WEBVTT 00:00:00.270 --> 00:00:02.690 Welcome to the Live with Sondra podcast where 00:00:02.690 --> 00:00:05.290 we dive deep into business, tech, and entrepreneurship. 00:00:06.150 --> 00:00:09.349 Hosted by me, Sondra Shannon, CEO of GateMaster 00:00:09.349 --> 00:00:12.689 Technology. Each show, we explore the latest 00:00:12.689 --> 00:00:15.009 trends in ticketing attractions and guest experience, 00:00:15.369 --> 00:00:17.929 helping you stay ahead of the curve in this ever 00:00:17.929 --> 00:00:21.510 -evolving world of attractions and events. Whether 00:00:21.510 --> 00:00:24.010 you're an industry expert or just getting started, 00:00:24.269 --> 00:00:27.129 this show has insights to inspire and empower 00:00:27.129 --> 00:00:30.480 you. Today's episode is sponsored by GateMaster 00:00:30.480 --> 00:00:32.820 Technology, your trusted partner for ticketing 00:00:32.820 --> 00:00:35.960 and attraction management solutions. Let's get 00:00:35.960 --> 00:00:41.619 started with the show. Welcome to today's episode 00:00:41.619 --> 00:00:44.159 of Live with Sandra. I'm your host, Sandra Shannon. 00:00:44.960 --> 00:00:48.780 And we've got a fantastic guest for you today. 00:00:48.859 --> 00:00:51.659 But first, let me ask you a couple of things 00:00:51.659 --> 00:00:57.359 about your business. Let's talk about this. You 00:00:57.359 --> 00:01:00.060 can, if you're watching live, because this is 00:01:00.060 --> 00:01:01.740 the part of the show where we wait for some of 00:01:01.740 --> 00:01:05.019 our live audience to show up, I'd like you to 00:01:05.019 --> 00:01:08.900 mention in the chat, what is one strategic change 00:01:08.900 --> 00:01:12.620 your organization has made in the last year and 00:01:12.620 --> 00:01:16.019 how did it impact your team and guests? If you're 00:01:16.019 --> 00:01:18.319 an attraction or an entertainment venue that's 00:01:18.319 --> 00:01:21.140 watching, I'd love to understand more about whether 00:01:21.140 --> 00:01:23.519 or not these strategic changes have had an impact 00:01:23.519 --> 00:01:28.739 on the guest experience. So to get started for 00:01:28.739 --> 00:01:30.920 today, we're going to be talking about strategic 00:01:30.920 --> 00:01:34.019 resilience and leading attractions through change 00:01:34.019 --> 00:01:37.219 and AI. And before I get started with today's 00:01:37.219 --> 00:01:40.579 guest, first, I have to mention, because this 00:01:40.579 --> 00:01:42.680 show would not be possible without our sponsors, 00:01:42.700 --> 00:01:45.120 that today's episode is proudly sponsored by 00:01:45.120 --> 00:01:47.640 GateMaster Technology, the trusted name in attraction 00:01:47.640 --> 00:01:51.560 management software. If you are stuck in clunky 00:01:51.560 --> 00:01:56.340 or outdated and platforms that slow your team 00:01:56.340 --> 00:02:00.359 down and frustrate your guests, it might be time 00:02:00.359 --> 00:02:02.900 for an upgrade. And GateMaster is trying to make 00:02:02.900 --> 00:02:05.620 that real easy for you with GateMaster's competitive 00:02:05.620 --> 00:02:08.580 replacement program, which they are bringing 00:02:08.580 --> 00:02:11.879 back, we're bringing back, to make it real easy 00:02:11.879 --> 00:02:15.240 for you to transition from your old system to 00:02:15.240 --> 00:02:19.199 a new system with dedicated support, seamless 00:02:19.199 --> 00:02:22.539 data migration, and no business interruptions. 00:02:23.370 --> 00:02:25.629 We've been powering theme parks and museums and 00:02:25.629 --> 00:02:29.189 attractions for over 25 years, and we know what 00:02:29.189 --> 00:02:32.090 it takes to keep you running smooth and profitably. 00:02:32.330 --> 00:02:36.330 You can visit gatemaster .info forward slash 00:02:36.330 --> 00:02:39.289 replacement to learn more and to schedule your 00:02:39.289 --> 00:02:41.870 free discovery call. At Gatemaster Technology, 00:02:42.310 --> 00:02:44.490 we are software that works as hard as you do. 00:02:44.550 --> 00:02:47.710 We know how hard you guys out there are working 00:02:47.710 --> 00:02:50.860 in your businesses. and to take care of your 00:02:50.860 --> 00:02:55.240 guests. So please take a moment and visit gatemaster 00:02:55.240 --> 00:02:59.860 .info forward slash replacement. So let's get 00:02:59.860 --> 00:03:03.139 back to the show. Today, we're again going to 00:03:03.139 --> 00:03:06.099 be talking about strategic resilience, leading 00:03:06.099 --> 00:03:09.680 attraction through change and AI. Today's guest 00:03:09.680 --> 00:03:15.080 is the president and owner of Steve Gavitorta 00:03:15.080 --> 00:03:18.460 Group. So sorry. Cat's out of the bag. We know 00:03:18.460 --> 00:03:21.819 who's coming on the show. He empowers individuals 00:03:21.819 --> 00:03:27.620 and organizations to identify, develop, and exceed 00:03:27.620 --> 00:03:30.479 performance goals. He's a certified professional 00:03:30.479 --> 00:03:33.639 behavioral analyst and certified professional 00:03:33.639 --> 00:03:39.460 value analyst. Something Steve can't live without, 00:03:39.719 --> 00:03:42.080 and I love this because I think this is the first 00:03:42.080 --> 00:03:45.120 time I've ever had a quote this thoughtful. Viktor 00:03:45.120 --> 00:03:48.960 Frankl's famous quote, Between stimulus and response, 00:03:49.340 --> 00:03:54.379 there is a space. In that space, in our power 00:03:54.379 --> 00:03:59.460 to choose our response, which this quote highlights 00:03:59.460 --> 00:04:02.120 the importance of conscious choice over our reactions 00:04:02.120 --> 00:04:05.099 to life's circumstances. And I'm really excited 00:04:05.099 --> 00:04:10.599 to welcome Steve Gavidorta to the show. So please 00:04:10.599 --> 00:04:15.199 help me give a welcome to today's guest. Steve, 00:04:15.400 --> 00:04:18.209 welcome to the show. Thank you. Thank you. And 00:04:18.209 --> 00:04:20.470 I can't believe you didn't roll the R. I'm really 00:04:20.470 --> 00:04:22.509 upset about when you said my name. You didn't 00:04:22.509 --> 00:04:25.930 roll that R, you know. No, great job on that 00:04:25.930 --> 00:04:27.790 name. Perfect. Perfect. I'm just teasing you. 00:04:28.170 --> 00:04:31.189 Oh, I appreciate it. Hey, before we dive into 00:04:31.189 --> 00:04:34.870 who you are, though, I really I want to call 00:04:34.870 --> 00:04:37.589 out that quote that you that you sent in because 00:04:37.589 --> 00:04:39.709 I thought that was pretty cool. And I hope that 00:04:39.709 --> 00:04:41.329 we're going to touch a little bit more on why 00:04:41.329 --> 00:04:47.220 that's important to you. But our audience. Would 00:04:47.220 --> 00:04:48.920 love to know a little bit more about who you 00:04:48.920 --> 00:04:51.579 are, what you do. And I know that you are a man 00:04:51.579 --> 00:04:55.139 showing up. So would you mind just giving us 00:04:55.139 --> 00:04:57.920 a little bit more about where you're coming from 00:04:57.920 --> 00:05:00.740 and how you've gotten to where you are? Yeah, 00:05:00.800 --> 00:05:03.800 I'm owner of Steve Gavitorto Group, original 00:05:03.800 --> 00:05:07.319 name, right? But I just do custom based coaching, 00:05:07.459 --> 00:05:10.339 training, consulting programs that try to solve 00:05:10.339 --> 00:05:14.180 for customer specific needs. The core key word 00:05:14.180 --> 00:05:16.959 in there is custom, customized, customized. customization 00:05:16.959 --> 00:05:20.339 um each of my clients has you very unique uh 00:05:20.339 --> 00:05:22.860 scenarios going on different problems to solve 00:05:22.860 --> 00:05:25.959 different uh customers and whatnot and what i 00:05:25.959 --> 00:05:28.920 really enjoy is solving the puzzle you know figure 00:05:28.920 --> 00:05:30.939 out their needs figure out the issues they're 00:05:30.939 --> 00:05:34.290 facing and building custom -based programs to 00:05:34.290 --> 00:05:36.370 fit those needs and meet their goals and objectives, 00:05:36.730 --> 00:05:39.170 whether it be the full package strategic planning 00:05:39.170 --> 00:05:42.230 on down or whether it's just soft skills, leadership 00:05:42.230 --> 00:05:45.670 skills, sales training, team building, dealing 00:05:45.670 --> 00:05:49.069 with adversity, things of that of those natures. 00:05:50.470 --> 00:05:53.129 Kind of people like why doesn't he specialize? 00:05:53.329 --> 00:05:55.829 Does he is he can he do all these things? And 00:05:55.829 --> 00:05:58.629 I say yes, because I have a great background 00:05:58.629 --> 00:06:01.089 as well, too. I've owned my business for 20 years. 00:06:01.689 --> 00:06:05.250 Prior to starting my business, I spent 21, 20, 00:06:05.310 --> 00:06:08.290 20, 21 years in consumer packaged goods industry, 00:06:08.449 --> 00:06:11.529 basically selling products you can buy in a grocery 00:06:11.529 --> 00:06:16.430 store. So things like Aquafresh toothpaste, Listerine, 00:06:16.470 --> 00:06:20.009 Dentine. I spent 10 years with a division of 00:06:20.009 --> 00:06:22.629 GlaxoSmithKline, five with a division of Warner 00:06:22.629 --> 00:06:25.389 Lambert, some time with a company called Catalina 00:06:25.389 --> 00:06:27.730 Marketing that ended my career with the company. 00:06:28.350 --> 00:06:31.329 people may may remember i'm not sure uh called 00:06:31.329 --> 00:06:33.790 eastman kodak they kind of went the way of horse 00:06:33.790 --> 00:06:36.589 and buggy because uh their head was in the santa 00:06:36.589 --> 00:06:39.449 about digital uh but through that time in corporate 00:06:39.449 --> 00:06:42.009 america i did a little everything i carried the 00:06:42.009 --> 00:06:44.970 bag i was in sales i was in account management 00:06:45.529 --> 00:06:49.610 I led different sales teams. I spent time in 00:06:49.610 --> 00:06:52.269 marketing. I spent time as a liaison between 00:06:52.269 --> 00:06:56.269 sales and marketing. I led team in category management, 00:06:56.529 --> 00:06:59.550 loyalty marketing, and then did some time in 00:06:59.550 --> 00:07:02.949 training as well, too. So I really did. I have 00:07:02.949 --> 00:07:06.269 an array of background experiences, which enables 00:07:06.269 --> 00:07:10.329 me to be able to deliver a lot of custom -based 00:07:10.329 --> 00:07:14.189 programs. i do today because i live the corporate 00:07:14.189 --> 00:07:16.550 life i've lived the various jobs within those 00:07:16.550 --> 00:07:19.769 uh companies i've worked with and i kind of can 00:07:19.769 --> 00:07:22.050 feel people's pain and know their pain points 00:07:22.050 --> 00:07:24.329 and know things they're struggling with and that 00:07:24.329 --> 00:07:26.709 helps me build those custom -based programs so 00:07:26.709 --> 00:07:28.949 to speak well and you know it's interesting that 00:07:28.949 --> 00:07:31.029 you say custom -based programs because you know 00:07:31.029 --> 00:07:34.170 i look at business a lot of people look at business 00:07:34.170 --> 00:07:36.779 as their problems are going to be unique because 00:07:36.779 --> 00:07:39.379 it's a certain industry, right? And there is 00:07:39.379 --> 00:07:43.259 some of that in the work that we do. But when 00:07:43.259 --> 00:07:47.740 we look at the business side of business, I think 00:07:47.740 --> 00:07:50.060 it's very interesting with your strategic leadership 00:07:50.060 --> 00:07:52.800 approach and what you've mentioned here, how 00:07:52.800 --> 00:07:55.519 you can be in all of those different areas of 00:07:55.519 --> 00:07:57.259 corporate America. And you probably saw very 00:07:57.259 --> 00:08:00.040 similar things across each of those that led 00:08:00.040 --> 00:08:03.319 you to where you are today. Yeah, absolutely. 00:08:03.620 --> 00:08:05.920 You know, there are similar things I see, number 00:08:05.920 --> 00:08:09.639 one. Number two, there are similar skill sets 00:08:09.639 --> 00:08:12.139 that would be transferable across various industries, 00:08:12.180 --> 00:08:15.399 like a four -step solution selling process or 00:08:15.399 --> 00:08:18.949 leadership skills, which... across various industries 00:08:18.949 --> 00:08:22.449 and various customers. So what I do in training 00:08:22.449 --> 00:08:24.509 development is lay down the fundamentals for 00:08:24.509 --> 00:08:27.149 success, teach people of a four -step process 00:08:27.149 --> 00:08:29.930 or the fundamentals of leadership skills or a 00:08:29.930 --> 00:08:32.909 plan for strategic, an outline for strategic 00:08:32.909 --> 00:08:36.610 planning. The difference is though. is the customization 00:08:36.610 --> 00:08:39.490 of implementing those skills within training 00:08:39.490 --> 00:08:43.289 so teaching those four spelling skills to a pharmaceutical 00:08:43.289 --> 00:08:46.870 company may be very different than to a biz dev 00:08:46.870 --> 00:08:50.070 team on a con in a construction organization 00:08:50.070 --> 00:08:52.330 sure because their customers are different the 00:08:52.330 --> 00:08:54.649 issues they're facing are different and that's 00:08:54.649 --> 00:08:56.830 where i really create the point of differentiation 00:08:56.830 --> 00:09:00.240 for my business because we lay the skills That's 00:09:00.240 --> 00:09:03.820 a foundation right there. Then we apply those 00:09:03.820 --> 00:09:07.179 skills to real -world scenarios these people 00:09:07.179 --> 00:09:10.120 are facing through case studies, role plays, 00:09:10.539 --> 00:09:15.259 interactive exercises. What that does, that hits 00:09:15.259 --> 00:09:17.860 that brain part and builds that cortex part of 00:09:17.860 --> 00:09:20.720 our brain, so we're making that muscle memory. 00:09:20.820 --> 00:09:23.039 We're seeing how these skills apply to my world, 00:09:23.139 --> 00:09:26.759 and that helps. create immediate usage of skills, 00:09:26.840 --> 00:09:28.980 but most importantly, long term retention of 00:09:28.980 --> 00:09:31.139 those skills as well, too. Yeah, that's great. 00:09:31.919 --> 00:09:33.820 Yeah, I don't want to be a one and done with 00:09:33.820 --> 00:09:35.899 my clients and say, oh, this was a nice thing 00:09:35.899 --> 00:09:39.100 today. Then it falls out of bed. They never use 00:09:39.100 --> 00:09:40.940 it again. It does. I mean, it's nice for me. 00:09:40.980 --> 00:09:43.659 I made a paycheck that day, but it doesn't create 00:09:43.659 --> 00:09:47.279 long term sustainable success for my clients. 00:09:47.340 --> 00:09:50.799 And that's what I'm striving for. Well, and the 00:09:50.799 --> 00:09:55.100 thing that I've noticed is that a lot of us get 00:09:55.100 --> 00:09:58.179 some of these skills, the fundamental skills 00:09:58.179 --> 00:10:00.940 that you're talking about, but then lack on the 00:10:00.940 --> 00:10:03.360 execution part, which is probably where someone 00:10:03.360 --> 00:10:06.720 like you comes in really handy, especially because 00:10:06.720 --> 00:10:09.240 you need that accountability. You need somebody 00:10:09.240 --> 00:10:11.220 to help you apply that to real world scenarios. 00:10:11.379 --> 00:10:13.460 And I know a lot of the audience is listening. 00:10:14.080 --> 00:10:16.779 you know, certainly is bumping up against some 00:10:16.779 --> 00:10:19.220 of these challenges, but it is nice to have somebody 00:10:19.220 --> 00:10:22.039 who understands how to organize this and roll 00:10:22.039 --> 00:10:24.899 it out. Do you mind if I, I've got a question 00:10:24.899 --> 00:10:28.740 for you. And the thing is, the thing that I want 00:10:28.740 --> 00:10:31.139 to ask you is given your experience, it's strategic 00:10:31.139 --> 00:10:34.120 leadership. You know, what are some of the biggest 00:10:34.120 --> 00:10:37.500 challenges you see organizations facing when 00:10:37.500 --> 00:10:42.870 developing clear strategic vision and It's a 00:10:42.870 --> 00:10:45.990 loaded question. How can they overcome it? Yeah, 00:10:45.990 --> 00:10:48.409 well, let's assume that their strategic vision 00:10:48.409 --> 00:10:50.669 was done right in the first place. So we'll put 00:10:50.669 --> 00:10:54.210 that, most of them are not done correctly. Number 00:10:54.210 --> 00:10:56.769 one, number two. Well, I'll give them kudos for 00:10:56.769 --> 00:10:58.669 doing it. A lot of companies really don't do 00:10:58.669 --> 00:11:01.570 it. Other companies do do it. The third aspect 00:11:01.570 --> 00:11:04.970 of it is they do it. They do a great job. It's 00:11:04.970 --> 00:11:07.549 not communicated effectively. There's never reinforcement 00:11:07.549 --> 00:11:12.279 and people don't feel accountability to it. If 00:11:12.279 --> 00:11:14.240 you've created vision, mission, values, your 00:11:14.240 --> 00:11:16.279 company, everyone within your company should 00:11:16.279 --> 00:11:19.620 eat, drink, and sleep that and see how, I don't 00:11:19.620 --> 00:11:21.259 care what role or responsibility they're in, 00:11:21.340 --> 00:11:25.059 how they connect into the vision, mission, values, 00:11:25.220 --> 00:11:28.379 or the strategic objective, driving top line 00:11:28.379 --> 00:11:31.259 sales, profitability, or some sort of incremental 00:11:31.259 --> 00:11:34.559 growth objective. So everybody within an organization 00:11:34.559 --> 00:11:39.029 needs to feel how they contribute to that. typically 00:11:39.029 --> 00:11:41.370 things such as vision mission values strategic 00:11:41.370 --> 00:11:44.309 objectives drive again let me repeat the three 00:11:44.309 --> 00:11:47.090 what i talk about is driving top line revenue 00:11:47.090 --> 00:11:50.210 cash flow that's strategic objective one because 00:11:50.210 --> 00:11:52.549 if you don't have make money you don't have cash 00:11:52.549 --> 00:11:54.570 flow you can't pay bills you can't investment 00:11:54.570 --> 00:11:58.889 spend yeah two is you want to be profitable number 00:11:58.889 --> 00:12:01.309 three you want to have some some sort of growth 00:12:01.309 --> 00:12:04.470 objective whether an incremental growth objective 00:12:04.470 --> 00:12:06.889 i should say whether it's grow my market share 00:12:07.629 --> 00:12:10.789 bring new customers into the fold or have my 00:12:10.789 --> 00:12:13.950 current customers spend more money. Those are 00:12:13.950 --> 00:12:16.970 all incremental growth objectives. So everybody 00:12:16.970 --> 00:12:19.370 within an organization needs to understand how 00:12:19.370 --> 00:12:22.230 they may feed into that. Typically, where I was 00:12:22.230 --> 00:12:24.570 going with this is typically vision, mission, 00:12:24.649 --> 00:12:27.269 value, strategic objectives, leadership, sales 00:12:27.269 --> 00:12:30.909 and marketing feel closest to it because they're 00:12:30.909 --> 00:12:34.350 the ones driving the strategy externally. They're 00:12:34.350 --> 00:12:39.309 engaging with the customers. firsthand but underneath 00:12:39.309 --> 00:12:45.730 them is finance it human resource operations 00:12:45.730 --> 00:12:49.429 and oftentimes all those other departments we 00:12:49.429 --> 00:12:51.350 are on the same team working towards the same 00:12:51.350 --> 00:12:54.629 goals don't feel the connection to those does 00:12:54.629 --> 00:12:56.929 that does that make sense yeah i mean i totally 00:12:56.929 --> 00:12:59.529 get it like with regards to some you know a company's 00:12:59.529 --> 00:13:03.610 mission which i think is what aligns most the 00:13:03.610 --> 00:13:07.809 team however if that mission is in in our case 00:13:07.809 --> 00:13:10.309 our mission is to help attractions massively 00:13:10.309 --> 00:13:14.669 succeed and that's uh and and but at the same 00:13:14.669 --> 00:13:17.370 time if you're doing hr work you may not feel 00:13:17.370 --> 00:13:20.669 connected to that mission right i'm hoping that 00:13:20.669 --> 00:13:23.309 i'm understanding you correctly that's correct 00:13:23.309 --> 00:13:25.970 because i need every department needs to understand 00:13:25.970 --> 00:13:29.009 we are working as a team team together. You've 00:13:29.009 --> 00:13:32.370 heard, I'm sure, silos, siloed departments. Those 00:13:32.370 --> 00:13:35.309 are created when people don't feel the connection 00:13:35.309 --> 00:13:37.529 to the vision, missions, values, and strategic 00:13:37.529 --> 00:13:41.750 objectives. When we all understand how we play 00:13:41.750 --> 00:13:46.070 a role in that. That's when we create a robust 00:13:46.070 --> 00:13:49.250 company. So my point is, first, you want to create 00:13:49.250 --> 00:13:53.230 a strong strategic plan and a strategy. You want 00:13:53.230 --> 00:13:55.870 to communicate it out effectively. You want to 00:13:55.870 --> 00:13:58.450 connect the dots so everyone understands how 00:13:58.450 --> 00:14:02.169 they fit into the strategic plan, strategic objectives. 00:14:02.529 --> 00:14:05.490 And lastly, you want to reinforce things every 00:14:05.490 --> 00:14:09.309 day, every day. So just I'll give you a kind 00:14:09.309 --> 00:14:11.350 of a funny example people can resonate with. 00:14:11.750 --> 00:14:14.570 One of it's not a vision statement, but it's 00:14:14.570 --> 00:14:16.950 a statement made by a Harley Davidson executive. 00:14:17.750 --> 00:14:20.409 And I'll throw it out to you and maybe your audience. 00:14:20.470 --> 00:14:24.909 What does Harley Davidson sell? They sell motorcycles. 00:14:26.850 --> 00:14:31.830 They sell apparel. They've got all the goods. 00:14:32.769 --> 00:14:35.590 Ultimately, according to Harley Davidson executive, 00:14:35.850 --> 00:14:39.269 what he says we sell is the ability for a 43 00:14:39.269 --> 00:14:42.629 -year -old accountant to dress up in black leather, 00:14:42.850 --> 00:14:47.450 drive through small towns and scare people. What 00:14:47.450 --> 00:14:50.269 he's saying is, yes, we sell motorcycles, but 00:14:50.269 --> 00:14:52.669 we sell something greater. We sell a lifestyle. 00:14:53.190 --> 00:14:56.490 We make an emotional connection. And with that, 00:14:56.529 --> 00:14:58.389 very much what you were saying, not only do they 00:14:58.389 --> 00:15:02.879 sell a premium motorcycle, which in this. I love 00:15:02.879 --> 00:15:06.580 this statement because it enables them to create 00:15:06.580 --> 00:15:08.740 a point of differentiation for themselves. Let 00:15:08.740 --> 00:15:12.480 Kawasaki and Honda sell motorcycles. We at Harley 00:15:12.480 --> 00:15:15.500 sell something greater than that. And that allows 00:15:15.500 --> 00:15:17.960 them to charge a premium price, number one. Number 00:15:17.960 --> 00:15:19.980 two, they can sell other things like you said, 00:15:20.059 --> 00:15:22.700 the apparel, the boots, belt buckles. All those 00:15:22.700 --> 00:15:25.360 things are profit drivers, incremental sales 00:15:25.360 --> 00:15:28.799 drivers. It's a beautiful model. So where I'm 00:15:28.799 --> 00:15:31.500 going with this whole thing is I'm blabbing here 00:15:31.500 --> 00:15:35.250 is. if i'm in a department and i don't understand 00:15:35.250 --> 00:15:37.870 that we sell premium motorcycles and we're building 00:15:37.870 --> 00:15:40.470 plans to sell a shitty excuse my friends a shitty 00:15:40.470 --> 00:15:43.750 motorcycle that is away from the vision of harley 00:15:43.750 --> 00:15:47.110 -davidson we sell premium motorcycles we sell 00:15:47.110 --> 00:15:50.649 the best you know so everyone has to understand 00:15:50.649 --> 00:15:54.149 that dynamic so we're all in sync of what we're 00:15:54.149 --> 00:15:57.149 trying to uh if we're low ball in price on our 00:15:57.149 --> 00:16:00.000 motorcycles that's not a premium motorcycle We 00:16:00.000 --> 00:16:02.419 forgot what we're about. Does that, does that 00:16:02.419 --> 00:16:05.220 make sense? Yeah. But I also love, I love what 00:16:05.220 --> 00:16:07.759 you said about the example of like a 45 year 00:16:07.759 --> 00:16:09.980 old moving into a small town, dressed in leather, 00:16:10.159 --> 00:16:12.139 scaring the local community or whatever, whatever 00:16:12.139 --> 00:16:14.259 that, I don't know the exact quote that you mentioned, 00:16:14.340 --> 00:16:17.740 but you know, what that does is gives everyone 00:16:17.740 --> 00:16:25.860 this vision of who that is, what they want. They 00:16:25.860 --> 00:16:28.879 can reverse engineer so much from that idea. 00:16:30.379 --> 00:16:34.259 Yeah, it's very simple. Yeah, it's very simple. 00:16:34.299 --> 00:16:36.240 It's very cool. Thank you for sharing that. I 00:16:36.240 --> 00:16:37.860 didn't know that about them. I mean, I don't 00:16:37.860 --> 00:16:40.519 ride motorcycles, but even just hearing that. 00:16:41.139 --> 00:16:44.639 No, I heard that quote several years back and 00:16:44.639 --> 00:16:46.399 I use it all the time. I just think it's beautiful 00:16:46.399 --> 00:16:49.139 because it speaks to they've created a point 00:16:49.139 --> 00:16:50.940 of differentiation with themselves with that 00:16:50.940 --> 00:16:53.759 statement. They can sell a premium motorcycle, 00:16:53.860 --> 00:16:55.399 which is a good thing. They're going to make 00:16:55.399 --> 00:17:00.610 more revenue from that. Through that vision and 00:17:00.610 --> 00:17:03.269 mission that they've set up, they can sell all 00:17:03.269 --> 00:17:06.230 these other cool little items that drive profitability 00:17:06.230 --> 00:17:08.170 and incremental growth. I'm not just buying a 00:17:08.170 --> 00:17:12.869 motorcycle. I'm buying belt buckles, shoes, bandanas, 00:17:13.089 --> 00:17:16.009 boots. You know, it's a great business model. 00:17:16.130 --> 00:17:20.130 And that's a smart strategic plan. And that's 00:17:20.130 --> 00:17:22.250 something that everyone within the organization 00:17:22.250 --> 00:17:24.910 of Harley can get behind and clearly understand. 00:17:26.569 --> 00:17:29.109 It needs to be reinforced down. Well, and I think 00:17:29.109 --> 00:17:31.789 I heard somewhere from somebody at some point, 00:17:31.849 --> 00:17:36.529 I think actually their apparel, that part of 00:17:36.529 --> 00:17:40.250 their business might even exceed or match. I 00:17:40.250 --> 00:17:42.150 can't remember what it was, whether matched or 00:17:42.150 --> 00:17:45.930 exceed what they were doing in selling their 00:17:45.930 --> 00:17:48.569 motorcycles, which was fascinating to me because 00:17:48.569 --> 00:17:51.369 your average person doesn't hear that name and 00:17:51.369 --> 00:17:54.809 think this is an apparel company. Yeah, that's 00:17:54.809 --> 00:17:58.660 right. You're right. Yeah. Yeah. Yeah. So I can't 00:17:58.660 --> 00:18:00.480 remember whether I'm riffing here because I'm 00:18:00.480 --> 00:18:02.039 passionate about this topic. I don't know where 00:18:02.039 --> 00:18:04.259 the original question was. I hope I answered 00:18:04.259 --> 00:18:07.720 it. No, I mean, you answered that question because 00:18:07.720 --> 00:18:09.539 the question is, you know, how can you overcome, 00:18:09.599 --> 00:18:12.779 you know, not having that clear strategic vision? 00:18:13.539 --> 00:18:17.240 And this executive over there clearly says it 00:18:17.240 --> 00:18:19.799 in a way that he's now aligning all of his team 00:18:19.799 --> 00:18:24.750 and, you know, everything that they do. can't 00:18:24.750 --> 00:18:27.210 align with that, including the retail and apparel, 00:18:27.309 --> 00:18:30.930 which is why I think I was alluding to also the 00:18:30.930 --> 00:18:33.750 reinforcement mechanism. You know, we teach people 00:18:33.750 --> 00:18:37.730 training one time. We expect them to use it and 00:18:37.730 --> 00:18:40.230 not reinforce it on a daily basis. That's the 00:18:40.230 --> 00:18:41.609 same with vision, mission, values, strategic 00:18:41.609 --> 00:18:46.490 objectives. If I if an employee deviates from 00:18:46.490 --> 00:18:48.470 the vision, mission, values or strategic objectives. 00:18:49.019 --> 00:18:51.240 He or she should be brought back in the loop 00:18:51.240 --> 00:18:55.140 and reminded about what we do, reinforce why 00:18:55.140 --> 00:18:57.779 we do. Here's what we do. Here's why we do it. 00:18:57.920 --> 00:19:00.720 So it's building that muscle memory within the 00:19:00.720 --> 00:19:02.619 organization. It's not enough to create one. 00:19:02.819 --> 00:19:04.759 It should be a great, you should create one, 00:19:04.799 --> 00:19:07.039 number one. Number two, it should be awesome 00:19:07.039 --> 00:19:08.839 and create a point of differentiation. Three, 00:19:08.940 --> 00:19:11.289 it should be communicated. But most importantly, 00:19:11.369 --> 00:19:13.970 it needs to be reinforced as well, too. Yeah, 00:19:14.029 --> 00:19:16.089 you know, that's interesting. The reinforcement 00:19:16.089 --> 00:19:17.549 part is very interesting because, you know, one 00:19:17.549 --> 00:19:19.829 of the things and I have to say this after hearing 00:19:19.829 --> 00:19:22.349 that about Harley, it makes me want to maybe 00:19:22.349 --> 00:19:24.710 rework my mission statement to be way cooler 00:19:24.710 --> 00:19:30.150 than it is. But, you know, I and I do think that 00:19:30.150 --> 00:19:32.670 what we do is pretty cool. But what I think is 00:19:32.670 --> 00:19:35.569 is even more interesting is the reinforcement 00:19:35.569 --> 00:19:39.279 piece. And I think that's actually a real challenge 00:19:39.279 --> 00:19:43.359 for businesses that maybe, you know, maybe they 00:19:43.359 --> 00:19:45.660 do have vision. Maybe they do have mission and 00:19:45.660 --> 00:19:48.920 values clearly, you know, displayed on their 00:19:48.920 --> 00:19:52.019 website, given to their teams in their handbooks. 00:19:52.279 --> 00:19:55.259 But, you know, with regards to overcoming the. 00:19:56.670 --> 00:19:59.849 not having that clear strategic vision. I think 00:19:59.849 --> 00:20:01.690 you're right about the reinforcement piece for 00:20:01.690 --> 00:20:04.769 sure. And I'm curious if you would mind giving 00:20:04.769 --> 00:20:06.930 some examples of what does that reinforcement 00:20:06.930 --> 00:20:12.109 look like? Yeah. Well, anything. Okay. I'll give 00:20:12.109 --> 00:20:15.009 an example. One of my clients is a, it's a franchise. 00:20:15.210 --> 00:20:19.000 They do donuts. Let's put it that way. And their 00:20:19.000 --> 00:20:21.779 vision statement, I'll paraphrase now, it's something 00:20:21.779 --> 00:20:24.839 about creating smiling faces, happy customers 00:20:24.839 --> 00:20:27.720 or smiling faces every day or something like 00:20:27.720 --> 00:20:31.500 it's really bubbly, uplifting. So there's a lot 00:20:31.500 --> 00:20:35.500 of tension that goes on at those retail outlets. 00:20:35.940 --> 00:20:39.279 And there could be issues with the staff, staff 00:20:39.279 --> 00:20:42.240 treating leaders in a store or region manager 00:20:42.240 --> 00:20:47.069 treating staff poorly or. staff treating customers 00:20:47.069 --> 00:20:51.609 poorly. None of that ties to a smiling face, 00:20:51.710 --> 00:20:56.329 happy workplace, right? You are not eating, drinking, 00:20:56.390 --> 00:20:58.990 living your vision, mission, values in the daily 00:20:58.990 --> 00:21:01.730 workplace. So there's your reinforcement has 00:21:01.730 --> 00:21:05.329 to come in play. If a manager sees another manager 00:21:05.329 --> 00:21:10.630 barking out, creating bad morale, that is a misalignment. 00:21:11.000 --> 00:21:13.180 Versus our vision missions. And it needs to be 00:21:13.180 --> 00:21:17.160 called out and reviewed and discussed. And same 00:21:17.160 --> 00:21:20.259 with if a manager sees someone grumpy with a 00:21:20.259 --> 00:21:23.259 customer. That's, again, not aligned to our vision 00:21:23.259 --> 00:21:25.799 mission values. That needs to be called out and 00:21:25.799 --> 00:21:28.700 training needs to be conducted to teach people 00:21:28.700 --> 00:21:30.660 that, you know, here's our vision mission values. 00:21:30.900 --> 00:21:34.609 Here's skills you learn from Steve. in dealing 00:21:34.609 --> 00:21:36.650 with difficult customers or customer service, 00:21:36.890 --> 00:21:39.049 things of that nature. Does that answer your 00:21:39.049 --> 00:21:41.069 question? Yeah, I think that answers the question 00:21:41.069 --> 00:21:42.849 a lot because, you know, a lot of it, you're 00:21:42.849 --> 00:21:44.650 right, just goes back to proper training, right? 00:21:44.789 --> 00:21:49.769 Did we give them the tools to align them and 00:21:49.769 --> 00:21:54.589 reinforce this mission? You're right. If somebody's 00:21:54.589 --> 00:21:58.589 not treating, if a manager, and, you know, I 00:21:58.589 --> 00:22:01.049 don't like the word manager. I think I just saw 00:22:01.049 --> 00:22:03.720 that. I was listening to it. Someone speak the 00:22:03.720 --> 00:22:06.539 other day and they were saying that Gallup has 00:22:06.539 --> 00:22:09.000 a book. I wish I could remember the book that 00:22:09.000 --> 00:22:12.599 was talking about disengagement. And I'm sure, 00:22:12.599 --> 00:22:14.680 as you know, in the work that you do, disengagement 00:22:14.680 --> 00:22:18.599 is. what is hurting so many businesses out there, 00:22:18.640 --> 00:22:21.779 especially small businesses that don't have that 00:22:21.779 --> 00:22:24.380 alignment. They aren't reinforcing that, but 00:22:24.380 --> 00:22:27.359 disengagement, I mean, what 70 % of employees 00:22:27.359 --> 00:22:30.500 are disengaged. And I'm sure that a lot of that 00:22:30.500 --> 00:22:33.559 goes back to what you're saying with regards 00:22:33.559 --> 00:22:37.319 is having that clear strategic vision. Because 00:22:37.319 --> 00:22:39.619 if you don't know where you're going, what you're 00:22:39.619 --> 00:22:41.740 doing, and it's not transparent, it's not transparent 00:22:41.740 --> 00:22:43.819 about what the goals of the company are, as you 00:22:43.819 --> 00:22:47.700 said. I think it's very easily to have people 00:22:47.700 --> 00:22:52.940 who become misaligned and or disengaged. That's 00:22:52.940 --> 00:22:57.319 where the silos happen, departmental silos. That's 00:22:57.319 --> 00:22:59.599 where bad attitudes happen. And think about it. 00:22:59.619 --> 00:23:03.630 You have bad morale, high turnover. There's a 00:23:03.630 --> 00:23:06.329 cost associated with that. I think I heard that 00:23:06.329 --> 00:23:11.190 a mishire or a loss of a good hire can cost something 00:23:11.190 --> 00:23:15.309 up to nine times base salary. Wow. Most companies 00:23:15.309 --> 00:23:17.809 don't realize the cost associated with bad morale 00:23:17.809 --> 00:23:21.890 or high turnover as well, too. I just thought 00:23:21.890 --> 00:23:23.990 of another. I'll give you another example. It's 00:23:23.990 --> 00:23:26.710 a high -level example, but it covers a lot of 00:23:26.710 --> 00:23:29.029 industries I work with. But let's hypothetically 00:23:29.029 --> 00:23:32.900 say we've created a premium product. like a Harley, 00:23:33.039 --> 00:23:36.039 that we want to sell our customers. We don't 00:23:36.039 --> 00:23:39.059 want to sell our crappy lower end items. We want 00:23:39.059 --> 00:23:41.140 to focus on these premium items that bring revenue 00:23:41.140 --> 00:23:44.619 to them, bring revenue to us. The sales teams 00:23:44.619 --> 00:23:49.640 often forget. They get an objection from a customer. 00:23:49.700 --> 00:23:51.660 They chicken out and they give something away 00:23:51.660 --> 00:23:53.299 at the lowest price because it's the easiest 00:23:53.299 --> 00:23:56.079 thing to do. That is not in alignment with what 00:23:56.079 --> 00:24:00.089 we talked about. And it needs to be. I see that 00:24:00.089 --> 00:24:02.450 one all the time. You know, salespeople want 00:24:02.450 --> 00:24:04.529 the easy sale. They'll give price away. They'll 00:24:04.529 --> 00:24:07.029 get something lowball just to give it, you know, 00:24:07.049 --> 00:24:09.730 to make the sale. And that is that may not be 00:24:09.730 --> 00:24:11.670 in alignment to what we're trying to do here. 00:24:11.730 --> 00:24:14.470 We sell premium products. We don't want to sell 00:24:14.470 --> 00:24:16.289 what our competition does. We want to create 00:24:16.289 --> 00:24:18.750 a point of differentiation for our company. And 00:24:18.750 --> 00:24:21.609 those are areas that I mean, we're reinforced. 00:24:21.849 --> 00:24:24.809 It needs to take place. I saw a good visual the 00:24:24.809 --> 00:24:30.000 other day. It has a. A bar that goes left to 00:24:30.000 --> 00:24:34.480 right, green bar, and like quarter of the way 00:24:34.480 --> 00:24:37.500 in there's a red line and it says training. And 00:24:37.500 --> 00:24:41.119 then the work day, the rest of the time. Then 00:24:41.119 --> 00:24:44.940 it says professional sports. It has the same 00:24:44.940 --> 00:24:49.160 graphic, but it has practice, little thing game 00:24:49.160 --> 00:24:53.599 day. Practice, little thing game day. So in sports, 00:24:53.759 --> 00:24:57.059 we know to lay down fundamental skills for success 00:24:57.059 --> 00:25:01.059 and we practice, we repeat, we watch film, we 00:25:01.059 --> 00:25:04.680 reinforce. But we don't do that in the business 00:25:04.680 --> 00:25:07.079 world. You know, and that's the thing where I 00:25:07.079 --> 00:25:08.980 think there's a great opportunity for companies. 00:25:09.779 --> 00:25:11.539 Yeah. Well, you know, it's funny that you brought 00:25:11.539 --> 00:25:15.720 up sports, which I was just talking to my husband. 00:25:15.759 --> 00:25:17.319 He was mentioning because we were talking about 00:25:17.319 --> 00:25:19.420 this, like you said, training is a big part. 00:25:19.960 --> 00:25:23.380 It's like the biggest part. Who is it? Oh, goodness. 00:25:23.519 --> 00:25:25.279 Maybe somebody in the audience. Maybe you'll 00:25:25.279 --> 00:25:28.640 know, Steve, that basketball player that's doing 00:25:28.640 --> 00:25:34.140 500 shots a day minimum. Yeah. And the greatest 00:25:34.140 --> 00:25:38.980 in the world. Yeah. He did stop. He did it every 00:25:38.980 --> 00:25:40.960 day, even when he became even when he was seen 00:25:40.960 --> 00:25:43.480 as the greatest. And I'm going to connect some 00:25:43.480 --> 00:25:46.359 further dots to you about to that Victor Frank 00:25:46.359 --> 00:25:50.819 objective or quote. please so in between stimulus 00:25:50.819 --> 00:25:53.960 response there is a space in that response in 00:25:53.960 --> 00:25:56.039 that space we have a chance to choose our response 00:25:56.039 --> 00:25:59.940 what good training can do what a strong strategic 00:25:59.940 --> 00:26:04.460 plan can do can give people rational thinking 00:26:04.460 --> 00:26:08.240 things to fall back on in rural workplace scenarios 00:26:08.240 --> 00:26:12.839 what i mean that i'll simplify it if a salesperson 00:26:13.339 --> 00:26:16.599 does not know how to, he or she is not trained 00:26:16.599 --> 00:26:19.900 on how to handle a customer objection. You know 00:26:19.900 --> 00:26:21.759 what that is, right? The customer says no objection. 00:26:22.819 --> 00:26:25.299 There's a chance that if that objection comes 00:26:25.299 --> 00:26:27.880 back, the salesperson's gonna panic. They're 00:26:27.880 --> 00:26:29.759 gonna get angry, push back, or they're gonna 00:26:29.759 --> 00:26:31.680 shut down. They're not gonna know how to handle 00:26:31.680 --> 00:26:34.519 it because they were never trained on how to 00:26:34.519 --> 00:26:38.880 handle it. If they are trained on that, they're 00:26:38.880 --> 00:26:42.339 gonna have the foundational structure on. how 00:26:42.339 --> 00:26:45.240 to handle that. So the stimulus is the objection 00:26:45.240 --> 00:26:49.559 I have time to fall back into. Steve trained 00:26:49.559 --> 00:26:54.420 us on how to handle objections. Boom. Here, we're 00:26:54.420 --> 00:26:56.759 going to handle that objection now. So what I'm 00:26:56.759 --> 00:26:59.799 saying is a strong strategic plan, good training, 00:27:00.039 --> 00:27:04.460 laid down, reinforced, can help that gap between 00:27:04.460 --> 00:27:07.339 stimulus and response. If I'm not trained, if 00:27:07.339 --> 00:27:09.660 I don't know where a strategic plan is, when 00:27:09.660 --> 00:27:12.730 the real world... Stuff hits the fan, so to speak. 00:27:12.910 --> 00:27:14.990 There's a chance I'm going to fall into an emotional 00:27:14.990 --> 00:27:18.950 state of freeze, fight or flight versus handling 00:27:18.950 --> 00:27:21.490 it rationally because I've been trained on it 00:27:21.490 --> 00:27:24.970 or I clearly understand our strategic plan. I 00:27:24.970 --> 00:27:27.470 know our vision, mission, values, and it's not 00:27:27.470 --> 00:27:29.569 aligned. And here's how I have to handle it. 00:27:29.769 --> 00:27:33.670 So all this structure reinforcement I'm talking 00:27:33.670 --> 00:27:36.769 about can help us all make wiser workplace decisions. 00:27:37.369 --> 00:27:40.519 Yeah, I love that. I love that. And you don't 00:27:40.519 --> 00:27:44.680 want your team, you know, figuring it out on 00:27:44.680 --> 00:27:48.380 your customers. Right. Like that's that's the 00:27:48.380 --> 00:27:51.700 worst possible scenario. And that that doesn't 00:27:51.700 --> 00:27:53.740 make them feel good. That doesn't make the customer 00:27:53.740 --> 00:27:57.119 feel good. You know, I saw a statistic recently. 00:27:57.240 --> 00:27:58.920 The number one reason people leave their job 00:27:58.920 --> 00:28:00.740 is because the lack of confidence in what they 00:28:00.740 --> 00:28:07.420 do. Well, that's solved by training. Well, one, 00:28:07.559 --> 00:28:09.640 I wouldn't doubt that. Number two, that's one 00:28:09.640 --> 00:28:13.240 reason I got into training as I did, because 00:28:13.240 --> 00:28:16.099 I had those times where I didn't know what I 00:28:16.099 --> 00:28:18.740 was doing and I was floundering. Fortunately, 00:28:19.180 --> 00:28:22.900 most of my career, I did work for companies that 00:28:22.900 --> 00:28:25.880 trained and developed their people. So I know 00:28:25.880 --> 00:28:28.640 what good training is. I know the importance 00:28:28.640 --> 00:28:31.799 of it. And I know the other side of that table, 00:28:31.900 --> 00:28:34.059 you know, where it's either no training or bad 00:28:34.059 --> 00:28:37.039 training. and the repercussions of that. You 00:28:37.039 --> 00:28:40.319 know, it's not good. It's not good. Well, it's 00:28:40.319 --> 00:28:42.259 interesting. You know, I heard a quote one time, 00:28:42.259 --> 00:28:44.660 and I don't remember who the CEO was, but they 00:28:44.660 --> 00:28:48.500 were asked, like, how do you value the return, 00:28:48.819 --> 00:28:51.460 you know, the ROI on training your team? Like, 00:28:51.460 --> 00:28:53.500 what is the ROI on training your team? And he 00:28:53.500 --> 00:28:56.920 said something along the lines of, well, what's 00:28:56.920 --> 00:29:02.410 the ROI if I don't? That's right. Yeah. What's 00:29:02.410 --> 00:29:04.289 the ROI if I don't, which is why I'm so glad 00:29:04.289 --> 00:29:06.910 people like you exist in the world that are helping 00:29:06.910 --> 00:29:08.730 businesses do that, because that's probably my 00:29:08.730 --> 00:29:11.410 first. I love attractions. I love what we do 00:29:11.410 --> 00:29:14.069 at Gate Master, but my first love is really business 00:29:14.069 --> 00:29:16.910 owners. I think there's business owners and people 00:29:16.910 --> 00:29:19.069 who are operating businesses and trying to do 00:29:19.069 --> 00:29:21.329 really big things with these big visions and 00:29:21.329 --> 00:29:24.509 mission. But a lot of times, like the tools that 00:29:24.509 --> 00:29:27.930 that you're talking about aren't. first nature 00:29:27.930 --> 00:29:30.690 to most people because in most cases you didn't 00:29:30.690 --> 00:29:34.750 go into business to in the case of maybe the 00:29:34.750 --> 00:29:36.910 the the donut chain you work with they didn't 00:29:36.910 --> 00:29:39.250 go into business to build business systems they 00:29:39.250 --> 00:29:40.950 went into business to create were probably really 00:29:40.950 --> 00:29:44.630 great donuts make people smile right and so you 00:29:44.630 --> 00:29:47.930 know that doesn't come as Most people's first 00:29:47.930 --> 00:29:51.250 nature, I think, to be thinking about these other 00:29:51.250 --> 00:29:53.549 things, the tools and how we get people. The 00:29:53.549 --> 00:29:55.269 other thing I want to mention in that Gallup 00:29:55.269 --> 00:29:59.230 book and if I maybe post it in the chat later, 00:29:59.269 --> 00:30:02.069 once I can remember what what what it's called. 00:30:02.289 --> 00:30:07.289 But the number one thing that comes up with regards 00:30:07.289 --> 00:30:11.430 to like workplace problems is management. Right. 00:30:11.549 --> 00:30:14.049 So you have disengagement, which is directly 00:30:14.049 --> 00:30:18.539 tied to bad management. And bad management, in 00:30:18.539 --> 00:30:21.460 my opinion, and maybe you'll agree with me, is 00:30:21.460 --> 00:30:24.579 the lack of training for your team. Oh, no. Yeah. 00:30:24.740 --> 00:30:27.980 Yeah. If I have this coaching skills, if I don't 00:30:27.980 --> 00:30:30.779 have know how to deal with different workplace 00:30:30.779 --> 00:30:33.640 situations and coach and train my team, there 00:30:33.640 --> 00:30:37.259 is going to be problems even tying into when 00:30:37.259 --> 00:30:40.240 I talk about freeze, fight or flight. If I am 00:30:40.240 --> 00:30:43.299 not aware of I talk about in my second book in 00:30:43.299 --> 00:30:45.740 defensive adversity. Two important parts of the 00:30:45.740 --> 00:30:48.519 brain, the cortex and the limbic system. Our 00:30:48.519 --> 00:30:50.920 limbic system is what we're born with. It's our 00:30:50.920 --> 00:30:54.099 emotional brain. When we're functioning in our 00:30:54.099 --> 00:30:58.539 limbic system, our response to negative stimulus 00:30:58.539 --> 00:31:01.119 can be freeze, fight or flight or some combination 00:31:01.119 --> 00:31:04.359 of those. You can imagine that's not where you 00:31:04.359 --> 00:31:07.160 want to be in the workplace. Yes. The other part 00:31:07.160 --> 00:31:10.140 of the brain is our cortex. The cortex does grow, 00:31:10.299 --> 00:31:13.059 transform and evolve through time. through our 00:31:13.059 --> 00:31:16.940 life experiences, good and especially bad, through 00:31:16.940 --> 00:31:21.039 our education system, through training and development. 00:31:21.339 --> 00:31:25.559 So what I look at is training and development 00:31:25.559 --> 00:31:28.059 can help people build their cortex muscles so 00:31:28.059 --> 00:31:31.440 when workplace situations happen, they're going 00:31:31.440 --> 00:31:34.869 to respond. rationally using their cortex part 00:31:34.869 --> 00:31:36.650 of the brain because I know how to do this because 00:31:36.650 --> 00:31:38.950 I was trained to do that. Right. Or I was trained 00:31:38.950 --> 00:31:42.029 to be a leader. I know how to coach. I know how 00:31:42.029 --> 00:31:44.529 to deal with a difficult customer. I know how 00:31:44.529 --> 00:31:47.259 to give constructive feedback. If that structure 00:31:47.259 --> 00:31:49.579 isn't there and something happens in the workplace, 00:31:49.680 --> 00:31:51.720 the chance of freeze, fight, or flight in someone 00:31:51.720 --> 00:31:54.559 is going to come out or it's going to manifest 00:31:54.559 --> 00:31:57.660 more often than not. So, you know, fight might 00:31:57.660 --> 00:32:00.339 be anger, short fuse, impatience, taking control 00:32:00.339 --> 00:32:03.339 of a situation. Flight might be not dealing with 00:32:03.339 --> 00:32:06.000 it, acting like it's not happening. Oh, I'm not 00:32:06.000 --> 00:32:08.240 seeing it. You know, freeze could be shutting 00:32:08.240 --> 00:32:11.460 down and not explaining your true thoughts of 00:32:11.460 --> 00:32:16.720 something. My point is training a manager to 00:32:16.720 --> 00:32:19.819 be a manager, a leader, is imperative in how 00:32:19.819 --> 00:32:24.440 he or she shapes and leads his or her team. And 00:32:24.440 --> 00:32:28.180 that training builds that cortex muscle so they 00:32:28.180 --> 00:32:32.400 can respond properly with real -world work environments, 00:32:32.720 --> 00:32:34.779 work situations. And that ties back into that 00:32:34.779 --> 00:32:38.480 Viktor Frankl. um quote as well to in between 00:32:38.480 --> 00:32:41.220 stimulus response what i want to do is through 00:32:41.220 --> 00:32:44.420 training is help optimize between stimulus response 00:32:44.420 --> 00:32:47.460 what happens in the brain whether it's simultaneous 00:32:47.460 --> 00:32:50.180 or whether i have some time to think through 00:32:50.180 --> 00:32:53.160 it if i'm trained properly something happens 00:32:53.160 --> 00:32:55.279 in workplace boom i'm going to know how to handle 00:32:55.279 --> 00:32:57.839 that i have a difficult employee i'm going to 00:32:57.839 --> 00:32:59.880 handle that in a product proactive productive 00:32:59.880 --> 00:33:02.839 way rather than losing my patients or getting 00:33:02.839 --> 00:33:06.400 angry or so on and so forth Sure. It's building 00:33:06.400 --> 00:33:10.960 that muscle memory, too. And right. Like even 00:33:10.960 --> 00:33:13.160 even with what we do, I mean, I'm in a little 00:33:13.160 --> 00:33:15.240 bit of a different aspect of the business. We're 00:33:15.240 --> 00:33:17.299 more focused on the technology around revenue 00:33:17.299 --> 00:33:22.359 systems. But when we originally built our first 00:33:22.359 --> 00:33:26.299 product back in the early, early 2000s, our founder, 00:33:26.319 --> 00:33:29.480 who was a chiropractor. It was real focused on 00:33:29.480 --> 00:33:32.640 like how the body aligned and was it ergonomically 00:33:32.640 --> 00:33:35.180 correct, the way that people were moving and 00:33:35.180 --> 00:33:37.920 what the muscle memory would look like if they 00:33:37.920 --> 00:33:39.980 were properly trained on how to use the product 00:33:39.980 --> 00:33:42.539 and the best ways to do that. So I think this 00:33:42.539 --> 00:33:45.299 is a really fascinating conversation, which I 00:33:45.299 --> 00:33:47.579 want to ask you about your books. You mentioned 00:33:47.579 --> 00:33:49.420 your books. Can you tell the audience a little 00:33:49.420 --> 00:33:52.240 bit about what you've done there? Yeah, I'm actually 00:33:52.240 --> 00:33:55.259 a three -time publisher and my pride and joys 00:33:55.259 --> 00:33:57.740 are in defense of adversity and thrive in the 00:33:57.740 --> 00:34:01.460 face of adversity. So both of these really hone 00:34:01.460 --> 00:34:04.740 in on that Viktor Frankl, the comment I made 00:34:04.740 --> 00:34:07.119 about cortex versus limbic system and really 00:34:07.119 --> 00:34:10.760 understanding the base premise behind the book 00:34:10.760 --> 00:34:13.940 is adversity is meant. to happen in our lives 00:34:13.940 --> 00:34:16.739 they help us grow transform and evolve into the 00:34:16.739 --> 00:34:19.559 people we're meant to become so through that 00:34:19.559 --> 00:34:23.400 book i give some facts about the uh about adversity 00:34:23.400 --> 00:34:26.420 how people overcome it what they ultimately become 00:34:26.420 --> 00:34:29.260 by overcoming it then i teach people to understand 00:34:29.260 --> 00:34:31.980 that brain dynamic that i talked about cortex 00:34:31.980 --> 00:34:34.519 versus limbic system which i actually learned 00:34:34.519 --> 00:34:37.860 from a martial arts coach and then i tie that 00:34:37.860 --> 00:34:42.139 into um understanding ourselves, understanding 00:34:42.139 --> 00:34:45.760 how we respond to adversity based on our personality 00:34:45.760 --> 00:34:49.000 style or behavior style. Are you familiar with 00:34:49.000 --> 00:34:53.599 DISC? Yeah. Oh yeah. Yeah. The certified behavioral 00:34:53.599 --> 00:34:56.400 analyst, which you met is DISC. So what I've 00:34:56.400 --> 00:35:00.559 done, I've tied DISC into how a person functions 00:35:00.559 --> 00:35:03.980 in their best state of mind and their worst state 00:35:03.980 --> 00:35:08.639 of mind by DISC, by the three DISC styles. You 00:35:08.639 --> 00:35:10.239 know, if I'm a dominant style, I'm competitive. 00:35:10.460 --> 00:35:13.500 I get things done. I'm a go getter. But on the 00:35:13.500 --> 00:35:15.579 negative side, that's the cortex part of the 00:35:15.579 --> 00:35:17.400 brain. If you're in the emotional part of the 00:35:17.400 --> 00:35:20.320 brain, you're a fighter. You get angry. You get 00:35:20.320 --> 00:35:23.099 short cues. So I connect the dots with the four 00:35:23.099 --> 00:35:25.380 disc styles. And when someone's functioning in 00:35:25.380 --> 00:35:28.619 the optimal brain set versus the emotional one. 00:35:29.320 --> 00:35:31.800 So they make better decisions, stimulus, response. 00:35:32.119 --> 00:35:36.849 And then I have some real world. Skills people 00:35:36.849 --> 00:35:40.170 can use to self -reflect and reconnect themselves 00:35:40.170 --> 00:35:45.110 to learn from any situation, good and especially 00:35:45.110 --> 00:35:48.610 bad as well, too. I subscribe to the fact that 00:35:48.610 --> 00:35:51.670 people can learn. You'll learn your greatest 00:35:51.670 --> 00:35:55.389 lessons from your failures, your defeats. That's 00:35:55.389 --> 00:35:57.429 where the greatest lessons lie. So I encourage 00:35:57.429 --> 00:36:00.789 people not to be afraid. As long as you're learning 00:36:00.789 --> 00:36:03.449 a lesson from adversity, from difficulties, from 00:36:03.449 --> 00:36:06.539 disappointment. then it's really not a negative, 00:36:06.619 --> 00:36:10.739 it can be a positive. And that builds your cortex 00:36:10.739 --> 00:36:14.500 brain as well too. If I'm shielded from adversity 00:36:14.500 --> 00:36:17.179 or if I'm shielding others from adversity, I'm 00:36:17.179 --> 00:36:20.380 not building their cortex muscle. And then when 00:36:20.380 --> 00:36:24.019 real world things happen, chances are these people 00:36:24.019 --> 00:36:25.800 are going to respond in an emotional state of 00:36:25.800 --> 00:36:27.980 freeze, fight or flight, which is not productive. 00:36:28.619 --> 00:36:31.360 Yeah, I love it. I love that you brought up the... 00:36:32.030 --> 00:36:35.550 You know, the inoculation to stress. Because 00:36:35.550 --> 00:36:37.050 a lot of times we don't want to mention that 00:36:37.050 --> 00:36:39.429 that's actually part of the job sometimes, right? 00:36:39.550 --> 00:36:42.630 Like, I mean, imagine being a firefighter or 00:36:42.630 --> 00:36:45.730 an EMT. Like, they definitely have to. And it's 00:36:45.730 --> 00:36:46.989 interesting that you brought up martial arts. 00:36:47.030 --> 00:36:48.730 That was something that taught me. I did. My 00:36:48.730 --> 00:36:52.949 husband and I used to own a gym. And he's a mixed 00:36:52.949 --> 00:36:57.409 martial arts coach. And we did Krav Maga back 00:36:57.409 --> 00:36:59.829 in the early 2000s. And when I was training, 00:37:00.090 --> 00:37:04.000 I remember one time. uh, there was this, I was 00:37:04.000 --> 00:37:06.239 holding the pad for this big guy. He was huge. 00:37:06.500 --> 00:37:08.800 And he's like, should I go, you know, light on 00:37:08.800 --> 00:37:10.500 her? And they were like, no, go ahead and give 00:37:10.500 --> 00:37:13.840 it to her. Right. And he punched the bag and 00:37:13.840 --> 00:37:18.059 just my, I wasn't even upset. I mean, I agreed 00:37:18.059 --> 00:37:20.639 to it. It was totally consensual. Like we were 00:37:20.639 --> 00:37:26.000 training, but my, my, uh, I don't know what part 00:37:26.000 --> 00:37:27.639 of the brain you would call this, but my, my 00:37:27.639 --> 00:37:32.179 body's response was to cry. And he's like, are 00:37:32.179 --> 00:37:33.940 you? And this poor guy was mortified. He's like, 00:37:33.980 --> 00:37:35.940 are you OK? I'm like, I'm totally cool. I don't 00:37:35.940 --> 00:37:37.760 even understand why this is happening right now. 00:37:37.820 --> 00:37:40.199 But as you said, the fight or flight, it was 00:37:40.199 --> 00:37:42.559 just my the way that I responded. But the lesson 00:37:42.559 --> 00:37:44.739 that I learned there was that I had to inoculate 00:37:44.739 --> 00:37:47.420 myself to certain levels of stress in order to 00:37:47.420 --> 00:37:50.719 be successful. areas of my life. And it goes 00:37:50.719 --> 00:37:53.559 beyond, you know, training for martial arts or 00:37:53.559 --> 00:37:55.980 self -defense. It's in our businesses. It's in 00:37:55.980 --> 00:37:58.039 training our teams. It's in dealing with people, 00:37:58.139 --> 00:38:01.239 our customers. If you are inoculated to the stress, 00:38:01.340 --> 00:38:03.420 you're going to make better decisions. Right. 00:38:04.260 --> 00:38:07.579 And you're, and so that's been, this was 20 years 00:38:07.579 --> 00:38:09.559 ago, but that has been a lesson that I've learned 00:38:09.559 --> 00:38:11.860 and brought forward for many, many years. And 00:38:11.860 --> 00:38:13.800 maybe that was a failure, like you said, that 00:38:13.800 --> 00:38:16.019 I just learned from, you know, cause you're right. 00:38:16.019 --> 00:38:20.159 Let this guy punch me full speed, but. Well, 00:38:20.280 --> 00:38:22.599 let's her husband. I am a Muay Thai practitioner. 00:38:22.699 --> 00:38:25.300 I don't know if you know what that is. Everything 00:38:25.300 --> 00:38:29.880 we're speaking on to this ties into because I 00:38:29.880 --> 00:38:35.139 I taught the word in Thailand for Muay Thai fighters 00:38:35.139 --> 00:38:39.280 for relax is Sabai Sabai. So what I work with 00:38:39.280 --> 00:38:42.599 my coach on to help keep me in the cortex is 00:38:42.599 --> 00:38:46.420 I have him push me in very uncomfortable places. 00:38:47.880 --> 00:38:52.460 corner me, tire me out, overwhelm me. And what 00:38:52.460 --> 00:38:55.699 I'm trying to get him to do is help me learn 00:38:55.699 --> 00:38:59.980 how to stay calm with all this chaos, to see 00:38:59.980 --> 00:39:04.500 things in all this chaos. And it's hard as hell 00:39:04.500 --> 00:39:05.920 because, you know, you're getting a kick, you're 00:39:05.920 --> 00:39:10.159 hard and stuff, but it's helping me translate 00:39:10.159 --> 00:39:13.320 sabai sabai, thinking in the cortex, falling 00:39:13.320 --> 00:39:16.380 back on my training. falling back on all those 00:39:16.380 --> 00:39:19.500 things he taught me and staying calm under pressure. 00:39:19.840 --> 00:39:22.960 And that's it's transferring from there into 00:39:22.960 --> 00:39:25.320 my business life, too, because if you can stay 00:39:25.320 --> 00:39:27.559 calm while you're getting your butt beat and 00:39:27.559 --> 00:39:29.559 see things and work your way out of it, it's 00:39:29.559 --> 00:39:32.380 going to parlay into your personal life as well 00:39:32.380 --> 00:39:35.559 or professional life as well, too. You know, 00:39:35.559 --> 00:39:37.780 one of my biggest clients, Stanley Black and 00:39:37.780 --> 00:39:41.219 Decker, they say we are in a VUCA world, volatility, 00:39:41.539 --> 00:39:45.099 uncertainty, change and ambiguity. is the new 00:39:45.099 --> 00:39:49.340 norm. And so my premise is, if we can be more 00:39:49.340 --> 00:39:52.119 strategic thinking, more strategic leaders, think 00:39:52.119 --> 00:39:55.199 rationally rather than emotionally, that can 00:39:55.199 --> 00:39:59.460 be a point of differentiation for the leader 00:39:59.460 --> 00:40:02.159 and the organization, because we're in this VUCA 00:40:02.159 --> 00:40:05.320 world, which I totally agree with. So thinking 00:40:05.320 --> 00:40:09.239 logically, thinking rationally, only when we're 00:40:09.239 --> 00:40:11.619 thinking rationally logically in our cortex part 00:40:11.619 --> 00:40:13.099 of the brain, are we going to be able to solve 00:40:13.099 --> 00:40:17.269 problems. Are we going to be able to see a competitive 00:40:17.269 --> 00:40:19.329 advantage? Are we going to minimize conflict? 00:40:19.750 --> 00:40:22.809 Are we going to say the right things? Yes. If 00:40:22.809 --> 00:40:25.090 we're in an emotional state, we're not going 00:40:25.090 --> 00:40:26.670 to be able to solve problems. We're going to 00:40:26.670 --> 00:40:29.750 create conflict. We may say things we soon regret 00:40:29.750 --> 00:40:33.429 later. So it's the importance of staying in that 00:40:33.429 --> 00:40:37.190 cortex part of our brain during these VUCA times, 00:40:37.449 --> 00:40:41.510 which will be, in my opinion, a point of differentiation. 00:40:42.440 --> 00:40:43.980 Well, and I think a lot of what you're saying 00:40:43.980 --> 00:40:47.940 is resiliency, right? It's being resilient. And 00:40:47.940 --> 00:40:52.059 when you, you know, you, you, to me, I think 00:40:52.059 --> 00:40:54.519 being resilient is something that happens over 00:40:54.519 --> 00:40:57.880 time. When you've been introduced to certain 00:40:57.880 --> 00:40:59.920 stresses, this is why it's so important to train 00:40:59.920 --> 00:41:01.360 managers because that's what's going to keep 00:41:01.360 --> 00:41:04.239 them from being bad managers. I mean, nobody 00:41:04.239 --> 00:41:07.099 wants to be, my husband always has this saying 00:41:07.099 --> 00:41:10.510 when he's on stage, he says, You could ask a 00:41:10.510 --> 00:41:12.869 thousand kids, not one of them is going to say 00:41:12.869 --> 00:41:15.690 I want to be managed. That's right. When I grow 00:41:15.690 --> 00:41:18.389 up, right? Nobody wants that. But, you know, 00:41:18.409 --> 00:41:22.110 being resilient is something that we earn to 00:41:22.110 --> 00:41:23.909 some degree, like you're saying, through training, 00:41:23.969 --> 00:41:26.150 through practice, through understanding different 00:41:26.150 --> 00:41:30.750 mindsets around adversity. I know in one of your, 00:41:30.789 --> 00:41:33.659 in your book, you... one of the takeaways in 00:41:33.659 --> 00:41:36.619 your books is the defense of adversity. So I 00:41:36.619 --> 00:41:38.440 kind of love that we talked a little bit about 00:41:38.440 --> 00:41:41.559 self -defense because I think that's maybe along 00:41:41.559 --> 00:41:43.659 the lines of what you're talking about in this 00:41:43.659 --> 00:41:47.780 book. And, you know, actually, would you elaborate 00:41:47.780 --> 00:41:50.940 on that? I'm real curious. In defense of adversity 00:41:50.940 --> 00:41:54.260 means I'm defending adversity. Adversity is okay. 00:41:54.860 --> 00:41:58.079 It's okay to have. It's brought into our lives 00:41:58.079 --> 00:42:01.300 to help us. Again, grow, transform and evolve. 00:42:01.579 --> 00:42:04.159 I mean, let's take something simplistic like 00:42:04.159 --> 00:42:07.619 lifting weights. Do we gain more muscle from 00:42:07.619 --> 00:42:11.679 curling five pounds or 50 pounds? More resistance 00:42:11.679 --> 00:42:14.739 creates better muscles. Do we build better endurance 00:42:14.739 --> 00:42:18.800 with the wind or against the wind? You know that 00:42:18.800 --> 00:42:22.599 I mean, Mother Nature is teaching us this lesson. 00:42:22.679 --> 00:42:25.489 You know, one of my favorite quotes is. You know, 00:42:25.489 --> 00:42:28.269 I can't even remember. It's a diamond. What's 00:42:28.269 --> 00:42:30.110 a diamond before it's a diamond? It's a piece 00:42:30.110 --> 00:42:33.630 of coal. You know, the only way diamond is through 00:42:33.630 --> 00:42:36.449 friction and pressure. You know, I think Mother 00:42:36.449 --> 00:42:39.349 Nature gives us its lessons in many ways that 00:42:39.349 --> 00:42:42.909 through our adversity is how we become the people 00:42:42.909 --> 00:42:45.769 we were meant to become. So I'm not saying it's 00:42:45.769 --> 00:42:48.289 easy. I'm not saying I rush out and seek difficulties. 00:42:48.530 --> 00:42:51.750 But what I'm saying is two things. One, you can 00:42:51.750 --> 00:42:54.300 be sure adversity is going to happen. I mean, 00:42:54.320 --> 00:42:56.340 let's not, you can't hide from it. It is going 00:42:56.340 --> 00:42:59.860 to find you. That's number one. So accept that 00:42:59.860 --> 00:43:01.920 it's a part of life. Number two, acknowledge 00:43:01.920 --> 00:43:06.420 that it is a chance for me to grow or a company 00:43:06.420 --> 00:43:09.380 to grow or to learn a lesson. So if you take 00:43:09.380 --> 00:43:12.039 that attitude, this is important for a couple 00:43:12.039 --> 00:43:15.199 of reasons, especially the acceptance side. Remember 00:43:15.199 --> 00:43:17.420 what I said about the limbic system and the cortex, 00:43:17.599 --> 00:43:19.420 the rational brain versus the emotional brain. 00:43:19.619 --> 00:43:22.219 If I accept that diversity is a part of life, 00:43:22.960 --> 00:43:25.539 There's a higher opportunity for me to stay in 00:43:25.539 --> 00:43:30.300 that cortex versus me not accepting it. If something 00:43:30.300 --> 00:43:33.400 happens, I'm like, oh, Jesus, I'm already putting 00:43:33.400 --> 00:43:38.099 myself into a negative state. It's like, okay, 00:43:38.300 --> 00:43:41.900 here it is. Now what am I going to do about it? 00:43:41.940 --> 00:43:45.519 I either can fall back on training. I can fall 00:43:45.519 --> 00:43:48.699 back on education. I can fall back on past life 00:43:48.699 --> 00:43:52.809 experiences. Or I can say, I'm going to learn 00:43:52.809 --> 00:43:56.289 a lesson from this moving forward. So that's 00:43:56.289 --> 00:43:58.829 all, you know, so, so that's the importance of, 00:43:58.869 --> 00:44:01.630 of accepting the diversity support. Like it, 00:44:01.630 --> 00:44:05.469 it, it transfers that ability to stay in the 00:44:05.469 --> 00:44:08.789 cortex versus immediately, you know, going to 00:44:08.789 --> 00:44:11.090 that. Yeah. And when we're thinking about it, 00:44:11.090 --> 00:44:14.590 this is important not to allow yourself for that 00:44:14.590 --> 00:44:19.219 to happen. Because if I get angry, I can't get 00:44:19.219 --> 00:44:22.579 on that unangry like that. I can't all of a sudden 00:44:22.579 --> 00:44:25.139 say, oh, I'm not mad anymore. It may take time. 00:44:25.380 --> 00:44:28.960 I may say the wrong thing. I may make a bad decision. 00:44:29.380 --> 00:44:31.800 You know, same goes with shutting down, freezing 00:44:31.800 --> 00:44:35.619 or hiding from some things. A lot of damage can 00:44:35.619 --> 00:44:38.559 be done in that time frame. And that's why you 00:44:38.559 --> 00:44:41.639 don't want that to happen in the first place. 00:44:41.679 --> 00:44:46.119 You want to keep that mind open and know that. 00:44:46.480 --> 00:44:48.380 And that's why I'm saying training is so important. 00:44:48.460 --> 00:44:50.239 Having a good strategic plan is so important. 00:44:50.519 --> 00:44:54.539 It gives people within an organization a foundation 00:44:54.539 --> 00:44:58.699 to fall back on to make wise decisions. I've 00:44:58.699 --> 00:45:01.840 been trained on this. It's in our policies and 00:45:01.840 --> 00:45:05.519 procedures. It's my KPI. It's what our vision, 00:45:05.579 --> 00:45:08.219 mission, and values said. If we're all falling 00:45:08.219 --> 00:45:10.900 back on these things we've been trained or communicated 00:45:10.900 --> 00:45:13.360 about, we're all going to function on it as a 00:45:13.360 --> 00:45:15.989 well -oiled machine. But if it's not created, 00:45:16.190 --> 00:45:18.429 it's not communicated, it's not taught, it's 00:45:18.429 --> 00:45:20.429 not reinforced, then you're going to have all 00:45:20.429 --> 00:45:22.650 these silos run in a lot of different directions. 00:45:23.090 --> 00:45:25.849 Right. I'm curious, where do you fall on the 00:45:25.849 --> 00:45:31.369 disc? I'm a high, believe it or not, I'm a high 00:45:31.369 --> 00:45:35.550 S with some secondary D. So I'm actually more 00:45:35.550 --> 00:45:38.989 of an introvert with a dominant style. And what's 00:45:38.989 --> 00:45:41.710 interesting. when i talk about this cortex limbic 00:45:41.710 --> 00:45:44.269 system when i was doing the research for my second 00:45:44.269 --> 00:45:46.869 book in defensive adversity and i was connecting 00:45:46.869 --> 00:45:49.889 the dots between the disc styles and those four 00:45:49.889 --> 00:45:52.769 so basically dominant styles are when they're 00:45:52.769 --> 00:45:55.889 in that emotional state not the good state when 00:45:55.889 --> 00:45:58.849 they're in the emotional state sure that dominant 00:45:58.849 --> 00:46:02.409 styles are fighters influencers are flighters 00:46:02.409 --> 00:46:06.230 steadiness styles are freezers compliance styles 00:46:06.230 --> 00:46:10.079 are freezer fighters And researching this and 00:46:10.079 --> 00:46:13.920 putting this all together really helped me because 00:46:13.920 --> 00:46:16.719 it spoke to me. This is exactly what happens 00:46:16.719 --> 00:46:19.260 to me when I fall in, when I get emotional. I 00:46:19.260 --> 00:46:23.599 shut down. That's my high S, a freezer. I internalize 00:46:23.599 --> 00:46:26.500 things. I don't say anything. I might nod my 00:46:26.500 --> 00:46:28.599 head like everything's okay, but my mind's going 00:46:28.599 --> 00:46:33.539 18 ,000 miles an hour. Then my dominant style 00:46:33.539 --> 00:46:38.360 kicks in and Italian Steve comes out. could think 00:46:38.360 --> 00:46:41.099 about that people are like this guy's okay he's 00:46:41.099 --> 00:46:44.519 calm cool collected he seems fine and boom what 00:46:44.519 --> 00:46:48.840 the hell happened to steve i i realize i do this 00:46:48.840 --> 00:46:53.179 so what it's helped me do is learn i've got to 00:46:53.179 --> 00:46:56.500 communicate things that are bothering me or or 00:46:56.500 --> 00:46:59.239 call it out or participate or give my two cents 00:46:59.239 --> 00:47:02.260 because if i don't it's going to fester and that 00:47:02.260 --> 00:47:05.599 italian steve's going to come out so it's helped 00:47:05.599 --> 00:47:08.500 me and i talk about my book understanding better 00:47:08.500 --> 00:47:11.860 are our emotional triggers are triggers and emotional 00:47:11.860 --> 00:47:15.340 responses so what are those situations events 00:47:15.340 --> 00:47:20.039 or people who can set us into a state of freeze 00:47:20.039 --> 00:47:24.329 fight or flight and how do i respond am i a freezer 00:47:24.329 --> 00:47:26.969 fighter or flighter so through that knowledge 00:47:26.969 --> 00:47:30.130 i'm going to be able to better self -manage so 00:47:30.130 --> 00:47:31.909 hypothetically let's say i have a really difficult 00:47:31.909 --> 00:47:35.610 customer who drives me nuts i know he or she 00:47:35.610 --> 00:47:38.550 is a trigger for me and i can mentally prepare 00:47:38.550 --> 00:47:41.789 for that and not allow that to happen and you 00:47:41.789 --> 00:47:44.349 know then and i can manage that better so am 00:47:44.349 --> 00:47:48.610 i perfect no i still step in my doo -doo um however 00:47:49.289 --> 00:47:52.650 I don't step in my doo -doo as much, number one. 00:47:52.670 --> 00:47:56.369 Number two, when I do, I'm able to recognize 00:47:56.369 --> 00:47:58.909 it and get out of it faster, if that makes sense. 00:47:59.030 --> 00:48:01.510 I'm able to say I'm shutting down. I'm not speaking 00:48:01.510 --> 00:48:04.150 my mind. You know, I'm able to get out of that 00:48:04.150 --> 00:48:06.530 faster. So through understanding my triggers, 00:48:06.610 --> 00:48:09.889 responses, my disc style, I've been better able 00:48:09.889 --> 00:48:14.289 to stay in the cortex during VUCA -type scenarios. 00:48:15.849 --> 00:48:18.389 Well, you know what? I really, I, I, I love this 00:48:18.389 --> 00:48:21.789 because I think that it's so, you know, when 00:48:21.789 --> 00:48:24.650 you talk about investing in people and your team, 00:48:24.690 --> 00:48:27.489 you know, one of the things that I really, uh, 00:48:27.750 --> 00:48:31.610 I really appreciate about disc is I'm a high 00:48:31.610 --> 00:48:33.590 influencer, which I'm sure you probably could 00:48:33.590 --> 00:48:37.550 have guessed a high influencer, but I'm married 00:48:37.550 --> 00:48:44.219 to a high driver or deep. And not only did, Doing 00:48:44.219 --> 00:48:47.420 this assessment for my team and the people that 00:48:47.420 --> 00:48:50.199 I work with and my husband is on the team that 00:48:50.199 --> 00:48:53.039 I work with. So. you know, it, it made everything 00:48:53.039 --> 00:48:55.039 better in my life. Cause as you said, you know, 00:48:55.079 --> 00:48:57.099 you know what your triggers are, you know what, 00:48:57.119 --> 00:48:58.880 how somebody can trigger you and better control 00:48:58.880 --> 00:49:01.539 of that. But one of the things that I loved about 00:49:01.539 --> 00:49:04.679 it is, and, and I, and, and, and I were bumping 00:49:04.679 --> 00:49:06.219 up on time. Cause I think I could talk to you 00:49:06.219 --> 00:49:09.639 about this stuff all day. Um, is that when, when 00:49:09.639 --> 00:49:12.920 you understand where people are at or even understand 00:49:12.920 --> 00:49:16.949 the different styles. then you have a lot more. 00:49:17.190 --> 00:49:20.369 This is a fantastic tool. This gives you so much 00:49:20.369 --> 00:49:22.769 more understanding of the people around you and 00:49:22.769 --> 00:49:26.349 that you're working with. Not only did it teach 00:49:26.349 --> 00:49:29.789 me how to talk to other people, but also being 00:49:29.789 --> 00:49:33.909 married to a high driver, there used to be, when 00:49:33.909 --> 00:49:36.750 he'd start coming in here and cracking the whip 00:49:36.750 --> 00:49:39.489 and people would be like, what's going on? It 00:49:39.489 --> 00:49:41.989 allowed even the people who didn't like that. 00:49:42.829 --> 00:49:46.369 You know, the stabilizers, the S's or even the 00:49:46.369 --> 00:49:48.449 analyzers, like pretty much everybody in all 00:49:48.449 --> 00:49:50.429 the other quadrants don't probably care for that. 00:49:50.489 --> 00:49:54.269 Right. But it allowed us to even accept him. 00:49:55.309 --> 00:49:57.989 Exactly. Right. And I think it's so important. 00:49:58.130 --> 00:50:00.289 I think there's so much gold in what you're offering 00:50:00.289 --> 00:50:02.929 here and what you're teaching us today is that 00:50:02.929 --> 00:50:06.210 you need these tools. You need to understand 00:50:06.210 --> 00:50:08.920 each other. You need to understand where you're 00:50:08.920 --> 00:50:12.079 going emotionally, mentally, physically, because 00:50:12.079 --> 00:50:14.500 I think sometimes our emotional responses show 00:50:14.500 --> 00:50:18.940 up in all sorts of ways, right? You're managing 00:50:18.940 --> 00:50:21.420 people. You're going to have hard times. And 00:50:21.420 --> 00:50:23.800 even if you're just dealing with customers and 00:50:23.800 --> 00:50:28.400 guests, that's inevitable. Yep. So understanding 00:50:28.400 --> 00:50:31.579 who you are, how you respond to things, and how 00:50:31.579 --> 00:50:35.440 someone might trigger you is super important. 00:50:35.500 --> 00:50:39.119 It's helped me a ton. Absolutely. That's raising 00:50:39.119 --> 00:50:43.019 your EQ. I talk a lot about EQ, too, and three 00:50:43.019 --> 00:50:46.199 facets I talk about is intrapersonal skills, 00:50:46.400 --> 00:50:48.960 self -knowledge, interpersonal skills, knowledge 00:50:48.960 --> 00:50:50.940 of those people with whom you're engaging with, 00:50:51.019 --> 00:50:55.360 then situational awareness. It's how I and we 00:50:55.360 --> 00:50:58.840 will respond under various workplace scenarios. 00:51:00.779 --> 00:51:03.420 If we're going through a change initiative, if 00:51:03.420 --> 00:51:06.059 I'm the leader, I'm going to know the styles 00:51:06.059 --> 00:51:09.400 of my team and what buttons to push to get them 00:51:09.400 --> 00:51:13.780 to accept the change initiative, even if they 00:51:13.780 --> 00:51:15.960 don't like that. So what we're talking about 00:51:15.960 --> 00:51:18.460 is also raising that emotional intelligence using 00:51:18.460 --> 00:51:21.900 DISC as one of those tools. Yeah, and what a 00:51:21.900 --> 00:51:24.809 great thing to give. to the people who work with 00:51:24.809 --> 00:51:28.369 your team, the people who are out there serving 00:51:28.369 --> 00:51:31.809 your customers and helping you move forward with 00:51:31.809 --> 00:51:34.190 your mission, whether you're an owner, operator, 00:51:34.469 --> 00:51:36.789 or somebody who's just assisting with the business. 00:51:36.929 --> 00:51:39.050 So thank you so much for what you do, because 00:51:39.050 --> 00:51:42.650 I think bringing, humanizing the work experience 00:51:42.650 --> 00:51:46.449 is super important, especially in today's world. 00:51:47.929 --> 00:51:51.409 And even looking at the stress, I was fortunate 00:51:51.409 --> 00:51:53.849 a couple of years ago to get to hear from the 00:51:53.849 --> 00:51:57.349 founder of the Spartan races. And he made a really 00:51:57.349 --> 00:52:00.710 interesting point that, you know, a lot of people 00:52:00.710 --> 00:52:03.110 today, because everything is so easy today. And 00:52:03.110 --> 00:52:04.409 if we're being completely real, I mean, with 00:52:04.409 --> 00:52:07.050 AI, we didn't even get to touch on that. There 00:52:07.050 --> 00:52:08.690 were so many things I wanted to ask you that 00:52:08.690 --> 00:52:11.849 we didn't get to talk about today. So I got to 00:52:11.849 --> 00:52:14.150 have you back. We got to do this again so we 00:52:14.150 --> 00:52:17.670 can talk about that. But with AI and. You know, 00:52:17.690 --> 00:52:19.789 you can have something delivered in two hours 00:52:19.789 --> 00:52:23.789 from Amazon with everything being so easy. One 00:52:23.789 --> 00:52:26.389 of the things that he talked about was inoculating 00:52:26.389 --> 00:52:28.469 ourselves to stress. This is why the Spartan 00:52:28.469 --> 00:52:30.409 race exists, because there are people out there 00:52:30.409 --> 00:52:34.070 going, I have to do hard stuff. Yeah. Yeah. I 00:52:34.070 --> 00:52:37.010 have to go push myself. I mean, I went with I 00:52:37.010 --> 00:52:39.429 got in from Miami. I told you earlier before 00:52:39.429 --> 00:52:43.769 the show at I got in at 2 a .m. I had an appointment 00:52:43.769 --> 00:52:47.099 with my trainer. Nine o 'clock this morning. 00:52:47.139 --> 00:52:48.940 And he's like, what are you doing here? And I'm 00:52:48.940 --> 00:52:51.780 like, I'm committed to this and it's hard. And, 00:52:51.840 --> 00:52:55.699 you know, but it's important that we do hard 00:52:55.699 --> 00:52:57.460 stuff because I'm going to be honest. Every morning 00:52:57.460 --> 00:52:59.719 I get up and I go lift weights. There's nothing 00:52:59.719 --> 00:53:01.860 that can come through my door that's as difficult. 00:53:02.519 --> 00:53:05.679 Yeah. Right. And so it is super important that 00:53:05.679 --> 00:53:07.719 we understand these concepts. And I appreciate 00:53:07.719 --> 00:53:10.280 what you you're bringing to the show today and 00:53:10.280 --> 00:53:11.980 your insights and knowledge. So thank you for 00:53:11.980 --> 00:53:14.380 being here. No, thank you. That's part, you know, 00:53:14.380 --> 00:53:15.920 going back to that, it's part of my Muay Thai 00:53:15.920 --> 00:53:18.500 practice. If I showed people my shins now, they'd 00:53:18.500 --> 00:53:21.820 think I was nuts. But, you know, I like being 00:53:21.820 --> 00:53:24.239 put in those uncomfortable positions because 00:53:24.239 --> 00:53:26.880 if I can stay comfortable, live, and that's my 00:53:26.880 --> 00:53:29.480 new word now. I have a bunch of shirts. Remember 00:53:29.480 --> 00:53:33.480 this, Sabai Sabai. It's S -A -B -A -I, S -A -B 00:53:33.480 --> 00:53:37.260 -A -I. And it means basically relax, relax. So 00:53:37.260 --> 00:53:39.519 be in that, even though you're in all this turmoil 00:53:39.519 --> 00:53:43.460 in a kickboxing match. how can you stay calm 00:53:43.460 --> 00:53:46.480 and when you stay calm you your brain's functioning 00:53:46.480 --> 00:53:48.639 on all cylinders you're going to be able to see 00:53:48.639 --> 00:53:51.360 how to counter and do all these things and that 00:53:51.360 --> 00:53:53.719 translates into your personal and professional 00:53:53.719 --> 00:53:56.659 life as well too in the workplace you know when 00:53:56.659 --> 00:53:58.380 you're dealing with these stress -filled situations 00:53:58.380 --> 00:54:01.159 if you can stay calm survive survive stay calm 00:54:01.159 --> 00:54:03.820 in that workplace Again, you can solve problems. 00:54:03.980 --> 00:54:08.219 You can be creative. You can say the right things. 00:54:08.440 --> 00:54:11.820 You know, it is a point of differentiation in 00:54:11.820 --> 00:54:14.340 this world today. I truly believe that. Yeah, 00:54:14.360 --> 00:54:17.019 well, I believe it too. And, you know, I'm a 00:54:17.019 --> 00:54:19.679 huge believer that comfort is a dream killer, 00:54:19.840 --> 00:54:22.460 right? You got to get uncomfortable sometimes, 00:54:22.679 --> 00:54:25.679 especially if you want to be great. So, you know, 00:54:25.679 --> 00:54:28.800 get out there and do hard things like you said. 00:54:29.369 --> 00:54:31.889 And it's better if we do it to ourselves, right? 00:54:32.010 --> 00:54:33.550 You're going and getting kicked in the shins. 00:54:33.550 --> 00:54:36.250 I'm going and getting my butt kicked by my trainer, 00:54:36.389 --> 00:54:38.809 you know, who I'm afraid of. So I make sure to 00:54:38.809 --> 00:54:42.730 show up every day and check in with my cardio. 00:54:42.769 --> 00:54:45.309 You know, I don't mess around, right? Because 00:54:45.309 --> 00:54:49.889 it's hard. So thank you for helping us understand 00:54:49.889 --> 00:54:55.269 how hard is an important part of. Being open 00:54:55.269 --> 00:54:57.090 to doing the things that are hard is an important 00:54:57.090 --> 00:54:58.809 part of what we do, and training your team is 00:54:58.809 --> 00:55:02.969 certainly hard. But people like you exist, and 00:55:02.969 --> 00:55:06.210 you can help guide and companies navigate through 00:55:06.210 --> 00:55:09.469 that. So before I let you go, if somebody is 00:55:09.469 --> 00:55:13.829 interested in doing this with you or contacting 00:55:13.829 --> 00:55:15.750 you or has questions about what we talked about 00:55:15.750 --> 00:55:17.230 today, what's the best way for them to get a 00:55:17.230 --> 00:55:19.610 hold of you? Yeah, shoot me an email or give 00:55:19.610 --> 00:55:25.650 me a call. My cell phone is 813 -777. My email 00:55:25.650 --> 00:55:29.570 address is real simple, steve at symbol, mylastname 00:55:29.570 --> 00:55:31.969 .com. That's probably not so easy. You can see 00:55:31.969 --> 00:55:35.150 it on the screen, though, but steve at gavatorta 00:55:35.150 --> 00:55:39.889 .com. I'd also urge people to Google me. I have 00:55:39.889 --> 00:55:42.010 a ton of information out there, good content. 00:55:42.070 --> 00:55:43.690 If you want to see some good stuff on YouTube, 00:55:44.110 --> 00:55:46.889 a lot of the stuff we talked about today, you 00:55:46.889 --> 00:55:48.809 can get some free stuff up there on YouTube. 00:55:49.739 --> 00:55:52.400 Google me. You can see me on some TV events, 00:55:52.519 --> 00:55:55.280 other podcasts, webinars and all that good stuff. 00:55:55.320 --> 00:55:59.760 And on TV, actually. And, you know, there's and 00:55:59.760 --> 00:56:03.739 get my books on Amazon to shameless plug. You'll 00:56:03.739 --> 00:56:07.019 find anything you want about me and find a way 00:56:07.019 --> 00:56:09.039 to reach me as well, too. But I love what I do. 00:56:09.079 --> 00:56:11.219 I'll tell people I don't work anymore because 00:56:11.219 --> 00:56:14.480 I love what I do. So if anyone if anyone has 00:56:14.480 --> 00:56:17.739 any questions, feel free to reach out or I'd 00:56:17.739 --> 00:56:20.010 be happy to chat. Hey, well, thank you for being 00:56:20.010 --> 00:56:23.269 here, Steve. I certainly appreciate you. Thanks 00:56:23.269 --> 00:56:26.329 for the invite. I appreciate it. Of course. We'll 00:56:26.329 --> 00:56:32.090 see you soon. Okay. Bye -bye. Bye. Well, you 00:56:32.090 --> 00:56:34.329 know, if you guys are watching this show, I've 00:56:34.329 --> 00:56:37.170 got to say, this is one of my favorite things 00:56:37.170 --> 00:56:41.130 to talk about because I think strategic resilience. 00:56:42.320 --> 00:56:44.579 You know, we didn't get to cover all. I have 00:56:44.579 --> 00:56:47.099 so many questions for Steve. So I always say 00:56:47.099 --> 00:56:49.099 if that if that happens during a show where I 00:56:49.099 --> 00:56:50.679 don't get all my questions answered, that's just 00:56:50.679 --> 00:56:53.019 a reminder that this person has to come back 00:56:53.019 --> 00:56:55.780 because I'm sure like me, you probably have more 00:56:55.780 --> 00:56:58.800 questions and things for Steve that would give 00:56:58.800 --> 00:57:02.199 you insights that will help you be better at 00:57:02.199 --> 00:57:04.500 what you're doing. And if you're watching this 00:57:04.500 --> 00:57:08.360 show, I want to thank you today for one, what 00:57:08.360 --> 00:57:11.280 you're doing to invest in yourself. by learning 00:57:11.280 --> 00:57:14.860 more about what you do, where you've got to go, 00:57:15.000 --> 00:57:18.320 the things that you can gain from having these 00:57:18.320 --> 00:57:21.300 tools, and the people out there who can help 00:57:21.300 --> 00:57:24.119 you. I love hosting this show because I get to 00:57:24.119 --> 00:57:26.820 meet people like Steve. I get to learn from people 00:57:26.820 --> 00:57:30.000 like Steve. And I know I'm getting better and 00:57:30.000 --> 00:57:33.119 better every single time. So I want to hear from 00:57:33.119 --> 00:57:35.880 you in the chat. If you're watching this on replay, 00:57:36.099 --> 00:57:38.159 hashtag replay that. Let us know that you were 00:57:38.159 --> 00:57:42.389 here. If you're on, one of the podcast channels 00:57:42.389 --> 00:57:47.530 listening to us, please repost this. Let other 00:57:47.530 --> 00:57:50.250 people know that there's information out there 00:57:50.250 --> 00:57:52.210 like this and you're just investing a little 00:57:52.210 --> 00:57:54.070 bit of your time listening to a show like this 00:57:54.070 --> 00:57:58.030 and getting yourself knowledge and tools to be 00:57:58.030 --> 00:58:00.929 better at what you do. And I really, really appreciate 00:58:00.929 --> 00:58:03.489 Steve coming on the show. Thank you to everybody 00:58:03.489 --> 00:58:09.599 who joined us. A quick last shameless plug for 00:58:09.599 --> 00:58:14.559 our sponsor, GateMaster Technology, your trusted 00:58:14.559 --> 00:58:20.019 name in attraction management software. And don't 00:58:20.019 --> 00:58:23.800 forget, they've got their repetitive, sorry, 00:58:24.699 --> 00:58:27.440 competitive. I was going to say repetitive, but 00:58:27.440 --> 00:58:31.039 this is me getting tongue -tied. We've got our 00:58:31.039 --> 00:58:34.500 repetitive. Competitive replacement program. 00:58:34.900 --> 00:58:39.900 So if you've got a clunky, chunky system that's 00:58:39.900 --> 00:58:42.619 not performing for you, that's creating frustration 00:58:42.619 --> 00:58:44.760 for your team and your guests. And listen, guys, 00:58:44.880 --> 00:58:51.679 tool fatigue is real. When we help attractions, 00:58:51.960 --> 00:58:54.619 we usually replace anywhere between three and 00:58:54.619 --> 00:58:56.739 six systems that your team is having to learn 00:58:56.739 --> 00:58:59.579 and manage. And I'm pretty sure you're probably 00:58:59.579 --> 00:59:02.159 putting them into fight or flight. When they 00:59:02.159 --> 00:59:04.059 got to deal with problems they don't understand 00:59:04.059 --> 00:59:07.679 or things they don't know how to deal with simply 00:59:07.679 --> 00:59:09.760 because the technology is not doing what it was 00:59:09.760 --> 00:59:12.239 meant to do for you. You guys have a lot of hard 00:59:12.239 --> 00:59:15.000 work ahead of you when you are running these 00:59:15.000 --> 00:59:18.260 attractions. And at GateMaster Technology, we 00:59:18.260 --> 00:59:21.519 know how hard you work and we work with you. 00:59:21.699 --> 00:59:25.579 Our software works as hard as you do. So please 00:59:25.579 --> 00:59:29.679 visit us, gatemaster .info. forward slash replacement 00:59:29.679 --> 00:59:33.519 for your free competitive replacement discovery 00:59:33.519 --> 00:59:36.280 call and quote, we're going to meet or beat whatever 00:59:36.280 --> 00:59:39.860 you're paying right now. So that's my offer to 00:59:39.860 --> 00:59:44.199 you. This is exclusive to this show. Head over 00:59:44.199 --> 00:59:47.260 to gate master .info forward slash replacement. 00:59:48.199 --> 00:59:50.719 And I'm your host at the live with Sandra show. 00:59:50.820 --> 00:59:53.269 Thank you for being here with me today. Thank 00:59:53.269 --> 00:59:54.789 you for listening. Thank you to the team who 00:59:54.789 --> 00:59:56.929 puts all of this together. Thank you to the audience 00:59:56.929 --> 00:59:59.829 that makes this possible for your support and 00:59:59.829 --> 01:00:02.610 to all of our amazing guests like Steve, who 01:00:02.610 --> 01:00:05.650 keeps showing up and sharing just gold with all 01:00:05.650 --> 01:00:08.510 of you. We'll see you guys on the next live with 01:00:08.510 --> 01:00:08.710 Sandra.