The ROI of Professional Development: How Coaching Culture and Time Management Drive Business Growth

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Chrissy and I see eye to eye on most things, and this is one where maybe it's one eye to another eye or a different eyes, or we both believe in professional development.
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Yes, yes, I believe both very, very different ways because I have considered signing you up for professional development.
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Anonymous, to have you check in for a couple of weeks, and, I like to learn.
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I do too.
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And maybe I just do it the hard way.
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That's, Yeah, that explains the lumps on the head and the lack of hair and all that.
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Stay tuned.
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She's the CEO.
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He's the marketing and operations guy.
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If it's broken, you need.
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The business fix.
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What's coming up that you're excited about?
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I mean, we talk about this.
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There's always.
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You always have something exciting.
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Oh, I super excited.
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So I've got some training and development coming up.
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So I'm excited about that.
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For me professional development really.
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I know learning more business stuff.
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Do you see a shocked look on my face?
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You don't. There's that.
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And then it's football season.
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So I, I love football season.
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It just makes me happy. My heart is happy.
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I am sad after the Super Bowl until I have to wait for training camp.
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So really, I did not peg you as a football fan.
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I am a huge football fan, I love it. Interesting.
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And I don't get depressed about like I'm just like when teams are bad, they're bad.
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When teams are great, they're great.
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And I just like, I will watch football for the sake of just watching the game.
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So interesting. Yeah, interesting.
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Not my thing.
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No that's okay.
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Yeah I, I enjoy football season because that takes a lot of people off motorcycles and off the road.
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So that way the game. Right.
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And it's not it's no longer 975 degrees outside.
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So is that what you're looking forward to right now is just more time on the bike.
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I mean, like during the summer, 95 degrees.
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In full gear.
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I, I will not go out without full gear.
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So I'm wearing gloves, jacket, pants, a lot of gear vented.
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Yeah, but when you're sitting in a traffic light with a hot motor between your legs.
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Making.
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Correct most of the gear for some other reason, I'd like to make it Black Tuesday.
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Yeah.
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Baking in the sun on top of a hot engine.
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Yeah. No. What could go wrong? No.
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I like it when it's, like, 70 degrees out.
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It's amazing.
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Tires stay warm, so you still got plenty of grip and all that, but, yeah, I know it's, it's nice to get football people off the road.
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I just have to make sure I'm off the road before they come home after a few drinks.
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Yeah.
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You very strategically plan, correct?
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We covered strategic plan. We did? Yeah.
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As a business owner. Yeah.
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You are responsible for everything.
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Yes. Your people, your stuff, your product.
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When you can say someone screwed up, guess what?
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That stole your responsibility.
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There's a lot of people are like, I don't have time for that.
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I know someone that they, partners in the business that he was in purchased a time management seminar and gave him the tickets, at which point he goes, I don't have time for this.
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And they're like, exactly.
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Yes, you do.
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The most successful leaders are the ones that are perpetual workers.
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There's different ways to do it.
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That's what we're that's where we're going to talk about the differences, because we have a different way of looking at this.
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This episode, we're going to dive into how to make professional development a core part of who you are.
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Yeah.
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And your business strategies part of your strategic plan?
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Yeah. Was that the last episode? It was.
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Look at that.
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It's like we're building businesses here or something, You are always taking a class, watching something.
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Yeah.
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I don't know how you have to.
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Do you watch football on, like, one screen and have, like, a professional development class going on another screen?
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Depends.
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I I'm not.
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Once again, I am not surprised by this.
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You could be serious.
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And once again, I would not be surprised at all.
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There's a lot of commercials you can learn a lot in between.
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Like you really can.
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As a marketer, I I'm more concerned about the commercials, like what their strategy is for that.
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Your take on the biggest practical, practical, practical benefits.
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Yeah, professional.
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That is a lot of syllables.
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It is a couple of words.
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There, business owner and team.
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I mean, what are some of the big benefits for you.
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So the national. Development I mean one of my favorite topics.
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So because really I know I'm so excited.
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You just gave yourself a.
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I do I did I did because you know, boom.
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We talk about development.
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We're not just talking about gaining new skills.
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We're really talking about creating capacity.
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Sure.
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And capacity is really what makes your growth as a business leader sustainable.
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So for business owners, the biggest practical benefit of professional development is perspective.
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So you start to see the business not just the busyness but the business, and you learn to ask better questions.
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You find frameworks that help you lead instead of just reacting, and you become more intentional with your time, your team and your energy.
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And so then as you pivot that from yourself to teams for teams, professional development is really a retention strategy.
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And so it boost morale.
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It gives people a path to grow.
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It sends a clear message of we're invested in you, we care about you.
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And that's future engagement.
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Because when employees feel stagnant, they check out, yep.
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They leave. They quiet, quit.
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Sometimes it's not so quiet.
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And then professional development for teams also increases productivity.
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But it's not really in that mechanical way.
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It increases their clarity, their ability to see things and around corners and, you know, we talk about being clear as kind.
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And so when your team understands the why behind why they're learning what they're learning, it connects to the company's future.
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It's a it's a key component to strategic planning.
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It helps people move forward.
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And then they stop just completing tasks.
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And they start really building something and really building something for you.
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As the business leader in the business owner.
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So and I'll say this from a culture standpoint, and then we can have our street fight, I've had a grievance.
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Oh. I gotta have quit.
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I have questions, I'm sure you do.
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And I will say this organizations that prioritize development.
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To me, my opinion is they are more curious, they're more curious, they're more adaptable, and they're more honest.
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Because learning forces you to be humble, because it tells you we don't have it all figured out, and we're willing to grow.
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And that money that that mindset trickles down into everything.
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So to me, professional development isn't just a luxury, it's leadership in motion.
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It's something that you need to be able to continue to grow.
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I want to go back to the why piece for your team.
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Yes. To me, I feel that's a big miss for so many people.
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Huge.
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Because what they do is they train people and the people perceive that is great.
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Now I've got more stuff to do.
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Rather than, hey, they are investing to try and make my job easier.
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Yes, I will tell you this.
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I think there is a very significant difference between development for the sake of understanding how to how to make the thing or how to do the thing and development for the sake of how to make the person better, so that they can either lead other people or think of ways to help make the product or the thing better.
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Those are different. Tracks.
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They are very much so.
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But making the people known that it is not just so you can get more blood from the stone.
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Correct?
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It is so they have better tools in order to move things forward.
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And I think the problem that so many companies do that with, they're like, hey, we got you a training. Yeah.
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And guess what?
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You're going to get a new project when you're done with the training.
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But it's in addition to what you're already doing. Yeah.
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So many companies present it that way, which becomes, I mean, once again, then people like.
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Right.
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I got to go to a training thing.
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I've already got a lot of stuff to do.
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They're just going to throw more stuff on me.
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I'm not going to get a pay raise.
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That's where the from that aspect, I see it go so wrong because it's it's mishandled.
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It can be it's mishandled.
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How do you like what do you look for when you're looking for professional development?
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What's the thing that I mean, I'm sure it's not just.
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Hey, I saw a Facebook ad for this, and it's going to tell me I grow my business. Yes.
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I'm going to click on every single one of these.
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What are you looking for?
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So two things practical and purposeful.
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So, I mean, if you're the business leader, you have, staff of three, and you are in the business every day and the business cannot survive without you saying, I'm going to take a year off and learn all of these new things.
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Like, you've got to be practical in how you're doing.
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So are the same.
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You know what we we need someone needs to be in our office every day.
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We're going to shut the organization down for two solid weeks so we can learn this new thing like, there's got to be reasons around, you know, why are you doing it?
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What is. And then purposeful is, you know, what is it?
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Where do we need to find alignment?
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Where are the skills that we need to grow to be able to move the business forward?
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So you don't just learn for the sake of learning, you have to learn for a reason.
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So whether it is increasing your ability to do strategic planning, if it is building your soft skills around how to lead people effectively, I will say this.
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The one thing that I think most leaders don't do is the emotional intelligence and agility training around how to lead people.
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We'd much rather learn a skill like a specific skill in like how to do, how do I build better cash flow?
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How do I change this in my in my financial procedures?
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How do I change my marketing?
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How do I do as opposed to how do I have conversations that impact my ability to communicate and get things moved faster forward with more momentum with people and gaining alignment?
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To me?
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And because that's the squishy part where people are like, oh, I may not feel comfortable doing that.
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I don't want to.
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I'd rather just learn how to do a thing.
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Let's do I mean, there is a difference between professional development for the sake of moving your career forward, or moving an organizational organization forward and continuing education.
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They are not the same thing.
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And people oftentimes think, well, we're doing continuing education credit around this H.R.
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policy and procedure.
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And we're going to do what about this insurance product?
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We're going to do it about this manufacturing process.
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And we're going to learn how to do like we're going to be Six Sigma.
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It's like that is a different type of thing.
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Very different. So yeah.
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When you're looking at you said the, the practical piece, the the application for it, how do you determine that upfront.
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So I think it depends.
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You've got to clarify what the goals are and the expectations are. So first determining, you know, what is your plan for the organization.
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I mean, so part of that we talked about strategic planning.
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So like we. Said we did talk about that. We did.
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And then there's that tactical piece.
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So a great example of what we're doing right now at and clarity is we want to foster more understanding and ownership within our organization about, you know, how our metrics, what happens in sales, what happens in service delivery, how they all impact the business to move forward.
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To do that, we realized that we had a gap in financial education and really having our team members understand how the business works.
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So in order to to facilitate and grow their knowledge base, we knew we had to do some basic training around financial acumen.
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So we built into our professional development plan for the year.
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Everybody's learning about how the numbers work in our organization, how do we actually make money.
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So it was something that, you know, not everybody, I mean, salespeople, they really need to understand how finance works.
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Yeah. As we're starting to move forward and grow faster.
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Yeah, we do need to learn those types of things.
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So we kind of built that into, what our training and development plan is for the year.
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Another example is, you know, you've got leaders within the organization and then you've got middle managers that you've targeted that are going to continue to grow in the organization.
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We fail to the level of our training.
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100%. With that.
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It is really important, as we're looking at people that are going to potentially be occupying a higher leadership seat, where are the skills, the skill level that they are right now?
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What are they lacking and how do we build that coaching into the model?
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And some of that is, you know, I can tell them things all the time, but often sending them somewhere else, bringing in a third party can be helpful in getting them engaged and getting them to learn and do the thing.
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There's a reason why we don't all homeschool our kids.
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We did for a while, and then I was like, you know what?
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We're going to send you back to school because we think it's more effective if you learn this way.
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So it just kind of it's you have to be willing to kind of find what those things are.
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And I will say it's sometimes it's trial and error.
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There's going to be moments where you may involve yourself personally in something as a business leader, and you're like, there's no way I'm taking my team through this process.
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But I am willing to do as a business owner, and the level of discomfort that I'm willing to put myself through is very different than what I'm willing to put my team through, or what I should expect them to go through.
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Sure, for an organization.
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So I mean, for example, I've done work with Tony Robbins.
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There is no way I am going to set my team, my leadership team, or my my general employees in a Tony Robbins seminar for eight days in a 60 degree room.
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It's really more like 55 degrees, 55 degree room for 13 hours a day.
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But if that's what I need to do to get me to think in a different way so that I can build a different skill set so that we can grow in a different way in the organization.
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It's different, but they're not the person that's, you know, selling insurance and writing a policy.
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They're not going to need to do the same things that I'm doing.
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So how do you pick your professional development?
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We've we've talked a lot about for people around you for employees.
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Yeah. How do you pick?
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I mean, I think for you it is the this came up on my Facebook. Yes.
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No, that's not how it works as a as as.
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Many things as you go through and you look at and you watch and yeah, I'm like, oh, okay.
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She's done more professional development courses today than I have done this year.
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What would how do you pick the ones for you?
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What what do you look at as for what's right for you?
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So for part of it, for me, it's what is what is this that they can give me that I am lacking, whether it is, you know, learning additional skill set in visioning, learning a different perspective.
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The other part is, you know, part of the reason why I do so much professional development is because I am I mean, when you lead leaders and that is almost all I do every day, if I am doing it in my organization, I'm leading people that are leading other people.
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If I'm doing it with customers or I'm doing with other business owners, you are always leading leaders, doing it in the community.
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So it requires a whole bunch of different perspectives and different ways to find alignment with people.
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So over the last couple of years, I realized that I was lacking significant skill in strategic planning and visioning.
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So how do I gain some of those skills?
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And for me, it's not just going to one place.
00:17:05.292 --> 00:17:08.000
I like to learn from multiple.
00:17:08.000 --> 00:17:09.625
If I can choose one, I'll pick one.
00:17:09.625 --> 00:17:17.792
But if I can do three and I have the time set for it, then I'm going to do the three, three, three, three three.
00:17:17.792 --> 00:17:20.792
Dot six. .63.
00:17:20.835 --> 00:17:22.210
There was a time, right?
00:17:22.210 --> 00:17:25.167
Because the other thing I mean, I understand I'm a high fact finder.
00:17:25.167 --> 00:17:26.167
I have high follow through.
00:17:26.167 --> 00:17:36.710
So the difference between me and a lot of other people who may be like professional development junkies is I will implement between 50 and 70% of what I hear, which can be dangerous for my organization.
00:17:36.710 --> 00:17:39.000
So part of it too is, you know, what is the right thing.
00:17:39.000 --> 00:17:43.042
So it's really picking part of what I'm doing with professional development.
00:17:43.042 --> 00:17:45.875
Where are the holes in my skill set?
00:17:43.042 --> 00:17:45.875
What do I need to do?
00:17:45.875 --> 00:17:47.000
Where am I lacking?
00:17:47.000 --> 00:17:48.875
And some of that in the where am I lacking?
00:17:48.875 --> 00:17:51.167
Because you're like, well, where do you get that information from?
00:17:51.167 --> 00:17:54.250
Feedback from other people, feedback from other business leaders?
00:17:54.500 --> 00:17:56.500
Feedback from coaches that I've worked with.
00:17:56.500 --> 00:18:01.750
So I mean, and I believe in personal coaching, my team is coached by other people.
00:18:01.750 --> 00:18:08.500
It's just really important because you've got to continue to grow, because at the end of the day, Josh, we we fall to the level of our training.
00:18:08.500 --> 00:18:11.292
And so I want to continue to follow up.
00:18:11.292 --> 00:18:15.335
So if I want to follow up, I got to continue to level up and learn from other people.
00:18:15.667 --> 00:18:17.375
And I learn a lot from my mistakes too.
00:18:17.375 --> 00:18:18.917
So that's the other part.
00:18:18.917 --> 00:18:21.792
100% makes sense. Yeah. What about you?
00:18:21.792 --> 00:18:33.000
It's interesting because I like we have a different approach to this is I, I have a difficult time sitting through those types of things.
00:18:33.792 --> 00:18:35.625
Tell me why.
00:18:35.625 --> 00:18:46.667
It as soon as someone, I have a tendency to poke holes in things, and as soon as someone gives me something where I'm like, nope, nope, nope, nope, I'm out.
00:18:46.875 --> 00:18:50.625
Okay, I become dismissive fairly early.
00:18:50.625 --> 00:18:56.710
It is an issue, I realize that, but so that is why I have a difficult time with those things.
00:18:56.710 --> 00:18:59.625
So I do it on a much more fact finding basis.
00:18:59.625 --> 00:19:03.710
The reason being is, is so I'm trying to go about efficiency here.
00:19:04.210 --> 00:19:10.125
We've said a lot of like some of the things that you've said are like things that I even already have in some of my notes here.
00:19:10.125 --> 00:19:12.460
Like, to me, I look at a needs assessment.
00:19:12.460 --> 00:19:15.250
Where are the holes?
00:19:12.460 --> 00:19:15.250
I do a self-assessment.
00:19:15.250 --> 00:19:19.000
I ask the people around me, I'm looking for feedback from other people.
00:19:19.000 --> 00:19:21.543
Where do I where am I? Horrible?
00:19:21.543 --> 00:19:23.293
Where do where do I need to move forward?
00:19:24.875 --> 00:19:25.418
Same sense.
00:19:25.418 --> 00:19:29.835
Look at some of the organizational data where if it's my organization.
00:19:30.460 --> 00:19:32.375
And it's got a problem, guess what?
00:19:32.375 --> 00:19:37.710
I'm probably the one of the problem. Maybe, So those are the things that I look at.
00:19:37.710 --> 00:19:46.000
And then for me, it's to go out and find those answers that I can get that apply specifically as much as I can to my situation.
00:19:46.335 --> 00:19:56.543
Now, I realize that hinders me in some ways from a vision standpoint and from a perception or from a perspective standpoint, because I'm not getting as many of those outside perspectives.
00:19:56.543 --> 00:19:58.293
I totally get that.
00:19:58.293 --> 00:19:58.875
I'm okay.
00:19:58.875 --> 00:20:00.168
If you're. Okay with that, that's fine.
00:20:00.168 --> 00:20:01.918
For the most part.
00:20:01.918 --> 00:20:07.960
The, the and we'll get into some of the disagreement here in a second, which I think is going to be interesting.
00:20:07.960 --> 00:20:18.043
One of the other things that I do is to is I look to people that have been in the same mud that I have, I talk to them.
00:20:18.043 --> 00:20:21.043
There is I'm looking at another business.
00:20:21.710 --> 00:20:24.710
I'm talking with other business owners that have the same kind of business.
00:20:24.710 --> 00:20:26.668
They're in areas that don't compete.
00:20:26.668 --> 00:20:29.293
What are the problems you have?
00:20:26.668 --> 00:20:29.293
What are the things that you're seeing?
00:20:29.293 --> 00:20:32.293
Are these skills that I need to polish up on or these things?
00:20:32.418 --> 00:20:35.418
And it's been nice because many of them I've talked to have terrible marketing.
00:20:35.835 --> 00:20:36.168
Yeah.
00:20:36.168 --> 00:20:41.918
So I say, hey, look, if you're willing to talk to me about it for 45 minutes about your business, I'll talk to you for 45 minutes about marketing.
00:20:41.918 --> 00:20:43.668
They're like, wonderful.
00:20:43.668 --> 00:20:45.875
So it becomes a nice even exchange.
00:20:45.875 --> 00:20:51.085
The other thing that I look for is I, to me, it's, that ongoing support in coaching.
00:20:51.085 --> 00:20:54.960
The coaching I, I've been a firm believer and I've said this for a long time.
00:20:55.668 --> 00:20:57.085
LeBron has a coach.
00:20:57.085 --> 00:20:59.418
Yeah Michael Jordan had a coach.
00:20:59.418 --> 00:21:01.793
Formula one drivers have driving coaches.
00:21:01.793 --> 00:21:06.335
These are people that these are the top 20 drivers on the planet.
00:21:07.125 --> 00:21:08.168
And they have coaches.
00:21:08.168 --> 00:21:10.668
Yes I should probably get a coach. Yes.
00:21:11.960 --> 00:21:20.210
What I have a difficult time with is and she's like, okay, here comes, here comes the punch, here comes the punch.
00:21:21.125 --> 00:21:23.668
It's like I started to read a book.
00:21:23.668 --> 00:21:24.335
There was one.
00:21:24.335 --> 00:21:27.250
It's ten X is easier than to. X then Hardy.
00:21:27.250 --> 00:21:29.085
Dan Sullivan. Yep.
00:21:29.085 --> 00:21:30.460
I couldn't get into it.
00:21:30.460 --> 00:21:32.293
It's hard.
00:21:32.293 --> 00:21:37.125
You know, the big reason being is, is the first two chapters, I didn't make it past first two chapters.
00:21:37.125 --> 00:21:42.168
The first two chapters were all about, like, pumping up the book.
00:21:42.168 --> 00:21:43.918
I'm like, I've already bought the thing.
00:21:43.918 --> 00:21:44.668
Yeah.
00:21:44.668 --> 00:21:47.668
I don't I don't need to waste this kind of time.
00:21:48.210 --> 00:21:53.625
I it to me, pomp and circumstance I don't do.
00:21:53.710 --> 00:21:55.668
There's a reason why I don't go to weddings.
00:21:55.668 --> 00:21:59.710
There's a reason why I it because it's all pomp and great.
00:21:59.710 --> 00:22:01.960
Sign the document.
00:21:59.710 --> 00:22:01.960
Give her a smooch. Go on your way.
00:22:04.918 --> 00:22:05.918
We're not.
00:22:05.918 --> 00:22:07.210
I'm a blast of parties.
00:22:07.210 --> 00:22:22.710
Trust me. Is, Those are the things, though, that to me, that, I mean really make it difficult for me to get into them because I'm like, look, this is inflated with a bunch of bullshit.
00:22:23.000 --> 00:22:25.460
Yeah, I don't want that.
00:22:23.000 --> 00:22:25.460
I don't need that.
00:22:25.460 --> 00:22:29.875
Why should I be listening to someone that's trying to convince me of something that I already bought?
00:22:30.625 --> 00:22:33.625
That becomes a very difficult thing for me.
00:22:34.793 --> 00:22:44.043
The other thing is and we'll talk you're this is the one we talked about beforehand like stuff the coaches that lean into like personality profiles.
00:22:44.043 --> 00:22:47.043
And this is how your organization's going to work together.
00:22:48.418 --> 00:22:50.875
I have very strong opinions.
00:22:50.875 --> 00:22:52.168
Imagine that.
00:22:52.168 --> 00:22:54.585
And stuff like disc profiles.
00:22:54.585 --> 00:22:58.460
No one gives a shit about the four letters outside of your office.
00:22:58.960 --> 00:23:08.125
And I am not like, if I am not walking up to someone's office and being like, oh, they're an I a J and a C, what does that say?
00:23:08.125 --> 00:23:09.960
How should I know?
00:23:09.960 --> 00:23:11.668
I'm not approaching them that way.
00:23:11.668 --> 00:23:15.960
Now, what I'm going to say to that is I'm going to learn my people.
00:23:16.750 --> 00:23:18.168
I'm going to work with them.
00:23:18.168 --> 00:23:24.250
Yeah. I'm going to figure out how I need to talk to them.
00:23:24.460 --> 00:23:25.875
Is it going to be perfect every time?
00:23:25.875 --> 00:23:29.625
No, but neither is reading the disc profile. No.
00:23:30.375 --> 00:23:35.085
The thing that I want to get your feedback on, and this is where I'm going to slide in the the big curveball.
00:23:35.085 --> 00:23:42.750
Yeah, I think a lot of them are, their perception.
00:23:42.750 --> 00:24:04.335
And the thing that I have the, the, the, the deal that I have with that is when people take these disc tests, they are what the score that you get is who you think you are, not how anyone else sees you, who you think you are, or who you want to be.
00:24:05.085 --> 00:24:06.710
It's not. You.
00:24:06.710 --> 00:24:08.500
What are your thoughts on that?
00:24:08.500 --> 00:24:09.835
So there's a great book.
00:24:09.835 --> 00:24:13.418
Since you can't stand the ten X is easier than you expect.
00:24:14.585 --> 00:24:22.250
There's a great book by Doctor Benjamin Hardy who wrote the ten x book with Dan, and but he wrote it by himself called Personality Isn't Permanent.
00:24:22.543 --> 00:24:29.960
And so he was he got a, assessment and hated it and wrote a book all about, you know, how it's not permanent.
00:24:29.960 --> 00:24:37.043
Then I will tell you that outside of Colby, which is a totally it measures different things.
00:24:37.210 --> 00:24:39.500
The majority of those types of assessment, they're not permanent.
00:24:39.500 --> 00:24:43.000
It's a it's a snapshot in time and you're on a continuum.
00:24:43.000 --> 00:24:46.000
And part of it is, you know, what mood was I in when I took this.
00:24:46.335 --> 00:24:48.043
And that's a. Problem.
00:24:46.335 --> 00:24:48.043
And it is a problem.
00:24:48.043 --> 00:24:52.460
And as someone who has been I say victimized is the wrong word.
00:24:53.210 --> 00:24:53.585
I know.
00:24:53.585 --> 00:24:55.750
I like that, but go ahead and use that.
00:24:55.750 --> 00:25:01.585
Word as someone who has had has had an assessment and then had it weaponized against her.
00:25:01.960 --> 00:25:02.460
Oh, sure.
00:25:04.085 --> 00:25:05.210
It's frustrating.
00:25:05.210 --> 00:25:05.418
Yeah.
00:25:05.418 --> 00:25:09.918
And, I would say there is nothing that will make me more angry than someone.
00:25:09.918 --> 00:25:12.375
Well, this is who you are, and it's not going to be changed.
00:25:12.375 --> 00:25:14.418
I'm like, no, no, no, no, that's personality.
00:25:14.418 --> 00:25:16.418
It's not permanent.
00:25:14.418 --> 00:25:16.418
It's flexible. It's a continuum.
00:25:16.418 --> 00:25:20.210
I may show how I show up is different in the situation.
00:25:20.793 --> 00:25:24.960
So what I will say about some of those assessments though is that it does.
00:25:24.960 --> 00:25:27.375
It gives an opportunity for conversation.
00:25:27.375 --> 00:25:36.793
It's a starting point in discovery for some of those individuals in leadership that may not always be emotionally aware or aware of how to communicate.
00:25:36.793 --> 00:25:50.085
It's a tool to be able to use, to be able to start having conversations or start leaning people, because most individuals don't have the ability to just go, I'm going to learn how to get along with this person.
00:25:50.210 --> 00:25:52.335
Like there's got to be reasons and understanding.
00:25:52.335 --> 00:25:56.085
And you know, at at the end of the day, all of these things, Josh, are businesses.
00:25:56.335 --> 00:26:00.710
So there's always going to be money attached to it and learning attached to it and certifications attached to it.
00:26:00.710 --> 00:26:13.918
And I think that's where I can get frustrated with it too, because it's like, how much more stuff are you going to sell me before I can actually get to the point where I want my people to hold it, do their freaking job?
00:26:13.918 --> 00:26:29.210
And that, I think, is where you when you have leaders that have done a lot of that work and you have the ability to pull from all of those different tools and different parts of the toolbox, it's it enables you to kind of have the better conversation of, okay, this is this person.
00:26:29.210 --> 00:26:31.418
I need to get this person here.
00:26:31.418 --> 00:26:33.418
I have all these other skills in my life.
00:26:33.418 --> 00:26:38.875
What am I going to use to get that person to their part of it is going to be just telling them, I need you here.
00:26:39.710 --> 00:26:41.875
But if you don't have that skill set, you got to work on developing.
00:26:41.875 --> 00:26:47.960
So I, I agree with you, a lot of what we do in professional development can be fluff.
00:26:47.960 --> 00:26:49.500
If there's nothing attached to it.
00:26:49.500 --> 00:26:52.210
There has to be a why for why we're doing it.
00:26:52.210 --> 00:26:55.085
And then there has to be a set of skills that you're going to take from it.
00:26:55.085 --> 00:27:06.125
I will say another part of professional art for me is putting myself in rooms with other business owners where we can have converse sessions around how to solve something.
00:27:06.418 --> 00:27:09.750
That is where I feel like I get my best professional development.
00:27:09.750 --> 00:27:12.710
That's I mean, it's part of the reason why I wanted to start this podcast.
00:27:12.710 --> 00:27:17.585
Yeah, we can have conversations like this and we're both taking something from this too.
00:27:17.750 --> 00:27:22.625
We're it's there's other people that I'm like, I just want to be in the room with that person so I can talk to them.
00:27:22.625 --> 00:27:25.000
I can get their feedback.
00:27:22.625 --> 00:27:25.000
There's those other pieces to that.
00:27:25.000 --> 00:27:25.375
That's it.
00:27:25.375 --> 00:27:27.375
And it's putting yourself in those other rooms.
00:27:27.375 --> 00:27:36.793
So if you want to be with people that are specifically working on a business in this type of size, you go to strategic, you have their stuff where you want to look on the mindset, and you want to work with people who are in a different set of values.
00:27:36.793 --> 00:27:40.085
You go to Tony Robbins like there's a bunch of different organizations.
00:27:40.085 --> 00:27:42.375
You can belong to EO, and it's a global organization.
00:27:42.375 --> 00:27:44.418
You're talking to business owners and all sorts of different things.
00:27:44.418 --> 00:27:45.543
They want to talk about the 5%.
00:27:45.543 --> 00:27:47.125
That's scary in your business, in your personal life.
00:27:47.125 --> 00:27:51.710
It just kind of depends on what you need in that moment.
00:27:51.710 --> 00:27:53.835
But it's really about building that network of people.
00:27:53.835 --> 00:27:59.960
And I will say the most value that I have gotten from professional development is not the things that I have learned in the room.
00:28:00.210 --> 00:28:10.293
It's the relationships that I forged with the people that were in the room with me that now are resources for my business and for other people that I can connect to at any given time.
00:28:10.293 --> 00:28:16.125
So much of my my development has also been about developing the network of people that I can continue to have as resources.
00:28:17.335 --> 00:28:24.710
It's interesting because I've even made this joke in the room with you is we have the shared trauma of 10,000 small businesses. Yes.
00:28:26.418 --> 00:28:27.625
With 10,000 other people.
00:28:27.625 --> 00:28:30.250
And it it. Yeah, it's I think they're up to 14 now.
00:28:30.250 --> 00:28:30.500
Yeah.
00:28:30.500 --> 00:28:34.125
Is but yeah, there's there's those pieces.
00:28:34.835 --> 00:28:45.043
But I want to I want to roll this back a little bit that having the four letters on the outside of someone's office is not going to help me deal with them. No.
00:28:45.043 --> 00:28:57.375
Knowing that person will help me deal with them, knowing how they need to be talked to, knowing how to approach them, and then also making sure that they know how I'm going to approach them.
00:28:57.793 --> 00:29:10.585
I am not like I if I've got 40 different people in my organization, I am not sending out 38 different emails because they've got different ways of they would like to hear messages or different personalities.
00:29:10.585 --> 00:29:13.085
They're getting one email, it's there.
00:29:13.085 --> 00:29:16.875
It's making sure that we find that that common ground.
00:29:17.293 --> 00:30:02.873
And for me, that doesn't happen with I mean, that happens by getting to know the people, not by having them take us, take a test.
00:30:03.039 --> 00:30:04.998
Yes, I avoided adjectives.
00:30:04.998 --> 00:30:07.123
There.
00:30:07.123 --> 00:30:15.789
The other thing that I find was some personal development or professional development, I should say, there's a lot of clutter.
00:30:15.789 --> 00:30:30.789
There is, I have talked with a number of people that say a lot of things and go very deep and a lot of things that they don't need to in order so they can feel important in order so they can be smart.
00:30:33.248 --> 00:30:42.289
I was talking with a coach the other day and he said, literally, he gave me two sentences and I was like, oh yeah, this is good.
00:30:42.873 --> 00:30:46.289
It wasn't the transmogrified isn't squad incorrectly.
00:30:46.289 --> 00:30:49.205
So you're not going to incline nominate.
00:30:46.289 --> 00:30:49.205
No no no no no.
00:30:49.205 --> 00:30:52.539
It was this is going to lead to this and here's why.
00:30:52.914 --> 00:30:55.539
Oh okay. Yeah.
00:30:55.539 --> 00:30:56.664
It was direct.
00:30:56.664 --> 00:30:57.580
It was to the point.
00:30:57.580 --> 00:31:00.289
There was there was good advice in it.
00:31:00.289 --> 00:31:05.248
It wasn't the, it wasn't the fluffy stuff.
00:31:05.248 --> 00:31:09.373
It wasn't the take ten supplements, type of stuff.
00:31:09.373 --> 00:31:14.414
Because that type of stuff, I'm like, okay, you're just selling me stuff for the sake of selling me stuff.
00:31:14.455 --> 00:31:20.998
I see the professional development industry is ridiculed with stuff like that is just filled with it.
00:31:21.205 --> 00:31:22.373
Yeah.
00:31:22.373 --> 00:31:29.623
It is, I have a as you know, I have a very low tolerance for bullshit. Yes.
00:31:31.914 --> 00:31:37.705
You as a whole, you are a more tolerant individual than I am.
00:31:37.705 --> 00:31:40.705
I think that is a safe. Yes.
00:31:42.539 --> 00:31:44.373
It's all safe.
00:31:44.373 --> 00:31:48.414
You have survived this podcast for what is this?
00:31:48.414 --> 00:31:49.580
Now, let me look at my sheet.
00:31:49.580 --> 00:31:53.289
This is, 24, 23, 23 episodes.
00:31:54.080 --> 00:31:58.623
We have survived this podcast together, proving your willingness to be tolerant.
00:31:58.623 --> 00:32:01.373
And the fact that we're in a padded room together helps. Yes.
00:32:02.748 --> 00:32:33.289
So that is a piece that that to me, kind of is a it is a struggle, struggle for me and why I look at professional development from a different angle and approach it in a different way than you do, is I look for the short stories, I look for the lessons, I look for the, the, the clip, the information that I can ask someone, your groups that you're a part of are phenomenal because I've tried to do some of the same thing, just a different approach.
00:32:33.998 --> 00:32:39.705
I am just never going to take the same number of classes you are because that's okay. Right?
00:32:37.080 --> 00:32:39.705
And it 100 wired differently.
00:32:39.705 --> 00:32:40.373
And I know that.
00:32:40.373 --> 00:32:44.455
And I and I think first off, I think that's part of what makes the podcast work.
00:32:44.498 --> 00:32:45.664
Yeah.
00:32:45.664 --> 00:32:54.080
But second off it's the other thing that I look at is in so many ways, there are there's a lot of things in business.
00:32:54.080 --> 00:32:55.164
There's only one way to get there.
00:32:56.664 --> 00:33:01.123
With professional development, with personal development, there are a number of ways to get there.
00:33:02.289 --> 00:33:18.455
And it's one of the things that I truly like and looking at stuff like that, something else that I want to mention on that is too, is I see so much professional development where people go into it without a KPI or any sort of feedback like destination for it afterwards.
00:33:18.455 --> 00:33:21.914
So they, they're like, okay, it's it's the people that read the book.
00:33:21.914 --> 00:33:28.289
They enact half of what's in the book and they don't look back and say, okay, what changed? How did it change and how much better is it?
00:33:28.289 --> 00:33:30.955
Do I need to do more of this?
00:33:28.289 --> 00:33:30.955
Do we not need to do it?
00:33:30.955 --> 00:33:36.830
So many people get addicted to that professional development piece without actually the professional enactment piece. Yeah.
00:33:38.123 --> 00:33:46.373
And I will tell you if you're not, if you've never spent a lot of time working on your business, you may look at professional development as like, why do I even need to do it?
00:33:46.373 --> 00:33:51.205
But so much of that development piece as the business leader is you working on your business.
00:33:51.205 --> 00:33:54.539
It's giving you the capacity and the time to think differently.
00:33:54.539 --> 00:34:02.705
So, I mean, there are times where I'm sitting in a room and like with some of the stuff that I do, I go to, they teach it in the four different learning styles.
00:34:02.748 --> 00:34:05.914
I know I only need to listen to one of those learning styles and I got it.
00:34:06.373 --> 00:34:10.623
So they're teaching it the other way and I'm like, okay, well, this is the other way.
00:34:11.164 --> 00:34:12.539
How is what I just learned?
00:34:12.539 --> 00:34:13.789
How am I going to implement it?
00:34:13.789 --> 00:34:15.748
How do I need to think about it?
00:34:13.789 --> 00:34:15.748
What do I need to do.
00:34:15.748 --> 00:34:23.039
So I'm learning about how do I build efficiencies as I'm learning to be able to either implement or think strategically about my business?
00:34:23.039 --> 00:34:31.831
So that's the other part of it is there is a time attached to not just learning the thing or developing yourself, but then looking at how you're going to use it.
00:34:32.164 --> 00:34:43.248
And so if you can do that while you're sitting in the room for 13 hours, and so for those hours you're learning and the other nine of those hours you're implementing, it's great.
00:34:44.373 --> 00:34:47.914
It's funny, I did that with my mechanical experience.
00:34:47.914 --> 00:34:51.330
I think of so many mechanics that jump on to the snap on track.
00:34:53.123 --> 00:34:54.955
Oh, look, shiny new tool.
00:34:54.955 --> 00:34:56.623
And they have bought that tool.
00:34:56.623 --> 00:35:01.498
They have spent the money on the tool and they use it that day and get it dirty.
00:35:01.498 --> 00:35:06.539
Once they wipe it off, it goes back in the toolbox, and it may never see the light of day again for another year and a half.
00:35:06.539 --> 00:35:08.830
Yeah, I see that all the time.
00:35:08.830 --> 00:35:13.914
Or there's also the people that get the shiny new tool and they're like, everybody needs it right now.
00:35:14.873 --> 00:35:16.623
That is a way to burn out your team.
00:35:16.623 --> 00:35:19.830
So that's out of like experience right there.
00:35:19.830 --> 00:35:27.205
And I said that self control is a really important part, especially as you as you are a leader in professional development.
00:35:27.205 --> 00:35:33.373
So I like I learned I we talked about this, I spent three days learning a new planning system.
00:35:33.664 --> 00:35:35.998
Wow. I was so excited. I had a great time.
00:35:37.539 --> 00:35:39.664
That sounds like a nightmare to most kids.
00:35:39.664 --> 00:35:43.247
I loved it and I'm using it and in talking.
00:35:43.247 --> 00:35:46.830
And of course, this is another business and they're like, well, we can roll this out to your team and we can do this.
00:35:46.830 --> 00:35:49.164
I mean, I said, look, I appreciate that.
00:35:49.164 --> 00:35:50.330
That's what you want to do.
00:35:50.330 --> 00:35:55.122
I do not make unless it's something that's really important in our organization.
00:35:55.414 --> 00:36:02.830
If it's personal, I have to use it for a year before I force anybody else to do it, because I know that I move fast and I make changes.
00:36:02.830 --> 00:36:13.622
And it's really important that if you're doing a lot of things and you're learning a lot of things, your business, the people that work for you do not need to know all of the things all at once.
00:36:13.622 --> 00:36:19.289
I like, I am not the type of person who says, I just came back from our conference and we're going to do all these new things.
00:36:19.289 --> 00:36:21.289
Don't do that to your people, I think.
00:36:21.289 --> 00:36:23.830
And they've they've learned that that is not who I am.
00:36:23.830 --> 00:36:27.164
Like we looked at implementing entrepreneurial operating system iOS.
00:36:27.914 --> 00:36:29.122
I read the book.
00:36:29.122 --> 00:36:34.997
We started doing a few things lightly because of Ksbw and because we went through scale greater.
00:36:35.247 --> 00:36:47.247
We did not find and go with an implementer until five years after I had decided this is something that potentially I want to do with our organization, in part because I couldn't find an implementer that I didn't want to throw punch.
00:36:47.247 --> 00:36:49.622
And it was about finding the right person to teach us.
00:36:49.622 --> 00:37:09.414
Because the other part I will say about professional development, and this is a different place where we'll get hate mail, is I do not want to be taught from people that have not achieved like I have achieved or received greater, because there going to be times where you are asking me, especially if you're coaching me, you're going to ask me to make decisions or to lean into something that I'm going to be fearful of, and I need to make sure that.
00:37:09.622 --> 00:37:11.122
But I'm not going to die.
00:37:12.247 --> 00:37:15.247
I'm not going to have a painful, professional, fiery death.
00:37:15.539 --> 00:37:21.622
And so I need to learn from people who have either done it before, or have done it and have done it on a bigger scale.
00:37:21.789 --> 00:37:23.830
Sure.
00:37:21.789 --> 00:37:23.830
So it's really important, and I know that.
00:37:23.830 --> 00:37:35.039
I mean, that's that's not ego, that's me being self-aware and going, I know that I need people who can say this to me and will say, I will do it because I will shut down and go, you've never run a business of this size.
00:37:35.289 --> 00:37:36.747
You've never dealt with this many people.
00:37:36.747 --> 00:37:38.372
You've never dealt with this type of issue.
00:37:38.372 --> 00:37:39.872
Sure, go away.
00:37:39.872 --> 00:37:42.622
But if they're like no, crazy, I promise this is what happens.
00:37:42.622 --> 00:37:43.705
This is what I've done.
00:37:43.705 --> 00:37:46.705
Granted, our experience is different, but I can tell you you're not going to die.
00:37:46.914 --> 00:37:49.289
Okay, because I don't.
00:37:49.289 --> 00:37:52.289
Here's a helmet.
00:37:49.289 --> 00:37:52.289
I might lean into it. Yeah.
00:37:52.330 --> 00:37:55.247
And you still have autonomy and choice.
00:37:55.247 --> 00:37:56.289
I love it.
00:37:56.289 --> 00:38:05.997
The one thing that when it came down to the training that you mentioned that I wanted to go back to, is it made me think of just because you enjoy drinking from a fire hose.
00:38:06.330 --> 00:38:07.872
Okay. Don't do it to your people.
00:38:07.872 --> 00:38:09.080
Doesn't mean your employees do.
00:38:09.080 --> 00:38:12.622
And that's that's and that's the point that you're like, you know, hi, Mr.
00:38:12.622 --> 00:38:16.914
Analogy and, that really is the analogy that popped into my head.
00:38:16.914 --> 00:38:20.164
You're like, yeah, I want to take 10,000 courses this year.
00:38:20.247 --> 00:38:21.539
I'm not going to make my people do it.
00:38:21.539 --> 00:38:23.664
No. And I love the fact that you do that.
00:38:23.664 --> 00:38:29.914
It's it's make it additive for them, but not so much additive.
00:38:29.914 --> 00:38:32.872
Like, look, you drink too much water that can't even kill you.
00:38:32.872 --> 00:38:33.997
Yeah, it's called drowning.
00:38:33.997 --> 00:38:35.080
It is.
00:38:35.080 --> 00:38:44.664
Or I mean, if you here's a great one like you do executive presence training and like there are certain organizations and I've done it with a couple that do it with, with horses.
00:38:42.289 --> 00:38:44.664
So it's like equine assisted therapy.
00:38:44.664 --> 00:38:47.664
You're you're looking on managing your energy and your executive presence.
00:38:47.664 --> 00:38:58.580
Because how you show up in a room or how you show up to an event, the horse can tell if I have someone in my organization who is deathly afraid of large animals, I'm going to be like, hey, let's go do this.
00:38:58.580 --> 00:39:00.622
Like, you have to be emotionally aware.
00:39:00.622 --> 00:39:05.455
Like I have one person in my organization where I'm like, is this something that might interest you?
00:39:03.039 --> 00:39:05.455
And she's like, absolutely not.
00:39:05.455 --> 00:39:06.705
That's a terrifying. Like, nope.
00:39:06.705 --> 00:39:12.205
I'm like, okay, well, let's think of a different way to build your executive presence because this is this is a skill set I think you need.
00:39:12.622 --> 00:39:15.039
And you agree that you need it.
00:39:12.622 --> 00:39:15.039
So let's figure this out.
00:39:15.039 --> 00:39:17.080
And then I had another I was like, yes, let's do it.
00:39:17.080 --> 00:39:20.330
And I was like, okay, this is something that we send people individually on.
00:39:20.330 --> 00:39:24.747
And I think that's the other part is, you know, there are some things that you do for your team as a whole.
00:39:24.747 --> 00:39:26.539
There's some things that you do for yourself.
00:39:26.539 --> 00:39:31.830
And then there are some things that you script specifically for different people in your organization.
00:39:32.039 --> 00:39:38.955
If you have someone with anger management issues, you don't need to send everybody to anger management and emotional intelligence classes.
00:39:39.289 --> 00:39:41.497
No, because if you do send everyone.
00:39:41.497 --> 00:39:43.039
They're all hostages and they're pissed.
00:39:43.039 --> 00:39:46.247
I was going to say, now you now, instead of one person with anger management.
00:39:46.330 --> 00:39:47.955
You're going to have 5 or 10.
00:39:49.872 --> 00:39:59.747
And I get to the, the different things for different occasions because you guys a while back went to Mystic Meadows, you went to visit alpacas and you.
00:39:59.955 --> 00:40:01.789
Play with otters and. All sorts of.
00:40:01.789 --> 00:40:04.164
Yeah. Which to me like that is good fun.
00:40:04.164 --> 00:40:06.664
And as long as everyone's like, yep, this sounds like a good time.
00:40:06.664 --> 00:40:08.955
Wonderful stuff.
00:40:08.955 --> 00:40:10.372
Some key takeaways from this.
00:40:10.372 --> 00:40:11.914
Yeah.
00:40:11.914 --> 00:40:17.039
The first one I want to start with is assess your needs where you think you have holes.
00:40:17.122 --> 00:40:21.122
Also, in assessing your needs, have someone else assess your needs. Yep.
00:40:21.997 --> 00:40:24.997
That doesn't mean you just be like, I'd like to make more money.
00:40:26.247 --> 00:40:28.247
Have someone else look at where you're.
00:40:28.247 --> 00:40:39.622
They think your deficiencies are have it be employees, have it be mentors, have it be other business owners that you know, I'm sure that you're going to tell me it's professional development.
00:40:39.914 --> 00:40:42.539
What. What's the fees for you?
00:40:42.539 --> 00:40:45.330
So did you talk about budget?
00:40:45.330 --> 00:40:47.122
Like it's important to have a budget?
00:40:47.122 --> 00:40:47.997
No, no.
00:40:47.997 --> 00:40:50.372
Otherwise you just spend, like, all of your profit on it.
00:40:50.372 --> 00:40:53.247
Oh, not all of your profit, but.
00:40:50.372 --> 00:40:53.247
Or you don't spend anything on it.
00:40:53.247 --> 00:40:58.830
So you're having a budget in part means that there's there's accountability for it.
00:40:56.205 --> 00:40:58.830
I will tell you this.
00:40:58.830 --> 00:41:03.497
Often times employees want the development piece as part of their career path.
00:41:03.497 --> 00:41:08.664
So if you really want to build engaged employees, having a budget around this is what your professional development is, is important.
00:41:08.664 --> 00:41:19.330
Empowering them to be able to ask for development when they want it, and then and then having that conversation about, you know, these are some skills that I think we should develop in you.
00:41:19.330 --> 00:41:20.789
What what looks good for you?
00:41:20.789 --> 00:41:22.747
What do you think giving them some idea.
00:41:22.747 --> 00:41:25.747
But I will say to the importance of modeling the behavior you want to see.
00:41:25.955 --> 00:41:26.789
Oh, 100%.
00:41:26.789 --> 00:41:35.122
If you don't want people to do professional development, then just, you know, walk around like a curmudgeon and say, we're never going to do it, then nobody will or we don't need that.
00:41:35.330 --> 00:41:44.372
What I will say, because I have an organization right now that we're working with, and we have a manager who's just pretty much said, like, I think I'm good, I don't need anything.
00:41:44.372 --> 00:41:55.789
And I'm like, your people are screaming for you to have some type of compassion on the problems that you are seeing in your organization are because you are not willing to continue to grow your skill set.
00:41:55.789 --> 00:41:59.789
If you think you've arrived, if you think you've arrived, you are wrong.
00:41:59.955 --> 00:42:01.497
Nobody stops learning.
00:42:01.497 --> 00:42:03.330
No, I mean, if you do, you die.
00:42:03.330 --> 00:42:05.664
I mean, if you want your business to die.
00:42:05.664 --> 00:42:06.664
Stop growing.
00:42:06.664 --> 00:42:10.205
They're as opposed to say, their their life.
00:42:11.539 --> 00:42:14.664
There's one destination for all of us, and it's the dirt.
00:42:14.830 --> 00:42:15.622
It is.
00:42:15.622 --> 00:42:19.247
So you must constantly be on a journey or else you end up in the dirt.
00:42:20.205 --> 00:42:25.372
Speaking of which, yes, whatever you get out of your professional development, figure out what's appropriate.
00:42:25.372 --> 00:42:28.122
Yeah, share it with the people around you.
00:42:28.122 --> 00:42:30.414
Don't be like I'm my information.
00:42:30.414 --> 00:42:33.622
No, because oh my gosh, that's that's.
00:42:33.622 --> 00:42:35.039
How I see it all the time though.
00:42:35.039 --> 00:42:38.830
Well, and I will say to with, with other business leaders, like when someone's like, hey, did you do this?
00:42:38.830 --> 00:42:41.164
I'm happy to say like, yeah, here's my experience.
00:42:41.164 --> 00:42:45.372
There are certain things that you're going to ask me, not on this microphone that I will tell you absolutely not.
00:42:45.372 --> 00:42:47.330
Do not do it. It's not worth your time.
00:42:47.330 --> 00:42:48.289
There are other things that I will say.
00:42:48.289 --> 00:42:50.289
That was a very valuable thing that I did.
00:42:50.289 --> 00:42:51.955
Some of them cost me money.
00:42:51.955 --> 00:42:53.872
Some of them didn't cost me money.
00:42:53.872 --> 00:42:54.789
It just depends.
00:42:54.789 --> 00:43:02.664
I mean, some of the most valuable information that I've received has been free, but it's been from individuals that I've met because I've paid for other things.
00:43:02.664 --> 00:43:04.080
So it just it happens.
00:43:04.080 --> 00:43:06.497
Yeah. Work through it.
00:43:04.080 --> 00:43:06.497
Be willing to be a sponge.
00:43:06.497 --> 00:43:08.164
That's what I tell my daughter all the time.
00:43:08.164 --> 00:43:09.539
Be a sponge.
00:43:09.539 --> 00:43:11.622
Be a sponge. Be a sponge.
00:43:11.622 --> 00:43:13.039
Like SpongeBob SquarePants.
00:43:13.039 --> 00:43:15.789
No, like a good kid. Glad you said that, SpongeBob.
00:43:15.789 --> 00:43:17.580
Glad you clarified. Yeah.
00:43:17.580 --> 00:43:32.497
What's one often, but obviously largely overlooked way that you can encourage, like whether it be other owners or employees to go out and engage in that professional development.
00:43:32.497 --> 00:43:38.122
So it's really simple, especially in a small business, it's to normalize talking about what you're learning about.
00:43:38.872 --> 00:43:45.039
So asking people in their team meetings like, you know, what's something you've learned this week that made you better at your job?
00:43:45.205 --> 00:43:55.872
What's something that you've heard in the last week that has you thinking about, you know, how our organization can be better just normalizing that, that learning those types of questions don't cost anything.
00:43:56.955 --> 00:43:59.497
Podcasts don't generally cost anything.
00:43:59.497 --> 00:44:00.747
Listen to a podcast.
00:44:00.747 --> 00:44:03.747
You know, here's a good one here. So.
00:44:05.455 --> 00:44:07.664
Because when learning is visible it becomes contagious.
00:44:07.664 --> 00:44:10.164
Yeah. So it's really about just making sure that people see it.
00:44:10.164 --> 00:44:14.039
And when I mean not because it's mandated but because it's modeled.
00:44:14.039 --> 00:44:16.580
So we model what we want to see.
00:44:16.580 --> 00:44:17.872
So we celebrate it.
00:44:17.872 --> 00:44:18.414
All right.
00:44:18.414 --> 00:44:25.247
Josh, from an operational perspective, what's a simple way to track the ROI of training to see if it's worth the investment?
00:44:26.414 --> 00:44:28.747
This goes back to know your numbers.
00:44:28.747 --> 00:44:30.039
Yeah.
00:44:30.039 --> 00:44:41.622
Know when you send someone for some professional development, you see a problem, you see a weakness, you see something that you're trying to fix, have at least a guess of what that's costing you.
00:44:41.789 --> 00:44:42.414
Yeah.
00:44:42.414 --> 00:44:47.414
And then look to see two, four, six, eight, ten, 12 months down the road.
00:44:47.789 --> 00:44:56.039
If that money starts to finally appear, if that problem finally starts to go away, unless you have a plan for.
00:44:56.039 --> 00:44:57.872
Have we ever talked about planning?
00:44:57.872 --> 00:44:59.122
A couple times.
00:44:59.122 --> 00:45:05.080
Unless you have a plan for it, you can't just willy nilly send people to go learn and come back and be great.
00:45:05.997 --> 00:45:07.497
That does absolutely nothing.
00:45:07.497 --> 00:45:09.872
I mean, it might do something, but once again, that's luck.
00:45:09.872 --> 00:45:12.122
And I don't typically try to rely on luck.
00:45:13.080 --> 00:45:16.330
In my business, I try to do things as much as I can.
00:45:16.330 --> 00:45:22.289
So yeah, to me it is that, like, know your numbers, know where you're at, know the problem that you're trying to solve.
00:45:20.247 --> 00:45:22.289
Yeah.
00:45:22.289 --> 00:45:29.789
And make sure that when they go out and do that thing, or when they find the engagement with it, that they come back and fix that biggest piece for me.
00:45:31.580 --> 00:45:34.664
So I'm curious and I would love to hear from people.
00:45:35.664 --> 00:45:44.539
Are you, like, engaged in courses the way Chris is, or do you learn by trial and error or by observation?
00:45:44.539 --> 00:45:45.914
Observation is my.
00:45:45.914 --> 00:45:46.747
Or both.
00:45:46.747 --> 00:45:49.747
Right? Observation is my strong suit.
00:45:49.997 --> 00:45:53.539
That is like I see patterns in people and I notice those types of things.
00:45:53.539 --> 00:45:54.330
So that.
00:45:54.330 --> 00:46:02.622
So do you learn more by observation or do you learn more by going out, taking class or things of that nature?
00:46:02.622 --> 00:46:05.039
I'm curious as to how people learn.
00:46:05.039 --> 00:46:07.164
I think we're going to get some interesting data from this. Yeah.
00:46:07.164 --> 00:46:09.247
I'm excited and I like data.
00:46:09.247 --> 00:46:10.705
Have I ever mentioned numbers?
00:46:10.705 --> 00:46:13.164
I mentioned numbers, Thank you.
00:46:13.164 --> 00:46:15.997
I am glad we had the conversation about it.
00:46:15.997 --> 00:46:19.872
As always, I pulled something from it and, it definitely helpful.
00:46:20.664 --> 00:46:30.414
For those of you that want more help from your business, if you want professional development from Chrissy, so go to Business Fix podcast.com.
00:46:31.330 --> 00:46:34.580
Make sure you follow us on all the social media channels.
00:46:35.247 --> 00:46:36.955
Subscription a follow.
00:46:36.955 --> 00:46:38.330
All those things go a long way.
00:46:38.330 --> 00:46:40.247
Share this with your friends.
00:46:40.247 --> 00:46:45.372
And, next week we are discussing fear.
00:46:46.455 --> 00:46:49.039
Did did you like how I said that?
00:46:49.039 --> 00:46:50.289
Fear?
00:46:50.289 --> 00:46:51.789
Yeah. No, it wasn't all that good.
00:46:51.789 --> 00:46:53.997
Nonetheless. Do me a favor.
00:46:51.789 --> 00:46:53.997
Take care of yourself.
00:46:53.997 --> 00:46:57.789
If you can't take care of someone else too, we will see you very soon.