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00:00:03.888Welcome back to another episode in our season of AI versus VA.
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00:00:12.561Today we have Michelle Bambinec, who is an expert at not only delegating to people, but helping other people learn to delegate to other people.
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00:00:18.045Michelle has been on the show repeatedly and I'm so excited for you to listen to this powerful episode.
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00:00:27.294It's going to teach you everything you wish you knew about delegation, everything you're doing right and all the things you could be doing better to get you freed up.
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00:00:28.884We're going to talk about VAs.
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00:00:42.213We're going to talk about artificial intelligence and how the same techniques that successfully allow us to free ourself up with regular in-state human beings are the same things that we're going to do with VAs overseas, as well as artificial intelligence.
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00:00:44.060It is a game-changing episode.
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00:00:45.125Let's jump in.
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00:00:54.226Well, michelle, thank you so much for being back on Willpower.
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00:00:56.284I'm so grateful that you chose to come back.
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00:01:01.948I know most people know who you are, but why don't you introduce yourself again and really, this time, highlight your company?
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00:01:03.883I don't think we've ever really talked about your company.
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00:01:04.805Well, I appreciate it.
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00:01:05.769It's always nice to be back.
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00:01:08.700I am the CEO of Rockstar Consulting.
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00:01:28.649Rockstar Consulting is a company that really assists practice owners in the physical therapy space on really growing their teams and hiring, training and retaining their team members, and I'm primarily known for working with clinical directors and admin teams and really empowering them to build their practices and help offload the owners.
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00:01:30.132Yeah, you've been doing this for years now.
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00:01:39.512I remember when we were partners in our old rehab company how you know, I just told you you were like the clinic director whisper repeat listeners will remember that but like now, you've done it.
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00:01:42.786Like, how many people do you think you've, how many companies do you think you've helped over the last three years?
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00:01:46.373Oh gosh, that's a good question and it's one that I should probably go back and look at.
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00:01:54.462But, um, you know, when I look back at just seeing how um impactful it is, it seems like millions.
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00:01:58.927I mean it seems like it's not enough, right.
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00:02:08.485You know it's one of those things that, like there's so much within our um space in our industry that that is untapped that I just feel like I'm scratching the surface.
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00:02:15.056Although it's a number of people that I've been benefited by being able to to aid and support, um, it's not enough.
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00:02:17.664You got a lot of people out there who are desperately trying to get help.
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00:02:29.574Obviously you know you've helped dozens and dozens and for today's episode, you know we're in this ai versus va space of debating that but the global thing about this show, with this new season and this rebrand, is about freeing people up.
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00:02:29.859That's right.
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00:02:31.645So this is something you've helped.
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00:02:32.668Obviously other people do.
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00:02:33.991You've done it for yourself, Right.
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00:02:37.526What drives you With your current role as CEO of Rockstar Consulting?
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00:02:38.370What is your passion?
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00:02:39.784Why did you choose to go into that?
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00:03:24.805You know what I really love empowering people, and it started with empowering myself to be a better version of myself on a day-to-day basis and being a leader in and for a company and an organization, the way that it grows, but also how that extends to the patients in the community, and that's a bit of why I want to do and continue to do what I do is because I see so much of an ability to impact a greater number of people by empowering people in individual leadership.
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00:03:32.603So you and I always talk about the primary purpose of a leader is to grow other leaders, and that's what I feel like I'm on this earth to do.
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00:03:37.525Yeah, man, it's so cool to watch it happen too, and obviously we've been connected now for a long time.
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00:03:40.593We just hit another work anniversary together a few weeks ago.
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00:03:41.480How many years is that now?
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00:03:42.68214 years Come on.
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00:03:53.283If hiring employees feels like dating apps, full of ghosting and disappointment, you need to be at the Rockstar Summit, march 6th through 8th, right here in sunny Arizona.
00:03:53.283 -->
00:04:01.126This event is laser focused on one thing helping you recruit, train and retain top tier talent.
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00:04:07.203So your practice runs like a dream instead of a dumpster fire tier talent so your practice runs like a dream instead of a dumpster fire.
00:04:07.203 -->
00:04:14.804You'll get proven systems, real world strategies and a community that gets it, plus just enough fun to make it feel like a reward, not a retreat.
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00:04:25.470So visit wwwvirtualrockstarcom backslash events to secure your spot before we sell out, and we will sell out out.
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00:04:26.451See you in March, rockstar.
00:04:26.451 -->
00:04:34.507It's so interesting to see how we have the shared passion over building teams and how that's the solution ultimately for becoming free.
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00:04:41.120But we're going to talk about lots of different things today, rockstar, as you're listening, because Michelle is a delegation expert, so we're going to hit into that.
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00:04:55.516But we're going to talk about how this delegation thing goes into virtual assistants and AI, but just concepts in general around how to delegate, how to get things off our plate, the difference maybe between delegation and dumping, all of those things.
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00:04:58.668Let's start with that, michelle what do you think the difference is between delegation and dumping?
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00:05:09.927Delegation and dumping is very distinct in the fact that delegation is explicit with instructions and it is very spelled out on exactly what done looks like.
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00:05:15.732So you're like painting done the exact product the end in mind like the ideal scene.
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00:05:20.303What does it look like to have this completed activity process?
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00:05:28.845You know, whatever that work is being done, you know maybe system meeting rhythm, whatever it is, it's actually outlined specifically.
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00:05:39.305Dumping is a flyby like hey, I need you to do that, and it's like there's no deadline attached, there's no specifics, so people are left to assume kind of what that leader or that person that kind of did.
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00:05:44.608That flyby dumping, right, is like asking of them like well, do they want it tomorrow?
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00:05:44.870Do they want?
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00:05:45.536Well, do they want it tomorrow?
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00:05:46.682Do they want it yesterday?
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00:05:48.206Do they want it next week?
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00:05:49.588How much time do I have to do it?
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00:05:51.100Am I spending a week on it?
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00:05:52.444Is this two hours right?
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00:05:58.144Like those are the types of things that are really helpful in, like, the delegation versus dumping phase.
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00:06:04.004You know Bernie Brown calls it painting it done Like what does a done finished product look like?
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00:06:07.632If you're asking for me to pull stats, is that bi-weekly?
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00:06:08.653Is that monthly?
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00:06:10.026Is that year over year stats?
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00:06:16.365Things like that that are helpful in aiding our team members on what really is needed and wanted from them.
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00:06:24.026Yeah, that's a big separation there, and it's interesting because we still have to apply some of these things you talked about when working with artificial intelligence.
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00:06:31.925Oh for sure, chatgpt is only as good as the prompts In this case I would say, the information that we would use in delegation to do that.
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00:06:37.127So do you find that most of your clients, when it comes to delegation, are they the ones who struggle with it?
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00:06:40.440Is it just because it's never been taught to them before?
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00:06:41.783Is it a style thing?
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00:06:42.685Like what do you think?
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00:06:43.826Is it a mindset thing?
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00:06:47.733Like what do you think gets in the way of people who aren't successfully delegating, who are trying?
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00:06:49.175You know what I think?
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00:06:58.165Delegation is born out of a necessity and sometimes it's at the level to where it's now like an urgent need and it becomes dumping.
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00:07:08.884So I think oh, like they're burned out and they're just kind of like hey, I can't do this anymore, john, you're on it.
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00:07:09.346I need it off my plate.
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00:07:11.312Like it's yours, like you've come in, I've hired my director and now this is yours.
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00:07:13.740When that's that director comes in and they're like I don't even know what yours means.
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00:07:16.846What does that even look like to?
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00:07:26.942me and so, um, this idea of having somebody come in, um, even for a PT, like you hire somebody, we get really excited about a new hire that's coming in.
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00:07:36.401They may not even know the EMR and we've got them stacked with like 12 patients, 18 patients a day, and it's like I don't even know up from down or where the TheraBand is right.
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00:07:41.500Like that's also a difficulty in making sure that we're setting our team up for success.
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00:08:04.408So, although, like delegation is like an important and very necessary thing for leaders to do, if not done correctly, we err on the dumping, and I think it's because we wait too long to realize, like, what is it that I should own, what is it that I need off my plate, what is it that gives me joy and energy and what is it that is pulling away from my greatest capacity in driving this business forward?
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00:08:08.790And who is it that is pulling away from my, like, greatest capacity and driving this business forward, and who can I give this to?
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00:08:18.002Yeah, it feels like dumping is a reactive mechanism is how you described it when people are burned out versus delegation is a intentional, proactive activity.
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00:08:19.427Is that fair to say yeah, very fair.
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00:08:20.249So why?
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00:08:21.312Why do people wait so long?
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00:08:26.952That's a really good question and quite honestly, I think a number of things play into why people wait so long.
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00:08:30.995I think there is a pride thing that might run into it.
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00:08:32.059Like no one can do it better than me.
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00:08:33.065No, one can do it better than me.
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00:08:35.889A control thing that also runs in that same vein.
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00:08:39.649There might be a cost point like who is going to take this on?
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00:08:45.152There might be an idea of like I don't even know what this is, so how can I really effectively pass?
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00:08:45.712this off.
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00:08:47.506How can you delegate something you don't understand?
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00:08:50.768Which is very true, and that's really a hard thing to do.
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00:08:53.909So there's a number of different things that can lead to that.
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00:08:59.243Um, those are a few that come off the top of my head, you know one thing that I know for me.
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00:09:03.854Recently I was in charge of something um Sure and for me at a company.
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00:09:10.710I don't feel like I feel like I've mastered delegation at a company level, but I waited too long because I was just too afraid there you go.
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00:09:11.371I was too afraid.
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00:09:27.352I was worried about, like burning people out, and I don't know if that wasn't true for me as a leader back when we were partners at Rise Rehab as well, because, you know, back when I felt like the team wasn't quite the rockstar team that we ended up having, it was one of those where I was always worried about people quitting anyway, For sure.
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00:09:43.267So I only would delegate when it was such burnout that I just needed help and frankly, I was frustrated Like I'd be in that energy of like frustration and anger and I always wondered and then it like perpetuated the lie, which is that no one can do it better than me, because I was only dumping it when I was at a burnout point.
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00:09:45.254I was only dumping it when I was at a burnout point.
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00:09:50.618So, for you, tell the audience how you understand this element, because you and I were partners in a multi-location private practice.
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00:09:58.347Tell me about a time when you were really feeling that overwhelm and how you finally realized that you had to do something about that.
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00:10:09.649Well, I think it was born really off the idea of seeing that through our relationship and realizing that there, um, there was this beauty of like, how we work together in this protection of each other.
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00:10:11.543I think we all do this, as leaders too of like.
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00:10:14.150I don't want to give that to them because they're overburdened.
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00:10:15.225You mentioned this right Like.
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00:10:15.808I'm just like.
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00:10:19.023I don't want to lose them, I don't want to overburden them, so I'll take that.
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00:10:19.344Yeah.
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00:10:31.173Well, if you're working closely with your partner and you're seeing that like and you honor each other for the humanity that you bring, you start to realize like, okay, like I see you and you see me.
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00:10:36.111Well, what can I do to support you so that you can grow this bigger thing for us together?
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00:10:38.066Right, so you take your piece, I take mine.
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00:10:38.729We grow it together.
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00:10:39.561We grow it together.
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00:10:58.111So it was like in this moment where you know this was before I had grown into my partnership level and I was a clinical director I was like my biggest ability to get there is to offload you so that I could get to a position where I was running the clinics and you were growing the practice.
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00:11:00.529So your beginning of that was really helping.
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00:11:10.043So I didn't realize that and this is very touching that the first step into like getting more control was to help offload me, because of who you are, and I'm sure everyone's like, well, how do I hire a Michelle?
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00:11:20.464And it's like you know that's true that like when you offloaded me, then I was able to support you better and then we worked together to getting things off of your plate through this thing called delegation, absolutely.
00:11:20.464 -->
00:11:33.206So what would you say were some of the key like looking backwards at riser rehab, what would you say were some of the key things that that you did to delegate to a team of you know of directors with multiple locations?
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00:11:36.304Like what were some of those things that you did successfully to delegate those duties?
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00:11:38.250They didn't have they weren't on your plate.
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00:11:39.682Yeah sure, good question.
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00:11:42.668First of all, it was outlining the ideal scene of the company as a whole.
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00:11:44.572Where was it that we were going Right?
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00:11:49.643And in that moment, like being able to realize like every single person has a component part within that.
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00:12:03.164So having a strategy in place for everyone and have knowing that every single one person is no more important than the other and everybody has an equal ability to carry the load, and so that looked like accountability for every single team member across the board.
00:12:03.164 -->
00:12:04.265And so so you so you say accountability.
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00:12:04.787What did that look like?
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00:12:06.389Accountability for every single team member across the board.
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00:12:07.690So you say accountability, what did that look like?
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00:12:08.370Yeah, that's a good question.
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00:12:26.111So that looked like reporting statistics, making sure that you were showing up to your shift on time, that you were honoring meeting times and meeting rhythms, and you were really just kind of supporting the team, the mission and purpose and values, and just living as a member of the team as a whole.
00:12:26.111 -->
00:12:27.403It's like we're all marketers.
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00:12:35.708We all have, um, uh, a play in making sure that we're getting team members um busy and getting new patients in the door.
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00:12:45.121So it was just like this lift that wasn't so heavy because everybody was a part of it, yeah, and so that was a delegation of, of an ownership to everybody.
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00:12:46.049Not like ownership isn't doership, but there is one.
00:12:46.049 -->
00:12:47.722So that was a delegation of, of an ownership to everybody, not like ownership isn't doership.
00:12:47.722 -->
00:12:55.941But there is one person that was in charge of making sure things were going right, but it didn't mean that everybody didn't have a responsibility to make sure things were going right.
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00:12:57.504Okay, that's a huge point.
00:12:57.504 -->
00:12:58.145Let's double.
00:12:58.145 -->
00:12:59.509Let's dig on that a little bit.
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00:13:01.241Ownership isn't doership.
00:13:01.241 -->
00:13:02.725What does that look like?
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00:13:03.287Like?
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00:13:04.190Give us an illustration.
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00:13:19.102examples Okay, so let's just say for a clinical director, we have a target for a company to hit a certain metric, right, knowing that every single metric is tied to humanity, right, that people and the community that we get to impact.
00:13:19.102 -->
00:13:24.533So you have a target operationally to hit X number of visits.
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00:13:30.043Yeah, and I like that you're highlighting this thing, michelle, about like keeping you said that at the beginning what was the first step in delegation that you mentioned?
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00:13:31.086It was like having a clear vision.
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00:13:31.508Yeah.
00:13:31.948 -->
00:13:42.830Like if you don't have an overarching culture and vision, and so you mentioned that right going back to this example of a director clinic that you're working with, together with that person, that they know how that aligns with the end in mind.
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00:13:46.995So that's a big piece of that Always right, like why precedes how, always.
00:13:46.995 -->
00:13:52.789If we don't have the why, it's next to impossible to be able to effectively delegate and get your team to actually back it up.
00:13:52.889 -->
00:13:56.017Maybe that's why people delegate and they don't feel like people aren't doing as good of a job.
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00:14:03.190It's because they don't understand the why I wonder.
00:14:03.190 -->
00:14:04.871No, I mean liked that Say more.
00:14:05.452 -->
00:14:07.034No, I just think, I'm just.
00:14:07.034 -->
00:14:08.945I actually just said that, because you said it.
00:14:08.965 -->
00:14:09.908So what I'll say about it?
00:14:09.927 -->
00:14:18.984the way it landed for me when you said that was when we can, when we can delegate from a place of having it align with why it matters, then people are more open to do it.
00:14:18.984 -->
00:14:23.308Because for me, when I'm dumping and I'm just like drive by dumping, as you call it, where?
00:14:23.328 -->
00:14:24.791it's like I need you to do these five things.
00:14:25.692 -->
00:14:30.644I'm in a position where I'm not like saying hey, john, this is why I want, this is the, this is the task.
00:14:30.644 -->
00:14:33.392Here's how it aligns with what we're doing, short or long-term.
00:14:33.392 -->
00:14:34.761Here's the why behind it.
00:14:34.761 -->
00:14:36.845Here's why I am asking you to do it.
00:14:36.845 -->
00:14:43.072And and it's interesting because in um, the first episode of this season was with Lance Gross oh cool.
00:14:43.072 -->
00:14:45.375And he could not say the word delegate.
00:14:45.375 -->
00:14:47.868He has multiple companies.
00:14:47.868 -->
00:14:52.159He took two weeks basically in the Bahamas and came back to no work oh nice.
00:14:52.159 -->
00:14:53.346So he's mastered delegation.
00:14:53.346 -->
00:14:53.749Good for him.
00:14:53.749 -->
00:14:56.385But he couldn't say delegate and I said why is that?
00:14:56.385 -->
00:14:59.547And he goes, because it's not delegation, it's empowering others to progress.
00:14:59.547 -->
00:15:00.421He goes.
00:15:00.421 -->
00:15:04.991If I'm holding onto it in that perspective and mind shift was so big.
00:15:04.991 -->
00:15:08.413So, like that would be a why versus a how.
00:15:08.413 -->
00:15:11.847It's like hey, instead of a problem being solved and who, who's the unfortunate soul?
00:15:11.847 -->
00:15:13.576It's like hey, who's on the team?
00:15:13.576 -->
00:15:17.450That would benefit from learning how to figure this out for me or do the task itself.
00:15:17.610 -->
00:15:17.770Yeah.
00:15:17.940 -->
00:15:21.910So maybe that's why people aren't successful in delegating us, because they don't communicate that.
00:15:22.039 -->
00:15:28.839They don't communicate the why, yeah, in delegating us, because they don't communicate that, they don't communicate the why, yeah, and and we're working without a why or a purpose or even a target of which to achieve.
00:15:28.859 -->
00:15:30.384It's kind of fruitless, right, yeah.
00:15:30.384 -->
00:15:36.525So, um, so, to continue the illustration right Like, you have that purpose and that drive for that clinic and um.
00:15:36.525 -->
00:15:41.708It's understanding that and realizing that every single team member has a component part to play in that.
00:15:41.708 -->
00:16:06.530So it's having that clinical lead, disseminate that information, cascade that down to each one of the, the team members of physical therapists, physical therapists, assistants, showing the rehab coaches or the technicians and and everybody how they play an impact in that and making sure that they have a statistic that's tied to it so that when they come to our team meeting and we're able to, like, show how we influenced that in a positive direction.
00:16:06.530 -->
00:16:12.008That is the um doership, not necessarily the ownership, right Like, going to the owner.
00:16:12.008 -->
00:16:21.384They're actually not the ones that are on the hook for the total visit count at the end of the week, even though they are reporting that and have their ownership piece to the clinical director.
00:16:21.683 -->
00:16:36.802Okay, so the director would own the total visits, correct, but he wouldn't, he or she wouldn't own the total visits per person, right, that would be the PTs owning that, owning that, and so the owner would own what the gross and net income Is that their stats.
00:16:37.082 -->
00:16:37.765Okay, so they have.
00:16:37.846 -->
00:16:38.951so everyone owns their stats.
00:16:38.951 -->
00:16:46.811But tell me now about that relationship, because now that we have different owners, I'm sure everyone listening rock stars can relate to someone saying that's not my job, Right?
00:16:46.811 -->
00:16:52.879So how does ownership and and doership, or accountability and responsibility, related to each other?
00:16:52.919 -->
00:17:02.142Yeah, so accountability being the person that counts, the person that carries that statistic, that is the person that owns that area of work, that is the person that is going to have to answer to that.
00:17:02.142 -->
00:17:12.289If that's an upstat or a, it doesn't mean people don't celebrate with them and people aren't necessarily on a position of like having to answer to their component part of it if it doesn't go right.
00:17:12.289 -->
00:17:24.528But just like we're not the janitors of you know our facility if we see a piece of paper on the floor in the middle of our clinic, we don't walk over it, we pick that up.
00:17:24.769 -->
00:17:37.421It is our responsibility to make sure that our, our facility is clean and presentable for our, for our company, for our clients, for our team members, like it's a presentable thing, it's it's doing right by the company.
00:17:37.421 -->
00:17:44.483And that's our responsibility as team members who are purpose-driven and value aligned, that are working towards a uniform goal and target.
00:17:44.483 -->
00:18:03.766And so there's just this uniformity of like, hey, if I can make your life easier, that concept of who's our customer, right, if I can do anything and everything to assist you in your job and making it better or easier, then I want to do that Right, and it's not at the expense of mine, right it's not like.
00:18:03.826 -->
00:18:07.325I'm bleeding out because I'm I'm just going to like, serve others.
00:18:07.325 -->
00:18:13.708But in serving and serving you get that give and take from the concept of like, give and take from Adam Grant right.
00:18:13.708 -->
00:18:21.189Like you give and give, and you'll see that reciprocity come right back to you and so the accountability and responsibility.
00:18:21.189 -->
00:18:23.833I kind of went on a tangent, but it's, it's a good one.
00:18:23.833 -->
00:18:24.433It's a good one.
00:18:24.433 -->
00:18:34.028So, um, accountability, you, you're the one that answers to that, but other people along your communication line are also responsible for making that go right.
00:18:34.308 -->
00:18:35.451Okay, so here's here.
00:18:35.451 -->
00:18:36.261That's a great point.
00:18:36.261 -->
00:18:41.987I love that analogy of picking over the, stepping over the paper and cleaning it up, cause, like, that's everyone's responsible.
00:18:41.987 -->
00:18:49.182So like the, the PT or the medical professional who says, well, it's not my job to get new patients, it's like no, that's all of our jobs, you're just not accountable for it.
00:18:49.182 -->
00:18:53.884Meaning, if there's a marketing effort when you're slow, you're responsible for helping things go right.
00:18:53.884 -->
00:18:54.385That's right.
00:18:54.385 -->
00:18:56.230But here's the big but.
00:18:56.230 -->
00:18:58.522Let's use that example of someone stepping over that piece of trash.
00:18:58.522 -->
00:19:05.471Like the CEO is walking out at the end of the night and there's a piece of trash, they decide I'm responsible, I'm as equal across the board as everyone else.
00:19:05.471 -->
00:19:06.794I pick up that trash and throw it away.
00:19:06.794 -->
00:19:15.182How is that not enabling the employee who was responsible for keeping the clinic clean from not doing their job correctly?
00:19:15.603 -->
00:19:15.804Sure.
00:19:15.884 -->
00:19:17.689That's a kind of just a devil's advocate question for you.
00:19:17.709 -->
00:19:30.683Yeah, I guess in those types of situations I would look for consistency in that manner, like at that point I'm like by demonstration, showing that I'm not above that situation where I'm going to be able to, to you know, graciously pick down and pick up the trash.
00:19:30.683 -->
00:19:36.968Now, if that becomes a repeated process, then at that point I'm having a conversation with the person who is having that as their job.
00:19:36.988 -->
00:19:37.650So it's a crucial.
00:19:37.650 -->
00:19:41.527It's both things it's a crucial conversation and it's stepping in at the same time.
00:19:41.626 -->
00:19:42.509Yeah, 100%.
00:19:42.930 -->
00:19:43.151Yeah.
00:19:43.731 -->
00:19:46.094So if it's a you and it's stepping in at the same time, yeah, 100% yeah.
00:19:46.094 -->
00:19:51.336So if it's, you know it might be an opportunity of like, oh, I'll get that, you know, and somebody sees you or you know you've done this and I've done this before and people are like oh, I'll get that.
00:19:51.336 -->
00:19:54.146And you're like, it's okay, I got the, I got the laundry, it can change it.
00:19:54.146 -->
00:20:00.345I've been changing laundry in the back office.
00:20:00.345 -->
00:20:03.367It's like no, it's okay, I'm here, I can fix it yeah.
00:20:03.387 -->
00:20:10.915There's an opportunity at that point to serve on a selected individual basis, as long as we're not like the person like never even thinks about well, she's doing it.
00:20:10.915 -->
00:20:11.375Who cares?
00:20:11.375 -->
00:20:14.521Yes, like that's the difference in that element there.
00:20:14.521 -->
00:20:27.288That's really powerful in delegation because, as we're looking at just freeing people up as the global theme that has come up repeatedly in the previous episodes Okay, in the previous episodes so you being an expert in that has been very useful.
00:20:27.288 -->
00:20:34.826And then I think what we're going to get to here, rockstars, as you're listening, is how delegation concepts that we're teaching aren't just going to free up in your immediate team, but how you're going to leverage technology like AI and MBAs to do that.
00:20:34.826 -->
00:20:46.115So let's talk about like tools you talked about like what it looks like to delegate and accountability and meetings, but what tools do you use to communicate or to delegate?
00:20:46.477 -->
00:20:47.018To delegate.
00:20:47.018 -->
00:20:55.989So there's different things that you can utilize to delegate, there's different software systems and now, being far removed from being in a clinic myself, Right, you're no longer in person with people.
00:20:56.009 -->
00:20:56.892I'm no longer in a clinic.
00:20:57.220 -->
00:21:02.844I work with a lot of clinic teams and they use different types of software to kind of do a scoreboard type of thing.
00:21:02.844 -->
00:21:07.317I know we've used Zoho that has a lot of stat tracking and things like that.
00:21:07.317 -->
00:21:17.199Well, which will actually create like an accountability, which in essence is a little bit of a delegation by demonstration, but also visibility.
00:21:17.219 -->
00:21:19.425So you're trying like a job, like you say.
00:21:19.425 -->
00:21:22.202Did you say job scorecard or did you say scoreboard, scoreboard?
00:21:22.344 -->
00:21:22.625sorry.
00:21:22.644 -->
00:21:24.230That's what Alex Hermosy was telling me.
00:21:24.230 -->
00:21:27.387He was saying how having a visible display?
00:21:27.387 -->
00:21:34.305Of the statistics is an immediate accountability holder and immediately implies certain delegations.
00:21:34.539 -->
00:21:38.938Oh, 100%, you've been watching basketball, right, yeah, okay.
00:21:38.938 -->
00:21:40.845How many times are you looking at a scoreboard Constantly?
00:21:41.086 -->
00:21:41.490Constantly right.
00:21:41.490 -->
00:21:45.000I'm actually at the point now where I've got those apps and I'm looking at individual stats Right why?
00:21:45.000 -->
00:21:47.596Because it helps me understand what's happening.
00:21:48.077 -->
00:21:48.941Okay, what else?
00:21:50.030 -->
00:22:02.779It's super exciting and it's fun to see I can root for the players, For me, certain players man, step it up Because you don't know when you're just watching the game, right, because all you see is the movement and you have a sense of what's going on.
00:22:02.779 -->
00:22:03.820But the stats tell the story.
00:22:04.602 -->
00:22:06.963Tells the story, right, okay, and what does that tell the team?
00:22:07.503 -->
00:22:08.585Oh, what needs to happen?
00:22:08.585 -->
00:22:10.067Decisions to make how they're going to win.
00:22:10.890 -->
00:22:16.499Ah, how can we expect our frontline team members to know how to win, if Hmm?
00:22:18.122 -->
00:22:24.172So it's interesting how technology is is utilized to help create accountability and even delegation.
00:22:24.332 -->
00:22:26.758Yeah, it's not why we do the thing right.
00:22:26.817 -->
00:22:29.412Like we're here to impact lives and change them for the better.
00:22:29.412 -->
00:22:32.258But it's how we know we're making that impact.
00:22:32.258 -->
00:22:47.482Right, like, and that's where, like, it's misconceived that these like, oh, you're just about stats, and it's like, no, we leverage these tools, these AIs, and like these scoreboards and things like that, so that we can make a greater impact.
00:22:47.482 -->
00:22:52.672Right, it's actually freeing us up.
00:22:52.672 -->
00:22:54.157We're not there doing the stats and we're pulling them on our own.
00:22:54.157 -->
00:23:00.599Like, let's leverage AI and let's leverage our VAs to help us pull those, so that we can put our time and attention on the skills we went to school to learn.
00:23:00.799 -->
00:23:01.020Yeah.
00:23:01.300 -->
00:23:17.299Right and it's like that is the power of leveraging those types of services and those that type of industry to make us that much more efficient and be able to I mean those are delegations right, like in that direction, but it's also showing us like how we win better.
00:23:17.800 -->
00:23:44.025It's a total mindset thing I'm realizing, because you can have AI and VA, from what you just said, supporting you in this journey of getting free, but if you're not clear on, like you know, empowering versus delegating and definitely delegating versus dumping, yes and you don't understand the power of these things like metrics, then it really isn't going to make that big of a difference for most of our listeners, because they have to understand these concepts prior to even utilizing it, because what those things are doing is VA.
00:23:44.065 -->
00:23:49.121For example, you've got to know how to delegate really well, otherwise a VA is not going to come and magically figure things out.
00:23:49.121 -->
00:23:58.332No, like they might have a knowledge base you don't have, or AI might have a knowledge base you don't have, but if you don't know how to properly assess delegation and responsibility and accountability, you're screwed.
00:23:58.512 -->
00:23:58.833Absolutely.
00:23:58.833 -->
00:24:03.102It's going to take a very specific and very unique individual to come in and read your mind.
00:24:04.344 -->
00:24:06.478Right, I think they're called fortune tellers, yeah.
00:24:07.592 -->
00:24:13.417To know effectively what you're going to do, or what you want to do, or what your target is or where you're going in your business like.
00:24:13.417 -->
00:24:18.538You need to have that outlined and delineated for them to be successful in their position.
00:24:18.538 -->
00:24:32.872Yeah, which is the truth for anybody in our organization, vas and aside, right Like anyone so oftentimes, even just our team members, our PTs and our front office team members if they don't know those things, they're not going to be successful in their positions.
00:24:32.872 -->
00:24:44.742And so this delegation, this concept of delegation, goes all the way back to your vision, your purpose, values and knowing exactly what you're wanting to achieve through your organization, your business.
00:24:44.923 -->
00:24:48.375Yeah, and it's interesting because I remember the tools that we used to use at Rise Rehab.
00:24:48.375 -->
00:24:54.940We'd actually have a paper scoreboard where we'd print out graphs, whereas now there's, like these, digital ones that you can do through Zoho.
00:24:54.940 -->
00:24:55.770Zoho is one.
00:24:55.770 -->
00:24:56.633There's a whole bunch of others.
00:24:56.633 -->
00:25:02.284Are there any other tools, whether they be paper or whether they be digital, that you use to helping delegate?
00:25:02.423 -->
00:25:08.369Yeah, so I still leverage even just Excel or Google Sheets, stat sheets.
00:25:08.750 -->
00:25:17.444So, those are just a means of communication from clinical team members to clinical directors where they'll go in and input their stats for the week.
00:25:17.444 -->
00:25:19.939So there's a visual representation of how they're tracking.
00:25:19.939 -->
00:25:25.902So then that can be represented and put into like a Zoho or any type of scoreboarding um stat sheet.
00:25:25.902 -->
00:25:30.280So and some of our EMRs will have that too They'll have a running you know sheet on them.
00:25:30.280 -->
00:25:38.316I'm not sure exactly all of those because I've been removed from them, but I know that some of them have a dashboard, so to speak, that keeps that um on track.
00:25:38.316 -->
00:25:48.742But I find whenever we have our team members actually physically entering in their numbers, there's a greater sense of ownership but also an acknowledgement of their work towards it.
00:25:48.742 -->
00:25:57.339Okay, and then there's a bit more, I think, initiative towards achieving a goal versus a retrospective look at like, oh, I guess I didn't hit it.
00:25:57.339 -->
00:25:58.825Or oh, yeah, I hit bonus.
00:25:58.825 -->
00:26:03.191It's like they are continually working towards that target that they have.
00:26:03.571 -->
00:26:05.477I love that, yeah, an agreement with the company.
00:26:05.477 -->
00:26:06.519Yeah, I'm going to.
00:26:06.519 -->
00:26:12.545Before we get into the VA AI, specific elements of offloading our listeners and the rock stars.
00:26:12.545 -->
00:26:16.438I think it'd be really fun if we did a role play where you delegate something to me.
00:26:16.818 -->
00:26:24.463Oh gosh, so let's do a role play where you were delegating to me, as someone who's a direct report of yours, to get something done.
00:26:24.463 -->
00:26:34.517Maybe you're the CEO, I'm a clinic director and you're asking me to do something small, so it's not like this ongoing metric thing, it's more of a task, let's just do a simple task that you're delegating me.
00:26:34.517 -->
00:26:35.440What would be a good task?
00:26:37.431 -->
00:26:42.362I'm going to have you communicate the new PTO policy to the team.
00:26:42.623 -->
00:26:42.843Okay.
00:26:42.843 -->
00:26:49.124So we have a new PTO policy and you're delegating to me, the clinic director, how that works.
00:26:49.124 -->
00:26:58.273So demonstrate for the rock stars here, what that conversation would look like and then whatever else you tell, then tell me what else you would do behind it, like if there's any written communication.
00:26:58.414 -->
00:26:59.880Yeah, for sure, Okay.
00:26:59.880 -->
00:27:01.633So first of all I would come prepared with the communication.
00:27:01.633 -->
00:27:01.871Yeah, for sure, Okay, so.
00:27:01.871 -->
00:27:05.923Um, so first of all I would come prepared with the new written up PTO policy.
00:27:06.304 -->
00:27:12.811Okay, okay, so assuming we've had conversations on this already and I've already accepted it, but you're just, I'm just wanting me to communicate it, so okay.
00:27:12.912 -->
00:27:15.395So you're already in agreement of knowing what it is.
00:27:15.596 -->
00:27:17.798Yes, okay, so I know what it is and I agree to it.
00:27:17.798 -->
00:27:18.599Definitely save time.
00:27:18.819 -->
00:27:33.942Okay, rock stars, I've cleared all disagreements or questions that he might have, because that's important in the delegation, because if he has questions that are unanswered, he is going to likely not be able to support it as effectively if he doesn't.
00:27:34.182 -->
00:27:34.423I see.
00:27:34.423 -->
00:27:39.056So, no matter how small it is, like a PTO policy is a big one, so especially in a case like this.
00:27:39.056 -->
00:27:48.116But even if it's as small as like hey, I want you to go find a new treadmill, yeah.
00:27:48.136 -->
00:28:02.710Like you're just wanting to make sure you're saying the importance of clearing any out points, cause if you're not clear, as my first person in in like connection with me, and you have a disagreement about it, and you're now going to the rest of the team and communicating it and you're not online with me, right, how effective are you going?
00:28:02.730 -->
00:28:04.434to be I'm going to stink at it, you're going to stink.
00:28:04.434 -->
00:28:08.719I might even use it to kind of like be like hey, this is what she wants this is what ownership wants.
00:28:08.759 -->
00:28:13.176This is what the ceo if I'm a c player, yeah so, but here's my other question, here's my counter question.
00:28:13.196 -->
00:28:16.292Then what's the difference between that and like asking permission for them?
00:28:16.292 -->
00:28:33.001What's the difference between getting their buy-in versus like making sure that I approve like you know what I'm saying, cause I'm I'm thinking about the rock stars who are listening going what's the difference between clearing any issues they might have on it versus like making sure, like just asking for their permission, which is kind of a different level.
00:28:33.330 -->
00:28:33.550Sure.
00:28:33.550 -->
00:28:40.097So in this communication where I would have with my clinical director as a CEO, it's really communication.
00:28:40.097 -->
00:28:43.413Your duplication of that equals understanding, yeah Right.
00:28:43.413 -->
00:28:51.364So from five dysfunctions of a team, we recognize that their communication, um uh, understanding doesn't always mean agreement.
00:28:51.364 -->
00:28:53.509Got it Right, agreement.
00:28:53.730 -->
00:28:57.007I can, I can understand it, but it doesn't necessarily mean I agree.
00:28:57.007 -->
00:28:58.672But you're still wanting to hear that anyway.
00:28:58.811 -->
00:28:59.031Right.
00:28:59.031 -->
00:29:02.759So you're to know that you understand agreement.
00:29:02.759 -->
00:29:04.761You have to agree and commit.
00:29:04.761 -->
00:29:08.031Ah Right, so understanding.
00:29:08.031 -->
00:29:10.617So communication plus duplication equals understanding.
00:29:10.617 -->
00:29:11.880That's level one Say that slower.
00:29:11.880 -->
00:29:12.622Okay.
00:29:12.942 -->
00:29:13.344That was great.
00:29:13.344 -->
00:29:16.117I'm not an editing thing, I want you to say it for the audience.
00:29:16.178 -->
00:29:20.882Yeah, okay, so communication plus duplication equals understanding.
00:29:20.882 -->
00:29:31.696So that's essential for delegation 100% Okay, Because how many times have you been in a conversation and you say something and then they say something back to you and you're like I didn't say that at all?
00:29:32.097 -->
00:29:33.240Recently that happened today.
00:29:33.981 -->
00:29:34.363Right.
00:29:34.383 -->
00:29:34.563Yeah.
00:29:34.990 -->
00:29:36.596You're like that's not what I said at all.
00:29:36.596 -->
00:29:38.656And you're like okay, well, like, let's clear this up.
00:29:38.939 -->
00:29:39.058Yeah.
00:29:43.809 -->
00:29:49.663So many times we say something and don't actually get a response in return or an acknowledgement in return, and we expect it as received, just as we delivered it.
00:29:49.789 -->
00:29:50.893It's a game of telephone.
00:29:50.893 -->
00:29:51.875Yeah, totally Right.
00:29:51.954 -->
00:29:52.517Yeah, okay.
00:29:52.517 -->
00:29:54.823So the duplication means understanding.
00:29:54.823 -->
00:29:58.459There doesn't always have to be an agreement on the other side of it.
00:29:58.459 -->
00:29:59.930Now, that's ideal, right.
00:29:59.930 -->
00:30:03.719Like you, I would ideally love for you to agree with the PTO policy.
00:30:04.038 -->
00:30:09.378Yeah, and, knowing you, you used to give space for your team to be really vocal about whatever it is that they had, but you couldn't.
00:30:09.378 -->
00:30:13.917You didn't always make decisions based on a complete uniformity of approval.
00:30:13.978 -->
00:30:15.863You quite honestly, can't right.
00:30:15.863 -->
00:30:19.916It would be out of balance with what is appropriate for the, for the clinic and the company.
00:30:19.916 -->
00:30:25.670At most often, if we're making decisions solely based off of what is right for the employee, then the company is ultimately going to lose.
00:30:26.172 -->
00:30:30.102Yeah, we're prioritizing the team over the company, which is two separate entities.
00:30:30.263 -->
00:30:30.829Right, right.
00:30:30.829 -->
00:30:40.460But if we make decisions based off of what's best for the company and the company is prospering, more often than not, if not almost always, Every time, every time.
00:30:40.460 -->
00:30:41.999Let me just erase that.
00:30:41.999 -->
00:30:45.494Every time the employee is going to win yeah, totally every every time.
00:30:45.494 -->
00:30:56.067So essentially, what I I'm trying to say is that agreement, you can disagree and commit yes, got it, so you've already cleared the policy of it.
00:30:56.209 -->
00:31:13.702Now you're giving me a delegation of just how to communicate okay, so, so, once you have um, so essentially, what I would have have you do is okay, well, I need you to communicate to the team um during the team meeting this week, wednesday um, that we're going to change a new the policy of PTO.
00:31:13.702 -->
00:31:18.637Oh, the one that we went over last week, yep, the one that we went over last week, um, uh, here's the written policy.
00:31:18.637 -->
00:31:21.863I want you to make sure that every team member has a written copy of it.
00:31:21.863 -->
00:31:25.617Okay, okay, so present it to them on Wednesday.
00:31:25.617 -->
00:31:31.842Okay, I do want a signed copy of that policy so that I can put that in their employee file.
00:31:31.842 -->
00:31:32.522Got it Okay?
00:31:33.410 -->
00:31:42.364Deadline for that is not until Friday, so please allow them space to ask any questions that they might have of you in between now and Friday.
00:31:42.364 -->
00:31:45.278But we'll need those collected by end of day Friday.
00:31:45.278 -->
00:31:46.622Got it Okay?
00:31:46.622 -->
00:31:58.401So make sure that every single team member is communicated this PTO policy on Wednesday has a written copy and signed return by Friday.
00:31:58.401 -->
00:31:59.422You got it Okay?
00:31:59.422 -->
00:32:01.423Great, any questions?
00:32:02.064 -->
00:32:10.594Ah, yes, so am I supposed to um, what about people who are sick that day?
00:32:10.594 -->
00:32:11.356Yeah, that's a really good question.
00:32:11.356 -->
00:32:16.634So, um, you can reach out to them via email and then we can try and make a new agreement that works out for me, and you can just put me on a CC with them.
00:32:16.634 -->
00:32:18.117Okay, what if they don't like it?
00:32:18.117 -->
00:32:21.934Um, that's a really good question as well.
00:32:21.934 -->
00:32:26.675So, unfortunately, this is the policy that we have decided is going to be best for the company moving forward.
00:32:26.675 -->
00:32:33.913If you're unable to answer a question that they might have, based off of conversations you and I have had, I'd be happy to discuss that.
00:32:33.913 -->
00:32:36.099So I would answer that and then I'd give it to you if I can't handle it.
00:32:36.119 -->
00:32:36.220Okay.
00:32:36.509 -->
00:32:37.392I feel pretty good about that.
00:32:37.392 -->
00:32:41.637Okay, yeah, I think I got it.
00:32:41.637 -->
00:32:42.578Okay, very good.
00:32:42.578 -->
00:32:43.380Okay, thank you.
00:32:43.380 -->
00:32:44.402You're welcome.
00:32:44.402 -->
00:32:44.622Great.
00:32:44.622 -->
00:32:51.511And then how would you follow that up in terms of anything in writing, like what would you do?
00:32:51.531 -->
00:32:52.194Would you do anything in writing?
00:32:52.194 -->
00:33:12.380Yeah, so, generally speaking, if there is a delegation like that we were in the practice at Rise Rehab where we would follow up hey, this is a written follow-up to the verbal communication that we had regarding the PTO policy we would write kind of like a summary of it with what I had said verbally, and then at the bottom I'd say just return acknowledgement that you've got this.
00:33:12.601 -->
00:33:14.452So, having something I like, that you have that piece there.
00:33:14.452 -->
00:33:20.433So, yeah, that's a great example of how to delegate, and I wonder how often we take the time for that step.
00:33:20.433 -->
00:33:25.523I think what most people would probably do is just like hey, listen, michelle, we just went over this PTO policy.
00:33:25.523 -->
00:33:27.917Here it is Would you mind going over that with your team on Wednesday?
00:33:27.917 -->
00:33:35.423Yep, and without any of those other details space for questions, room for disagreements, clarity, understanding those elements make a big difference.
00:33:35.423 -->
00:33:36.674I can see that.
00:33:36.714 -->
00:33:38.634Yep Deadlines and acknowledgments too.
00:33:38.816 -->
00:33:39.699Deadlines and acknowledgments.
00:33:45.450 -->
00:33:46.272What Deadlines and acknowledgements too.
00:33:46.272 -->
00:33:47.115Deadlines and acknowledgements why?
00:33:47.115 -->
00:33:47.455What do you mean?
00:33:47.455 -->
00:33:50.023Yeah, so if we're not attaching a deadline to that and I just say I need you to deliver this PTO policy.
00:33:50.023 -->
00:33:53.594It's becoming effective on July 1st and you're delivering it on June 29th and not leaving any space.
00:33:53.594 -->
00:33:59.037You know, like that we're just like pushing the deadline right when I'm trying to give enough time and space, or whatever it is that's.
00:33:59.037 -->
00:34:01.962You know, um, it's just, it doesn't.
00:34:01.962 -->
00:34:03.013It's not good.
00:34:03.134 -->
00:34:17.594Yeah, my biggest, my personal experience and the biggest thing that happens in my world when I'm trying to delegate something to have it go wrong is I forget to give a deadline and it totally changes the urgency, the clarity, the necessity of it, to the point where oftentimes I get into that mode of like didn't I give this to somebody?
00:34:17.594 -->
00:34:19.498Yep, didn't I ask somebody to do this?
00:34:19.498 -->
00:34:22.184And then I start going to that place of like well, no one can do it better than me.
00:34:23.045 -->
00:34:27.920Right, I guess I'm the only one who has to do these things because I'm so amazing, like that kind of stuff that just starts to float up for me.
00:34:28.311 -->
00:34:29.893But it also miscommunicates.
00:34:29.893 -->
00:34:33.942Um, you know, okay, let me backtrack a little bit.
00:34:33.942 -->
00:34:43.523So, like our, our level of urgency will likely be different than that of our team members, right, as a business owner, as a clinical director, and things like that.
00:34:43.523 -->
00:34:48.673So we have to recognize that unless we communicate that, they're not going to understand that.
00:34:48.673 -->
00:35:03.492And so for us to realize that, like we need this by a certain deadline for us to be able to continue along our work, or our next cycle of action to be completed, we have to at least let them know what it is that we need in the timeframe that we need it.
00:35:03.492 -->
00:35:11.862Otherwise they're just like okay, well, they told us to do this and they didn't tell me that it was a 10 out of 10 urgency, so I'll just do it on my timeline.
00:35:11.862 -->
00:35:14.952I'm busy, I've got notes, I've got 10 evals this week.
00:35:14.952 -->
00:35:21.097That's taking priority in their mind when we're really needing to do this for an insurance thing or whatever like that.
00:35:21.577 -->
00:35:23.659Okay, so yeah, Really powerful.
00:35:23.659 -->
00:35:30.023Let's talk now about how this all applies to the VA AI, these two fastest growing trends in healthcare piece.
00:35:30.023 -->
00:35:34.226So how does this change, if at all, for virtual assistants?
00:35:34.226 -->
00:35:35.067Let's start with that.
00:35:35.347 -->
00:35:44.349Yeah Well, I think it's really important in terms of knowing what you have and what you want to delegate in order to be effective.
00:35:44.349 -->
00:35:53.463With a virtual assistant, it kind of goes back to the thought that we had previously around in order for a VA to be successful and be as powerful as I know them to be.
00:35:53.744 -->
00:35:54.005Yeah.
00:35:54.144 -->
00:35:57.114They have to know exactly what is being required of them.
00:35:57.114 -->
00:36:00.521Now they can work tons of magic independently on their own.
00:36:00.541 -->
00:36:00.762Yeah.
00:36:01.010 -->
00:36:10.436But the more that you give them, the better they're able to successfully adhere to what it is that you're looking for and also probably next level to what you're expecting.
00:36:10.817 -->
00:36:12.722Interesting what you've worked with VAs.
00:36:12.722 -->
00:36:21.014What barriers in delegation of tasks have you found in working with someone remotely versus someone in person?
00:36:21.735 -->
00:36:23.619Underestimating how much they can get done.
00:36:24.039 -->
00:36:24.561Interesting.
00:36:24.561 -->
00:36:25.422Talk to me about that.
00:36:25.684 -->
00:36:35.503Yeah, I've been so surprised at the level of quality of work that they've been able to accomplish in the time that they've been able to get it done.
00:36:35.784 -->
00:36:43.413Interesting so the parameters that you're used to giving to a virtual assistant shift because of just the necessity and the urgency around what they're putting into their work.
00:36:43.494 -->
00:36:44.856Yeah, interesting yeah.
00:36:45.478 -->
00:36:46.099Huh, what about?
00:36:46.099 -->
00:36:56.054Have you noticed and I'm being very serious, like I don't know if you have and if you haven't, that's fine, but have you noticed any delegation issues that have occurred up from the cultural differences from having someone work in a different country?
00:36:58.918 -->
00:37:01.563To my, you know, not to my.
00:37:01.563 -->
00:37:03.467In my experience, as of right now.
00:37:03.467 -->
00:37:14.760The only difficulty that I think that might occur sometimes is just being clear on time zone differences and when you expect them to be online and when you expect them to be facilitating work.
00:37:14.760 -->
00:37:23.413Sometimes people like them um working us hours and some people are like I love to wake up to completed work that I delegated the day before I see.
00:37:23.512 -->
00:37:25.739So that is a factor they have to consider.
00:37:25.739 -->
00:37:32.797Because another thing I guess, in being clear on delegation, like I need it, five o'clock on Friday, done by five o'clock on Friday, are you talking about.
00:37:32.878 -->
00:37:32.938US?
00:37:32.938 -->
00:37:33.603Us, which time?
00:37:33.603 -->
00:37:34.789Yeah, where are we talking about?
00:37:34.789 -->
00:37:36.893If it's the Philippines, you're talking about late Thursday night.
00:37:36.893 -->
00:37:39.619Yes, if it's the Philippines time, exactly Interesting.
00:37:39.739 -->
00:37:40.840Okay, very cool.
00:37:40.840 -->
00:37:42.563And then what about AI?
00:37:42.563 -->
00:37:47.215You know, as you're learning how to delegate tasks and responsibilities to AI.
00:37:47.215 -->
00:37:59.356I don't know if you have a lot of insight on that, but do you have any experience in terms of like, what that's like to delegate to people who are using AI, like, is there anything that you've shown up as kind of like an issue or something you should be aware of?
00:38:02.449 -->
00:38:03.594You know what my experience with AI?
00:38:03.594 -->
00:38:10.498I've leveraged ChatGPT to kind of help facilitate some processes that I put into place and things like that.
00:38:10.498 -->
00:38:12.496I don't know if I'm fully answering your question.
00:38:12.496 -->
00:38:13.440That was a bad question.
00:38:13.610 -->
00:38:13.952I think it was.
00:38:13.952 -->
00:38:15.650I was thinking here's where I was going.
00:38:15.650 -->
00:38:21.423The first question I was going to ask was what AI have you used to help you in delegation?
00:38:21.423 -->
00:38:22.364Let's start with that one Cause.
00:38:22.364 -->
00:38:27.706The second question I had was more about when you delegate to people you know and they're using AI.
00:38:27.706 -->
00:38:28.987Does that change any of it?
00:38:28.987 -->
00:38:29.387Does it help?
00:38:29.387 -->
00:38:29.547Does?
00:38:29.588 -->
00:38:29.927it hurt.
00:38:29.987 -->
00:38:32.496But let's start with this one Like how, how have AI tools helped you in this?
00:38:32.496 -->
00:38:33.599This thing called delegation.
00:38:33.730 -->
00:38:34.690Yeah, so I.
00:38:34.690 -->
00:38:37.596For all of my meetings, my coaching calls and things of that nature.
00:38:37.596 -->
00:38:41.762When I work with practice owners, they're key leaders and directors or admin team members.
00:38:41.762 -->
00:38:43.744I really leverage readai.
00:38:43.744 -->
00:38:46.389It's a software that actually records the meetings.
00:38:46.389 -->
00:38:55.039I found them to be really helpful because they not only transcript and record the video of what's occurring, they also put action items on there oh my gosh.
00:38:55.079 -->
00:38:56.541It has, like the delegation tools on it.
00:38:56.641 -->
00:39:12.001Yes, oh my gosh so what that does is not only assists me like when I'm running back to back to back, I can go back and reference that and know what I've promised other people so I can make good on that but it also allows me to follow up with anybody that I have asked something of them.
00:39:12.001 -->
00:39:25.110So if I have, you know, delegated to one of my clients, you know that they need to have a crucial conversation with someone and I need to follow up, then I can now go back and follow up with them or put that in my calendar or things like that.
00:39:25.110 -->
00:39:29.001So it kind of keeps me honest with the things that I have communicated.
00:39:29.001 -->
00:39:35.175So it just makes me more effective as a coach and I think it makes me more effective as an accountability partner for my clients.
00:39:35.416 -->
00:39:42.663It's interesting you say that Cause, like for me, I think we all have organic strengths and weaknesses around this thing called delegating, because delegation is totally the empowerment of another person.
00:39:42.663 -->
00:39:44.449It's an expression of leadership.
00:39:44.449 -->
00:39:46.818So, for me, I suck at detail.
00:39:46.818 -->
00:39:49.277I'm really bad at remembering details.
00:39:49.277 -->
00:39:50.918She knows all this, by the way.
00:39:50.969 -->
00:39:52.476This is like Michelle we could have an episode.
00:39:53.831 -->
00:40:22.438Just going best practices of how many details I forget because of the speed in which I like to operate, but it's one of those where I love, when we have notes in our meetings, to just be able to have it there and like for me on a delegation sense, to copy and or download the transcript, throw it in a chat GPT and be like, yeah, send out three emails, create all the emails needed to delegate all the things that were covered in this meeting and then copy paste, send, like it talks about reducing to eliminating the time of delegation.
00:40:22.579 -->
00:40:26.574Oh, I've also leveraged chat GPT to also be like what am I missing in this?
00:40:27.135 -->
00:40:27.597Oh yeah.
00:40:27.797 -->
00:40:33.378Like in this, in this outline, like what is it that I'm missing in in making this an effective process?
00:40:34.159 -->
00:40:34.701Interesting.
00:40:34.840 -->
00:40:42.782Yeah, and so I found that to be like well, you could make it a little bit more clear if you did it, and it's like OK, great, that makes it next level.
00:40:42.782 -->
00:40:44.264So interesting.
00:40:45.251 -->
00:40:45.693Ok, you know it's.
00:40:45.693 -->
00:41:01.545I have like five questions that hit me at the same time and I've lost all of them, because the idea of like using this tool to open up our capabilities for delegation and empowering others is so great, because it doesn't forget the details, it allows us to do these steps in a very quick and efficient way, and I think that's so empowering.
00:41:01.545 -->
00:41:08.858And then my thought was about on the VA side of things it's just knowing how to empower these other people who are, like you said, so capable of stepping in and doing more than you can imagine.
00:41:08.858 -->
00:41:11.914So it's in this debate of which is going to be more powerful.
00:41:11.914 -->
00:41:13.099I'm curious to see where you land.
00:41:13.579 -->
00:41:23.393Let's go to this other thing that I did have this idea, and this is me kind of leading you a little bit, because I've had experiences where I've delegated to people to do things and they use AI.
00:41:23.393 -->
00:41:26.163Sure, oh, we have someone in mind, you and I.
00:41:26.163 -->
00:41:27.407We can't mention their name.
00:41:27.487 -->
00:41:29.474No, we won't, but like, literally I was trying to cause.
00:41:29.655 -->
00:41:42.364I think that's why it came to mind, michelle, cause you and I worked with somebody who would ask get something done, and they leveraged AI, and it wasn't necessarily always the most effective way, no, so let's talk about what is an effective way for someone to work with AI versus not.
00:41:42.623 -->
00:41:42.844Yeah.
00:41:42.844 -->
00:41:48.242So I find that AI can be such a great tool.
00:41:48.242 -->
00:41:59.239Like you, and I have countlessly said that it can take us faster, right, but I find that it can be detrimental when it starts to lose our voice.
00:41:59.239 -->
00:42:02.608Interesting when it starts to lose our voice Interesting.
00:42:05.949 -->
00:42:36.583So I think that there's a tendency for it to then like, adapt in a way of conversating or communicating that is inauthentic to how we express ourselves or historically have represented ourselves, or how we as even as an organization, how we communicate or how things have previously historically gone, and it's like man that's way formal, or man that's really lighthearted, or that's like it just doesn't feel right and you can feel there's an automation behind it that isn't authentic.
00:42:36.989 -->
00:42:37.913Yeah, I love how you said that.
00:42:37.913 -->
00:42:40.059That was so much more articulate than what I was thinking.
00:42:40.059 -->
00:42:41.052Here's what I was thinking.
00:42:41.052 -->
00:42:42.795It feels like they didn't try Right.
00:42:42.795 -->
00:42:44.019That's true.
00:42:44.019 -->
00:42:46.518It's like when I can tell someone has chat GPT things.
00:42:46.518 -->
00:42:55.501I've been doing this gratitude thing on LinkedIn where I've been typing things in and I might use a little bit of like editing software for like grammar, because otherwise, you know, yeah, no one could understand what I post.
00:42:55.501 -->
00:43:03.514But apart from that, I actually put the bottom from the heart no AI, because I want people to really know that I wrote that with my intention of my heart, because, yeah, it's getting better.
00:43:03.554 -->
00:43:09.213But back in the day, I mean people who just like be rock stars be mindful of just copying and pasting in.
00:43:09.213 -->
00:43:09.574I got it.
00:43:09.574 -->
00:43:09.934This is true.
00:43:09.934 -->
00:43:12.983I had a letter from from somebody.
00:43:12.983 -->
00:43:14.025It was.
00:43:14.025 -->
00:43:18.297It was like a high stressful situation and they forgot to delete.
00:43:18.297 -->
00:43:22.672You know how chat GPT will at the end say do you want me to also offer this in French?
00:43:22.672 -->
00:43:24.336Like they'll give you suggestions.
00:43:24.336 -->
00:43:27.978So it was like that and it had the chat GPT prompt and I just remember going.
00:43:27.978 -->
00:43:29.865First of all, it was super weak.
00:43:29.865 -->
00:43:33.295I remember having lots of judgment on the person for not caring enough about it.
00:43:33.416 -->
00:43:52.148It just came across as super unprofessional, despite the amazing letter, and ultimately I felt like, oh, this is not a great showing of personal integrity is how it kind of came across to me, right, yeah, which is unfortunate because that's probably not the full encapsulation of that human being, but that shows up right in that moment.
00:43:52.148 -->
00:44:06.027Right, it's like in that moment, a heated conversation or a maybe stressful, you know, conversation, there wasn't even enough like behind it that you wouldn't authentically it didn't seem like there was effort, effort, and it doesn't seem like their heart.
00:44:06.027 -->
00:44:07.773Yeah exactly it's like I.
00:44:08.655 -->
00:44:19.722I understand that completely because yeah, it kind of reminds me of clothes we wear like we shan't, we shan't we shan't, we shan't we should never judge someone based on their appearance.
00:44:19.782 -->
00:44:42.686But if you're, and if you're showing, if someone shows up to work, uh, in a swimsuit, yeah, then that sends a message and you have to be mindful of that and, frankly, in that case that's a bad example, because there's standards and things, but just on the streets, like we, we have to recognize that we are choosing to come across a certain way and what we, what we decide to communicate, is part of that piece, so it ai can be a limitation in that regard yeah yeah.
00:44:42.726 -->
00:44:58.418So it's interesting that you were able to balance the pros and the cons of of ai and delegation and empowering, because you know if we delegate something to someone and they come back with a chat gpt, it can either accelerate the impact or completely nullify and underwhelm the person who did the delegation.
00:44:58.951 -->
00:45:05.918I find to be most successful when I actually create something on my own and then put it in for refinement.
00:45:05.918 -->
00:45:06.760Okay, right.
00:45:06.760 -->
00:45:21.295So it's like if I have a process that I've written or even an email that I've written, and then I say, okay, help me refine this, or help me make sure that this is communicating all the things that I need to do, and give it an appropriate prompt and it can refine it for me.
00:45:21.295 -->
00:45:29.039And then I can then edit it further and say, eh, that's not a word I'd ever use and kind of make sure that it's mine.
00:45:29.510 -->
00:45:31.211I think the number one prompt I put in JAT GPT is make this better.
00:45:31.211 -->
00:45:33.213Yes, I think the number one prompt I put in chat GPT is make this better.
00:45:33.594 -->
00:45:33.835Yes.
00:45:34.715 -->
00:45:37.719I'll copy something I put in there and make it better, but if I don't know where to start.
00:45:37.719 -->
00:45:43.626I will do it the other way, where I'll say hey, write a letter, you know, terminating my lease or whatever.
00:45:43.666 -->
00:45:44.869Yeah, sure that's fair.
00:45:44.889 -->
00:45:51.601And then they write that and then I might you know, and I know it comes across a little chat GPT, but at the same time it is hitting the legal bullet points, which is cool.
00:45:51.681 -->
00:45:55.286There's some formal letters that are, I mean, you could certainly leverage for that regard.
00:45:55.286 -->
00:46:01.141Now, if I'm going into a personal relationship type of communication, then that's going to be a little bit different than how I leverage AI.
00:46:01.409 -->
00:46:01.690Yeah.
00:46:01.751 -->
00:46:10.581Right, I'll probably take a stab at it before I go in and just use AI, but I mean, everybody has a way of of using it, and that's my personal take on it.
00:46:10.820 -->
00:46:11.862Okay, I love it.
00:46:11.862 -->
00:46:13.623So this has been a fantastic interview.
00:46:13.623 -->
00:46:14.842I don't even know what time it is.
00:46:14.842 -->
00:46:16.503Okay, let me see where we are.
00:46:16.503 -->
00:46:17.585Okay, oh, this is good.
00:46:17.585 -->
00:46:19.885So we're going to do the rapid fire questions, are you?
00:46:19.925 -->
00:46:20.445ready for these.
00:46:20.706 -->
00:46:24.471Yeah, okay, michelle, rapid fire, okay, top book, that's blown your mind.
00:46:25.612 -->
00:46:26.813Six types of working genius.
00:46:28.036 -->
00:46:29.137I love that book.
00:46:29.297 -->
00:46:29.958I love that book.
00:46:30.018 -->
00:46:32.422Okay, what's your top time saver hack?
00:46:34.425 -->
00:46:34.925Egg cooker.
00:46:39.152 -->
00:46:41.143I'm not laughing because it's a bad example.
00:46:41.143 -->
00:46:41.849It's how you said it.
00:46:44.153 -->
00:46:44.614Egg cooker.
00:46:44.614 -->
00:46:46.018That's a great hack.
00:46:46.018 -->
00:46:47.420It is.
00:46:47.440 -->
00:46:48.262Why is that a top saver?
00:46:48.282 -->
00:46:51.094Well, I just find that I can make so many meals with my egg cooker.
00:46:51.235 -->
00:46:51.836That's a great.
00:46:51.836 -->
00:46:52.900This is what this is for.
00:46:52.900 -->
00:46:55.936That's a beautiful example, but the way you delivered it, I thought you were in pain.
00:46:56.318 -->
00:47:00.376I just didn't know like this kind of podcast is going to get an egg cooker response.
00:47:00.376 -->
00:47:01.219But here you go.
00:47:01.420 -->
00:47:04.615I actually I actually I love that Cause it's like real useful things.
00:47:04.615 -->
00:47:10.375Some of my favorite things I do are on the personal side of things that are like save me time in my personal world.
00:47:10.414 -->
00:47:10.815I'd love that.
00:47:10.815 -->
00:47:11.215Oh my gosh.
00:47:11.215 -->
00:47:15.101If you guys need recipes, let me know Michelle is an expert.
00:47:15.161 -->
00:47:19.550Number three what's one thing you wish you'd stop doing way sooner in your business?
00:47:22.237 -->
00:47:22.838Self-judgment.
00:47:24.543 -->
00:47:25.184That's an episode.
00:47:25.184 -->
00:47:28.614Hey, rock stars, as you're listening to these things, go to the comments If you like.
00:47:28.614 -->
00:47:31.061I want an episode on how Michelle stopped self-judgment.
00:47:31.061 -->
00:47:32.012We'll do an episode.
00:47:32.032 -->
00:47:32.672We'll do it yeah.
00:47:32.974 -->
00:47:36.260Um number four, most time consuming task you secretly enjoy.
00:47:36.260 -->
00:47:38.976This is like a a dirty organization.
00:47:38.976 -->
00:47:42.134I feel like you should push up your glasses.
00:47:43.197 -->
00:47:44.179No, what do you mean by?
00:47:44.199 -->
00:47:47.958organization Cause I know, what that means, but I just love organizing stuff.
00:47:48.130 -->
00:47:57.532I just like putting things, tabbing things, like I don't know filing things like I don't know.
00:47:57.574 -->
00:47:59.342Filing things like I so excited for people who are excited with you on that.
00:47:59.342 -->
00:48:08.090They're losing their minds right now, like take me to an office supply store I feel like this is like a deep undercover reality show on who you really are as a person.
00:48:08.090 -->
00:48:09.751No, um, all right.
00:48:09.751 -->
00:48:16.181Number five, latest thing you delegated oh or empowered others to do.
00:48:16.181 -->
00:48:18.123I should say oh, um.
00:48:18.585 -->
00:48:32.534I had a really, really powerful conversation with one of my clinical directors on a dismissal that I'm really proud of um that person and very, very nerve-wracking for this individual, and I think they um hit it out of the park.
00:48:32.534 -->
00:48:37.878It was was one of their first, it was their first and I was just really proud.
00:48:37.878 -->
00:48:51.382They didn't wait on it like they thought they were going to, and just having that communication creating some realities, and I couldn't be more elated with who they showed up to be.
00:48:51.630 -->
00:48:54.958What a beautiful example of how delegation is empowering.
00:48:54.958 -->
00:49:03.438Because you know you were coaching them, so it's not like you were giving it to them to do, but you were doing what a great owner, a great leader of a company would be doing.
00:49:03.438 -->
00:49:05.130That's what we do with coaches yeah.
00:49:05.130 -->
00:49:10.777And this is why people love working with you is because they're so spread thin and maybe they don't even know how to do it well.
00:49:14.929 -->
00:49:17.559So they work with you to take the role over of of the empowering section of delegation, by teaching them and empowering them.
00:49:17.559 -->
00:49:18.782How'd that person feel afterwards?
00:49:18.782 -->
00:49:22.967Oh, I think I mean not the person who got fired, the person who did the firing.
00:49:22.987 -->
00:49:28.003We know how they feel, I think, relieved, I think kind of shell shocked still at that point.
00:49:28.003 -->
00:49:43.123But, um, immediately after they they did it, they poloed me, so I think that there was a sense of like you know, like satisfaction and wanting to share it with their coach, and I felt really excited about that and, um, really proud of them and I'm going to call them a little bit later.
00:49:43.123 -->
00:49:59.740They were still in treating hours when, um, I was headed over here but, um, but that's exactly right what you talked about, like their, their owner, um, it was in a position where they delegated that to me and I was able to delegate and coach that individual to take that on, and so it was really a really good experience.
00:49:59.802 -->
00:50:01.614Yeah, this is a hard sell into the camera.
00:50:01.614 -->
00:50:04.813If you want, if you're wanting to have someone else to take that over for you and delegate it.
00:50:04.813 -->
00:50:06.217Michelle, you can talk to her about Rockstar.
00:50:06.217 -->
00:50:09.251There, you go Number number six.
00:50:09.251 -->
00:50:11.514This is the ultimate rapid fire question of the season.
00:50:11.514 -->
00:50:13.056This is where it all comes down to it.
00:50:13.056 -->
00:50:14.036What is it?
00:50:14.036 -->
00:50:16.880Ai or VAs VAs?
00:50:16.880 -->
00:50:19.302Really, that was even a hesitation.
00:50:19.302 -->
00:50:19.983Why do you say that?
00:50:20.664 -->
00:50:26.018I just think that VAs have this humanistic component that I still love working with people.
00:50:26.018 -->
00:50:37.653There's never going to be a space where I don't love people over technology, and I think they have the capability of leveraging the AI, so I will always take my people.
00:50:38.695 -->
00:50:40.360You are the heart of a business.
00:50:40.360 -->
00:50:41.382You are the heart of hearts.
00:50:41.382 -->
00:50:45.458I can see why you always are going to pick the more human element of this in that debate.
00:50:45.458 -->
00:50:47.030So you heard it here, seth.
00:50:47.030 -->
00:50:54.159For those of you who are listening, since we film these things you know, not in order, necessarily, I don't even know where we are by the time we get to episode eight, which will be you.
00:50:54.159 -->
00:51:03.905But, seth, can you please show on YouTube or the people who are watching, what the score is of who's winning AI versus VAs?
00:51:03.905 -->
00:51:05.248Michelle, you've been awesome.
00:51:05.248 -->
00:51:06.914Let's give you some final words.
00:51:06.914 -->
00:51:10.952We'll put in the show notes everything to get ahold of you and how they can learn more about Rockstar.
00:51:10.952 -->
00:51:12.416But parting thoughts.
00:51:12.797 -->
00:51:19.583No, just a joy to be with you and enjoy this conversation and happy to support anything that anyone needs.
00:51:19.583 -->
00:51:21.027I love that.
00:51:21.168 -->
00:51:23.112Thanks for tuning into the Willpower Podcast.
00:51:23.112 -->
00:51:29.458As always, this is Will Humphries, reminding you to lead with love, live on purpose and never give up your freedom.
00:51:29.458 -->
00:51:30.561Until next time.
