Leadership Influence & Alignment: Five Essentials for Business Growth

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All right, welcome back into the studio, and we are continuing on with our five essentials for record growth, what we call the Five to Thrive.
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We're currently in our leadership pillar, the very first of the five to thrive, and we're currently talking about the four core dimensions of leadership.
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We are coming off vision and strategy, and now in part two of this series, we're gonna be diving into influence and alignment.
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Before I start breaking this down, I want to kind of give you a nice analogy.
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If you're a car fan out there, you're really gonna get this.
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I want you to look at as I talk about this throughout this particular course in this podcast, I want you to look at influence as the engine of leadership, while alignment is the direction.
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Okay, I'm gonna say that again.
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Influence is the engine, and alignment is the direction.
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Now, the mistake is made saying, well, the faster engine I have, the faster I'm gonna get there.
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Not true.
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And you're gonna find that out.
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Now, if you have a stronger engine, that's gonna help you, right?
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But that's where alignment is gonna come in on how straight can we get there, all right?
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So the better the influence, the more power the engine will provide.
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Now, the better the alignment, the straighter you will go.
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So together, in harmony, the two will get you there much quicker.
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Look at this, you could have a strong engine.
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Engine could be operating on all cylinders, right?
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But if we take 55 unnecessary turns along the way, that's where the chaos, the lack of efficiency is gonna take us longer to get there.
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Okay, if we have a strong engine and we've got directions that only make us turn three times on the way to our goal, right?
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We're gonna get there a lot faster because now we're pairing the engine with the right directions.
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All right, so influence and alignment is what we're gonna be diving into.
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Now, leadership isn't about control or positional authority, as we talked about already.
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We're gonna talk about it some more, right?
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It's rather about influence, which is persuading people to move willingly.
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That goes back to what we've already talked about in part one of this series, right?
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Is which is easier?
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The idea or changing human behavior to get the idea installed.
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And obviously, having the idea is easier, but that's why the idea really isn't the go-getter.
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It's how you implement the idea, it's how you change human behavior, and that's what influence is gonna talk about, persuading people to move willingly.
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And alignment is more ensuring everyone moves in the exact same direction.
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Think about that.
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If you have Judy going left, Barry going right, you've got this person going this way, this person going that way, you're not gonna get there very fast.
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That is why alignment is the direction.
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It goes back to all four of those people.
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Those people I was just using examples, they could be moving fast, baby.
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They may have the strongest engine on the planet, but they're all going in different directions or rowing in different directions or driving in different directions, and therefore your business will not succeed because of it.
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Now, without alignment, high influence creates chaos in different directions.
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Just what I was just talking about.
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Without influence, clear alignment remains an unused strategy on paper or a great idea that sits on the shelf.
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I think that is well, I think that is worth talking about again.
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And I love the car analogy mixed with the directions because this is so true.
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Without alignment, high influence creates chaos in different directions.
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Okay, and that goes back to you can have the fastest engine, strongest engine, v8 power, v12 power, whatever it is.
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But if the directions are all over the place, you're still not going to get there as fast as somebody that's got a slower engine with proper straight-ahead alignment.
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You get the point.
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Okay, other way around, without influence, clear alignment remains an unused strategy on paper.
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That idea that sits on the shelf, like so many of you have when you come back from events or you try to hire somebody that comes in with ideas.
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You have your own ideas, your team has whatever it is.
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This is why your ideas don't work.
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This is why leadership and culture, the first two parts of the Five to Thrive, this is why they are always, by far and away, the best marketing investment you will ever make, but few people can fully comprehend it.
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Now, there's three core elements, three mechanisms, if you will, of influence.
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I want to dive into that right now.
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And the very first one I'm gonna call relational trust.
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That is built through consistent behavior.
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I want to stop right there.
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And the consistent behavior is difficult.
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Not only is consistency difficult for a kid, consistency is difficult for adults these days.
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According to Microsoft, we have a one second less attention span than a goldfish, right?
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Congratulations to us.
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We should be so proud that we are dumber than a goldfish.
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But this is what you're up against.
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Yes, you're up against short attention spans, lack of consistency with people that you want to say, hey, I'm out here, come buy for me, right?
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Repeat, buy from me, be a compliant customer, client, or patient, right?
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Yeah, that's hard.
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It's hard with your team, right?
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Because they're getting them to be consistent is hard, but just so much it's hard to get you to be consistent.
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Having consistent behavior to where you're not all over the place.
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You go to the latest event, buy eight things, come back, overwhelm your team.
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Nothing gets implemented, and you think that's gonna fix your problems.
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It doesn't.
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The five to thrive fixes your problems, and it starts with building through consistent behavior on relational trust with influence, right?
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So if you're gonna be an impact leader that inspires, that motivates, that influences, you must be consistent.
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Listen to me, you must be consistent.
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Your team, if you're switching things every six months or even a year, year and a half, your team's all over the place.
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They know you're wasting their time.
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Every single time you try to implement something, the team's like, yeah, here we go again.
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You know, Dr.
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Jones or Barry the restaurant owner, or whatever it is, here it is again, the flavor of the month.
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You're never gonna get buy-in.
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You must be consistent.
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It must have consistent behavior, active listening and transparent communication.
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So, active listening, that's the psychology of active listening.
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This is one of the reasons why I say going through all of our courses together as a team, having me on stage together as a team watching, when I come into your business together as a team, because active listening in this case, it applies to everybody in the office, from you to your team, from the CEO to the janitor, everywhere in between.
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And when we're teaching that initial phone call, if it's practices, that new patient call, if it's something else, it could be that new customer, potential new customer call, that initial incoming inbound phone call.
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Step two of our scripting is active listening.
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So not only does your receptionist get to learn it as far as that goes, and without being an active listener, you cannot offer great experiences to your customers.
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You cannot offer leaders out there positions of rank and business owner, you cannot offer great experiences to your employees if you're not a good active listener.
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Team members watching, if you're not a good active listener, you're not gonna offer good experiences to each other.
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You're not gonna offer a good experience to the business owner, the entrepreneur, right, the executive, whatever it may be.
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Active listening applies to all everybody across the board at all of your skill sets.
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And in this case, if you want to be a good influencer, a good motivator, a good inspirer, if you will, active listening is absolutely imperative.
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And so is transparent communication.
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Look, simply put, people align with leaders they trust.
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So oftentimes, when when I'm hired, I come in to people's businesses.
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The employees are like, I didn't even know you were coming in.
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We have a brand new onboarding process because of that.
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But it's like, look, there was no transparent communication.
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There was no expectations set, right?
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There was no edification.
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We were not set up for success.
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The team members didn't even know who the heck we were, right?
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There is no transparent communication.
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You can't just snap your fingers in this economy with all the different generations, with how bad parents are raising their kids, with a blame society.
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You can't just snap your fingers and say, Judy, do it.
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And Judy's gonna go, oh, yes, sir, okay, I'll do it.
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I'll do it at the highest levels.
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It doesn't work that way anymore.
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So relational trust is built through consistent behavior, active listening, and transparent communication.
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And like I said, people align with leaders they trust.
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Let's talk about the second part of the three mechanisms of influence, and that is contextual clarity, communicating the why behind decisions rather than just the what.
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Something I've been teaching for many, many years now.
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And this is something that's much easier done if you enjoy it, right?
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This is something I am passionate about.
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I love, I love explaining the why.
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And it goes back to what is our vision that I've already talked about, right?
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Inspiring, educating, and motivating, right, to change mindsets.
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That is the vision.
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Everything that I do and all the companies that I have, right, go into that vision.
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Okay, so looking at this, communicating the why, I love it because that is how we transform mindsets.
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You don't get up and transform mindsets by saying, do it.
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Here's the rule, go follow it, right?
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Old school doesn't work anymore.
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So I am passionate.
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I absolutely love, love, love explaining the why.
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But what if you're a person that does it?
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What if you're this person that's like, oh my God, just I'm sick of the why.
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Joey, just do it.
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Judy, just do it.
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You don't need a reason.
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And we're all getting those modes, right?
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As business owners, right?
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A lot of times it's easier to coach than it actually is to do.
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Sometimes, as business owners, we're just like, look, you don't need a reason, just freaking do it.
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Right.
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And that is especially true if you don't passionately enjoy this stuff.
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What you have to understand in this economy, this new economy, with all the different generations, different cultures, different backgrounds, different beliefs, you must be asked your master the why, period, whether you like it or not.
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And we have several courses that dive in.
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Our diffusion of innovations dives into where and how you sit on the bell curve so you can identify how you deal with change.
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And we have hundreds of more hours when it comes to change and things like that.
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Point of me bringing that up is you may not like it, but you must embrace it.
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And I will go back to that over and over and over and over again.
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Right?
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Change is hard for a lot of people.
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Doing it different is hard for a lot of people, but that doesn't mean you have to like it, but you do have to understand you must embrace it because that is what great leadership in this new economy is all about.
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You must master the why.
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When team members understand the broader context, self-alignment increases, right?
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It's not guaranteed.
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And I'm not saying that just because you even master and you're great at saying at explaining the why and selling the why and educating about the why, it doesn't mean that everyone's gonna be on board, right?
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At some point, you've got to put your foot down and you've got to understand some people are low trust, Navy SEALs teaching that we have, some people are just lower trust, and you do have to let them go, right?
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It should be a last resort kind of thing.
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You should motivate, inspire, educate, try to get them on board, right?
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Sell the value, sell the why.
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And some of you out there, you don't even know your why, and that's part of the problem, right?
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You don't have a vision or your vision is lackluster, right?
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Compared to what we talked about in the first part of this series, right, which will be linked below as well as the next part that's coming.
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Right, you have to know your why.
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If you don't know your why, you're never gonna be able to sell it.
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And the why cannot be, again, what you do, your vision cannot be what you do, what you sell.
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It cannot be number related.
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You're gonna put people to sleep.
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You're never going to motivate them.
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You must communicate the why.
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And as you get better at this, your self-alignment, your chances of increase.
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Not guaranteed, but they certainly increase.
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And then reciprocal value, aligning the organization's goals with the individual's personal and professional aspirations.
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Hey everybody, Brian Wright of the Brian Wright Show.
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Let's step away for a moment and I want to talk to you about a live webinar.
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I'm gonna be delivering all the details and the date, the time, everything you're gonna need to register, it's all linked below.
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Just click that and you're gonna have everything you need to come and enjoy something that's gonna be awesome.
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I'm gonna dive deep into Five to Thrive.
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So no matter what your goals are, if you're somebody that's wanting more new patients, more new customers, more new clients, if you want to increase sales conversion, offer a better patient experience, client experience, learn more about leadership and culture, how to build and set your business up for success so all the ideas get implemented at the highest levels.
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Whatever your goals are, this webinar is gonna cover some pretty amazing things for you.
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It's gonna be interactive.
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Come with your questions.
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We're gonna have live QA.
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Make sure to come with your questions because I want to make sure to give my expertise to you, help you out in whatever direction you want to go.
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Our clients are gonna be there.
00:12:35.759 --> 00:12:37.039
We'll have some podcast followers.
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It's gonna be interactive and you're gonna learn a lot.
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I'm gonna be giving away a couple free on-demand courses on that webinar, as well as some other special offers.
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It's gonna be a great time.
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Come and see me.
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Look forward to seeing you there.
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And let's get back to today's episode.
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This one can be vastly misunderstood.
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This does not mean, if you own a business, that your business has to be wrapped around Susie's life.
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That is not what this says.
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What this goes into, and this is part of our recipe for the transformational leadership curriculum and all the stuff that goes deep, deep level with our training, is this is you caring enough about your people, right, to know what their personal and professional aspirations are, their personal and professional goals are, right?
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So you can align, whether it be bonuses, whether it be the training and development of your people, right?
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You can outline a path for them to get promoted, make more money, right?
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You can do things like that so you can align them with their personal and professional aspirations.
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This is something, again, I've talked about this before.
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I'll talk about it a thousand times again.
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You know, when I say what's your production, what's your what are your how many new patients did you get last month?
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How many new customers did you get last month?
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What is your new client forecast for the next quarter?
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Right?
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What did you collect?
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What are your revenue forecasts?
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Everybody out there, you can answer those questions.
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Business owners, executives, management teams, corporations, small businesses, entrepreneurs, all of you can give me that data.
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But then I say, okay, Judy that works at your front desk, right?
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How many kids does she have?
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What's her husband's name?
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What are her personal and professional aspirations?
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And you sit there blank stared.
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You have no idea.
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And this is why I teach what I teach.
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Your people are real freaking people, right?
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They're on they're the boots on the ground.
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There's some corporations where the people at the top don't even talk to the boots on the ground.
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It drives me nuts.
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You have these MBAs sitting at top making all these decisions without even talking to the people that are on the freaking ground floor that know more about what your corporation needs than you ever will when you're not on the ground floor.
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You don't go to the events, you don't walk into people's businesses, you're way up here, your people are down here.
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That's how you view it too, which is sad.
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They're the boots in the ground, and you don't even talk to them.
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You have no idea who they are as people.
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These are the people that work their butt off for you to make your quarterly objective, your, you know, to achieve all your projections, your numbers, make the board happy, make you make whoever happy happy.
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Your people are real people.
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They have problems outside work, right?
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They have challenges personally and professionally, and you know nothing about them.
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And shame on you if you're that type of leader that is so finite, numbers-oriented that you forgot about the freaking people that actually make those numbers a reality.
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Shame on you if you're that kind of leader, because that goes back to position of rank, authority, and title, meaning that you aren't a leader at all.
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We have to align the organization's goals with the individual's personal and professional aspirations, which is very powerful if you know how to do it.
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And again, going through this, we have teachings on everything that I'm going through, this mass overview of the five to thrive.
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So you get insights and in-depth viewpoints on how this helps you dominate.
00:15:51.360 --> 00:15:54.559
So let's talk about tactics to drive organizational alignment.
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We just talked about how important it is.
00:15:56.639 --> 00:16:02.559
We talked about how influences your engine and alignment is the directions to get there, right?
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So the better alignment, the fewer turns that we're gonna have to make.
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So we're gonna get there with a faster engine and we're gonna get there faster because the directions, the alignment are straight, as few a turns as we possibly can.
00:16:14.320 --> 00:16:18.799
And the very first one that I want to talk about is agree on non-negotiables.
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Now, what that is, is define core outcomes clearly while leaving the implementation open to autonomy.
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I'm gonna work backwards here.
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This is for many of you out there difficult because many of you out there, you're micromanagers, you overlook and oversee everything, you try to catch people making mistakes, you look over people's shoulders, you turn one way and say, I can't trust Judy.
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Well, you have an empowered Judy, right?
00:16:45.919 --> 00:16:52.240
Judy is nervous beyond imagination to make a mistake because every time she does, you're right there to catch her and scold her.
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Right?
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Autonomy is allowing people really to make their own decisions, right, without having oversight, without them having to go to you for every single one, right?
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They're open and free to do so.
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If they do happen to make a mistake, you look at that and go, that's okay, right?
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I am proud of you.
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You made this decision on your own, right?
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The outcome wasn't the best, but that's okay.
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Let's talk about it, right?
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We'll talk about it, we'll go through everything.
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That way, next time you make a better decision, right?
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But this is how we learn as an organization, it's how we grow.
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That is totally different than busting your people's butt every single time they make a mistake.
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They get so scared that there's no way you can have autonomy.
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There's not a chance.
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And when you talk about defining core outcomes clearly, like that's really a combination of lead versus lag measures, right?
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You take the baseball analogy, right?
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A core outcome may be, hey, look, baseball player, we're gonna take you from a 270 batting average and we're gonna take you to a 280 batting average, and we're gonna do so over the course of the next two months of the season.
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Okay, so that's a define a core outcome.
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Now, that would be defined as a lag measure, right?
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And if you're familiar with the teachings, the lag and the lead, the lag you have no control over.
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The leads are the controllables that you focus on and get better at because you have full control over it.
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And as you get better, the lag that you can't control will eventually go in your direction.
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That doesn't mean it's gonna happen tomorrow, right?
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It's it's it's but it will happen, right?
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It's a win, not an if.
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And you can relate so many things, uh health, your relationship, business, your career, you can relate so many things to what is on this screen, defining core outcomes, because the other piece of the core outcome is that you've got to define, you can't, again, I've said this in past podcasts and on-demand content, said this on stage a thousand times.
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You can't just tell the player, we're gonna take you from a 270 batting average to a 280 batting average.
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Good luck, bye.
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I'm gonna check in, you know, every week we're gonna have a meeting, and I'm gonna look at your average, and I'm gonna go, what the hell?
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It's going backwards.
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Come on, get better, get better, get better.
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And so many of you out there have such pathetic meetings, and all they are about the freaking batting average.
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You aren't giving your team any guidance.
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Whether you're the VP of sales, you're not, you're you're going over your quotas and Joe, did you make the sale?
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You're going over all the things they can't control.
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You aren't going over the things that are gonna make them better.
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So when I say court outcomes, yeah, that is, we're gonna take our sales from A to B.
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We're gonna take our revenue from A to C.
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We're gonna take our batting average from 270 to 280.
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That's one, but that's the lag.
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Then you've got to take your lead measures and you've got to define that out.
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Right?
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We're gonna take more cut, we're gonna take more swings in the batting cage, right?
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Right now, the you're struggling with curveballs.
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So we're gonna put the pitching machine on curveballs and you're gonna hit 500 of them every single day with me watching, giving you feedback.
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Right?
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That is controllable, right?
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Don't you see it, right?
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But all of you, not all of you, but many of you out there, especially the corporations, you can't get the data out of your freaking brain.
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And because of that, your meetings suck.
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Your meetings suck because you were focused constantly on things nobody can control.
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And it's just like the weight scale.
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You can do everything right, but Susie's got a slow metabolism and she's doing everything right, it may take her a year.
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Right?
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Joey's got an even slower metabolism, it may take him two years.
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Meanwhile, Mary has got a fast metabolism, she's doing everything right, it takes her a month.
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Again, and it's again, the weight scale will take time.
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There are variables, there are uncontrollables.
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But if the constant focus is the controllables, you will kick everybody's butt.
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And it's pretty much guaranteed because that is not the way corporations run it, and unfortunately, that's not the way small businesses run it, and most entrepreneurs out there, you don't do it either.
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So defining core outcomes is both the controllables and the uncontrollables, define it clearly, and again, the autonomy is so important.
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Now, last one is establishing a feedback loop, or excuse me not the last one, the next one is establishing a feedback loop.
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Regularly audit alignment through one-on-ones, team roundtable sessions, and cross-departmental synchronization.
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Now, here's what I mean by that.
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Starting from the bottom with this synchronization, we are huge believers of cross-training.
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It is ridiculous how many of you out there, right, will isolate your team, create unnecessary divisions.
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One arm doesn't know what the next one's doing, one leg doesn't know what the next one's doing, one hand doesn't know what the next one's doing.
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And this is why we call 800 numbers and Susie answers and she's like, I can't help you.
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Then you get transferred, Joey answers, and he's like, I can't help you.
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And then you get in meanwhile, every single person you talk to, you have to repeat yourself because they're not trained through leadership to have the viewpoint of why would your customer ever need to repeat themselves.
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And that goes into our hardcore trust transfer training, which that goes into both sales and hospitality, right?
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Both passionate, passionate ways to grow your business.
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But neither work without the leadership and culture first and these five to thrive.
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All right.
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So we huge cross training.
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And that's exactly what this is talking about, right?
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You can't isolate team member and team member, right?
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Especially small businesses.
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You create such unnecessary headaches by doing the same mistake, making the same mistake corporations make, by having way too many job descriptions, way too many layers, way too many decision makers, always function.
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Apple's always been great at this.
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They still, as a corporation today, function like a small business.
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You talk to Joe, Joe can make a decision without talking to anybody else.
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You talk to Sam, Sam can make a decision without talking to anybody else.
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That is how you implement FAST.
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It's how there's not 18 layers of stagnation, if you will.
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Barry's got to talk to Joe because Joe has too much of an ego to just let Barry do what he does best.
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It's a disaster.
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And a lot of times in your small business, it's the same freaking way.
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You've got eight employees, yet you want to have departmental meetings, right?
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And there's nothing wrong, just like in the NFL.
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Like sometimes they've got, you know, the offensive line meets together, the quarterbacks meet with the quarterback coach.
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There's nothing wrong with doing that.
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But what can't be absent and absent consistently is the full team meeting together, practicing the playbook together.
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So that way one team member can see how the other team member's job functions.
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She can learn or he can learn skill sets in case she's ever put in those same situations.
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There's so many positive things.
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And there's no negative other than you may have to move a little slower to get things implemented, but there's nothing wrong with that either, because a lot of times the slower you go, that doesn't mean slow implementation.
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It means fast implementation, right?
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But then until you've implemented it great, you don't focus on anything else.
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That actually, in the long term, gets you going faster than trying to do 18,000 things at once.
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And regularly audit alignment through one-on-ones.
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There's a lot of times employees really need those one-on-ones.
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They could be one-on-one role plays, it could be one-on-one feedback, it could be one-on-one discussions.
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Maybe they're uncomfortable doing those things in front of their team, right?
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And they just choke and they just freeze up and they can't be at their best.
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Right?
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People need, especially those that quality time is their love language, right?
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They need one-on-ones.
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And I don't think it's done enough in businesses.
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And it makes it hard if you're a corporation of 50,000 people, 50,000 employees.
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Sometimes those things become harder and harder, but they're still absolutely doable.
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And it's something that should be done.
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Team roundtable sessions, getting together as a team, uh, vocalizing frustrations, vocalizing problems they have, right?
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Going back into this regularly audit alignment, right?
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If you're starting to go on different directions, right, you're not going to get there without a bunch of chaos because everyone's turning in different directions.
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Again, looking at alignment as the directions.
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The straighter we can go, the faster we can get there, right?
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It's stronger the engine and the straighter we go, we get there even faster.
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Right.
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But if you're having team roundtables and you're constantly auditing these things, you can find out very quickly and very easily are we on the same page?
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Are we keeping that alignment?
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The next one, lead through disagreement.
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Practice the disagree and commit philosophy.
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Ensure all voices are heard during planning, but demand unified execution once a path is chosen.
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I I like this message I put here.
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One of consensus leadership is one of the biggest surefire ways of failing in this new economy.
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Now let's finish because some of you out there go, well, that's totally different than what you see here, what you just said, Brian, and that's not true.
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Okay, there's a difference between sitting down, explaining your why, explaining your vision, trying to inspire, motivate, educate to transform mindsets, trying to get your team to buy in, trying to get the alignment there through influence, right?
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And get the alignment to where it needs to be, like we're talking about.
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That is totally different than letting your team make the decision for you.
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I cannot tell you how many business owners I have talked to over many, many years doing what I do at a high level that wanted to do it.
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And they said to me on the phone, Well, I need to talk to my team about this, and I knew they would never move forward.
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Period.
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So that is that is not leadership.
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That's like letting your kids run the household.
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Now, employees watching, I'm not saying you're a kid, right?
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But sometimes the business owner knows better than you.
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And and great leaders are gonna intentionally put you in uncomfortable positions.
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Positions that if you can overcome you being uncomfortable and you can get better, it is going to help you thrive in your career and make more money.
00:26:25.039 --> 00:26:33.200
And also you're gonna help the business thrive as well and grow like a weed, or be more efficient, have more fun, less stress, less chaos.
00:26:33.359 --> 00:26:33.519
Right.
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When you say that, my goal is for you to have all of those things and more.
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Right?
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So there is a difference between talking about it amongst, getting your team's feedback.
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There is a difference between that, which I'm a big believer in, versus letting them make the decision for you.
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That is not leadership.
00:26:50.240 --> 00:26:58.480
So, yes, get everybody's opinion, sell them, inspire them, influence them, motivate them, transform that mindset, get them excited about your idea, yes.
00:26:58.720 --> 00:26:59.279
Have a talk.
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Is there any concerns?
00:27:00.559 --> 00:27:02.160
Is anyone uncomfortable about this?
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Any objections?
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All, yes.
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Right.
00:27:05.279 --> 00:27:07.599
But if they then say, you know, Dr.
00:27:07.839 --> 00:27:16.079
Joe or Barry the the hotel owner or whatever it may be, if they just say, well, you know, we just shouldn't do this, if you go, okay, we won't, right?
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Now you're permissive.
00:27:18.000 --> 00:27:20.160
That kind of leadership style does not work.
00:27:20.319 --> 00:27:22.400
It will never retain high-level talent.
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As a matter of fact, it'll drive them out your door.
00:27:24.559 --> 00:27:28.559
You're gonna learn a lot about that in our four our four parenting types of business.
00:27:28.720 --> 00:27:31.119
Great course, great teaching, one of my favorites.
00:27:31.200 --> 00:27:38.960
And that podcast, by the way, is one of the most downloaded of the nine seasons of the Brian Wright show.
00:27:39.200 --> 00:27:48.960
Right now, we're gonna be moving on as we continue on with these four core elements, and we're gonna be moving into execution and accountability.
00:27:49.119 --> 00:27:51.680
I'm gonna link it below, and we'll see you over there.