can benchmark yourself against other

:

00:51:57,443 --> 00:52:00,833

people in your position and you see

how you rank against everybody else.

:

00:52:00,903 --> 00:52:02,203

So it's amazing.

:

00:52:02,203 --> 00:52:07,273

The disconnect between how you think

you are versus how others see you.

:

00:52:07,363 --> 00:52:07,643

Yeah.

:

00:52:07,673 --> 00:52:07,983

Yeah.

:

00:52:08,123 --> 00:52:08,963

Shocking the difference.

:

00:52:08,973 --> 00:52:10,783

And that's good for course

correction behavior.

:

00:52:10,803 --> 00:52:14,913

And when you have a trend of everybody

going, no, he's got this bad habit

:

00:52:15,173 --> 00:52:16,273

and one person can tell it to you.

:

00:52:16,273 --> 00:52:16,583

And you're like, yeah.

:

00:52:18,093 --> 00:52:22,623

But when five people tell you, yeah,

that, that usually is a pattern.

:

00:52:22,663 --> 00:52:26,178

Tyler: We did something that was It

was similar to that, but it was more

:

00:52:26,178 --> 00:52:29,858

accidental is because we all did disc

assessments and then we sat down and

:

00:52:29,858 --> 00:52:32,748

we all talked about how we squirt

in our disc and how we saw ourselves

:

00:52:32,748 --> 00:52:35,958

and how like, Oh, I didn't see that

in you, but I can like, I get where

:

00:52:35,958 --> 00:52:37,618

you're coming from now for this aspect.

:

00:52:37,618 --> 00:52:41,088

So it was very similar to what a 360

was, which is what our coach said.

:

00:52:41,088 --> 00:52:43,068

It was like, you actually did

something similar to a 360.

:

00:52:43,088 --> 00:52:45,558

That's how I heard of it, but we

didn't actually do one, but it was

:

00:52:45,558 --> 00:52:46,668

because of the disc assessment.

:

00:52:46,748 --> 00:52:47,488

Reggie: Yeah, real powerful.

:

00:52:47,618 --> 00:52:48,508

We've actually done them.

:

00:52:48,548 --> 00:52:50,448

The most fun we've ever

done has done them live.

:

00:52:50,848 --> 00:52:52,538

Oh, we pick one person a week.

:

00:52:52,618 --> 00:52:53,778

Oh,

:

00:52:53,778 --> 00:52:54,018

Tyler: that's

:

00:52:54,018 --> 00:52:54,258

Reggie: neat.

:

00:52:54,318 --> 00:52:56,298

And they have to give live feedback.

:

00:52:56,298 --> 00:52:59,788

Now it's part of an engagement

program where trust is built and

:

00:52:59,788 --> 00:53:01,308

you have to frame it up right.

:

00:53:01,948 --> 00:53:06,208

And, and the boss goes first

and the boss takes all the heat.

:

00:53:07,193 --> 00:53:11,963

To start with, and and so, and they

take it well and they get their feedback

:

00:53:11,963 --> 00:53:15,053

and they decide, they come back and

say, I heard, I heard y'all and this

:

00:53:15,053 --> 00:53:18,603

is what I'm going to work on, you know,

and they work on to get better at it.

:

00:53:18,603 --> 00:53:22,263

So if the boss leads it off it usually

goes well and people comfortable with

:

00:53:22,513 --> 00:53:26,733

giving both positive and negative

feedback all the way through.

:

00:53:26,733 --> 00:53:26,883

Right.

:

00:53:26,883 --> 00:53:29,173

And it's also we also

incorporate into reviews.

:

00:53:29,718 --> 00:53:30,298

Okay.

:

00:53:30,408 --> 00:53:31,798

And make it part of the review process.

:

00:53:31,808 --> 00:53:34,388

So, you know, but, you know,

I talk about that ego thing.

:

00:53:34,658 --> 00:53:40,598

You know, some people think that

they own success organizationally

:

00:53:40,598 --> 00:53:41,968

or personally, that they own it.

:

00:53:41,998 --> 00:53:43,298

I've succeeded once.

:

00:53:43,718 --> 00:53:45,308

I don't have to give feedback.

:

00:53:45,438 --> 00:53:48,278

I got promoted, I've improved.

:

00:53:48,338 --> 00:53:52,168

People are doing business with us more

often and we're taking market share

:

00:53:52,168 --> 00:53:54,078

from competitors because we're better.

:

00:53:54,488 --> 00:53:55,598

Look at our reviews.

:

00:53:56,183 --> 00:53:58,593

My mama tells me the greatest

thing in the world, right?

:

00:53:58,803 --> 00:54:00,593

You can't own that success.

:

00:54:00,593 --> 00:54:03,813

You can only rent it and

the rents do every day.

:

00:54:04,633 --> 00:54:09,383

So you've got to have visibility on

what your impacts are and where you're

:

00:54:09,383 --> 00:54:10,473

doing well and where you're not.

:

00:54:10,473 --> 00:54:13,433

So if you don't have feedback,

you're going to be in trouble.

:

00:54:14,153 --> 00:54:17,273

Page two of the menu board,

which isn't full by the way.

:

00:54:17,603 --> 00:54:21,443

So you got to seek input from

your, your customers, your team,

:

00:54:21,593 --> 00:54:23,633

other high performers, and.

:

00:54:24,298 --> 00:54:28,318

Your higher mind, I'm going to

get a little woo woo y here.

:

00:54:29,698 --> 00:54:30,938

Your higher mind.

:

00:54:31,398 --> 00:54:34,538

Your your mind's a pretty powerful

thing that you don't tap into.

:

00:54:34,538 --> 00:54:37,658

Now, I was voted the guy

probably five, ten years ago.

:

00:54:37,988 --> 00:54:43,218

I was voted the guy most likely not

to subscribe to any of these woo

:

00:54:43,228 --> 00:54:47,038

woo y type tactics, like meditation.

:

00:54:47,873 --> 00:54:49,323

And your higher mind.

:

00:54:50,193 --> 00:54:52,573

And I always saw meditation as

something somewhat spiritual.

:

00:54:53,223 --> 00:54:58,453

And I realized how really how, I think,

mechanical it is, and how logical it is.

:

00:54:58,803 --> 00:55:02,613

Once it was framed up the right

way, you know, being able to take

:

00:55:02,613 --> 00:55:06,473

the time just a real quick version

of this is, you know, quite often

:

00:55:06,473 --> 00:55:07,483

we live in flight or flight mode.

:

00:55:08,768 --> 00:55:12,018

And so that's not when we

do our good think work.

:

00:55:12,258 --> 00:55:13,888

That's when we do our

good reflection work.

:

00:55:13,888 --> 00:55:17,278

That's not, we can't do creative

work in flight or fight load.

:

00:55:17,278 --> 00:55:18,718

It's only about survival.

:

00:55:19,168 --> 00:55:22,768

So when we get down to that proper

state to where we're out of flight or

:

00:55:22,768 --> 00:55:27,218

flight mode, and this often happens

in when you're relaxed, when you're

:

00:55:27,218 --> 00:55:31,288

distressed, when your cortisol

levels are lowered and released.

:

00:55:31,458 --> 00:55:32,888

It happens a lot in massage.

:

00:55:32,928 --> 00:55:33,938

I've had big problems.

:

00:55:33,948 --> 00:55:36,398

One into a massage,

more for body mechanics.

:

00:55:36,848 --> 00:55:39,538

But then I was like, Ooh, I

have a solution to the problem.

:

00:55:39,538 --> 00:55:41,148

That's because I got out

of fight or flight mode.

:

00:55:41,468 --> 00:55:45,138

Well, you can get into that really

quickly with meditations, you know,

:

00:55:45,138 --> 00:55:47,168

and, and getting your brain waves.

:

00:55:48,228 --> 00:55:50,908

On the right level to where you

can clear your mind and think.

:

00:55:50,908 --> 00:55:54,328

So I've been introduced to walking

meditations and, and thinking, and

:

00:55:54,328 --> 00:55:59,468

I go through a meditation every

day that really is, is based on me

:

00:55:59,768 --> 00:56:03,798

visualizing and imagining my top three

goals that I'm working to accomplish.

:

00:56:04,018 --> 00:56:05,348

And that gets my mind.

:

00:56:05,588 --> 00:56:09,348

the right space, and it helps me make

different choices throughout the day.

:

00:56:09,368 --> 00:56:09,588

Right.

:

00:56:09,588 --> 00:56:09,808

Yeah.

:

00:56:09,868 --> 00:56:15,538

So, it is not, you know, and, and while

some religions are those kinds of things

:

00:56:15,608 --> 00:56:19,718

that are, that I'm really not in alignment

with from a belief or value perspective,

:

00:56:19,928 --> 00:56:24,420

they do use meditations for their

own uses and that's how it's labeled.

:

00:56:24,420 --> 00:56:28,552

You can use meditation to

be able to wire your mind.

:

00:56:29,892 --> 00:56:33,752

And be able to tap into your higher

mind because your mind is a tool

:

00:56:33,782 --> 00:56:38,832

and we use so little of it because

we're really, you're either fight or

:

00:56:38,832 --> 00:56:43,242

flighting it or feeding it junk food

and I say mental junk food, right?

:

00:56:43,632 --> 00:56:45,162

Too much TV or too much.

:

00:56:47,872 --> 00:56:48,852

Yeah, that's right.

:

00:56:48,852 --> 00:56:49,012

Yeah.

:

00:56:49,012 --> 00:56:49,732

That's the newest thing.

:

00:56:49,732 --> 00:56:53,622

It's, you know, going through reels and go

through social media and instead of and by

:

00:56:53,622 --> 00:56:55,872

the way, is that all good stuff for you?

:

00:56:55,882 --> 00:56:56,402

Is that good?

:

00:56:56,512 --> 00:56:58,302

Or does that put you in

more fight or flight mode?

:

00:56:58,332 --> 00:56:58,762

Exactly.

:

00:56:58,792 --> 00:57:01,602

And don't, don't, don't, don't,

don't go to the comments.

:

00:57:01,602 --> 00:57:03,912

Don't go to the comments, right?

:

00:57:04,122 --> 00:57:08,652

So, so making sure that you take, you

take the time to, And to tap into your

:

00:57:08,652 --> 00:57:12,912

higher mind, I have seen, I have done

and accomplished some really powerful

:

00:57:12,922 --> 00:57:14,542

things in the last couple of years.

:

00:57:14,792 --> 00:57:20,702

Once I've learned how to tap into my

higher mind, as opposed to in my quality

:

00:57:20,702 --> 00:57:27,482

mind versus my child mind, which is what

was issued to me by the environment I was

:

00:57:27,482 --> 00:57:30,582

raised in and, and being aware of that.

:

00:57:30,602 --> 00:57:35,152

And so, so when I talk about just

getting input, sometimes that inputs

:

00:57:35,152 --> 00:57:36,772

from others and that's important.

:

00:57:37,332 --> 00:57:42,002

Sometimes that input is for the person

that understands you or that should

:

00:57:42,012 --> 00:57:44,982

understand you better than anybody else.

:

00:57:45,382 --> 00:57:46,072

And that's you.

:

00:57:46,642 --> 00:57:46,862

Yeah.

:

00:57:46,862 --> 00:57:49,202

So, so that's a great place to get input.

:

00:57:49,792 --> 00:57:50,382

That's deep.

:

00:57:50,592 --> 00:57:53,132

It goes a lot deeper than

that, but just a taste.

:

00:57:53,392 --> 00:57:58,452

Lack of accountability is the

seventh mistake that leaders make.

:

00:57:59,562 --> 00:58:03,122

It's a huge miss that kills momentum

and growth in organizations.

:

00:58:03,152 --> 00:58:03,852

Accountability.

:

00:58:05,512 --> 00:58:08,972

If you don't do what you're supposed

to do in the organization and others

:

00:58:08,982 --> 00:58:12,192

see that you are not doing what you're

supposed to do, so they don't think they

:

00:58:12,192 --> 00:58:18,292

have to do what they're supposed to do

in the organization, then they it shows,

:

00:58:18,292 --> 00:58:22,062

it creates drag on the organization

and it slows the speed for growth.

:

00:58:22,062 --> 00:58:23,151

Chris: So

:

00:58:23,151 --> 00:58:25,119

Reggie: the It can make a big difference.

:

00:58:25,129 --> 00:58:26,939

So leaders really struggle.

:

00:58:26,949 --> 00:58:28,589

Also, I've seen it time and time again.

:

00:58:28,589 --> 00:58:31,529

I work with a lot of owners over

the years and they tell me a lot of

:

00:58:31,529 --> 00:58:35,389

managers and these masterclass and

they go, what do I do if my people

:

00:58:35,879 --> 00:58:37,319

don't do what they're supposed to do?

:

00:58:37,969 --> 00:58:39,879

You know, we just write them up.

:

00:58:40,659 --> 00:58:42,419

Well, let me tell you a little something.

:

00:58:43,379 --> 00:58:44,289

It's been my experience.

:

00:58:44,289 --> 00:58:47,739

Write ups don't make much of a difference

in organizational behavior, right?

:

00:58:47,839 --> 00:58:48,099

Right.

:

00:58:48,319 --> 00:58:49,639

Just, it doesn't move the needle.

:

00:58:49,699 --> 00:58:49,959

Yeah.

:

00:58:50,009 --> 00:58:51,729

It, it's nice to pad the file.

:

00:58:52,229 --> 00:58:55,029

If you're getting ready to, and if

you want to avoid firing them without

:

00:58:55,029 --> 00:58:58,889

consequence, but it doesn't move

the end, but your employees know

:

00:58:58,889 --> 00:59:00,009

you're not going to fire them over.

:

00:59:00,019 --> 00:59:02,359

They learn what they can

do and not do to get fired.

:

00:59:02,589 --> 00:59:05,779

And they know that it has to escalate to

a certain level before they get fired.

:

00:59:06,269 --> 00:59:08,679

So they go, what can I do

to hold them accountable?

:

00:59:08,679 --> 00:59:09,769

They just won't do it.

:

00:59:10,924 --> 00:59:12,454

You know, they just make excuses.

:

00:59:12,474 --> 00:59:16,034

They don't have time and, you know,

and they don't, you know, I can't get

:

00:59:16,034 --> 00:59:19,814

them to, you know, so they struggle

with holding their teams accountable.

:

00:59:19,934 --> 00:59:20,734

Well, here's the key.

:

00:59:20,744 --> 00:59:23,054

First of all, you've got to

have self accountability.

:

00:59:23,834 --> 00:59:24,744

It starts with a leader.

:

00:59:24,744 --> 00:59:29,114

And here's the issue that self the lack

of congruency with self accountability

:

00:59:29,114 --> 00:59:32,374

leads to team accountability,

manager, owner, they get promoted.

:

00:59:32,374 --> 00:59:32,774

Guess what?

:

00:59:32,794 --> 00:59:35,264

Do they have more work or less

work than get promoted more?

:

00:59:35,374 --> 00:59:36,184

They get more work, right?

:

00:59:36,414 --> 00:59:39,124

They got more to do higher level things,

things they don't know how to do things,

:

00:59:39,124 --> 00:59:40,414

more complex things, take more time.

:

00:59:40,414 --> 00:59:41,494

They got more responsibility.

:

00:59:41,714 --> 00:59:43,074

They don't delegate real well.

:

00:59:43,284 --> 00:59:44,064

They just take on more.

:

00:59:44,064 --> 00:59:45,154

Cause it's going to be done, right?

:

00:59:45,374 --> 00:59:47,224

You got to do it yourself.

:

00:59:47,454 --> 00:59:48,794

So you, they do all their old job.

:

00:59:48,794 --> 00:59:49,584

They do all their new job.

:

00:59:49,594 --> 00:59:53,129

They do doing too much

and they don't have time.

:

00:59:53,529 --> 00:59:56,819

Now they have a high level excuse because

they're important, but they say when

:

00:59:56,819 --> 00:59:59,809

they make a commitment, don't follow

through to a customer or to a team member.

:

01:00:00,039 --> 01:00:01,509

They go, well, I didn't have time.

:

01:00:02,689 --> 01:00:02,969

Right.

:

01:00:03,229 --> 01:00:06,199

Well, team members are kind of like kids.

:

01:00:07,139 --> 01:00:11,759

You can tell them all you want, but

they're going to watch what you do.

:

01:00:12,329 --> 01:00:14,489

And they're going to emulate

and model what they do.

:

01:00:14,769 --> 01:00:17,819

You want to found with when

organizations have a leader or

:

01:00:17,819 --> 01:00:19,599

manager that often doesn't have time.

:

01:00:20,009 --> 01:00:23,349

Guess what becomes the acceptable

excuse in the organization

:

01:00:23,359 --> 01:00:24,519

when they don't do their work?

:

01:00:25,049 --> 01:00:25,549

They didn't have time.

:

01:00:25,599 --> 01:00:26,479

I didn't have time.

:

01:00:26,679 --> 01:00:27,309

I didn't have time.

:

01:00:27,619 --> 01:00:30,299

Ed Milad always says behaviors

are caught, not taught.

:

01:00:30,509 --> 01:00:31,219

That's right.

:

01:00:31,659 --> 01:00:32,059

That's right.

:

01:00:32,059 --> 01:00:32,479

That's right.

:

01:00:32,529 --> 01:00:33,079

That's a good one.

:

01:00:33,089 --> 01:00:33,719

That's right.

:

01:00:33,929 --> 01:00:40,529

So, so you often you know, back up your

mess as a leader with blame or excuses.

:

01:00:40,569 --> 01:00:43,499

And you know, that problem

is that team is watching.

:

01:00:43,629 --> 01:00:49,739

So being able to hold your team

accountable for execution and making it

:

01:00:49,739 --> 01:00:52,979

a, a core value point that we do what

we say we're going to do when we're

:

01:00:52,979 --> 01:00:58,519

do it and that the leader models it

is critical to moving an organization.

:

01:00:58,529 --> 01:01:02,639

And the problem is if you don't,

if you miss something this week.

:

01:01:03,784 --> 01:01:05,424

And they missed something this week.

:

01:01:05,554 --> 01:01:09,604

It takes two or three times

to get to an objective.

:

01:01:09,794 --> 01:01:15,874

It, it creates length in time that

it takes to be able to achieve

:

01:01:15,874 --> 01:01:17,214

objectives in the organization.

:

01:01:17,264 --> 01:01:19,654

If we don't do what we say we're

gonna do, or if we don't do what

:

01:01:19,654 --> 01:01:22,034

you say we're going to do and we

make somebody upset or mad like a

:

01:01:22,074 --> 01:01:24,294

customer, then the customer gets mad.

:

01:01:24,454 --> 01:01:26,474

And now we have to deal

with the emotions of the.

:

01:01:27,139 --> 01:01:28,814

Customer, customer, that takes time.

:

01:01:28,814 --> 01:01:30,104

That expends emotional energy.

:

01:01:30,104 --> 01:01:33,104

So that becomes all this negative

cycle that creates drag on the

:

01:01:33,104 --> 01:01:36,164

organization that if we just said, we

did what we said we're gonna do, when

:

01:01:36,164 --> 01:01:40,244

we said we'll do it, then it would

then everything would roll faster.

:

01:01:40,424 --> 01:01:42,114

So, lack of accountability.

:

01:01:42,114 --> 01:01:42,684

Big mistake.

:

01:01:43,014 --> 01:01:45,084

Next mistake, lack of delegation.

:

01:01:46,079 --> 01:01:46,289

Yes.

:

01:01:46,539 --> 01:01:46,869

Right.

:

01:01:47,089 --> 01:01:50,059

So, so many leaders

are doing way too much.

:

01:01:50,249 --> 01:01:55,859

They get burned out, they lose energy,

and that is the energy that fuels their

:

01:01:56,009 --> 01:01:59,469

passion and focus, which is real critical.

:

01:01:59,529 --> 01:02:01,199

They got, you know,

that's what leaders do.

:

01:02:01,359 --> 01:02:03,389

You know, they have passion,

they have focus, but if you're

:

01:02:03,389 --> 01:02:04,969

burned out, you can't feel that.

:

01:02:05,189 --> 01:02:06,179

Again, back to that.

:

01:02:06,954 --> 01:02:08,954

One done right, got to do it yourself.

:

01:02:09,024 --> 01:02:13,544

So, delegation is one of the most

important skills that a leader has.

:

01:02:13,844 --> 01:02:16,114

But, I got a question for you guys.

:

01:02:16,224 --> 01:02:17,794

You guys are leaders in your organization.

:

01:02:18,514 --> 01:02:20,564

Have you ever been formally

trained on how to delegate?

:

01:02:21,554 --> 01:02:25,384

Tyler: That's probably the lowest thing

when it comes to trainings is delegation.

:

01:02:25,494 --> 01:02:25,964

Reggie: Yeah.

:

01:02:26,364 --> 01:02:27,834

Tyler: They just tell you delegate, right?

:

01:02:28,014 --> 01:02:28,434

Reggie: Delegate.

:

01:02:28,584 --> 01:02:28,734

Tyler: You

:

01:02:28,734 --> 01:02:29,394

Reggie: are a delegator.

:

01:02:29,394 --> 01:02:29,784

Now delegate.

:

01:02:29,784 --> 01:02:30,324

Just give more out.

:

01:02:30,384 --> 01:02:30,759

Yeah, yeah.

:

01:02:30,759 --> 01:02:31,374

Just delegate.

:

01:02:31,494 --> 01:02:31,584

Yeah.

:

01:02:31,584 --> 01:02:33,114

Just, just push, just push work down.

:

01:02:33,234 --> 01:02:33,564

Yeah.

:

01:02:34,194 --> 01:02:35,874

There delegation's a skill.

:

01:02:37,044 --> 01:02:41,364

And with, as with most of the

other training that managers need,

:

01:02:41,754 --> 01:02:43,284

it's not a skill that's taught.

:

01:02:43,704 --> 01:02:46,104

Mm-hmm . So then you're

way doing way too much.

:

01:02:46,134 --> 01:02:50,484

You're burned out and and you don't

have that, you know, that energy.

:

01:02:51,214 --> 01:02:54,494

To have the passion and over the

time to have the passion and focus.

:

01:02:54,534 --> 01:02:55,034

That's biggest

:

01:02:55,044 --> 01:02:57,624

Tyler: my, the biggest one

for me too is cause there's

:

01:02:57,624 --> 01:02:58,574

something that I don't want to do.

:

01:02:58,584 --> 01:03:00,494

I'm like, ah, well I don't

want to give it to this person.

:

01:03:00,913 --> 01:03:03,434

And then I always just take

it on myself again too.

:

01:03:03,524 --> 01:03:03,774

Reggie: Right.

:

01:03:03,904 --> 01:03:05,104

And you're not developing that person.

:

01:03:05,194 --> 01:03:05,534

Chris: Right.

:

01:03:05,574 --> 01:03:06,254

You're hurting them.

:

01:03:06,254 --> 01:03:07,434

You're stunting their growth.

:

01:03:07,684 --> 01:03:10,284

Cause they didn't learn

whatever needs to be done.

:

01:03:10,284 --> 01:03:11,794

So then they can't level up themselves.

:

01:03:11,804 --> 01:03:12,034

Right.

:

01:03:12,163 --> 01:03:13,214

Reggie: And they can't do it your way.

:

01:03:13,434 --> 01:03:13,754

Yeah.

:

01:03:13,844 --> 01:03:15,834

And they can't fall and

make mistakes like you did.

:

01:03:16,179 --> 01:03:18,849

By the way, you screwed it up the

first time you did it too, right?

:

01:03:18,859 --> 01:03:19,159

Exactly.

:

01:03:19,169 --> 01:03:23,889

And so, so being able to properly

train, develop, and delegate

:

01:03:23,889 --> 01:03:24,629

to folks makes a difference.

:

01:03:24,819 --> 01:03:29,089

Lack of self care is the number

nine mistake that most leaders make.

:

01:03:29,459 --> 01:03:35,269

Being a leader requires a large amount

of emotional and physical energy.

:

01:03:35,829 --> 01:03:36,239

Yes.

:

01:03:36,629 --> 01:03:37,379

Takes a lot.

:

01:03:37,439 --> 01:03:37,709

Yep.

:

01:03:37,869 --> 01:03:38,169

Right?

:

01:03:38,469 --> 01:03:42,169

So, poor diet, lack of exercise.

:

01:03:43,499 --> 01:03:45,699

Poisons and toxins.

:

01:03:46,529 --> 01:03:48,679

Excessive alcohol.

:

01:03:49,169 --> 01:03:50,939

The poor body chemistry.

:

01:03:51,669 --> 01:03:54,099

By the way, perpetuated

by all those other things.

:

01:03:54,109 --> 01:03:54,399

Right.

:

01:03:54,659 --> 01:03:54,969

Right.

:

01:03:54,989 --> 01:03:55,929

Poor sleep.

:

01:03:56,749 --> 01:03:57,449

Habits.

:

01:03:58,288 --> 01:04:03,519

I love that sleep is becoming, you know,

so much more of a focus in wellcare

:

01:04:03,519 --> 01:04:06,788

now because I don't know, I grew up

in the eighties and nineties, man.

:

01:04:06,788 --> 01:04:08,359

It was, I won't sleep when we're dead.

:

01:04:08,369 --> 01:04:08,709

Exactly.

:

01:04:08,709 --> 01:04:08,969

Right.

:

01:04:09,209 --> 01:04:09,959

Go, go, go, go, go, go.

:

01:04:09,989 --> 01:04:12,779

Well, you don't sleep well, you're

going to have less quality of life

:

01:04:12,779 --> 01:04:13,599

and you're going to die sooner.

:

01:04:13,709 --> 01:04:19,389

So, you know, good quality sleep can

void off so much of things that You

:

01:04:19,389 --> 01:04:22,359

know, limit quality and quantity of life.

:

01:04:22,609 --> 01:04:25,519

Elevated cortisol due to stress, right?

:

01:04:25,788 --> 01:04:29,829

All these things you know, that kind of

build up over time can have that negative.

:

01:04:29,849 --> 01:04:32,089

And by the way, what happens

when you have all these things?

:

01:04:32,359 --> 01:04:34,288

You have all this stress

and you have these things.

:

01:04:34,309 --> 01:04:36,559

And then you start to eat.

:

01:04:37,794 --> 01:04:39,084

Comfort food, right?

:

01:04:39,114 --> 01:04:40,894

Because I deserve this comfort food.

:

01:04:41,114 --> 01:04:43,744

I deserve, and I love me

some comfort food now.

:

01:04:44,184 --> 01:04:50,254

Chris knows my love language is food,

and my preferred food is fried, and

:

01:04:50,254 --> 01:04:54,114

greasy, and cheesy, and creamy, and

all the good things in life are food.

:

01:04:54,204 --> 01:04:57,534

So, I've had to do some course

correction pretty heavily recently.

:

01:04:57,824 --> 01:05:00,454

The and you know, or you drink.

:

01:05:01,099 --> 01:05:03,899

Excessively, right, because you

got to relax, got to chill out,

:

01:05:03,909 --> 01:05:06,909

got to have a good time, got to,

you don't sleep as much, right?

:

01:05:07,059 --> 01:05:11,149

And so all this becomes this

negative spiral and and then you

:

01:05:11,149 --> 01:05:17,709

do things that treat the symptoms,

not the root cause of the issue.

:

01:05:18,314 --> 01:05:22,544

And then let's throw some pharmaceuticals

on there that'll have some side effects.

:

01:05:22,624 --> 01:05:23,704

That'll make everything worse.

:

01:05:23,704 --> 01:05:24,834

That'll make everything worse.

:

01:05:24,834 --> 01:05:27,254

And you start to kind of

wind down into the spiral.

:

01:05:27,504 --> 01:05:35,374

And so having the, you know, body, mind

and emotions at peak performance by

:

01:05:35,424 --> 01:05:39,864

making sure that you do practice good

self care, all things in moderation

:

01:05:39,864 --> 01:05:42,054

every now and then, you know.

:

01:05:42,549 --> 01:05:46,239

Little al little more

alcohol every now and then.

:

01:05:46,299 --> 01:05:46,538

Yes.

:

01:05:46,538 --> 01:05:46,839

Right.

:

01:05:47,079 --> 01:05:50,319

But you gotta be generally characterized,

you know, a good guilt, you know,

:

01:05:50,319 --> 01:05:53,439

a good pleasure meal every now

and then, but that can't be what

:

01:05:53,439 --> 01:05:55,029

you're characterized by, right?

:

01:05:55,089 --> 01:05:57,549

So, and it's amazing

what the difference is.

:

01:05:57,549 --> 01:06:00,529

You start to get into those you

know, positive cycles and what

:

01:06:00,529 --> 01:06:02,569

a dramatic impact it does make.

:

01:06:02,959 --> 01:06:05,219

So, you gotta make sure that

you have proper self care.

:

01:06:05,429 --> 01:06:06,359

Number 10.

:

01:06:06,419 --> 01:06:08,479

I only got 11, so we got two more left.

:

01:06:09,059 --> 01:06:09,788

Like a passion.

:

01:06:10,639 --> 01:06:10,989

Okay.

:

01:06:11,379 --> 01:06:11,599

All right.

:

01:06:12,379 --> 01:06:14,989

That's the number 10

mistake that leaders make.

:

01:06:15,189 --> 01:06:16,999

Leader's number one job.

:

01:06:17,179 --> 01:06:18,199

It's their one job.

:

01:06:18,209 --> 01:06:18,919

Number one job.

:

01:06:18,929 --> 01:06:22,709

Got a lot of jobs, but their number

one job is to generate passion

:

01:06:22,959 --> 01:06:25,489

for the vision, the mission.

:

01:06:25,944 --> 01:06:28,374

the objectives of the organization.

:

01:06:29,134 --> 01:06:32,754

And if you're making many of these

mistakes that are listed above, you know,

:

01:06:32,754 --> 01:06:36,974

the nine mistakes that we've looked at

above, it's easy to lose passion for

:

01:06:36,974 --> 01:06:38,824

what it takes to lead the organization.

:

01:06:39,194 --> 01:06:41,944

You know, if you don't have, let's take

the self care, you know, if you don't

:

01:06:41,954 --> 01:06:46,663

have that, that energy and that you

know, that it takes to be able to you

:

01:06:46,663 --> 01:06:51,329

know, have the emotion where with all

the physical, you know, strength and

:

01:06:51,329 --> 01:06:52,629

all those kind of things to do that.

:

01:06:52,819 --> 01:06:54,429

It's hard to have that passion.

:

01:06:54,559 --> 01:06:54,849

Yeah.

:

01:06:54,879 --> 01:06:55,499

So you'll lose it.

:

01:06:55,719 --> 01:06:57,099

And you have that passion

when you first started.

:

01:06:57,109 --> 01:06:58,859

You know, when a leader takes

over, man, they have it.

:

01:06:59,239 --> 01:07:02,769

But once that leader has been there

for a while and they're tired,

:

01:07:02,779 --> 01:07:07,599

their war out there, they ran

ragged and they like that passion.

:

01:07:08,109 --> 01:07:11,899

And, and, and they do not nearly as

effective as they were when they first

:

01:07:11,899 --> 01:07:14,629

took over that position because you

know, the position wore them out.

:

01:07:14,959 --> 01:07:20,029

Lastly, the number 11 mistake that

leaders make is a lack of focus, right?

:

01:07:20,099 --> 01:07:22,149

That's the number two job of a leader.

:

01:07:22,149 --> 01:07:24,469

Number one job is passion.

:

01:07:24,619 --> 01:07:30,329

Number two is focus, keeping the

team focused on the mission, the

:

01:07:30,339 --> 01:07:33,139

vision, achieving objectives, right?

:

01:07:35,644 --> 01:07:38,964

And the difference between passion

and focus, you know, you ever had that

:

01:07:38,964 --> 01:07:42,954

leader that's really passionate, that's

full of sizzle, can give the rah rah,

:

01:07:43,104 --> 01:07:45,344

come in and get you pumped up, right?

:

01:07:45,384 --> 01:07:48,874

And do that killer pep talk, you

know, the coach that comes in

:

01:07:48,874 --> 01:07:51,004

and does that pregame speech.

:

01:07:51,384 --> 01:07:52,944

And how long does that last?

:

01:07:53,124 --> 01:07:56,334

Everybody goes, and they hit

the door and they're fired up.

:

01:07:56,334 --> 01:07:59,464

And it goes as long as, as

soon as they hit the door.

:

01:08:00,194 --> 01:08:03,094

And man, once something happens.

:

01:08:03,749 --> 01:08:07,899

You're going to fall back to your

systems and habits and processes, right?

:

01:08:08,169 --> 01:08:11,259

So, what's a good, you know, coach do?

:

01:08:11,649 --> 01:08:12,089

Right?

:

01:08:12,339 --> 01:08:12,939

Time out.

:

01:08:12,999 --> 01:08:13,739

Let's get refocused.

:

01:08:13,769 --> 01:08:14,369

We're off track.

:

01:08:14,509 --> 01:08:14,819

Yeah.

:

01:08:14,869 --> 01:08:15,129

Right.

:

01:08:15,609 --> 01:08:15,919

Right.

:

01:08:15,949 --> 01:08:17,198

What's happened in the workplace?

:

01:08:17,229 --> 01:08:18,889

You have that good motivational meeting.

:

01:08:18,899 --> 01:08:19,948

You have that pep talk.

:

01:08:20,399 --> 01:08:23,249

And, meeting breaks.

:

01:08:24,209 --> 01:08:30,649

And, the mistake that a lot of leaders

make is, they go, well, I told them.

:

01:08:32,384 --> 01:08:33,924

I told him I told him what to do.

:

01:08:34,443 --> 01:08:39,264

I and they'll blame the team as

opposed to looking internally

:

01:08:39,724 --> 01:08:43,314

and holding themselves really

accountable and responsible and going.

:

01:08:43,533 --> 01:08:48,584

It's not just my job to tell them

what to do, but also when they're

:

01:08:48,584 --> 01:08:50,234

off track, get them refocused.

:

01:08:50,384 --> 01:08:52,624

All right, guys, I'm out to back up.

:

01:08:52,804 --> 01:08:53,084

All right.

:

01:08:53,524 --> 01:08:54,854

Got off track, right?

:

01:08:55,054 --> 01:08:55,844

Let's remember.

:

01:08:56,429 --> 01:08:56,999

Vision.

:

01:08:57,089 --> 01:08:58,509

Here's our mission, right?

:

01:08:58,889 --> 01:09:02,669

Hey, that was, was that our culture

point or was that not our culture point?

:

01:09:02,959 --> 01:09:04,719

Hey, what, what would have

been the better thing to do?

:

01:09:05,439 --> 01:09:05,908

Right?

:

01:09:05,969 --> 01:09:06,889

Hey, good.

:

01:09:07,639 --> 01:09:08,259

That's great.

:

01:09:08,658 --> 01:09:10,169

Keep the team refocused, right?

:

01:09:10,568 --> 01:09:11,969

Could be refocused in the moment.

:

01:09:12,384 --> 01:09:12,684

Right?

:

01:09:13,163 --> 01:09:14,573

If it's appropriate, right?

:

01:09:14,684 --> 01:09:15,334

Could be.

:

01:09:15,564 --> 01:09:17,224

Hey, let's wait till the

save for the meeting.

:

01:09:17,714 --> 01:09:18,544

You know, let's save it.

:

01:09:18,554 --> 01:09:21,044

You know, a lot of times in the

moment, it's not the best time.

:

01:09:21,344 --> 01:09:24,033

Sometimes it is, sometimes it

isn't, but no matter what it

:

01:09:24,064 --> 01:09:26,334

takes getting the team back.

:

01:09:26,654 --> 01:09:27,734

Hey, we're all focused.

:

01:09:28,334 --> 01:09:29,104

We've lost track.

:

01:09:29,113 --> 01:09:30,434

Well, look, we got our numbers here.

:

01:09:31,084 --> 01:09:32,073

Something's off.

:

01:09:32,214 --> 01:09:32,844

What's happening?

:

01:09:32,874 --> 01:09:33,464

What's going on?

:

01:09:33,474 --> 01:09:34,014

Heck, I don't know.

:

01:09:34,014 --> 01:09:34,924

I'm on the front lines.

:

01:09:35,073 --> 01:09:36,334

You got to tell me what's different.

:

01:09:36,334 --> 01:09:37,054

What's going on?

:

01:09:37,224 --> 01:09:38,113

What happened this week?

:

01:09:38,113 --> 01:09:39,054

Where could you been better?

:

01:09:39,064 --> 01:09:40,874

Where do we, you know,

where do we need to improve?

:

01:09:40,884 --> 01:09:41,934

What do we need to change?

:

01:09:41,953 --> 01:09:42,863

What do you need to different?

:

01:09:42,863 --> 01:09:43,943

What do I need to do different?

:

01:09:44,193 --> 01:09:46,564

But getting the team back refocused.

:

01:09:47,604 --> 01:09:52,304

is a really, really, it's the number

two job outside of getting people

:

01:09:52,304 --> 01:09:54,044

fired up and willing to do the job.

:

01:09:54,374 --> 01:09:58,634

Also, you got to get them willing

to even if they want to do it to

:

01:09:58,634 --> 01:10:00,374

refocus them if they're off track.

:

01:10:00,774 --> 01:10:06,144

So those are the 11

mistakes that leaders make.

:

01:10:07,254 --> 01:10:11,193

They make more if you want to

know what the other nine are.

:

01:10:11,193 --> 01:10:15,269

Actually, there's more than nine

because What's in the video is a

:

01:10:15,269 --> 01:10:16,619

little different than what's in here.

:

01:10:16,619 --> 01:10:20,568

There's only eight that are in the video

that are on my list and I put, I added

:

01:10:20,568 --> 01:10:24,619

some of my list that weren't on the top

20 list based on my own experiences.

:

01:10:24,619 --> 01:10:29,169

So, so anyway, but go to website again,

just Google coach Reggie Wilmington.

:

01:10:29,199 --> 01:10:30,619

You'll come to the action coach site.

:

01:10:31,659 --> 01:10:35,889

And you'll see the you know, see a page

on leadership, you'll get the top 20.

:

01:10:35,899 --> 01:10:37,769

There's a downloadable white paper.

:

01:10:37,969 --> 01:10:39,359

There's all kinds of cool things in there.

:

01:10:39,369 --> 01:10:45,839

If you want to sample one of our master

classes and learn how to overcome some of

:

01:10:45,839 --> 01:10:49,989

these leadership mistakes, we'd be glad

to invite you in first classes on us.

:

01:10:50,539 --> 01:10:53,629

Help you see the goods and same

thing applies to our sales and

:

01:10:53,629 --> 01:10:57,589

management and our business growth

classes and things that we do here.

:

01:10:57,589 --> 01:11:01,789

So, you know, love to You know,

anybody's hearing this within earshot

:

01:11:02,109 --> 01:11:04,809

that is in the local Wilmington

area that wants to be part of our

:

01:11:04,818 --> 01:11:06,549

you know, live and local classes.

:

01:11:06,549 --> 01:11:09,169

That's also something that's a

little different than us about

:

01:11:09,169 --> 01:11:11,869

other training organizations

is we're, we're live and local.

:

01:11:11,869 --> 01:11:12,229

Right.

:

01:11:12,289 --> 01:11:16,409

And we've got a lot of things that

we do with real people and produce

:

01:11:16,409 --> 01:11:17,739

real results here in our community.

:

01:11:17,749 --> 01:11:18,989

So, yeah, that's kind of.

:

01:11:19,604 --> 01:11:19,974

That's it.

:

01:11:19,974 --> 01:11:21,844

So anyway, that's what I got.

:

01:11:22,084 --> 01:11:23,334

Chris: So question.

:

01:11:24,034 --> 01:11:24,254

Reggie: Yeah.

:

01:11:24,318 --> 01:11:25,209

Chris: Nothing too crazy.

:

01:11:25,409 --> 01:11:30,359

What in general, what was the catalyst

that made you want to transition

:

01:11:30,369 --> 01:11:36,769

from just helping the owners of the

businesses to actually bringing it

:

01:11:36,779 --> 01:11:41,749

down to the, the level underneath

to the leaders and the salespeople.

:

01:11:42,959 --> 01:11:44,349

Reggie: A couple of different things.

:

01:11:46,189 --> 01:11:54,959

The making the impact that I want to make

as I've hit my fifties, I've made the

:

01:11:54,959 --> 01:11:59,939

decision to make a little bit broader

impact than just on the couple of dozen

:

01:12:00,459 --> 01:12:05,229

businesses that I work with on a yearly

basis, you know, it's, I've had a, you

:

01:12:05,229 --> 01:12:10,939

know, pretty boutique and specialized

firm been a very, very well kept secret.

:

01:12:11,524 --> 01:12:15,034

For a lot of business owners here in

the community and we've helped them grow

:

01:12:15,034 --> 01:12:19,524

dramatically We've taken businesses that

were struggling and not making money at a

:

01:12:19,524 --> 01:12:25,624

million dollars a year in revenue didn't

know the mechanics of growing and running

:

01:12:25,624 --> 01:12:32,734

a profitable business and We helped them

get wildly profitable Helped them grow,

:

01:12:33,064 --> 01:12:35,954

you know I got one business I work with

that went from 1 million dollars a year

:

01:12:35,954 --> 01:12:41,068

and not making money To 4 million dollars

a year and producing a 20 percent net Wow.

:

01:12:41,249 --> 01:12:43,049

They do the math on that 20% net.

:

01:12:43,049 --> 01:12:45,959

Yeah, that's about $800,000 in net profit.

:

01:12:46,419 --> 01:12:47,469

That's life changing.

:

01:12:47,469 --> 01:12:47,529

Yeah.

:

01:12:47,589 --> 01:12:50,318

I think that business

did $7 million last year.

:

01:12:50,919 --> 01:12:53,589

That, that one to four

happened in about three years.

:

01:12:53,649 --> 01:12:54,099

Oh, okay.

:

01:12:54,549 --> 01:12:54,699

Yeah.

:

01:12:54,699 --> 01:12:58,779

That's making zero money to

make, to make, I don't know,

:

01:12:59,019 --> 01:13:00,159

quarter million dollars a year.

:

01:13:00,189 --> 01:13:00,339

Yeah.

:

01:13:00,519 --> 01:13:01,389

In profit.

:

01:13:01,869 --> 01:13:03,219

That happened in a three year period.

:

01:13:03,339 --> 01:13:04,149

That's cool.

:

01:13:04,329 --> 01:13:04,509

Yeah.

:

01:13:04,509 --> 01:13:05,889

To be able to do some stuff like that.

:

01:13:06,219 --> 01:13:07,240

How many people did he tell about that?

:

01:13:08,584 --> 01:13:09,154

Not many.

:

01:13:09,294 --> 01:13:11,234

It was a well kept secret, right?

:

01:13:11,344 --> 01:13:15,964

So, the and I enjoyed that work

still do some of that work, but

:

01:13:15,964 --> 01:13:19,764

that has a limited impact and I

am I is the guru in the expert.

:

01:13:20,274 --> 01:13:24,264

And the person that really has to

be the cook in the kitchen there.

:

01:13:24,264 --> 01:13:29,924

Mm-hmm . These training and master

classes, the, the, the skill to be able to

:

01:13:29,924 --> 01:13:31,934

facilitate and run these master classes.

:

01:13:32,214 --> 01:13:37,434

It's not the same skillset as what it

takes to do what I just described, right.

:

01:13:38,184 --> 01:13:39,354

Little simpler.

:

01:13:39,574 --> 01:13:43,474

I can have 12 to 15 businesses in a class.

:

01:13:43,624 --> 01:13:46,024

I could run three to

four classes at one time.

:

01:13:47,014 --> 01:13:52,274

My impact is much larger, you know,

on the, and by the way, I don't have

:

01:13:52,274 --> 01:13:54,564

to be the person that runs the class.

:

01:13:54,884 --> 01:13:55,184

True.

:

01:13:55,474 --> 01:13:55,604

Right.

:

01:13:55,624 --> 01:14:00,184

The skill set to do that is, you know, to

facilitate and there are you know, I can,

:

01:14:00,314 --> 01:14:04,584

that's something that's a little simpler

for associate coaches and associate team

:

01:14:04,594 --> 01:14:07,104

members to be able to run and facilitate.

:

01:14:07,104 --> 01:14:10,954

So that's really the shift

is if I'm going to make this

:

01:14:11,004 --> 01:14:13,974

impact and create this legacy.

:

01:14:14,459 --> 01:14:19,219

That I want to create over the, you

know, my remaining working years clocks

:

01:14:19,249 --> 01:14:24,709

ticking and so making that shift and

being able to help more people and make

:

01:14:24,709 --> 01:14:26,539

more of an impact and be able to share.

:

01:14:26,539 --> 01:14:31,369

We've just got this incredible stable

of resources that we have that I've

:

01:14:31,369 --> 01:14:33,318

really just kept for a chosen few.

:

01:14:33,654 --> 01:14:34,034

Yeah.

:

01:14:34,134 --> 01:14:37,664

And so to be able to open that up for

more, to be able to help more people

:

01:14:37,794 --> 01:14:43,324

create more abundance that is that's

really the reason for the shift and it,

:

01:14:43,404 --> 01:14:46,554

and it not being like, as far as the,

what's my personal interest in that?

:

01:14:46,554 --> 01:14:50,744

So I can, I can help more people and

that's, you know, I want to serve more.

:

01:14:50,744 --> 01:14:53,634

And I'm a, you know, I'm a, so as

you know, you've known me for a

:

01:14:53,634 --> 01:14:57,034

long time, Chris services, my love

language, doing things for people.

:

01:14:57,304 --> 01:14:59,864

You know, that's how I often

love is by doing things.

:

01:15:00,054 --> 01:15:01,224

I may not say a word, yeah.

:

01:15:01,784 --> 01:15:03,704

But I'll love through doing things.

:

01:15:03,714 --> 01:15:07,744

So I like doing things for people

also just from a business perspective.

:

01:15:07,954 --> 01:15:13,624

It it has ability to have a bit more

scalability for me and, and more leverage.

:

01:15:13,624 --> 01:15:17,443

So, there's that aspect of as well

allows us to be able to help more.

:

01:15:17,443 --> 01:15:19,284

So that's, that's the

big reason for the shift.

:

01:15:19,394 --> 01:15:19,754

Chris: Nice.

:

01:15:20,604 --> 01:15:21,164

Reggie: Just curious.

:

01:15:21,284 --> 01:15:21,674

Yeah.

:

01:15:22,534 --> 01:15:22,894

Tyler: Tyler.

:

01:15:24,193 --> 01:15:25,224

So if you were to tell.

:

01:15:25,394 --> 01:15:30,604

A business owner who's finally started

to scale one of the main reasons why

:

01:15:30,614 --> 01:15:33,544

they should send a leader to your course.

:

01:15:34,014 --> 01:15:36,804

What would be your real short

elevator pitch for that?

:

01:15:40,674 --> 01:15:43,674

Reggie: If you want to earn

more, you got to learn more.

:

01:15:44,934 --> 01:15:45,464

I like it.

:

01:15:45,764 --> 01:15:47,634

You want to learn more, you

got to earn more, right?

:

01:15:48,084 --> 01:15:51,284

You just can't have a, you

know, the formula for success.

:

01:15:51,364 --> 01:15:54,184

Here's the quick version

formulas for success is.

:

01:15:54,254 --> 01:16:01,614

Dream, times goal, gotta have

dreams, gotta have goals.

:

01:16:01,674 --> 01:16:03,634

Why do you need dreams and not just goals?

:

01:16:03,894 --> 01:16:08,134

Because when goals get hard, you

need the dream to fall back on.

:

01:16:08,344 --> 01:16:08,724

Right.

:

01:16:09,324 --> 01:16:10,304

When it gets tough.

:

01:16:10,344 --> 01:16:10,624

Chris: Yeah.

:

01:16:10,924 --> 01:16:13,394

Reggie: Right, the why, you gotta

have your why to fall back on.

:

01:16:13,784 --> 01:16:14,693

So you gotta have a goal.

:

01:16:15,014 --> 01:16:16,034

Then you gotta learn.

:

01:16:16,104 --> 01:16:18,274

So you've got a goal, then you

gotta learn how to do the goal.

:

01:16:18,274 --> 01:16:20,834

One of the reasons you haven't

achieved the goal, is you probably

:

01:16:20,834 --> 01:16:22,394

haven't learned how to do it.

:

01:16:22,544 --> 01:16:22,994

Chris: Mm hmm.

:

01:16:25,289 --> 01:16:27,409

Reggie: You achieve your goals

based on what you've learned how

:

01:16:27,409 --> 01:16:30,899

to do, and you hit the ceilings

based on your lack of learning.

:

01:16:31,059 --> 01:16:31,379

Right.

:

01:16:31,979 --> 01:16:33,829

Then, you gotta have a plan.

:

01:16:35,339 --> 01:16:40,499

So, if you don't have, and by the

way, if you don't learn, what's

:

01:16:40,499 --> 01:16:42,589

the quality of your plan gonna be?

:

01:16:43,439 --> 01:16:49,769

It's going to be a low quality

likelihood of achieving that goal.

:

01:16:50,599 --> 01:16:53,699

Well, proper learning,

it's really, really low.

:

01:16:53,889 --> 01:16:56,339

You might get lucky, but

it's really, really low.

:

01:16:56,339 --> 01:16:58,629

So you've got to learn to

make a good effective plan.

:

01:16:59,339 --> 01:17:01,239

And then you have to act by the way.

:

01:17:01,239 --> 01:17:06,209

What if you act without a plan

or, or learning your actions are

:

01:17:06,219 --> 01:17:08,159

generally really low quality.

:

01:17:09,004 --> 01:17:09,244

Right.

:

01:17:09,464 --> 01:17:15,304

So if you were in, so dream, goal,

learn, plan, act equals success,

:

01:17:15,304 --> 01:17:16,773

that's the full name for success.

:

01:17:17,234 --> 01:17:25,984

If you want yourself and your team

members acting in a way that's much higher

:

01:17:25,984 --> 01:17:29,484

quality, that's much more productive,

that produces higher quality results,

:

01:17:29,814 --> 01:17:32,414

then taking the time to learn, implement.

:

01:17:33,634 --> 01:17:37,644

So they can make better quality plans so

they can perform higher quality actions

:

01:17:37,704 --> 01:17:44,084

so they can achieve more of their own

organizational goals and help you as the

:

01:17:44,084 --> 01:17:51,224

owner achieve their dreams, help them

achieve their dreams, then Got to learn.

:

01:17:52,304 --> 01:17:54,564

So we've got the, and honestly,

we've got the highest quality.

:

01:17:54,764 --> 01:17:59,364

Bang for the buck, there's just not

a higher quality environment to be

:

01:17:59,364 --> 01:18:03,523

able to get world class training,

development, support with implementation.

:

01:18:03,904 --> 01:18:07,974

And, you know, to do that at, you

know, at, I mean, you know, our 12

:

01:18:07,974 --> 01:18:11,304

week master classes are 125 a session.

:

01:18:11,759 --> 01:18:12,509

That's not bad at all.

:

01:18:12,529 --> 01:18:13,648

It's 1, 500, right?

:

01:18:13,829 --> 01:18:17,169

How much, you know what good quality

business training is, you have

:

01:18:17,169 --> 01:18:20,679

to send some, like generally the

travel and hotel is 1, 500, right?

:

01:18:21,039 --> 01:18:21,239

Yeah.

:

01:18:21,239 --> 01:18:22,818

To be able to get high quality training.

:

01:18:23,079 --> 01:18:23,849

We do it here.

:

01:18:23,849 --> 01:18:29,898

It's live and local trainings, 1, 500

for a 12 week course to where, you

:

01:18:29,898 --> 01:18:34,119

know, we hold people accountable to

implementation and achieving results.

:

01:18:34,639 --> 01:18:36,729

It produces, it prints money for people.

:

01:18:36,818 --> 01:18:37,189

Yeah.

:

01:18:37,269 --> 01:18:40,709

So if you want to print money in your

organization and get your people better.

:

01:18:41,654 --> 01:18:41,884

Right.

:

01:18:41,884 --> 01:18:42,974

And sent them to the class.

:

01:18:43,804 --> 01:18:44,114

I like it.

:

01:18:44,114 --> 01:18:44,584

Very good.

:

01:18:44,794 --> 01:18:45,214

I love it.

:

01:18:46,014 --> 01:18:46,354

Chris: So.

:

01:18:49,074 --> 01:18:51,824

Very shouted out where

the people can find you.

:

01:18:51,943 --> 01:18:52,193

That's right.

:

01:18:52,224 --> 01:18:53,994

You use social media urge.

:

01:18:55,724 --> 01:18:58,064

I mean, we commented

about like the big gap.

:

01:18:58,094 --> 01:18:58,594

I've never,

:

01:18:58,684 --> 01:19:01,044

Reggie: I've felt a little

attacked from an age.

:

01:19:02,014 --> 01:19:03,574

Yeah, I do use social media.

:

01:19:03,943 --> 01:19:06,514

I traditionally haven't used it.

:

01:19:07,784 --> 01:19:09,954

To the level I had before eating

back to boutique practice.

:

01:19:09,994 --> 01:19:10,394

Yeah.

:

01:19:10,474 --> 01:19:13,364

Only compete most of my business

with by referral or me going

:

01:19:13,364 --> 01:19:16,454

out and speaking every now and

then haven't really needed it.

:

01:19:17,004 --> 01:19:19,654

But that is about to be a big change.

:

01:19:19,654 --> 01:19:24,523

By the time you release this podcast

you will see something significantly

:

01:19:24,523 --> 01:19:30,964

different because I have a set of

resources and also programs that appeal

:

01:19:30,964 --> 01:19:35,104

that have a broader appeal and just

highly ambitious business owners.

:

01:19:35,469 --> 01:19:37,059

that are committed to growth, right?

:

01:19:37,229 --> 01:19:40,799

That was my target market before, or

has been for years, you know, business

:

01:19:40,799 --> 01:19:43,949

owners that are, you know, highly

ambitious and committed to growth.

:

01:19:43,959 --> 01:19:45,469

That's who made sense to work with me.

:

01:19:45,818 --> 01:19:50,064

So, we've opened that up to you know,

There's those business owners, and

:

01:19:50,064 --> 01:19:52,954

there's the rest of the business

owners, and there's salespeople, and

:

01:19:52,954 --> 01:19:54,234

there's managers, there's leaders.

:

01:19:54,534 --> 01:19:59,204

So, we have a much bigger market, but

it makes more sense to do social media,

:

01:19:59,204 --> 01:20:03,504

and plus I have a set of resources

that have been generated by me, by Brad

:

01:20:03,504 --> 01:20:04,784

Shuckers and the team at Action Coach.

:

01:20:04,834 --> 01:20:05,284

Oh, yeah.

:

01:20:05,764 --> 01:20:10,594

That are really awesome, that lets us

see the organization at our very best.

:

01:20:10,994 --> 01:20:11,023

Nice.

:

01:20:11,064 --> 01:20:14,574

And that really is, can provide a lot

of value, and that is really exciting,

:

01:20:14,574 --> 01:20:19,314

so, you'll see a lot more presence

on social media just for a handful.

:

01:20:19,443 --> 01:20:23,434

And so that's getting deployed

over the next month or two.

:

01:20:23,554 --> 01:20:23,754

Cool.

:

01:20:23,864 --> 01:20:24,193

Okay.

:

01:20:24,314 --> 01:20:26,273

And so the so you'll see that.

:

01:20:26,273 --> 01:20:30,244

So, Facebook, easiest way you

know, the, is one way, not

:

01:20:30,244 --> 01:20:31,394

the easiest way, but one way.

:

01:20:31,684 --> 01:20:33,314

You know, handle business coach.

:

01:20:33,354 --> 01:20:35,314

I assume you'll link all

these handles in the thing.

:

01:20:35,764 --> 01:20:39,374

Yeah, BizCoachReggie is my you

know, business profile there.

:

01:20:39,574 --> 01:20:40,114

LinkedIn.

:

01:20:41,204 --> 01:20:42,144

And you can go to the website.

:

01:20:42,144 --> 01:20:43,294

You'll find all the links there.

:

01:20:43,544 --> 01:20:47,064

But LinkedIn profile will has some

things but also we'll continue

:

01:20:47,064 --> 01:20:51,144

to have more content there and

that's as far as I've gone for now.

:

01:20:51,564 --> 01:20:55,934

But next is a diving into Instagram

and you know, being able to again, I

:

01:20:55,934 --> 01:20:59,114

haven't really posted there much, but

you'll see that change coming up soon.

:

01:20:59,154 --> 01:21:04,834

So, so the and we'll start to do a lot

more advertising and a lot more branding.

:

01:21:05,799 --> 01:21:09,249

As most of our marketing has

been really direct response.

:

01:21:09,589 --> 01:21:11,019

So, a lot more to come in the future.

:

01:21:11,019 --> 01:21:14,739

So has it been in the past, but I you'll

see a whole lot more in the future.

:

01:21:14,989 --> 01:21:15,439

That's awesome.

:

01:21:15,449 --> 01:21:15,949

Chris: Very good.

:

01:21:16,839 --> 01:21:17,869

So keep an eye out.

:

01:21:18,409 --> 01:21:20,189

I always love seeing the

stuff you bring home.

:

01:21:20,499 --> 01:21:23,919

Every time you go, you're one of

those people that you actually get

:

01:21:23,919 --> 01:21:28,898

the training and you come back and

it actually permeates the group.

:

01:21:29,469 --> 01:21:29,639

Okay.

:

01:21:29,809 --> 01:21:31,009

It'll permeate the house.

:

01:21:31,009 --> 01:21:33,648

We'll be feeling that

energy for longer than like.

:

01:21:34,184 --> 01:21:36,244

A couple of days, like

it's something that.

:

01:21:36,554 --> 01:21:39,114

We see implemented which is great.

:

01:21:39,254 --> 01:21:39,494

Yeah.

:

01:21:39,594 --> 01:21:39,894

And by the

:

01:21:39,894 --> 01:21:41,064

Reggie: way, Chris doesn't live with me.

:

01:21:41,064 --> 01:21:41,494

Bring home.

:

01:21:43,384 --> 01:21:44,924

He's got his, he's got his house.

:

01:21:44,924 --> 01:21:46,574

Now I have my house.

:

01:21:46,744 --> 01:21:50,084

If you want the rest of that backstory,

the other podcast we'll maybe link

:

01:21:50,094 --> 01:21:54,364

back to that and talk about the Chris

and Reggie story on how we're, you

:

01:21:54,364 --> 01:21:57,364

know, how we're connected and how

we became family over the years.

:

01:21:57,574 --> 01:22:01,184

The, I'm not sure who adopted to,

I'm sure if Chris adopted us, we

:

01:22:01,184 --> 01:22:05,784

adopted Chris, but he is definitely

family and still my wife's favorite.

:

01:22:06,384 --> 01:22:06,584

Yes.

:

01:22:06,824 --> 01:22:11,684

Although his wife, I don't know, man,

Emily is giving Chris a run for his money.

:

01:22:11,999 --> 01:22:16,979

In regards to the, who's the favorite,

that's the way to do it, but that's when,

:

01:22:16,979 --> 01:22:20,549

Chris: you know, you brought on a

good wife or significant other when

:

01:22:20,549 --> 01:22:22,159

they can compete with you for that.

:

01:22:22,169 --> 01:22:22,699

That's right.

:

01:22:22,749 --> 01:22:23,039

Reggie: That's right.

:

01:22:23,049 --> 01:22:24,039

She's strategic, man.

:

01:22:24,059 --> 01:22:25,279

She's, she's smart.

:

01:22:25,289 --> 01:22:26,189

She's safety, man.

:

01:22:26,199 --> 01:22:27,659

She'll, she knows how to work it.

:

01:22:27,669 --> 01:22:31,199

She does shout out to Emily.

:

01:22:33,119 --> 01:22:34,529

Chris: Thank you so much for coming on.

:

01:22:34,749 --> 01:22:37,179

I actually really liked this tequila.

:

01:22:37,614 --> 01:22:41,134

It is one of those yeah, I always

had to shout out the whiskey.

:

01:22:41,193 --> 01:22:41,443

Oh, yeah.

:

01:22:41,954 --> 01:22:47,164

I'm like I was sipping on I'm like this is

one of those that I pour it and I just sit

:

01:22:47,164 --> 01:22:51,634

there for for like two hours just slowly

sipping just because it's just so smooth

:

01:22:52,304 --> 01:22:57,129

and it's not a It's not the thing you get

at the bar and like, hey, let's shoot it.

:

01:22:57,209 --> 01:22:59,639

No, you just miss all the flavors.

:

01:22:59,779 --> 01:23:02,369

Reggie: Yes, it's not sipping,

not a shooting tequila, no

:

01:23:02,369 --> 01:23:05,129

lemon or salt, no lime and salt.

:

01:23:05,159 --> 01:23:06,389

You can do some ice in it.

:

01:23:06,709 --> 01:23:08,719

Yeah, you can do some ice,

but I don't know, man, I don't

:

01:23:08,719 --> 01:23:09,829

think you want to water down.

:

01:23:09,839 --> 01:23:10,809

Say not this.

:

01:23:10,809 --> 01:23:15,909

You don't want to water down that,

maybe just a little dot of water will

:

01:23:15,909 --> 01:23:18,959

actually bring some flavors out, but

just a little dot of water because

:

01:23:18,979 --> 01:23:20,949

you don't want to miss the goodness.

:

01:23:20,969 --> 01:23:23,929

And I do always have one thing I do

love about, higher end tequilas as

:

01:23:23,929 --> 01:23:28,009

they always have and this one is a

it's a little bit smaller bottle.

:

01:23:28,009 --> 01:23:32,529

So it's not the full dramatic boxes,

but you know, the You know, the

:

01:23:32,529 --> 01:23:38,179

Hispanic culture comes with a little

more drama, a little more emotion.

:

01:23:38,189 --> 01:23:42,739

You know, just take a look at the you

know, the, the Mexican novellas, right?

:

01:23:42,759 --> 01:23:43,779

The soap operas, right?

:

01:23:43,779 --> 01:23:47,999

A lot of drama, a lot of, you know,

a lot of flair, a lot of flash.

:

01:23:48,009 --> 01:23:50,849

Well, they're, that's

their culture, right?

:

01:23:50,879 --> 01:23:54,089

And the tequila bottles, you know,

they have their house, you know,

:

01:23:54,089 --> 01:23:55,449

they have presentation they have.

:

01:23:55,449 --> 01:23:56,049

So I have a lot of.

:

01:23:56,129 --> 01:23:59,699

So, as I've collected some finer

tequilas over the years they have,

:

01:23:59,749 --> 01:24:03,699

you know, these fancy boxes that

they, and display boxes that come in.

:

01:24:03,709 --> 01:24:08,459

So it's really cool to see the flair

they have as opposed to you know,

:

01:24:08,459 --> 01:24:12,049

something that just, you know, gets

wrapped up in a brown paper bag.

:

01:24:12,049 --> 01:24:15,029

Exactly.

:

01:24:15,029 --> 01:24:16,019

So, anyway.

:

01:24:17,394 --> 01:24:19,904

Tyler: Yeah, thanks so much for coming

on I appreciate it and giving some

:

01:24:19,904 --> 01:24:22,784

of your knowledge to the listeners

and everything so I appreciate it

:

01:24:22,804 --> 01:24:26,044

Reggie: on And thanks for

giving me two episodes.

:

01:24:26,094 --> 01:24:26,994

Yes, absolutely

:

01:24:30,054 --> 01:24:33,294

Chris: Well guys we'll catch you

in the next one Cheers Cheers

:

01:24:33,384 --> 01:24:33,734

Reggie: Cheers

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Whiskey & Wisdom
Talking about life over a glass of whiskey
Discussing life's most fascinating topics over a good glass of whiskey.
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Tyler Yaw