Episode 161
Mastering Leadership: Top 11 Mistakes Leaders Make
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
Welcome back to the Whiskey and Wisdom podcast.
2
:I'm your host, Chris Kellum,
and I'm with Tyler Yaw.
3
:And this week we are bringing back
a fan favorite and somebody who
4
:always makes me think a little bit
more than I should, Papa Reggie.
5
:Reggie: Hey, hey!
6
:Chris: As per usual, Reggie
brought us some tequila.
7
:It's
8
:Reggie: not Whiskey and
Wisdom, it's Tequila and Tails.
9
:Yes.
10
:Chris: Yeah.
11
:Every time we have I just love it though.
12
:And before we get too deep into it,
while Reggie's going to showcase what
13
:we're, what we're drinking, we're
going to do an amazing shout out.
14
:Cause if you didn't notice, we are in a
new space we are in Kent street station.
15
:This is a new studio space for us.
16
:This is a Kent street station studio.
17
:Shout out to Aloha Wilmington
commercial property for letting us
18
:set up in here and giving us a space.
19
:We love having a spot where we can be
consistent and bring people in and not
20
:have to worry about can we be here,
can we not, can I drink this or not?
21
:So Yeah.
22
:So you brought us some Don Julio Rosado.
23
:Reggie: Rosado Recipado or
Rosado, which to Don Julio
24
:Reposado that is it is aged in a.
25
:Sherry cask.
26
:It's finished in a sherry cask.
27
:Unlike a lot of tequilas that are
rested, the darker tequilas are rested
28
:in, you know, more traditional oak
barrels and those kind of things.
29
:So, this is rested in a,
or finished in a sherry.
30
:So, it's got a little red tip.
31
:I've actually never had this before.
32
:I had a client give this to
me as a gift for Christmas.
33
:Oh, nice.
34
:And, I don't drink that much.
35
:It's a rare occasion.
36
:Maybe once a quarter or so.
37
:Tyler: Oh, it's pink even.
38
:Reggie: Yeah.
39
:Rosado.
40
:Tyler: Rosado,
41
:Chris: right.
42
:Supposed to have some tasting
notes of red fruit and caramel.
43
:Yeah.
44
:With just your classic crispy
traditional hints and a little
45
:bit sweeter for a tequila.
46
:Reggie: Do we lead off now to
make the podcast more interesting
47
:or yeah, yeah, let's go.
48
:Tyler: And if people don't know,
49
:we have had Reggie on prior.
50
:So if you want to hear his backstory
and a little about him and how
51
:he knows Chris, you can go back
and listen to those episodes.
52
:But this time, we are getting into the
tales of business and management, right?
53
:Reggie: Yeah, yeah, surely leadership.
54
:Leadership.
55
:That's right, leadership,
leadership, leadership.
56
:Well, we so traditionally, you
know, I've had coaching practice
57
:here for the last 20 years.
58
:Right.
59
:In town, started 2005.
60
:Yeah.
61
:And how time flies.
62
:So, November will be my 20th year.
63
:Oh, wow.
64
:And I've been in practice, and
we've traditionally been a you know,
65
:worked with business owners, you
know, and really kind of coach them
66
:and their team to grow and develop.
67
:We made a big, a bit of a shift because
we could only really help and impact
68
:a couple of dozen businesses a year.
69
:And you know, coaching doesn't have
much scale, but one of the things
70
:that does, does have a certain degree
of scale and we can help and assist
71
:more people is, and we've always had a
pretty significant element of training.
72
:In our world, I've done seminars and
workshops and those kind of things the
73
:entire time in the practice, but it
generally was you know, it was a small
74
:part of what we did, mostly introductory.
75
:to people, to our world, kind of
exposing people and then we'd go
76
:deeper with our, our training with
our clients one on one kind of pull
77
:off the shelf, what they needed.
78
:So we've really shifted our model a bit
in the last few years to make a greater
79
:impact and be able to reach more people
and I can help more people here by, and
80
:by focusing on training and focusing on
training and a few different areas, sales
81
:being one right management, another.
82
:Leadership being the third and of course,
also the traditional things that we've
83
:done for the last 20 years is training
business owners how to grow, you know,
84
:and because there's and I could take each
of those disciplines and people that are
85
:professionally doing those things in the
world, let's take sales, for instance,
86
:you got people that often find themselves
in sales positions who have never
87
:formerly been trained on sales, right?
88
:On sales philosophy,
sales techniques, sales.
89
:Now what they're typically trained in is
product knowledge, how to sell products.
90
:Yeah.
91
:You know, Chris, you're in sales.
92
:Yeah.
93
:I'd be interested.
94
:I don't know.
95
:I've never really asked
this, but think about it.
96
:What percentage of your training
when it comes to selling your
97
:product and service is product?
98
:training and how much of it is sales
training, philosophy, techniques
99
:you know, the, how to, how to be
able to pick up on interpersonal
100
:behavior and how to adjust for that.
101
:I don't know
102
:Chris: how it was in your world.
103
:So I would say when I started,
it was like, 80, 20 product,
104
:product, product knowledge.
105
:And I mean, I picked up personal
skills and learned that.
106
:And then recently at legit within
the last year, I've seen a shift to
107
:like actual interpersonal skills,
learning and knowing more about the
108
:client before just selling products.
109
:And so it's definitely shifted.
110
:Cause I went to, I was, I went
to like three or four different
111
:trainings last year and all of them.
112
:We're focusing more on personal sales
connections and actually bringing that
113
:back to the team and be like, okay,
so instead of just no, no, no, no, no,
114
:this product, no, the person, right?
115
:Reggie: Yep.
116
:So, and of course this is higher
level sales training that you're
117
:attending because you have
grown to become a top performer.
118
:So you have gotten.
119
:to the point of becoming a high performer
before you're receiving primarily the
120
:science of sales training and development.
121
:Well, you know who really needs
122
:Chris: that?
123
:The new guy.
124
:The new guy, right?
125
:It's just starting
126
:Reggie: out, right?
127
:And that's why they struggle.
128
:Now, why did you get so far?
129
:Because you have a.
130
:natural set of skills and talents and
interpersonal skills that you've been able
131
:to tap into that you were able to use.
132
:But what about everybody else that finds
themselves in you know, sales positions
133
:that haven't, don't have that knack,
that don't have that natural tendency?
134
:So the well, unfortunately we've had
to deal with those salespeople in the
135
:past that, you know, just are product
dumping on their people they work with.
136
:You know, the people are trying
to help and it's, it's rough
137
:cause there's nothing worse than
having to deal with a salesperson.
138
:That is product pushing or order
taking, you know, that just doesn't,
139
:isn't a problem solver that isn't
able to identify what somebody's needs
140
:are and being able to solve that.
141
:So the so you have a lot of
people in sales positions that
142
:have ever been formally trained.
143
:How to sell.
144
:You have a lot of managers that are
high performers that have risen up and
145
:performed well as a employee and they
get promoted to a position of management.
146
:How, you know, how often are managers
given proper management training?
147
:Very rarely.
148
:Have you ever worked with a manager that
it was very clear that they were never
149
:really formally trained on how to manage?
150
:They learned how to manage from whatever
they learned from their boss before them.
151
:May have been good, may have been
bad, may have been it's actually
152
:learning mostly what not to do.
153
:Right.
154
:Right.
155
:Because they weren't properly
trained on how to be a manager.
156
:And they find themselves managing
through using their their role power,
157
:their interpersonal strength, their
emotions, and, and really using
158
:force of will to be able to get
performance from their team, right?
159
:What usually happens
is a handful of things.
160
:They often have to work harder
than anybody else on the team.
161
:Because they often find that they're
high performers and if something is to be
162
:done right, you have to do it themselves,
got to do it themselves, right?
163
:So that is a common trend in the
management of getting burned out.
164
:They get frustrated and sometimes they
have moments of clarity where they come
165
:in and go, you know what I'm going to do.
166
:I'm going to go in on Monday and
I am going to crack the whip.
167
:Yeah.
168
:Yeah.
169
:I am going to come in.
170
:I'm going to be tough.
171
:I'm going to be a, you know, whatever,
whatever your, you know, your adjective
172
:is on what you're going to do.
173
:But I'm going to go in and beat that.
174
:I'm going to kick some tail and I'm like,
don't, don't, don't, don't, don't do that.
175
:Don't do that.
176
:Good management is a system.
177
:It's a process.
178
:It's about getting you know, getting
things done, getting you know,
179
:getting competency and results.
180
:from your team.
181
:So, and you know, outcome and input.
182
:So making sure that and
there's a process to that.
183
:So part of our management, 12 week
management training is to install a
184
:system in our management masterclass.
185
:And all our masterclasses are not
just about learning philosophy.
186
:It's not like a two day.
187
:Information dump, right?
188
:And then go back and, you know, figure
out what to do, but it's one week at a
189
:time learning skills, learning processes,
walking out with action items to do in
190
:the week, testing it out, seeing what
works, figuring out what doesn't work
191
:and where you struggle, and then come
back and getting feedback on how to
192
:adjust and course correct and not give
up because what happens when you try
193
:something new more times than not, does
that usually work out or not work out?
194
:All right.
195
:All right.
196
:Yeah.
197
:Especially when you're trying to
lay it on other people, right?
198
:Because your people know, Oh,
Tyler's been doing another seminar.
199
:Yeah.
200
:He's been doing other works.
201
:He's all fired up.
202
:It'll pass.
203
:Yep.
204
:Like it'll pass.
205
:It'll, it'll be on for about two weeks.
206
:We're just, we're just going
to, we're going to smile and
207
:nod boys, just smile and nod.
208
:And then, you know, we're
going to work our way through.
209
:Tyler: And you had another
class recently too.
210
:That was the difference between
management and leadership, right?
211
:Reggie: Yep.
212
:Yeah.
213
:We had an intro class, the difference
between management and leadership.
214
:It's really you know, two different,
two, two different things are different
215
:between management and leadership.
216
:Whereas, you know, management is about
you know, productivity and competency.
217
:Leadership is about, you know,
passion and focus and getting
218
:people enrolled, inspired and
focused on what they're doing.
219
:Again, you got people that have ascended
to positions of leadership, haven't been
220
:formally trained on how to be a leader.
221
:They just do what others have done.
222
:So, so we run these, 12 week
masterclasses in different series.
223
:We're currently running a, we're
about to launch for the first
224
:time, our leadership masterclass.
225
:Really, really excited about that.
226
:And one of the things that we do, and I'll
talk about a little bit at the end, but
227
:when it comes to all our masterclasses,
you know, we we figured out over time that
228
:the best way for people to get the power
and experience, what we do is we just
229
:let them attend the first class on us.
230
:And that's really pretty powerful.
231
:We let them see the goods and let them
see week one and do it, you know, kind of
232
:do a trial of, of week one you know, see
the power and the, of the information,
233
:the style, it's really different than
anything they've experienced before.
234
:They get world class training, they get
interaction with other high achievers.
235
:They get also coaching and you
know, facilitation from me,
236
:which is really my superpower.
237
:I'm actually not the instructor.
238
:We have a world class instructor
that comes in via video and he's
239
:really one of the best in the world.
240
:He's the founder of the organization
that I'm partnered with action coach.
241
:And, and Brad, you're familiar
with Brad sugars, right?
242
:Both of you experienced
Brad in different ways.
243
:So, you know, Brad's a extremely powerful.
244
:You know, trainer, teacher to people
in the workplace, very practical.
245
:And so we let him do, I
let him do the teaching.
246
:And so he does the teaching and then I do
what I do, which is take his principles
247
:and practices and help take his content
and add context to it so that they can
248
:and help them with implementation and
accountability and support they need to be
249
:able to, and how do they tweak and adjust
those you know, that training without.
250
:When they get overwhelmed or
they're not sure how to make it
251
:work for them in their organization.
252
:So I don't know what was
your, what was your take?
253
:You, you know, you guys have both
had experiences with Brad, you
254
:know, Tyler, I know you went through
a pretty intense course with us.
255
:Right.
256
:Yeah.
257
:I don't know.
258
:How would you characterize
Brad as a trainer and teacher?
259
:Tyler: Yeah, he was very
charismatic for sure.
260
:So it definitely keeps your, keeps
your attention, especially during those
261
:parts where it may not be your forte.
262
:So there was areas that
I've typically kind of.
263
:Turned off before just because
like, ah, you know what?
264
:I'm just not good at that.
265
:I'll have someone else do it, but he was
actually able to make it more engaging
266
:for me to be like, Hey, you know what?
267
:This actually is something that it should
focus on and could actually be better at.
268
:Chris: Yeah.
269
:Tyler: So that was something
that I really got from it.
270
:And then the way that I was
able to experience him was
271
:through the group coaching.
272
:And being able to go back to the group and
talk to everyone to how they were able to
273
:implement it was very powerful as well.
274
:Chris: Cool.
275
:Reggie: Did it make a
difference in your business?
276
:Did it help most people?
277
:It has.
278
:So, right.
279
:Yeah, exactly.
280
:So, the so what I thought I'd
bring today is the top 11.
281
:Mistakes that leaders often make, I
thought I'd share those things and
282
:kind of, you know, take up things
that I've seen over the years,
283
:kind of pulled a little of this
from our our content that we have.
284
:Actually, I started off.
285
:Yeah.
286
:And I even talked to Chris about it.
287
:I was like, actually
what I was going to do.
288
:I wanted to feature both programs.
289
:I was like, I want to do the top 20
mistakes that salespeople make and
290
:the top 20 mistakes that leaders make.
291
:But I'm worried about that being too much.
292
:And Chris was like, yeah,
that's definitely too much.
293
:And so.
294
:So I said, Okay, well, I'll do
the top 20 leadership mistakes.
295
:And I started preparing and, you
know, the content and started
296
:thinking about how we'd make this
the best experience for everybody.
297
:And thought, you know, and
we shaved it back down.
298
:So nine got left on the cutting
room floor and 11 or left.
299
:That's going to really leave us
time for discussion and context.
300
:I really want this to
be a bit interactive.
301
:I want you guys to talk about some of
the experiences you've had with leaders
302
:before and how you've experienced
some of these mistakes that leaders.
303
:Have have made.
304
:Sound good?
305
:Yeah, sounds great.
306
:I think it'll be as good as you guys are.
307
:So today, so the president, I'm prepared.
308
:I got my stuff.
309
:I got my turn tables.
310
:I got, I got, I got, I got my Denny's
menu sheet like any, any coach would.
311
:So I'm going to follow along because
I do have a lot of want to cover.
312
:I don't want to miss points.
313
:So people usually use notes in
this kind of environment, but
314
:I want to make sure I I cover
everything and don't miss anything.
315
:So.
316
:Y'all good.
317
:Yeah.
318
:We're going to play along.
319
:Let's do it.
320
:Number one mistake that leaders
make is a lack of vision.
321
:Yes, they have a lack of vision.
322
:They have a lack of clarified
vision on, you know, where they're
323
:going, why they want to get there.
324
:I heard a philosopher one time say
that if you aren't clear on your
325
:destination, you're just going for a walk.
326
:and that walk can take you all
kinds of different directions.
327
:If you don't know where you're
going and you're course correct
328
:and you don't course correct.
329
:So, the, and I think vision is really
important because if you don't have a
330
:clear vision on where the organization
is headed, that it's hard to direct
331
:the members of that team as well.
332
:It's hard for them to self correct.
333
:Unfortunately, when you bring an
organization together, You know, the
334
:organization, the owner, the manager,
the shareholders, whoever, they
335
:have a vision for what they want.
336
:Well, these folks that come in to hire
to help them achieve that vision, they
337
:have their own vision of what they want.
338
:And so often those visions, you know,
collide, don't line you know, as you go
339
:into get hired, most large organizations,
you know, what's the owner want?
340
:Well, they want to make
as much money as possible.
341
:They want to work you as hard as
possible, and they want to pay you
342
:as little as they can get away with.
343
:Well, what's your vision?
344
:The opposite of that.
345
:The opposite of that, right?
346
:Right?
347
:You want to you want to make the
most money possible for yourself.
348
:You, you know, probably, you know,
you don't mind working, but you
349
:really want, don't want to work.
350
:Work at full capacity, right?
351
:You know, you don't want to work 100%.
352
:You'd be exhausted.
353
:You have other interests, other passions,
everything you want to do, so you don't
354
:want your life just to be your work.
355
:So what are the, you know, what are,
what are the guidelines for the map?
356
:So in order to have a shared vision
on this is where we're going.
357
:This is why we're getting there
and this, how it, this is how
358
:it benefits everybody involved.
359
:So, you know, everybody's got to
have visibility on why are we here?
360
:What are we here to do?
361
:And it makes a big difference in and
by the way, it's got to be more than
362
:and if you don't have that, you're
just going to trade time for money.
363
:Yes.
364
:Right.
365
:You just, it's just a job, just the J O B.
366
:Just punching the clock,
doing what I got to do.
367
:Check in, check out.
368
:Until and go do something
I'm really passionate about.
369
:And so I'm really excited about.
370
:So, envision being more than
just hitting a sales goal,
371
:Chris: right?
372
:Oh yeah.
373
:That's an objective, right?
374
:Exactly.
375
:Yeah.
376
:That's an objective.
377
:And that's drastically different.
378
:Cause a lot of places have objectives.
379
:They don't have visions.
380
:They're like, Hey, this is our
goal today is hit this much money.
381
:Why are we hitting this much money?
382
:How are we going to get to that doing that
by giving a proper presentation, getting
383
:to know these people who walk in the door.
384
:Give everybody an experience where they
feel like they are worth a million bucks,
385
:Reggie: right?
386
:And how often do you run across
organizations that have a vision like
387
:that and communicate that well on their
team and infuse that in their team?
388
:And what's it like walking into an
organization that doesn't have that?
389
:Chris: Yeah.
390
: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