WEBVTT

00:00:01.590 --> 00:00:03.330
Hey, what's up, everybody? Welcome in to Vision

00:00:03.330 --> 00:00:05.469
Pros Live. I'm your show host, Jackson Callum,

00:00:05.469 --> 00:00:07.549
founder of First Class Business, and I've got

00:00:07.549 --> 00:00:10.470
Greg Kaiser in the house. of management mastery.

00:00:10.890 --> 00:00:12.810
He's got a book on management and leadership.

00:00:12.949 --> 00:00:15.949
He's got a great personality. We have no problem

00:00:15.949 --> 00:00:18.210
going back and forth with healthy conflict. And

00:00:18.210 --> 00:00:20.390
that's one of my favorite, favorite realities.

00:00:20.609 --> 00:00:22.230
And I've got a leader who's willing to go in

00:00:22.230 --> 00:00:24.429
and dive deep on, well, I don't know about that.

00:00:24.429 --> 00:00:26.390
Well, what about this angle? And he goes, well,

00:00:26.489 --> 00:00:27.769
I don't know about that, Jackson. What about

00:00:27.769 --> 00:00:29.809
this angle? That's one of my favorite styles

00:00:29.809 --> 00:00:32.789
of conversations because it's obviously diving

00:00:32.789 --> 00:00:35.590
into both of our blind spots. And I don't think

00:00:35.590 --> 00:00:37.649
there's a more healthy place that we can be.

00:00:38.140 --> 00:00:40.280
on a weekly basis. Maybe not every moment of

00:00:40.280 --> 00:00:42.539
every day, but I like to be there often because

00:00:42.539 --> 00:00:44.719
I'm trying to lead millions of people and I won't

00:00:44.719 --> 00:00:47.039
get there unless I'm able to see past my own

00:00:47.039 --> 00:00:49.299
blind spot. So Greg Kaiser, thank you for being

00:00:49.299 --> 00:00:51.820
a great guest. Thank you for being a great mastermind

00:00:51.820 --> 00:00:53.960
buddy through email. We got our pen pal stuff

00:00:53.960 --> 00:00:58.200
going and thanks for joining me. Talk about hidden

00:00:58.200 --> 00:01:01.159
communication gaps that break great teams. Jackson,

00:01:01.200 --> 00:01:03.219
thank you so much. A pleasure to be here. Really

00:01:03.219 --> 00:01:05.879
looking forward to having another, let's call

00:01:05.879 --> 00:01:08.150
it vibrant. Or possibly vigorous conversation.

00:01:09.150 --> 00:01:11.670
Yeah, very good. Good second word choice too.

00:01:12.230 --> 00:01:14.890
That's what I felt. And sometimes, my friends,

00:01:14.909 --> 00:01:16.549
sometimes when I get these emails from Greg,

00:01:16.750 --> 00:01:20.650
my inner ego comes out and is like, really? And

00:01:20.650 --> 00:01:25.010
I'm like, wait. No, he gets it. He's not going

00:01:25.010 --> 00:01:27.489
to run from this. We're going to talk. And I'll

00:01:27.489 --> 00:01:31.989
put my email back and I'll be like, okay. Jackson,

00:01:32.250 --> 00:01:34.739
channel your inner love. bring up the radical

00:01:34.739 --> 00:01:36.900
candor and i think so many people hear that book

00:01:36.900 --> 00:01:38.540
and they've never read it or looked at it and

00:01:38.540 --> 00:01:40.700
they think radical candor means like extreme

00:01:40.700 --> 00:01:45.000
hard bearing truth that's not what it is my friends

00:01:45.000 --> 00:01:47.700
radical candor is you love somebody enough to

00:01:47.700 --> 00:01:50.340
recommend change that's what it's about and that's

00:01:50.340 --> 00:01:52.359
what i've so i've gone back and forth with greg

00:01:52.359 --> 00:01:54.700
looking all right what changes can i possibly

00:01:54.700 --> 00:02:00.439
um help greg with not inflict on greg and when

00:02:00.439 --> 00:02:04.239
he returns back i'm like cool i i i see that

00:02:04.239 --> 00:02:06.780
he's doing the same thing so again you got a

00:02:06.780 --> 00:02:09.500
you got a special aspect of leadership greg that

00:02:09.500 --> 00:02:11.919
you don't have to give you didn't have to go

00:02:11.919 --> 00:02:14.639
through our wrestling matches through email but

00:02:14.639 --> 00:02:17.300
you chose to and i just again i want to thank

00:02:17.300 --> 00:02:22.919
you for that where did you learn that uh jackson

00:02:22.919 --> 00:02:24.979
i'm an honors graduate from the college of hard

00:02:24.979 --> 00:02:27.659
knocks many people have never heard of this school

00:02:27.659 --> 00:02:36.150
yeah you know i i i'm a Self -proclaimed. Hopefully

00:02:36.150 --> 00:02:40.689
I can back that up. Lifetime learner. And the

00:02:40.689 --> 00:02:43.909
way you learn how to do things is through repetition

00:02:43.909 --> 00:02:48.250
and trial. But then the flip side of it is you

00:02:48.250 --> 00:02:51.710
have to be humble enough or have enough humility

00:02:51.710 --> 00:02:54.509
to step back and say, oh, boy, that didn't work

00:02:54.509 --> 00:02:57.469
the way I thought. Instead of saying, oh, these

00:02:57.469 --> 00:03:00.330
people, they don't get it. Like, no, no, you

00:03:00.330 --> 00:03:05.169
didn't give it to them. Go back, rethink your

00:03:05.169 --> 00:03:09.409
approach a little bit and help them. And that's

00:03:09.409 --> 00:03:14.729
a that's an iterative process. Yes, it is. That's

00:03:14.729 --> 00:03:16.590
already a masterclass. We're going to wrap up

00:03:16.590 --> 00:03:19.710
today and just close this episode. Now, my friends,

00:03:19.729 --> 00:03:22.289
seriously, have your pen and paper ready, because

00:03:22.289 --> 00:03:24.990
I can tell from what Greg already said and from

00:03:24.990 --> 00:03:26.889
my own life, I'm going to speak for both of us.

00:03:26.930 --> 00:03:29.550
We have both been through the good, the bad.

00:03:29.979 --> 00:03:32.719
and the ugly of leadership and everything that

00:03:32.719 --> 00:03:34.360
we talk about today we're going to be revealing

00:03:34.360 --> 00:03:37.460
some secrets that took me years to learn that

00:03:37.460 --> 00:03:39.539
took me that if i had just had somebody help

00:03:39.539 --> 00:03:42.379
me see these matters my relationships would have

00:03:42.379 --> 00:03:45.139
improved drastically my companies would have

00:03:45.139 --> 00:03:48.939
scaled far faster with far better culture and

00:03:48.939 --> 00:03:51.379
ultimately i would probably be leading millions

00:03:51.379 --> 00:03:53.800
of people by now because of the people that i

00:03:53.800 --> 00:03:56.020
was working with but i had to learn some very

00:03:56.020 --> 00:03:59.520
hard lessons as a young visionary that didn't

00:03:59.520 --> 00:04:02.599
quite understand how to pull these aspects together.

00:04:02.879 --> 00:04:06.419
So we're going to try to nail down the one major

00:04:06.419 --> 00:04:09.840
communication gap after we talk about several

00:04:09.840 --> 00:04:12.080
of them, but we're also going to dive into some

00:04:12.080 --> 00:04:15.659
communication gaps that you can fix right now.

00:04:15.900 --> 00:04:18.259
Greg, let's dive into the first aspect of that

00:04:18.259 --> 00:04:20.100
before we take a little break. Communication

00:04:20.100 --> 00:04:24.180
gaps that quietly grow between leaders, managers,

00:04:24.339 --> 00:04:26.319
and team members. And we're going to talk about

00:04:26.319 --> 00:04:29.550
both. in -person work at workforces and environments

00:04:29.550 --> 00:04:32.930
and online remote work forces because they're

00:04:32.930 --> 00:04:35.370
very very different in my opinion i've had uh

00:04:35.370 --> 00:04:38.649
how many years now 16 years working from home

00:04:38.649 --> 00:04:41.029
and i can tell you there's a lot of good bad

00:04:41.029 --> 00:04:43.829
and ugly to remote workforces but greg let's

00:04:43.829 --> 00:04:46.009
start with yours back to it one more time what

00:04:46.009 --> 00:04:48.589
are the communication gaps that quietly erode

00:04:48.589 --> 00:04:52.250
or grow between leaders managers and teams yeah

00:04:52.250 --> 00:04:56.470
so i think about this i like to put things into

00:04:56.470 --> 00:04:58.689
structures, frameworks, whatever word you want

00:04:58.689 --> 00:05:02.449
to use. And so the first thing they miss is,

00:05:02.569 --> 00:05:07.050
are we actually communicating? And the communication

00:05:07.050 --> 00:05:10.829
is exchange of valuable information as differentiated

00:05:10.829 --> 00:05:13.649
from, say, chit chat. You know, when you and

00:05:13.649 --> 00:05:16.449
I email back and forth, it's fairly intense.

00:05:16.730 --> 00:05:18.370
There's some weighty things in there and you're

00:05:18.370 --> 00:05:21.379
like, OK, that's information. I'm going to go

00:05:21.379 --> 00:05:23.600
buy this book that he suggested. I'm going to

00:05:23.600 --> 00:05:25.759
listen to this on Audible, et cetera, et cetera.

00:05:25.839 --> 00:05:29.879
That's information. And then the other thing

00:05:29.879 --> 00:05:33.100
people miss, and this is so basic, what direction

00:05:33.100 --> 00:05:37.420
is the communication flowing? Are you listening?

00:05:38.420 --> 00:05:40.600
Or are you actually sending the communication

00:05:40.600 --> 00:05:43.980
out? Because, and this is the thing I try to

00:05:43.980 --> 00:05:47.519
help people understand, the initiator of a communication.

00:05:48.720 --> 00:05:52.000
owns the communication from that point forward

00:05:52.000 --> 00:05:57.699
and they have to feel that that okay i initiated

00:05:57.699 --> 00:06:00.000
this communication and i did it presumably for

00:06:00.000 --> 00:06:05.399
some purpose i now own where this goes because

00:06:05.399 --> 00:06:07.939
and you probably experienced this do me a favor

00:06:07.939 --> 00:06:10.920
on this greg you you i feel like i'm i'm in a

00:06:10.920 --> 00:06:13.660
pool and i tried to reach the bottom and i didn't

00:06:13.660 --> 00:06:16.899
reach it but i'm like oh i want to um Help me

00:06:16.899 --> 00:06:18.899
see the example, because what you said, I can

00:06:18.899 --> 00:06:22.540
feel the depth, but I couldn't quite capture

00:06:22.540 --> 00:06:24.379
it in a real life scenario. So what does that

00:06:24.379 --> 00:06:27.259
look like, the initiator and the responsibility?

00:06:27.860 --> 00:06:31.360
So the initiator, put it in a simple, you're

00:06:31.360 --> 00:06:33.220
in a remote work situation since you brought

00:06:33.220 --> 00:06:37.839
that up. And I personally experienced this. People

00:06:37.839 --> 00:06:42.139
would talk in generalities on, we were using

00:06:42.139 --> 00:06:45.939
Microsoft Teams, and I'd say, okay. Hang on.

00:06:47.899 --> 00:06:53.040
Subject, verb, object. Break this down. Structure

00:06:53.040 --> 00:06:56.360
that so the people that are on here know who

00:06:56.360 --> 00:06:58.899
you're talking to, what you're talking about,

00:06:59.079 --> 00:07:02.720
and then the object, what you want to happen.

00:07:03.959 --> 00:07:07.560
Because, you know, I'm fortunate. I get to observe

00:07:07.560 --> 00:07:13.120
these things fly on the wall. Until I learn how

00:07:13.120 --> 00:07:16.600
these people interact. Then I start inserting

00:07:16.600 --> 00:07:20.879
myself and say, OK, this might be helpful. And

00:07:20.879 --> 00:07:22.959
I do this offline, Jackson, I don't do this on

00:07:22.959 --> 00:07:27.339
the calls. I call him afterwards. OK, I have

00:07:27.339 --> 00:07:30.540
transcripts of the meeting. Let's go over how

00:07:30.540 --> 00:07:33.560
you explain this. You directed this to somebody

00:07:33.560 --> 00:07:38.779
in Germany. And I took German for five years.

00:07:39.139 --> 00:07:42.740
The language structure in German is different.

00:07:43.780 --> 00:07:48.459
So you have to understand that verbs are super

00:07:48.459 --> 00:07:52.420
important in German. Sentences hinge around verbs.

00:07:52.920 --> 00:07:56.319
So you have to make sure you're not using some

00:07:56.319 --> 00:08:00.379
American idiom that they don't understand because

00:08:00.379 --> 00:08:02.019
they're going to be embarrassed to stop you in

00:08:02.019 --> 00:08:03.360
the middle of a meeting with a bunch of other

00:08:03.360 --> 00:08:08.800
people on the call. So confirm, after you say

00:08:08.800 --> 00:08:12.779
something, confirm that they understood. This

00:08:12.779 --> 00:08:15.319
is the action that we need to flow out of this.

00:08:16.060 --> 00:08:20.160
Is everybody on the same page? And then you let

00:08:20.160 --> 00:08:22.060
them repeat it back to you. And you might have

00:08:22.060 --> 00:08:24.399
to prompt them a little bit. You don't have to

00:08:24.399 --> 00:08:26.300
prompt them a little bit to get them to do that.

00:08:28.300 --> 00:08:30.459
But once they repeat it back to you, then you

00:08:30.459 --> 00:08:34.759
can very, very quickly say, I didn't exactly

00:08:34.759 --> 00:08:36.919
get across what I wanted to. Or like, okay, nailed

00:08:36.919 --> 00:08:40.980
it. Good. Let's move on to the next thing. And

00:08:40.980 --> 00:08:44.960
this is harder in a remote environment because

00:08:44.960 --> 00:08:49.659
people don't always pay attention as much as

00:08:49.659 --> 00:08:52.679
they should. Right, right. And especially if

00:08:52.679 --> 00:08:55.919
you allow videos to be off. But you also can't

00:08:55.919 --> 00:08:57.879
see somebody's hands on their lap going like

00:08:57.879 --> 00:09:02.139
this. You can't see the leg bouncing. No, but

00:09:02.139 --> 00:09:04.950
what you see is this. You know they're looking

00:09:04.950 --> 00:09:08.710
under the table. I worked with a great guy. It

00:09:08.710 --> 00:09:12.470
was about a billion dollar company. Wouldn't

00:09:12.470 --> 00:09:14.830
let a meeting start until everybody's cameras

00:09:14.830 --> 00:09:17.730
were on. And he was nice about it and kind of

00:09:17.730 --> 00:09:20.029
jokey about it. And he's like, oh, I see you

00:09:20.029 --> 00:09:21.429
just got out of bed and you're still in your

00:09:21.429 --> 00:09:24.750
robe and whatever, whatever. He only had to do

00:09:24.750 --> 00:09:26.289
it a couple of times. People showed up ready

00:09:26.289 --> 00:09:29.330
to play. They knew they were going to be on camera

00:09:29.330 --> 00:09:33.539
and he tiled the screen. And he would just, it

00:09:33.539 --> 00:09:35.039
was like sitting in a meeting room. He would

00:09:35.039 --> 00:09:38.759
randomly go around and say, so John, what do

00:09:38.759 --> 00:09:41.899
you think? Hey, you know, are you guys getting

00:09:41.899 --> 00:09:44.139
this? And he'd point to somebody, say their name.

00:09:44.440 --> 00:09:45.840
So all of a sudden, you know, when somebody says

00:09:45.840 --> 00:09:49.299
your name, you snap to it. He was so good at

00:09:49.299 --> 00:09:52.399
it, but he was a natural. You know, cause I talked

00:09:52.399 --> 00:09:53.600
to him afterwards. I'm like, how did you get

00:09:53.600 --> 00:09:56.620
that good at that? He's like, well, I worked

00:09:56.620 --> 00:09:59.200
for Boston Consulting Group for 10 years. He's

00:09:59.200 --> 00:10:01.509
like. We're really good at making sure people

00:10:01.509 --> 00:10:04.269
are paying attention because they have to pay

00:10:04.269 --> 00:10:06.750
attention to what we say. Like, OK, we've been

00:10:06.750 --> 00:10:08.509
practicing this for 10 years. Like you didn't

00:10:08.509 --> 00:10:11.929
do this yesterday. Right. Exactly. So there's

00:10:11.929 --> 00:10:14.710
that combination of a natural with natural plus

00:10:14.710 --> 00:10:18.289
10 years of of extreme exercise. All right. So

00:10:18.289 --> 00:10:19.909
that's good. That's really good. And I like that

00:10:19.909 --> 00:10:22.429
you talked about the repeat it back. Great. You

00:10:22.429 --> 00:10:24.009
said you went to the Hard Knocks University.

00:10:24.679 --> 00:10:26.940
It feels a little bit like you went to the Oxford

00:10:26.940 --> 00:10:30.200
University as well. Subject, burden, object and

00:10:30.200 --> 00:10:32.639
confirm action, repeat it back. I'm going to

00:10:32.639 --> 00:10:34.919
put that into what I would consider layman terms

00:10:34.919 --> 00:10:38.100
for us sports guys. I once had a therapist who

00:10:38.100 --> 00:10:40.539
helped me realize just how bad communication

00:10:40.539 --> 00:10:43.720
between human beings are. And he had a he had

00:10:43.720 --> 00:10:45.759
a little bitty game that he played called pass

00:10:45.759 --> 00:10:48.539
the ball. And so when you pass the ball, when

00:10:48.539 --> 00:10:50.860
you're speaking, you've got the ball. So we do

00:10:50.860 --> 00:10:54.480
this virtually in our companies where, OK. I've

00:10:54.480 --> 00:10:56.960
got the ball. Here's what I'm saying. Subject,

00:10:56.960 --> 00:10:58.799
verb and object. Right. Here's the challenge.

00:10:59.220 --> 00:11:01.860
Here's what we're going to do about it. And here's

00:11:01.860 --> 00:11:04.320
what we want the outcome to be. Right. Using

00:11:04.320 --> 00:11:07.120
Greg's formula. When I finish that, I'm going

00:11:07.120 --> 00:11:09.820
to give the ball to a team member. And I'm saying,

00:11:09.840 --> 00:11:12.120
now it's your turn to tell me, what did I say?

00:11:12.759 --> 00:11:15.379
So they have the ball and they speak back and

00:11:15.379 --> 00:11:17.100
they usually say something completely different

00:11:17.100 --> 00:11:20.539
than what I said. And now they give me the ball

00:11:20.539 --> 00:11:24.059
back and I say, OK. That's what you heard. This

00:11:24.059 --> 00:11:26.259
is what I meant. And then you might have to do

00:11:26.259 --> 00:11:29.559
this five or six times in my marriage counseling

00:11:29.559 --> 00:11:32.379
session. I think we did 15 the first time. And

00:11:32.379 --> 00:11:34.340
I was like, whoa, we really, we're using the

00:11:34.340 --> 00:11:36.519
same words, but meaning completely different

00:11:36.519 --> 00:11:39.879
things. Say that again? Slow learner. Oh man,

00:11:39.960 --> 00:11:43.659
of course. Slow and intense. Both, absolutely.

00:11:43.960 --> 00:11:47.879
So that aspect alone, that's a very big one.

00:11:48.259 --> 00:11:51.559
Let's dive a little bit deeper, Greg. We're into

00:11:51.559 --> 00:11:55.350
a... uh another area of communication gaps that

00:11:55.350 --> 00:11:57.429
quality girl i'll lead on this one you can color

00:11:57.429 --> 00:12:00.610
commentate um in remote workforces my friends

00:12:00.610 --> 00:12:03.549
i wish remote companies would lean into exactly

00:12:03.549 --> 00:12:05.870
what i say here this this was a very hard -earned

00:12:05.870 --> 00:12:11.110
lesson there's almost no culture in remote work

00:12:11.110 --> 00:12:14.889
environments because people they don't want to

00:12:14.889 --> 00:12:17.690
be on meetings too the meeting feels kind of

00:12:17.690 --> 00:12:19.190
static because people don't know how to lead

00:12:19.190 --> 00:12:22.549
remote meetings very well and so even if you're

00:12:22.549 --> 00:12:25.950
best friends and we were, and my first one of

00:12:25.950 --> 00:12:28.309
my first startups, we lived all down the street

00:12:28.309 --> 00:12:29.909
from each other, but we wouldn't see each other.

00:12:29.929 --> 00:12:32.529
But once a year when we go to a trade show and

00:12:32.529 --> 00:12:34.809
we were busy, we're working, we all had our own

00:12:34.809 --> 00:12:37.590
responsibilities to do. And so our zoom calls

00:12:37.590 --> 00:12:39.889
after that first year, like we get to the trade

00:12:39.889 --> 00:12:43.309
show conference and we're like, Oh my gosh, I

00:12:43.309 --> 00:12:45.809
do still love you. I don't hate you. You know?

00:12:45.809 --> 00:12:49.309
And we, you know, year two coming up on the same

00:12:49.309 --> 00:12:52.440
thing, but with far more like, I don't know if

00:12:52.440 --> 00:12:54.960
I still love you. Um, you know, and, and by year

00:12:54.960 --> 00:12:57.980
three, um, and we, we fricking hated each other.

00:12:58.019 --> 00:12:59.720
We were, we were all really mad at each other.

00:12:59.759 --> 00:13:03.299
And so I went into, I went into video power marketing

00:13:03.299 --> 00:13:05.500
after that a couple of years later and we were

00:13:05.500 --> 00:13:08.440
remote, we were remote culture again. And I thought

00:13:08.440 --> 00:13:11.519
through the nasty experiences that Adam and,

00:13:11.539 --> 00:13:13.700
and Don and Jen and I went through at restaurant

00:13:13.700 --> 00:13:17.919
connect. And I said, you know what? We just,

00:13:17.919 --> 00:13:22.579
we just got to a point where every day was, Greg,

00:13:22.579 --> 00:13:25.299
did you get it done? Okay, good. You got it done?

00:13:25.740 --> 00:13:28.279
All right. You didn't get it done? Oh, man. Why

00:13:28.279 --> 00:13:30.740
didn't you get it done? And it just became a

00:13:30.740 --> 00:13:33.759
transactional relationship where everything we

00:13:33.759 --> 00:13:36.700
were doing was so focused on, all right, let's

00:13:36.700 --> 00:13:37.820
get out of this meeting because nobody wants

00:13:37.820 --> 00:13:40.000
to be here anyway. Let's go and let's get it

00:13:40.000 --> 00:13:42.460
done. Let's get it done. And there was no depth.

00:13:42.519 --> 00:13:46.139
There was no moment where, you know what? Somebody

00:13:46.139 --> 00:13:48.700
yelled at me on the phone and the guy in the

00:13:48.700 --> 00:13:52.919
cubicle next to me goes. Whoa, man, like that

00:13:52.919 --> 00:13:56.659
was harsh. Like, way to take it. And that builds

00:13:56.659 --> 00:13:59.519
a sense of belonging. That builds a sense of

00:13:59.519 --> 00:14:02.159
good feeling that you've got each other's back

00:14:02.159 --> 00:14:04.820
in moments. Even if it's worse being in that

00:14:04.820 --> 00:14:08.259
cubicle, there's something that happens with

00:14:08.259 --> 00:14:10.740
the values, the virtues. So now let's go to what

00:14:10.740 --> 00:14:13.980
we did at Video Power. At Video Power, we would

00:14:13.980 --> 00:14:16.779
take time to talk about the good things in life.

00:14:17.320 --> 00:14:19.460
we wouldn't just rush off the Zoom because everybody

00:14:19.460 --> 00:14:21.299
hates Zoom meetings. No, we don't. People hate

00:14:21.299 --> 00:14:23.159
Zoom meetings because they get static and focused

00:14:23.159 --> 00:14:27.500
on transaction. And two, we decided that every

00:14:27.500 --> 00:14:30.179
time that we had a conference, we would bring

00:14:30.179 --> 00:14:32.740
everybody to the speaking session. Everybody

00:14:32.740 --> 00:14:34.500
would come there for that three -day weekend.

00:14:34.700 --> 00:14:37.500
We would have one day where we were doing a seminar

00:14:37.500 --> 00:14:39.379
where everybody prepared their own little stuff

00:14:39.379 --> 00:14:41.500
to talk about what we were going to move forward.

00:14:41.720 --> 00:14:45.129
And the next day, we would all spend time together

00:14:45.129 --> 00:14:47.450
doing something in the city that we were in like

00:14:47.450 --> 00:14:49.529
like an activity we rode the roller coaster in

00:14:49.529 --> 00:14:52.289
vegas um you know i went to the mob museum and

00:14:52.289 --> 00:14:55.629
hung out there too um and then the last day jake

00:14:55.629 --> 00:14:57.269
and i would go into the conference and crush

00:14:57.269 --> 00:14:58.850
the conference and the team had the free day

00:14:58.850 --> 00:15:00.470
to do whatever the heck they wanted if they wanted

00:15:00.470 --> 00:15:02.509
to spend time together awesome if they wanted

00:15:02.509 --> 00:15:04.350
to go to their own thing it was awesome but we

00:15:04.350 --> 00:15:06.970
made sure that quarterly we were doing things

00:15:06.970 --> 00:15:10.009
to bring the group together and if we couldn't

00:15:10.009 --> 00:15:12.940
do it in person We would do it virtually. We

00:15:12.940 --> 00:15:15.220
would do something fun virtually together. If

00:15:15.220 --> 00:15:18.159
companies would fix that, they wouldn't get to

00:15:18.159 --> 00:15:20.299
a position where people were quiet quitting and

00:15:20.299 --> 00:15:22.200
checking out and not paying attention to Zoom

00:15:22.200 --> 00:15:24.039
meetings and feeling like there's no relationship

00:15:24.039 --> 00:15:26.460
because you're actively building a relationship.

00:15:26.879 --> 00:15:29.440
That can help cure a lot of the communication

00:15:29.440 --> 00:15:32.460
gaps that we struggle with desperately at Restaurant

00:15:32.460 --> 00:15:34.820
Connect. Greg, your turn. I want to go back and

00:15:34.820 --> 00:15:37.679
touch on one thing you said where you talked

00:15:37.679 --> 00:15:41.240
about culture. And then you gave some excellent

00:15:41.240 --> 00:15:43.919
examples, physical examples, like people listen

00:15:43.919 --> 00:15:45.639
to you can picture it like, oh, I can see that

00:15:45.639 --> 00:15:48.659
happening. I can see that happening. And this

00:15:48.659 --> 00:15:51.480
is where culture is. Now I'm going to go half

00:15:51.480 --> 00:15:55.159
theoretical on you. It's the cumulative result

00:15:55.159 --> 00:16:01.659
of observed actions. So in your first startup

00:16:01.659 --> 00:16:05.329
where you ended up not liking everybody. people

00:16:05.329 --> 00:16:07.450
observe the actions. You may have had a mission

00:16:07.450 --> 00:16:09.289
statement and a vision somewhere and all those

00:16:09.289 --> 00:16:12.970
things, and these are our corporate values. Okay,

00:16:13.009 --> 00:16:17.830
those are nice. We mess that up too. And they're

00:16:17.830 --> 00:16:21.210
like, you know, they said these things and they

00:16:21.210 --> 00:16:23.230
sound really good. You know, mom, apple pie,

00:16:23.350 --> 00:16:25.809
all that kind of thing. And then the behavior

00:16:25.809 --> 00:16:30.129
doesn't match. That's the people might listen

00:16:30.129 --> 00:16:33.590
to what you say, but they really watch what you

00:16:33.590 --> 00:16:36.470
do. That's where culture comes from. And that's

00:16:36.470 --> 00:16:39.590
how people know how to behave without being told.

00:16:39.929 --> 00:16:42.129
It was like, hey, we built this culture where

00:16:42.129 --> 00:16:45.309
we trust each other to take a set of actions

00:16:45.309 --> 00:16:49.669
consistently. That's a culture. Culture is not

00:16:49.669 --> 00:16:51.789
the thing that's hanging in the lobby of your

00:16:51.789 --> 00:16:54.909
corporate headquarters that you probably overpaid

00:16:54.909 --> 00:16:56.590
somebody to put together for you that nobody

00:16:56.590 --> 00:17:00.730
ever read. That's like, man, that's not getting

00:17:00.730 --> 00:17:02.850
the people together. The example that you gave.

00:17:04.039 --> 00:17:06.380
Everybody remembers that. They walk away and

00:17:06.380 --> 00:17:08.160
they're like, we were together. We felt good.

00:17:08.240 --> 00:17:10.859
We talked about the good things. They remember

00:17:10.859 --> 00:17:13.940
that. Quiz them. Hey, what are our corporate

00:17:13.940 --> 00:17:20.680
values? I don't know. To your point on that,

00:17:20.859 --> 00:17:26.180
some people mess it up and only put it on a poster.

00:17:26.619 --> 00:17:28.920
And some people messed it up and haphazardly

00:17:28.920 --> 00:17:30.900
create their culture. And I would say Restaurant

00:17:30.900 --> 00:17:32.720
Connect, we did that. I mean, we were able to

00:17:32.720 --> 00:17:34.839
grow to 36 ,000 recurring monthly revenues after

00:17:34.839 --> 00:17:37.160
three years, but man, it sucked the way we did

00:17:37.160 --> 00:17:39.160
it. And it was just, it was hard and it could

00:17:39.160 --> 00:17:41.779
have been so much easier. Our culture was built

00:17:41.779 --> 00:17:44.440
around a mutual understanding that we were pretty

00:17:44.440 --> 00:17:47.720
relentless and we were super dedicated to hospitality

00:17:47.720 --> 00:17:51.000
at an extreme level. And so it allowed us to

00:17:51.000 --> 00:17:53.160
move forward because at the end of the day, we're

00:17:53.160 --> 00:17:55.880
all good. people with integrity um you know so

00:17:55.880 --> 00:18:00.920
that that helped too at video power our culture

00:18:00.920 --> 00:18:04.240
was developed i mean we were pretty much i don't

00:18:04.240 --> 00:18:05.720
want to say bro marketers we're a little better

00:18:05.720 --> 00:18:08.460
than that but we were we were young guys who

00:18:08.460 --> 00:18:10.839
understood the value of work life balance and

00:18:10.839 --> 00:18:14.980
family above all else and we i came in and i

00:18:14.980 --> 00:18:18.220
set a tone that number one jake's role he needs

00:18:18.220 --> 00:18:21.049
to be golfing as much as possible with executives

00:18:21.049 --> 00:18:23.109
that's where he wins his deals and everybody

00:18:23.109 --> 00:18:25.950
knew that kind of resonated for all of us and

00:18:25.950 --> 00:18:28.970
so it was an unspoken reality that we could all

00:18:28.970 --> 00:18:32.410
do something like that too we uh he needed to

00:18:32.410 --> 00:18:34.789
be speaking on as many stages as possible and

00:18:34.789 --> 00:18:37.390
podcasts as possible and so we knew the importance

00:18:37.390 --> 00:18:39.849
of gaining authority gaining awareness getting

00:18:39.849 --> 00:18:42.329
out there on stage and three he needs to be playing

00:18:42.329 --> 00:18:45.009
the jazz piano at those events um because that's

00:18:45.009 --> 00:18:47.119
where people fall in love with jake and again

00:18:47.119 --> 00:18:49.440
we were all fairly talented in different aspects

00:18:49.440 --> 00:18:52.579
similar to that and so we understood how to embrace

00:18:52.579 --> 00:18:55.700
those realities and lastly i said guys um and

00:18:55.700 --> 00:18:57.339
as long as we get our work done we have unlimited

00:18:57.339 --> 00:18:59.400
vacation days and you can work whenever you want

00:18:59.400 --> 00:19:03.420
um you know and so that that kind of on accident

00:19:03.420 --> 00:19:07.079
set a cultural tone that was super helpful and

00:19:07.079 --> 00:19:09.740
i would add that at restaurant connect i'm sorry

00:19:09.740 --> 00:19:12.980
at uh first class business we do have a poster

00:19:12.980 --> 00:19:15.880
culture um right something that I learned after

00:19:15.880 --> 00:19:18.000
I was like, wait, we could have done even better

00:19:18.000 --> 00:19:22.740
back then had we really intentionally paid our

00:19:22.740 --> 00:19:26.720
dues with figuring out, well, how do cultures

00:19:26.720 --> 00:19:29.799
work together at scale? And I'm a huge fan of

00:19:29.799 --> 00:19:32.799
Patrick Lincione and his five dysfunctions of

00:19:32.799 --> 00:19:36.140
a team. One of the posters we follow is about

00:19:36.140 --> 00:19:38.759
his low performance teams versus high performance

00:19:38.759 --> 00:19:41.119
teams. And then another one that we follow is

00:19:41.119 --> 00:19:44.410
our own cultural values of. love patience persistence

00:19:44.410 --> 00:19:47.210
consistency and reliability and it's my job as

00:19:47.210 --> 00:19:50.250
a team leader to check in with people not to

00:19:50.250 --> 00:19:52.410
do the random like hey do you know our core four

00:19:52.410 --> 00:19:54.710
or five values um you know and and just make

00:19:54.710 --> 00:19:59.950
it about the the memorization but it was uh chris

00:19:59.950 --> 00:20:03.529
whitehood of of the iconic podcast man that guy's

00:20:03.529 --> 00:20:06.529
an awesome leader as well and i was i was talking

00:20:06.529 --> 00:20:10.769
to him about core values and i said how do you

00:20:10.769 --> 00:20:14.519
how do you um inspired team to be accountable

00:20:14.519 --> 00:20:18.339
to the, to like the workforce and for what they're

00:20:18.339 --> 00:20:21.039
doing. And, and he says, just, he said, just

00:20:21.039 --> 00:20:24.099
hold them accountable to the core values. You

00:20:24.099 --> 00:20:27.099
know, and if they, if you see them doing something

00:20:27.099 --> 00:20:29.220
outside of the core values and talk to them about

00:20:29.220 --> 00:20:31.460
like, Hey, that wasn't in your case, Jack, that

00:20:31.460 --> 00:20:34.400
wasn't very loving. You know, can we talk about

00:20:34.400 --> 00:20:38.079
that? And have a conversation about. how we can

00:20:38.079 --> 00:20:40.480
handle things through the means of that core

00:20:40.480 --> 00:20:42.640
value and everything. I was like, whoa, dude,

00:20:42.700 --> 00:20:45.559
like you just simplified everything for me. Now

00:20:45.559 --> 00:20:47.599
all I have to do is go back to, oh, you know

00:20:47.599 --> 00:20:50.559
what? That wasn't a consistent action. You know,

00:20:50.559 --> 00:20:53.019
can we talk about that and why consistency is

00:20:53.019 --> 00:20:55.259
important? So that's been really, really helpful

00:20:55.259 --> 00:20:57.900
for bridging our communication gaps and also

00:20:57.900 --> 00:21:00.740
making sure that I don't then freak out on people.

00:21:00.819 --> 00:21:02.099
And it's like, okay, Jackson, you're freaking

00:21:02.099 --> 00:21:04.640
out. Where's the love in what you're doing? And

00:21:04.640 --> 00:21:07.349
I can be like. That's the inconsistency part.

00:21:07.630 --> 00:21:14.130
Right. Yes, sir. So go ahead, Greg. So I'm borrowing

00:21:14.130 --> 00:21:17.630
ideas as you talk, Jackson. So the thing you

00:21:17.630 --> 00:21:20.009
did, possibly without thinking about it, because

00:21:20.009 --> 00:21:23.029
you do it all the time, you drew this beautiful

00:21:23.029 --> 00:21:27.869
compare and contrast picture. Organization one,

00:21:27.970 --> 00:21:30.630
we became very transactional. Why didn't you

00:21:30.630 --> 00:21:33.670
get this done? When's it going to be done? Organization

00:21:33.670 --> 00:21:36.539
two. hey, you need to be playing a jazz piano

00:21:36.539 --> 00:21:39.960
and you can golf as much as you want. That's

00:21:39.960 --> 00:21:43.960
not hard for people to grasp. And then they see

00:21:43.960 --> 00:21:46.920
you following through on it. You're at a conference

00:21:46.920 --> 00:21:49.200
somewhere and this guy is actually playing the

00:21:49.200 --> 00:21:51.859
jazz piano. They're like, no, he was serious

00:21:51.859 --> 00:21:55.339
when he said that. He meant it. Versus the first

00:21:55.339 --> 00:21:58.440
one, you didn't have anything to compare the

00:21:58.440 --> 00:22:02.880
highly transactional nature of the way that organization

00:22:02.880 --> 00:22:10.349
operated. to something better. And people, what's

00:22:10.349 --> 00:22:13.089
the word I'm looking for? They feel it, like

00:22:13.089 --> 00:22:16.609
they just intuitively feel it, like, oh, yeah,

00:22:16.690 --> 00:22:19.609
I get, you know, compare and contrast is sort

00:22:19.609 --> 00:22:22.309
of analytical language. You want them to feel

00:22:22.309 --> 00:22:25.089
it. Organization one, this. Organization two,

00:22:25.210 --> 00:22:28.609
this. Got it. Now, you want to bring somebody

00:22:28.609 --> 00:22:30.329
in and talk about compare and contrast? It might

00:22:30.329 --> 00:22:33.329
be helpful. When they say the two words, got

00:22:33.329 --> 00:22:36.140
it. That's a hell of a lot better than compare

00:22:36.140 --> 00:22:39.880
and contrast. Absolutely. My friends, we're going

00:22:39.880 --> 00:22:42.099
to come back in. One of the greatest challenges

00:22:42.099 --> 00:22:44.740
for visionaries in the early stages is you guys,

00:22:44.740 --> 00:22:47.339
just like I did, thought, well, let's just follow

00:22:47.339 --> 00:22:50.460
what the business world is doing. And the business

00:22:50.460 --> 00:22:54.299
world is made up of 96 % of companies failing

00:22:54.299 --> 00:22:57.259
within 10 years. So I don't tend to follow a

00:22:57.259 --> 00:22:59.980
path where 96 % of people are going to fail.

00:23:00.410 --> 00:23:02.250
I decided, you know what, let's find a new way

00:23:02.250 --> 00:23:04.490
to do things Mark Twain style. We're going to

00:23:04.490 --> 00:23:07.809
talk about how expectations. are one of the things

00:23:07.809 --> 00:23:10.049
that absolutely cripples and crushes brands.

00:23:10.230 --> 00:23:12.309
And when you got a world focused on quarterly

00:23:12.309 --> 00:23:15.890
expectations, like no wonder businesses are doing

00:23:15.890 --> 00:23:17.670
so poorly. We can do better than that. We'll

00:23:17.670 --> 00:23:19.789
be back. We'll talk about it with Greg. All right.

00:23:19.829 --> 00:23:23.609
Welcome in to Vision Pros Live with Jackson Callum.

00:23:23.650 --> 00:23:25.609
I'm your show host. We'll be doing interviews

00:23:25.609 --> 00:23:28.130
for visionary entrepreneurs and guest leaders

00:23:28.130 --> 00:23:30.690
who are building fantastic visions out there.

00:23:39.690 --> 00:23:41.690
Hey, what's up? Welcome in to Vision Pros Live.

00:23:41.829 --> 00:23:43.470
I'm your show host, Jackson Callen, founder and

00:23:43.470 --> 00:23:45.150
CEO of First Class Business, and I've got Greg

00:23:45.150 --> 00:23:47.349
Kaiser here with me today. I don't know whether

00:23:47.349 --> 00:23:50.269
to call this episode a mastermind session or

00:23:50.269 --> 00:23:53.009
a mentorship. session. Greg's doing an excellent

00:23:53.009 --> 00:23:55.190
job of mentoring me as we go. I've already learned

00:23:55.190 --> 00:23:57.849
so much in the last 23 minutes of just exploring

00:23:57.849 --> 00:24:00.329
what my path has looked like, seeing that journal,

00:24:00.430 --> 00:24:03.329
but also hearing him talk through and help me

00:24:03.329 --> 00:24:05.269
depict like, wow, these are other things that

00:24:05.269 --> 00:24:06.950
we can learn on top of this. And I'm like, oh,

00:24:06.970 --> 00:24:08.430
that's a good point. I need to talk to my team

00:24:08.430 --> 00:24:10.230
about that. So there's a lot that we're going

00:24:10.230 --> 00:24:11.309
to gain. We're going to talk about expectations

00:24:11.309 --> 00:24:13.309
next and several other aspects of leadership.

00:24:13.900 --> 00:24:16.299
that can help you lead your vision with precision,

00:24:16.420 --> 00:24:19.119
grace, and grow it as well as possible. This

00:24:19.119 --> 00:24:21.740
is about establishing a legacy, my friends. Before

00:24:21.740 --> 00:24:23.460
we do that, I always want to give a couple of

00:24:23.460 --> 00:24:27.160
extra value points. One is journeytowellnessplan

00:24:27.160 --> 00:24:30.680
.com. Dr. Shannon and Dr. Justin Pierce, my hope

00:24:30.680 --> 00:24:33.220
is that today this message has catch somebody

00:24:33.220 --> 00:24:36.259
who's been struggling with some element of health

00:24:36.259 --> 00:24:41.180
that they don't know how to resolve. Dr. Shannon

00:24:41.180 --> 00:24:43.099
is somebody that has helped three of my friends

00:24:43.099 --> 00:24:45.099
and family members. I've known them for eight

00:24:45.099 --> 00:24:47.140
years and I follow up with people when I send

00:24:47.140 --> 00:24:49.599
people a certain direction. And I asked all three

00:24:49.599 --> 00:24:51.900
of them later how it went with Shannon. All three

00:24:51.900 --> 00:24:54.099
of them raved about how she was able to help

00:24:54.099 --> 00:24:55.839
them with things that other doctors were not

00:24:55.839 --> 00:24:58.460
able to. And so that's one of those special care

00:24:58.460 --> 00:25:00.319
points for me. If you know somebody in your life.

00:25:00.720 --> 00:25:02.420
that is suffering you have an opportunity to

00:25:02.420 --> 00:25:04.500
step up and make an introduction and let them

00:25:04.500 --> 00:25:07.119
take it from there again thank you shannon for

00:25:07.119 --> 00:25:09.119
all that you've done for my friends and family

00:25:09.119 --> 00:25:11.440
then there's a practice makes permanent with

00:25:11.440 --> 00:25:15.380
jennifer reed jennifer reed specializes in emotional

00:25:15.380 --> 00:25:18.589
intelligence and spiritual intelligence and helping

00:25:18.589 --> 00:25:21.950
facilitate that in corporate workplaces that

00:25:21.950 --> 00:25:23.710
was something that i hadn't heard about before

00:25:23.710 --> 00:25:26.730
as inter integrating sqm or spiritual intelligence

00:25:26.730 --> 00:25:28.809
into a workplace i thought well that's kind of

00:25:28.809 --> 00:25:31.589
taboo um that's something that i could see a

00:25:31.589 --> 00:25:33.289
lot of people being resistant to well that's

00:25:33.289 --> 00:25:36.089
my fear of the unknown talking that's not a progressive

00:25:36.089 --> 00:25:39.869
individual thinking how might this benefit my

00:25:39.869 --> 00:25:43.240
my workforce She's also worked in government

00:25:43.240 --> 00:25:46.299
agencies for more than 20 years, including the

00:25:46.299 --> 00:25:48.980
IRS. And if I think about cultures that could

00:25:48.980 --> 00:25:52.400
be difficult to shift perspective and bring great

00:25:52.400 --> 00:25:54.920
culture in, she's been training, in my opinion,

00:25:54.940 --> 00:25:57.480
in one of the hardest places there is in relation

00:25:57.480 --> 00:25:59.859
to leadership and helping people develop. So

00:25:59.859 --> 00:26:02.819
the big reason why I would talk to Jennifer,

00:26:02.900 --> 00:26:05.460
and when you're looking at hiring leadership

00:26:05.460 --> 00:26:08.299
experts, cultural developers, I would recommend

00:26:08.299 --> 00:26:12.359
asking them, what is... the reason like why do

00:26:12.359 --> 00:26:14.839
they care what is it that they do this for um

00:26:14.839 --> 00:26:17.359
some people will give you the transactional answer

00:26:17.359 --> 00:26:20.539
of oh well um it's because i studied under blah

00:26:20.539 --> 00:26:23.460
blah blah that they answer that way just thank

00:26:23.460 --> 00:26:25.039
them for their time ask them to send you info

00:26:25.039 --> 00:26:29.440
and move on if their story uh ultimately inspires

00:26:29.440 --> 00:26:31.500
you then that's somebody you should consider

00:26:31.500 --> 00:26:34.460
because they're they have a personal reason for

00:26:34.460 --> 00:26:37.319
wanting to do this i will challenge you or actually

00:26:37.319 --> 00:26:40.190
warn you have a box of kleenexes with you When

00:26:40.190 --> 00:26:42.450
you ask Jennifer Reed, why does she do what she

00:26:42.450 --> 00:26:45.589
does? You will see an absolute champion of EQ

00:26:45.589 --> 00:26:47.630
and SQ and somebody who can help take your culture

00:26:47.630 --> 00:26:49.450
to the next level. And if you don't know this,

00:26:49.569 --> 00:26:51.630
taking culture to the next level is one of the

00:26:51.630 --> 00:26:53.630
greatest financial impacts for good that you

00:26:53.630 --> 00:26:55.170
can have on your company. Because when people

00:26:55.170 --> 00:26:57.029
show up to work and they actually want to be

00:26:57.029 --> 00:26:59.509
there, well, it's amazing how much better they

00:26:59.509 --> 00:27:00.970
take care of the people that you're striving

00:27:00.970 --> 00:27:02.950
to take care of. So let's move on to the water

00:27:02.950 --> 00:27:05.450
project. The water project is something that's

00:27:05.450 --> 00:27:07.720
near and dear to my heart at this point. um i've

00:27:07.720 --> 00:27:09.880
got an empty glass here but i only have to walk

00:27:09.880 --> 00:27:12.160
like four steps to get access to water i've never

00:27:12.160 --> 00:27:15.099
been thirsty in my life these people in africa

00:27:15.099 --> 00:27:16.980
there are millions who do not have access to

00:27:16.980 --> 00:27:19.299
clean drinking water their kids have to leave

00:27:19.299 --> 00:27:21.720
school to go get water for the for their school

00:27:21.720 --> 00:27:24.259
these people have to leave work sometimes to

00:27:24.259 --> 00:27:25.640
go find water and they don't know where they're

00:27:25.640 --> 00:27:27.680
going to find it and when i found out about that

00:27:28.009 --> 00:27:30.109
um i was i had to meditate on it but it was like

00:27:30.109 --> 00:27:32.150
golly that's rough and i love that the water

00:27:32.150 --> 00:27:34.390
project allows you to choose a specific community

00:27:34.390 --> 00:27:37.609
and if you give 10 to 20 to that project they

00:27:37.609 --> 00:27:39.589
will actually include you ultimately as kind

00:27:39.589 --> 00:27:42.190
of an investor aware of what happens to that

00:27:42.190 --> 00:27:44.049
project you get to see it come to fruition you

00:27:44.049 --> 00:27:45.650
get to find out if they're building a sand dam

00:27:45.650 --> 00:27:47.529
or a borehole well things i had never heard of

00:27:47.529 --> 00:27:49.750
in my life before and i was like how neat and

00:27:49.750 --> 00:27:53.190
transparent is this i see these kids celebrating

00:27:53.190 --> 00:27:56.490
water like my kids celebrate christmas day and

00:27:56.490 --> 00:27:59.019
i realized that We have a very, very cool way

00:27:59.019 --> 00:28:02.079
to impact the world in a meaningful way by doing

00:28:02.079 --> 00:28:04.420
so little. So as long as I'm going to rock this

00:28:04.420 --> 00:28:07.000
microphone, I'm going to do it to do what I can

00:28:07.000 --> 00:28:09.119
to help the 8 billion people out there. And so

00:28:09.119 --> 00:28:11.579
my other request from you is if you have a cause

00:28:11.579 --> 00:28:14.000
that inspires you. drop it in the comments. Let

00:28:14.000 --> 00:28:15.720
us know about the cause. I will personally take

00:28:15.720 --> 00:28:17.319
a look at it and see what I can do to help out.

00:28:17.380 --> 00:28:19.000
I might even talk about it here on the show,

00:28:19.079 --> 00:28:21.039
but I'll definitely talk about it with one or

00:28:21.039 --> 00:28:24.380
two of my guests and see what's possible to make

00:28:24.380 --> 00:28:26.019
things happen for others. And without further

00:28:26.019 --> 00:28:28.160
ado, we'll go back to helping every single one

00:28:28.160 --> 00:28:30.619
of you with building out your visions. And this

00:28:30.619 --> 00:28:32.740
is one of the most important sacred topics. It's

00:28:32.740 --> 00:28:35.000
why we talk about it all the time is how much

00:28:35.000 --> 00:28:36.599
better can we become at leadership because we

00:28:36.599 --> 00:28:39.759
can create a clear vision. a great culture and

00:28:39.759 --> 00:28:41.799
an awesome set of leaders surrounding us. And

00:28:41.799 --> 00:28:43.759
we have something amazing that we can now market

00:28:43.759 --> 00:28:45.859
and our vision can take off and we can scale

00:28:45.859 --> 00:28:48.059
it really well. So, Greg, welcome back to Vision

00:28:48.059 --> 00:28:52.500
Pros Live. Jackson, even your sponsorship section

00:28:52.500 --> 00:28:57.220
is completely consistent. So you're going through.

00:28:58.140 --> 00:29:01.539
Well, we got to talk about EQ, you know, emotional

00:29:01.539 --> 00:29:05.599
intelligence and people in the room start squirming

00:29:05.599 --> 00:29:08.460
like. Can't we just go back to talk about the

00:29:08.460 --> 00:29:14.319
numbers or blue collar talking about the numbers,

00:29:14.359 --> 00:29:17.640
emotion stuff. Yeah. Like I'm a businessman.

00:29:17.799 --> 00:29:20.400
This is what I do. I want to talk about EPS.

00:29:20.460 --> 00:29:24.440
No, you know, there's a way to get there. Yeah.

00:29:24.519 --> 00:29:26.619
But then the other one, cause you mentioned it

00:29:26.619 --> 00:29:28.779
earlier and then you came back to it in that

00:29:28.779 --> 00:29:34.279
section is this idea of mentoring. And this is,

00:29:34.279 --> 00:29:36.980
you know, frequently you hear people say, well,

00:29:37.000 --> 00:29:41.380
I never had a mentor, which is sad. Yeah. Because

00:29:41.380 --> 00:29:43.960
the way I try to explain it to people is coaching

00:29:43.960 --> 00:29:48.180
is technical. Yeah. Here's how you do this technical

00:29:48.180 --> 00:29:50.019
thing. Here's how we put together our marketing

00:29:50.019 --> 00:29:53.279
campaigns. And it has these activities and components.

00:29:54.160 --> 00:29:57.720
Mentoring is about perspective. Well, you know,

00:29:57.740 --> 00:30:01.000
I've seen a hundred marketing campaigns and I

00:30:01.000 --> 00:30:05.109
can help you differentiate. the reasons why some

00:30:05.109 --> 00:30:09.309
worked and some didn't. And it broadens the perspective

00:30:09.309 --> 00:30:13.890
of the person being mentored. That like, hey,

00:30:13.910 --> 00:30:16.509
this is the big picture. Here's how your part

00:30:16.509 --> 00:30:20.769
fits in the big picture. You know, because marketing

00:30:20.769 --> 00:30:22.410
campaigns are great, but then somebody has to

00:30:22.410 --> 00:30:24.130
actually go sell somebody and then your accounts

00:30:24.130 --> 00:30:26.950
receivable department has to track down those

00:30:26.950 --> 00:30:29.509
invoices, make sure you get paid and all that

00:30:29.509 --> 00:30:32.509
stuff. A mentor can help you see that big picture.

00:30:33.150 --> 00:30:35.569
that when you're down mired in the technical

00:30:35.569 --> 00:30:39.150
side, that's really hard to pull yourself back

00:30:39.150 --> 00:30:43.910
up and say, oh, wait, I'm part of this big integrated

00:30:43.910 --> 00:30:48.789
system. And it's the integration part that mentors

00:30:48.789 --> 00:30:53.109
can really, really help with. Yes. And I was

00:30:53.109 --> 00:30:54.789
lucky. I had a really good mentor early in my

00:30:54.789 --> 00:30:59.230
career. And I didn't know what the guy was doing

00:30:59.230 --> 00:31:02.410
at first. Every week he's like, hey, when you

00:31:02.410 --> 00:31:07.490
get a minute, stop by. I'm like, why? You know,

00:31:07.529 --> 00:31:09.170
because I'm at the highly transactional level.

00:31:09.789 --> 00:31:11.890
I'd come in, he'd put his feet up on his desk.

00:31:12.150 --> 00:31:14.869
Hey, what are you working on? And then he would

00:31:14.869 --> 00:31:16.829
go through it and he's like, oh, well, do you

00:31:16.829 --> 00:31:18.809
understand what happens when you get done doing

00:31:18.809 --> 00:31:23.069
what you do? No. He's like, well, let me take

00:31:23.069 --> 00:31:25.470
a minute to explain this. It probably took four

00:31:25.470 --> 00:31:29.549
or five weeks or meetings with this guy. Before

00:31:29.549 --> 00:31:32.930
I started actually asking him questions. And

00:31:32.930 --> 00:31:36.150
then he really hit his stride. He's like, oh,

00:31:36.150 --> 00:31:38.670
I'm so happy you're interested in that. He's

00:31:38.670 --> 00:31:40.410
like, you know, that tells me that you're thinking

00:31:40.410 --> 00:31:42.789
ahead a little bit. Now, let me help build that

00:31:42.789 --> 00:31:45.109
up a little bit. This is why you need to think

00:31:45.109 --> 00:31:48.569
ahead. And he was such a nice guy. Like he never

00:31:48.569 --> 00:31:50.930
made me feel like because he was a VP and I was

00:31:50.930 --> 00:31:54.710
entry level person. Why in God's name this guy

00:31:54.710 --> 00:31:56.750
ever decided he was going to spend time with

00:31:56.750 --> 00:32:01.819
me? God bless him. But he did. And that, you

00:32:01.819 --> 00:32:03.259
know, because then I went back later and I'm

00:32:03.259 --> 00:32:05.119
like, you know, I could do that for other people.

00:32:05.539 --> 00:32:09.119
You can't do it when you're in your second or

00:32:09.119 --> 00:32:12.460
third year of working experience. You simply

00:32:12.460 --> 00:32:16.000
lack that broad perspective. I'll challenge that

00:32:16.000 --> 00:32:19.960
a thousand percent. OK, a hundred percent. My

00:32:19.960 --> 00:32:23.640
daughter is. Well, let's just go with my youngest

00:32:23.640 --> 00:32:25.819
daughter. She's five years old. She's got five

00:32:25.819 --> 00:32:28.599
years of perspective I don't have in life. I

00:32:28.599 --> 00:32:30.940
happen to have 38 years of perspective that she

00:32:30.940 --> 00:32:32.720
doesn't have in life or my teenage daughter.

00:32:33.180 --> 00:32:36.220
She's got the same thing. She's got 14 years

00:32:36.220 --> 00:32:40.059
on me that I don't have. And so I can learn from

00:32:40.059 --> 00:32:42.980
everybody and anybody. It's up to me to choose

00:32:42.980 --> 00:32:45.500
who I learn from. And so the mentorship opportunities

00:32:45.500 --> 00:32:48.440
that exist, I don't think it's wise for us to

00:32:48.440 --> 00:32:51.339
put limits on who can and who can't because all

00:32:51.339 --> 00:32:53.359
8 billion people on this planet have something

00:32:53.359 --> 00:32:56.789
that we can learn from. Even from a mentorship

00:32:56.789 --> 00:32:59.730
role, if I want to know more about makeup and

00:32:59.730 --> 00:33:02.869
hair, I'll go to my daughter. She's got me beat

00:33:02.869 --> 00:33:06.450
in that category. So I want to appreciate what

00:33:06.450 --> 00:33:10.190
you said. It's certainly very, very helpful for

00:33:10.190 --> 00:33:12.710
us to make sure that we honor those who have

00:33:12.710 --> 00:33:16.970
the greater experience, that have more experience

00:33:16.970 --> 00:33:22.579
in life. But can we also make sure to... completely

00:33:22.579 --> 00:33:24.500
maximize the opportunities to learn from those

00:33:24.500 --> 00:33:27.220
who have less experience too. Amazon does this

00:33:27.220 --> 00:33:30.460
well. So with Amazon, I learned that Jeff Bezos,

00:33:30.559 --> 00:33:33.759
when they run their meetings, Greg, they have

00:33:33.759 --> 00:33:35.980
the person who's newest to the company speak

00:33:35.980 --> 00:33:39.259
first. And the reason why they do that is because

00:33:39.259 --> 00:33:41.460
that person won't speak if everybody else has

00:33:41.460 --> 00:33:43.759
already spoken. And so they start with that person.

00:33:43.799 --> 00:33:46.829
That person's also the least tainted. And the

00:33:46.829 --> 00:33:49.430
person who has less understanding of the bureaucracy

00:33:49.430 --> 00:33:51.970
challenges that exist in the company. So they'll

00:33:51.970 --> 00:33:54.589
say things nobody else would dare to say. And

00:33:54.589 --> 00:33:56.750
that expands everybody's horizon to be able to

00:33:56.750 --> 00:33:59.529
be more open to new ideas. So continue, though.

00:34:00.630 --> 00:34:03.049
Well, let me do what we do, Jackson. Let me push

00:34:03.049 --> 00:34:05.890
back. Yeah, of course. How did you get to age

00:34:05.890 --> 00:34:08.650
38 by skipping your first five years of life?

00:34:09.849 --> 00:34:13.250
You said you don't have that perspective. I don't

00:34:13.250 --> 00:34:16.610
have her perspective. I don't have her perspective.

00:34:16.949 --> 00:34:19.750
That's a context. A context is the way you understand

00:34:19.750 --> 00:34:23.369
the situation you're in. So a five -year -old's

00:34:23.369 --> 00:34:25.590
context for the world is very different than

00:34:25.590 --> 00:34:29.429
yours because you got 38 years of really hard

00:34:29.429 --> 00:34:33.570
experience. You've forgotten what it's like to

00:34:33.570 --> 00:34:36.460
be five years old. Not at all, Greg. In fact,

00:34:36.500 --> 00:34:38.059
that's another opportunity that I was going to

00:34:38.059 --> 00:34:41.519
talk about. I was going to make a dark joke about

00:34:41.519 --> 00:34:44.260
it. If you guys want your kids to understand

00:34:44.260 --> 00:34:47.780
what the importance of a mentor is, you could

00:34:47.780 --> 00:34:51.340
follow my dad's example. Just leave when your

00:34:51.340 --> 00:34:55.179
child's four. That opens your horizon up to realize.

00:34:55.400 --> 00:34:58.579
My first sales experience, I was three years

00:34:58.579 --> 00:35:00.679
old. I ran into my parents' bedroom because they

00:35:00.679 --> 00:35:02.840
were screaming. I jumped across the bed, pushed

00:35:02.840 --> 00:35:05.599
them apart. And as peaceful of a loud voice as

00:35:05.599 --> 00:35:08.679
I could, I said, stop. I was selling peace for

00:35:08.679 --> 00:35:12.239
my home. And as a kid, with a dad who's an alcoholic,

00:35:12.480 --> 00:35:14.579
you could end up very, very hurt in that situation.

00:35:14.760 --> 00:35:17.219
But something about me, I had some type of alpha

00:35:17.219 --> 00:35:20.059
experience within me to understand that that

00:35:20.059 --> 00:35:21.719
was my role. That's what I needed to do. And

00:35:21.719 --> 00:35:24.239
I spent the rest of my life selling peace in

00:35:24.239 --> 00:35:26.159
different homes that I spent a lot of time in.

00:35:26.239 --> 00:35:28.860
And so I've got, thanks to my dad, over 100 dads

00:35:28.860 --> 00:35:32.340
in my life that helped me figure things out here

00:35:32.340 --> 00:35:35.800
and there. And so I wouldn't say that it's a

00:35:35.800 --> 00:35:37.820
lost perspective as much as it's an abundance

00:35:37.820 --> 00:35:41.239
of appreciation for the reality that my five

00:35:41.239 --> 00:35:44.460
years in America, for instance, was very different

00:35:44.460 --> 00:35:47.239
than my friend's five years that live in Ecuador

00:35:47.239 --> 00:35:51.719
or that live in Colombia or that lived in that

00:35:51.719 --> 00:35:54.179
house across the street that seemed exactly like

00:35:54.179 --> 00:35:57.639
ours, but probably wasn't even close. So there's

00:35:57.639 --> 00:36:00.369
still an opportunity there to realize that. What

00:36:00.369 --> 00:36:04.170
I have is not reflected as a lack just because

00:36:04.170 --> 00:36:06.610
I appreciate the angle that somebody else comes

00:36:06.610 --> 00:36:09.550
from. Well, and that, I would go back to your

00:36:09.550 --> 00:36:13.389
example of, was it Bezos, Amazon, where they

00:36:13.389 --> 00:36:15.650
get the person who has the least experience to

00:36:15.650 --> 00:36:18.070
talk first? I can't remember the name of the

00:36:18.070 --> 00:36:19.869
author, but there's a book out there called The

00:36:19.869 --> 00:36:24.090
Ministry of Common Sense. Fabulous book, and

00:36:24.090 --> 00:36:28.719
it touches on that. You can't let people be in

00:36:28.719 --> 00:36:32.260
an organization for so long that the things that

00:36:32.260 --> 00:36:35.539
are not working well are no longer obvious to

00:36:35.539 --> 00:36:37.019
them. Because when you get to a high enough level,

00:36:37.119 --> 00:36:39.739
nobody's going to tell you, hey, you know, I

00:36:39.739 --> 00:36:41.880
don't want to bother you with this little thing.

00:36:42.219 --> 00:36:45.199
They have to encourage them to bother them with

00:36:45.199 --> 00:36:48.079
that little thing. Like, you know, I'm so far

00:36:48.079 --> 00:36:50.739
above that. And I'm thinking about the next acquisition

00:36:50.739 --> 00:36:52.380
our company is going to make and this and that.

00:36:52.440 --> 00:36:54.579
And like, well, no, wait, the companies we already

00:36:54.579 --> 00:36:59.250
own. are not doing this well because of where

00:36:59.250 --> 00:37:03.230
they sit they just can't see it anymore so their

00:37:03.230 --> 00:37:08.969
perspective is different i love that and you

00:37:08.969 --> 00:37:12.130
and i won't agree on the context thing but that's

00:37:12.130 --> 00:37:15.050
okay sure that is okay and i but i love what

00:37:15.050 --> 00:37:16.590
you're saying because one of my team members

00:37:16.590 --> 00:37:20.610
that's newer has forced me to open my eyes pretty

00:37:20.610 --> 00:37:23.570
much forced me to open my eyes in ways that I

00:37:23.570 --> 00:37:27.090
wouldn't in the past. I would sell past it. And

00:37:27.090 --> 00:37:29.550
what I mean by that is I would justify some of

00:37:29.550 --> 00:37:31.909
where our business was struggling in order to

00:37:31.909 --> 00:37:34.329
focus on other areas. But this person kind of

00:37:34.329 --> 00:37:37.230
put a hard stop. I was like, no, everybody who

00:37:37.230 --> 00:37:39.030
sees this is going to be embarrassed about our

00:37:39.030 --> 00:37:41.309
company. You've got to fix it. And so now we've

00:37:41.309 --> 00:37:43.750
got a new quote because they beat into my head

00:37:43.750 --> 00:37:46.010
over three months of me being slow and stubborn

00:37:46.010 --> 00:37:47.949
and accepting it. But then I was finally like,

00:37:47.969 --> 00:37:50.809
holy crap. OK, new quote for the company. No

00:37:50.809 --> 00:37:53.500
more half -baked projects. um you know we we've

00:37:53.500 --> 00:37:56.099
got to finish things um and get to the the end

00:37:56.099 --> 00:37:59.980
so let's go back to expectations on this because

00:37:59.980 --> 00:38:03.639
expectations are also um part of what probably

00:38:03.639 --> 00:38:07.079
drove that reality but we've also got to be careful

00:38:07.079 --> 00:38:11.019
my friends to put expectations in check um expectations

00:38:11.019 --> 00:38:13.360
and as we we wrote in the description for those

00:38:13.360 --> 00:38:15.320
of you here this is exactly i want to make sure

00:38:15.320 --> 00:38:18.059
we fulfill on those realities talked about how

00:38:18.059 --> 00:38:23.869
when they aren't clear strategy gets lost and

00:38:23.869 --> 00:38:25.670
frustration spreads organization. While I would

00:38:25.670 --> 00:38:28.110
also counter our own description, expectations

00:38:28.110 --> 00:38:32.050
also lead to strategy getting overbearing, execution

00:38:32.050 --> 00:38:34.650
slowing down because people are frustrated and

00:38:34.650 --> 00:38:36.550
they start to quite quit. And that frustration

00:38:36.550 --> 00:38:38.909
spreads across the organization, a huge storm

00:38:38.909 --> 00:38:41.869
because as Shakespeare said, expectation is the

00:38:41.869 --> 00:38:44.989
root of all heartache. Expectations, my friends,

00:38:45.050 --> 00:38:47.389
is one of the greatest vices in the world. One

00:38:47.389 --> 00:38:49.710
of the greatest invisible vices. It is the, if

00:38:49.710 --> 00:38:52.579
we look for a synonym, of what i expect to happen

00:38:52.579 --> 00:38:56.539
i have a sense of entitlement with that and the

00:38:56.539 --> 00:39:00.860
entitled generation that is generation uh millennial

00:39:00.860 --> 00:39:04.760
mind and generation z etc um there's a there's

00:39:04.760 --> 00:39:08.719
a need to defend what we want and have but there's

00:39:08.719 --> 00:39:11.119
an obsession that occurs when we decide that

00:39:11.119 --> 00:39:14.300
i i should have this this is this is something

00:39:14.300 --> 00:39:17.980
that's deservedly mine The virtue that mirrors

00:39:17.980 --> 00:39:19.760
that that's almost never talked about anymore

00:39:19.760 --> 00:39:23.800
is an old word called aspiration. And aspiration

00:39:23.800 --> 00:39:27.260
means I can still want and care for things to

00:39:27.260 --> 00:39:28.760
move forward. I can still be intentional about

00:39:28.760 --> 00:39:31.860
moving it, but I'm no longer going to allow my

00:39:31.860 --> 00:39:35.000
disappointments to dominate my attitude and my

00:39:35.000 --> 00:39:38.159
character when my team is struggling to bring

00:39:38.159 --> 00:39:41.119
said aspiration to fruition. I can now still

00:39:41.119 --> 00:39:43.659
receive what I have with grace. while also still

00:39:43.659 --> 00:39:46.420
being intent with I'm still going to accomplish

00:39:46.420 --> 00:39:48.639
my goals. So, Greg, I went a little bit deep

00:39:48.639 --> 00:39:50.239
there. I'd love to hear your thoughts on this

00:39:50.239 --> 00:39:52.820
as well. Expectations, aspirations, and how do

00:39:52.820 --> 00:39:55.920
we how do we help our team members not get to

00:39:55.920 --> 00:39:59.179
this boiling point of frustration? Yeah. So and

00:39:59.179 --> 00:40:02.960
you touch on all the things. So aspirations live

00:40:02.960 --> 00:40:05.639
up at the strategy level. This is how we will

00:40:05.639 --> 00:40:07.420
be competitive. This is how we'll win in the

00:40:07.420 --> 00:40:10.179
marketplace. Well, that's aspirational until.

00:40:12.110 --> 00:40:15.110
You set expectations and people go out and do

00:40:15.110 --> 00:40:18.130
the things that are consistent with that aspiration.

00:40:19.190 --> 00:40:21.590
So if you can keep coming back to that, it's

00:40:21.590 --> 00:40:24.750
like, hey, this is who we want to be. This is

00:40:24.750 --> 00:40:27.130
becoming. We're going to become this. We're not

00:40:27.130 --> 00:40:29.690
this yet, but we're going to become this. Here's

00:40:29.690 --> 00:40:33.230
how we become this thing. And you like there's

00:40:33.230 --> 00:40:35.369
certain behaviors that are consistent with becoming

00:40:35.369 --> 00:40:39.289
that thing. And people tend to miss that because

00:40:39.289 --> 00:40:42.659
if you say aspirational. The connotation of that

00:40:42.659 --> 00:40:47.280
word is we might get there, we might not. If

00:40:47.280 --> 00:40:52.119
you take it back to expectation and allow me

00:40:52.119 --> 00:40:55.420
to add a qualifier to it, it has to be a realistic

00:40:55.420 --> 00:40:59.639
expectation. Realistically, I will never play

00:40:59.639 --> 00:41:02.719
in the NBA. I'm six feet tall and I'm now kind

00:41:02.719 --> 00:41:08.260
of old. That's not a realistic expectation. It's

00:41:08.260 --> 00:41:10.420
a realistic expectation for me to go play pickup

00:41:10.420 --> 00:41:14.159
basketball somewhere. Okay. But you have to help

00:41:14.159 --> 00:41:17.019
people with that. So going back to the communication

00:41:17.019 --> 00:41:20.599
part, people have to understand what you're communicating

00:41:20.599 --> 00:41:24.900
about, the details. But then more importantly,

00:41:25.219 --> 00:41:28.360
once everybody's on the same page, right, they

00:41:28.360 --> 00:41:32.699
get this realistic view, they have to leave and

00:41:32.699 --> 00:41:36.539
go back to their day job. with an understanding

00:41:36.539 --> 00:41:41.079
of the actions that they'll take based on what

00:41:41.079 --> 00:41:44.199
they've now agreed to. That's very different

00:41:44.199 --> 00:41:47.420
than this is where we want to be aspirationally

00:41:47.420 --> 00:41:51.179
to know like there are certain things I have

00:41:51.179 --> 00:41:55.440
to do, D -O, do when I get back to my desk or

00:41:55.440 --> 00:41:59.340
wherever it is, a work table, whatever. That's

00:41:59.340 --> 00:42:04.170
really different and it's hard to do. Yeah, it

00:42:04.170 --> 00:42:06.929
is. It's a real blast to stay up the aspirational

00:42:06.929 --> 00:42:10.389
level. Well, there's there's an interesting opportunity

00:42:10.389 --> 00:42:12.610
there. I'm a big fan of the movie with Ryan Reynolds,

00:42:12.710 --> 00:42:16.409
Chaos Theory. And he's this like smart gold nut

00:42:16.409 --> 00:42:18.909
who's all about time management until his life

00:42:18.909 --> 00:42:22.090
absolutely falls apart. And he then starts to

00:42:22.090 --> 00:42:25.110
to understand the values. It's a it's a romcom.

00:42:26.030 --> 00:42:29.050
It's, again, pretty off the off the walls. But

00:42:29.050 --> 00:42:34.469
he. Going back to the aspirational and the realism

00:42:34.469 --> 00:42:37.969
aspect, I'm a big fan of both smart goals and

00:42:37.969 --> 00:42:41.230
BHAGs. And so you guys can all look those up.

00:42:41.250 --> 00:42:43.769
BHAGs being the big, hairy, audacious goals that

00:42:43.769 --> 00:42:45.469
don't make sense to anybody. We wouldn't be flying

00:42:45.469 --> 00:42:47.409
across the world in tin cans called airplanes.

00:42:48.010 --> 00:42:50.429
If somebody hadn't created a goal, that was absolutely

00:42:50.429 --> 00:42:54.670
stupid. And so the BHAGs, they're very important.

00:42:55.340 --> 00:42:57.300
While, again, I agree that the SMART goals are

00:42:57.300 --> 00:43:00.559
also important, I still think expectation is

00:43:00.559 --> 00:43:03.280
a hidden poison. And that if we're going to lean

00:43:03.280 --> 00:43:05.239
into something similar to it, let's go back to

00:43:05.239 --> 00:43:07.860
the word hope, a word that we've also destroyed.

00:43:08.440 --> 00:43:11.440
People used to say hope was a good thing. Nowadays,

00:43:11.539 --> 00:43:13.400
if you say, well, I hope it happens, somebody

00:43:13.400 --> 00:43:19.320
goes, what do you mean? Or they say, I hope he

00:43:19.320 --> 00:43:22.360
doesn't screw that up. We use that word that

00:43:22.360 --> 00:43:24.769
used to be a virtue. in a way that ultimately

00:43:24.769 --> 00:43:27.769
degrades a situation. And so we have an opportunity

00:43:27.769 --> 00:43:29.190
to lean back in and find out, well, what the

00:43:29.190 --> 00:43:31.489
heck did hope actually mean? What is it supposed

00:43:31.489 --> 00:43:35.010
to mean to us? And hope is meant to mean like

00:43:35.010 --> 00:43:38.730
we have a secure belief that something is going

00:43:38.730 --> 00:43:41.969
to take place. It is not a I don't think this

00:43:41.969 --> 00:43:43.949
is going to happen. And so let me let me fear

00:43:43.949 --> 00:43:46.190
and and worry and say, well, I'm just going to

00:43:46.190 --> 00:43:49.389
give up before I even try. So there's there's

00:43:49.389 --> 00:43:50.769
opportunities with that. Greg, I want to give

00:43:50.769 --> 00:43:52.670
you a chance to talk about your proven framework

00:43:52.670 --> 00:43:55.869
as well. And so we we've got the opportunity

00:43:55.869 --> 00:43:57.570
to talk about this innovative managed framework

00:43:57.570 --> 00:43:59.690
that builds consistency across teams without

00:43:59.690 --> 00:44:02.690
sacrificing flexibility. Practical communication

00:44:02.690 --> 00:44:04.789
systems that eliminate confusion, frustration

00:44:04.789 --> 00:44:08.329
at work and translate strategy into action across

00:44:08.329 --> 00:44:10.190
every level of the organization, which often

00:44:10.190 --> 00:44:12.610
doesn't happen with strategy and turning these

00:44:12.610 --> 00:44:16.030
businesses into clear execution across the teams.

00:44:16.170 --> 00:44:19.150
This proven framework will help us have more

00:44:19.150 --> 00:44:21.250
consistent leadership, which is definitely something

00:44:21.250 --> 00:44:23.599
that. I need and that my team would benefit from

00:44:23.599 --> 00:44:26.199
always. How do we get more and more consistent

00:44:26.199 --> 00:44:27.739
in what we do? So, Greg, let's hear about the

00:44:27.739 --> 00:44:30.099
proven framework. Well, and this is the fascinating

00:44:30.099 --> 00:44:32.739
thing, because I call this thing the management

00:44:32.739 --> 00:44:37.579
framework. Management is not as hot a topic as

00:44:37.579 --> 00:44:41.679
leadership. I want to be a leader. Correct. OK,

00:44:42.239 --> 00:44:44.840
you don't self -proclaim that. You have to go

00:44:44.840 --> 00:44:47.400
do things. So I put this management framework

00:44:47.400 --> 00:44:49.019
together. I won't bore you with all the Venn

00:44:49.019 --> 00:44:51.460
diagrams and everything. The management framework

00:44:51.460 --> 00:44:55.880
is, it's on there somewhere, Jackson, I don't

00:44:55.880 --> 00:45:00.219
know where. It's a circle that has five components

00:45:00.219 --> 00:45:04.159
and sitting up, so think of it as a clock face.

00:45:04.860 --> 00:45:09.199
Up at 12 o 'clock, you have planning. This whole

00:45:09.199 --> 00:45:13.739
management framework sits a lower level than

00:45:13.739 --> 00:45:18.440
strategy. Strategy gets delivered to... a management

00:45:18.440 --> 00:45:20.679
team and then the management team says, okay,

00:45:20.780 --> 00:45:23.800
I need to go off and build plans. That's up at

00:45:23.800 --> 00:45:27.099
12 o 'clock. Then you move around to three o

00:45:27.099 --> 00:45:29.000
'clock on the clock face and you have people.

00:45:29.579 --> 00:45:33.300
When I have a plan, then I can start to understand

00:45:33.300 --> 00:45:36.599
what resources, people resources I need to execute

00:45:36.599 --> 00:45:40.800
the plan. Then you come down to the bottom or

00:45:40.800 --> 00:45:44.300
at 6 p .m. on the clock directing. People need

00:45:44.300 --> 00:45:46.789
to know what to do. Like the first company you

00:45:46.789 --> 00:45:49.190
described, it sounds like you spent a lot of

00:45:49.190 --> 00:45:52.710
time directing. It was transactional. Do this,

00:45:52.710 --> 00:45:55.269
do that, do this, do that. Then you come around

00:45:55.269 --> 00:45:57.869
to 9 o 'clock or 9 p .m. on the clock face where

00:45:57.869 --> 00:45:59.949
you have measuring and modifying. Well, how did

00:45:59.949 --> 00:46:02.269
that work? We should probably talk about that.

00:46:02.329 --> 00:46:06.030
Like, how did this work out? But anchoring this

00:46:06.030 --> 00:46:08.670
whole framework is the thing we were talking

00:46:08.670 --> 00:46:12.639
about today, Jackson. It's communication. That

00:46:12.639 --> 00:46:16.400
is how you integrate or tie together. I like

00:46:16.400 --> 00:46:18.199
to use the word synthesize, but somebody told

00:46:18.199 --> 00:46:21.519
me that that word's kind of a turnoff, so I'll

00:46:21.519 --> 00:46:25.699
use integrate. How do you integrate all of those

00:46:25.699 --> 00:46:28.340
things? How do you integrate people and planning

00:46:28.340 --> 00:46:32.079
and directing and improving results? You do it

00:46:32.079 --> 00:46:34.780
by communicating with people. You don't assume,

00:46:34.880 --> 00:46:38.179
well, everybody gets this. No, in fact, everybody

00:46:38.179 --> 00:46:41.690
doesn't get that. When someone says, well, you

00:46:41.690 --> 00:46:44.809
just don't get it. I always turn that around

00:46:44.809 --> 00:46:48.309
to, they don't get it because you didn't give

00:46:48.309 --> 00:46:54.449
it to them. Don't push it back over to them.

00:46:54.690 --> 00:46:59.070
Stand in front of a mirror and say, they didn't

00:46:59.070 --> 00:47:01.809
get that. That means somehow my communication

00:47:01.809 --> 00:47:06.170
was inferior. And then you can start to pick

00:47:06.170 --> 00:47:09.949
it apart and say, well, where did it fail? And

00:47:09.949 --> 00:47:12.369
that's how you can really start to accelerate

00:47:12.369 --> 00:47:15.750
how you communicate with people when you're sufficiently

00:47:15.750 --> 00:47:19.710
humble to say, I didn't give it to them. That's

00:47:19.710 --> 00:47:23.489
why they didn't get it. And that's, you know,

00:47:23.489 --> 00:47:25.190
you could get into a whole different discussion

00:47:25.190 --> 00:47:29.070
on that. But I know you've probably seen this

00:47:29.070 --> 00:47:34.869
yourself. And as the leader, you get frustrated.

00:47:36.509 --> 00:47:39.349
because it's so obvious to you the thing that

00:47:39.349 --> 00:47:43.429
has to happen and the direction that you're trying

00:47:43.429 --> 00:47:46.590
to take the team that it just frustrates the

00:47:46.590 --> 00:47:50.710
heck out of people like no believe me if you

00:47:50.710 --> 00:47:54.730
gave them what they needed they would be pushing

00:47:54.730 --> 00:47:58.150
you for more right they would be following you

00:47:58.150 --> 00:48:01.630
so hard they'd be like hey these people are running

00:48:01.630 --> 00:48:04.630
up on me again like they're That's you mentioned

00:48:04.630 --> 00:48:07.409
John Maxwell somewhere earlier. He's written

00:48:07.409 --> 00:48:09.150
some of the best stuff on leadership that's out

00:48:09.150 --> 00:48:11.190
there because he's super practical about it.

00:48:12.090 --> 00:48:14.630
And, you know, he gives a concept or principle

00:48:14.630 --> 00:48:18.510
and then he lays in the examples of, well, this

00:48:18.510 --> 00:48:20.230
is what it looks like. So if you saw it, you

00:48:20.230 --> 00:48:23.889
would know it. I'm like, oh, yeah, OK, I got

00:48:23.889 --> 00:48:26.289
it now. You know, he makes that connection. And

00:48:26.289 --> 00:48:29.809
for these leaders, quote unquote, that are frustrated

00:48:29.809 --> 00:48:33.050
by their people that don't get it. they need

00:48:33.050 --> 00:48:35.710
to go back and deconstruct what happened between

00:48:35.710 --> 00:48:41.130
them originally delivering communication to this

00:48:41.130 --> 00:48:44.670
lack of understanding part you're at now. This

00:48:44.670 --> 00:48:48.150
is one of the most important lessons for me for

00:48:48.150 --> 00:48:52.269
2026. So thank you, Greg. This is huge. I actually

00:48:52.269 --> 00:48:54.389
don't think I mentioned John Maxwell, but he

00:48:54.389 --> 00:48:56.769
is worth mentioning. I was reading him yesterday.

00:48:56.949 --> 00:49:00.510
I apologize. Okay. Well, I'm a huge fan of Relationships

00:49:00.510 --> 00:49:02.949
101, and I definitely listen to a lot of his

00:49:02.949 --> 00:49:05.829
interviews. And I need to do more read on him

00:49:05.829 --> 00:49:07.150
because every time I read him, I'm like, whoa,

00:49:07.349 --> 00:49:10.849
this is amazing. So he's a big. But what's really

00:49:10.849 --> 00:49:13.809
cool, Greg, about what you shared is it's knowledge

00:49:13.809 --> 00:49:16.630
that's applicable in a new way for me and some

00:49:16.630 --> 00:49:19.550
of my favorite readings. And I'll say the e -myth

00:49:19.550 --> 00:49:23.590
with Michael Gerber. He talks about how leaders

00:49:23.590 --> 00:49:27.469
or owners often delegate by abdication. And when

00:49:27.469 --> 00:49:29.630
I read that, I had to figure out what the abdication

00:49:29.630 --> 00:49:32.469
meant. And so I looked it up and I was like,

00:49:32.530 --> 00:49:34.889
oh, like you're delegating something that you

00:49:34.889 --> 00:49:37.440
don't understand and don't know how to do. I'm

00:49:37.440 --> 00:49:38.980
like, yeah, of course that's going to go bad.

00:49:39.119 --> 00:49:41.500
And he said, in the worst case scenario, the

00:49:41.500 --> 00:49:43.480
person that you delegated to does super, super

00:49:43.480 --> 00:49:45.260
well, but you keep putting more hats on their

00:49:45.260 --> 00:49:47.840
heads. And what happens is eventually that person

00:49:47.840 --> 00:49:51.219
burns out and leaves. And now you end up with

00:49:51.219 --> 00:49:52.880
procedures, resources, and templates that you

00:49:52.880 --> 00:49:54.800
don't know how they work. You've got something

00:49:54.800 --> 00:49:56.920
scaled and now you've got no way to recover it

00:49:56.920 --> 00:49:59.579
because you never learned how to do what they

00:49:59.579 --> 00:50:01.900
did so well. And so it crashes and burns your

00:50:01.900 --> 00:50:04.340
business. So the best thing you can do is learn

00:50:04.340 --> 00:50:07.090
how to delegate responsibly. Gamify the process

00:50:07.090 --> 00:50:09.010
of creating the systems. And so I'm looking at

00:50:09.010 --> 00:50:11.550
your plan and saying this goes perfectly with

00:50:11.550 --> 00:50:15.170
the e -myth, because if I put directing people

00:50:15.170 --> 00:50:18.869
first, but I don't know what I'm directing them

00:50:18.869 --> 00:50:22.070
on, then it creates two realities that I've gone

00:50:22.070 --> 00:50:24.710
through in the last couple of quarters. One,

00:50:24.929 --> 00:50:28.630
if they get confused about what the vision was

00:50:28.630 --> 00:50:32.150
and frustrated about the experience, when I go

00:50:32.150 --> 00:50:35.940
back and try to teach the plan again. Or teach

00:50:35.940 --> 00:50:38.380
the plan that I thought I had given or clarified.

00:50:38.800 --> 00:50:42.400
Now everybody's skeptical. Yeah. And so now it's

00:50:42.400 --> 00:50:46.179
twice as hard to move the project forward because

00:50:46.179 --> 00:50:49.300
I failed to honor them with the clarity on the

00:50:49.300 --> 00:50:51.579
front end. And as visionaries, we are so guilty

00:50:51.579 --> 00:50:54.219
of having such clear visions that we often do

00:50:54.219 --> 00:50:56.460
that. Greg, I know we got to wrap up. And nobody

00:50:56.460 --> 00:50:58.579
can keep up with visionaries, by the way, Jackson.

00:50:58.860 --> 00:51:02.480
But I want to give you the final word on this.

00:51:02.639 --> 00:51:05.019
So go ahead. Go ahead. Finish that thought too.

00:51:05.389 --> 00:51:08.989
You said you're a visionary, right? Oh, yeah.

00:51:09.190 --> 00:51:12.070
So the self -awareness part that might be helpful,

00:51:12.190 --> 00:51:15.409
the super majority of people cannot keep up with

00:51:15.409 --> 00:51:19.130
visionaries. And I know how hard that is, but

00:51:19.130 --> 00:51:23.590
you're living it. We have to embrace it. Yeah.

00:51:23.730 --> 00:51:26.190
If we don't embrace it, it's only going to create

00:51:26.190 --> 00:51:28.570
new consequences in life that we may not want.

00:51:28.989 --> 00:51:31.690
And so it's a super, super valuable reality.

00:51:31.690 --> 00:51:34.059
I apologize I interrupted you. no no it's okay

00:51:34.059 --> 00:51:37.440
um i was going to say um as we as we wrap up

00:51:37.440 --> 00:51:39.519
i want to give you the last opportunity to speak

00:51:39.519 --> 00:51:42.280
and on that thought process or rather the last

00:51:42.280 --> 00:51:46.239
golden nugget greg if this was the last time

00:51:46.239 --> 00:51:48.599
that you had the chance to get into visionaries

00:51:48.599 --> 00:51:52.099
ears and to give them a piece of counsel what

00:51:52.099 --> 00:51:56.599
would the council be right so this is the thing

00:51:56.599 --> 00:52:01.650
so the work i do is i i Try to instill in people

00:52:01.650 --> 00:52:06.010
management fundamentals. And most people don't

00:52:06.010 --> 00:52:08.889
want to hear that. Like, no, I want the secret

00:52:08.889 --> 00:52:11.190
sauce. I want the hack. Like, I want the shortcut.

00:52:11.769 --> 00:52:13.949
I'm like, you know, I'm sorry, but there isn't

00:52:13.949 --> 00:52:17.389
one. You build a building on top of a lousy foundation.

00:52:18.409 --> 00:52:21.710
A couple of years, it's going to fall over. So

00:52:21.710 --> 00:52:26.280
the thing I try to get across to people. particularly

00:52:26.280 --> 00:52:28.099
people in the visionary space because they're

00:52:28.099 --> 00:52:33.340
moving so fast, is management, which as your

00:52:33.340 --> 00:52:37.260
company scales, you need. Management isn't one

00:52:37.260 --> 00:52:41.800
thing. It's a skill set. It's a collection of

00:52:41.800 --> 00:52:45.179
things. And in order for your people to function

00:52:45.179 --> 00:52:48.340
at the best level they can, you've got to make

00:52:48.340 --> 00:52:51.119
sure they have this skill set. You know, so when

00:52:51.119 --> 00:52:54.800
you look at, let's look at sports. You've got

00:52:54.800 --> 00:52:57.199
a football player, soccer for the Americans,

00:52:57.320 --> 00:53:03.659
who can score goals better than anybody, but

00:53:03.659 --> 00:53:05.940
plays zero defense and has no assists because

00:53:05.940 --> 00:53:09.280
he never passes. That's not really a complete

00:53:09.280 --> 00:53:12.239
player. There's some skills. They don't have

00:53:12.239 --> 00:53:15.480
a skill set. They have a skill, a super valuable

00:53:15.480 --> 00:53:20.440
skill. They don't have a skill set. The best

00:53:20.440 --> 00:53:22.900
players are described as, well, they're well

00:53:22.900 --> 00:53:25.539
-rounded. Well, there's a reason for that. They

00:53:25.539 --> 00:53:28.500
can contribute. No matter who's around them,

00:53:28.559 --> 00:53:32.079
they have a way of contributing. And that's the

00:53:32.079 --> 00:53:34.760
one thing, if I can get across to people, say,

00:53:34.840 --> 00:53:38.099
no, stop thinking about these surgical strikes.

00:53:38.719 --> 00:53:45.699
I need a technical skill in coding. Okay. Your

00:53:45.699 --> 00:53:47.639
coder's probably going to have to talk to some

00:53:47.639 --> 00:53:50.159
end users. Can they communicate with other people?

00:53:50.300 --> 00:53:53.119
That would be kind of helpful. Yep. Not usually.

00:53:54.829 --> 00:53:57.670
They need it. Well, no, if they're looking at

00:53:57.670 --> 00:53:59.750
your shoes, you know, they're interested. If

00:53:59.750 --> 00:54:01.289
they're looking at their shoes, you know, they're

00:54:01.289 --> 00:54:07.510
not interested. Interesting. Well, good. I worked

00:54:07.510 --> 00:54:12.289
with a lot of them. And these management fundamentals

00:54:12.289 --> 00:54:14.809
and skill sets. Greg's given us some great insight.

00:54:15.010 --> 00:54:17.329
John Maxwell's got great insight. Michael Gerber's

00:54:17.329 --> 00:54:19.469
got a great insight. Patrick Wanchoni's got great

00:54:19.469 --> 00:54:22.369
insight. I didn't mention John Whaley. but i

00:54:22.369 --> 00:54:24.510
wanted to he's one of my favorite leaders and

00:54:24.510 --> 00:54:27.130
he talks about some of the silver lining of challenge

00:54:27.130 --> 00:54:29.809
we have in life the silver road um that life

00:54:29.809 --> 00:54:33.230
has often granted us um amazing amazing individual

00:54:33.230 --> 00:54:36.590
and these um these skill sets these fundamentals

00:54:36.590 --> 00:54:39.110
you can reach out to greg kaiser on linkedin

00:54:39.110 --> 00:54:40.869
i'm sure you can find them on google quite easy

00:54:40.869 --> 00:54:43.440
as well Of course, get the book on Amazon. My

00:54:43.440 --> 00:54:46.159
friends, lean into those that you align with

00:54:46.159 --> 00:54:49.420
from a mentorship standpoint. Mastermind with

00:54:49.420 --> 00:54:51.840
them. Find out what they have, how you can implement

00:54:51.840 --> 00:54:54.519
it. Allow them to see behind the curtains of

00:54:54.519 --> 00:54:57.019
what's going on when you find somebody who you

00:54:57.019 --> 00:55:00.079
trust. Because I can see and feel Greg's heart

00:55:00.079 --> 00:55:02.920
in this process. I know that he wants to help

00:55:02.920 --> 00:55:04.960
people as much as possible. Greg, you've done

00:55:04.960 --> 00:55:07.059
that for me. Vision Pros, if any of you want

00:55:07.059 --> 00:55:08.659
to join us on the show, click the button that

00:55:08.659 --> 00:55:11.099
says Be Our Guest. Come and join us. the show.

00:55:11.119 --> 00:55:12.739
We'll see you in the next episode. Take care,

00:55:12.780 --> 00:55:14.380
everybody. And Greg, thanks again for blessing

00:55:14.380 --> 00:55:16.619
my life. Terrific, Jackson. Really appreciate

00:55:16.619 --> 00:55:19.159
it. Thank you for being here today. I'm really

00:55:19.159 --> 00:55:21.159
happy that you tuned in to Vision Pros Live.

00:55:21.360 --> 00:55:23.760
I'm looking forward to seeing your reactions

00:55:23.760 --> 00:55:26.380
as these episodes continue to move forward. This

00:55:26.380 --> 00:55:28.300
is going to get more and more fun. We'll have

00:55:28.300 --> 00:55:30.119
more and more engagement as well. We'll invite

00:55:30.119 --> 00:55:32.500
people to participate in the show. And thank

00:55:32.500 --> 00:55:34.480
you for giving us your time and attention. Have

00:55:34.480 --> 00:55:37.159
an excellent time building out your vision and

00:55:37.159 --> 00:55:38.260
becoming a vision pro yourself.