Teamwork At The Highest Level

WEBVTT
00:00:00.320 --> 00:00:02.479
The last T is teamwork.
00:00:02.479 --> 00:00:14.640
Because that's really the kind of the holy grail of leadership, is when the team is actually operating at the highest level it can operate, and the leaders leading at the highest level.
00:00:14.880 --> 00:00:29.839
Welcome to First Lead You, a podcast dedicated to building leaders, expanding their capacity, improving their self-awareness through emotional intelligence, and developing deeper understanding of selfless leadership.
00:00:30.079 --> 00:00:36.640
Hello, America, and welcome to First Lead You, where we believe selfless leadership is essential.
00:00:36.640 --> 00:00:40.479
America is suffering a leadership crisis.
00:00:40.479 --> 00:00:46.719
Self-awareness and emotional intelligence is the key to developing selfless leaders.
00:00:46.880 --> 00:00:50.479
Now, here is personal growth coach, John Ballinger.
00:00:50.719 --> 00:00:53.439
Hello, leaders, and welcome to First Lead You.
00:00:53.439 --> 00:00:57.200
My name is John Ballinger, and I'm here with my trusted co-host, Mr.
00:00:57.200 --> 00:00:58.000
Douglas Ford.
00:00:58.000 --> 00:00:59.200
Good afternoon, John.
00:00:59.200 --> 00:01:00.240
How are you?
00:01:00.240 --> 00:01:02.640
My brain is weary, Mr.
00:01:02.640 --> 00:01:03.200
Ford.
00:01:03.840 --> 00:01:04.799
It is weary.
00:01:04.799 --> 00:01:06.159
I'm glad you gave that answer.
00:01:06.159 --> 00:01:08.719
I was wondering, like, what is he going to say when I ask him how he's doing?
00:01:09.040 --> 00:01:10.159
Yeah, my brain is weary.
00:01:10.159 --> 00:01:12.079
You know very well why it's weary.
00:01:12.079 --> 00:01:36.400
But uh, and I'll tell the audience uh, because I am uh hopeful that some of the things that get hurt on this podcast, not just from a leadership standpoint, but from some of the things that we talk about that we do at First Lead U and our other companies actually resonate a little bit with the leadership and say, maybe I would want to do that.
00:01:36.400 --> 00:01:55.280
Uh this past weekend I spent uh probably about 50 hours uh in uh family mediation, family law mediation training, uh doing some live mediations, uh family conflict, things like that.
00:01:55.280 --> 00:02:05.280
And I'm telling you, folks, it is needed in America because it seems like we're more we're more conflicted than we've been since I've been alive, which has been a little bit.
00:02:05.280 --> 00:02:09.680
And families are more conflicted than I've ever seen them.
00:02:09.680 --> 00:02:22.960
And as I mentioned to the uh class that I was going through with, there's a movie that came out recently called Knives Out, and I felt like every day that's the way it was with these families.
00:02:22.960 --> 00:02:26.800
I mean, the knives were out and they were just gonna stab each other.
00:02:26.800 --> 00:02:29.360
And I'm like, gracious, what is that about?
00:02:29.360 --> 00:02:32.479
I mean, so it it's it's grueling.
00:02:32.479 --> 00:02:35.840
Somebody's with an S needs to do it.
00:02:35.840 --> 00:02:45.360
Um, there's not enough people, I don't, in my opinion, that want to step up and put themselves into harm's way to help people navigate through life.
00:02:45.360 --> 00:03:00.240
But I kept telling the team and people focus on the children, focus on the children, because if you focus on the children and you come out of this, they're less, they're not as scathed as they would have been had you continued with the knives out.
00:03:00.240 --> 00:03:10.159
And it gives them a better opportunity uh moving forward in life because as we talk about, those early childhood challenges create scars.
00:03:10.719 --> 00:03:10.960
Yeah.
00:03:10.960 --> 00:03:15.759
What would you say is uh one of the key attributes that a person needs to have?
00:03:15.759 --> 00:03:22.240
You you just kind of invited everybody to maybe pursue that or uh certainly say that we need more people doing that.
00:03:22.240 --> 00:03:32.560
What's one of the key attributes that um if someone's going on their leadership leadership journey, self-development journey, and they're like, yeah, I feel like maybe that's something I could do to help somebody.
00:03:32.560 --> 00:03:33.039
What would you say?
00:03:33.360 --> 00:03:34.159
That's a great question.
00:03:34.159 --> 00:03:40.560
And the instructor did a great job of telling us before we showed up to do a kind of a gave us some homework.
00:03:40.560 --> 00:03:44.800
And the homework was writing an active listening statement.
00:03:44.800 --> 00:04:04.960
And so I would tell the audience if you are good at listening to information and disseminating that information to understand like the dynamics of what's going on, you're a person that could be utilized greatly because most people get caught up in the emotion and they don't actively listen.
00:04:04.960 --> 00:04:06.960
And so they're missing a lot of information.
00:04:06.960 --> 00:04:23.759
And she gave us a test on the last day based on a question she asked the first day to see how many would get it, who was actively listening to what the question was, and then everybody else had everybody had a like a very small response.
00:04:23.759 --> 00:04:32.639
And the test was match the response to the person in the class three days, no, four days later.
00:04:33.040 --> 00:04:33.360
Okay.
00:04:34.639 --> 00:04:36.720
Yeah, that was that was interesting.
00:04:37.040 --> 00:04:41.839
So so she asked a question, everybody gets she recorded the responses.
00:04:41.839 --> 00:04:46.079
Now she wanted people to match what those responses were four days ago to the person.
00:04:46.399 --> 00:04:47.279
So she had two columns.
00:04:47.279 --> 00:04:51.040
Here's the name, here's the response, which one goes with what person?
00:04:51.040 --> 00:04:51.839
Gotcha.
00:04:51.839 --> 00:04:52.399
Yeah.
00:04:52.399 --> 00:04:54.800
I missed two out of 15.
00:04:54.800 --> 00:04:57.120
But there were seven people that got them all right.
00:04:57.439 --> 00:04:58.000
Oh wow.
00:04:58.000 --> 00:04:58.800
Yeah.
00:04:58.800 --> 00:04:59.839
That's awesome.
00:05:00.000 --> 00:05:02.639
Yeah, and there's some people that just did not listen.
00:05:02.639 --> 00:05:07.360
But uh, so active listening is incredibly important.
00:05:07.360 --> 00:05:10.399
Emotional intelligence would be the second thing I would say.
00:05:10.399 --> 00:05:21.920
So if you can take your act active listening and emotional intelligence, you would be somebody that could help people navigate through things because emotions are at a greater height and people just don't listen.
00:05:21.920 --> 00:05:24.319
So those are the two things.
00:05:24.560 --> 00:05:24.800
Yeah.
00:05:24.800 --> 00:05:30.639
And of course, those are two things that we talk a lot about listening and uh emotional intelligence.
00:05:30.639 --> 00:05:31.040
Yeah.
00:05:31.680 --> 00:05:34.319
So here we are at the end of chart, Mr.
00:05:34.319 --> 00:05:34.800
Ford.
00:05:35.040 --> 00:05:35.519
Dun dun.
00:05:36.319 --> 00:05:36.720
Yeah.
00:05:36.720 --> 00:05:42.800
Now we are going to have a little add-on next podcast, but it's not part of the C H A R T.
00:05:42.800 --> 00:05:45.120
It is how leaders react.
00:05:45.120 --> 00:05:48.959
It's fight, flight, freeze, or fawn, and we're going to do that in one podcast.
00:05:48.959 --> 00:05:52.319
But this is the end of chart, and this has been a journey.
00:05:52.319 --> 00:06:05.199
Uh season three has been mostly made up of chart, and we've talked about the the challenges that a leader has in embracing the totality of the chart, but we're on our last T.
00:06:06.720 --> 00:06:07.360
That's great.
00:06:07.360 --> 00:06:09.360
Which is I was looking for my sound effect.
00:06:09.360 --> 00:06:10.319
Here we go.
00:06:12.079 --> 00:06:12.480
Yeah.
00:06:12.480 --> 00:06:19.040
The last T, and this is, I think it's uh, what does it say?
00:06:19.040 --> 00:06:20.000
Apropos?
00:06:20.000 --> 00:06:21.600
Is it apropos?
00:06:21.600 --> 00:06:24.639
That the last T is teamwork.
00:06:24.639 --> 00:06:38.160
Because that's really the kind of the holy grail of leadership is when the team is actually operating at the highest level it can operate, and the leader's leading at the highest level, what happens?
00:06:38.399 --> 00:06:39.279
You get teamwork.
00:06:39.519 --> 00:06:41.360
It'll be what Jethro told Moses.
00:06:41.360 --> 00:06:43.120
All their lives were better.
00:06:43.120 --> 00:06:43.920
Exactly.
00:06:43.920 --> 00:06:45.600
Which is what we're looking for.
00:06:45.600 --> 00:06:46.240
Exactly.
00:06:46.240 --> 00:06:48.160
Can I read the definition of teamwork?
00:06:48.160 --> 00:06:49.360
Please do.
00:06:49.360 --> 00:06:52.560
Oxford Dictionary again.
00:06:52.560 --> 00:06:59.519
The combined action of a group, especially when effective and efficient.
00:06:59.519 --> 00:07:05.279
Now I That was kind of quick, so let's let's do that again.
00:07:05.279 --> 00:07:11.120
The combined action of a group, especially when effective and efficient.
00:07:11.519 --> 00:07:14.879
And that's what we want for everybody to have effective, efficient teams.
00:07:15.199 --> 00:07:15.600
Right.
00:07:15.600 --> 00:07:17.759
And we want them to be combined.
00:07:17.759 --> 00:07:19.600
Like we want them joined together.
00:07:19.600 --> 00:07:33.279
I've talked about in the past that one strand of rope is not as strong as multiple strands put together and what it can pull, what it can hold in place, uh, what it can anchor in a ship.
00:07:33.279 --> 00:07:38.399
Think about the ship when that rope goes out into the water to anchor it so it doesn't move.
00:07:38.399 --> 00:07:40.399
Think about how big the ship is.
00:07:40.399 --> 00:07:44.000
Well, think about how big that piece of rope is that comes off that anchor.
00:07:44.000 --> 00:07:44.399
Right.
00:07:44.399 --> 00:07:44.959
Right?
00:07:44.959 --> 00:07:48.160
Or the chain or how but but for years there were ropes.
00:07:48.160 --> 00:07:48.959
Yeah.
00:07:49.279 --> 00:07:54.480
Well, certainly the mooring ropes that they or the side of the yeah.
00:07:54.720 --> 00:08:05.120
So those ropes get tossed over and they have to hold that in, hold that ship in so that when the water starts doing what the water does, and as a leader, the water's gonna get rough.
00:08:05.120 --> 00:08:19.040
And you need to you need to make sure that your ropes, your people, are a combined group that can effectively and efficiently move the organization forward during those rough waters.
00:08:19.040 --> 00:08:21.360
And they're looking to you as a leader.
00:08:21.360 --> 00:08:36.159
So what we thought we would do on this podcast is we would just kind of go back and go through chart and talk about the C H A R T that leads to the ultimate word, the end word teamwork.
00:08:36.159 --> 00:08:45.360
Because if you do these things as a leader, and you'll start seeing the teamwork actually start maturing as you develop chart into yourself as a leader.
00:08:45.600 --> 00:08:45.759
Right.
00:08:45.759 --> 00:08:53.360
Yeah, and as we've talked about, I mean, well, while it is kind of a top-to-bottom list, all these things are happening in a dynamic fashion.
00:08:53.360 --> 00:09:02.639
Like you're you may be doing a C and an A and an R and a T and an H and a C and a R all at the same time in any given day or week.
00:09:02.639 --> 00:09:05.519
Uh you're not trying to master from top to bottom.
00:09:05.519 --> 00:09:14.879
You're just trying to understand each of these concepts so that as you need them, you pull them in and utilize them to be more effective and efficient.
00:09:15.120 --> 00:09:15.440
Yeah.
00:09:15.440 --> 00:09:24.159
I thought as I'm looking at the chart, it says under your path to better leadership under the C H A R T.
00:09:24.159 --> 00:09:27.759
We were asked how.
00:09:27.759 --> 00:09:30.879
Everybody kept asking, well, yeah, but tell me how to do it.
00:09:30.879 --> 00:09:36.559
I've read all these books, I do all these things, I go to these conferences, but they don't tell me how to do it.
00:09:36.559 --> 00:09:39.200
So we started putting together a chart.
00:09:39.200 --> 00:09:49.600
Out next to chart, we started putting out just, I mean, these are four and five word sentences, phrases, whatever you want, so that you could print this off.
00:09:49.600 --> 00:09:57.360
And like Douglas said, there are going to be times that you go in on a Monday and you realize, oh, I need to have A out.
00:09:57.360 --> 00:10:00.159
Because this is what's going on today, AA.
00:10:00.159 --> 00:10:02.720
Oh, no, today's a C day.
00:10:02.720 --> 00:10:10.960
This is for you to refer back to as a leader based on what's going on in your life so that you have this in front of you.
00:10:10.960 --> 00:10:22.480
And then what will happen, and you'll see this happening, it'll start becoming knowledge that turns into wisdom because you won't really need the chart anymore on paper.
00:10:22.480 --> 00:10:24.080
It'll be in your head.
00:10:24.080 --> 00:10:26.879
And you'll actually know when this is going on.
00:10:26.879 --> 00:10:30.480
Oh, and I'll I'll start with C, for example.
00:10:30.480 --> 00:10:34.799
C is coach, commander, cop, and counselor.
00:10:34.799 --> 00:10:40.159
The coach sentence is guides others to reach their potential.
00:10:40.159 --> 00:10:45.200
There may be a day you go to you go in and somebody is just not reaching their potential.
00:10:45.200 --> 00:10:47.840
You need them to, you've invested in them.
00:10:47.840 --> 00:10:54.240
It's important that that person actually is successful in that position.
00:10:54.240 --> 00:10:56.720
You have to make a decision as the leader.
00:10:56.720 --> 00:11:01.759
Do I invest in that person because I want them to reach their potential?
00:11:01.759 --> 00:11:03.440
Or do you discard them?
00:11:03.440 --> 00:11:09.039
Too many companies will say, I don't have time, just discard that person.
00:11:09.039 --> 00:11:12.159
You don't know what effect it's had on that person.
00:11:12.159 --> 00:11:15.919
But too many times I see people just write somebody off.
00:11:15.919 --> 00:11:19.519
Now I've I've used that statement to don't write them off yet.
00:11:19.519 --> 00:11:21.919
Have you done this, this, and this before you done?
00:11:21.919 --> 00:11:22.720
Well, no.
00:11:22.720 --> 00:11:28.879
So you're gonna write them off, have a void, have to find somebody else.
00:11:28.879 --> 00:11:30.240
You don't know what you're gonna get.
00:11:30.240 --> 00:11:31.919
You don't know what's in the marketplace.
00:11:31.919 --> 00:11:51.360
And with everything going on and the dynamics of the marketplace right now, if there's any possibility that you could develop someone versus have to go through the selection process and the money that cost to not know what you're really gonna get if you've got some investment in this person, take a little time to do that.
00:11:51.360 --> 00:11:57.360
On the commander side, lead decisively with vision and authority.
00:11:57.360 --> 00:12:02.480
There's gonna be times that you need to plow forward and people need to see.
00:12:02.480 --> 00:12:05.200
I'm doing that because the boss said we're doing that.
00:12:05.200 --> 00:12:09.519
Cop, enforce standards with fairness and integrity.
00:12:09.519 --> 00:12:15.039
Counselor, listen deeply, offer wise guidance.
00:12:15.039 --> 00:12:28.000
So if you took those four as a leader and started mastering those and knew which hat to pull out at what specific time during your day, week, month, and year, think about how much better a leader you would be for your team.
00:12:28.399 --> 00:12:31.440
Yeah, I would definitely say these are these are the big hats, right?
00:12:31.440 --> 00:12:46.240
Like these are the big categories that you're gonna uh see and experience throughout any kind of given time frame as a leader and understanding which one of those matches the situation that you're involved in.
00:12:46.240 --> 00:12:53.200
And being and again, we talked about this um dynamically, like from conversation to conversation that could change.
00:12:53.200 --> 00:12:56.399
Like it's not it's not just all day, like I'm just gonna coach all day.
00:12:56.399 --> 00:13:17.840
That's just gonna no, because whoever comes to you may need a counselor, or there could be a cop situation where you need to go in like, hey, we're not doing these things up to standard, or maybe there's you know, there could be safety issues, or could be any number of things where you're having to enforce the regulations, so to speak, of an organization or uh uh some sort of a governing body.
00:13:17.840 --> 00:13:30.960
But um it really that's kind of I think one of the key things to leadership is is understanding how to effectively switch hats throughout a day or whatever.
00:13:30.960 --> 00:13:31.519
Yep.
00:13:31.519 --> 00:13:32.000
Yeah.
00:13:32.799 --> 00:13:34.480
This this is the original letter.
00:13:34.480 --> 00:13:35.519
Remember this one?
00:13:35.519 --> 00:13:38.320
This one goes back years and years and years.
00:13:38.320 --> 00:13:43.440
I've been using the H before chart was developed for well over a decade.
00:13:43.440 --> 00:13:55.360
Uh I this first one is just to me, it's what business leaders, government leaders, try just listen, we're all humans.
00:13:55.360 --> 00:14:00.960
And out beside it, leadership starts with valuing every person.
00:14:02.639 --> 00:14:07.759
If we could just if we could just do that, that that would help us all a lot.
00:14:08.320 --> 00:14:09.200
Absolutely.
00:14:09.200 --> 00:14:11.519
We're all we all have value.
00:14:11.519 --> 00:14:15.840
We may not always agree, we're not going to, we may not always understand.
00:14:15.840 --> 00:14:22.000
I had a meeting before this one with a family that drove down from Michigan to meet with me.
00:14:22.000 --> 00:14:26.159
Now, that's a pretty that's a long haul, right?
00:14:26.159 --> 00:14:41.759
And it was a family issue, and I looked at the elderly mom and her son, and I said, I knew in five minutes why for three years you all have talked about this and couldn't move.
00:14:41.759 --> 00:14:47.120
Because what you say he doesn't hear, and what he says you don't hear.
00:14:47.120 --> 00:14:51.200
And automatically that's created conflict, and so you both just shut down.
00:14:51.200 --> 00:14:55.039
And the lady's 93 years old.
00:14:55.039 --> 00:14:59.200
And she said, she looked at me and she said, He won't listen to me.
00:14:59.200 --> 00:15:02.480
And I said, Because he doesn't hear what you're saying.
00:15:02.480 --> 00:15:09.279
And then she said, But in in ten minutes, you've understood that.
00:15:09.279 --> 00:15:12.000
I said, Yeah, because I listened.
00:15:12.000 --> 00:15:16.639
You all weren't listening, you were already shutting each other off before the words got out.
00:15:16.639 --> 00:15:21.039
Now they left and they're happy.
00:15:21.039 --> 00:15:24.399
They're gonna go back to Michigan.
00:15:24.399 --> 00:15:35.679
But three years they have wrangled with this, embittered and fussed and argued, and in a very short amount of time, life was better.
00:15:35.679 --> 00:15:40.720
But the important part is that there's a value.
00:15:40.720 --> 00:15:43.440
She's 93, she's almost done.
00:15:43.440 --> 00:15:45.360
Most people are done done.
00:15:45.360 --> 00:15:46.559
Right?
00:15:46.559 --> 00:15:51.759
But she still has value to life, and I explained that to the son and the daughter-in-law.
00:15:51.759 --> 00:15:54.080
Like, don't discount that life.
00:15:54.080 --> 00:16:01.919
And for for leaders, don't do not listen to me, do not discount the people that you've selected to be in your organization.
00:16:01.919 --> 00:16:05.039
Do not discount their value to your organization.
00:16:05.039 --> 00:16:09.200
Human nature, every one of us have them.
00:16:09.200 --> 00:16:13.360
Understanding behaviors to inspire and motivate.
00:16:13.360 --> 00:16:16.000
We're all different, we're wired differently.
00:16:16.000 --> 00:16:20.960
We come from different walks of life, different circumstances of life that's made us who we are.
00:16:20.960 --> 00:16:25.360
And I tell business leaders, when you select someone, you now own all that.
00:16:25.360 --> 00:16:28.000
What are you gonna do with it?
00:16:28.000 --> 00:16:32.720
You give them human resources, not the department.
00:16:32.720 --> 00:16:35.919
Nurture talent for long-term success.
00:16:35.919 --> 00:16:42.240
You've selected them, now it's your responsibility to develop them as the leader.
00:16:42.240 --> 00:16:50.320
Finally, doing that, doing that investment creates the human capital needed in the organization.
00:16:50.320 --> 00:16:56.559
And when you invest in people, those people will invest in your organization and the organization will rise.
00:16:56.559 --> 00:16:59.600
I've seen it time and time and time again.
00:16:59.600 --> 00:17:05.359
Conversely, when you don't, they don't, and it doesn't.
00:17:05.359 --> 00:17:07.359
It being the organization.
00:17:07.359 --> 00:17:10.480
Awareness.
00:17:10.480 --> 00:17:15.359
See clearly to lead effectively.
00:17:15.359 --> 00:17:21.119
You've heard me say it many times, in order to see, you must first look.
00:17:21.119 --> 00:17:23.440
Excuse me.
00:17:23.440 --> 00:17:27.359
In order to yeah, in order to see, you must first be looking.
00:17:27.359 --> 00:17:30.559
Most people don't start looking.
00:17:30.559 --> 00:17:32.880
And you have to look.
00:17:32.880 --> 00:17:43.519
You have to, I'm not saying that everybody's talented enough to see around the corners and over the hills, but at a minimum start looking because that creates awareness.
00:17:43.519 --> 00:17:48.400
Be adaptable, adjust strategies to meet new challenges.
00:17:48.400 --> 00:17:51.200
How fast is society moving right now?
00:17:51.200 --> 00:17:52.559
Very fast.
00:17:52.559 --> 00:17:56.559
I mean, it is like and we threw AI on top of it.
00:17:56.559 --> 00:17:58.559
So we were already moving fast.
00:17:58.559 --> 00:18:04.319
When we didn't respond to a text message, I mean we're just talking about text messages.
00:18:04.319 --> 00:18:15.200
It can just wreck somebody's day if you weren't responding to a text message quick, or when a document wouldn't download quickly, or you couldn't get on a website quickly.
00:18:15.200 --> 00:18:23.680
And now we threw AI in there, and then we put numbers on how many milliseconds it took to come up with something.
00:18:23.680 --> 00:18:27.440
I mean, what are we doing to our brains by doing that?
00:18:27.440 --> 00:18:34.079
Like, we're programming our brains that everything has to be done at warp speed, and if it doesn't, it wrecks us.
00:18:34.079 --> 00:18:37.680
So learn to be adaptable.
00:18:37.680 --> 00:18:39.279
Approachable.
00:18:39.279 --> 00:18:42.480
Be open to ideas and concerns.
00:18:42.480 --> 00:18:47.279
As a leader, you must be approachable.
00:18:47.279 --> 00:18:57.759
Do not be that person that walks in, slams the door, or creates a temperamental environment where everybody says, I don't know what their boss's temperature is today, but I don't want to go anywhere around them.
00:18:57.759 --> 00:19:00.079
Be approachable.
00:19:00.079 --> 00:19:09.359
And last, before we go to break, another difficult one that I've had to deal with personally with leaders, be appreciative of your people.
00:19:09.359 --> 00:19:13.279
Recognize efforts to inspire continued growth.
00:19:13.279 --> 00:19:20.400
There are some leaders that I've actually had to sit in a room with somebody and say, tell that person you appreciate them.
00:19:20.400 --> 00:19:25.680
And that leader literally, it's like they've got super glue on their mouth.
00:19:25.680 --> 00:19:28.079
They don't know how to do it.
00:19:28.079 --> 00:19:35.680
And I'm thinking, this person sitting there has done these things for you, and you have no idea how to tell them you appreciate it.
00:19:35.680 --> 00:19:38.000
So that person will leave.
00:19:38.000 --> 00:19:44.079
We'll get some mild something out of them, and they'll leave and say, you know, if I tell them they're doing a good job, they'll stop.
00:19:44.079 --> 00:19:46.480
Like what?
00:19:46.480 --> 00:19:51.279
Well, I don't do that because if I tell them they're doing a good job, they'll stop doing a good job.
00:19:51.279 --> 00:19:54.640
I said, where'd that line of thinking come from?
00:19:54.640 --> 00:20:03.599
Well, my boss told me, like, oh, so what your old boss said is tell everybody they suck all day long and they'll do a good job for you.
00:20:03.599 --> 00:20:04.640
Is that what you're telling me?
00:20:04.640 --> 00:20:05.920
Well, yeah.
00:20:05.920 --> 00:20:08.400
That's one of those Mr.
00:20:08.400 --> 00:20:12.079
Four, that's not a post-COVID leadership trait right there at all.
00:20:12.240 --> 00:20:12.480
No.
00:20:12.880 --> 00:20:14.480
So, so we're gonna take a break.
00:20:14.480 --> 00:20:22.720
We're gonna go, we're gonna finish up with R and T and do a little homework uh for for the leader.
00:20:22.720 --> 00:20:25.599
Uh, but yeah, we'll be back after the break.
00:20:39.359 --> 00:20:42.160
Hello, First League Youth listeners, Douglas Ford here.
00:20:42.160 --> 00:20:50.480
I want to take just a few seconds during this break to say thank you for spending a few moments with us as we discuss the challenges and opportunities of being a leader.
00:20:50.480 --> 00:20:56.799
We hope that in every episode you find some bit of information that will help you on your own personal leadership journey.
00:20:56.799 --> 00:21:12.079
In order to reach more people and to improve our position on all the podcasting and social media platforms, it's important that you subscribe to our podcast on your favorite podcasting platform like Apple, Spotify, or any other platform where you listen to First Week View.
00:21:12.079 --> 00:21:18.480
We would really appreciate you clicking on the subscribe button to help us reach more people and expand the message of First Week U.
00:21:18.480 --> 00:21:22.319
And please, take time to visit the First Week 2 website.
00:21:22.319 --> 00:21:29.039
That's number one, S2, the word lead, and the letter U.com.
00:21:29.039 --> 00:21:32.000
Firstly, dot com.
00:21:32.000 --> 00:21:38.000
Number one, S2, the word lead, and the letter U.com.
00:21:38.000 --> 00:21:43.119
I hope you have a great day as you continue to learn to first lead.
00:21:43.119 --> 00:22:06.640
Today we are talking about our final peak at Chart Across it, which is teamwork.
00:22:06.640 --> 00:22:24.000
And by way of reflection, we're going back through all of chart and explaining how understanding chart helps you to create teamwork, which, as we heard earlier, the definition is a group that is working effective and efficiently together.
00:22:24.000 --> 00:22:41.519
And so we've gotten through uh the C's, which uh talk about how you really need to approach leadership and the different roles that you might uh be called upon as a leader uh on any given day and any given time during uh the course of a work week.
00:22:41.519 --> 00:22:50.960
Uh then we moved into the H, which all have to do with uh our understanding of human, human capacity, human nature, human resources.
00:22:50.960 --> 00:22:57.599
And then uh finally uh the A before we went to break, we talked about awareness, adaptable, approachable, and appreciative.
00:22:57.599 --> 00:23:05.200
And these are all qualities that you need to uh have as a leader that helps you connect better with your team.
00:23:05.200 --> 00:23:08.559
And so we're gonna round that out with uh R and the T.
00:23:08.559 --> 00:23:10.799
And uh so, John, you want to lead us through that?
00:23:11.200 --> 00:23:11.759
Sure.
00:23:11.759 --> 00:23:16.640
Uh the uh beginning of R's relationship.
00:23:16.640 --> 00:23:23.519
We've talked about how to create real relationships, which is another difficult thing for a leader.
00:23:23.519 --> 00:23:33.279
And we've we're saying when we say these things are difficult, we're saying it because we are dealing with leaders that tell us and have shown us that it's tough to have real relationships with their team members.
00:23:33.279 --> 00:23:35.039
Nobody's taught them how to do that.
00:23:35.039 --> 00:23:50.079
Create barriers and you know, guardrails and make sure that they're they're close enough to where they have the relationship, but the boundaries are there in the event that you know they're not getting too close, so they can't use the relationship against the leader.
00:23:50.079 --> 00:23:56.400
But that's a that's a balance that a leader needs to learn how to do and creating relationships.
00:23:56.400 --> 00:23:59.839
Strong connections create lasting impact.
00:24:00.880 --> 00:24:02.799
That's another one for trust, too.
00:24:02.799 --> 00:24:03.759
Absolutely.
00:24:03.759 --> 00:24:14.559
Yeah, and we've talked about uh how you know what happens from five to nine, meaning from the time they get off to the time they should back up to work tomorrow, impacts nine to five, right?
00:24:14.559 --> 00:24:28.319
So having a relationship, if you understand the dynamic of what happens when somebody leaves the premises of work, so to speak, then you have a better idea of what they're bringing in with them the next morning and how that's impacting them.
00:24:28.319 --> 00:24:35.519
Some of that stuff is real life stuff, and some of it is things that you may need to coach them through a little bit.
00:24:36.319 --> 00:24:36.880
Sure.
00:24:36.880 --> 00:24:41.440
Uh next star is respect, honor others to earn their trust.
00:24:41.440 --> 00:24:43.519
There's that word again, trust.
00:24:43.519 --> 00:24:49.599
Resiliency, overcome challenges with strength and perseverance.
00:24:49.599 --> 00:24:52.319
That goes back to being adaptable.
00:24:52.319 --> 00:24:59.680
That adaptable and that and that resiliency, you've really got to get that A and that S working together.
00:24:59.680 --> 00:25:04.079
Because to be adaptable, there's got to be some resiliency in you.
00:25:04.079 --> 00:25:07.440
And to be resilient, you have to learn to be adaptable.
00:25:07.440 --> 00:25:09.519
So if you're going down through here, as Mr.
00:25:09.519 --> 00:25:21.359
Forrest said, there the dynamics of the day is you're going to be inside chart in a different letter inside one of the big letters all the time.
00:25:21.359 --> 00:25:31.359
I mean, you could you could take this chart and chart your day and you're going to see how much of these that you use back and forth during the day.
00:25:31.680 --> 00:25:31.839
Right.
00:25:31.839 --> 00:25:34.880
And the resiliency is uh both for the leader and the team, right?
00:25:34.880 --> 00:25:39.519
Like you've got to build resiliency into your team because they're looking to you as the leader.
00:25:39.519 --> 00:25:44.640
If you A, don't have resiliency, then B, it's hard to demonstrate resiliency for them.
00:25:44.640 --> 00:25:52.640
And so then when the problem comes along, if you happen to not be available and it sidetracks them, like what are they going to do to get back on track?
00:25:52.640 --> 00:26:00.000
Like they need to have their own resiliency and you model that for them throughout their your, you know, with throughout your relationship with them, right?
00:26:00.400 --> 00:26:00.640
Yep.
00:26:00.640 --> 00:26:11.359
Last R, when you do these things, create the relationships that have respect with resiliency, you get results, drive outcomes through focus and commitment.
00:26:11.359 --> 00:26:17.279
So when you get the results, so that's when the rising tide lifts all boats.
00:26:17.279 --> 00:26:30.480
Everybody in these departments, and I don't care if you've got a five-man team or you've got a 500-man team, when everybody's operating at the best results for the organization, the organization's gonna lift.
00:26:30.480 --> 00:26:33.519
And it's gonna take pressure off of you as the leader.
00:26:33.519 --> 00:26:44.160
But when that doesn't happen, and the team is not gelled and it's not cohesive and it's not efficient and it's not effective, it's putting pressure on you as the leader.
00:26:44.160 --> 00:26:50.480
And you have to look at it and say, what am I doing or not doing that's creating this as a leader?
00:26:50.480 --> 00:26:56.799
T, training, equip teams with knowledge and skills.
00:26:56.799 --> 00:27:10.880
You know, that was one of the number one things that we heard from people and articles we read is people don't feel like they're getting the training they need to do their job effectively and efficiently that creates that teamwork.
00:27:10.880 --> 00:27:16.400
And so they're they're asking, like, we want to, but please, please help us.
00:27:16.799 --> 00:27:16.880
Right.
00:27:16.880 --> 00:27:19.680
And that reconnects back to human resources and each.
00:27:20.480 --> 00:27:20.880
Yeah.
00:27:20.880 --> 00:27:25.920
So, and and that goes back to the old CEO CFO conversation walking down the hall.
00:27:25.920 --> 00:27:27.680
What if we train them and they leave?
00:27:27.680 --> 00:27:30.160
And he says, what if we don't and they stay?
00:27:30.160 --> 00:27:39.279
Listen, if you do, there's a greater likelihood of them staying with you because the other companies aren't doing this.
00:27:39.279 --> 00:27:51.680
And we were talking to uh a young lady I did a at a panel discussion with that came from a big organization and they had very effective training.
00:27:51.680 --> 00:27:59.680
And she left and went to a smaller organization, still large but smaller, and said she walked in and thought, Well, they're not doing what they do.
00:27:59.680 --> 00:28:04.720
And she just expected it because that's where she grew up at, and this is what they do.
00:28:04.720 --> 00:28:06.880
And I realized they don't do this.
00:28:06.880 --> 00:28:08.319
I'm like, well, why not?
00:28:08.319 --> 00:28:10.400
Because look at what this did here.
00:28:10.400 --> 00:28:13.599
Why wouldn't they invest in us?
00:28:13.599 --> 00:28:18.079
I'm like, what big organizations do, how they grow, Mr.
00:28:18.079 --> 00:28:20.160
Ford, is that's how they do it.
00:28:20.160 --> 00:28:26.960
They put those training things in place and they put development, and they and somebody's in there being the chief people officer.
00:28:26.960 --> 00:28:29.440
That's a that's a big C-suite now.
00:28:29.759 --> 00:28:30.720
Oh, absolutely.
00:28:31.039 --> 00:28:31.599
Right.
00:28:31.599 --> 00:28:36.640
Um you've got uh truth.
00:28:36.640 --> 00:28:40.079
Lead with honesty integrity.
00:28:40.079 --> 00:28:45.519
Uh I think we did a podcast recently where we talked about the four truths.
00:28:46.960 --> 00:28:48.319
Yeah, that was that was the T.
00:28:48.640 --> 00:28:49.039
Was that the T?
00:28:49.039 --> 00:28:49.680
Okay.
00:28:49.759 --> 00:28:54.559
I want to make sure I wasn't I was that was the uh truth podcast we did related to chart.
00:28:54.880 --> 00:28:55.039
Yeah.
00:28:55.039 --> 00:28:57.200
So important two two episodes back.
00:28:57.200 --> 00:29:04.799
Two episodes back, so important to understand what somebody's mindset of uh their truth is.
00:29:04.799 --> 00:29:14.559
Because as a leader, you're gonna have to kind of disseminate when two posing people, vendor relationship, something going on in the organization.
00:29:14.559 --> 00:29:17.119
Like, how do I get to the truth?
00:29:17.119 --> 00:29:21.440
And so as a leader, you need to listen to that podcast.
00:29:21.440 --> 00:29:29.200
And then finally, uh, excuse me, then we have transparency, build trust through openness and clarity.
00:29:29.200 --> 00:29:44.559
That was a that was a difficult that so that was one removed, um, where we're talking about the the importance of transparency and trust and kind of the back and forth can you have trust without transparency and transparency without trust?
00:29:44.559 --> 00:29:47.279
Well, they're kind of they're kind of pushing pulls.
00:29:47.279 --> 00:29:50.400
The more you do this, the more you're gonna get to that, and vice versa.
00:29:50.400 --> 00:29:55.759
What happens and what I've seen is everybody's waiting on somebody to make the move.
00:29:55.759 --> 00:29:58.079
So there'll be little moves.
00:29:58.079 --> 00:30:02.559
And if that little move Didn't create the trust or transparency, then stop.
00:30:02.559 --> 00:30:06.480
Because I don't want to go too far because you got to make your move.
00:30:06.480 --> 00:30:12.000
Well, as a leader, you don't have the luxury of just this baby steps.
00:30:12.000 --> 00:30:16.400
You gotta, you gotta dig in and create trust and transparency.
00:30:16.400 --> 00:30:23.279
And if there is a void or something that happens, you got to step in immediately and take control of that situation.
00:30:23.279 --> 00:30:24.480
Do not let it fester.
00:30:24.720 --> 00:30:26.480
Yeah, and as a leader, you've got to make the first step.
00:30:26.640 --> 00:30:26.960
You do.
00:30:27.119 --> 00:30:30.400
You can never expect your team to make the first step because they're waiting on you.
00:30:30.640 --> 00:30:31.839
Absolutely.
00:30:31.839 --> 00:30:44.319
And then finally, when you take chart, all these that we put together, the the C, the A, the H, the A, and R and T, you get to the day's final episode, you create the teamwork.
00:30:44.319 --> 00:30:51.599
Which is what as a leader, and I'm I mean in the military, I'm telling you, from the time you step off that bus, Mr.
00:30:51.599 --> 00:30:57.279
Ford, and not talking about the bus at basic training, to you leave.
00:30:57.279 --> 00:31:01.759
I don't care how long you stay, one year, two years, it doesn't matter.
00:31:01.759 --> 00:31:04.960
You hear teamwork every day.
00:31:04.960 --> 00:31:06.000
Every day.
00:31:06.000 --> 00:31:13.279
There's something said in some conversation about the importance of teamwork making the mission work.
00:31:13.279 --> 00:31:50.720
And for some reason, in our civilian population of business, we've not figured out how to embrace that and develop it in organizations, which is still baffles me that as business leaders, we wouldn't look at something like taking people from all over the United States and putting them in a place, and in eight to ten weeks, they're team members, and they would literally die for each other, and they create relationships that last their entire lifetime.
00:31:50.720 --> 00:31:58.799
And as business leaders, we would look at that and say, huh, how do I just take a piece of that and put it inside my company?
00:31:58.799 --> 00:32:11.519
Because I can't yell and scream at everybody, like, you know, but I can definitely take some of the things that are taught in developing teams and put it inside my organization.
00:32:11.519 --> 00:32:16.480
So as a leader, here's your homework.
00:32:16.480 --> 00:32:22.960
Print chart off, put it somewhere where you can see it daily.
00:32:22.960 --> 00:32:41.920
When you make your list of what's going on in that day, relate it to one of the letters, or letter inside the letter, and then start journaling on how you're taking chart and implementing inside your company.
00:32:41.920 --> 00:32:42.799
That's your homework.
00:32:42.799 --> 00:32:48.319
And that's a big assignment, but we're we're nearing the end of season three.
00:32:48.319 --> 00:32:52.480
And chart chart was asked for.
00:32:52.480 --> 00:32:54.319
We built it.
00:32:54.319 --> 00:32:57.920
Now I want you to implement it in your organization.
00:32:59.039 --> 00:33:02.720
And the way people can get that is get our website, firstleadu.com.
00:33:02.720 --> 00:33:14.240
That's the number one S T, the word lead, L-E-A-D, and then the letter U.com, firstlead you.com, and there's um there's a way for them to download it from there.
00:33:14.559 --> 00:33:15.599
Kind of pops up if I remember.
00:33:16.240 --> 00:33:18.079
It will pop up if you haven't been there before.
00:33:18.079 --> 00:33:21.279
It will it will definitely pop up, but you can still get to it even if you've been there before.
00:33:21.519 --> 00:33:21.759
Yeah.
00:33:21.759 --> 00:33:25.200
So put it in, implement it.
00:33:25.200 --> 00:33:53.200
One of the things that we've often heard is we'll have somebody come in and they'll give us this big report on what we need to do, but nobody tells us how to do it, which is why we spent the time developing chart, looking at test scores, assessment scores, reading these articles, really looking at what others were doing, but not having the success needed to build the leaders.
00:33:53.200 --> 00:33:57.359
And it kept going back to the there was not an application process.
00:33:57.359 --> 00:34:02.640
We were telling people stuff, but we weren't showing them and helping them apply it.
00:34:02.640 --> 00:34:09.519
And if you get stuck, we've offered, send us an email, we'll help, we'll respond to it.
00:34:09.519 --> 00:34:22.159
But get the chart, print it off, look at your task list, start taking letters to those task lists, and then journal the results.
00:34:22.559 --> 00:34:23.679
And yeah, and we do.
00:34:23.679 --> 00:34:28.480
We help uh companies implement uh chart and other forms of leadership development.
00:34:28.480 --> 00:34:31.679
Uh so uh please give us a call, send us an email.
00:34:31.679 --> 00:34:35.119
We'd love to help you talk about how we can come in and help your organization.
00:34:35.119 --> 00:34:37.039
Uh this is what we do on a regular basis.
00:34:37.039 --> 00:34:40.000
We'd love to help you move your organization forward.
00:34:40.400 --> 00:34:41.519
And very good, uh Mr.
00:34:41.519 --> 00:34:41.920
Ford.
00:34:41.920 --> 00:34:42.800
I appreciate that.
00:34:42.800 --> 00:34:45.840
America's business leaders need more of chart.
00:34:45.840 --> 00:34:49.920
And we're we're happy to step in and help implement that.
00:34:49.920 --> 00:34:57.280
And and remember, leaders, in order to lead your teams well, you must first lead you.
00:34:57.280 --> 00:34:58.800
Thanks, everyone.