What is the story behind this non-argument goals
that you set up?
Like, why go along this path of,
like, why did you start all this, essentially?
Yeah.
Well, great question, Harry.
We started this, John, Lamy, and I
started the Globally Conscious Leader together.
We did not come to this idea solely on our own,
but we, along with lots of other,
now I'm a consultant,
I have a company that we call.com jungle,
people hire us to build really big ERP integrations
with large manufacturing retail websites
and dealer portals and things like that.
And I get hired for technology.
And what I've learned over and over again
is that there are often culture problems in organizations
that are created by poor technology decisions.
And more often than not,
there's actually culture problems
because a owner is like maybe some sort of fantastic person
who invented something really cool with their hands.
They went from making something with their hands
to having teams of people make that thing with their hands.
And as they've grown, they've made and sold a lot of stuff,
but they maybe haven't transitioned from,
I know how to make something to, I know how to lead people.
I know how to find the right people to fit
in an organization, fit in my organization.
And I know how to treat them well,
and I'm not gonna yell at them
and make them feel like crap or whatever it is.
So in my role as a technology specialist,
is essentially a technical architect
who can come in and look at all those systems.
I often, pretty much every time,
run into cultural problems.
And they're usually systems problems that can be fixed
with a better system or recognition of a new system,
or they're cultural problems where something very pragmatic
like a system or a way of talking can be applied.
And the reason I'm saying this this way is,
in general, if you bring up this topic
of having a great culture and great systems
and being efficient, like people are gonna say,
it's really expensive, it's totally hard to do.
You're like, you can't do all of that.
And I'm saying, okay, it is difficult to do.
It's very hard to do.
And it's also easy to start doing.
And you don't have to have an MBA.
You just have to have a couple of concepts, I think,
in mind and a couple of tools,
and I've chosen a few.
There are other tools out there that work.
I've chosen MoCA, which is a conversational framework.
It was presented to me by Stephen Sloan,
who is the founder of Humane Leadership Institute.
It stands for motivation, opportunity,
clarity and ability.
And I would challenge anybody who's listening to this
to put that acronym on a post-it and just put it everywhere.
Because I've never been in a situation,
or maybe I should say rarely,
instead of being super hyperbolic about it,
but I've rarely been in a situation in a business
or a conversation where I couldn't access MoCA
in order to make the conversation better
and to make the results of that conversation
better in the future, or to even assess,
call it a failure that has happened.
I think it was Sig Siggler who said
that failure is not a person, it's an event.
And if you approach a failure,
whether it feels like a personal failure
or it feels like a systemic failure
or an organizational failure,
from the perspective of MoCA,
you can sort of say, okay,
who would be accountable for this?
And you can MoCA a company.
You can say, I used to own an outdoor store
and I actually sat my entire staff down and I said,
I want you guys to take the next 24 hours,
you each get a half hour break each day to do this.
I gave them the opportunity, part of the O,
schedule it in, I want you to sort of MoCA the company.
Are we motivated to do what we're doing?
What are we doing?
Do we have clarity?
Do we know how to do it?
Do we have the ability, that's the A,
and are we giving ourselves the opportunity?
And it was a very interesting exercise
because I learned that everybody's individually motivated
and they felt like the store was motivated,
but then we found some places
where maybe we weren't giving ourselves the opportunity
to be as successful as we wanted to be.
So I basically elicited very good,
pragmatic business development ideas
from a group of people
that I believe most other people would say,
they're just employees, I don't need to listen to them.