Tell me about your vision.
So my vision really is about aligning the right teams
under the right strategic narrative.
A lot of times what I find is that leaders tell their teams
the end of the story.
So many leaders, they have a vision
for what they want for the future.
And so they need certain projects to get done,
and so certain tasks need to get completed.
And usually their team hears the end of it.
They just hear the tasks.
And without the right context, the team
doesn't really know how to operate.
So sort of meta, so to speak.
My vision is to make sure that vision is very much clearer
to the teams that are involved so that they know how to execute
properly, and that vision can actually get realized.
Wow.
That's building processes, that's what you're talking about.
And that's very essential.
And tell me more about that.
Yeah, often, as you mentioned, the right processes
and the right systems, what I like to think about it,
the way I like to think about it is, as a leader,
can you replace yourself?
So ultimately, every leader wants
to be able to talk more strategically,
look at the vision.
And in order to do that, the things
that they're doing, whether it's doing operational firefighting
or things of that nature, that ultimately
has to either be minimized or eliminated, if at all possible.
So to do that, you do have to have the right systems
and processes in place, sort of a fire marshal orientation
rather than just being a firefighter.
And fire marshals, they're heroes as well.
Of course, we all celebrate the firefighters as rightfully
we should, because they're going into dangerous situations
in order to resolve whatever issue is abound.
But the fire marshals help to prevent those fires
from happening as well.
So they should be celebrated, in my opinion, just as much.
So to your point, getting the right systems and processes
in place really start with, again, what vision
do you actually want to happen?
So some leaders could want a high performance
type of organization.
Some leaders may want a lifestyle type
of business or organization.
So getting clear on that is key.
And then the processes and the systems are an outgrowth of that.
So it's not just implementing a framework for framework's sake.
It's getting clear on what that framework is supposed to do
and then talking about what makes the most sense.
Thank you for sharing that.
Michael, where would you say that this vision come from,
of you coming in and helping businesses or people
and even employees with all these processes?
Yeah, much of it initially came from making my own mistakes
early on in my career, running around like a chicken foot,
my own head cut off, trying to find the right ways
to do certain things.
And I always wanted to find the most efficient way
to get something done so that I could
enjoy the things that I'm doing much more and the people I was
working with or managing, ensuring
that they had the best time possible doing
the work to be completed.
So I really started early on with making my own mistakes,
trial and error, and then getting certain processes
or learnings along the way.
And of course, having great mentors and coaches
to instruct me on the learnings that they had
so I can sit on top of their shoulders
and take the lessons that they learned
on top of their shoulders and take their learnings
to the next level.
And that's certainly things that I like to do as well.
My learnings is just a culmination of the experiences
that I've had, teachings that have been given to me.
And it's only right that I pay those things forward
to help the organizations that I work with to get themselves
to the next level as they would like.
I'm assuming, like everyone has, like you just mentioned,
everyone makes these mistakes and people
don't know what they're doing, specifically
in the business world, where I don't know if you've
read the E-Myth or not.
E-Myth is one of those Facebook people trying
to build systems.
They see that, oh, they're missing a lot of systems
and things.
And they're not just trying to build a business bigger,
but they're trying to build basis for the business
and going forward.
What were some of the mistakes you
made that were pretty major that you realized, oh, my gosh,
what did I do?
Or something you learned from that you're like,
something needs to be changed here.
Yeah, that's a good question.
So going back to the E-Myth, one of the key lessons in there
is, for example, if you're a baker,
you may be excellent in how to construct a cake,
create a cake-making business.
And that was something that I very much resonated
with when I read the book.
And it was certainly some fails that I
had early on in my career where I was looking
at how to be a better operator.
So if I was scheduling patients for rehab in one of the jobs
I had before, I was very excellent at doing that.
However, becoming a manager and managing a team
is not the same thing as being the one actually
doing the work.
So it's not how good I am.
It's about the lessons that I've learned
to instruct my team how to be their best selves,
because they're going to have their own motivations,
their own personality, their own goals, which may not be my own.
So assuming that everyone has the same orientation I had
was a big mistake.
So taking a step back and understanding,
one, you're not the person doing the work.
Your job is to inspire the work to get done through others
and helping them reach their goals.
So that was a big, big key is getting the right, as you said,
processes and system.
We've mentioned that before.
But getting those things in place,
but first understanding that I can't be the first rate
version of myself.
And I take those lessons and I teach that to the teams
I'm working with is you can't be me.
There's no reason to be.
You have your own unique story, your own unique background,
your own unique goals and motivations.
And so you should maximize those things as opposed
to trying to be who knows the next Simon Sinek or whomever.
He's already established who he is.
You have to establish who you are.
And that lesson resonates across my career
is taking those unique gifts that we all
have and maximizing them in the service of our own goals
and then ultimately the organization's goals.
Thank you for being here today.
I'm really happy that you tuned in to Vision Pros Live.
I'm looking forward to seeing your reactions
as these episodes continue to move forward.
This is going to get more and more fun.
We'll have more and more engagement as well.
We'll invite people to participate in the show.
And thank you for giving us your time and attention.
Have an excellent time building out your vision
and becoming a Vision Pro yourself.