1 00:00:00,000 --> 00:00:05,000 What is the story behind this non-argument goals 2 00:00:05,760 --> 00:00:06,600 that you set up? 3 00:00:06,600 --> 00:00:10,640 Like, why go along this path of, 4 00:00:10,640 --> 00:00:13,520 like, why did you start all this, essentially? 5 00:00:13,520 --> 00:00:14,480 Yeah. 6 00:00:14,480 --> 00:00:16,200 Well, great question, Harry. 7 00:00:17,720 --> 00:00:20,280 We started this, John, Lamy, and I 8 00:00:20,280 --> 00:00:23,300 started the Globally Conscious Leader together. 9 00:00:23,300 --> 00:00:27,320 We did not come to this idea solely on our own, 10 00:00:27,320 --> 00:00:30,800 but we, along with lots of other, 11 00:00:31,720 --> 00:00:33,360 now I'm a consultant, 12 00:00:33,360 --> 00:00:35,800 I have a company that we call.com jungle, 13 00:00:35,800 --> 00:00:40,160 people hire us to build really big ERP integrations 14 00:00:40,160 --> 00:00:43,660 with large manufacturing retail websites 15 00:00:43,660 --> 00:00:45,360 and dealer portals and things like that. 16 00:00:45,360 --> 00:00:47,820 And I get hired for technology. 17 00:00:47,820 --> 00:00:49,880 And what I've learned over and over again 18 00:00:51,320 --> 00:00:56,320 is that there are often culture problems in organizations 19 00:00:56,320 --> 00:00:59,400 that are created by poor technology decisions. 20 00:01:00,360 --> 00:01:02,160 And more often than not, 21 00:01:02,160 --> 00:01:03,320 there's actually culture problems 22 00:01:03,320 --> 00:01:08,320 because a owner is like maybe some sort of fantastic person 23 00:01:09,280 --> 00:01:12,000 who invented something really cool with their hands. 24 00:01:12,000 --> 00:01:14,480 They went from making something with their hands 25 00:01:14,480 --> 00:01:18,840 to having teams of people make that thing with their hands. 26 00:01:18,840 --> 00:01:23,480 And as they've grown, they've made and sold a lot of stuff, 27 00:01:23,480 --> 00:01:26,320 but they maybe haven't transitioned from, 28 00:01:26,320 --> 00:01:29,600 I know how to make something to, I know how to lead people. 29 00:01:29,600 --> 00:01:31,760 I know how to find the right people to fit 30 00:01:31,760 --> 00:01:34,960 in an organization, fit in my organization. 31 00:01:34,960 --> 00:01:36,400 And I know how to treat them well, 32 00:01:36,400 --> 00:01:37,480 and I'm not gonna yell at them 33 00:01:37,480 --> 00:01:40,720 and make them feel like crap or whatever it is. 34 00:01:40,720 --> 00:01:44,040 So in my role as a technology specialist, 35 00:01:44,040 --> 00:01:45,760 is essentially a technical architect 36 00:01:45,760 --> 00:01:48,560 who can come in and look at all those systems. 37 00:01:48,560 --> 00:01:51,800 I often, pretty much every time, 38 00:01:51,800 --> 00:01:54,400 run into cultural problems. 39 00:01:54,400 --> 00:01:59,400 And they're usually systems problems that can be fixed 40 00:02:00,000 --> 00:02:04,320 with a better system or recognition of a new system, 41 00:02:04,320 --> 00:02:09,320 or they're cultural problems where something very pragmatic 42 00:02:09,320 --> 00:02:12,600 like a system or a way of talking can be applied. 43 00:02:13,480 --> 00:02:17,000 And the reason I'm saying this this way is, 44 00:02:18,880 --> 00:02:20,920 in general, if you bring up this topic 45 00:02:20,920 --> 00:02:24,000 of having a great culture and great systems 46 00:02:24,000 --> 00:02:26,720 and being efficient, like people are gonna say, 47 00:02:26,720 --> 00:02:30,080 it's really expensive, it's totally hard to do. 48 00:02:30,080 --> 00:02:32,440 You're like, you can't do all of that. 49 00:02:32,440 --> 00:02:36,000 And I'm saying, okay, it is difficult to do. 50 00:02:36,000 --> 00:02:37,600 It's very hard to do. 51 00:02:37,600 --> 00:02:41,280 And it's also easy to start doing. 52 00:02:41,280 --> 00:02:43,760 And you don't have to have an MBA. 53 00:02:44,880 --> 00:02:47,960 You just have to have a couple of concepts, I think, 54 00:02:47,960 --> 00:02:50,440 in mind and a couple of tools, 55 00:02:50,440 --> 00:02:53,480 and I've chosen a few. 56 00:02:53,480 --> 00:02:55,840 There are other tools out there that work. 57 00:02:57,640 --> 00:03:01,640 I've chosen MoCA, which is a conversational framework. 58 00:03:02,560 --> 00:03:04,640 It was presented to me by Stephen Sloan, 59 00:03:04,640 --> 00:03:07,200 who is the founder of Humane Leadership Institute. 60 00:03:08,040 --> 00:03:10,800 It stands for motivation, opportunity, 61 00:03:10,800 --> 00:03:11,840 clarity and ability. 62 00:03:11,840 --> 00:03:14,600 And I would challenge anybody who's listening to this 63 00:03:14,600 --> 00:03:19,000 to put that acronym on a post-it and just put it everywhere. 64 00:03:19,000 --> 00:03:22,040 Because I've never been in a situation, 65 00:03:22,040 --> 00:03:23,240 or maybe I should say rarely, 66 00:03:23,240 --> 00:03:25,560 instead of being super hyperbolic about it, 67 00:03:25,560 --> 00:03:28,800 but I've rarely been in a situation in a business 68 00:03:28,800 --> 00:03:33,800 or a conversation where I couldn't access MoCA 69 00:03:36,080 --> 00:03:39,000 in order to make the conversation better 70 00:03:39,000 --> 00:03:41,600 and to make the results of that conversation 71 00:03:41,600 --> 00:03:45,360 better in the future, or to even assess, 72 00:03:45,360 --> 00:03:48,680 call it a failure that has happened. 73 00:03:49,640 --> 00:03:51,280 I think it was Sig Siggler who said 74 00:03:51,280 --> 00:03:54,280 that failure is not a person, it's an event. 75 00:03:54,280 --> 00:03:56,720 And if you approach a failure, 76 00:03:56,720 --> 00:03:59,400 whether it feels like a personal failure 77 00:03:59,400 --> 00:04:01,000 or it feels like a systemic failure 78 00:04:01,000 --> 00:04:03,760 or an organizational failure, 79 00:04:03,760 --> 00:04:06,760 from the perspective of MoCA, 80 00:04:07,760 --> 00:04:09,440 you can sort of say, okay, 81 00:04:09,440 --> 00:04:12,200 who would be accountable for this? 82 00:04:12,200 --> 00:04:17,200 And you can MoCA a company. 83 00:04:18,160 --> 00:04:21,440 You can say, I used to own an outdoor store 84 00:04:21,440 --> 00:04:23,600 and I actually sat my entire staff down and I said, 85 00:04:23,600 --> 00:04:26,360 I want you guys to take the next 24 hours, 86 00:04:26,360 --> 00:04:28,720 you each get a half hour break each day to do this. 87 00:04:28,720 --> 00:04:31,480 I gave them the opportunity, part of the O, 88 00:04:31,480 --> 00:04:34,360 schedule it in, I want you to sort of MoCA the company. 89 00:04:34,360 --> 00:04:36,520 Are we motivated to do what we're doing? 90 00:04:36,520 --> 00:04:37,600 What are we doing? 91 00:04:37,600 --> 00:04:38,800 Do we have clarity? 92 00:04:39,640 --> 00:04:40,640 Do we know how to do it? 93 00:04:40,640 --> 00:04:43,000 Do we have the ability, that's the A, 94 00:04:43,000 --> 00:04:45,480 and are we giving ourselves the opportunity? 95 00:04:45,480 --> 00:04:49,360 And it was a very interesting exercise 96 00:04:49,360 --> 00:04:52,720 because I learned that everybody's individually motivated 97 00:04:52,720 --> 00:04:54,280 and they felt like the store was motivated, 98 00:04:54,280 --> 00:04:56,200 but then we found some places 99 00:04:56,200 --> 00:04:58,600 where maybe we weren't giving ourselves the opportunity 100 00:04:58,600 --> 00:05:01,280 to be as successful as we wanted to be. 101 00:05:01,280 --> 00:05:05,200 So I basically elicited very good, 102 00:05:05,200 --> 00:05:07,880 pragmatic business development ideas 103 00:05:07,880 --> 00:05:09,600 from a group of people 104 00:05:09,600 --> 00:05:11,360 that I believe most other people would say, 105 00:05:11,360 --> 00:05:39,880 they're just employees, I don't need to listen to them.