TRANSCRIPCIÓN 🔗
WEBVTT
1
00:00:04.960 --> 00:00:05.580
Ahoy!
2
00:00:05.740 --> 00:00:10.929
Captain David Gallimore welcomes you aboard the Regenerate Show, live Mondays,
3
00:00:10.929 --> 00:00:16.050
10 a.m. Pacific on K4HD Radio at K4HD.
4
00:00:14.349 --> 00:00:16.050
Com.
5
00:00:16.670 --> 00:00:22.219
Now, here's your host, Captain Dave, your personal regenerator. All aboard!
6
00:00:22.239 --> 00:00:25.300
Ahoy!
7
00:00:26.140 --> 00:00:31.269
And happy Monday. Welcome aboard the Regenerate Show. I'm Captain Dave,
8
00:00:31.489 --> 00:00:35.530
your personal regenerator. So this show is a safe harbor
9
00:00:35.929 --> 00:00:39.850
for my guests and I to share authentic and vulnerable
10
00:00:39.890 --> 00:00:44.189
stories from the messy middle, the part of transformation that
11
00:00:44.289 --> 00:00:50.740
few podcasts talk about. Economic pressure, war, global uncertainty. Yes,
12
00:00:51.020 --> 00:00:55.119
AI reshaping the ground under our work lives. You're not
13
00:00:55.179 --> 00:00:58.780
sailing these storms alone. We're in the same boat together.
14
00:00:59.420 --> 00:01:02.729
And we have planet Earth, nature, and the logic of
15
00:01:02.740 --> 00:01:07.450
life on our side. They're guiding principles for this show,
16
00:01:07.930 --> 00:01:11.489
and we call it regeneration. Though my own definition is
17
00:01:11.530 --> 00:01:16.790
evolving as I live it, regeneration simply draws on 3.8
18
00:01:16.790 --> 00:01:21.250
billion years of life. Planet Earth is constantly evolving and
19
00:01:21.310 --> 00:01:24.469
has learned a thing or two over that time. So
20
00:01:24.689 --> 00:01:34.609
regenerative values, systems thinking, we're really all interconnected, humans, animals, fish, insects, plants,
21
00:01:35.250 --> 00:01:39.659
all life. And we all share the same air, same water,
22
00:01:40.439 --> 00:01:43.900
much of the same food, the resources that we extract,
23
00:01:43.920 --> 00:01:47.060
the products that we manufacture, the pollution we create, and
24
00:01:47.079 --> 00:01:50.079
the stuff we put in landfills all contribute to the
25
00:01:50.120 --> 00:01:53.719
health of our lives of all life or not. So
26
00:01:53.799 --> 00:01:56.120
part of what I wanted to talk about today in
27
00:01:56.840 --> 00:02:03.420
this series on regenerative business is how do we create
28
00:02:03.439 --> 00:02:08.090
a roadmap. How do we put together the path that
29
00:02:08.129 --> 00:02:10.330
we want to take, the course that we want to take?
30
00:02:11.009 --> 00:02:15.310
As you recall from a couple episodes ago, we started
31
00:02:15.590 --> 00:02:20.050
with an assessment and we looked at regenerative business principles
32
00:02:20.250 --> 00:02:23.870
as a way to help us maybe align our lives
33
00:02:23.909 --> 00:02:26.129
and our businesses a little bit closer to the logic
34
00:02:26.289 --> 00:02:29.270
of life. And then we moved to strategy and we
35
00:02:29.310 --> 00:02:33.919
drew upon Roger Martin's five Strategic questions. What is our
36
00:02:33.960 --> 00:02:37.599
winning aspiration? Where do we play? How do we win?
37
00:02:38.199 --> 00:02:42.259
What capabilities do we need to support those three other questions?
38
00:02:42.840 --> 00:02:47.020
And what systems and processes need to support us to
39
00:02:47.060 --> 00:02:52.439
deliver those capabilities? And it's a bit of a plan-do-check-act.
40
00:02:53.000 --> 00:02:57.509
It's a cycle of how do we work together? How
41
00:02:57.530 --> 00:03:01.310
do we align around common strategy? And then we took
42
00:03:01.349 --> 00:03:04.610
a little bit of a detour last week when I
43
00:03:04.689 --> 00:03:11.219
had Stacey Berger, the creator and just brilliant teacher and
44
00:03:11.259 --> 00:03:16.780
facilitator of her three-day long Passion to Purpose program.
45
00:03:17.400 --> 00:03:19.740
And I think I was pretty.
46
00:03:19.539 --> 00:03:22.409
Vulnerable when I shared, you know, how some of the
47
00:03:22.439 --> 00:03:25.210
challenges that I've been facing in my life are not
48
00:03:25.250 --> 00:03:29.449
about strategy with my business life, but but more about
49
00:03:29.610 --> 00:03:34.639
the challenges of identity and self-sabotage and some of those
50
00:03:34.800 --> 00:03:39.539
issues that have prevented me from fully realizing the potential
51
00:03:39.560 --> 00:03:43.900
of my business. And we'll be talking in future episodes
52
00:03:44.139 --> 00:03:46.319
about some of the new lessons that I've been learning
53
00:03:46.409 --> 00:03:49.389
since I've been back from Edmonton, Alberta and that program.
54
00:03:49.870 --> 00:03:52.150
But for the moment, for today, we're now going to
55
00:03:52.189 --> 00:03:56.949
focus on this idea of roadmap and how do we
56
00:03:57.030 --> 00:04:00.599
take the knowledge from the assessment, kind of the future
57
00:04:00.639 --> 00:04:03.599
of where we're going, our strategy. Think of it maybe
58
00:04:03.699 --> 00:04:08.050
as a vision. And now we're looking at the roadmap
59
00:04:08.090 --> 00:04:10.370
that we want to take. So the theme that we're
60
00:04:10.389 --> 00:04:14.389
gonna be discussing today is built to right itself. Think
61
00:04:14.449 --> 00:04:17.790
about a sailboat that's been knocked over and it has
62
00:04:17.850 --> 00:04:20.709
a keel and that keel is a counterweight. And so
63
00:04:20.750 --> 00:04:24.720
when you remove the forces, just easing the sails, the
64
00:04:24.779 --> 00:04:28.990
lines of your sails, that keel causes the sailboat to
65
00:04:29.410 --> 00:04:32.490
pop back up. So regardless of the storm that you're in,
66
00:04:32.509 --> 00:04:37.040
you get knocked down, that keel provides that counterweight. So
67
00:04:37.100 --> 00:04:39.379
in part three, we're going to be talking about how
68
00:04:39.399 --> 00:04:43.620
do you turn strategy into a passage plan? How do
69
00:04:43.660 --> 00:04:46.759
we set courses? What are the hazards and standing orders
Load full transcript
70
00:04:46.819 --> 00:04:49.800
for the crew? And to help me do this, I'm
71
00:04:49.819 --> 00:04:53.399
going to draw from my experiences with the working together
72
00:04:53.439 --> 00:04:58.129
management system and the principles and practices of working together
73
00:04:58.649 --> 00:05:02.610
that my mentor, Alan Mullally, used to effectively turn around
74
00:05:02.629 --> 00:05:07.129
the Boeing Commercial Airplane Group, as well as the Ford
75
00:05:07.170 --> 00:05:14.040
Motor Company. And I've personally used these as principles and
76
00:05:14.060 --> 00:05:20.480
a business plan review process that has kept 20-something, probably
77
00:05:20.480 --> 00:05:25.560
23 now, different projects ranging from the turnaround of my
78
00:05:25.600 --> 00:05:28.959
little Yacht Club, the Corinthian Yacht Club of Seattle when
79
00:05:29.000 --> 00:05:32.379
I was rear commodore, all the way up to the
80
00:05:32.379 --> 00:05:36.560
$ 930 million smart meter program at BC Hydro. So we're
81
00:05:36.579 --> 00:05:40.829
going to be taking a look at how principles can
82
00:05:40.910 --> 00:05:42.470
really impact.
83
00:05:43.250 --> 00:05:44.610
What we're going to be doing.
84
00:05:45.389 --> 00:05:47.230
And what I'll be doing is I'll be putting in
85
00:05:47.269 --> 00:05:50.970
the show notes later some of the diagrams that I'm
86
00:05:51.029 --> 00:05:54.199
talking about. I had a little bit of a family
87
00:05:54.519 --> 00:05:58.540
emergency this morning just before the show. And so we've
88
00:05:58.660 --> 00:06:01.660
worked through that. And now what I'd like to do
89
00:06:02.079 --> 00:06:06.839
is talk about roadmapping. So in my own business, what
90
00:06:06.860 --> 00:06:10.959
I've discovered is it's not sufficient to just understand where
91
00:06:11.019 --> 00:06:14.079
I am, the assessment part. And it's certainly helpful to
92
00:06:14.120 --> 00:06:17.129
have the strategy. But then how do you put that
93
00:06:17.170 --> 00:06:20.589
into action? And one of the things that Stacey Berger said,
94
00:06:21.379 --> 00:06:25.019
has been introducing to all of us that signed up
95
00:06:25.120 --> 00:06:31.379
for her Mastery of Mind program. And I up-level that
96
00:06:31.459 --> 00:06:35.949
to the Platinum program, so I get even more love
97
00:06:36.009 --> 00:06:40.230
and support from Stacey and her team, is translating that
98
00:06:40.370 --> 00:06:46.209
vision into goals and sub-goals and tasks. And for us
99
00:06:46.310 --> 00:06:53.069
neurodiverse ADHD brains, it's really, really valuable to have these
100
00:06:53.629 --> 00:06:57.009
goals and sub goals and tasks broken down into just
101
00:06:57.069 --> 00:07:01.050
the smallest bite-sized chunks that we can get our head
102
00:07:01.089 --> 00:07:06.079
around and get momentum, not get too distracted or too
103
00:07:06.180 --> 00:07:09.680
overwhelmed by trying to attack too big a goal and
104
00:07:09.759 --> 00:07:12.220
not have it broken down into its sub components. So
105
00:07:12.699 --> 00:07:15.699
for those of you that are leading a business and,
106
00:07:16.259 --> 00:07:18.779
you're just feeling overwhelmed by all of the things that
107
00:07:18.819 --> 00:07:23.399
have to happen, consider that. Consider just focusing on one
108
00:07:23.459 --> 00:07:26.639
thing at a time, another simple but not easy thing
109
00:07:26.680 --> 00:07:30.689
to do. And also to just get really, really clear
110
00:07:30.910 --> 00:07:35.089
about how do you break down goals and sub-goals into
111
00:07:35.189 --> 00:07:39.050
small bite-sized chunks, not only for you, but also for
112
00:07:39.089 --> 00:07:42.009
your team. And that's where I think the Working Together
113
00:07:42.100 --> 00:07:46.399
management system can really help us out. All right, so
114
00:07:46.439 --> 00:07:50.759
without further ado, I'm going to open up a tool
115
00:07:50.860 --> 00:07:56.379
called the Relentless Implementation Working Together Operating System Playbook. And
116
00:07:56.399 --> 00:07:58.980
I'll also put in the show notes if you're interested
117
00:07:59.220 --> 00:08:03.879
in learning more about this program. I'm a little bit biased,
118
00:08:04.319 --> 00:08:09.379
I admit, but this working together has changed my life
119
00:08:10.050 --> 00:08:13.430
for the good and so many other people that have
120
00:08:13.509 --> 00:08:19.110
modeled their leadership and their ability to organize and align
121
00:08:19.170 --> 00:08:24.230
teams around common principles and practices, as well as a
122
00:08:24.610 --> 00:08:29.649
business plan review. So the origin of working together, interestingly,
123
00:08:29.769 --> 00:08:33.710
came out of an airplane program at Boeing known as
124
00:08:33.750 --> 00:08:39.450
the 777. And previous Boeing airplane programs had often been
125
00:08:39.789 --> 00:08:47.620
designed and built with internal Boeing engineers, marketing people, product
126
00:08:47.659 --> 00:08:52.320
management people, obviously executives were involved, but rarely was the
127
00:08:52.519 --> 00:08:56.080
airline or the maintenance person in the airline or the
128
00:08:56.159 --> 00:09:02.639
pilot or the flight attendant in the airline involved in
129
00:09:02.970 --> 00:09:06.690
not only the design, but also then how does the
130
00:09:06.750 --> 00:09:12.289
airplane actually get operated? And so working together, I think
131
00:09:12.730 --> 00:09:17.250
partly because Phil Condit And Al-Malali knew that a lot
132
00:09:17.289 --> 00:09:20.539
of money was going to be invested in the design
133
00:09:21.159 --> 00:09:25.039
and manufacture of this airplane. And so to mitigate the risk,
134
00:09:25.539 --> 00:09:29.580
they created something called the Working Together Management System. And
135
00:09:29.799 --> 00:09:32.299
what I love about the Working Together Management System is
136
00:09:32.600 --> 00:09:37.830
it starts with principles. So the idea is that
principles
137
00:09:38.409 --> 00:09:45.340
and practices, if they're fairly thoughtful, they replace principles. Imagine
138
00:09:45.379 --> 00:09:50.179
like a three-inch thick binder of standard operating procedures of
139
00:09:50.259 --> 00:09:55.669
how does the business actually do what it's supposed to do. Yes,
140
00:09:55.730 --> 00:10:00.580
it's important to have processes, but for the day to day,
141
00:10:01.009 --> 00:10:05.059
often leaders in an organization, they have too many things
142
00:10:05.100 --> 00:10:08.480
to think about. There's a lot of detail in their lives.
143
00:10:08.679 --> 00:10:12.480
And so how do they get guided day to day
144
00:10:13.100 --> 00:10:18.029
in making better choices, better decisions that if, every one
145
00:10:18.070 --> 00:10:23.080
of the leaders. And again, my definition of leadership is influence.
146
00:10:23.600 --> 00:10:28.460
It's not managerial position power. If you look at the
147
00:10:28.519 --> 00:10:31.570
definition of leadership as influence, that means that anybody can
148
00:10:31.590 --> 00:10:34.570
be a leader from the middle room clerk all the
149
00:10:34.590 --> 00:10:37.909
way up to the middle managers and to the C-level
150
00:10:38.129 --> 00:10:43.169
and ultimately the CEO and the board. So leadership exists
151
00:10:43.769 --> 00:10:47.590
wherever there is influence. So If you can align an
152
00:10:47.649 --> 00:10:53.840
organization around common principles and practices, then you, as the
153
00:10:54.120 --> 00:10:56.659
upper echelon of the leadership team, or if you're the
154
00:10:56.740 --> 00:11:03.000
founder of your own organization, you're way better in ensuring
155
00:11:03.340 --> 00:11:06.960
that good decisions are going to be made. And so
156
00:11:07.259 --> 00:11:11.210
it's one way to free up yourself as the CEO
157
00:11:11.350 --> 00:11:14.429
or as the founder, because now you know that you
158
00:11:14.450 --> 00:11:18.039
don't have to be holding these principles and practices yourself,
159
00:11:18.820 --> 00:11:22.620
you've now made them explicit and they are guiding the
160
00:11:22.659 --> 00:11:27.809
day-to-day decisions and how people show up. So what are
161
00:11:27.830 --> 00:11:32.929
the working together management system principles and practices? Well, the
162
00:11:32.970 --> 00:11:37.179
first one I just love, it's people first, love them up.
163
00:11:37.590 --> 00:11:40.509
And what does that mean? People first and love them up. Well,
164
00:11:41.210 --> 00:11:47.000
most organizations that have been successful over many, many years, decades,
165
00:11:47.620 --> 00:11:51.200
they understand that if they take care of people, if
166
00:11:51.340 --> 00:11:56.740
they are clear that it's people that actually do the work. Now,
167
00:11:56.899 --> 00:12:01.639
set aside for the moment, generative AI and agentic bots
168
00:12:01.679 --> 00:12:04.659
and all of that, that's a whole new world that
169
00:12:04.710
--> 00:12:09.509
we're starting to create inside organizations. But for the most part,
170
00:12:10.009 --> 00:12:15.320
work gets done by people. And Howard Schultz, who founded Starbucks,
171
00:12:15.440 --> 00:12:19.500
recognized that if he put all of his leadership team's
172
00:12:19.580 --> 00:12:23.389
focus on making sure that the barista and the front
173
00:12:24.590 --> 00:12:31.769
customer-facing resources, so the customer service people in the retail
174
00:12:31.789 --> 00:12:34.870
stores that were not only creating the coffee, but also
175
00:12:35.409 --> 00:12:40.679
selling pastries and various coffee products, those frontline workers were
176
00:12:42.419 --> 00:12:46.470
if they're taken care of, then guess what? They take
177
00:12:46.529 --> 00:12:51.990
care of the customer. And Howard Schultz, unfortunately, though he
178
00:12:52.009 --> 00:12:56.889
did a pretty good job of instilling this people first principle,
179
00:12:57.529 --> 00:13:02.110
when he retired and other CEOs replaced him, and I
180
00:13:02.149 --> 00:13:04.990
say CEOs because it wasn't just one that replaced him.
181
00:13:05.429 --> 00:13:10.490
That person didn't quite understand the principles of Starbucks. And
182
00:13:10.529 --> 00:13:14.639
so they got fired. And he came back, Howard Schultz,
183
00:13:14.679 --> 00:13:19.759
the founder, came back, reinstilled those principles, put the business
184
00:13:19.840 --> 00:13:24.720
operations back on track related to those principles, and the
185
00:13:24.779 --> 00:13:29.740
company thrived again. And then he retired after finding his replacement.
186
00:13:29.799 --> 00:13:34.690
And that replacement, again, didn't fully recognize the principles and
187
00:13:34.750 --> 00:13:38.409
how important they were. And so that CEO was fired
188
00:13:38.450 --> 00:13:42.549
and Howard Schultz had to come back. So This is challenging, right?
189
00:13:42.730 --> 00:13:46.529
But I think that one example of principles taking care
190
00:13:46.570 --> 00:13:50.549
of people and then the frontline people take care of
191
00:13:50.990 --> 00:13:55.940
customer is a cautionary tale of how important a principle
192
00:13:56.399 --> 00:13:59.700
like people first and love them up can be. Another
193
00:13:59.740 --> 00:14:03.940
principle of the working together management system is everyone is included.
194
00:14:04.419 --> 00:14:08.029
Now think about that for a second. What does everyone mean? Well,
195
00:14:08.230 --> 00:14:11.690
in Alan's world, when I got invited as his guest,
196
00:14:11.850 --> 00:14:13.809
when I worked at Boeing for about eight and a
197
00:14:13.830 --> 00:14:16.289
half years toward the end of my career, I had
198
00:14:16.309 --> 00:14:19.190
just done a dot-com for Boeing that we grew from
199
00:14:19.250 --> 00:14:22.070
nothing to about a billion dollars in part sales. And
200
00:14:22.110 --> 00:14:28.029
we downloaded nine times the height of Mount Rainier in paper, microfiche,
201
00:14:28.090 --> 00:14:34.110
and CD-ROM and started to make it super easy to
202
00:14:34.210 --> 00:14:39.370
send and receive questions, kind of like a WhatsApp group
203
00:14:39.429 --> 00:14:43.590
or WhatsApp chat. And then we were enabling the download
204
00:14:43.909 --> 00:14:50.389
of light manuals, performance software, engineering drawings, maintenance manuals. So
205
00:14:50.789 --> 00:14:54.659
I got on Alan Mulally's radar and he invited me
206
00:14:54.799 --> 00:15:00.120
to an early, early business plan review. And it was
207
00:15:00.159 --> 00:15:05.379
a remarkable experience. First of all, everybody was in a
208
00:15:05.470 --> 00:15:09.259
single room. So this was before COVID. virtual and Zoom.
209
00:15:09.740 --> 00:15:12.899
But part of that was a mandate by Alan, the
210
00:15:12.940 --> 00:15:16.159
CEO at the time of Boeing Commercial, that, hey, we're
211
00:15:16.220 --> 00:15:19.500
in this boat together. We're going to be together face-to-face.
212
00:15:19.590 --> 00:15:23.230
And my recollection is that the meeting started about 7.30
213
00:15:23.230 --> 00:15:27.149
and it ran for an hour. And there were over
214
00:15:27.149 --> 00:15:32.129
100 people that were the regular attendees, including his direct
215
00:15:32.169 --> 00:15:36.600
leadership team, as well as his direct leadership team could
216
00:15:36.639 --> 00:15:41.120
invite guests. And I was one of his guests. And
217
00:15:41.159 --> 00:15:45.509
what I saw in the 300 plus PowerPoint slides that
218
00:15:45.590 --> 00:15:49.850
were the business plan review that was providing a 360
219
00:15:49.850 --> 00:15:54.120
degree view of Boeing Commercial Airplane Group was each of
220
00:15:54.200 --> 00:15:59.629
the leaders did not delegate this update, this review this
221
00:15:59.669 --> 00:16:02.860
weekly review to their underlings or to a staff person.
222
00:16:03.120 --> 00:16:05.580
They were on the hook. They had to know the numbers.
223
00:16:05.639 --> 00:16:10.399
They had to deliver this information. And as part of
224
00:16:10.600 --> 00:16:14.080
their review for their part of the business, be it
225
00:16:14.120 --> 00:16:19.230
manufacturing or sales or marketing or any of the other
226
00:16:19.429 --> 00:16:25.029
functions within Boeing Commercial, they had external stakeholders. And just
227
00:16:25.070 --> 00:16:30.360
like the 777 program had involved pilots mechanics and flight
228
00:16:30.399 --> 00:16:36.879
attendants and the engine manufacturers, the fuselage manufacturers, all the
229
00:16:36.950 --> 00:16:40.750
parties that were needing to come together and work together
230
00:16:40.769 --> 00:16:45.789
to design and produce this world-class airplane called the 777,
231
00:16:45.789 --> 00:16:48.960
which by the way was a beloved airplane and it's
232
00:16:49.000 --> 00:16:53.480
been flying for decades. It was over budget and it
233
00:16:53.539 --> 00:16:58.950
was over schedule, but the
quality And the ongoing maintainability
234
00:16:58.970 --> 00:17:03.269
and usability of the airplane won all sorts of awards
235
00:17:03.330 --> 00:17:07.470
and is a wonderful example of when all the stakeholders,
236
00:17:08.210 --> 00:17:12.150
in other words, everyone who's needed to design and build
237
00:17:12.190 --> 00:17:16.349
the most successful airplane, why not bring that same principle,
238
00:17:16.809 --> 00:17:22.569
everyone is included into the running of the Boeing Commercial
239
00:17:22.589 --> 00:17:28.160
Airplane Group. And it seems unwieldy. how can everybody be involved?
240
00:17:28.619 --> 00:17:31.700
And so it is a bit selective. You can't have
241
00:17:32.069 --> 00:17:35.630
everybody in the room, but you have representatives. You have
242
00:17:35.670 --> 00:17:39.970
the leadership of each of those groups represented. And the
243
00:17:40.049 --> 00:17:45.190
leaders would be representing the third parties that were providing resources,
244
00:17:46.269 --> 00:17:50.789
intellectual property, problems when they weren't delivering.
245
00:17:50.809 --> 00:17:52.630
So yeah, there was a 360-degree view of.
246
00:17:54.819 --> 00:17:59.259
Of not only the internal operations of Boeing commercial, but
247
00:17:59.420 --> 00:18:04.660
also the stakeholders, the ecosystem that were part of the
248
00:18:04.740 --> 00:18:08.019
delivery of all of the products and services that Boeing
249
00:18:08.039 --> 00:18:11.940
commercial used. So everyone is included. It's a simple, but
250
00:18:12.019 --> 00:18:15.799
not easy concept. And yes, there is judgment as to,
251
00:18:16.299 --> 00:18:19.269
you know, who do you include? Is it really everybody
252
00:18:19.569 --> 00:18:23.670
or is it the key people that are required to
253
00:18:23.710 --> 00:18:28.559
work together? to further the mission, to deliver the roadmap,
254
00:18:28.980 --> 00:18:33.029
to move toward the strategy that the organization has created.
255
00:18:34.450 --> 00:18:40.529
A third principle, compelling vision, comprehensive strategy, and relentless implementation.
256
00:18:41.089 --> 00:18:44.759
I love that one because as I learned with Stacey
257
00:18:44.799 --> 00:18:48.619
Berger in the Passion to Purpose program, it all starts
258
00:18:48.680 --> 00:18:52.690
with vision. What do you want to create in the
259
00:18:52.730 --> 00:18:56.119
world and for whom? And a little bit of the
260
00:18:56.180 --> 00:19:00.339
why and the, and the more concrete that vision becomes
261
00:19:00.900 --> 00:19:06.799
and becoming emotionally connected to that vision, then magic will happen.
262
00:19:07.220 --> 00:19:09.779
And the story I like to tell about this is
263
00:19:09.880 --> 00:19:15.609
related to, um, Ford motor company. So Ford was really
264
00:19:15.829 --> 00:19:20.170
in trouble when Alan Mulally decided to say, yes, um,
265
00:19:20.819 --> 00:19:25.720
Bill Ford, I think he's the great grandson of Henry Ford.
266
00:19:26.180 --> 00:19:29.299
He at the time was the CEO of Ford and
267
00:19:29.859 --> 00:19:31.880
he knew he was out of his depth. So he
268
00:19:32.660 --> 00:19:38.190
courted Alan Mulally and Alan said yes. And when Alan arrived,
269
00:19:39.289 --> 00:19:42.890
the first business plan review meeting that they had, their
270
00:19:42.950 --> 00:19:46.730
weekly meeting, all of the PowerPoint slides were green.
271
00:19:47.509 --> 00:19:49.029
All of the stoplights were green.
272
00:19:49.509 --> 00:19:51.519
And at the end of the meeting, Alan kind of
273
00:19:51.559 --> 00:19:55.319
summarized by saying, so what you're telling me is that
274
00:19:55.400 --> 00:20:03.640
we are 100% on plan to lose $ 17.
275
00:20:00.640 --> 00:20:04.819
Billion this year. Is that right? Of course, there was
276
00:20:04.880 --> 00:20:08.680
just silence. But this idea that, yeah. Yeah.
277
00:20:09.210 --> 00:20:13.349
How are you going to really get clear about turning
278
00:20:13.390 --> 00:20:16.740
around a company that they admitted that, yep, they were
279
00:20:16.779 --> 00:20:19.940
on plan to lose $ 17 billion? Well, what Alan did
280
00:20:20.019 --> 00:20:23.380
was he went back into the archives of the Ford
281
00:20:23.420 --> 00:20:28.799
Motor Company, and he recognized that the Ford blue oval,
282
00:20:28.819 --> 00:20:32.930
you know, the classic kind of cursive Ford logo that
283
00:20:32.950 --> 00:20:36.450
you probably have seen in the past, was perhaps the
284
00:20:36.529 --> 00:20:41.660
rallying pride, the pride the focus of the organization. And
285
00:20:41.839 --> 00:20:45.519
once he hit on that idea, that the compelling vision
286
00:20:45.619 --> 00:20:49.289
was really to go back to what Henry Ford had said,
287
00:20:49.349 --> 00:20:55.369
which was to enable an automobile to be in every
288
00:20:55.430 --> 00:20:56.369
family's driveway.
289
00:20:56.789 --> 00:20:57.470
Think about that.
290
00:20:57.829 --> 00:21:02.799
Before Henry Ford invented the mass production line, cars were
291
00:21:03.400 --> 00:21:07.940
handmade and very, very, very expensive relative to what they are.
292
00:21:08.799 --> 00:21:09.539
Today, certainly.
293
00:21:10.160 --> 00:21:14.309
And so it was that vision that Henry Ford had
294
00:21:14.349 --> 00:21:21.170
that enabled Ford Motor Company to produce terrific vehicles at
295
00:21:21.190 --> 00:21:25.190
a decent price, where even the workers that were building
296
00:21:25.650 --> 00:21:28.569
the Ford Model A and Model T, et cetera, could
297
00:21:28.609 --> 00:21:33.599
afford these vehicles. And so Alan Mulally drew from that
298
00:21:33.859 --> 00:21:38.529
heritage and said, let's shed all of the other And
299
00:21:38.549 --> 00:21:40.289
I think at the time they had.
300
00:21:41.829 --> 00:21:43.910
Range Rover, they had.
301
00:21:43.930 --> 00:21:47.599
I'm blanking out now, but I'll put it in the
302
00:21:47.660 --> 00:21:52.319
show notes. They had Aston
Martin, they had Volvo. The
303
00:21:52.500 --> 00:21:57.829
previous CEO, even before Bill Ford, had been on an
304
00:21:57.960 --> 00:22:00.609
acquisition spree thinking that he was going to create a
305
00:22:01.170 --> 00:22:07.859
General Electric, Jack Welch-like agglomerate. And unfortunately in the automobile industry,
306
00:22:08.380 --> 00:22:11.680
all those different brands, they don't share parts. They don't
307
00:22:11.799 --> 00:22:16.819
share processes, very bespoke. Um, and when a company is
308
00:22:16.900 --> 00:22:21.579
losing $ 17 billion, the only way to get out of that,
309
00:22:21.619 --> 00:22:24.380
to turn that around is to focus and focus on
310
00:22:24.400 --> 00:22:29.670
your core. And so by Alan Malaly choosing the Ford brand.
311
00:22:29.990 --> 00:22:33.789
So at the time it would have been, uh, Ford Explorer, uh,
312
00:22:34.880 --> 00:22:37.880
They brought the Ford Taurus back, and it was the
313
00:22:37.920 --> 00:22:42.539
Ford brand that really carried that turnaround. So that compelling vision,
314
00:22:42.660 --> 00:22:47.500
comprehensive strategy, and relentless implementation all focused on that one
315
00:22:47.519 --> 00:22:53.750
key area. Another principle in practice is clear performance goals.
316
00:22:54.190 --> 00:22:59.009
So what I've learned from Alan is if you don't
317
00:22:59.069 --> 00:23:03.150
have a goal, you just have a statement of, hey,
318
00:23:03.269 --> 00:23:05.660
wouldn't it be nice if, That's just a dream.
319
00:23:06.240 --> 00:23:12.700
And dreams are exciting. Dreams are often compelling.
320
00:23:13.000 --> 00:23:16.440
But if they don't get grounded in a goal, they
321
00:23:16.819 --> 00:23:18.339
rarely get realized.
322
00:23:18.819 --> 00:23:19.700
And in the.
323
00:23:20.039 --> 00:23:24.339
Passion to Purpose program, the follow-on to that, the mastery
324
00:23:24.400 --> 00:23:27.059
of mind, what I've been learning is part of what's
325
00:23:27.079 --> 00:23:30.740
been keeping me stuck is I haven't had crystal clear
326
00:23:30.799 --> 00:23:35.759
goals before. they've not been really clear. I've had fuzzy
327
00:23:36.019 --> 00:23:39.240
performance goals about what it is that I want to
328
00:23:39.339 --> 00:23:42.460
create through Regenerative World Group. So part of what I'll
329
00:23:42.480 --> 00:23:45.160
be sharing in the coming weeks is, hey, how do
330
00:23:45.180 --> 00:23:49.660
I get really, really clear and then therefore say no
331
00:23:49.680 --> 00:23:56.009
to other things? And therein lies the power of vision
332
00:23:56.630 --> 00:24:01.390
and then breaking that vision down into clear performance goals.
333
00:24:01.880 --> 00:24:05.059
I'm going to do one more of the principles, and
334
00:24:05.109 --> 00:24:08.789
then I'm going to ask our fearless producer, Rebel, to
335
00:24:09.049 --> 00:24:12.450
start our quick commercial. But before we do that, we're
336
00:24:12.470 --> 00:24:17.230
going to do number five, which is one plan. So again,
337
00:24:17.250 --> 00:24:20.849
a simple but not so easy statement to make. What
338
00:24:20.869 --> 00:24:24.730
does it mean to have one plan? Well, when I
339
00:24:24.769 --> 00:24:29.819
went to Alan Mulally's business plan review, when he first arrived,
340
00:24:30.390 --> 00:24:34.490
I saw mostly red, a lot of yellow, and hardly
341
00:24:34.579 --> 00:24:38.859
any green stoplights colors. So he was brought in from
342
00:24:38.980 --> 00:24:43.500
Defense in Space to run Boeing Commercial because he had
343
00:24:43.640 --> 00:24:46.619
done such a great job turning around Defense in Space.
344
00:24:46.740 --> 00:24:51.670
And so the board and the then CEO, Phil Condit, said, hey, Alan,
345
00:24:51.690 --> 00:24:53.650
will you come and do what you did for Defense
346
00:24:53.690 --> 00:24:55.930
in Space with Boeing Commercial?
347
00:24:56.250 --> 00:24:59.140
And Alan said, absolutely, I I've been wanting to get.
348
00:24:59.099 --> 00:25:03.589
Back to Boeing commercial for a while, because obviously that's
349
00:25:03.619 --> 00:25:08.910
where he started his career as a cockpit engineer, designing
350
00:25:08.950 --> 00:25:14.019
cockpits for many, many of Boeing's most beloved airplanes, 727, 737, 757,
351
00:25:14.009 --> 00:25:16.650
and more. So high-performing organizations don't have multiple plans. They
352
00:25:16.670 --> 00:25:28.299
have one plan. And When I got invited back a
353
00:25:28.359 --> 00:25:32.579
year later to Alan's business plan review, I saw the
354
00:25:32.619 --> 00:25:38.220
power of this one plan concept where everybody understands the plan,
355
00:25:38.559 --> 00:25:42.500
where they're headed, and somewhat how they're going to get there,
356
00:25:42.539 --> 00:25:48.049
but being open to external events and obviously challenges that
357
00:25:48.089 --> 00:25:52.630
come up because these are complex products. So a year later,
358
00:25:52.650 --> 00:25:57.079
I saw hardly any red. a fair amount of yellow,
359
00:25:57.200 --> 00:26:00.900
but white a bit less than I was expecting, and
360
00:26:01.000 --> 00:26:06.109
mostly green soplates. On, again, this deck, this 360-degree deck
361
00:26:06.710 --> 00:26:11.150
of the State of the Union or the health check
362
00:26:11.490 --> 00:26:15.529
of Boeing Commercial Airplane Group. So it's really a detailed,
363
00:26:16.529 --> 00:26:19.670
measurable roadmap that shows how the organization is going to
364
00:26:19.849 --> 00:26:24.390
execute a strategy and achieve its targets. And every team
365
00:26:24.789 --> 00:26:31.440
understands and aligns their actions with the one plan. Simple,
366
00:26:31.480 --> 00:26:34.069
but not easy. But in my own personal experience, when
367
00:26:34.089 --> 00:26:37.670
I helped turn around the Corinthian Yacht Club, I had
368
00:26:37.710 --> 00:26:41.730
another project that I did related to Pacific Gas and Electric.
369
00:26:42.190 --> 00:26:44.950
And then the big one that I got to be
370
00:26:44.990 --> 00:26:49.130
a part of was turning around the $ 930 million smart
371
00:26:49.150 --> 00:26:53.240
meter program at BC Hydro, where we only had two
372
00:26:53.279 --> 00:26:55.920
years to do four years worth of work. And when
373
00:26:55.980 --> 00:26:59.339
I arrived, the team was already running late, which is
374
00:26:59.380 --> 00:27:02.819
not a good thing when your schedule is the fixed
375
00:27:03.299 --> 00:27:07.700
part of the project triangle, scope, schedule, and budget. You
376
00:27:07.740 --> 00:27:11.849
can only fix two of those three and schedule was sliding.
377
00:27:11.890 --> 00:27:15.470
And so that's a problem. And so getting really, really
378
00:27:15.529 --> 00:27:18.329
clear about that one plan and aligning everybody to that
379
00:27:18.430 --> 00:27:23.170
one plan and just being absolutely relentless in holding up
380
00:27:23.210 --> 00:27:28.430
the mirror and saying, how are we doing? And to never, ever, ever, never,
381
00:27:28.670 --> 00:27:33.529
ever blame the messenger. So Alan, I learned in Boeing,
382
00:27:33.589 --> 00:27:37.720
and I applied this in my implementations of working together,
383
00:27:38.259 --> 00:27:41.400
is you celebrate the Reds. Reds are our friend. Reds
384
00:27:41.460 --> 00:27:45.940
are telling us each other that we're willing to have
385
00:27:45.960 --> 00:27:48.650
the courage to tell the truth about what's really going on.
386
00:27:49.089 --> 00:27:51.930
And the story that I like to quickly tell about
387
00:27:52.029 --> 00:27:57.309
this is Mark Fields, who was Those first few weeks
388
00:27:57.650 --> 00:28:02.400
of the Ford business plan review meetings, stoplight charts green
389
00:28:02.579 --> 00:28:04.160
all across the board.
390
00:28:04.640 --> 00:28:07.980
Second week, all green. Third week, all green.
391
00:28:08.539 --> 00:28:12.539
Until finally, on the fourth week, Mark Fields, who is
392
00:28:12.559 --> 00:28:17.519
an executive running the Canadian business, division of Ford, he
393
00:28:17.559 --> 00:28:21.819
went red on a liftback problem for one of the
394
00:28:21.880 --> 00:28:25.880
key vehicles that was needed to deliver the revenue and
395
00:28:25.920 --> 00:28:29.859
the profit for the company. And the other executives who
396
00:28:29.940 --> 00:28:33.809
saw this slide go red, they thought to themselves, oh
397
00:28:33.829 --> 00:28:36.910
my gosh, the security is going to open up the doors.
398
00:28:37.349 --> 00:28:39.869
Security men are going to come in. They're going to
399
00:28:40.210 --> 00:28:43.390
pull Mark Fields out of his chair and whisk him away,
400
00:28:43.450 --> 00:28:46.150
never to be seen again, because that was the culture
401
00:28:46.190 --> 00:28:49.269
of Ford at the time. Don't deliver bad news to
402
00:28:49.890 --> 00:28:53.509
the head person. But Mark took Alan by his word,
403
00:28:54.130 --> 00:28:58.839
and Alan instead stood up and clapped and said, who
404
00:28:58.880 --> 00:28:59.839
can help Mark?
405
00:29:00.220 --> 00:29:01.119
And within two.
406
00:29:01.000 --> 00:29:05.059
Minutes, Mark had an engineer from another part of Ford,
407
00:29:05.579 --> 00:29:07.680
and there was a clear next step on how to
408
00:29:07.720 --> 00:29:10.650
go from red to yellow and yellow to green So
409
00:29:10.690 --> 00:29:14.440
that's just one small example of the power of one
410
00:29:14.519 --> 00:29:17.859
plan and being able to have the courage to speak
411
00:29:17.960 --> 00:29:22.339
truth about what's really going on so together the leadership
412
00:29:22.359 --> 00:29:25.559
team can solve problems. And I've seen that over and
413
00:29:25.700 --> 00:29:29.789
over again in my own implementations of the Working Together
414
00:29:29.950 --> 00:29:32.849
management system. So I'm going to invite you, Rebel, to
415
00:29:33.069 --> 00:29:35.349
run our short commercial. And when we're back, we'll be
416
00:29:35.390 --> 00:29:39.029
talking about the rest of the principles as well as
417
00:29:39.309 --> 00:29:42.019
start to look in the business plan review.
418
00:29:44.240 --> 00:29:48.609
You're listening to Regenerate with Captain Dave, your personal regenerator
419
00:29:48.789 --> 00:29:50.410
on K4HD Radio.
420
00:29:51.049 --> 00:29:51.809
We'll be right back.
421
00:29:55.740 --> 00:29:59.609
Are you feeling overwhelmed are you ready to regenerate and
422
00:29:59.690 --> 00:30:04.069
live the life of your dreams Start the transformation now.
423
00:30:04.710 --> 00:30:06.130
Call Captain Dave at 253-237-2558.
424
00:30:06.150 --> 00:30:07.089
Stop overthinking.
425
00:30:07.109 --> 00:30:12.119
Again, call 253-237-2558 or go to regenerativeworldgroup.com to book a free,
426
00:30:12.259 --> 00:30:31.069
no obligation clarity call. Let's get back to regenerate right
427
00:30:31.089 --> 00:30:36.980
here on K4HD Radio for more life-changing transformations. Here's your host,
428
00:30:37.400 --> 00:30:39.839
Captain Dave, your personal regenerator.
429
00:30:40.859 --> 00:30:43.900
Ahoy and welcome back. If you're just now joining us,
430
00:30:44.140 --> 00:30:48.160
we've been talking about the power of the working together
431
00:30:48.240 --> 00:30:53.309
management system as a way of translating an assessment that
432
00:30:53.349 --> 00:30:57.349
you did, perhaps from a couple weeks ago, our episode
433
00:30:57.410 --> 00:31:02.319
on assessments, Applying Regenerative Thinking. And then the next episode,
434
00:31:02.339 --> 00:31:07.720
we talked about strategy, leveraging Roger Martin's five questions. We
435
00:31:07.740 --> 00:31:09.900
took a little bit of a break while Dave went
436
00:31:10.009 --> 00:31:16.390
to Stacey Berger's Passion to Purpose program, where I really
437
00:31:16.430 --> 00:31:19.970
learned a lot about what was causing my strategy not
438
00:31:20.009 --> 00:31:23.549
to get fully realized. It was more about my
identity
439
00:31:23.890 --> 00:31:28.559
and my own self-sabotaging behaviors. But more on that when
440
00:31:28.599 --> 00:31:32.900
we get into how do you overcome your limiting beliefs
441
00:31:33.180 --> 00:31:35.819
and your challenges so you can actually realize the full
442
00:31:35.859 --> 00:31:39.109
potential of your strategy as a founder or a senior
443
00:31:39.150 --> 00:31:40.410
leader in an organization.
444
00:31:40.970 --> 00:31:43.549
And so now today we're talking about the roadmap.
445
00:31:43.589 --> 00:31:49.170
How do you translate the vision, the purpose into action?
446
00:31:50.089 --> 00:31:51.599
And where we last left off.
447
00:31:51.990 --> 00:31:56.480
Was we've been talking about the principles and practices of
448
00:31:56.500 --> 00:31:59.759
the working together management system. Uh, so the last one
449
00:31:59.799 --> 00:32:02.960
we talked about was one plan. The next number six
450
00:32:03.579 --> 00:32:09.640
is facts and data boring, right? But it turns out,
451
00:32:10.160 --> 00:32:14.960
how can you make really the best decision possible on
452
00:32:15.640 --> 00:32:19.380
where you're stuck, how to get unstuck, where the organization
453
00:32:19.519 --> 00:32:22.779
is aligned or not aligned facts and data. There is
454
00:32:22.819 --> 00:32:26.099
this thing called truth, uh, although it's been in short
455
00:32:26.119 --> 00:32:30.380
supply in recent years, I think when you're a founder
456
00:32:30.660 --> 00:32:34.349
or a senior leader of an organization, it's imperative that
457
00:32:34.609 --> 00:32:38.190
you create an environment where people not only do their
458
00:32:38.230 --> 00:32:41.309
best and most creative work, but when things go sideways,
459
00:32:41.829 --> 00:32:44.970
and they will, how do you as a leader create
460
00:32:45.009 --> 00:32:47.819
a safe space for people to tell the truth? And
461
00:32:48.119 --> 00:32:52.660
how do you model asking for, well, is that your opinion?
462
00:32:53.279 --> 00:32:58.460
Is that your Guess, how do you know? What's the
463
00:32:58.599 --> 00:33:01.799
evidence for the recommendation that you're making? In other words,
464
00:33:01.839 --> 00:33:04.619
what are the facts and data? And so this is
465
00:33:04.710 --> 00:33:08.450
partly what drives the business plan review and those stoplight
466
00:33:08.470 --> 00:33:13.269
charts is here's our data related to our forecast, what
467
00:33:13.289 --> 00:33:16.579
we're planning to do, and then here are the facts
468
00:33:16.619 --> 00:33:21.599
and data about our actual results. And when those two
469
00:33:22.119 --> 00:33:27.200
line up, We're green when the results are less than
470
00:33:27.279 --> 00:33:30.809
the forecast or less than what was committed. Then you
471
00:33:30.829 --> 00:33:34.529
start to go yellow. If they're really off, then you're red.
472
00:33:34.730 --> 00:33:37.569
Or if there is no plan to get back on track,
473
00:33:37.789 --> 00:33:41.970
then you're also red. And the other thing about facts
474
00:33:42.029 --> 00:33:46.779
and data is this idea of you can't manage a secret.
475
00:33:47.259 --> 00:33:48.079
It's true, right?
476
00:33:48.640 --> 00:33:53.430
If everybody is green, everybody... If the environment is not
477
00:33:53.529 --> 00:33:56.299
safe for people to speak the facts and the data,
478
00:33:56.890 --> 00:34:00.740
then you've got secrets. And it's really, really hard as
479
00:34:00.779 --> 00:34:04.380
the founder or the senior leader to manage an organization
480
00:34:05.059 --> 00:34:08.960
that has two different sets of books or what's publicly
481
00:34:09.039 --> 00:34:11.260
said is not what's actually happening.
482
00:34:11.760 --> 00:34:11.980
Yeah.
483
00:34:12.139 --> 00:34:15.960
So facts and data, you can't manage a secret. Another
484
00:34:16.019 --> 00:34:19.760
key principle of the working together management system. Number seven
485
00:34:20.159 --> 00:34:24.329
is everyone knows the plan. and what needs special attention.
486
00:34:24.510 --> 00:34:29.289
So this is where the leaders coming together once a week,
487
00:34:29.510 --> 00:34:32.610
ideally face-to-face, they get to.
488
00:34:32.909 --> 00:34:36.480
Learn each other's green, yellow, and reds.
489
00:34:37.159 --> 00:34:42.119
And we're basically one team with one plan, or that's
490
00:34:42.219 --> 00:34:46.099
the expectation. So how do we then come together when
491
00:34:46.500 --> 00:34:50.530
our brother or sister is red or yellow? How do
492
00:34:50.570 --> 00:34:54.309
we work together to help them? Um, so that's where
493
00:34:54.369 --> 00:34:57.150
special attention meetings come in and Alan, uh, had a
494
00:34:57.170 --> 00:35:00.829
number of different types of special attention meetings. Uh, one
495
00:35:01.110 --> 00:35:05.369
usually related to quality, uh, another one related to people, uh,
496
00:35:05.469 --> 00:35:09.030
another one related to strategy and that's where they would
497
00:35:09.380 --> 00:35:14.739
deep dive into actual problem solving. Yes. The Mark Fields
498
00:35:14.800 --> 00:35:18.380
example where Alan said, Hey, who can help Mark with
499
00:35:18.440 --> 00:35:21.559
this lift back problem? That's a little bit of problem solving.
500
00:35:22.079 --> 00:35:24.400
But I think he made an exception because he wanted
501
00:35:24.480 --> 00:35:29.679
to immediately recognize the courage that it took Mark Fields
502
00:35:29.739 --> 00:35:33.570
to go from all green to this one area red.
503
00:35:34.110 --> 00:35:41.010
And he wanted to immediately swarm, just like top automobile manufacturers,
504
00:35:41.230 --> 00:35:45.170
when somebody on the assembly line sees a defect and
505
00:35:45.210 --> 00:35:48.920
they pull the Andon cord and they stop the entire line,
506
00:35:48.960 --> 00:35:50.539
which is incredibly expensive.
507
00:35:51.039 --> 00:35:51.440
But then.
508
00:35:52.030 --> 00:35:56.849
engineers
and supervisors, they swarm on that workstation and they
509
00:35:56.989 --> 00:36:01.170
work together to figure out how do we stop the
510
00:36:01.250 --> 00:36:08.570
upstream quality problem that the assembly line worker had noticed
511
00:36:08.840 --> 00:36:12.579
and called out by stopping the line. So that's what
512
00:36:12.599 --> 00:36:17.059
I think Alan's purpose was. He wanted to get as
513
00:36:17.599 --> 00:36:21.780
much attention on Mark's problem and solve that problem as
514
00:36:21.800 --> 00:36:24.719
quickly as possible, which would then be reinforcing to the
515
00:36:24.780 --> 00:36:28.030
rest of the executives, ah, you're not going to have
516
00:36:28.070 --> 00:36:30.630
the security come open the door and whisk you away
517
00:36:30.690 --> 00:36:31.070
never to.
518
00:36:31.050 --> 00:36:31.690
Be seen again.
519
00:36:31.710 --> 00:36:36.030
Ah, if I go green to yellow or yellow to red,
520
00:36:36.590 --> 00:36:38.929
I'm going to get the support that I need to
521
00:36:38.989 --> 00:36:42.730
make things better. And when there's a lot of those
522
00:36:42.789 --> 00:36:46.489
kinds of things, which Alan certainly had when he was
523
00:36:46.510 --> 00:36:49.590
turning around the Ford Motor Company, the special attention meetings
524
00:36:49.889 --> 00:36:53.639
that would immediately follow the weekly business plan review, which
525
00:36:53.699 --> 00:37:00.219
is basically a status meeting, whereas the special attention meetings
526
00:37:00.500 --> 00:37:04.900
are where the rolling up the sleeves and working cross-functionally,
527
00:37:06.099 --> 00:37:10.199
really looking at the root cause, looking at the constraints, brainstorming,
528
00:37:10.789 --> 00:37:14.309
and then picking a path, committing to that path, and
529
00:37:14.349 --> 00:37:18.610
then monitoring the progress of that new path. to turn
530
00:37:18.670 --> 00:37:26.030
that stoplight part of the executive's review from red to yellow,
531
00:37:26.570 --> 00:37:30.380
yellow to green. Number eight of the working together principles
532
00:37:30.409 --> 00:37:35.119
and practices are propose a plan, have a positive find-a-way attitude.
533
00:37:35.260 --> 00:37:36.260
I love this, right?
534
00:37:36.320 --> 00:37:38.960
Because if you think you can or you think you can't,
535
00:37:38.980 --> 00:37:43.480
the famous Henry Ford quote, you're right. This, I think,
536
00:37:43.519 --> 00:37:47.300
was modeled brilliantly by by Alan. I think it's one
537
00:37:47.320 --> 00:37:50.139
of the reasons why I was so inspired to adopt
538
00:37:50.260 --> 00:37:54.099
his working together management system, not just the process of
539
00:37:54.139 --> 00:37:57.539
the system, but the behavior of the leader, the mindset
540
00:37:57.639 --> 00:38:01.369
and the behavior of the leader. And it's amazing to
541
00:38:01.429 --> 00:38:04.829
me as a person of influence, which again, that's the
542
00:38:04.869 --> 00:38:07.969
definition of a leader, someone who has influence, when they
543
00:38:08.010 --> 00:38:12.289
look behind them to see who's following them, generally the
544
00:38:12.309 --> 00:38:15.929
people that are following them are following because they believe
545
00:38:15.949 --> 00:38:22.059
that the leader is solid values based, fair, going to
546
00:38:22.099 --> 00:38:25.980
do the right thing. Um, you know, basically is going
547
00:38:26.000 --> 00:38:30.239
to come up with that approach, uh, and, and hold
548
00:38:30.280 --> 00:38:33.670
people able, but doing it in as positive a way
549
00:38:33.829 --> 00:38:38.090
as possible. Now I did see, and sometimes hear rumors
550
00:38:38.170 --> 00:38:43.269
that Alan was brutal in his, um, digging in when
551
00:38:43.349 --> 00:38:47.849
somebody was either not telling the whole truth or was
552
00:38:48.309 --> 00:38:53.550
procrastinating or just didn't want to participate. He was very candid,
553
00:38:53.570 --> 00:38:59.059
very direct, but in public, incredibly positive. And I think
554
00:38:59.119 --> 00:39:02.039
that's what great leadership is all about, finding a way,
555
00:39:02.579 --> 00:39:04.380
being positive, and.
556
00:39:04.519 --> 00:39:05.820
It starts at the top.
557
00:39:06.260 --> 00:39:10.500
So for you, founders and senior leadership of your organizations,
558
00:39:10.659 --> 00:39:15.500
if you're not getting the results that you really, really want,
559
00:39:15.860 --> 00:39:19.780
if you don't feel that the team is aligned, if
560
00:39:19.820 --> 00:39:22.380
the environment that you're trying to create to help them
561
00:39:22.519 --> 00:39:25.469
do their best and most creative work is not working,
562
00:39:25.489 --> 00:39:29.510
start with yourself. Start with looking at what might be
563
00:39:29.570 --> 00:39:33.300
the reason your positivity or lack of it might be
564
00:39:33.340 --> 00:39:38.039
getting in the way. Number nine, respect, listen, help, and
565
00:39:39.360 --> 00:39:44.059
appreciate each other. I think that's pretty obvious, but everybody
566
00:39:44.119 --> 00:39:48.099
deserves the leader's respect and appreciation. And I think one
567
00:39:48.119 --> 00:39:55.139
of the least expensive uses of the public, authentic and vulnerable,
568
00:39:55.679 --> 00:40:00.199
timely appreciation, it is probably the best way to motivate
569
00:40:01.059 --> 00:40:03.679
individuals or teams. And I did that to great effect
570
00:40:04.099 --> 00:40:07.380
early on with Kai Hewey, who is my box buddy,
571
00:40:07.900 --> 00:40:13.019
the director that was working together, he and I, with
572
00:40:13.199 --> 00:40:17.360
the leadership team for the engineering group that included all
573
00:40:17.389 --> 00:40:22.170
the software and systems people, the network and engineering people.
574
00:40:22.889 --> 00:40:27.030
So we would bring up individuals and or whole teams
575
00:40:27.380 --> 00:40:32.480
to our monthly whole team review. And it
was just
576
00:40:33.000 --> 00:40:36.559
so great to be able to see people light up
577
00:40:37.000 --> 00:40:40.860
when you as the leader brought them on stage and told,
578
00:40:40.889 --> 00:40:47.050
you know, public, vulnerable and authentic and timely appreciation. It
579
00:40:47.130 --> 00:40:51.059
won so much respect and people that were in the
580
00:40:51.159 --> 00:40:54.070
audience said, what can I do to be a part
581
00:40:54.110 --> 00:40:54.429
of that?
582
00:40:55.070 --> 00:40:58.230
All right. Number 10, emotional resilience, trust the process.
583
00:40:58.769 --> 00:41:03.630
I think that is such a challenging thing, especially when
584
00:41:03.650 --> 00:41:06.090
you're at the top, because it's very lonely at the
585
00:41:06.130 --> 00:41:10.739
top and it's not a safe place to show weakness.
586
00:41:12.019 --> 00:41:17.500
But again, I realized that I was able to be
587
00:41:17.579 --> 00:41:21.710
very vulnerable and authentic during the BC Hydro program. And
588
00:41:21.750 --> 00:41:25.409
when I made a mistake, I would publicly admit that
589
00:41:25.550 --> 00:41:27.710
and say, here's what I learned and here's what I'm
590
00:41:27.730 --> 00:41:30.489
going to do to clean up my own mess. And boy,
591
00:41:30.510 --> 00:41:33.429
did I get a lot of kudos from people who said, wow,
592
00:41:33.809 --> 00:41:37.820
we've never seen a director at BC Hydro or any
593
00:41:37.840 --> 00:41:41.300
of our contractors admit to making a mistake in a
594
00:41:41.360 --> 00:41:45.539
public forum. And what were the lessons learned and what
595
00:41:45.559 --> 00:41:48.199
are you going to do to fix it? And that
596
00:41:48.260 --> 00:41:52.570
gave people then permission to be much more likely to
597
00:41:52.610 --> 00:41:56.030
speak up when they made their own mistakes because we're
598
00:41:56.050 --> 00:41:58.190
human beings. We're trying to do the right thing, but
599
00:41:58.929 --> 00:42:01.710
sometimes things don't happen the way we would like. And
600
00:42:01.750 --> 00:42:03.780
it goes back to the, you can't manage a secret
601
00:42:04.380 --> 00:42:09.119
and facts and data, admitting a mistake, but then showing
602
00:42:09.159 --> 00:42:11.440
what you're going to do to fix it and not
603
00:42:11.500 --> 00:42:15.420
hide behind the mistake. It just, it's so freeing to
604
00:42:15.480 --> 00:42:19.159
a team. And then the last but not least, have
605
00:42:19.219 --> 00:42:22.980
fun and enjoy the journey and each other. So I
606
00:42:23.039 --> 00:42:27.119
love this one because we spend probably more hours of
607
00:42:27.159 --> 00:42:30.949
the day with our work families than we do with
608
00:42:31.210 --> 00:42:37.969
our biological or families through marriage. And what I've recognized
609
00:42:38.010 --> 00:42:39.989
there is how important.
610
00:42:39.630 --> 00:42:41.969
It is to play.
611
00:42:42.429 --> 00:42:46.099
And so when we were leading the BC Hydro program
612
00:42:46.219 --> 00:42:50.300
it was intense but every friday we take a about
613
00:42:50.340 --> 00:42:54.190
an hour at the end of the day and we
614
00:42:54.210 --> 00:42:59.789
would have costume contests for halloween we did holiday potlucks
615
00:43:00.110 --> 00:43:04.889
we did a limbo competition um we we did some
616
00:43:05.449 --> 00:43:09.190
uh fun arts and crafts projects you know cross-functionally as
617
00:43:09.250 --> 00:43:12.650
teams anything that we could think of to get people
618
00:43:12.690 --> 00:43:16.369
to come together to laugh to to play There's just
619
00:43:16.429 --> 00:43:21.780
something magical about when you get adults feeling safe, they're
620
00:43:21.820 --> 00:43:28.099
willing to be a little bit humbled, self-effacing. People see
621
00:43:28.179 --> 00:43:31.059
others as real people, especially the leadership team.
622
00:43:31.820 --> 00:43:32.929
We led by example.
623
00:43:34.250 --> 00:43:39.090
People really appreciated that kind of commitment. So I hope
624
00:43:39.389 --> 00:43:42.670
that as I wrap this segment up, this episode up,
625
00:43:43.119 --> 00:43:48.599
Go back to some of those earlier episodes on assessment, strategy,
626
00:43:49.199 --> 00:43:54.139
and now this one on roadmap. And they form the
627
00:43:54.179 --> 00:43:58.530
basis of how do you take an idea and turn
628
00:43:58.570 --> 00:44:04.590
it into actual deliverables and delivery of outcomes. And next week,
629
00:44:04.809 --> 00:44:08.409
we're going to be picking up the topic of constraints
630
00:44:09.050 --> 00:44:13.380
and how do we identify bottlenecks and swarm those bottlenecks.
631
00:44:13.780 --> 00:44:16.280
Because even though you have a roadmap and you've got
632
00:44:16.320 --> 00:44:18.880
the working together principles and you've got your business plan
633
00:44:18.900 --> 00:44:22.510
review and your stoplights, there's just a lot going on, right?
634
00:44:22.650 --> 00:44:23.610
A lot of moving parts.
635
00:44:23.710 --> 00:44:28.110
And so how do you, as the leader, think about
636
00:44:28.590 --> 00:44:31.929
where to focus? And The Theory of Constraints, a book written,
637
00:44:33.090 --> 00:44:36.019
Eli Goldratt, who wrote a book called The Goal, is
638
00:44:36.239 --> 00:44:39.760
where we're going to be picking up this process. So
639
00:44:40.380 --> 00:44:43.400
If you like this episode, I invite you to like
640
00:44:43.480 --> 00:44:49.460
it and share it and subscribe. If you feel compelled,
641
00:44:49.679 --> 00:44:52.510
we always appreciate your comments. I read every one of
642
00:44:52.550 --> 00:44:59.510
them and look forward to seeing you next Monday on k4hd. com
643
00:44:58.769 --> 00:45:02.710
or your favorite podcast platform. And on behalf of Rebel Meddler,
644
00:45:02.730 --> 00:45:08.030
our producer, and the entire Talk4Media team, stay healthy, stay safe.
645
00:45:08.469 --> 00:45:11.360
We need you. Now let's go regenerate.
646
00:45:12.469 --> 00:45:15.550
Thank you for listening to Regenerate with Captain Dave on
647
00:45:15.630 --> 00:45:19.469
K4HD Radio. We invite you to give yourself grace and
648
00:45:19.489 --> 00:45:23.179
embrace the messy middle. See you every Monday at 10 a.m.
649
00:45:23.239 --> 00:45:39.559
Pacific time. Until then, you got this. Thank you.