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00:00:11.439Leaders get results by setting clear, measurable goals, and creating an outcome-driven roadmap that inspires their team.
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00:00:26.719Welcome 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.
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00:00:33.520Hello, America, and welcome to First Lead You, where we believe selfless leadership is essential.
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00:00:37.359America is suffering a leadership crisis.
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00:00:43.600Self-awareness and emotional intelligence is the key to developing selfless leaders.
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00:00:47.439Now, here is personal growth coach John Ballinger.
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00:00:52.960Hello, I'm John Ballinger with First Lead View, and I'm here with my trusted co-host, Mr.
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00:00:53.920Douglas Ford.
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00:00:54.640Hello, John.
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00:00:55.600How are you today?
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00:00:57.520I'm well, sir, and you?
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00:00:59.439I am doing great.
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00:01:02.399Well, we are on our last R.
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00:01:06.239Yes, because we now we had five R's.
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00:01:07.040We had five.
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00:01:07.840We err.
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00:01:08.480We were.
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00:01:17.519And we went back last week to relationship because we wanted to dig a little bit deeper into relationship.
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00:01:28.159And uh which made me before we go into our last R, I was talking today with uh just a few people doing what I do in my normal day.
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00:01:33.439And I made the I made the statement that leaders don't know their identity.
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00:01:37.599I would say that's true for a lot of people.
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00:01:38.400Yeah.
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00:01:44.799And and so I started kind of playing around with the word identity and identify.
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00:01:54.000One letter separate, the T and the F at the end of the you know how similar their their uh vocabular or the definition is?
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00:01:56.159I would imagine it was pretty similar.
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00:01:57.280Pretty similar.
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00:01:58.719Very similar words.
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00:01:59.120Yeah.
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00:02:00.719One letter difference.
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00:02:12.879And when I t when I'm talking through with this particular two two leaders in an organization, and I asked them the question, so what do you want your team members to identify you as?
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00:02:17.680When they when they think about you, what do they think about?
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00:02:21.680One leader said a dirty word.
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00:02:27.680I mean, that's that's how they that's how this person thinks people think of that person.
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00:02:29.520But is that what they want people to think of?
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00:02:31.520And or they just think that's how people perceive that.
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00:02:35.840They know that's how perceived because people tell them this is how they perceive this person.
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00:02:36.800Gotcha.
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00:02:39.120That's not good.
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00:02:40.639Yeah.
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00:02:40.960Right.
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00:02:43.039Did they have a desire to change that?
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00:02:58.800I think there is some desire to change that, but given the state of the person, the company, the people in the company, uh, there's some feeling that you've got to be a tough person to be able to deal with the organization, which I would agree with.
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00:02:59.360Gotcha.
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00:03:08.240So the identity of someone and how someone identifies with you is extremely important in leadership.
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00:03:19.840Even if you think, you know what, I need to be this way because of X, you know, in this case, the the top team of people that I have here, gotta be tough.
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00:03:24.719Is that truly how you want to be identified with?
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00:03:31.120Then I have another meeting today with a young man who's searching for his identity.
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00:03:35.039And no one's been truthful to him, his word.
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00:03:39.759No one has been honest with me about who they see in me.
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00:03:56.800I I believe as we start going into the last R, which is results, one of the things that's imperative that leaders do is understand who their identity is and how their team identifies with them.
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00:04:07.360And they really need to sit down and consider to get the results I need as a leader, I really need to to dig into that.
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00:04:14.159And and so part of our, I'm giving away part of our uh at the end, here's your homework.
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00:04:21.680Is sit down and ask yourself, what is my identity and how do people identify with who I am?
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00:04:24.800People can use that as we go through the episode.
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00:04:25.279Yeah.
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00:04:27.920So uh last R results.
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00:04:31.199And I'm gonna read the definition.
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00:04:49.360It is the outcome or the consequences of an action, experiment, process is typically observed and recorded after a study or investigation.
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00:04:52.319Well, that was a lot.
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00:04:52.800Yeah.
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00:04:57.600You wanna you want to give that another go so we can we can kind of comprehend what you just said?
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00:05:09.759Results, the outcome or consequence of an action, experiment, or process typically observed and recorded after a study or investigation?
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00:05:18.399So if you're going back, and here's a uh this is a question on the Rs.
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00:05:35.759Can a leader build a trusting relationship by being respectful and resilient so they so that you, the leader, receive the expected results that you want and that you that's the question.
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00:05:40.399The obvious answer is you should be able to.
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00:05:48.079The difficulty is as a leader, can I build a trusting relationship?
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00:05:54.560Can I learn to be respectful even in today's very difficult time?
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00:06:08.160Be resilient while I'm doing it to get to the point where I uh achieve the the outcome or the results that I need for myself as in leadership and the organization I'm in charge of.
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00:06:11.199Now, that's not easy.
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00:06:12.959That's a big it's a statement.
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00:06:24.639It can be done, but again, going back to the chart, unless you are embracing, and I'm gonna go back all to the seat for a second, if I can if I may.
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00:06:26.079Please do.
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00:06:33.920We're asking a leader to learn how to be a coach, a cop, a counselor, a commander.
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00:06:36.639Think about what we're asking a leader to do.
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00:06:46.879Morph in from what their natural bend is, how they've been trained, their DNA, and we're saying, no, you have to be these four at any given time.
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00:06:54.959And as you progress through the chart, you're gonna be able to get to a point where results take place.
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00:06:59.839Now, I did some light research this weekend.
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00:07:05.519As opposed to last week when you're on vacation and you had multiple days to do research.
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00:07:11.040Yeah, I I just and I you know I'm not a big uh AI person.
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00:07:25.120Like I don't I don't go out and just use Chat GPT or Gronk or any of those things, but I thought, you know, for this exercise, I really want the answer that is going to shoot out to all these different and pull back in.
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00:07:25.759Okay.
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00:07:30.079So here was my question.
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00:07:47.439How many programs in the blue collar trade industry are there that starts with an apprentice program with a mentor, mentee, journeyman type class?
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00:07:49.920That was that was my question.
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00:08:06.000I'm gonna read there are not exact numbers for all apprentice journeyman programs in the blue-collar industry, but as of physical 2024, physical year 2024, there are approximately 27,000 registered apprenticeship programs in Nation.
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00:08:08.079Wow.
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00:08:09.519I would not have guessed that many.
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00:08:10.480I wouldn't have either.
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00:08:12.879Then it started breaking them down.
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00:08:16.560Tight fitters, shipbuilders, I mean, it just went down the list.
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00:08:22.959Approximately half of these participants are in the construction industry alone.
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00:08:25.040That makes sense.
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00:08:26.160Okay.
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00:08:34.080So then the question was: how many mentor programs in the white collar industry are there?
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00:08:37.360How many programs are there for pastors?
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00:08:50.000How many programs are there for government officials where you would take that same kind of process coming in brand new, you're going to be paired with, you're going to go through this process.
00:08:50.960 -->
00:08:53.679And we're talking like kind of official processes.
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00:08:54.639Official process.
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00:08:56.399Not informal or casual.
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00:09:02.879This is this is an official, just like the journeyman program would be to a mentor in the electric, we'll say the electrician trade.
00:09:02.879 -->
00:09:03.360Gotcha.
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00:09:03.840Okay.
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00:09:13.919There is no definitive account of any apprenticeship programs designed specifically to lead executives or leaders through the white-collar industry.
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00:09:25.679While the number of white-collar and management focused apprenticeship programs is growing, the system is not as standardized as traditional trade apprenticeship programs.
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00:09:33.679Most executive positions are reached through career progression, not apprenticeship programs.
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00:09:38.799That was my results that I got back asking how to ask that question.
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00:09:55.840So I I sit back and say, so we our society has established a series of up to 27,000 programs for people to do things that need to be done to lift society up, the business community.
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00:10:07.919But the people over the people in those blue-collar trades do not have a specific program that they go through in order to lead those 27,000 programs.
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00:10:12.960That's not it.
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00:10:42.799At the sound of my voice, I would challenge any MBA program person to come on our podcast to tell me as they were going through their MBA program, here's what they learned about leadership development for themselves and how they're going to implement it inside an organization in their MBA program.
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00:10:54.559Yeah, well, I think if you just think about the idea of leadership development, I mean most well, there certainly are companies that have leadership development programs within them.
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00:10:58.799And I'm sure they have curriculum that they've developed or that they utilize.
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00:11:25.200But when you think about you know John Maxwell's of the world, you think about other kind of private organizations that are developing leadership, and it goes back, I think, a lot to what we talk about, which is in a lot of leadership roles it's left to the individual to do their own personal development to try to get to some sort of professional success.
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00:11:36.399That may be a very formal process that you go through classes, or it may just be you may be naturally inclined to pick up the information you need to develop yourself as a leader.
00:11:36.399 -->
00:11:44.480But um, yeah, I mean, certainly the military would be a great example of a leadership mentoring program.
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00:11:53.679You know, it didn't come and none of the results brought the military into it because I was very specific about pastors, business leaders, and government officials.
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00:11:57.759And I ask you this question, and maybe we talked about it on the last podcast.
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00:12:02.879Just because someone's elected official, does that automatically flip a switch in them and then now they're a leader?
00:12:03.120 -->
00:12:04.639Yeah, no, we know that answer.
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00:12:05.039Yeah.
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00:12:07.600Well, I'm gonna say the same thing about pastors.
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00:12:16.879Just because you graduate seminary or Bible college doesn't flip a switch in you and all of a sudden make you a leader that you need to be for yourself and the organization.
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00:12:17.440Right.
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00:12:19.519Now, you go on down to the business.
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00:12:26.879Here, here the system is telling us there's no formal process or program for the white-collar trade industry.
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00:12:29.039It's a it's a series of progressions.
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00:12:32.639That's what it's saying.
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00:12:40.720Yet we'll take some of the most difficult trade industries in America and we'll develop programs for them, require them to go through it.
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00:12:45.440Like you can't, you can't pass go until you do these things to do this thing.
00:12:45.440 -->
00:12:49.679But the people leading those organizations don't have to go through some kind of process.
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00:13:04.639My point being to all that with results is how do we expect to get the results that we need to get as leaders if we're not willing to put in the time and effort to do the things we need to do to develop ourselves, yet we're expecting people that work for us to do that.
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00:13:08.799My my you can't.
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00:13:10.240You shouldn't.
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00:13:18.799And we're failing those 27,000 groups of people and everybody else because we won't do the hard things to do the hard thing.
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00:13:22.399Yeah, I would agree with that.
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00:13:43.120I mean, we are actually going to be participating in a group locally where we're going to go in and share some emotional intelligence uh scenarios with them and give them the opportunity to um act those out in their small groups to talk about those, talk about ways that they can improve.
00:13:43.120 -->
00:13:50.480I mean those those types of things on a regular basis is what helps you grow as a leader because I mean we've talked about it's the same as journaling.
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00:13:57.039And when you you know when you're journaling, you kind of look back to look forward.
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00:14:06.240When you're in some of these kind of uh scenarios uh where you're kind of active learning, you use that to look ahead.
00:14:06.240 -->
00:14:07.600Like how would I deal with that?
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00:14:16.720So um, yeah, I think it's crucial, and of course we're we're kind of developing a process at firstly you uh that will help people do that.
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00:14:28.720But I think it's crucial for people to figure out what they can use, how they can use the resources they have to systematically start to develop themselves so that they can become a better leader.
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00:14:29.360Yeah.
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00:14:41.600We we that class that we just had, the beta class, uh, I I've got a personally, I've got some messages sent back to me from people that are in that class saying that's what's needed.
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00:14:51.840And our age range, rem remind tell the audience what the age range was with the people in our leadership 27 to 70.
00:14:51.840 -->
00:14:54.159That's a pretty big age range.
00:14:54.480 -->
00:14:56.399There were there were multiple people, it wasn't just two people.
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00:14:57.519There were multiple people in the air.
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00:15:10.240Yeah, but the the age range was we had young to older in the group that want to know how do I learn to lead myself well so I can learn my lead my team well.
00:15:10.240 -->
00:15:23.440So it's important to get the results that are needed for yourself and your organization that you lean in and and again, very important.
00:15:23.440 -->
00:15:32.080Building relationships, learning to be respectful, and be resilient as a leader.
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00:15:40.240Now, in today's workplace, how does a leader get maximum results from themselves and then from their team?
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00:15:46.000In today's environment that we're we're dealing with, how does how does that happen?
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00:15:49.120I'm gonna tell you how that are you asking the question, Mr.
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00:15:49.440Ford?
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00:15:50.399I did.
00:15:50.399 -->
00:15:54.399I mean, I was going to ask you the question, but since you ask yourself, go ahead and answer it.
00:15:54.720 -->
00:15:55.679I want to answer the question.
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00:15:57.440Does that mean I'm crazy?
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00:16:09.919Leaders get results by setting clear, measurable goals and creating an outcome-driven roadmap that inspires their team.
00:16:09.919 -->
00:16:14.720The audience has heard me.
00:16:14.720 -->
00:16:25.519If you've listened to this podcast for any length of time, one of the things that I described is a leader must learn to give turn signals to their team.
00:16:25.519 -->
00:16:44.000Because there's a frustration level that happens to everyone that's a driver when they're driving down the road and they're they're uh the car in front of them just abruptly stops and turns, it takes you into a lot of times a place of anger and frustration.
00:16:44.000 -->
00:16:47.759You have to think about your team that way.
00:16:47.759 -->
00:17:01.279If you do not, if you go in and you set these these goals one week and say, This is the way we're headed, and then Monday morning you come in with no turn signal whatsoever and say, abandon those goals.
00:17:01.279 -->
00:17:04.240Now this is where we're headed, and this is what we're gonna do.
00:17:04.240 -->
00:17:08.000You have just completely frustrated your team.
00:17:10.480 -->
00:17:11.839So let me ask this question.
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00:17:29.680How do you have that conversation which may need to happen on a semi-regular basis because market conditions change, business changes, priorities change, there's there's plenty of good reasons why you need to change direction on a semi-regular basis.
00:17:29.680 -->
00:17:50.079Because you've experienced this as we've been involved in organizations where you have shared directions and you have uh provided turn signals and it just goes over.
00:17:50.079 -->
00:18:08.799You know, it's just like it just goes over their head, there's no response, there's uh so how do you have that conversation in a way that engages your team and helps them understand that you are providing them with turn signals, you need to be that specific.
00:18:09.359 -->
00:18:09.759Yes.
00:18:09.759 -->
00:18:10.799Yeah.
00:18:10.799 -->
00:18:34.559Because most people that are are working, and depending on the uh industry of people that you're working with, if you're working with a bunch of linear thinking people, you better be able to over-communicate turn signals because they'll get so laser focused on the project that you can be talking to them and you could be looking through them and they don't hear words you're saying.
00:18:35.119 -->
00:18:46.240So that necessitates the idea of relationship, but you need to know who your people are, you need to know how to communicate to them, you need to know individually how to communicate to them.
00:18:46.480 -->
00:18:46.720Right.
00:18:46.720 -->
00:18:48.799So let me let me give you an example.
00:18:48.799 -->
00:18:51.119So let's take three departments in a company.
00:18:51.119 -->
00:19:03.759Okay, and let's say this is an a company that has an engineering department, okay, a construction trades department, and the marketing and uh branding department.
00:19:03.759 -->
00:19:04.319Okay.
00:19:04.319 -->
00:19:10.000So I'm gonna I'm gonna be talking about shifts with those three departments.
00:19:10.400 -->
00:19:14.240Okay, this is the way you would approach the discussion with these three different departments.
00:19:14.240 -->
00:19:14.880Right.
00:19:15.039 -->
00:19:27.359I'm gonna go into the engineering department, knowing that it's a bunch of linear thinking people, and I'm gonna I'm gonna have to grab their attention and I'm gonna ask them to forget what they're doing right now.
00:19:27.359 -->
00:19:31.519I need you to just totally forget what you're doing right now and listen to what I'm saying.
00:19:31.519 -->
00:19:33.359Okay.
00:19:33.359 -->
00:19:37.039And then I'm gonna start with I know we were headed in this direction.
00:19:37.039 -->
00:19:48.480This is still important, but what I'm gonna do is I'm gonna take you two and I'm gonna continue moving you down the pike, and you three, I'm gonna have to change directions with you, and I need you to go this way.
00:19:48.480 -->
00:19:54.559And I'm gonna separate the two because I don't want to lose the momentum of what's going on with these two.
00:19:54.559 -->
00:19:59.920And I I want to change directions and move this direction and sit down and have a conversation.
00:19:59.920 -->
00:20:04.880So I'm gonna I'm not even gonna keep these two in the room because that's just gonna cloud what they don't need to know it.
00:20:04.880 -->
00:20:07.519Keep keep going, keep keep going.
00:20:07.519 -->
00:20:16.240And I'm gonna have a clear conversation with them, and then I'm gonna ask the question, and you've heard me ask this is there anything that you heard me say that you don't understand.
00:20:18.480 -->
00:20:21.519Which can be a difficult question to answer, to be honest.
00:20:21.519 -->
00:20:25.680Well, because they understand the words, right?
00:20:25.680 -->
00:20:36.480They understand English, uh, but they may not understand the intent, the meaning, or really what the weight of that conversation actually entails.
00:20:36.720 -->
00:20:36.960Right.
00:20:36.960 -->
00:20:40.960But here's why here's why I know I've got to do this with linear thinkers.
00:20:40.960 -->
00:20:51.440I'm gonna say, because you're reflective thinkers, which linear thinkers are, tomorrow at 2 o'clock, come back to the table with any questions you've got.
00:20:51.440 -->
00:20:54.960I had I had a conversation Monday.
00:20:54.960 -->
00:20:59.279Today is Tuesday at Tuesday almost evening.
00:20:59.279 -->
00:21:07.759And I had a conversation Monday that elicited a response finally from the person I had Monday morning because I know this person's a reflective thinker.
00:21:07.759 -->
00:21:12.559And I didn't say reflect on this and respond to me.
00:21:12.559 -->
00:21:22.960I just knew that in the meeting I was gonna get very little communication because they are a reflective thinker, and the day at 5 o'clock I get a text.
00:21:22.960 -->
00:21:25.039I've been thinking.
00:21:25.039 -->
00:21:28.559That's the same way the linear thinkers.
00:21:28.559 -->
00:21:31.359I'm gonna leave the linear thinkers with that.
00:21:31.359 -->
00:21:38.480Mark 2 o'clock, come back to the table with any questions you've got based on what you've heard today, and I'm gonna plow forward.
00:21:38.480 -->
00:21:46.480That amount of time, which is could be 30 minutes that I sit down and show them here's the turn signal, and it may be 30 minutes or an hour.
00:21:46.480 -->
00:21:52.480Is that hour and a half of my time and their time worth it to get maximum results from them?
00:21:52.480 -->
00:21:54.160Absolutely, all day long.
00:21:54.160 -->
00:21:54.799Okay.
00:21:54.799 -->
00:21:58.079I'm gonna leave there and I'm gonna go to the construction trades department.
00:21:58.079 -->
00:22:01.359I'm gonna tell them what I need them to do.
00:22:01.359 -->
00:22:12.799Most of them are very uh, most construction people can see things that aren't built by looking at blueprints and designs or even somebody saying, hey, this is what I need to do.
00:22:12.799 -->
00:22:15.279That means they have a more creative mind.
00:22:15.279 -->
00:22:29.200And the most I'm gonna get into them with um I is eye rolls and some conversation after I leave, they're gonna have heard me, but then they're gonna they're gonna chide and make fun and all this stuff when I leave.
00:22:29.200 -->
00:22:32.319So here we go again on the roller coaster, things like that.
00:22:32.319 -->
00:22:45.279But they will listen to what the turn signal is because in the in their world, with all the different aspects that they work with, they're used to gear shifting, and the best that they can do is just make fun of it.
00:22:45.279 -->
00:22:53.279I'm gonna leave there and go to the marketing department, and I'm gonna have the marketing department say, you know what, this is this was important.
00:22:53.519 -->
00:22:55.599This is where you're really gonna get your results.
00:22:56.960 -->
00:22:59.440This is where I'm gonna get the maximum eye roll.
00:22:59.440 -->
00:23:05.039Is I'm gonna talk to the team about it because most of them are very creative in their mind.
00:23:05.039 -->
00:23:09.920They may actually push back and say things to me as I'm talking about turn signals.
00:23:09.920 -->
00:23:23.920Especially if I say, tell me if if what I said, did you hear and understand why I said, there could be people in that department that say, well, I this is how I heard it, is this how it was intended to be meant?
00:23:23.920 -->
00:23:27.839They they will ask questions, and I would want them to ask questions.
00:23:27.839 -->
00:23:44.640So very reflective, uh jovial, talk about it, talk about me when I'm leaving, kind of mentality, more serious because they want to get it right, because they don't want anything leaving their department that's gonna make them look bad.
00:23:45.519 -->
00:23:46.640Or the organization.
00:23:47.119 -->
00:23:47.839Well, yeah.
00:23:47.839 -->
00:23:51.680Which in their mind, as the organization is pointing to the marking team.
00:23:51.839 -->
00:23:52.480Yeah.
00:23:53.839 -->
00:23:55.359What have I done?
00:23:55.359 -->
00:24:10.799I've spent an hour, hour and 15 minutes changing directions, but as a leader, I need to make darn sure that the directions I'm giving them come with turn signals and communication so that they can move forward.
00:24:10.799 -->
00:24:14.079Otherwise, there's significant frustration.
00:24:14.079 -->
00:24:17.119And here's here's the here's the gold nugget, Doug.
00:24:17.119 -->
00:24:21.279Let's say that all of that total was three hours.
00:24:21.279 -->
00:24:27.599If I don't do that, how much time is lost in productivity if I don't do that?
00:24:28.000 -->
00:24:29.759It's easily 10% of that.
00:24:29.759 -->
00:24:30.720I mean 10 times that.
00:24:30.720 -->
00:24:31.83910 times that.
00:24:32.079 -->
00:24:33.519At a minimum.
00:24:33.519 -->
00:24:34.799Right?
00:24:34.799 -->
00:24:37.680So leaders to get the results you need.
00:24:37.680 -->
00:24:39.039And I know we're we're up on a break.
00:24:39.039 -->
00:24:48.640We're probably way past the break, but leaders to get the results, it is critical that you know who you're talking to, how to speak to them.
00:24:48.640 -->
00:24:55.279And in today's environment, with as fast as things move, make sure you're using turn signals to do it.
00:24:55.279 -->
00:24:56.240We'll do that.
00:25:20.000 -->
00:25:26.160We hope that in every episode you'll find some bit of information that will help you on your own personal leadership journey.
00:25:26.160 -->
00:25:41.200In 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 FirstLeak D.
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00:25:51.680And please take time to visit the FirstLeadG website.
00:25:51.680 -->
00:25:58.240That's number one, ST, the word me, and the letter B.com.
00:25:58.240 -->
00:26:01.279Firstly.com.
00:26:01.279 -->
00:26:07.359Number one, ST, the word lead, and the letter D.com.
00:26:07.359 -->
00:26:12.480I hope you have a great day as you continue to learn through first lead.
00:26:12.480 -->
00:26:33.200You today we are talking about the final R, the fourth R in our chart box tick, which is results.
00:26:33.200 -->
00:26:36.880And we've been talking about how do you get results.
00:26:36.880 -->
00:26:47.200And so some of the research I was able to do uh for this episode was really around how do leaders act uh in relation to the teams that they lead.
00:26:47.200 -->
00:26:49.599And there was a couple things that stood out.
00:26:49.599 -->
00:27:01.839So four kind of quick uh high-level concepts, uh, one of the things that uh leaders need to do is they need to foster a culture of trust and psychological safety.
00:27:01.839 -->
00:27:03.200And we've talked about that before.
00:27:03.200 -->
00:27:09.759I mean, if there's a lot of uh fear in an organization, nobody's gonna be speaking up.
00:27:09.759 -->
00:27:18.160And uh so to create that culture of trust and psychological safety, first you want to encourage risk taking.
00:27:18.160 -->
00:27:39.440That means you want to solicit ideas, you want to encourage people to put their thoughts out there, and then you need to handle those suggestions, thoughts appropriately, because if you are misusing that time or you're not responding properly, uh, people are going to not want to share uh that information.
00:27:39.440 -->
00:27:44.400Um the next one is to clarify and streamline communication.
00:27:44.400 -->
00:27:52.400We talked just a a good bit uh in the previous uh set segment about thinking about who you're talking to.
00:27:52.400 -->
00:28:14.079Be clear and concise with them, give them room to think about it if they need to, give them room to uh kind of make jokes about it if they need to, also give them the opportunity to ask the questions they need to get the clear uh definition of what uh you want as a leader or where we may be going as an organization.
00:28:14.079 -->
00:28:17.519So that's good stuff.
00:28:17.519 -->
00:28:22.640We've got a couple more empower through intelligent leadership.
00:28:22.640 -->
00:28:29.039That means that you're going to serve the team, you're gonna share credit and take the blame.
00:28:29.039 -->
00:28:36.559We all know that good football coaches you know, credit the team for the win, accept the responsibility for the loss, right?
00:28:36.559 -->
00:28:40.480Um, and then leverage the accountability.
00:28:40.480 -->
00:28:46.079Finally, we want to create a cycle of continuous learning and improvement.
00:28:46.079 -->
00:28:47.440We talk about that all the time.
00:28:47.440 -->
00:28:52.640If you're not working on developing yourself, you're probably missing something.
00:28:52.640 -->
00:28:58.240Uh so you provide continuous feedback, celebrate successes, and learn from failures.
00:28:58.240 -->
00:29:13.680You know, and this is something that I continue to work on for myself, uh, for the members of my family, for members of my team, is I think too often we don't take the time to celebrate successes appropriately.
00:29:13.680 -->
00:29:19.119And then we look at failure as defeat.
00:29:19.119 -->
00:29:33.920And I know this has been said by many per people, but the thing that I heard uh that stuck with me most was uh a couple years ago when Jalen Hurts and the Philadelphia Eagles had been to the Super Bowl and they lost.
00:29:33.920 -->
00:29:39.200And a reporter asked Jalen, what do you think about that?
00:29:39.200 -->
00:29:42.559Yeah, but when you're reflecting on the day, what do you think?
00:29:42.559 -->
00:29:45.039He goes, Well, you either win or you learn.
00:29:45.039 -->
00:29:47.920And I was like, that was a pretty strong statement.
00:29:47.920 -->
00:29:48.720That's strong.
00:29:48.960 -->
00:29:50.799That's great, that's green onion strong right there.
00:29:51.119 -->
00:29:59.839Anyway, so that those are just some of the things that uh as you think about results, how can you as a leader get results and help your team?
00:29:59.839 -->
00:30:07.680accomplish what you need, create trust and psychological safety, be clear and streamlined in your communication.
00:30:07.680 -->
00:30:15.279Empower them through intelligent leadership and create a cycle of continuous learning and improvement.
00:30:16.160 -->
00:30:16.720That's great.
00:30:16.720 -->
00:30:23.039As you were talking through that, something popped in my mind that we said a lot in the military, especially in aviation.
00:30:23.039 -->
00:30:23.920Easy.
00:30:25.920 -->
00:30:29.519This is PG These are not all they're not always PG things.
00:30:30.400 -->
00:30:35.200We said as a leader, you're either excuse driven or results oriented.
00:30:35.200 -->
00:30:36.400Oh that's good.
00:30:36.400 -->
00:30:42.000And and I want the leaders to really reflect on that.
00:30:42.000 -->
00:30:44.400Excuse driven or results oriented.
00:30:44.400 -->
00:30:58.880If your first reaction to a failure taking place with yourself or the organization is to make an excuse about it, you really need to sit back and and and reflect and think through that.
00:30:58.880 -->
00:31:06.720Because as you're failing yourself in being that way, your team is sinking.
00:31:06.720 -->
00:31:09.039Just like you talked about the coach.
00:31:09.039 -->
00:31:10.640If we win the team wins.
00:31:10.640 -->
00:31:13.839If we lose the coach is like it's on me.
00:31:13.839 -->
00:31:25.039Too many leaders today start pointing fingers at every we're dealing with something right now with a business leader who is pointing fingers at everybody but himself.
00:31:25.039 -->
00:31:34.880And we personally know for a fact that the problem's with the business but no never admit that's a problem.
00:31:34.880 -->
00:31:41.279So listen to this audience write it down.
00:31:41.279 -->
00:31:47.279I'm either excuse driven or I'm a results oriented person and and really reflect on that.
00:31:47.759 -->
00:32:03.759Well and when you think about results oriented I mean that orienting yourself uh in a direction and with a purpose and you know I've I've used the word orient a lot today for some reason so that's that's just kind of sticking in my brain.
00:32:03.759 -->
00:32:04.720Yeah.
00:32:05.039 -->
00:32:27.920So as we as we kind of close out uh this uh the results podcast results happen when a leader learns how to apply building relationships building respect through resiliency to navigate the treacherous waters of today's personal and business climate.
00:32:27.920 -->
00:32:46.000And I use the word treacherous waters because as I'm thinking about a ship being tossed around in treacherous waters what it takes for that captain to get that ship through those treacherous waters versus if you set out set sail and everything's smooth safe.
00:32:46.000 -->
00:32:48.880Well you need a good chart you gotta have a good chart.
00:32:48.880 -->
00:33:04.160I think we'll talk about that to do that I've got four things that I'm bringing to the table that are from me not from an article but these are things that I personally do myself that help me with results.
00:33:04.160 -->
00:33:04.640Okay?
00:33:04.640 -->
00:33:05.359Can I share those?
00:33:05.359 -->
00:33:17.359Please do yeah I really think today's leader needs to be much more strategic in how they think so strategic thinking is critical in today's leadership.
00:33:17.359 -->
00:34:14.639I think they need to be proactive in problem solving they don't need to wait and hope it goes away hope it fixes itself sweep it under the rug let's go ahead and and solve the problem they need to be empathetic yet motivating at the same time so I hear you I feel what's going on I understand but here's how we're going to do it and let's let's you know that's that cheerleadership that's needed today and then lastly be adaptable make sure that as you're being a strategic thinker you're solving problems proactively you're being empathetic and motivating the entire time you're being adaptable to your surroundings because the reality is you can have all the education you want as a person go to college get your master's get your PhD but if you don't learn how to apply that there's going to be no transformation for you or your organization.
00:34:14.639 -->
00:34:56.480And I really feel like at the end of the day if somebody asks me John what what are we missing in business when it comes to you talked about earlier a program we we've missed taking education into an application process to develop transformation because Douglas that's the hard part it's it's like it's like when we had that gentleman up at the one organization he was building a horseshoe for it and that slag that kept coming off of that metal it's hot it'll burn you and and you know transformation is hot and it's it'll burn you it it you have to expose yourself.
00:34:57.199 -->
00:35:24.960He was up there with no apron on no gloves I mean he had did he have gloves he had gloves on but I mean that stuff was going all over the place hot well and you know after the first couple times and he knocked the slag off of it you thought oh well he's he must have gotten goes back to the fire comes back horse lag goes to the fire comes back more slag like what an hour an hour and a half or something like that?
00:35:24.960 -->
00:35:27.440Yeah to make one horseshoe one horseshoe.
00:35:27.440 -->
00:35:29.920Of course we did ask him to make the most difficult horseshoe.
00:35:30.159 -->
00:35:42.000We we did we did that but at the same time I'm thinking good gracious that's that's a complete process that he's gone through that really looks like leadership development.
00:35:42.239 -->
00:36:00.320It's just all right a little bit more a little bit more put it back in the fire a little bit more yeah and when you see that what the horseshoe looked like at the end and where it started which was just a a sa a iron bar and then it's formed to the shape of a horseshoe.
00:36:00.320 -->
00:36:09.440Everybody thinks it's got nail holes in it it's got a ridge in it so that you can put nails in it to hold it to the hoof I mean it was amazing to watch the process.
00:36:09.760 -->
00:36:35.519Yeah and the fact like I said that it was an orthopedic horseshoe which was much more difficult which means that the sides were different uh thicknesses because the horse his hoof needed a different so it's it's like a an it was an orthopedic horseshoe that's what he called it the same thing for us as leaders there there may be much more slag taken off of one leader than another or different slag taken off one.
00:36:36.079 -->
00:36:37.599And you have to keep going back to the fire.
00:36:37.599 -->
00:36:40.239Gotta keep going back to the fire to refine yourself.
00:36:40.480 -->
00:36:45.840Yeah so you know you said something about chart earlier I'm gonna toss it to you to talk about that.
00:36:46.159 -->
00:37:16.639Yeah so if uh you just joined us or recently joined us uh you can download the chart acrostic from our website firstlyju.com uh we encourage you to go and do that uh there's ways to communicate with us to send us messages out on the website so uh if you'd like to do that we'd love to hear your thoughts on chart any specific element of chart or where we're going as we head toward the final letter T and the four words of the T.
00:37:16.960 -->
00:37:19.599So great I appreciate that Mr.
00:37:19.599 -->
00:37:28.480Ford and remember leaders in order to lead your teams well you must first lead everyone
