WEBVTT

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All right, what is up and welcome in to another

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episode of Vision Pros Live. I'm your show host,

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Jackson Callum, and I'm so excited to have Dr.

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Kevin Lewis in the house. We're going to be talking

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about leadership and engineering elite teams

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and the hidden drivers of high performance. And

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let's take a quick look at behind the scenes

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of how we arrived at this point of having this

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legend on our show. I'm 72. I just look a lot

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younger. I'm at the top of my game, Jackson.

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That's what's frustrating. My major professor

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at University of Texas at Austin. industrial

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psychologist he was also lds i never even knew

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that till i went to his funeral i knew he was

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a christian but i didn't know he was lds right

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his name was oscar mink m -i -n -k my vision

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is for my clients to be as effective as they

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can possibly be as human beings in an organization

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my vision is basically is that they're successful

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period it's a personal change especially if you're

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losing a job or a major thing in your life how

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will i be involved will i have a job what you

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did for me those kinds of things once you get

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through the personal change you're pretty much

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over the hump i mean i said many years ago if

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you want me to go to ecuador or go around the

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world i'll do whatever you want to do you're

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real not mine and that didn't happen but you

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know i tried to be as good a steward as i can

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in all my organization will work and in my consulting

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and try to be a model and i'm going to continue

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that and i get this sense many times i'm not

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done with you yet you know so that's that's kind

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of where i'm coming from All right, my friends,

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you got to see behind the scenes of the types

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of interviews I do. I'm here to kind of grow

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my guests before they get on this stage. I want

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to make sure they're legitimately good at what

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they do, that they've got strong backgrounds,

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that they have the foundation necessary to help

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us win. So without further ado, Kevin Lewis,

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thank you for joining me live on Vision Pros.

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Great to be here. Appreciate it. Oh man. So glad

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to have you back. And we're going to be talking

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about how to move past the luck factor, right?

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There's a science behind high performance cultures.

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Let me lead with, let me let you lead with that

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aspect. I know you have a book as well. Please

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feel free to tell us about everything you're

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up to put some background behind. I also know

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you have a PhD. What's the, what's the PhD stand

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for? And what'd you get your doctorate in? Well,

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Some people used to say BS, MS, and pilot higher

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and deeper, but that's not the way it should

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really be. It's adult human resource development

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leadership, which is a big mouthful. So I just

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say organizational development. Basically, we

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learn to intervene in an organization at three

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levels, individual, team, and macro. So I've

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done org design, redesign, work with leaders,

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C -suite people. But I love being down in the

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trenches with the people who really do the work.

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Because if you're not connected with those people,

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then you shouldn't even be getting your paycheck.

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Absolutely. And that type of leadership, you

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know, being on the front lines is something that

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we often hear about. And sometimes it's hard

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to know how to execute that in a company. So

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let's dive into that science behind the high

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performance cultures. What, from your opinion,

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what does that look like? What are some of the

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base key points that companies are overlooking

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or perhaps just not embracing as fully as they

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can? You know, it's funny. I thought a lot about

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this before we got on the air and I did a little

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more poking around. And I haven't done a lot

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of, I've done a little bit of work on culture,

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but I'm usually like a laser on, you know, coaching

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or leadership development, that kind of thing.

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And then I took a step back and I thought, you

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can be a team leader with a tremendous team in

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a really crummy culture, but it's a heck of a

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lot easier if the whole organization has a great

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culture. There's some really interesting work

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that I didn't, there's a guy named Gustavo Grodnitsky.

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I've never met this guy, but I did some work

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with him or looking at his work a few years ago.

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It was all about culture trumps everything. He's

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been on TED Talks and he's got all these videos

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and all this stuff. but what i really loved about

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the what he looked at the metrics and he compared

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companies like uh from good to great back up

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but they came out in 2000 and he tracked the

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metrics on that and then he talked about uh culture

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and the and the some certain companies that he

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worked with they really focused a lot on culture

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and treating people you know really really well

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and taking care of the customers first the internal

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customers and then they have far exceeded Those

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other companies that are a lot more command and

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control. So that's a big thing. But from teams

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itself, it's really more common sense around

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teams need, and there's a lot of research behind

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this, three basic things. They need to be very

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clear on what is the team trying to accomplish,

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okay? And then being very clear on roles and

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responsibilities. and then having good internal

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team processes. And I'm just going to hold this

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up real quick. And this is my model. It's called

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the team triangle, right? It's not really sophisticated.

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It's a piece of paper, right? And this came from

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just a lot of work. And again, my mentor from

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UT, Oscar Mink, he wrote a book called Groups

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at Work. And his engineer, he had this quote

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that basically said, you know, teams, you can

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do touchy -feely stuff, but if the team is not

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real clear. on what they're trying to accomplish

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it's like trying to build a house on sand and

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not having that foundation so the foundation

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is i mean you can work with a team and do the

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myers -briggs and do truss falls and run in the

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woods and take sailboats and all that stuff but

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and that might be a lot of fun but until you

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get very nitty -gritty around what what is the

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team really supposed to do what's the accomplishment

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of it uh or at least a goal for it that's the

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first thing so what's the team trying to do and

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then Who's supposed to do the what? Very, very

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clear on roles and relationships. And then how

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good are the internal processes? Like how do

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they make decisions together? How do they solve

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problems? How good are their meetings? Basic

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stuff like that. You wouldn't believe how many

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teams I worked with. Their meetings were absolute.

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I won't even use a very good word, okay? Just

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terrible. Because people would just go on and

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they would wander around. And it also depends

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on what kind of team it is. And just real quick.

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A standing team may be building a software team

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or a team doing marketing or whatever. They're

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very clear on what they're trying to do. Sometimes

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they kind of lose their way, but they'll get

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along really well because they like each other,

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right? Project management teams sometimes are

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the opposite because they're very clear on what

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they're trying to do, but because people come

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in and out during the phases of the project,

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they don't make any kind of personal connection,

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right? it's sometimes sort of like a laser beam

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clear on on the task of the project but who's

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supposed to do it and if there's some issues

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politically they're not really good at that so

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some there's some foundations for all teams but

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there's some nuances that people don't think

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about let's get those three triangle angles again

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you said roles responsibilities it's first it's

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task and that's basically what's the purpose

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of the team what are we really trying to do here

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okay it can be vision mission that kind of stuff

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just a nitty gritty why does the team even exist

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okay that's really what it comes down to all

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right and then the way to think about it jackson

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this is the what the task this is the who the

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roles responsibilities and this is the how the

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interaction right and the other thing that's

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kind of interesting is and this is on my website

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people can look at it but this little rectangle

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down here is kind of interesting too where it

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says task and relationship if you're going to

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have five people who are going to meet for an

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hour to figure out where the holiday party is

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going to be you know they don't have to love

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each other it's a very discreet task but the

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longer these people work together the more important

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the relationship is and the more interdependency

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there is then you know that's much more important

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uh that's a really good point yeah well and that's

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that makes a lot of sense from a longevity standpoint

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um you know you It's like working at a seminar

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in group sessions. It's like usually that starts

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out really well because everybody comes ready

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to focus on the task. But as emotions get involved,

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relationships develop over time, the task becomes

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almost less important than relationships do in

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certain regards. And so then, you know, it can

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lead to a lot of different outcomes. It can lead

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to marriage and it can lead to extreme divorce

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type situations with team members. I hadn't thought

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about that before. It's so funny. I frankly got

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so tired of working with teams. For a long time,

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I just focused on executive coaching one -on

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-one. And invariably, if the C -suite or the

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executive or the manager really liked me, after

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we would make some connections and we worked

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a little bit, they'd say, hey, can you come work

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with my team? And I'd say, okay, here we go again.

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And it's just amazing to me how many teams are

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so, I don't want to say dysfunctional, but they're

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just like, A lot of it's just... I'll say dysfunctional.

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I'll say it. That's fine. I'll bridge the gap.

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But people won't speak up. That's the issue.

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And there's just a lot of research around that

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as well. And because we're social creatures,

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right? And there was a guy named Jerry Harvey

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who wrote a book called The Abilene Paradox,

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a Texan. okay and he says videos on this he has

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a website and uh he came down he spent the weekend

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with his files at ut but basically a lot of times

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in any kind of a team situation people will not

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speak up because they don't want to be ostracized

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by the team everybody kind of wants to be buddies

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or at least you know uh not a complete idiot

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or jerk so they'll they'll not speak because

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they don't want to be uh maybe uh too hard on

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a teammate, so then they collude as a team, right?

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And the classic example was the shuttle when

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it blew up. You know, there was a Morton Thiokol

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guy in the room that they knew if you try to

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boost those boosters, those solid rocket boosters

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that were on the shuttle, anything under 32 degrees,

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it wouldn't seal properly, you know? But NASA

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was very hard to push that thing to go up there

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because, you know, they had a schedule to make.

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And he was in a meeting. and he had the he brought

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it up and said that we can't do this we can't

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launch it everybody said i'm gonna be fine and

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like 10 minutes later it blew up right so having

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the moral courage in a team to speak up and damn

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the consequences If you get fired, you get fired.

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If someone doesn't like you, whatever. But you've

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got to get issues on the table. It's that simple.

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Huge. And that's for Malcolm Gladwell. And Talking

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with Strangers, guys, that's a very difficult

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book to read. It's not a matter of like educational.

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No, it's emotionally very draining. So I recommend

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it with caution. But he talks about the holy

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fool. And the holy fool is a person in society

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that predicts things like the 9 -11 attacks or

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the things like that. I mean, they have to be

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somewhat crazy to be willing to do that. But

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every society. needs that type of checks and

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balances that exist and so we can find ways to

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create more holy fools without making people

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crazy that would be awesome too um but it is

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it is super important to be able to find our

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voices and i think that's another big key is

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how can we step more into that role of making

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sure that we're doing what's necessary for the

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projects to be able to be successful and i guess

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let's dive into that kevin so if we want to inspire

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more people to do that you know what i want to

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bring up one other thing but keep maybe you marinate

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on that while i bring up what you were pointing

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out you talked about how you switched to not

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wanting to work with teams and i've seen a lot

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of executive coaches that make that same shift

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and i i do get it because teams are very very

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difficult and we live in a society now where

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transformational cultures are becoming mainstream

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to talk about if they're very difficult to implement

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and most people are still on the transactional

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side of of relationships but you alluded to the

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reality that it doesn't really become worthwhile

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or fun to work with a team unless that bond is

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strong unless that transformation has taken place

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but now we live in a society where like we're

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not going to return to transactional work not

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not my generation not the gen z's not the younger

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no the value of being appreciated and having

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work that matters and living with purpose and

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so the the transition to transformation is kind

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of forced on those who may not have grown up

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with with these books um with these these concepts

00:12:55.019 --> 00:12:58.480
but on the younger side we got to be careful

00:12:58.480 --> 00:13:00.899
not to fall into the young rhino category where

00:13:00.899 --> 00:13:04.720
we disrupt production We don't become profitable

00:13:04.720 --> 00:13:08.779
and we're demanding $30 an hour minimum wage

00:13:08.779 --> 00:13:11.919
salaries. Okay, maybe some news articles came

00:13:11.919 --> 00:13:15.000
out this week about this. But like, holy crap,

00:13:15.019 --> 00:13:16.759
like there's got to be a balance because if we're

00:13:16.759 --> 00:13:18.580
all just, oh no, I'm not going to work with them

00:13:18.580 --> 00:13:21.460
unless I feel really good. We're not going to

00:13:21.460 --> 00:13:23.460
have a functional society. There's got to be

00:13:23.460 --> 00:13:24.860
some type of balance on this. What are your thoughts

00:13:24.860 --> 00:13:27.340
on that, Kevin? You're exactly right. And, you

00:13:27.340 --> 00:13:30.259
know, I have a 33 year old son, a 30 year old

00:13:30.259 --> 00:13:32.379
daughter, a 26 year old son. We talk business

00:13:32.379 --> 00:13:38.700
all the time. And so, yeah, we want you to be

00:13:38.700 --> 00:13:41.750
happy and all that. But it's called work. You

00:13:41.750 --> 00:13:44.350
know, it's not called fun. Now, I met some of

00:13:44.350 --> 00:13:47.210
my very best friends at work. I met my wife at

00:13:47.210 --> 00:13:49.629
work, my very best friend at work. Unfortunately,

00:13:49.870 --> 00:13:51.750
he passed away about five years ago. So, you

00:13:51.750 --> 00:13:53.669
know, sometimes you get that. It's a blessing.

00:13:54.169 --> 00:13:57.190
But I think it used to be a mission or vision

00:13:57.190 --> 00:13:59.929
of a company would be like, I'll give you an

00:13:59.929 --> 00:14:01.830
example. I worked for Chevron for a long time.

00:14:01.929 --> 00:14:03.769
Then I went off on my own and came back. But

00:14:03.769 --> 00:14:07.389
their old mission used to be to increase shareholder

00:14:07.389 --> 00:14:09.830
value so people make a lot of money. I'm paraphrasing,

00:14:09.889 --> 00:14:13.110
right? And then finally, they changed it to something

00:14:13.110 --> 00:14:15.789
like bringing energy to the world or something

00:14:15.789 --> 00:14:18.710
like that. So I think especially people your

00:14:18.710 --> 00:14:22.009
age and my adult children, they want to actually

00:14:22.009 --> 00:14:23.889
buy into the culture and the mission, right?

00:14:23.990 --> 00:14:25.529
And I'll give you my two favorite missions. This

00:14:25.529 --> 00:14:28.649
is a classic one. You'll love this one. When

00:14:28.649 --> 00:14:31.330
I was in Austin, when I got my degree, we did

00:14:31.330 --> 00:14:33.289
a little project at Seton Medical Center in Austin,

00:14:33.389 --> 00:14:35.610
Texas. And it was run by the Daughters of Charity.

00:14:35.629 --> 00:14:38.190
So the nuns started it. They called it a purpose

00:14:38.190 --> 00:14:40.559
statement. But you can say mission. Their purpose

00:14:40.559 --> 00:14:43.000
was to treat, this is a hospital, to treat every

00:14:43.000 --> 00:14:45.759
person, every patient, as if we were treating

00:14:45.759 --> 00:14:49.740
Christ himself. Wow. Now, that's the most powerful

00:14:49.740 --> 00:14:52.399
mission I probably ever heard. The other one

00:14:52.399 --> 00:14:54.519
I love is Andy Anderson, Cancer in Houston, which

00:14:54.519 --> 00:14:58.480
is making cancer history. And they put an X over

00:14:58.480 --> 00:15:01.919
it. Eliminating it, but making history by, I

00:15:01.919 --> 00:15:04.299
mean. If that doesn't get you motivated, what

00:15:04.299 --> 00:15:06.840
will? So I think readers need to model that kind

00:15:06.840 --> 00:15:09.120
of stuff at the very top. And it's like, it's

00:15:09.120 --> 00:15:11.799
not just about money, people. It's about people

00:15:11.799 --> 00:15:14.100
and, you know, the whole bit. I mean, look at

00:15:14.100 --> 00:15:16.879
another classic example was Gordon Bethune. You

00:15:16.879 --> 00:15:20.019
know, Continental Airlines loved it before they

00:15:20.019 --> 00:15:22.179
merged with United. That's another story. But

00:15:22.179 --> 00:15:26.519
he wrote a book called, hang on a second, I had

00:15:26.519 --> 00:15:30.899
it written down. It was, oh, From Worst to First.

00:15:31.500 --> 00:15:34.220
They went through Chapter 11 three times. OK.

00:15:34.320 --> 00:15:37.620
And when he took over the same airplanes, the

00:15:37.620 --> 00:15:39.820
same pilots, same flight attendants. And within

00:15:39.820 --> 00:15:41.799
about two years, they were like the number one

00:15:41.799 --> 00:15:44.519
airline. And just the way how he treated people,

00:15:44.659 --> 00:15:46.480
the way he was on that in the cockpit, when he

00:15:46.480 --> 00:15:49.179
would talk to customers, you know, so it all

00:15:49.179 --> 00:15:52.090
starts at the top, man. Man, that is awesome.

00:15:52.230 --> 00:15:53.509
We're going to come back. We're going to dive

00:15:53.509 --> 00:15:55.409
in even deeper on engineering elite teams. We

00:15:55.409 --> 00:15:56.549
want to take a little break so I can get a little

00:15:56.549 --> 00:15:59.350
bit of water. And of course, Dr. Kevin Lewis

00:15:59.350 --> 00:16:02.570
is here to help us. He's got more than 30 years

00:16:02.570 --> 00:16:05.629
of experience, let's say, in life. He's got more

00:16:05.629 --> 00:16:07.730
than 30 years in the workforce as well. And he

00:16:07.730 --> 00:16:09.409
also had a beautiful marriage for many, many,

00:16:09.450 --> 00:16:11.389
many, many decades as well that I want to honor

00:16:11.389 --> 00:16:13.970
because my friends, it's one thing to do it in

00:16:13.970 --> 00:16:16.970
the workplace. It's another to have success in

00:16:16.970 --> 00:16:18.950
the home life. And then it's another entirely

00:16:18.950 --> 00:16:21.129
to be able to have success in both. So we're

00:16:21.129 --> 00:16:23.730
in for a treat today. All right. Welcome in to

00:16:23.730 --> 00:16:26.769
Vision Pros Live with Jackson Callum. I'm your

00:16:26.769 --> 00:16:29.210
show host. We'll be doing interviews for visionary

00:16:29.210 --> 00:16:31.990
entrepreneurs and guest leaders who are building

00:16:31.990 --> 00:16:43.950
fantastic visions out there. Hey guys, again,

00:16:44.009 --> 00:16:46.190
I hope you're enjoying this podcast so far. It

00:16:46.190 --> 00:16:48.169
started by showing you the development of my

00:16:48.169 --> 00:16:50.909
relationship with Dr. Kevin Lewis, and he has

00:16:50.909 --> 00:16:53.110
so much knowledge when it comes to engineering

00:16:53.110 --> 00:16:55.809
elite teams and unpacking the hidden drivers

00:16:55.809 --> 00:16:58.070
of high performance. I hope that you take the

00:16:58.070 --> 00:17:00.470
opportunity to not just listen, but to also reach

00:17:00.470 --> 00:17:02.210
out to him about these concepts. We've already

00:17:02.210 --> 00:17:04.910
talked about the balance between transactional

00:17:04.910 --> 00:17:06.809
relationships and transformational relationships

00:17:06.809 --> 00:17:09.509
and how it's so important to move towards transformation,

00:17:09.609 --> 00:17:11.869
but also not lose sight of the value of work.

00:17:11.930 --> 00:17:13.910
That is something. that is very, very hard for

00:17:13.910 --> 00:17:15.990
society to get right now. And then we also talked

00:17:15.990 --> 00:17:18.950
about the cultures and how culture plays into

00:17:18.950 --> 00:17:22.329
success and how we can engineer that. We want

00:17:22.329 --> 00:17:24.029
to dive into the repeatable patterns a little

00:17:24.029 --> 00:17:26.700
bit more as well as. what leaders do differently

00:17:26.700 --> 00:17:29.480
to sustain performance over time at companies

00:17:29.480 --> 00:17:31.559
that are truly doing that. I'm not talking about

00:17:31.559 --> 00:17:33.619
fly -by -night companies or young guns that don't

00:17:33.619 --> 00:17:35.619
have experience over decades. I'm talking about

00:17:35.619 --> 00:17:38.359
his brilliance over decades of being able to

00:17:38.359 --> 00:17:40.099
evaluate and see what's going on in the business

00:17:40.099 --> 00:17:42.200
world and help us see that. He's got a book as

00:17:42.200 --> 00:17:44.220
well. We'll talk about that. But I'm going to

00:17:44.220 --> 00:17:45.880
bring Kevin back on and we're going to dive into

00:17:45.880 --> 00:17:48.960
this aspect of what is it that leaders are doing

00:17:48.960 --> 00:17:51.339
differently to sustain performance over time.

00:17:51.559 --> 00:17:54.059
We got more than 10 days of experience with this.

00:17:54.079 --> 00:17:55.799
We got decades. of experience with it, Kevin.

00:17:56.019 --> 00:17:58.559
Let's dive right back into that. Yeah, we can.

00:17:58.779 --> 00:18:02.359
And I think the irony is some teams don't even

00:18:02.359 --> 00:18:04.579
need a team leader, self -managed teams, okay?

00:18:04.660 --> 00:18:06.599
So if they're clear on task and the roles and

00:18:06.599 --> 00:18:08.839
all that good stuff. But the leaders that I've

00:18:08.839 --> 00:18:11.839
seen who are really, really good, I think the

00:18:11.839 --> 00:18:14.440
one thing they have in common is they're absolute

00:18:14.440 --> 00:18:17.039
straight shooters and they can show their vulnerability,

00:18:17.339 --> 00:18:20.539
okay? They're always a human being. before they're

00:18:20.539 --> 00:18:22.480
the boss, before they're the team leader, right?

00:18:22.680 --> 00:18:27.839
And those who embrace that, people, look, people,

00:18:27.940 --> 00:18:30.900
if you blow smoke, people can see it in a heartbeat,

00:18:31.079 --> 00:18:33.559
right? You just can't get away with that stuff.

00:18:33.759 --> 00:18:37.299
So I always convince or suggest leaders to do

00:18:37.299 --> 00:18:40.839
that. And I can, I've told the story on other

00:18:40.839 --> 00:18:43.339
podcasts, but it's a really powerful one. So

00:18:43.339 --> 00:18:47.160
what... a lot of companies ge started this 30

00:18:47.160 --> 00:18:49.119
years ago but they have a thing called new leader

00:18:49.119 --> 00:18:52.000
assimilation so if you're a new team leader and

00:18:52.000 --> 00:18:54.859
or a new manager new boss whatever uh the first

00:18:54.859 --> 00:18:57.759
couple months after you've been working with

00:18:57.759 --> 00:19:00.559
the team they get they sit down with the team

00:19:00.559 --> 00:19:02.900
and i do this i do a little uh like a little

00:19:02.900 --> 00:19:05.480
google survey thing but it's like what do we

00:19:05.480 --> 00:19:07.220
what are we going to know about jackson if you're

00:19:07.220 --> 00:19:09.339
with the boss uh what does he need to know about

00:19:09.339 --> 00:19:13.579
the team uh You know, what are Jackson's biggest

00:19:13.579 --> 00:19:15.680
strengths? What are some of his background things?

00:19:15.859 --> 00:19:18.380
Can I come to his office? Does he use texting?

00:19:18.519 --> 00:19:20.359
Does he do, you know, all that kind of stuff,

00:19:20.480 --> 00:19:23.259
nitty gritty. But I would always say to the leader,

00:19:23.440 --> 00:19:25.720
okay, this is the day before we're doing the

00:19:25.720 --> 00:19:28.619
next day. And I was working with a leader. I

00:19:28.619 --> 00:19:31.799
heard he was a pretty tough guy. So I said to

00:19:31.799 --> 00:19:34.039
him, and I'm going to use this exact wording

00:19:34.039 --> 00:19:36.940
he said. His name was Todd. I said, Todd, when

00:19:36.940 --> 00:19:38.920
you meet with your team tomorrow, can you say

00:19:38.920 --> 00:19:41.200
something just about yourself so they know you

00:19:41.200 --> 00:19:43.900
are a human being, not just the boss? He goes,

00:19:43.960 --> 00:19:45.980
yeah. I said, what's that? He goes, well, I used

00:19:45.980 --> 00:19:48.720
to be a real asshole, but I changed. I said,

00:19:48.740 --> 00:19:52.079
really? Why? He said, well, my wife got cancer

00:19:52.079 --> 00:19:54.539
and I almost lost her, breast cancer. I said,

00:19:54.599 --> 00:19:57.980
okay. And he said, in fact, she told me, my wife,

00:19:58.039 --> 00:20:00.579
this is him talking to him, she goes, my getting

00:20:00.579 --> 00:20:02.480
breast cancer is the best thing that ever happened

00:20:02.480 --> 00:20:06.500
to you because it forced him to evaluate what's

00:20:06.500 --> 00:20:08.839
important in his life. and he told me that i

00:20:08.839 --> 00:20:11.339
said dude that's really powerful i said would

00:20:11.339 --> 00:20:14.339
you be okay telling that to the team tomorrow

00:20:14.339 --> 00:20:17.039
at the right time because no problem it was amazing

00:20:17.039 --> 00:20:18.819
jackson there were about eight people on his

00:20:18.819 --> 00:20:21.380
team six men two women and especially the women

00:20:21.380 --> 00:20:23.299
he stood up there and told that story and you

00:20:23.299 --> 00:20:25.140
could just see them melting oh he loves his wife

00:20:25.140 --> 00:20:27.839
and he has his priorities straight yeah it was

00:20:27.839 --> 00:20:30.000
powerful it doesn't always have to be that that

00:20:30.000 --> 00:20:32.299
crazy but it could just be what you like to do

00:20:32.299 --> 00:20:34.319
for fun what kind of books you like to read you

00:20:34.319 --> 00:20:36.819
know movies whatever but it's important the leader

00:20:36.819 --> 00:20:40.549
is seen As a human being versus the boss. And

00:20:40.549 --> 00:20:43.410
one time I did that and a lady came up to me,

00:20:43.509 --> 00:20:46.529
a subordinate of the team, and she said, you

00:20:46.529 --> 00:20:48.630
know, I don't really care about that kind of

00:20:48.630 --> 00:20:50.289
stuff. I just want the work. I said, well, maybe

00:20:50.289 --> 00:20:52.630
you don't need that, but your other team members

00:20:52.630 --> 00:20:57.109
do. Right. It's a balancing act for sure. And

00:20:57.109 --> 00:20:59.890
it's one of those things that I do recommend.

00:21:00.130 --> 00:21:01.789
In fact, we have a couple of ways we strive to

00:21:01.789 --> 00:21:03.890
do that here at First Class Business on the Vision

00:21:03.890 --> 00:21:07.099
Bros team. I'm a very driven person, Kevin. I

00:21:07.099 --> 00:21:09.920
like to like I'm happiest in the fourth quarter

00:21:09.920 --> 00:21:12.559
when the game is close, like let's crush it.

00:21:12.579 --> 00:21:15.059
And over time, like I'm even more excited. Like

00:21:15.059 --> 00:21:17.339
this is this is the time to shine. And that doesn't

00:21:17.339 --> 00:21:19.039
always work for a culture. You know, there's

00:21:19.039 --> 00:21:21.980
a balancing act of of being highly driven and

00:21:21.980 --> 00:21:24.759
also being personable. We use we use a company

00:21:24.759 --> 00:21:27.359
meeting on Fridays called Level Up, Calm Down.

00:21:27.789 --> 00:21:30.289
And so on level up, calm down, we have an hour

00:21:30.289 --> 00:21:32.130
and a half. And this is something I wish more

00:21:32.130 --> 00:21:35.049
virtual teams would implement because most virtual

00:21:35.049 --> 00:21:37.769
work resides around like, what'd you do for me

00:21:37.769 --> 00:21:40.690
today? Did you get it done? It's very transactional.

00:21:40.710 --> 00:21:42.470
There's not a lot of team for personal development.

00:21:42.589 --> 00:21:44.730
Well, we take that hour and a half as our back

00:21:44.730 --> 00:21:47.390
office break room time to be able, nobody's allowed

00:21:47.390 --> 00:21:49.279
to talk about anything urgent. Nobody's allowed

00:21:49.279 --> 00:21:50.980
to talk about anything stressful. We take care

00:21:50.980 --> 00:21:52.700
of all of that in the morning. And then we come

00:21:52.700 --> 00:21:54.519
in at 1 o 'clock. No, it's 2 o 'clock in the

00:21:54.519 --> 00:21:56.660
afternoon. And we have an hour and a half. And

00:21:56.660 --> 00:21:58.599
we might even karaoke during that time sometimes.

00:21:58.880 --> 00:22:01.720
Sometimes we need that. Other times, again, we

00:22:01.720 --> 00:22:05.019
talk about projects that aren't. like deathly

00:22:05.019 --> 00:22:06.940
important and we do show and tell you know and

00:22:06.940 --> 00:22:08.839
we start with the person who's youngest in the

00:22:08.839 --> 00:22:10.640
room being the person who's newest to the company

00:22:10.640 --> 00:22:13.480
that way they get a chance to lead and present

00:22:13.480 --> 00:22:15.259
their value and they don't feel intimidated by

00:22:15.259 --> 00:22:17.559
everybody else and we tell them don't forget

00:22:17.559 --> 00:22:20.079
at the end of your presentation to pass the ball

00:22:20.079 --> 00:22:22.519
pass the ball to the next person that way i don't

00:22:22.519 --> 00:22:24.359
have to keep interrupting or facilitating it's

00:22:24.359 --> 00:22:26.740
just it's kind of lead and they do that and it

00:22:26.740 --> 00:22:28.839
creates an amazing environment because my team

00:22:28.839 --> 00:22:31.400
members after that and a half they either go

00:22:31.400 --> 00:22:34.509
have lunch But whatever happens, they come back

00:22:34.509 --> 00:22:37.049
to finish their work really well on a Friday

00:22:37.049 --> 00:22:40.109
because they got that unplug feeling. And I spend

00:22:40.109 --> 00:22:42.509
the rest of my day checking in on making sure

00:22:42.509 --> 00:22:44.609
everybody's happy going into the weekend. Because

00:22:44.609 --> 00:22:46.930
if they're happy going into the weekend, they're

00:22:46.930 --> 00:22:49.690
usually happy coming back on Monday. And so Monday

00:22:49.690 --> 00:22:51.930
kicks off with even greater force. So there are

00:22:51.930 --> 00:22:55.660
lots of ways. as individuals where we can tap

00:22:55.660 --> 00:22:57.400
into opportunities like this and say, you know,

00:22:57.420 --> 00:22:59.119
what's done is some of the best cultures in the

00:22:59.119 --> 00:23:01.900
world, AI, and how can we implement this stuff

00:23:01.900 --> 00:23:05.339
in our lives? So super, super well said about

00:23:05.339 --> 00:23:09.619
that. Going into the. I don't want to just talk

00:23:09.619 --> 00:23:11.440
about the why in this one. The question was why

00:23:11.440 --> 00:23:15.039
building elite teams requires more than just

00:23:15.039 --> 00:23:18.279
a blueprint. Let's talk about the blueprint first

00:23:18.279 --> 00:23:20.660
of, you know, if we have one. Do we have a blueprint?

00:23:20.819 --> 00:23:22.140
Do you have a blueprint, Kevin, or do we make

00:23:22.140 --> 00:23:24.799
this up? Well, no. I mean, I have my model that

00:23:24.799 --> 00:23:27.019
I showed you. And then I think a charter is pretty

00:23:27.019 --> 00:23:29.940
important, too, in writing. You know, so here's

00:23:29.940 --> 00:23:31.740
what we're trying to do. Here are our customers,

00:23:31.859 --> 00:23:34.240
here are our stakeholders. They kind of divide

00:23:34.240 --> 00:23:37.150
the work up. So, yeah, let's break that down

00:23:37.150 --> 00:23:39.690
slowly then for myself and others because I want

00:23:39.690 --> 00:23:41.569
to be able to capitalize on that. And then, my

00:23:41.569 --> 00:23:43.150
friends, I'm also going to reveal afterwards,

00:23:43.349 --> 00:23:45.789
you know, why it's not enough. What are some

00:23:45.789 --> 00:23:47.930
of the other obstacles you might run into with

00:23:47.930 --> 00:23:51.549
these opportunities to build? And, of course,

00:23:51.569 --> 00:23:53.549
Kevin, you can double down with me on that. Well,

00:23:53.630 --> 00:23:56.170
to take a step back, sometimes a team isn't needed.

00:23:57.099 --> 00:23:59.660
OK, now I have a little team workshop I've done

00:23:59.660 --> 00:24:01.500
for a long time and there's a really good book

00:24:01.500 --> 00:24:03.619
called The Wisdom of Teams. It's been around

00:24:03.619 --> 00:24:05.420
a long time. They have a new edition came out

00:24:05.420 --> 00:24:07.720
a few years ago and I don't have the courage

00:24:07.720 --> 00:24:10.759
with me. But what I do is it's like sometimes

00:24:10.759 --> 00:24:14.519
just a group of people can do work organically

00:24:14.519 --> 00:24:16.799
and they don't need to be, quote unquote, a team.

00:24:17.180 --> 00:24:20.559
OK, and then sometimes the boss will say for

00:24:20.559 --> 00:24:22.779
political correctness, I want you to be a team.

00:24:22.880 --> 00:24:25.480
And maybe all they share is a coffee pot and

00:24:25.480 --> 00:24:28.400
a charge code. it's like really and then what

00:24:28.400 --> 00:24:30.940
they do is they try to if they're at this level

00:24:30.940 --> 00:24:33.180
of productivity they start to try to be a team

00:24:33.180 --> 00:24:35.619
and they actually lose productivity because they're

00:24:35.619 --> 00:24:37.779
doing team stuff they don't really need to do

00:24:37.779 --> 00:24:40.480
you know yeah you know role roles and i said

00:24:40.480 --> 00:24:42.039
well i don't even know what this guy does oh

00:24:42.039 --> 00:24:44.460
no but you're a team now it's like it's just

00:24:44.460 --> 00:24:47.359
unbelievable I can see the bureaucracy problems

00:24:47.359 --> 00:24:49.779
in that. It's just like, really, people? See,

00:24:49.839 --> 00:24:52.420
I come from the startup world where most solopreneurs

00:24:52.420 --> 00:24:54.119
think they don't need a team and they're trying

00:24:54.119 --> 00:24:56.420
to do way too much on their own. And so we loosely

00:24:56.420 --> 00:24:58.940
use the word team as like, you need people who

00:24:58.940 --> 00:25:01.039
can help you. You can't lift all this by yourself

00:25:01.039 --> 00:25:04.279
and scale. But on the flip side, no, I can see

00:25:04.279 --> 00:25:06.539
how, yeah, that would get real awkward. And one

00:25:06.539 --> 00:25:08.619
of the key things is that people want to know

00:25:08.619 --> 00:25:12.480
on any team is, I'll say, how interdependent

00:25:12.480 --> 00:25:15.069
are the team members? In other words, I would

00:25:15.069 --> 00:25:18.130
want to know if I'm on a team, what can I do

00:25:18.130 --> 00:25:20.849
alone? And when do I have to work with Jackson

00:25:20.849 --> 00:25:24.769
or Judy or Tom? Okay. He said, oh, and you thought

00:25:24.769 --> 00:25:27.430
about that, right? So it's almost like the team

00:25:27.430 --> 00:25:29.930
leader wants teamwork, but they don't really

00:25:29.930 --> 00:25:32.930
have to be a team to do that. So sometimes it's

00:25:32.930 --> 00:25:35.049
like, like I said, it's just kind of force and

00:25:35.049 --> 00:25:37.109
people know it's like, okay, it's a waste of

00:25:37.109 --> 00:25:39.589
time. And I'll ask you a trick question. I've

00:25:39.589 --> 00:25:41.910
seen a few high performing teams. Do you know

00:25:41.910 --> 00:25:45.569
why most teams? that I've seen in large organizations

00:25:45.569 --> 00:25:49.690
never get to high performance. Why? Because they

00:25:49.690 --> 00:25:53.190
move people too quickly off the team. They come

00:25:53.190 --> 00:25:55.990
on, they come off. It's common sense, but you

00:25:55.990 --> 00:25:57.470
don't have to be high performance. You can be

00:25:57.470 --> 00:26:00.089
good and knock it out of the park, right? But

00:26:00.089 --> 00:26:02.690
usually, and I had a podcast with another guy

00:26:02.690 --> 00:26:04.690
a couple months ago, and he said, man, that happened

00:26:04.690 --> 00:26:07.269
to me. I was running some kind of auto shop or

00:26:07.269 --> 00:26:09.309
something, and people were stealing his people

00:26:09.309 --> 00:26:11.750
at the time. They were so good. And if you have

00:26:11.750 --> 00:26:13.509
seven or eight people, a team and a couple of

00:26:13.509 --> 00:26:16.309
people leave, you're not starting all over. But

00:26:16.309 --> 00:26:18.809
the dynamics are totally different. Right. Right.

00:26:19.049 --> 00:26:22.650
And I can see a lot of companies falling victim

00:26:22.650 --> 00:26:27.150
of having one bad apple in the bunch and then

00:26:27.150 --> 00:26:29.250
making the decision like, OK, well, we're just

00:26:29.250 --> 00:26:31.430
not going to rotate teams fast. We don't have

00:26:31.430 --> 00:26:33.329
that experience happen. But there's other ways

00:26:33.329 --> 00:26:35.210
to address these realities. But let's let's play

00:26:35.210 --> 00:26:36.990
devil's advocate real quick. I love what you

00:26:36.990 --> 00:26:39.930
said about how in some. some elements like the

00:26:39.930 --> 00:26:42.569
team is not required. Is there a specific industry

00:26:42.569 --> 00:26:46.309
or a specific division where you find that it's,

00:26:46.309 --> 00:26:48.950
it's more, I guess it's more helpful to focus

00:26:48.950 --> 00:26:51.769
on the individual work rather than forcing the

00:26:51.769 --> 00:26:54.789
team concept. Like I can see how in a, maybe

00:26:54.789 --> 00:26:57.170
I'm wrong, but maybe in a financial department

00:26:57.170 --> 00:27:00.630
or where people like to do spreadsheet type stuff,

00:27:00.750 --> 00:27:04.309
maybe they don't necessarily. The nature of the

00:27:04.309 --> 00:27:06.349
work should drive how much interaction there

00:27:06.349 --> 00:27:08.930
should be. It shouldn't be from political. correctness

00:27:08.930 --> 00:27:11.309
right if somebody i mean the classic is the old

00:27:11.309 --> 00:27:13.589
software developer now people just buy objects

00:27:13.589 --> 00:27:15.789
now it's all yeah but back in the day when they

00:27:15.789 --> 00:27:17.710
would write code you know you'd have somebody

00:27:17.710 --> 00:27:19.809
there just you know they'd want to be there for

00:27:19.809 --> 00:27:22.650
like 24 hours a day and you'd kind of stick a

00:27:22.650 --> 00:27:24.549
pizza under the door and spray some deodorant

00:27:24.549 --> 00:27:27.769
in there it was all good right i mean really

00:27:27.769 --> 00:27:32.309
so but i think so much work now is it's there's

00:27:32.309 --> 00:27:34.369
so many people who were doing two and three jobs

00:27:34.809 --> 00:27:36.630
they have to share the work and be able to do

00:27:36.630 --> 00:27:38.650
it so i think it's just getting crazy crazy crazy

00:27:38.650 --> 00:27:40.490
meaning you have to at least be able to collaborate

00:27:40.490 --> 00:27:44.210
whether it's a team or not that's good that that's

00:27:44.210 --> 00:27:46.349
legend i love that okay i have a i have a great

00:27:46.349 --> 00:27:49.509
example though of a leadership team when the

00:27:49.509 --> 00:27:52.309
she was a cio fifa expansion officer and she

00:27:52.309 --> 00:27:54.190
had seven people the team she called me one day

00:27:54.190 --> 00:27:57.130
she goes i think we need my team needs team building

00:27:57.130 --> 00:27:59.769
and for me that's always a big old red flag okay

00:27:59.769 --> 00:28:02.240
here we go right Because sometimes they don't

00:28:02.240 --> 00:28:04.019
need that. So long story short, I interviewed

00:28:04.019 --> 00:28:06.160
her and we talked and I said, tell me about all

00:28:06.160 --> 00:28:08.099
your team members, leadership team, and they're

00:28:08.099 --> 00:28:10.359
all managers. There were seven of them. Five

00:28:10.359 --> 00:28:12.500
of them were great, but two of them were not

00:28:12.500 --> 00:28:15.019
getting along at all, like nitro and glycerin.

00:28:15.140 --> 00:28:18.000
So it's in my book. And I basically say, I'm

00:28:18.000 --> 00:28:21.019
not going to drag the whole first grade class

00:28:21.019 --> 00:28:23.859
out and be punished because one person or two

00:28:23.859 --> 00:28:26.599
people are acting out, right? So basically I

00:28:26.599 --> 00:28:28.440
did a one -on -one assessment with each of them.

00:28:28.950 --> 00:28:30.930
And after I did it with the leader first, she

00:28:30.930 --> 00:28:34.190
understood the tool I use. And it was obvious

00:28:34.190 --> 00:28:36.130
they were never going to work very well together.

00:28:36.329 --> 00:28:39.990
So one on one, I sat down with them. And one

00:28:39.990 --> 00:28:41.970
was in Australia, one was in Houston. And we

00:28:41.970 --> 00:28:43.829
did a little thing. And I said, look, I'm your

00:28:43.829 --> 00:28:46.549
friendly internal consultant. But if you people

00:28:46.549 --> 00:28:48.250
don't get your act together, you're going to

00:28:48.250 --> 00:28:50.529
be on a PIP, a performance improvement plan.

00:28:50.769 --> 00:28:53.230
And if you go on a PIP in a large organization

00:28:53.230 --> 00:28:55.609
and there's layoffs next year, guess who gets

00:28:55.609 --> 00:28:58.039
to go first? So I told them there were three

00:28:58.039 --> 00:29:00.700
behaviors where they were just like this. And

00:29:00.700 --> 00:29:03.519
I showed it on a graph very visually. And I gave

00:29:03.519 --> 00:29:06.779
some examples. And within two weeks, they didn't

00:29:06.779 --> 00:29:08.359
love each other. They didn't even like each other,

00:29:08.400 --> 00:29:09.900
but they could work together. And I didn't have

00:29:09.900 --> 00:29:12.880
to drag six of their peers out of there because,

00:29:12.960 --> 00:29:15.319
you know, somebody wanted to do team building.

00:29:15.839 --> 00:29:19.140
I'm very surgical about that stuff. Wow. Let's

00:29:19.140 --> 00:29:21.759
talk about Teams, Tools, and Trials, your book.

00:29:21.920 --> 00:29:24.319
I'd love to hear about it, Kevin. The main reason

00:29:24.319 --> 00:29:27.990
I wrote it. was those three adult children who

00:29:27.990 --> 00:29:30.309
i love never really knew what i did for a living

00:29:30.309 --> 00:29:33.369
dad would get on an airplane he'd go to australia

00:29:33.369 --> 00:29:35.009
and dad's getting it now and now he's going to

00:29:35.009 --> 00:29:37.829
south america i come back and you know have to

00:29:37.829 --> 00:29:39.609
move the grind and you know cut the lawn right

00:29:39.609 --> 00:29:43.170
so i said to myself when i'm long gone i want

00:29:43.170 --> 00:29:45.369
my children to know what i did for a living that

00:29:45.369 --> 00:29:48.490
was my first objective and the second was i have

00:29:48.490 --> 00:29:51.950
was blessed with tremendous mentors leaders uh

00:29:51.950 --> 00:29:55.019
world the lions in this industry and i said i

00:29:55.019 --> 00:29:57.259
think i have a lot of knowledge god gave me a

00:29:57.259 --> 00:29:59.039
great brain in my opinion and i'm going to share

00:29:59.039 --> 00:30:01.099
that knowledge as best i can and put it out there

00:30:01.099 --> 00:30:05.160
guys well i can't i can't emphasize the importance

00:30:05.160 --> 00:30:08.759
of this enough but i i need to try uh kevin will

00:30:08.759 --> 00:30:10.420
give you a little break one more time as well

00:30:10.420 --> 00:30:12.000
because i want to talk about that i also want

00:30:12.000 --> 00:30:14.660
to give some shout outs to some other uh individuals

00:30:14.660 --> 00:30:17.140
that are are warranted for the visionaries who

00:30:17.140 --> 00:30:20.539
are listening in so my friends uh kevin lewis

00:30:20.539 --> 00:30:23.640
just told us the book that he wrote is like him

00:30:23.640 --> 00:30:25.920
packaging all of his wisdom and knowledge for

00:30:25.920 --> 00:30:28.299
the sake of his children having success in their

00:30:28.299 --> 00:30:30.809
life. That's how important. this stuff is for

00:30:30.809 --> 00:30:32.890
each and every one of us is we got decades of

00:30:32.890 --> 00:30:34.869
leadership wisdom to learn from with that. I

00:30:34.869 --> 00:30:36.549
also want to introduce you guys to some other

00:30:36.549 --> 00:30:38.329
leaders. I hope that you connect with Kevin Lewis,

00:30:38.430 --> 00:30:40.309
by the way, directly. It has been such a pleasure

00:30:40.309 --> 00:30:42.710
and pleasure and honor to meet him and to talk

00:30:42.710 --> 00:30:44.410
to him and to pick his brain about what could

00:30:44.410 --> 00:30:46.990
help first class business with our growth. So

00:30:46.990 --> 00:30:48.950
let's shift gears real quick for health. Anybody

00:30:48.950 --> 00:30:50.549
who starts struggling with health problems, I

00:30:50.549 --> 00:30:52.890
highly recommend connecting with journey to wellness

00:30:52.890 --> 00:30:56.250
plan .com. This is Dr. Shannon and Dr. Justin

00:30:56.250 --> 00:30:58.329
Pierce. I've been friends with them for over

00:30:58.329 --> 00:31:00.309
eight years. I've sent three people their way.

00:31:00.470 --> 00:31:03.390
These are people who had illnesses that were,

00:31:03.390 --> 00:31:05.789
that were kind of beyond what their doctors had

00:31:05.789 --> 00:31:07.289
told them that they could get help with. And

00:31:07.289 --> 00:31:08.849
I had heard that Shannon was a bit of a miracle

00:31:08.849 --> 00:31:11.650
worker. So I sent them her way. I followed up

00:31:11.650 --> 00:31:13.589
with all three and all three came back with glowing

00:31:13.589 --> 00:31:15.529
reviews of like, my goodness, like she knows

00:31:15.529 --> 00:31:17.089
her stuff. She helped me in ways that other people

00:31:17.089 --> 00:31:19.869
can't. I've heard she's been able to help with

00:31:19.869 --> 00:31:23.369
things like Crohn's disease and the Epstein -Barr

00:31:23.369 --> 00:31:26.009
virus, as well as Hashimoto's. Again, I don't

00:31:26.009 --> 00:31:28.269
want to put a technical spin on this because

00:31:28.269 --> 00:31:30.309
I'm not a doctor, but I know that if I had a

00:31:30.309 --> 00:31:32.549
loved one who's in some type of critical condition

00:31:32.549 --> 00:31:35.680
or is out of hope when it comes to doctors. I

00:31:35.680 --> 00:31:37.500
would want somebody to tell me about Shannon.

00:31:37.799 --> 00:31:39.660
So definitely check out what they're up to and

00:31:39.660 --> 00:31:41.119
how they're going about it. She's not waving

00:31:41.119 --> 00:31:43.000
a magic wand. She just does the right type of

00:31:43.000 --> 00:31:45.059
research and the right types of tests. And she

00:31:45.059 --> 00:31:47.539
also went through a life -threatening illness

00:31:47.539 --> 00:31:49.680
situation herself. So she understands the value

00:31:49.680 --> 00:31:51.140
and the importance of bringing this to the world.

00:31:51.200 --> 00:31:52.500
That's why she has more than a quarter million

00:31:52.500 --> 00:31:55.420
followers. Then there's Practice Makes Permanent.

00:31:55.420 --> 00:31:58.140
And Jennifer Reed, who runs Practice Makes Permanent,

00:31:58.200 --> 00:32:00.460
she's also a full -time employee, just like a

00:32:00.460 --> 00:32:02.619
lot of you guys are as visionaries. She's only

00:32:02.619 --> 00:32:04.000
launched this company a year and a half ago,

00:32:04.099 --> 00:32:06.059
but she's been employed. employed in government

00:32:06.059 --> 00:32:09.920
agencies for more than 20 years. And I can't

00:32:09.920 --> 00:32:12.380
think of a more difficult place personally to

00:32:12.380 --> 00:32:15.119
practice. culture and leadership development

00:32:15.119 --> 00:32:18.200
and she works with the executive teams i'm not

00:32:18.200 --> 00:32:19.759
going to say what division she works for right

00:32:19.759 --> 00:32:21.799
now but you can find that out on your own what

00:32:21.799 --> 00:32:23.799
i would ask you to focus on is when you're talking

00:32:23.799 --> 00:32:26.420
to people about professional growth and moving

00:32:26.420 --> 00:32:28.599
your own brands forward lean in with people who

00:32:28.599 --> 00:32:30.940
have a personal why that's strong and why do

00:32:30.940 --> 00:32:32.980
i do that because those people they're resilient

00:32:32.980 --> 00:32:35.519
and they're almost relentless about their pursuit

00:32:35.519 --> 00:32:38.460
for success for the sake of making a difference

00:32:38.460 --> 00:32:40.589
in the world and i would challenge you Bring

00:32:40.589 --> 00:32:43.069
a couple of Kleenexes when you talk to Jennifer,

00:32:43.089 --> 00:32:44.529
because you're going to be bawling your eyes

00:32:44.529 --> 00:32:46.809
out when you hear her story of why she believes

00:32:46.809 --> 00:32:49.430
so strongly in emotional intelligence and spiritual

00:32:49.430 --> 00:32:51.470
intelligence and bringing that to the workforce.

00:32:51.849 --> 00:32:54.009
She's a world -class facilitator, and I highly

00:32:54.009 --> 00:32:56.589
recommend talking to her if you're in a position

00:32:56.589 --> 00:32:58.670
where you can benefit from leadership, profitability,

00:32:58.730 --> 00:33:01.769
and growth. Then there's the Water Project. The

00:33:01.769 --> 00:33:04.230
Water Project is an initiative that we contribute

00:33:04.230 --> 00:33:07.130
to on a monthly basis, and it's something that

00:33:07.500 --> 00:33:09.480
Kind of blew my mind when I remember the team

00:33:09.480 --> 00:33:11.660
member a long time ago, we were actually supporters

00:33:11.660 --> 00:33:14.539
of Operation Underground Railroad. And we were

00:33:14.539 --> 00:33:16.579
helping with the process of raising awareness

00:33:16.579 --> 00:33:20.359
for kids who are affected by trafficking. And

00:33:20.359 --> 00:33:22.960
so this person told me, you know, Jackson, I'd

00:33:22.960 --> 00:33:25.420
like to see us lean into something with with

00:33:25.420 --> 00:33:28.980
greater. connection to more people who need it

00:33:28.980 --> 00:33:31.160
in the world. And we had a little bit of a battle

00:33:31.160 --> 00:33:33.960
as a team about it. But as I started to lean

00:33:33.960 --> 00:33:35.819
into this, I saw pictures like this where these

00:33:35.819 --> 00:33:37.980
kids are pulling water out of who knows where.

00:33:38.140 --> 00:33:40.259
And I started to think about my kids. I was like,

00:33:40.299 --> 00:33:42.519
man, there's millions of people out there who

00:33:42.519 --> 00:33:44.460
suffer without clean drinking water. And how

00:33:44.460 --> 00:33:47.220
would that affect me as a person who's trying

00:33:47.220 --> 00:33:48.519
to provide for my family? How would that affect

00:33:48.519 --> 00:33:50.619
my kids who have to leave these schools in order

00:33:50.619 --> 00:33:51.880
to go find water? And I said, you know what?

00:33:52.079 --> 00:33:54.140
It's not hard to switch gears and also talk about

00:33:54.140 --> 00:33:56.900
this too. I see these kids celebrating water

00:33:56.900 --> 00:33:59.859
like my kids celebrate Christmas Day. And that

00:33:59.859 --> 00:34:02.259
humbling thought made me realize I can do something

00:34:02.259 --> 00:34:03.759
to help out with this, too. And so we continue

00:34:03.759 --> 00:34:06.079
to talk about it. My hope is if you're not in

00:34:06.079 --> 00:34:07.859
a financial position to contribute to one of

00:34:07.859 --> 00:34:09.920
these projects, which only takes 10 to 20 dollars,

00:34:10.079 --> 00:34:12.800
then by all means, do me a favor. Just share

00:34:12.800 --> 00:34:14.840
this with somebody. Talk to people about it over

00:34:14.840 --> 00:34:17.280
dinner. You never know who you talk to or who

00:34:17.280 --> 00:34:19.739
you share this with. Might be somebody who invests

00:34:19.739 --> 00:34:22.139
in one of these. one of these wells or one of

00:34:22.139 --> 00:34:23.820
these sand dams that they build. It is really

00:34:23.820 --> 00:34:25.420
neat to learn about what happens. And what's

00:34:25.420 --> 00:34:27.539
cool about this is I love their transparency.

00:34:27.920 --> 00:34:30.400
When you give money to it, they actually show

00:34:30.400 --> 00:34:32.760
you the project come to fruition that you decided

00:34:32.760 --> 00:34:35.000
to invest in, just like a Kickstarter project

00:34:35.000 --> 00:34:37.300
or another crowdfunding project. So my friends,

00:34:37.320 --> 00:34:39.260
we got 8 billion people to help in this world.

00:34:39.300 --> 00:34:41.280
And if you know a cause that makes more sense

00:34:41.280 --> 00:34:43.800
to you that to give back to, maybe you're like,

00:34:43.880 --> 00:34:45.039
Jackson, you should talk about this instead.

00:34:45.719 --> 00:34:47.760
drop the link in the comments. Let me take a

00:34:47.760 --> 00:34:49.780
look at the cause. I might bring it up on this

00:34:49.780 --> 00:34:51.719
show as well and talk about it. And I might contribute

00:34:51.719 --> 00:34:53.639
from my own pocket as well. If we can, we will.

00:34:53.820 --> 00:34:56.099
So thanks again for hearing us out on that. Let's

00:34:56.099 --> 00:34:59.099
go right back to Kevin. Kevin, I just want to

00:34:59.099 --> 00:35:01.119
give you kind of a broad stroke, open opportunity.

00:35:01.340 --> 00:35:02.960
We've talked a lot about different angles of

00:35:02.960 --> 00:35:05.019
leadership and elite teams and high performance

00:35:05.019 --> 00:35:07.539
and what's there. What are some of the areas

00:35:07.539 --> 00:35:09.360
that you'd like to go into where it's like, man,

00:35:09.400 --> 00:35:11.059
my audience is going to miss out if we don't

00:35:11.059 --> 00:35:15.019
talk about these aspects? I think it's just kind

00:35:15.019 --> 00:35:17.500
of a pet peeve for me is a lot of large organizations

00:35:17.500 --> 00:35:20.500
try to identify their high potential employees

00:35:20.500 --> 00:35:27.639
their hypos right and uh i was kind of like skeptical

00:35:27.639 --> 00:35:30.380
that they were really taking it seriously uh

00:35:30.380 --> 00:35:33.119
because there's a social science term called

00:35:33.119 --> 00:35:35.760
homophily when latin means lovers are the same

00:35:35.760 --> 00:35:38.780
so if you walk into a room with 100 people and

00:35:38.780 --> 00:35:40.880
you're an accountant and there's five accountants

00:35:40.880 --> 00:35:42.980
there within 30 seconds you're going to bump

00:35:42.980 --> 00:35:44.320
into each other you know it's just out of brain

00:35:44.320 --> 00:35:46.380
waves whatever it is right so i think a lot of

00:35:46.380 --> 00:35:49.559
times companies would just you know hire somebody

00:35:49.559 --> 00:35:51.619
who kind of looks like them or maybe you know

00:35:51.619 --> 00:35:54.920
whatever so i tested it so this was a chevron

00:35:54.920 --> 00:35:57.940
story i'll tell you real quick so uh they have

00:35:57.940 --> 00:36:01.119
a very still do have a very large refinery in

00:36:01.119 --> 00:36:04.000
pescagoula mississippi and they were having a

00:36:04.000 --> 00:36:07.800
hypo summit or something like that so i found

00:36:07.800 --> 00:36:09.619
out about it i'm going to look at this for a

00:36:09.619 --> 00:36:13.900
second uh it's kind of interesting the uh and

00:36:13.900 --> 00:36:16.739
i said hey and the guy the hr manager there was

00:36:16.739 --> 00:36:19.260
a guy named bobby patton really nice guy and

00:36:19.260 --> 00:36:21.599
i said i want to do a little experiment with

00:36:21.599 --> 00:36:23.059
you he goes what do you mean because my press

00:36:23.059 --> 00:36:26.619
my mentor oscar mink said the best research goes

00:36:26.619 --> 00:36:29.019
on in organizations that nobody knows about it's

00:36:29.019 --> 00:36:30.840
not published or anything this is a great example

00:36:30.840 --> 00:36:35.630
of that so i said uh OK, I said, you said you

00:36:35.630 --> 00:36:37.510
have a hypo summit, right? He goes, yeah. I said,

00:36:37.510 --> 00:36:41.469
give me six hypos and tell me, give me two that

00:36:41.469 --> 00:36:44.550
you really think are hypos, two that they really

00:36:44.550 --> 00:36:46.710
aren't and get up to in the middle. But don't

00:36:46.710 --> 00:36:49.789
tell me who's who. OK, so I use this psychometric

00:36:49.789 --> 00:36:52.670
tool called the 16 personality factor. They took

00:36:52.670 --> 00:36:56.369
it. I did a one on one assessment with each one

00:36:56.369 --> 00:36:59.289
of them. And out of those five of them, I identified

00:36:59.289 --> 00:37:01.289
one. There were like, I think, four men, two

00:37:01.289 --> 00:37:04.570
women. identified one guy. I said, there's no

00:37:04.570 --> 00:37:07.489
doubt in my mind this guy's a hypo. Now, this

00:37:07.489 --> 00:37:10.929
company who has the instrument was based in Chicago.

00:37:11.170 --> 00:37:12.550
And here's what I did. They have an industrial

00:37:12.550 --> 00:37:15.210
psychologist, Ralph Wharton, chief psychologist.

00:37:15.329 --> 00:37:19.949
He retired now. And I said, I sent him the reports.

00:37:20.190 --> 00:37:22.969
He didn't even know these people. I said, I want

00:37:22.969 --> 00:37:24.909
you to look at the reports for these six people.

00:37:25.110 --> 00:37:27.610
Tell me if you think there's a hypo. We both

00:37:27.610 --> 00:37:30.309
chose the same guy. And he didn't even see him.

00:37:30.619 --> 00:37:34.059
OK, so here's my point for an organization to

00:37:34.059 --> 00:37:37.420
identify hypos without using any kind of valid

00:37:37.420 --> 00:37:41.780
assessment is just ridiculous. Right. So that's

00:37:41.780 --> 00:37:43.500
been something I've been kind of pushing for

00:37:43.500 --> 00:37:45.579
a long time. So I think there are some tools

00:37:45.579 --> 00:37:49.239
because here's the deal. It's in a lot of organizations.

00:37:49.559 --> 00:37:53.199
Once a hypo, always a hypo. OK, they best they

00:37:53.199 --> 00:37:56.500
get the best. uh overseas assignments they get

00:37:56.500 --> 00:37:58.480
the best training they get all this good stuff

00:37:58.480 --> 00:38:00.940
so it becomes a self -fulfilling prophecy they're

00:38:00.940 --> 00:38:03.719
there maybe 18 months two years then they leave

00:38:03.719 --> 00:38:05.260
you don't even know what you already did someone

00:38:05.260 --> 00:38:07.840
else comes in and cleans up your mess right so

00:38:07.840 --> 00:38:11.500
one way to to fix that and Schlumberger does

00:38:11.500 --> 00:38:13.860
this I had a lunch with a guy a few years ago

00:38:13.860 --> 00:38:16.920
it's either every year or every other year the

00:38:16.920 --> 00:38:20.019
hypos have to earn back into it it's like it's

00:38:20.019 --> 00:38:22.739
like the NFL quarterback has to be earned back

00:38:22.739 --> 00:38:25.440
in so they're not just on the list forever they

00:38:25.440 --> 00:38:27.940
can actually churn and some companies just started

00:38:27.940 --> 00:38:30.599
to do that so it's not like you got the silver

00:38:30.599 --> 00:38:32.559
spoon in your mouth and then you can never make

00:38:32.559 --> 00:38:35.519
any mistakes right because you know why companies

00:38:35.519 --> 00:38:38.940
don't move the hypos or don't admit they made

00:38:38.940 --> 00:38:41.800
a mistake because somebody brought them in and

00:38:41.800 --> 00:38:44.079
they don't want to make a mistake and say oh

00:38:44.079 --> 00:38:46.860
i didn't i thought jackson was a hypo he didn't

00:38:46.860 --> 00:38:49.260
do that very well who who brought him in well

00:38:49.949 --> 00:38:52.929
I don't know, man. So everybody's just kind of

00:38:52.929 --> 00:38:55.110
covered each other. So that's kind of a, it's

00:38:55.110 --> 00:38:56.650
just an interesting thing that I've always been

00:38:56.650 --> 00:38:59.650
thought about a lot. That is super important.

00:38:59.750 --> 00:39:02.269
I will, for those of you who are newer visionaries

00:39:02.269 --> 00:39:04.550
to listening in, or you're not at the levels

00:39:04.550 --> 00:39:06.250
where there's thousands of people involved in

00:39:06.250 --> 00:39:09.050
organizations, one of the invitations that I'd

00:39:09.050 --> 00:39:11.210
make for all of you, take this conversation,

00:39:11.409 --> 00:39:12.969
the dialogue, the transcript, you can take it

00:39:12.969 --> 00:39:15.190
right off of YouTube, guys. Take it off of there.

00:39:15.599 --> 00:39:18.039
go to your favorite ai source whether i like

00:39:18.039 --> 00:39:20.619
to use claude that's one that i go for and say

00:39:20.619 --> 00:39:24.219
i would like to understand all of the value that

00:39:24.219 --> 00:39:26.480
Dr. Kevin Lewis is throwing down. And I would

00:39:26.480 --> 00:39:29.340
like to know, how does this relate to my circumstances

00:39:29.340 --> 00:39:32.739
with my brand? And if you do that, it will actually

00:39:32.739 --> 00:39:35.380
help because it's going to go research who Dr.

00:39:35.639 --> 00:39:38.099
Kevin Lewis is, what he's done in different companies.

00:39:38.320 --> 00:39:40.320
It'll look at the whole show notes from everything

00:39:40.320 --> 00:39:42.139
that we've talked about. And then it can start

00:39:42.139 --> 00:39:44.480
to help you build a personalized plan and process

00:39:44.480 --> 00:39:46.639
for how this applies to your environment. Because

00:39:46.639 --> 00:39:49.360
you may not have enough team members to worry

00:39:49.360 --> 00:39:52.769
about setting up multiple teams. not have the

00:39:52.769 --> 00:39:55.369
understanding of well what hypo language is or

00:39:55.369 --> 00:39:57.769
high performers and and working with with high

00:39:57.769 --> 00:39:59.909
performers and and how do you evaluate that and

00:39:59.909 --> 00:40:02.610
we mentioned one tool with the 16 personality

00:40:02.610 --> 00:40:06.190
metric tool that i believe uh kevin has we've

00:40:06.190 --> 00:40:08.469
also got colby assessment um that's one that

00:40:08.469 --> 00:40:10.489
i i would recommend looking at and seeing as

00:40:10.489 --> 00:40:12.130
part of the process you got strengths finder

00:40:12.130 --> 00:40:16.659
2 .0 um by by the Tom Rath and the Gallup Institute.

00:40:16.920 --> 00:40:20.940
And I'm a big fan of what my area manager told

00:40:20.940 --> 00:40:22.519
me at Lifetime Fitness a long time ago. We'd

00:40:22.519 --> 00:40:25.980
pull him in the office and he said, for a specific

00:40:25.980 --> 00:40:28.880
reason, he said, Jackson, look, I can teach you

00:40:28.880 --> 00:40:32.639
how to sell, but I can't teach you integrity.

00:40:33.389 --> 00:40:36.190
And he was pointing out he hires based on values

00:40:36.190 --> 00:40:38.670
and I hire based on love, patience, persistence,

00:40:38.929 --> 00:40:41.070
consistency, and reliability. Those are the attributes

00:40:41.070 --> 00:40:43.030
that I look for in people, but I would never

00:40:43.030 --> 00:40:46.130
turn down a 16 -point assessment or the Colby.

00:40:46.460 --> 00:40:48.039
Or the StrengthsFinder. Those are all things

00:40:48.039 --> 00:40:50.860
that I would stack in my favor in order to make

00:40:50.860 --> 00:40:53.360
sure I find the best people possible. And I also

00:40:53.360 --> 00:40:56.420
empower the people as best I can who are working

00:40:56.420 --> 00:40:59.139
with me. And like you said, Kevin, giving people

00:40:59.139 --> 00:41:01.760
the opportunity to develop long -term relationships

00:41:01.760 --> 00:41:04.480
rather than fragmenting, we've got to become

00:41:04.480 --> 00:41:06.920
better at that too. So as we wrap up the episode

00:41:06.920 --> 00:41:09.239
today, any final thoughts, any final words of

00:41:09.239 --> 00:41:10.800
wisdom you'd like to share with visionaries out

00:41:10.800 --> 00:41:14.760
there? This is very tactical. If you're in an

00:41:14.760 --> 00:41:17.400
organization and you're not a happy camper, I

00:41:17.400 --> 00:41:21.739
tell people always have two strategies, an internal

00:41:21.739 --> 00:41:24.880
parallel strategy and an external parallel strategy,

00:41:25.199 --> 00:41:28.659
because anybody can get taken out anytime. It

00:41:28.659 --> 00:41:31.239
happened to me twice, you know, and I got stronger

00:41:31.239 --> 00:41:35.440
out of it. And I made a big decision that it's

00:41:35.440 --> 00:41:36.880
one reason I got my doctorate as an insurance

00:41:36.880 --> 00:41:39.019
policy. I said, if I ever get taken out again,

00:41:39.219 --> 00:41:43.539
I will be so networked. so confident and so confident

00:41:43.539 --> 00:41:45.880
that it'll just be a nuisance. It won't be a

00:41:45.880 --> 00:41:48.239
life -threatening thing. So don't be dumb, fat

00:41:48.239 --> 00:41:50.699
and happy. You don't want to be paranoid. You

00:41:50.699 --> 00:41:52.360
know, you got to trust God and the whole thing

00:41:52.360 --> 00:41:54.940
as far as I'm concerned, but have that dual strategy

00:41:54.940 --> 00:41:59.320
at all times and then just go for it. I love

00:41:59.320 --> 00:42:01.480
that. And I agree with it. I think that God honors

00:42:01.480 --> 00:42:04.460
us super well when we decide to put our plans

00:42:04.460 --> 00:42:06.000
into place. They say, if you want to make God

00:42:06.000 --> 00:42:08.460
smile, put a plan into place. And I agree with

00:42:08.460 --> 00:42:11.099
both realities on that. One, he's always going

00:42:11.099 --> 00:42:12.980
to have a better plan for us than we can see.

00:42:13.219 --> 00:42:15.900
But two, if we're not doing our part to earn

00:42:15.900 --> 00:42:18.900
that plan, then... Why is he going to give me

00:42:18.900 --> 00:42:21.219
the ability to move forward? For instance, I

00:42:21.219 --> 00:42:23.559
used to say as a visionary, I don't care about

00:42:23.559 --> 00:42:25.780
the money. I used to say that years ago. And

00:42:25.780 --> 00:42:27.960
I realized that was pretty much making my prayers

00:42:27.960 --> 00:42:29.920
in vain. Because as I said, hey, I want to help

00:42:29.920 --> 00:42:31.699
your children. Please send me money to help.

00:42:31.920 --> 00:42:33.320
It's like, well, you just told me you weren't

00:42:33.320 --> 00:42:34.699
going to take care. You don't care about the

00:42:34.699 --> 00:42:35.880
money and you're not going to take care of it.

00:42:35.940 --> 00:42:38.300
So we can't just be all philanthropic. We've

00:42:38.300 --> 00:42:40.400
got to be responsible stewards and what we do

00:42:40.400 --> 00:42:43.380
to as well, visionaries. And I want to also empower

00:42:43.380 --> 00:42:45.340
you all with one final resource based on what

00:42:45.340 --> 00:42:47.530
Kevin just said. He's right. We've got to have

00:42:47.530 --> 00:42:50.309
our internal and our external plans. And we've

00:42:50.309 --> 00:42:53.650
got the AI .firstclassbusiness .io, the AI marketplace

00:42:53.650 --> 00:42:56.760
coming out right now. now. It is coming out this

00:42:56.760 --> 00:42:59.460
week. This is about empowering you with the expertise

00:42:59.460 --> 00:43:01.579
you already have. A lot of people are scared

00:43:01.579 --> 00:43:04.960
about AI and what's coming. And there's a huge

00:43:04.960 --> 00:43:08.179
white collar layoff process that's already started.

00:43:08.280 --> 00:43:11.760
We lost 75 ,000 jobs last year alone. And this

00:43:11.760 --> 00:43:13.500
year, it's already turning into millions. And

00:43:13.500 --> 00:43:15.679
I don't mean to make light of that. What I mean

00:43:15.679 --> 00:43:17.739
to do is help you understand that even if you

00:43:17.739 --> 00:43:20.239
do get laid off, if you've ever, for instance,

00:43:20.400 --> 00:43:24.469
left a review, on online or you've ever curated

00:43:24.469 --> 00:43:28.210
a playlist on spotify you have ai training and

00:43:28.210 --> 00:43:29.989
you just don't know how to put it on your resume

00:43:29.989 --> 00:43:32.110
so we built this to help professionals understand

00:43:32.110 --> 00:43:34.489
how to reposition themselves in this market to

00:43:34.489 --> 00:43:36.769
get raises and to take advantage of the tools

00:43:36.769 --> 00:43:39.250
that can empower you at new heights we also built

00:43:39.719 --> 00:43:41.760
a similar track for business owners to be able

00:43:41.760 --> 00:43:43.539
to recognize their bottlenecks. And so the cool

00:43:43.539 --> 00:43:46.219
thing about this ecosystem is those of you who

00:43:46.219 --> 00:43:48.139
are in the market to become a better professional

00:43:48.139 --> 00:43:49.800
and may want to launch your own businesses, et

00:43:49.800 --> 00:43:51.880
cetera, this is going to help position you to

00:43:51.880 --> 00:43:53.739
do that. And on the business owner side, you

00:43:53.739 --> 00:43:55.500
get to explore that market and say, which of

00:43:55.500 --> 00:43:57.599
these people are, as Kevin talked about, high

00:43:57.599 --> 00:44:00.039
performers who could help me build out my systems

00:44:00.039 --> 00:44:02.260
a little bit better because AI is going to need

00:44:02.260 --> 00:44:04.400
people to help with the processes for a long

00:44:04.400 --> 00:44:06.559
time. We need to lean into our emotional intelligence.

00:44:07.159 --> 00:44:09.300
capacities we need to lean into our ability to

00:44:09.300 --> 00:44:11.480
think through things and ask great questions

00:44:11.480 --> 00:44:14.059
and those are really the fundamental truths that

00:44:14.059 --> 00:44:16.420
most ai experts are so busy playing with bananas

00:44:16.420 --> 00:44:19.019
that create images somehow that they're overlooking

00:44:19.019 --> 00:44:21.579
the reality that really what we need is great

00:44:22.619 --> 00:44:24.860
Let's lean into our leadership. Kevin, I really

00:44:24.860 --> 00:44:26.320
appreciate you coming on the show and helping

00:44:26.320 --> 00:44:30.239
us do that today. My friends, you can find Kevin's

00:44:30.239 --> 00:44:32.940
book on Amazon. You can also go to his website.

00:44:33.079 --> 00:44:35.500
You can Google. You can probably look on AI and

00:44:35.500 --> 00:44:37.820
see. Tell me more about Kevin Lewis and find

00:44:37.820 --> 00:44:39.619
some really cool stuff out. But he's still at

00:44:39.619 --> 00:44:41.960
the top of his game as a consultant. He's still

00:44:41.960 --> 00:44:44.280
taking clients on. He's still providing wisdom

00:44:44.280 --> 00:44:46.880
to the world. Again, one final fortune cookie,

00:44:47.059 --> 00:44:49.079
Kevin. If you had to create a fortune cookie

00:44:49.079 --> 00:44:51.239
for life, for visionaries, what would it be?

00:44:53.889 --> 00:44:59.369
I would say Romans 8, 28. Say that again. Romans

00:44:59.369 --> 00:45:03.849
8, 28. You know, all things. God makes all things

00:45:03.849 --> 00:45:06.650
good for those, you know, who believe in him.

00:45:06.769 --> 00:45:08.849
And, you know, I've screwed up the quote, but,

00:45:08.869 --> 00:45:12.570
you know, it's 8, 28. Look it up. He can turn

00:45:12.570 --> 00:45:15.090
anything around, anything around. And, you know,

00:45:15.110 --> 00:45:17.429
what someone else may have intent bad for you.

00:45:17.829 --> 00:45:20.469
God will make it good. Every time I had a setback.

00:45:20.920 --> 00:45:23.480
All I did was make me stronger and that's just

00:45:23.480 --> 00:45:26.519
the way it works. Thank you for leaving us with

00:45:26.519 --> 00:45:30.360
those words. I believe as much as well. And look

00:45:30.360 --> 00:45:33.000
at that. I'm one -upping you on the human category

00:45:33.000 --> 00:45:36.320
of to error is human. Visionaries, we all make

00:45:36.320 --> 00:45:38.260
mistakes. We love you. We look forward to seeing

00:45:38.260 --> 00:45:40.500
your visions come to fruition. We'll see you

00:45:40.500 --> 00:45:42.260
on the next episode of Vision Pros Live. Thank

00:45:42.260 --> 00:45:44.239
you for being here today. I'm really happy that

00:45:44.239 --> 00:45:46.260
you tuned in to Vision Pros Live. I'm looking

00:45:46.260 --> 00:45:49.519
forward to seeing your reactions as these episodes

00:45:49.519 --> 00:45:51.320
continue to move forward. This is going to get

00:45:51.320 --> 00:45:53.800
more and more fun. We'll have more and more engagement

00:45:53.800 --> 00:45:56.099
as well. invite people to participate in the

00:45:56.099 --> 00:45:58.320
show and thank you for giving us your time and

00:45:58.320 --> 00:46:00.739
attention. Have an excellent time building out

00:46:00.739 --> 00:46:02.760
your vision and becoming a vision pro yourself.