Leadership Vision & Strategy: Five Essentials for Business Growth

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Hey everybody, welcome inside the studio to the new Brian Wright Show.
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And you may say, new, dude, what are you talking about?
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Yes, we've been around nine seasons, and yes, we are going strong with a global following.
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But today marks a brand new journey, new branding, a new podcast format, and I am pumped because it's all around our five to thrive branding, which are the five essentials for record business growth.
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Now, if you're watching this as an on-demand course, watching this on YouTube, you'll notice behind me five empty circles.
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Well, we're about to take a journey together over the next series of podcasts, probably gonna last several weeks, actually.
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That we're not only gonna go through these five, we're gonna break each one down.
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So you can get inside my mind, you can understand why our clients have such success, and we're gonna have a lot of great times together.
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Because by the end, you're gonna realize how special these five are and what they can do for both your personal goals, but also your professional goals, your business accomplishments, career goals, whatever they may be.
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I am pumped to get this started, so let's roll.
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What if I told you there were only five strategies you would ever need to overcome any struggle that you have in any and every goal, personally and professionally, that you would like to accomplish, whether it be in your life, your business, employees out there, your career, no matter what.
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Now, the beauty is you can focus solely on these five and you will transform your business while achieving and surpassing personal and professional goals easier and unlike ever before.
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And the beauty of this is all of you have different goals.
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It could be, maybe we'll talk about some business here.
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It could be increasing new clients, customers, or more new patients.
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Maybe you want to increase sales and revenue.
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That always is a good thing.
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Maybe you want to have more efficiency so you can get back your most valuable asset, which is your time.
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Maybe you want to increase profit.
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Maybe you want to have, and we should all strive for this, have more fun.
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Maybe it's human resource related.
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Boy, is that a hot topic right now.
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How do I motivate my team?
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How do I find better talent?
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How do I retain better talent?
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How do I develop people that have the potential to be a rock star employee, but maybe aren't there today?
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How do I get my team on board with ideas and where I want to take my business?
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Right?
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It could be hundreds of other things.
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Maybe you want to increase your prices in your conversion.
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It could be all the above.
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Maybe you're somebody that's happy with the business.
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But like I said, get back your most valuable time so you can spend more of that valuable asset in your personal life to do what you love to do.
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Could be all the above, like I said.
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So no matter if this is personal, professional, business related, career-related, whatever it is, the beauty of these five to thrive is you can personalize them to no matter what business you are.
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You can personalize it to mo for no matter what you want to accomplish.
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And these five essentials represent the only competition you, your team, and your business have.
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Yes, that's right.
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If you're somebody out there worried about the guy or girl down the street that may be selling something similar to you, well, worry no more because I'm gonna take that thought process and move it inside your four walls and prove to you that it is the only competition you have is becoming exceptional at these five and these five only.
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And they also simplify something that can be very complicated.
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Lord knows business is extremely complex.
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It has a ton of moving parts, and arguably it's harder than ever before for countless amounts of reasons.
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But I'm gonna simplify it for you amongst this five to thrive, and I'm gonna narrow your focus into five powerful categories.
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And the beauty of those categories is that they are fully controllable.
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No matter what your goals are out there, when I gave examples earlier, more new patients, more new customers, more money, more sales, whatever it is, all of those are finite, meaning that you really have no control over them.
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But what you do have control over are the things that will get you to have those stats come up.
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As an example, you always use, I always use the weight loss analogy.
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It's easy to get, everybody understands it.
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We have no control over the weight scale.
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What we do have control over is getting in the gym more, eating healthier, counting calories, more cardio.
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Those are fully controllable.
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And when you and your business master the controllables, some amazing things happen to that data that's finite that you really have no control over.
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So it's shifting your focus, it's simplifying it, and then putting it into five powerful categories that you have full control over no matter what the economy is doing, no matter what anything else is happening, personally or professionally, you have full control over it.
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And when you get these five essentials operating on all cylinders, that, baby, is where the true magic happens.
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So welcome into the five essentials to ensure your business dominates and thrives in the new economy.
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We call this the five to thrive.
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And if you're ready to dive in to some amazing stuff, let's go.
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Welcome into the Brian Wright Show, everybody, where I transform executives, entrepreneurs, small businesses, corporations, and their employees in five essential areas.
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We call these five essential areas the five to thrive, and they are leadership transformation, culture transformation, sales transformation, hospitality transformation, as well as marketing transformation.
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And when you combine these five, boy, does it create a powerful force that makes you unstoppable, regardless of what business you are, and no matter what industry you are in.
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Before we dive in today, let me introduce myself.
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My name is Brian Wright, I'm the host of the Brian Wright Show podcast.
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I'm also the founder and CEO of New Patient Group, the founder and CEO of the Thrive Consulting Group, I'm also the founder and CEO of Wright Chat.
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I'm a faculty speaker and business consultant for$3 billion publicly traded company Align Technology, the makers of Invisalign.
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I've been featured in Forbes, CNBC, and the National Journal.
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I was also featured in the book.
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If you're a book reader out there, I highly recommend this.
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This is from our longtime client and great friend of mine, Dr.
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Jamie Reynolds.
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It's called Level the Curve, where he says I am the best in the business.
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I've also been featured in publications like Dental Economics, Ask the Experts section, and others.
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But out of all the accomplishments, all the accolades in my career, even if you added them all together, none of them mean as much to me as this stat right here.
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And that is every business that has worked with me and my companies has achieved their best year ever within the first 24 months of working with us.
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And if that doesn't prove to you how powerful this FID to Thrive and the teachings are and our programs are, I don't think anything will.
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That stat is obviously powerful.
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So let's dive into part one of this series, and we're gonna be diving into leadership.
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And what we're gonna be talking about, what I'm gonna be teaching you in the journey that we're taking through this FIDE to Thrive is it tells a story.
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Not only does you're gonna learn all these subcategories under each one, and you'll learn that each subcategory feeds off of one another as well.
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But the overall picture here, right, these five right here, the next one that I teach you, and then the one after that, and the one after that, they don't exist at their highest levels without the one before it.
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So what I'm teaching you right now, and this leadership, this very first part of the five to thrive, will literally make or break everything else that you are going to learn.
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And it represents the biggest return on marketing dollar that you will ever invest in in your business.
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But we have to break past the cliches.
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If I asked you right now, and you should ask anybody in your organization, team members, you should ask the janitor all the way to the CEO, everywhere in between, because you know, and I'm gonna talk about it repetitively today and many other courses that we teach, many other episodes, is that anybody in your organization has the ability to be a leader.
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They all should be put through leadership training.
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It does not matter if it's the janitor or the CEO anywhere in between.
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All of you have the ability to be great leaders, right?
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But we have to break past the cliches.
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If you ask yourself, what is the definition of leadership?
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Or you ask your team members what is the definition of leadership, you are gonna get a lot of random answers and they're all really cliches.
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Now, most of them will be right, meaning the cliche and their answer can fit within the actual definition of leadership.
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But great leaders are always ensuring that their team is all rowing in the same direction.
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So you tell me if you and your team aren't on the same page with what the actual definition of leadership is, how will you ever row in the same direction together?
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You won't be able to.
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So pause me now.
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I'm gonna keep going.
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But if you pause me now, think about to yourself what is the definition of leadership, ask your team members, you'll be interested to find out what it is, and I'm gonna show it to you right now.
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It's the process of guiding, influencing, and empowering individuals or teams to achieve a shared vision or goal.
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And one of the things you don't see in the definition is that it has nothing to do with your title, rank, or power of authority.
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And I think that is so misunderstood in leadership today.
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And like I said, it has nothing to do with your title, position, or rank in a given business.
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The janitor can be more of a leader than the CEO.
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I tell this story a lot, but many years ago in my elementary school, Bear Branch, I don't remember any of my teachers' names.
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I don't remember the principal's names.
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Maybe, maybe I have a bad memory.
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Um, I don't have the I don't know the vice principal's names, the counselors, I don't remember anybody, and I really don't remember that many friends or people's names either, like my classmates.
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But there is one person that stands out, and I can remember exactly what she looks like, exactly how she sounded and the impact she had on my life, and that was the janitor at Bear Branch Elementary School.
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Her name was Girlie Woods.
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Large lady, she used to talk to me about making sure that I got good grades, making sure that I'm hanging out with the right people.
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She used to talk to me about the mistakes that she had made in her life that led her down a janitorial path.
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And Brian, don't make those mistakes.
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And she had such a profound impact on me that this is the perfect example that it has nothing to do with you being the CEO, the director of business development, the vice president of sales, whatever your title is.
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It does not make you a leader.
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And there's no instructional manual that comes with it.
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That's why I'm here to give you that instructional manual.
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But my elementary school, the janitor is the person I remember having a profound impact on my life.
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And it proves all of you have the ability to be a leader if you truly want to do it and want to help other people.
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And I believe leadership is a lifelong learning journey.
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It's a pursuit, it never ends.
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Right?
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There's not a there's not a finish line where you step over and go, I am the world's greatest leader and I don't need to learn ever again.
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This is an ongoing journey that never ends, pursuit of lifelong learning.
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And it's also a trained skill set rather than a position of rank, title, or authority.
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Go back to what I was just talking about earlier and relating it to that story.
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Look, you know, we give so much training to people to be great at sales, right?
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Great at whatever they do.
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And if they happen to take that training and excel and thrive, then on paper we say, wow, that person's incredible.
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Then we typically promote that person into a leadership role where there's no training.
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It's so screwed up.
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It makes absolutely no sense.
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They're put into the most difficult position of their life, and there's no training how to do it.
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And that is one of the reasons, among many others, I am obsessed with putting this curriculum together, the training together, episodes on the podcast, because I want to give you that training manual, if you will, on how to become a transformational leader, which we're gonna dive into under this leadership bucket of the Five to Thrive.
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And what happens then is because that's how we get positions of rank, title, and authority, because people are promoted because they're good at what they do, but being good at what you do has little to nothing to do with being great at leading other people to be good and great and exceptional at what they do.
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We have it all backwards.
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All right.
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Now, I also believe it represents the most outdated, misunderstood, and largest leaky hole in the pursuit of accomplishing and surpassing all of your personal and professional goals.
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Many years ago, I'm sure you know the name Albert Einstein, great scientist, but he was also a university professor at a major university, and he had an assistant.
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And year after year, the assistant would watch Albert Einstein hand out the exact same test questions to one generation of students after another.
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And Albert was known as a guy with a huge ego and a huge temper, so his assistant just didn't want to come out and go, hey dude, what are you doing?
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He was afraid the guy was gonna yell at him and be like, look, I'm smarter than you, I know what I'm doing.
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And after a few years went by, the assistant couldn't hold it back anymore.
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He said, Albert, I know you're smarter than me, but you're giving out the same test questions every year to every generation of students.
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Aren't you afraid that that one generation is just gonna hand the answers to the next generation?
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They're gonna cheat, everyone's gonna get great grades, and they're cheating on your tests.
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And Albert kind of chuckles and he says, Well, I'm sure they do.
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And if they do, they're gonna fail.
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And the assistant looking at him all confused, like, what are you talking about?
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They're gonna fail.
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They've got the answers.
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And Albert said, Well, the answers are always changing.
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So every year it evolves, it changes.
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And I believe, under unlike anything else, we're asking the same questions around leadership every single year.
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Really, we're asking the same questions about everything.
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How do I increase my sales?
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How do I get my time back?
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How do I become more efficient, more profitable?
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How do I get more new clients, more new customers, more new patients?
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And we're asking ourselves the same things.
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So when it comes to leadership, how do I find the right people?
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How do I attract the right people?
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How do I motivate and retain the right people?
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Right, how do I get my team on board?
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Those kinds of things.
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We're asking the same questions year after year.
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So just like Albert, we're handing out the same questions year after year.
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And unfortunately, the answers, year after year, you keep getting the same ones, but they've become outdated.
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They don't work anymore.
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And that is another reason we are doing this, and the Five to Thrive is all designed for this new economy, the new consumer, the new consumer data that we're gonna dive into.
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It is all fresh, it's all innovative, and it all keeps all of you out there, your businesses, it all keeps you three, four, five years ahead of where everything has to go anyway, with AI coming.
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Well, AI is already here, but it's coming even more, baby.
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I want to keep you ahead, and all of that goes into your mindset, which all goes into what kind of leader are you inside your organizations.
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And that is why I believe all of those things, which lead us into the four core dimensions of leadership.
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And we're gonna be doing right now is diving into part one of that, which is called vision and strategy.
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We're gonna break this down.
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Part two, three, and four of the four core dimensions of leadership are gonna be separate podcasts that we'll link below.
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So let's dive in right now to vision and strategy.
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And let's talk about it.
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What is vision and strategy?
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Well, it's defining a clear, inspiring direction and turning long-term objectives into actionable plans.
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And really, what this means, it means several things.
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We're about to break it down.
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What we're gonna do is break it down via vision, and then we're gonna break down the strategy portion of this.
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Really, what we're talking about here is strategic execution bridges the gap between high-level long-term vision and daily work.
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Now, transforming long-term objectives into clear, actionable items requires immediate execution into short-term intervals.
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There's a lot there, and I want to break this down for you.
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And let's first talk about the vision portion of this core dimension of leadership.
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Everything we're going over is what we bring to the table when we're training leadership with my companies.
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When you bring me in individually, when I'm speaking on stage, the pod, whatever it is, giving you an overview and how in-depth this Five to Thrive is and everything that we're going to be working on together, because it encompasses thousands of different things as this program gets deeper and deeper and deeper.
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So let's start with vision because just the vision and strategy alone is several training sessions, to say the least, to begin with.
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So, vision, let's understand something.
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Understand that without a clear vision that is articulated properly to your team, you are not a leader.
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That's gonna be hard for many of you to hear, no matter how good of leaders at your leadership, how how good you think you are at it already, right?
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You are not a leader if you do not have a clear vision that is articulated properly to your team.
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We're gonna find out why.
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We're also gonna find out really what a vision is.
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I'm gonna give you an example of mine internally that I hope you take and run with.
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And we're gonna learn some other things too, okay?
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So where where there is an absence of vision, there is an absence of leadership, period.
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Hard to hear for many of you out there.
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Maybe a little bit of a culture shock, maybe a bit of a shocker to some of you out there.
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But without a proper vision clearly articulated, in the absence of that vision, there is an absence of leadership.
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But the problem here is, is you most likely do not even have a vision.
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Or you're confusing a vision with your mission, right?
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The mission is in the now and the mission is accomplishable.
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The vision is always in the future, and the vision is not accomplishable.
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You cannot step over the finish line and sit down on your couch and say, I won.
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I don't have to work on it anymore.
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The vision is always something you are striving for.
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Okay, so your mission is not your mission statement.
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And also you aren't using it to guide your decision making in the now, in the future.
00:18:30.559 --> 00:18:38.000
A lot of stuff there, and we're gonna be diving in and discussing that in depth with more podcasts, the program, on-demand courses, everything above.
00:18:38.079 --> 00:18:58.319
But I'm gonna dive into it a little bit for you so you can kind of dive into my head and how I look at this internally with my companies, from the podcast to New Patient Group to Thrive Consulting to WriteChat to all the companies that I have, all go back to this right here to inspire, motivate, and educate in ways that transform mindsets.
00:18:58.480 --> 00:18:59.440
That's the vision.
00:18:59.599 --> 00:19:02.319
And you can see there's some core elements to this.
00:19:02.880 --> 00:19:06.240
So this vision has big core elements to it.
00:19:06.319 --> 00:19:08.640
And first, it has nothing to do with numbers.
00:19:08.799 --> 00:19:10.480
Let's stop there and talk about this.
00:19:10.799 --> 00:19:15.440
It's so many of your decisions out there are based on numbers.
00:19:15.599 --> 00:19:16.960
So many of you are finite.
00:19:17.119 --> 00:19:20.559
We'll be diving that into that with the infinite versus finite leadership.
00:19:20.720 --> 00:19:26.720
I've been teaching things around that for decades, and we have tons of courses, tons of content coming around that.
00:19:26.960 --> 00:19:29.599
It can't happen, it can involve numbers.
00:19:29.759 --> 00:19:40.559
And so many of you, because you're so finite, you make your decision based on numbers, which is one of the worst things college teaches with a bunch of professors that have never owned a business in their entire life.
00:19:40.799 --> 00:19:43.759
Every number you will ever see in your life is a liar.
00:19:43.920 --> 00:19:47.599
None of it tells the truth, and none of it tells the story behind it.
00:19:47.680 --> 00:19:50.319
And the story behind it is what is controllable.
00:19:50.480 --> 00:19:52.799
The number itself is not controllable at all.
00:19:52.960 --> 00:19:57.119
We're gonna dive into a lot of that with our lead versus lag measures and so much more.
00:19:57.279 --> 00:20:01.680
Now, second, it has nothing to do with what I or my companies sell.
00:20:02.000 --> 00:20:03.680
Let's stop there and talk about that.
00:20:03.920 --> 00:20:10.960
So many of you, you know, whenever we help out uh in healthcare, like an orthodontic practice, and you say, or let's talk vision, all right?
00:20:11.039 --> 00:20:12.640
We're also gonna come up with a mission statement.
00:20:12.880 --> 00:20:16.000
Mission statements really uh far less important than a vision.
00:20:16.079 --> 00:20:20.720
They're both important, but the vision takes it to a whole nother level for all kinds of reasons.
00:20:20.880 --> 00:20:23.920
Uh so they'll always talk about something around teeth.
00:20:24.079 --> 00:20:34.480
It is very hard for them to go back and state a vision, like I just said, that does not have anything to do with numbers, and it doesn't talk about or identify what you do for a living.
00:20:34.640 --> 00:20:34.880
Right?
00:20:34.960 --> 00:20:40.160
When you go back to my vision, you'll have no idea what I do, no idea what I sell, right?
00:20:40.480 --> 00:20:42.400
No, no, no idea whatsoever.
00:20:42.640 --> 00:20:50.799
And that is the vision, because the vision, again, going back to mine, you can accomplish it, but it's always something you're striving for.
00:20:50.960 --> 00:20:53.119
Okay, so it has nothing to do with numbers.
00:20:53.279 --> 00:20:56.720
It has nothing to do with what I or my company sell, right?
00:20:56.799 --> 00:20:58.400
So nothing to do with what you sell.
00:20:58.480 --> 00:21:10.960
And third here, it cannot be accomplished, but it is always something my companies, my team and I can strive to become better at doing for all of you out there in the now, in the future.
00:21:11.119 --> 00:21:21.759
We are always busting it internally, right, to become better, better at educating, better at inspiring, better at motivating to change and transform mindsets.
00:21:21.839 --> 00:21:23.759
We're always trying to become better at that.
00:21:23.920 --> 00:21:27.279
That is why I'm always gutting out the program, putting it back together.
00:21:27.440 --> 00:21:33.519
I'm always talking you all out there, saying, look, you have the obvious staring you right in the face, right?
00:21:33.680 --> 00:21:34.640
And you can't see it.
00:21:34.799 --> 00:21:35.759
You've got to change it.
00:21:35.920 --> 00:21:51.680
And the better I get at my messaging, the more likely it is I'm gonna be able to transform your mindset into doing what I know you have to do to achieve the greatest business and that that surpasses all of your personal and professional goals and makes all of your dreams come true.
00:21:52.079 --> 00:21:55.920
We've so, so many people are confused around vision.
00:21:56.079 --> 00:21:58.480
Like I said, so many people don't even have one.
00:21:58.720 --> 00:22:02.640
And the vision that Becomes one of your most powerful decision makers.
00:22:02.720 --> 00:22:09.200
And here's another one that's gonna flip everything college at all levels taught you is that becomes your decision maker.
00:22:09.359 --> 00:22:10.559
And let me talk about this.
00:22:10.640 --> 00:22:12.240
It's a powerful decision maker.
00:22:12.400 --> 00:22:19.039
It also is something I can always refer back to when making, whether it's an easy decision or a tough decision.
00:22:19.359 --> 00:22:23.039
So many of you take forever out there to make a decision.
00:22:23.200 --> 00:22:27.839
And it takes you months when you're it or takes you forever to implement something.
00:22:27.920 --> 00:22:38.640
And then you finally implement it and screw it up anyway, which is why you should be the fastest to implement and get it implemented, screw it up and learn how to fix it before the next guy or girl has even implemented it.
00:22:39.039 --> 00:22:50.240
So this becomes an amazing, powerful decision maker because I can always refer back to does it help me become better at inspiring, motivating, educating people to transform their mindset?
00:22:50.400 --> 00:22:57.279
Okay, so back here is helping me, my team is guiding me and my team and my companies, right?
00:22:57.359 --> 00:23:02.240
Going back to does it inspire, educate, or motivate to transform mindsets?
00:23:02.400 --> 00:23:07.680
Okay, so if I'm looking at making a decision, I say, okay, should we invest in this company to help us?
00:23:07.839 --> 00:23:10.960
And I say, okay, let me look at what this company is offering.
00:23:11.119 --> 00:23:12.880
Does it help me, right?
00:23:13.119 --> 00:23:17.119
Inspire, motivate, and educate to change transform mindsets?
00:23:17.359 --> 00:23:20.000
If the answer is yes, you make the investment.
00:23:20.160 --> 00:23:22.720
If the answer is no, you don't make the investment.
00:23:22.880 --> 00:23:32.559
You see, that has nothing to do with numbers and everything to do with advancing your cause, advancing the vision forward, and this is how you inspire your team.
00:23:32.720 --> 00:23:34.640
This is how you motivate your team.
00:23:35.279 --> 00:23:39.599
This has nothing to do with finite data that you can't control.
00:23:39.839 --> 00:23:41.519
It has everything to do with people.
00:23:41.680 --> 00:23:46.880
All of you are people businesses, and you know that I teach that regardless of what you sell.
00:23:47.279 --> 00:23:55.279
So, my question to myself is this is it helping me, my team, andor my companies inspire, educate, and motivate to transform mindsets?
00:23:55.359 --> 00:23:57.039
If the answer is yes, we do it.
00:23:57.200 --> 00:23:58.880
If the answer is no, we don't.
00:23:59.039 --> 00:24:01.279
It's literally that simple.
00:24:04.960 --> 00:24:08.880
As long as you have a cause and a true vision that you are passionate about.
00:24:09.039 --> 00:24:14.240
And going back to powerful decision maker, this also keeps me from tripping over dollars to pick up pennies.
00:24:14.400 --> 00:24:24.319
So many of you out there, my God, it's so hard because you are so penny pinching and like you confuse overhead with investment, you can confuse cost with investment.
00:24:24.480 --> 00:24:34.720
You don't understand that investment produces a return, whether that be on your time, your efficiency, your money, your sales, uh, your culture, whatever it is, it produces a return.
00:24:34.799 --> 00:24:39.119
A cost is a direct entry point to your overhead, doesn't return, doesn't produce anything.
00:24:39.279 --> 00:24:41.039
Those are two totally different things.
00:24:41.279 --> 00:24:43.920
Exceptional entrepreneurs master that, right?
00:24:44.079 --> 00:24:45.279
And you've got to separate them.
00:24:45.359 --> 00:24:47.279
They can never be the same category.
00:24:47.440 --> 00:24:49.839
They can never go into the same overhead.
00:24:50.000 --> 00:24:51.519
You cannot look at it that way.
00:24:51.680 --> 00:24:53.440
Unfortunately, that's what school teaches you.
00:24:53.519 --> 00:24:54.799
They screw it up, right?
00:24:54.880 --> 00:24:57.759
This is what great entrepreneurs understand, right?
00:24:57.839 --> 00:25:01.680
The numbers lie to you, overhead lies to you, and you've got to separate them.
00:25:02.079 --> 00:25:04.960
So it keeps me from tripping over dollars to pick up pennies.
00:25:05.200 --> 00:25:08.880
It helps me differentiate between a cost and an investment, like I just said.
00:25:08.960 --> 00:25:17.279
It helps me make sure goals are created around what we can control rather than the finite data on paper that is a total liar.
00:25:17.440 --> 00:25:20.720
So many of you have meetings that are all around data.
00:25:20.880 --> 00:25:21.759
It's pathetic.
00:25:21.839 --> 00:25:24.640
It doesn't inspire any corporations are famous for this.
00:25:25.039 --> 00:25:27.279
You sit down, what's our quarterly projection?
00:25:27.440 --> 00:25:28.880
What is our sales numbers?
00:25:29.039 --> 00:25:29.920
Are we on track?
00:25:30.079 --> 00:25:30.640
Are we not?
00:25:30.799 --> 00:25:34.160
Now you're obsessed over that crap and you can't control any of it.
00:25:34.720 --> 00:25:40.079
What you can control, going back to the weight scale analogy, is you can't control the weight scale.
00:25:40.160 --> 00:25:42.799
So therefore, the weight scale can't be what you're talking about.
00:25:42.960 --> 00:25:43.680
Does it matter?
00:25:43.839 --> 00:25:44.400
Yes.
00:25:44.559 --> 00:25:48.640
But because you can't control it, you can't sit there and focus on it.
00:25:48.799 --> 00:26:01.519
What you have to focus on and is getting better and how you get better and how you inspire your team to want to get better on calorie intake, minutes in the gym, how much cardio you're doing, how healthy the food is that you're eating.
00:26:01.680 --> 00:26:05.599
Those kind of things are what the meeting should all be about because those are controllable.
00:26:05.759 --> 00:26:09.119
The better you get at it, the weight scale eventually goes in your favor.
00:26:09.200 --> 00:26:16.319
The business data is no different, as proven by the power of the correct vision that I just told you.
00:26:16.480 --> 00:26:25.279
And most importantly, it helps ensure my companies, my team, and I are always striving to become better for all of you out there, like I had said before.
00:26:25.440 --> 00:26:50.480
Part of what I love about having a great vision and a great cause is that if you're focused on it internally and you're obsessed over it, it helps ensure all of the clients, the podcast listeners, the clients that work with me andor my companies, you are all going to get the best experience, the best return on your investment because we function this way internally.
00:26:50.640 --> 00:26:54.319
And this is exactly how all of you out there need to function internally.
00:26:54.400 --> 00:26:56.880
And today's not about how you create a vision, right?
00:26:57.039 --> 00:27:00.319
But it is getting you thinking about, oh boy, I don't have one, right?
00:27:00.400 --> 00:27:03.680
Or mine is kind of pathetic when I start to think about it.
00:27:03.759 --> 00:27:05.200
It doesn't inspire anybody.
00:27:05.279 --> 00:27:12.480
It's more about what we do, it's more of a mission statement in the now rather than what we're striving for always in the future.
00:27:12.720 --> 00:27:18.079
So now let's discuss the strategy portion of this with the vision and strategy.
00:27:18.160 --> 00:27:20.799
And I want to go back to what this was.
00:27:21.200 --> 00:27:23.599
And we talked about it a minute ago and we started with vision.
00:27:23.680 --> 00:27:24.640
Let's talk about it now.
00:27:24.799 --> 00:27:31.279
Strategic execution bridges the gap between high-level long-term vision and daily work.
00:27:31.519 --> 00:27:38.960
Transforming long-term objectives into clear, actionable items requires immediate execution and short-term intervals.
00:27:39.039 --> 00:27:42.000
Like I said when I read this before, we talked about this before.
00:27:42.079 --> 00:27:42.799
There's a lot there.
00:27:42.880 --> 00:27:48.720
That's why I wanted to start with vision, because this vision and strategy, until you have a vision, this doesn't work.
00:27:48.880 --> 00:27:54.880
And one of the reasons why I think it's harder than ever to grow a business is we have such short attention spans.
00:27:55.279 --> 00:28:02.240
It's very difficult if somebody says, Hey, here are three goals I have, and I say, Okay, I want you to look two years out minimum.
00:28:02.400 --> 00:28:04.880
Okay, really what we're looking at here is three years.
00:28:05.039 --> 00:28:06.319
That's our starting point.
00:28:06.480 --> 00:28:17.599
Okay, and if we stick to these things, you are not only going to achieve these goals, these numbers, whatever it may be, right, but it's gonna go way beyond your wildest dreams.
00:28:18.160 --> 00:28:20.559
It's very hard for people to get excited about that.
00:28:20.640 --> 00:28:20.960
Why?
00:28:21.119 --> 00:28:23.759
Because they want it now, they want a quick fix, they want a quick fix.
00:28:23.839 --> 00:28:35.839
And I will tell you, any quick fix, any problem you want, I would run like crazy because all you're doing is putting a band-aid on it, and eventually it's gonna come back and rear its ugly head over and over and over again.
00:28:36.000 --> 00:28:41.599
So let's take what I just read, what we just talked about, now, and let's break it down on the strategy side.
00:28:41.759 --> 00:28:43.680
And I want to start by asking you something.
00:28:43.839 --> 00:28:47.759
If I asked you which of the following is more difficult, what would you say?
00:28:47.839 --> 00:28:51.759
And I want you to pause me immediately after hearing this question because I'm gonna keep on going.
00:28:51.920 --> 00:28:55.920
And I want you to talk about it with your team, think about this amongst yourselves.
00:28:56.079 --> 00:29:06.640
So, which is more difficult having an idea or getting a diverse group of people to come together to implement and execute that idea into daily action.
00:29:07.279 --> 00:29:13.359
I think the answer, hopefully, for all of you out there, is very obvious, very simple.
00:29:13.519 --> 00:29:14.720
You never know, right?
00:29:14.960 --> 00:29:28.400
But I think we all can agree the implementation of an idea and getting a team to implement it at a very high level, execute on a high level, is way harder than it is actually having the idea.
00:29:28.559 --> 00:29:38.400
And it's really a reflection on what kind of leadership you have internally in your organization, what kind of leader you are, as well as what kind of leaders do you have amongst your team.
00:29:38.640 --> 00:29:38.799
Right?
00:29:39.039 --> 00:29:43.119
So that is one of the true signs of exceptional leadership, right?
00:29:43.440 --> 00:29:50.240
Do you know how to inspire, educate, and motivate in a way that transforms mindsets in order to change human behavior?
00:29:50.400 --> 00:29:55.519
That goes back to, you can see our vision, not intentionally, but our vision is built in there.
00:29:55.680 --> 00:30:06.720
Because until you become somebody that knows how to transform mindsets and understands how to change human behavior, which is going to be a ton of podcasts coming, we have tons of on-demand courses, it's change management.
00:30:06.799 --> 00:30:08.000
It is extremely difficult.
00:30:08.079 --> 00:30:11.839
And it goes back to why leadership is a trained skill set.
00:30:12.000 --> 00:30:15.119
Changing human behavior is a very difficult thing.
00:30:15.279 --> 00:30:18.160
A long time ago, I was speaking at a line and shine.
00:30:18.400 --> 00:30:19.920
Uh, it was an Invisalign event.
00:30:20.000 --> 00:30:26.160
There were a few speakers there, and and I kicked that event off, and we we had some sessions and went through some stuff.
00:30:26.240 --> 00:30:27.519
It was a really great event.
00:30:27.839 --> 00:30:32.480
And this lady comes up to me and she says, Brian, that was so great.
00:30:32.640 --> 00:30:34.000
Some of the best stuff I've ever seen.
00:30:34.079 --> 00:30:34.880
I was like, Thank you.
00:30:34.960 --> 00:30:36.000
I appreciate that.
00:30:36.319 --> 00:30:38.319
She's like, How am I going to implement all this?
00:30:38.480 --> 00:30:39.440
There's so much.
00:30:39.680 --> 00:30:44.880
And my response, kindly, was look, this is the true test of leadership, right?
00:30:45.200 --> 00:30:50.640
If you're able to get these implemented at a high level, that means you're a great leader.
00:30:50.880 --> 00:30:54.799
If you can't get them in at a high level, that means you're not a good leader.
00:30:54.960 --> 00:30:56.640
It's literally just that simple.
00:30:57.039 --> 00:30:59.039
And you're thinking about it, everybody out there.
00:30:59.200 --> 00:31:01.599
Part of leadership is changing the mindset.
00:31:02.240 --> 00:31:05.839
Until you change the mindset, you end up just operating like a dictator.
00:31:05.920 --> 00:31:07.920
You're just jamming things down people's throat.
00:31:08.000 --> 00:31:10.400
And that is not the way in this new economy to do it.
00:31:10.480 --> 00:31:12.319
It's old school and it doesn't work.
00:31:12.559 --> 00:31:19.200
It is not a recipe for attracting and retaining and motivating high-level talent or developing people that have the potential of being there.
00:31:19.359 --> 00:31:21.200
They're just not there today, just like in sports.
00:31:21.359 --> 00:31:23.279
God, that player has got all the potential.
00:31:23.440 --> 00:31:24.480
He still can't hit.
00:31:24.559 --> 00:31:24.880
Right?
00:31:24.960 --> 00:31:25.680
Well, guess what?
00:31:25.759 --> 00:31:32.559
The coaching and the guidance, the leadership around that player is going to determine whether or not they become great.
00:31:32.720 --> 00:31:37.759
Okay, and obviously their work ethic, a lot of it has to be on their shoulders as well.
00:31:37.920 --> 00:31:38.240
Right?
00:31:38.319 --> 00:31:47.519
So this obviously goes back to you know, do you know how to inspire, educate, and motivate to transform mindsets in order to change human behavior?
00:31:47.759 --> 00:31:50.480
Because how do I take ideas and get them implemented?
00:31:50.559 --> 00:31:53.279
Well, that is one of the true signs of exceptional leadership.
00:31:53.440 --> 00:31:56.160
Like I was telling you with that lady coming up to me, right?
00:31:56.640 --> 00:31:57.440
I was very thankful.
00:31:57.519 --> 00:32:00.319
I always like to hear nice things about what we do on stage.
00:32:00.960 --> 00:32:06.240
But right, if if if you're never gonna get it implemented if you're a bad leader, it's just that simple.
00:32:06.400 --> 00:32:09.519
Right now, what happens and the mistake is you end up blaming your team.
00:32:09.680 --> 00:32:11.200
Like they won't implement anything.
00:32:11.359 --> 00:32:20.720
I can't inspire them, they don't show up motivated, I don't like the way they're doing it, blah, blah, blah, all these things when in reality those questions are outdated, right?
00:32:21.200 --> 00:32:25.599
Really, what how you're talking to yourself is outdated, therefore you're gonna get outdated answers.
00:32:26.079 --> 00:32:31.839
But in this case, right, the question needs to be what am I doing to cause that?
00:32:32.480 --> 00:32:35.680
What am I doing that isn't getting across to my team?
00:32:35.920 --> 00:32:38.559
What am I doing wrong when it comes to change management?
00:32:38.720 --> 00:32:54.240
See, if you change the question, earlier I was talking about Albert Einstein, and yes, the answers are become very outdated to the same questions we all ask ourselves really ear in and year out, no more so than leadership and culture, that we're talking that we're diving into now.
00:32:54.880 --> 00:32:59.440
But it also goes beyond that, is that the questions have become outdated.
00:32:59.599 --> 00:33:02.720
Life is not about answers, it's knowing what questions to ask.
00:33:02.880 --> 00:33:16.799
And you can see when I shift the question from a blame somebody else to a self-reflection on me, I am automatically gonna start getting different answers that are more updated, more innovative, and are gonna help me more.
00:33:17.039 --> 00:33:22.559
And that is what I want you all to ask yourself is do you know how to change human behavior?
00:33:22.640 --> 00:33:25.680
And that's really where your actual competition is, right?
00:33:25.759 --> 00:33:34.240
Your ability to change human behavior so you can transform ideas into action is your biggest competitive advantage or lack thereof, right?
00:33:34.319 --> 00:33:37.279
It is not the person down the street selling the same thing.
00:33:37.440 --> 00:33:39.759
It is not any other business, any other industry.
00:33:39.839 --> 00:33:51.519
That is not your competition, and the more you worry about that stuff, the more it just sucks you out of where you should be focused, and that is inside your walls on these five to thrive.
00:33:51.680 --> 00:33:57.359
And look, strategy, and this is, I want you to really pay attention to this very closely.
00:33:57.599 --> 00:34:04.799
Because we talked about having a vision, what that vision needs to be, and we talked about strategy, and just this one part is so in-depth.
00:34:04.960 --> 00:34:20.079
You can see why this is such a powerful trained skill set, and how powerful it is if you commit to this lifelong pursuit journey of learning is strategy is not making short-term decisions that sabotage long-term visions.
00:34:20.239 --> 00:34:23.519
This goes back to tripping over dollars to pick up pennies.
00:34:23.679 --> 00:34:24.880
I see it all the time.
00:34:25.119 --> 00:34:30.400
Getting all of you out there to make an investment that has a return.
00:34:30.559 --> 00:34:34.000
You would never look at stocks and go, I'm not gonna buy that.
00:34:34.079 --> 00:34:35.360
It yeah, it's too expensive.
00:34:35.519 --> 00:34:36.320
No, of course you wouldn't.
00:34:36.400 --> 00:34:39.039
You're like, look, I'm gonna decide between these stocks.
00:34:39.199 --> 00:34:46.480
This one on paper is more expensive, but their management team's better, the leadership team's better, their vision's better, they have a proven track record, right?
00:34:46.559 --> 00:34:49.920
I'm gonna invest in that and I'm gonna get a proven return.
00:34:50.559 --> 00:34:51.519
That's how you do it.
00:34:51.599 --> 00:35:00.320
And that's exactly how you should look at business with businesses when you're hiring companies, whether it's bringing me in, my company's in, somebody else, that's exactly how you should look at it.
00:35:00.800 --> 00:35:02.400
You're gonna get a return.
00:35:02.559 --> 00:35:12.800
And that return could be financial, it could be time, it could be having less chaos, it could be having more fun, it could be all the above, whatever the heck it is, you get a return.
00:35:12.960 --> 00:35:14.880
That's how you have to think about this.
00:35:15.119 --> 00:35:24.320
You can't make these little short-term sided decisions because something happened today that gets you all derailed and completely sabotages your long-term vision.
00:35:24.480 --> 00:35:30.000
So strategy is not making short-term decisions that sabotage long-term vision.
00:35:30.239 --> 00:35:42.719
What it is, though, is having a long-term vision with short-term clear, actionable, controllable goals that help achieve your long-term vision a little bit at a time.
00:35:42.800 --> 00:35:56.719
And this goes back to one of the reasons it is so hard to grow businesses today is because of the lack of attention span, the inability to focus consistently on a long-term objective.
00:35:56.800 --> 00:35:58.800
And you can see how these are different, right?
00:35:58.960 --> 00:36:02.639
Strategy is not making short-term decisions that sabotage long-term vision.
00:36:02.719 --> 00:36:03.440
It's the opposite.
00:36:03.599 --> 00:36:13.280
It's having a long-term vision with short-term, clear, actionable, controllable goals that help achieve your long-term vision a little bit at a time.
00:36:13.760 --> 00:36:14.719
A lot there.
00:36:14.960 --> 00:36:21.039
And that's why we're doing an overview of this Five to Thrive, because it'll show you how in depth it is, right?
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How much it encompasses, and how much it's going to help all of your businesses dominate.
00:36:27.360 --> 00:36:31.840
And now we're going to be moving into part two of the four core dimensions of leadership.
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That is called influence and alignment.
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I'm going to link it below and we'll see you over there.