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Tell me about your vision.

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Where did this all come from? And you know, and I know that that's just like a very vague and blank question,

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but overall, I'm sure you had a vision and I'm not sure if you knew all these five things were gonna come out of it,

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but what did your vision start out as?

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So, you know, I've been in the field of human resources for about 30 years,

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combined with everything that I've done. I've been in the seat,

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I've been, I have had the privilege of consulting over to over 600 different small businesses.

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I've worked for six fortune 500 companies.

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And

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as the world has started to shift,

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my environment shifted and

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I kind of was, I was fried. If you really want to know the truth, I was totally fried and

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I'm like if I have to answer one more question about unemployment,

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you know, it was just like it wasn't fun anymore. And so,

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you know, last year was kind of a, it was kind of a very interesting year. I went through a lot of personal trauma and

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I'm like, you know, you got to come out of this at some point in time and

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initially I had started to help HR professionals, but

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again, it was like, I wasn't, it didn't feel like it totally aligned. So

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while I was kind of unplugged in a little hiding, working quietly behind the scenes,

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I started thinking it's like, well, like what are you good at doing?

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And I just like, if I'm, when I come out, I want to come out like

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just in total 100% alignment of what my gifts are.

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And so I spent a lot of time thinking and like what exactly do I do well?

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And one of the things that I realized is that I'm actually really good at finding patterns.

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And the more I looked into this, I went, well, that makes sense because you know, I can see patterns of behavior.

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There's a lot of predictors that are in that we might be onto something here. So

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knowing that dealing with very difficult people and people that have very, very

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like really challenging tendencies, like narcissistic tendencies, for instance, right?

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People who love to argue and debate everything like, you know, it's like how do you deal with that?

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Everything like, you know, it's like, how does a leader navigate that stuff?

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And it is some. And then when I look back at my career, it's like,

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those are the biggest questions that I ever answered and the most of them.

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So I'm like, why am I not doing that?

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So that's really where it came from.

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And, you know, I've had the fortune of being part of high performing teams.

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I've seen high performing teams come together.

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I've built high performing teams throughout my career.

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I've helped navigate them. So I'm like, there you go.

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And, you know, Will and I have known each other for about four years.

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And we got into talking about writing a book after we both spoke together down in Tampa

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a couple of years ago. And that was the kind of what kicked it all off.

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And so, yeah, it's pretty exciting stuff.

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What are some of the biggest challenges you see leaders face?

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So right now, my director of security is informing me something's going on outside.

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So I see that leaders face is that when it comes to people issues,

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there's like three things that if they make these changes,

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then things are going to start to align a little bit better.

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I think what happens is that leaders sometimes, you know, they're in their group.

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I'm not even I think I know they get in their group and they they have to be in their group.

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They have to make decisions with only a limited amount of information sometimes,

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especially in business. But when it comes to people, when it comes to HR related things,

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you have to go a little bit deeper and understand that when when you have somebody,

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an employee or a co-worker or something like that, and they engage in conflict or they start

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conflict or they're initiating or they're frustrated as all get out, there's always a reason why.

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Always. It's not just because of who they are. I mean, if if that's just how they are all the time,

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then they need help that we can't provide them. Right. But more often than not, somebody there was

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an event that took place of some kind. And typically, leaders will set the expectations

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that listen, I need you to just get this done. And they don't maybe necessarily realize the

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challenges that the employee is facing. Conversely, the employee is not always willing to come out and

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say, hey, listen, I'm stuck here or I'm having a problem. They'll just react. And, you know,

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that comes with like, we even though we may be adults, there's different levels of maturity,

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a very high mature person with high emotional intelligence is not going to have a problem

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saying, hey, listen, I need to I need to take a knee here. I need to talk to you about what's

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going on. I'm looking for a solution. I'm to a point here where either the solution is something

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that I can't do or I just don't see it yet in front of me. That's a very high emotional,

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high mature kind of employee. You're not so high. More immature employees are going to be the ones

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that are going to be your passive aggressive people. Those are really hard to deal with. They're

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going to be your narcissists. They're going to be your people who love to argue and debate everything.

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Right. So that means that there's three things that leaders can do. The first thing is, is that

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they can listen more and talk less. And when they do that, they're going to learn a lot. They're

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going to hear what people are telling them. Their behaviors are because people will tell you what

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they're doing. Those are behaviors. And if you listen for the behaviors and not dial in on the

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attitude, which a lot of people think that if I just curve this person's attitude, it's going to

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be better. Well, have you ever told a grumpy four-year-old that you have a bad attitude?

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Yeah. How well did that work out? Right. Same thing. Not at all. So if we listen more and talk

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less, we're going to learn a lot more, which means that we are now moving forward with whatever

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decisions that we make based off of data and knowledge. Right. Then the second thing is,

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is that when they ask good questions, they get good answers. Right. And that's a really good

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thing. Anything that you do, if you ask good questions, you get good answers. One of the

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things that you can focus in on is like, help me understand, how did we get here? Help me understand

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what happened. Help me understand why this is now coming up. And when you ask that question in that

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manner, what you're doing is you're actually taking the person out of it. And you're only focusing in

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on the things that can be controlled, not the individual. And that you'll just, and that's how

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you, one of the ways that you just cut through all that drama. Here's the key. If they can articulate

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it, you got something to work with. If they can't, and they just take you around the cyclical thing

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about how they feel and all these extemporaneous things without actually identifying the core and

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the root of the problem. All that is ego and drama. Which means that that's when the leader can say,

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okay, listen, we need to get this train back on the tracks again. Here's what I expect. Right.

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And then the last thing is that the power of somebody's leadership will always lie in the

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follow-up. So once a leader starts getting things moving forward again, after they've gone through,

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you know, helping me understand, they see the behaviors, then what they need to do,

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then it can't just trust that that train is going to go straight because you don't know if that track

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has an infinite, infinite, you know, direction. It may have a cliff, the bridge may have been blown

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off, right? Who knows, but following up and just like, Hey, just want to check in with you, see how

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things are going. And by the way, did this, this, that, and the other thing get resolved. And if not,

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let me know, let's figure out how we move forward. When you do that, wouldn't it mean what it's tells

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him somebody that is that, wow, man, I'm important enough. Like I matter enough for this person to

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take five minutes out of their day to see how things went after we had to go through all of that.

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Thank you for being here today. I'm really happy that you tuned into Vision Pros Live. I'm looking

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forward to seeing your reactions as these episodes continue to move forward. This is going to get

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more and more fun. We'll have more and more engagement as well. We'll invite people to

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participate in the show and thank you for giving us your time and attention. Have an excellent time

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building out your vision and becoming a Vision Pro yourself.