Creating a Culture of Excellence with Kyle McDowell

How do you build a culture of excellence? You begin with WE. On this episode of the Circuit of Success Podcast, Brett Gilliland interviews best-selling author, inspirational speaker, and leadership expert Kyle McDowell. Together they break down McDowell’s best seller Begin With WE and the top principles of creating and sustaining a culture of excellence. Kyle shares his experience of transitioning from a corporate career to starting his own business, and how he was able to make a positive change in his life by investing in himself and his passions. Kyle emphasizes the importance of leading by example, taking action, and focusing on outcomes rather than busyness to create a unified culture within an organization. Are you looking to lead with excellence? You don’t wanna miss this… FULL YOUTUBE EPISODE 00:00:15.000 –> 00:00:16.000 Welcome to the Circuit of Success. I’m your 00:00:16.000 –> 00:00:19.000 host, Brett Gilliland. Today, I’ve got Kyle McDowell 00:00:19.000 –> 00:00:20.000 with me, Kyle. What’s up, buddy? 00:00:23.000 –> 00:00:25.000 Hey, Brett. I’m well. It’s great to be 00:00:25.000 –> 00:00:27.000 with you today. I appreciate you, you having 00:00:27.000 –> 00:00:27.000 me. 00:00:28.000 –> 00:00:29.000 It’s great to be with you as well, 00:00:29.000 –> 00:00:31.000 man. I’m excited. I I hope based on 00:00:31.000 –> 00:00:33.000 what I’ve seen about you and your energy, 00:00:33.000 –> 00:00:35.000 we’re gonna have an awesome conversation today, man, 00:00:35.000 –> 00:00:37.000 so I’m fired up. 00:00:38.000 –> 00:00:40.000 Likewise. I hope so. I’m I’m just thrilled 00:00:40.000 –> 00:00:42.000 to be here. I anytime I get a 00:00:42.000 –> 00:00:43.000 chance to kind of spread the message and 00:00:44.000 –> 00:00:46.000 evangelize the work that I’m doing, especially on 00:00:46.000 –> 00:00:47.000 a podcast that’s been around as long as 00:00:47.000 –> 00:00:50.000 yours, I jump at it. So, again, thank 00:00:50.000 –> 00:00:53.000 you. Awesome. Awesome. Well, you are a former 00:00:53.000 –> 00:00:55.000 fortune ten executive that turned to a Wall 00:00:55.000 –> 00:00:58.000 Street and USA Today best selling author. 00:00:58.000 –> 00:01:00.000 And speaker. You’re traveling the world man on 00:01:00.000 –> 00:01:02.000 all sorts of stages, but before we dive 00:01:02.000 –> 00:01:04.000 it, man, you are today, man. There’s a 00:01:04.000 –> 00:01:07.000 backstory in there. And something that makes Kyle 00:01:07.000 –> 00:01:08.000 tick, and I’d love to see if we 00:01:08.000 –> 00:01:10.000 can pull some of that out. 00:01:11.000 –> 00:01:13.000 Yeah. You thank you for that. I’d be 00:01:13.000 –> 00:01:15.000 remiss because I if I didn’t just start 00:01:15.000 –> 00:01:16.000 early on. 00:01:17.000 –> 00:01:19.000 I I I was very fortunate to have, 00:01:21.000 –> 00:01:24.000 a mother who had an incredible work ethic, 00:01:24.000 –> 00:01:26.000 out she was a single parent mom for, 00:01:27.000 –> 00:01:29.000 the first several years of of my life 00:01:29.000 –> 00:01:31.000 until she met a wonderful man who became 00:01:31.000 –> 00:01:33.000 my stepdad. And, you know, they always instilled 00:01:33.000 –> 00:01:34.000 a sense of work ethic in me that 00:01:34.000 –> 00:01:35.000 I just don’t think 00:01:36.000 –> 00:01:38.000 you can replicate. I don’t I think it’s 00:01:38.000 –> 00:01:40.000 hard to to teach it if it doesn’t 00:01:40.000 –> 00:01:42.000 start at an early age. 00:01:42.000 –> 00:01:44.000 So I just learned the value of a 00:01:44.000 –> 00:01:46.000 dollar and the value of 00:01:46.000 –> 00:01:48.000 or the connection rather between 00:01:48.000 –> 00:01:50.000 hard work and outcomes. If you want something, 00:01:50.000 –> 00:01:52.000 you gotta go work for it. I’ll never 00:01:52.000 –> 00:01:54.000 forget, man. Growing up every time a new 00:01:54.000 –> 00:01:56.000 pair of Air Jordans would hit the would 00:01:56.000 –> 00:01:57.000 hit the stores. 00:01:57.000 –> 00:01:59.000 And I wanted those things every single year, 00:01:59.000 –> 00:02:01.000 the new the new shoe would come out. 00:02:01.000 –> 00:02:02.000 I knew what I had to do. I 00:02:02.000 –> 00:02:04.000 had to put in weeks of yard work. 00:02:04.000 –> 00:02:05.000 It was always the recipe. 00:02:05.000 –> 00:02:06.000 So, 00:02:07.000 –> 00:02:09.000 I entered corporate America at seventeen, 00:02:09.000 –> 00:02:12.000 ironically, or of, believe it or not. I, 00:02:12.000 –> 00:02:13.000 I interviewed for a job at a local 00:02:13.000 –> 00:02:15.000 bank when I was seventeen years old. 00:02:16.000 –> 00:02:18.000 I rolled the dice that if I were 00:02:18.000 –> 00:02:20.000 to get an offer, the offer would come 00:02:20.000 –> 00:02:22.000 sometime after my eighteenth birthday because they wouldn’t 00:02:22.000 –> 00:02:23.000 have hired me if they’d known I was 00:02:23.000 –> 00:02:25.000 a minor. Right. And it worked. So I 00:02:25.000 –> 00:02:28.000 interviewed in June of nineteen ninety three got 00:02:28.000 –> 00:02:30.000 the offer in July started in August, 00:02:31.000 –> 00:02:33.000 and, I’ve been a kind of a student 00:02:33.000 –> 00:02:35.000 of of leadership 00:02:36.000 –> 00:02:38.000 in in the dynamics that come with working 00:02:38.000 –> 00:02:39.000 inside of corporate America, 00:02:40.000 –> 00:02:42.000 for the last nearly thirty years. So that’s 00:02:42.000 –> 00:02:44.000 I think that’s That’s what brings us here 00:02:44.000 –> 00:02:46.000 today, but I I have to share also, 00:02:46.000 –> 00:02:47.000 man. I, 00:02:48.000 –> 00:02:50.000 throughout that thirty year journey, and I’m sure 00:02:50.000 –> 00:02:52.000 you and and Certainly, many of your listeners 00:02:52.000 –> 00:02:54.000 might be able to relate. 00:02:54.000 –> 00:02:57.000 I found myself becoming more and more apathetic 00:02:57.000 –> 00:02:57.000 towards 00:02:58.000 –> 00:03:00.000 the whole thing. Towards the whole gig, man. 00:03:00.000 –> 00:03:02.000 And when I say gig, I mean, everything 00:03:02.000 –> 00:03:03.000 that comes with 00:03:04.000 –> 00:03:05.000 working inside the corporate world, 00:03:06.000 –> 00:03:07.000 the bureaucracy 00:03:08.000 –> 00:03:10.000 see the dysfunction, the toxicity, all of the 00:03:10.000 –> 00:03:12.000 things. And I’m the first to admit, by 00:03:12.000 –> 00:03:14.000 the way, man. I I perpetuated a lot 00:03:14.000 –> 00:03:16.000 of that. When you’re leading big organizations, 00:03:16.000 –> 00:03:19.000 you’re put in a position where lather rinse 00:03:19.000 –> 00:03:20.000 repeat what’s always worked will continue to work. 00:03:20.000 –> 00:03:23.000 So you just kinda perpetuate that same toxicity 00:03:23.000 –> 00:03:23.000 and dysfunction. 00:03:24.000 –> 00:03:26.000 Yep. And I just I hit a boiling 00:03:26.000 –> 00:03:28.000 point late in my career probably around year 00:03:28.000 –> 00:03:31.000 twenty three where I I just said there 00:03:31.000 –> 00:03:32.000 has to be a better way. 00:03:33.000 –> 00:03:35.000 And that’s when I came up with the 00:03:35.000 –> 00:03:37.000 concept that ultimately resulted in the book that 00:03:37.000 –> 00:03:38.000 you mentioned at the top. And, 00:03:39.000 –> 00:03:41.000 it’s changed my life, actually. The the the 00:03:41.000 –> 00:03:44.000 realization I came to about you know, leading 00:03:44.000 –> 00:03:46.000 with a we mindset and getting to know 00:03:46.000 –> 00:03:48.000 your people and investing your time and energy 00:03:48.000 –> 00:03:50.000 into them. Just certainly, it changed my professional 00:03:50.000 –> 00:03:52.000 life, and that is I’m so happy to 00:03:52.000 –> 00:03:54.000 say it’s transcended into my personal life as 00:03:54.000 –> 00:03:55.000 well and my relationships. 00:03:56.000 –> 00:03:57.000 Well, I think we you and I have 00:03:57.000 –> 00:03:58.000 a lot in common. I mean, it’s 00:03:59.000 –> 00:04:01.000 a career decision that we made. I made 00:04:01.000 –> 00:04:03.000 mine at twelve and a half years in 00:04:03.000 –> 00:04:05.000 my professional career. You made yours. It sounds 00:04:05.000 –> 00:04:07.000 like at at at twenty two years, but 00:04:07.000 –> 00:04:08.000 I was the same way, man. And I 00:04:08.000 –> 00:04:10.000 say this is that as my success, 00:04:10.000 –> 00:04:13.000 you know, quote unquote success was going like 00:04:13.000 –> 00:04:13.000 that. 00:04:14.000 –> 00:04:15.000 My job satisfaction, 00:04:15.000 –> 00:04:18.000 my career satisfaction was going the other direction. 00:04:18.000 –> 00:04:21.000 And, you know, I I had a a 00:04:21.000 –> 00:04:23.000 nice firm and and a nice office and 00:04:23.000 –> 00:04:24.000 and things like that, but it it just 00:04:24.000 –> 00:04:27.000 didn’t feel right. You know, and so now 00:04:27.000 –> 00:04:28.000 same to you. Like, my, 00:04:29.000 –> 00:04:31.000 you know, our firm now, our our mission, 00:04:31.000 –> 00:04:34.000 I mean, everything is around that future greater 00:04:34.000 –> 00:04:36.000 than your past. And it has been life 00:04:36.000 –> 00:04:38.000 changing. So I agree with you, but talk 00:04:38.000 –> 00:04:39.000 to the listener right now that’s twenty two 00:04:39.000 –> 00:04:41.000 years in a career, twelve and a half 00:04:41.000 –> 00:04:44.000 years into a career. And they’re scared as 00:04:44.000 –> 00:04:46.000 hell, man, to go make that jump. Bet 00:04:46.000 –> 00:04:48.000 on themselves. Walk away from, you know, the 00:04:48.000 –> 00:04:51.000 04:01 k plan, the health insurance, the nice 00:04:51.000 –> 00:04:53.000 check they’re getting all the stuff you and 00:04:53.000 –> 00:04:56.000 I had. Right? Talk to our listeners about 00:04:56.000 –> 00:04:57.000 that step. 00:04:57.000 –> 00:04:59.000 Well, first, I’m and I’m glad you went 00:04:59.000 –> 00:05:01.000 here because it it’s always a fear of 00:05:01.000 –> 00:05:03.000 mine that when I talk about my transition 00:05:03.000 –> 00:05:06.000 from from the corporate world into starting my 00:05:06.000 –> 00:05:08.000 own deal and and hitting the road to 00:05:08.000 –> 00:05:10.000 evangelize these principles, 00:05:10.000 –> 00:05:11.000 that, 00:05:13.000 –> 00:05:15.000 I don’t want it to be lost or 00:05:15.000 –> 00:05:18.000 that I that leave is scary as all 00:05:18.000 –> 00:05:21.000 get out. It is. It’s absolutely terrifying. 00:05:22.000 –> 00:05:24.000 Especially if you spent as you’ve, you know, 00:05:24.000 –> 00:05:26.000 a dozen plus years, in my case, more 00:05:26.000 –> 00:05:27.000 more than twenty years, 00:05:28.000 –> 00:05:31.000 We get programmed. We are we are absolutely 00:05:31.000 –> 00:05:32.000 programmed to 00:05:33.000 –> 00:05:35.000 get up a certain time, go through the 00:05:35.000 –> 00:05:37.000 same, just, you know, clock in, clock out, 00:05:38.000 –> 00:05:40.000 and look for the next paycheck, looks for 00:05:40.000 –> 00:05:42.000 the next promotion, kinda keep your head down. 00:05:43.000 –> 00:05:45.000 But there’s this expression that hit me, 00:05:47.000 –> 00:05:48.000 right around the time I realized I had 00:05:48.000 –> 00:05:50.000 to make a change and it was they 00:05:50.000 –> 00:05:51.000 pay you to forget your dreams. 00:05:52.000 –> 00:05:56.000 And and there’s no there’s no nefarious scheme 00:05:56.000 –> 00:05:58.000 behind the scenes that that that that this 00:05:58.000 –> 00:05:59.000 that this happens to us, but 00:06:00.000 –> 00:06:02.000 I can tell by your your the way 00:06:02.000 –> 00:06:03.000 you frame the question that you you you 00:06:03.000 –> 00:06:05.000 kinda relate. Right? You you start making that 00:06:05.000 –> 00:06:07.000 paycheck. There’s some security that comes in. I 00:06:07.000 –> 00:06:09.000 had a fair amount of money in the 00:06:09.000 –> 00:06:10.000 bank where I felt comfortable. 00:06:12.000 –> 00:06:13.000 And it just became it it became my 00:06:13.000 –> 00:06:16.000 identity. My my corporate life became my my 00:06:16.000 –> 00:06:18.000 identity. So much so that when I wrote 00:06:18.000 –> 00:06:19.000 the book, I had friends saying I had 00:06:19.000 –> 00:06:22.000 no idea that you were dispassionate about these 00:06:22.000 –> 00:06:24.000 things because I didn’t, you know, Kyle at 00:06:24.000 –> 00:06:26.000 work was different than Kyle at home, which 00:06:26.000 –> 00:06:28.000 is not good. I mean, that’s Right. It’s 00:06:28.000 –> 00:06:30.000 a a lack of authenticity, which is something 00:06:30.000 –> 00:06:31.000 I didn’t realize at the time. 00:06:33.000 –> 00:06:35.000 So for your listeners, to me, it’s 00:06:36.000 –> 00:06:39.000 Never forget that everything we do every single 00:06:39.000 –> 00:06:42.000 day is the result of a choice. 00:06:42.000 –> 00:06:45.000 And you can choose to continue down the 00:06:45.000 –> 00:06:46.000 same path, 00:06:47.000 –> 00:06:48.000 get the two, three percent raise every year, 00:06:48.000 –> 00:06:50.000 you know, maybe get a promotion every few 00:06:50.000 –> 00:06:52.000 years, whatever your your path, wherever your path 00:06:52.000 –> 00:06:54.000 takes you, and that’s not wrong. That’s not 00:06:54.000 –> 00:06:55.000 wrong. 00:06:56.000 –> 00:06:57.000 But the choice to do something different, maybe 00:06:57.000 –> 00:06:57.000 a little, unconventional 00:06:58.000 –> 00:06:59.000 is 00:07:03.000 –> 00:07:05.000 something that I decide that we have because 00:07:05.000 –> 00:07:07.000 they do pay to forget your dreams in 00:07:07.000 –> 00:07:09.000 in suit the sooner you realize there’s a 00:07:09.000 –> 00:07:11.000 choice to be made and that there are 00:07:11.000 –> 00:07:12.000 opportunities 00:07:12.000 –> 00:07:13.000 that are 00:07:13.000 –> 00:07:16.000 virtually unlimited out there today. The number of 00:07:17.000 –> 00:07:18.000 things you can do today is just is 00:07:18.000 –> 00:07:20.000 exponentially higher than it ever was before. 00:07:22.000 –> 00:07:23.000 But that all starts with a choice. Right? 00:07:23.000 –> 00:07:25.000 You you made the choice. I made the 00:07:25.000 –> 00:07:25.000 choice. 00:07:26.000 –> 00:07:27.000 And I don’t want anybody out there to 00:07:27.000 –> 00:07:29.000 hear this and think that, you know, well, 00:07:29.000 –> 00:07:31.000 he’s ascended to a certain level. No. It’s 00:07:31.000 –> 00:07:33.000 it’s it is terrifying at any level when 00:07:33.000 –> 00:07:35.000 you make a decision. I’m calling this chapter 00:07:35.000 –> 00:07:37.000 two of my career because the first chapter, 00:07:37.000 –> 00:07:38.000 I closed the book on about five years 00:07:38.000 –> 00:07:42.000 ago. It is it is scary, but I 00:07:42.000 –> 00:07:43.000 am absolutely convinced. 00:07:43.000 –> 00:07:44.000 My level of impact 00:07:45.000 –> 00:07:48.000 is directly correlated to the level of effort 00:07:48.000 –> 00:07:50.000 in the amount of time I grind at 00:07:50.000 –> 00:07:52.000 this thing I’m doing today, and that is 00:07:52.000 –> 00:07:55.000 no different than anybody else out there. Yeah. 00:07:55.000 –> 00:07:56.000 Well, do you think too you’re working in 00:07:56.000 –> 00:07:58.000 your brain in, you know, line with your 00:07:58.000 –> 00:07:59.000 values and your Gilliland 00:07:59.000 –> 00:08:02.000 and all those things, right, is you’re you’re 00:08:02.000 –> 00:08:04.000 not gonna ever get the impact. That you 00:08:04.000 –> 00:08:06.000 make now because you’re choosing the path that 00:08:06.000 –> 00:08:08.000 you’re going down. And I think there’s so 00:08:08.000 –> 00:08:09.000 much power in the word choice. I love 00:08:09.000 –> 00:08:11.000 that you’re saying that. But don’t you believe 00:08:11.000 –> 00:08:12.000 that? 00:08:13.000 –> 00:08:14.000 Yeah. 00:08:14.000 –> 00:08:16.000 Brett, I do believe it. And I think 00:08:16.000 –> 00:08:17.000 it’s even worse than the way you describe 00:08:17.000 –> 00:08:19.000 it because not only are you not your 00:08:19.000 –> 00:08:22.000 best self when you’re doing something that you 00:08:22.000 –> 00:08:24.000 are, you know, you don’t love or you’re 00:08:24.000 –> 00:08:25.000 not passionate about, 00:08:26.000 –> 00:08:27.000 most companies 00:08:28.000 –> 00:08:30.000 either directly or not. 00:08:30.000 –> 00:08:33.000 They filter you to the point where you 00:08:33.000 –> 00:08:35.000 can’t even be curious. You can’t even You 00:08:35.000 –> 00:08:37.000 know, there’s this concept of being an entrepreneur 00:08:37.000 –> 00:08:39.000 inside of the corporate world, which I think 00:08:39.000 –> 00:08:41.000 is a beautiful concept because you don’t accept 00:08:41.000 –> 00:08:43.000 the status quo. You’re always looking to innovate. 00:08:43.000 –> 00:08:45.000 You’re looking to do things differently. You want 00:08:45.000 –> 00:08:47.000 to have a great experience for your employees 00:08:47.000 –> 00:08:49.000 and your team, and your customers, by the 00:08:49.000 –> 00:08:49.000 way. 00:08:50.000 –> 00:08:53.000 But a lot of organizations, they they filter 00:08:53.000 –> 00:08:55.000 us and kinda dilute our impact to the 00:08:55.000 –> 00:08:56.000 point where 00:08:56.000 –> 00:08:59.000 we there’s no way to to find that 00:08:59.000 –> 00:09:00.000 passion. Because think of where I talk 00:09:01.000 –> 00:09:03.000 about this a lot, man. When we enter 00:09:03.000 –> 00:09:05.000 the workforce, Think back over for your journey 00:09:05.000 –> 00:09:07.000 and and and those that are listening to 00:09:07.000 –> 00:09:09.000 us or watching us now, we all enter 00:09:09.000 –> 00:09:11.000 the workforce with a tremendous amount of optimism. 00:09:12.000 –> 00:09:15.000 Excitement. We wanna have an impact. We wanna 00:09:15.000 –> 00:09:16.000 do big things. 00:09:17.000 –> 00:09:18.000 But most organizations 00:09:19.000 –> 00:09:21.000 don’t necessarily value that or at least not 00:09:21.000 –> 00:09:23.000 to the point where it challenges the status 00:09:23.000 –> 00:09:24.000 quo. It’s kinda like getting lying. Keep your 00:09:24.000 –> 00:09:26.000 head down and and move on. So If 00:09:26.000 –> 00:09:28.000 you’re if we’re, you know, for all of 00:09:28.000 –> 00:09:29.000 us, if we’re able to marry something that 00:09:29.000 –> 00:09:31.000 we’re passionate about 00:09:31.000 –> 00:09:32.000 with a way to make a living and 00:09:32.000 –> 00:09:34.000 support our family, you know, take a trip 00:09:34.000 –> 00:09:35.000 every now and then, 00:09:36.000 –> 00:09:36.000 that’s 00:09:37.000 –> 00:09:38.000 that is 00:09:39.000 –> 00:09:41.000 that’s happiness to me. And that is that’s 00:09:41.000 –> 00:09:43.000 something we should always fire to. But again, 00:09:43.000 –> 00:09:46.000 over time, you know, bills things mount up 00:09:46.000 –> 00:09:47.000 and we and we just don’t we lose 00:09:47.000 –> 00:09:49.000 sight of that opportunity, lose sight of the 00:09:49.000 –> 00:09:50.000 choice. 00:09:50.000 –> 00:09:50.000 Yeah. 00:09:51.000 –> 00:09:53.000 Yeah. You’re right. And I think, dude, it 00:09:53.000 –> 00:09:55.000 made me think about even your health. You 00:09:55.000 –> 00:09:56.000 know, for me, I I can’t speak to 00:09:56.000 –> 00:09:58.000 you, but for me, man, it was 00:09:59.000 –> 00:10:01.000 I was going down a path where I’ve 00:10:01.000 –> 00:10:02.000 always been an anxious person. I I was 00:10:02.000 –> 00:10:05.000 a nervous child, you know, I always before 00:10:05.000 –> 00:10:07.000 games or any big event, man. I was 00:10:07.000 –> 00:10:08.000 nervous. I was always nervous. 00:10:09.000 –> 00:10:09.000 And 00:10:10.000 –> 00:10:12.000 and that just kept going. And then as 00:10:12.000 –> 00:10:13.000 my career you know, I I would kinda 00:10:13.000 –> 00:10:15.000 battle through those things, but then I hit 00:10:15.000 –> 00:10:17.000 a point to where, you know, and I 00:10:17.000 –> 00:10:18.000 was having, like, a panic attack. 00:10:19.000 –> 00:10:20.000 And, you know, I did all the I 00:10:20.000 –> 00:10:22.000 went a Mayo Clinic and did an executive 00:10:22.000 –> 00:10:24.000 physical. It’s been all this money and, you 00:10:24.000 –> 00:10:26.000 know, hey, dude. You’re fine. I did that. 00:10:26.000 –> 00:10:27.000 And then I had a a guy that 00:10:27.000 –> 00:10:29.000 I would consider a friend, and and, hopefully, 00:10:29.000 –> 00:10:31.000 he hears this and maybe I’ll send it 00:10:31.000 –> 00:10:32.000 to him and tell him, but he he 00:10:32.000 –> 00:10:34.000 gave me some words that a doctor I 00:10:34.000 –> 00:10:36.000 don’t think normally uses, and I won’t share 00:10:36.000 –> 00:10:38.000 the words exactly, but what he told me 00:10:38.000 –> 00:10:40.000 what I needed to do 00:10:40.000 –> 00:10:40.000 And, 00:10:41.000 –> 00:10:43.000 and I needed to hear it, man. And 00:10:43.000 –> 00:10:45.000 I was I was just having panic attacks. 00:10:45.000 –> 00:10:47.000 And then when I learned about panic and 00:10:47.000 –> 00:10:48.000 anxiety and stress, 00:10:49.000 –> 00:10:51.000 I learned that I wasn’t living up to 00:10:51.000 –> 00:10:53.000 my potential and I wasn’t following the dreams 00:10:53.000 –> 00:10:55.000 and the passions that I had. So it 00:10:55.000 –> 00:10:58.000 was manifesting in other ways. And man, isn’t 00:10:58.000 –> 00:11:01.000 it amazing now? Almost ten years later, 00:11:02.000 –> 00:11:03.000 how different I feel. 00:11:04.000 –> 00:11:05.000 Right? Yeah. I mean, it’s just it’s incredible 00:11:05.000 –> 00:11:06.000 to me. 00:11:06.000 –> 00:11:08.000 That’s beautiful though. It’s it’s, 00:11:09.000 –> 00:11:11.000 it it is incredible, but, 00:11:11.000 –> 00:11:14.000 yeah, sorry, man. We’re just having some stepping 00:11:14.000 –> 00:11:15.000 on each other. There’s a bit of a 00:11:15.000 –> 00:11:17.000 delay again. Know we can hopefully, we can 00:11:17.000 –> 00:11:19.000 edit that out. But Yeah. 00:11:19.000 –> 00:11:21.000 I I I think it’s it’s no no 00:11:21.000 –> 00:11:23.000 question about it. When I made the decision 00:11:23.000 –> 00:11:26.000 to step away and really invest in myself, 00:11:26.000 –> 00:11:28.000 both from an energy and time perspective, but 00:11:28.000 –> 00:11:30.000 also a a dollars and cents perspective, because 00:11:30.000 –> 00:11:32.000 as you know, starting a business isn’t isn’t 00:11:32.000 –> 00:11:33.000 cheap, certainly not free. 00:11:35.000 –> 00:11:37.000 I was probably at my most unhealthy, 00:11:37.000 –> 00:11:38.000 physically, 00:11:39.000 –> 00:11:39.000 psychologically. 00:11:40.000 –> 00:11:42.000 I had just been just kinda worn down 00:11:42.000 –> 00:11:44.000 over the years, but it’s worse than that. 00:11:44.000 –> 00:11:46.000 I I I’m not embarrassed to say, and 00:11:46.000 –> 00:11:48.000 I’ve learned from this. My career cost me 00:11:48.000 –> 00:11:49.000 a marriage. 00:11:50.000 –> 00:11:51.000 I was working 00:11:51.000 –> 00:11:55.000 so so much traveling every single week for 00:11:55.000 –> 00:11:58.000 years on end that, as I mentioned earlier, 00:11:58.000 –> 00:12:00.000 it became my identity and so much so 00:12:00.000 –> 00:12:02.000 that that identity was not 00:12:02.000 –> 00:12:03.000 the husband I wanted to be. It wasn’t 00:12:03.000 –> 00:12:05.000 the friend I wanted to be. 00:12:06.000 –> 00:12:07.000 So that was also a a hell of 00:12:07.000 –> 00:12:10.000 a wake up call for me, which look, 00:12:10.000 –> 00:12:12.000 man. I’m not proud of that, but it’s 00:12:12.000 –> 00:12:15.000 it also is an experience that has taught 00:12:15.000 –> 00:12:17.000 me And I’m a better person for it, 00:12:17.000 –> 00:12:18.000 like everything else, I think, in life, any 00:12:18.000 –> 00:12:20.000 challenge on the other side, and that is 00:12:20.000 –> 00:12:23.000 hopefully a better, a better, better outcome. 00:12:25.000 –> 00:12:26.000 So what what right now when you look 00:12:26.000 –> 00:12:28.000 at your career and the things and the 00:12:28.000 –> 00:12:29.000 people you’re hell helping, 00:12:30.000 –> 00:12:32.000 what’s your biggest challenge or or I’ve been 00:12:32.000 –> 00:12:34.000 I’ve been calling lately the heads Like, what’s 00:12:34.000 –> 00:12:36.000 the head scratcher for you that it’s like, 00:12:36.000 –> 00:12:38.000 gah, you just wish you could reach across 00:12:38.000 –> 00:12:40.000 the table and let somebody understand that. What 00:12:40.000 –> 00:12:41.000 is it for you? 00:12:42.000 –> 00:12:44.000 It it’s without question. It is getting people 00:12:44.000 –> 00:12:47.000 to understand and believe that 00:12:48.000 –> 00:12:50.000 when you make choice to lead differently, maybe 00:12:50.000 –> 00:12:52.000 be the leader you never had when you 00:12:52.000 –> 00:12:54.000 invest time and energy in others 00:12:54.000 –> 00:12:55.000 more so 00:12:55.000 –> 00:12:56.000 than yourself. 00:12:56.000 –> 00:12:58.000 When you care less about 00:12:59.000 –> 00:13:01.000 your own personal, quote, success, however, you define 00:13:01.000 –> 00:13:03.000 that, and you invest that energy into others 00:13:03.000 –> 00:13:06.000 growth development success, their achievements, 00:13:07.000 –> 00:13:09.000 you two things happen. Well, number of things, 00:13:09.000 –> 00:13:10.000 but two things primarily kinda 00:13:11.000 –> 00:13:13.000 resonate with me. One is the results on 00:13:13.000 –> 00:13:15.000 the macro level, they come. 00:13:16.000 –> 00:13:16.000 So 00:13:16.000 –> 00:13:17.000 That 00:13:20.000 –> 00:13:21.000 switch 00:13:24.000 –> 00:13:27.000 You you you you you are overtly making 00:13:27.000 –> 00:13:29.000 a switch that you’re no longer focused on 00:13:29.000 –> 00:13:31.000 your own goal, your own goals, your own 00:13:31.000 –> 00:13:32.000 growth, your own success, 00:13:33.000 –> 00:13:35.000 You don’t lose sight of those things, but 00:13:35.000 –> 00:13:37.000 you focus that on those that you’re responsible 00:13:37.000 –> 00:13:38.000 to lead. 00:13:38.000 –> 00:13:41.000 The two things are they perform better. Your 00:13:41.000 –> 00:13:43.000 your team the overall macro results that you 00:13:43.000 –> 00:13:45.000 deliver are better without question. 00:13:46.000 –> 00:13:48.000 Yep. But the bigger component is the satisfaction 00:13:48.000 –> 00:13:48.000 and fulfillment that 00:13:50.000 –> 00:13:51.000 comes 00:13:51.000 –> 00:13:52.000 is 00:13:52.000 –> 00:13:52.000 profoundly 00:13:53.000 –> 00:13:54.000 exponentially greater 00:13:55.000 –> 00:13:55.000 than 00:13:56.000 –> 00:13:57.000 keeping the focus 00:13:57.000 –> 00:13:58.000 on yourself. 00:14:00.000 –> 00:14:02.000 Yep. I cannot agree. And when I say 00:14:02.000 –> 00:14:03.000 this, 00:14:03.000 –> 00:14:04.000 it’s it 00:14:05.000 –> 00:14:07.000 there’s a lot of skepticism in the room, 00:14:07.000 –> 00:14:08.000 and I have to admit 00:14:08.000 –> 00:14:10.000 If someone were to have approached me and 00:14:10.000 –> 00:14:12.000 said the same thing, like, focus less on 00:14:12.000 –> 00:14:14.000 you and more on everyone around you, you’ll 00:14:14.000 –> 00:14:16.000 benefit in ways that you could never have 00:14:16.000 –> 00:14:17.000 predicted 00:14:17.000 –> 00:14:18.000 I would have said it’s bullshit. 00:14:19.000 –> 00:14:21.000 So that that’s it. That’s the head scratcher 00:14:21.000 –> 00:14:23.000 for me, but I just if people were 00:14:23.000 –> 00:14:26.000 to understand and realize the value that comes 00:14:26.000 –> 00:14:27.000 with deprioritizing 00:14:27.000 –> 00:14:30.000 your own quote unquote success for others. 00:14:30.000 –> 00:14:32.000 I think not only would the corporate world 00:14:32.000 –> 00:14:34.000 be in a much better place. I think 00:14:34.000 –> 00:14:35.000 the world 00:14:35.000 –> 00:14:36.000 would be a better place. 00:14:38.000 –> 00:14:39.000 So that’s the head scratch. I love the 00:14:39.000 –> 00:14:41.000 way you frame it. That’s the head scratcher 00:14:41.000 –> 00:14:42.000 for me. One of the things I look 00:14:42.000 –> 00:14:44.000 at when I’m talking to other leaders or 00:14:44.000 –> 00:14:46.000 I hear somebody in the room talking, if 00:14:46.000 –> 00:14:47.000 I’m, you know, listening at a conference or 00:14:47.000 –> 00:14:50.000 whatever, when I hear the word I, Right? 00:14:50.000 –> 00:14:52.000 One of my biggest pet peeves is when 00:14:52.000 –> 00:14:54.000 they say, I, I did this. I did 00:14:54.000 –> 00:14:57.000 that. Like, like, none of my success is 00:14:57.000 –> 00:14:59.000 because of I only. Right? It’s because of 00:14:59.000 –> 00:15:01.000 we and the people I’ve got around me. 00:15:01.000 –> 00:15:03.000 Like, I couldn’t do what I do without 00:15:03.000 –> 00:15:05.000 amazing people. So it’s just a pet peeve 00:15:05.000 –> 00:15:06.000 of mine, and I’m sure that’s a big 00:15:06.000 –> 00:15:08.000 pet peeve of yours as well. 00:15:10.000 –> 00:15:11.000 One of the biggest. 00:15:13.000 –> 00:15:14.000 And what a shame too because there is 00:15:14.000 –> 00:15:16.000 so much spotlight to be had 00:15:17.000 –> 00:15:19.000 in life in general, certainly in the corporate 00:15:19.000 –> 00:15:19.000 world. 00:15:20.000 –> 00:15:21.000 And the good by the way, the goodwill 00:15:21.000 –> 00:15:24.000 that we gain by sharing in that spotlight, 00:15:24.000 –> 00:15:26.000 you know, even when I’m accepting something 00:15:26.000 –> 00:15:28.000 you know, personal type, 00:15:28.000 –> 00:15:31.000 accolade or award. It’s like, when you throw 00:15:31.000 –> 00:15:32.000 a we out there and it couldn’t have 00:15:32.000 –> 00:15:34.000 done it without the team, the goodwill we 00:15:34.000 –> 00:15:34.000 create 00:15:35.000 –> 00:15:35.000 is, 00:15:36.000 –> 00:15:37.000 it’s priceless. 00:15:39.000 –> 00:15:42.000 And it’s true, man. Nothing. Very little is 00:15:42.000 –> 00:15:44.000 done. From an I or me perspective, 00:15:45.000 –> 00:15:46.000 which 00:15:46.000 –> 00:15:48.000 is where I moved on to. We, 00:15:49.000 –> 00:15:50.000 back in, I guess, it was around two 00:15:50.000 –> 00:15:52.000 thousand sixteen, and that was the pivotal or 00:15:52.000 –> 00:15:55.000 sentinel moment in my leadership journey that’s forever 00:15:55.000 –> 00:15:57.000 changed me as a leader, certainly, but as 00:15:57.000 –> 00:15:59.000 a person as well. It’s it’s changed my 00:15:59.000 –> 00:16:01.000 life. Yep. So talk about the ten Wes. 00:16:01.000 –> 00:16:03.000 This is from your book. Again, Wall Street 00:16:03.000 –> 00:16:06.000 Journal and USA Today best selling book, begin 00:16:06.000 –> 00:16:09.000 with we. The ten principles for building and 00:16:09.000 –> 00:16:11.000 sustaining a culture of excellence. Who doesn’t want 00:16:11.000 –> 00:16:12.000 that? 00:16:13.000 –> 00:16:15.000 And so let’s talk about those though. You 00:16:15.000 –> 00:16:17.000 talk about it, the framework, the ten ways 00:16:17.000 –> 00:16:20.000 required for building and sustaining a culture of 00:16:20.000 –> 00:16:20.000 excellence. 00:16:21.000 –> 00:16:24.000 Yeah. So I’ll take you back to Lawrence, 00:16:24.000 –> 00:16:25.000 Kansas. Of all places, 00:16:26.000 –> 00:16:27.000 I love Lawrence, but it was it served 00:16:27.000 –> 00:16:29.000 as a really pivotal moment for me. I 00:16:29.000 –> 00:16:31.000 was, in my hotel room, 00:16:32.000 –> 00:16:35.000 I just accepted the role of leading about 00:16:35.000 –> 00:16:35.000 fifteen thousand really dedicated men and women. That 00:16:35.000 –> 00:16:36.000 that 00:16:40.000 –> 00:16:44.000 that staff, probably the world’s largest health insurance 00:16:44.000 –> 00:16:46.000 enrollment and customer service operation. 00:16:49.000 –> 00:16:51.000 The company I was I was not naive. 00:16:51.000 –> 00:16:52.000 It was shared very early on that there 00:16:52.000 –> 00:16:56.000 was, an opportunity to to kinda reinvigorate, 00:16:57.000 –> 00:16:58.000 some energy 00:16:58.000 –> 00:17:01.000 maybe do some work on the company culture. 00:17:02.000 –> 00:17:02.000 And, 00:17:03.000 –> 00:17:06.000 but I knew also having spent the previous 00:17:06.000 –> 00:17:07.000 twenty years in 00:17:08.000 –> 00:17:11.000 massive organizations, as you mentioned, fortune ten firms, 00:17:11.000 –> 00:17:13.000 that if I were to show up, 00:17:14.000 –> 00:17:15.000 with this group, 00:17:16.000 –> 00:17:18.000 and kinda talked about I and the success 00:17:18.000 –> 00:17:20.000 I had had because I always, 00:17:21.000 –> 00:17:24.000 throughout my career, there’s a flavor of transformation. 00:17:25.000 –> 00:17:26.000 I come in, fix something, 00:17:26.000 –> 00:17:29.000 fix a big, big team, fix a big 00:17:29.000 –> 00:17:30.000 org, you know, turn things around, 00:17:31.000 –> 00:17:33.000 which has always been a passion of mine. 00:17:33.000 –> 00:17:35.000 But I knew with this group had I 00:17:35.000 –> 00:17:38.000 entered with more of the I and me 00:17:38.000 –> 00:17:39.000 and kind of, you know, here’s what I’m 00:17:40.000 –> 00:17:41.000 here to do for you. 00:17:42.000 –> 00:17:43.000 It would not have worked because they’d heard 00:17:43.000 –> 00:17:45.000 it all before. I was not naive. The 00:17:45.000 –> 00:17:46.000 fellow who had the role before me was 00:17:46.000 –> 00:17:49.000 dismissed, and I believe the wall for him 00:17:49.000 –> 00:17:50.000 was awesome. 00:17:51.000 –> 00:17:52.000 And 00:17:52.000 –> 00:17:54.000 if you take into consideration, 00:17:54.000 –> 00:17:56.000 the team my direct reports, 00:17:57.000 –> 00:17:58.000 they had an average tenure of north of 00:17:58.000 –> 00:17:59.000 ten years. 00:17:59.000 –> 00:18:01.000 So here’s this new guy coming into the 00:18:01.000 –> 00:18:03.000 fold. Yeah. And 00:18:03.000 –> 00:18:05.000 and and to to approach it as if 00:18:05.000 –> 00:18:07.000 I was the savior would just not have 00:18:07.000 –> 00:18:09.000 resonated. So the night before, I was to 00:18:09.000 –> 00:18:11.000 meet with the top forty or fifty leaders 00:18:11.000 –> 00:18:11.000 of this organization 00:18:12.000 –> 00:18:14.000 in my hotel room in Lawrence, Kansas. I 00:18:14.000 –> 00:18:16.000 still had that day’s suit on. In my 00:18:16.000 –> 00:18:18.000 laptop and my lap, and I thought, okay. 00:18:18.000 –> 00:18:20.000 This is this is what you wanted. You 00:18:20.000 –> 00:18:22.000 wanted an opportunity to lead an organization and 00:18:22.000 –> 00:18:23.000 be the leader you never had. This is 00:18:23.000 –> 00:18:25.000 why you made this change. What are you 00:18:25.000 –> 00:18:25.000 gonna do? 00:18:26.000 –> 00:18:30.000 So with no pre planning or or motives 00:18:30.000 –> 00:18:32.000 or agenda in mind, I just started typing 00:18:32.000 –> 00:18:34.000 into this blank PowerPoint presentation and a couple 00:18:34.000 –> 00:18:36.000 hours later, I All I had was ten 00:18:36.000 –> 00:18:36.000 sentences, 00:18:38.000 –> 00:18:39.000 and each of them started with the word 00:18:39.000 –> 00:18:40.000 we. 00:18:40.000 –> 00:18:41.000 And, 00:18:41.000 –> 00:18:43.000 I’m not super creative, so I had the 00:18:43.000 –> 00:18:44.000 ten wes. 00:18:45.000 –> 00:18:46.000 But the point, 00:18:46.000 –> 00:18:47.000 of of 00:18:48.000 –> 00:18:50.000 the magic, I think, started. So the next 00:18:50.000 –> 00:18:52.000 morning, I I stepped out, spoke to the 00:18:52.000 –> 00:18:54.000 forty or fifty folks and AF, we’re really 00:18:54.000 –> 00:18:55.000 excited and on board. 00:18:56.000 –> 00:18:58.000 Quarter. We’re kind of skeptical, and the last 00:18:58.000 –> 00:19:00.000 quarter was just, like, this guy’s full of 00:19:00.000 –> 00:19:02.000 his nature here. So much so, by the 00:19:02.000 –> 00:19:03.000 way, I should add Brett that 00:19:04.000 –> 00:19:06.000 what yeah. One of the fellas was bold 00:19:06.000 –> 00:19:08.000 enough to share that evening that, 00:19:09.000 –> 00:19:10.000 he googled the ten week because he thought 00:19:10.000 –> 00:19:12.000 I had plagiarized them, and then he went 00:19:12.000 –> 00:19:14.000 another step further and asked for my presentation 00:19:14.000 –> 00:19:16.000 because he wanted to check the properties within 00:19:16.000 –> 00:19:18.000 PowerPoint to see if I was the creator 00:19:18.000 –> 00:19:20.000 of that deck. Or if I had stolen 00:19:20.000 –> 00:19:21.000 it from somewhere else. 00:19:22.000 –> 00:19:25.000 We’re still buddies. But the the the the 00:19:25.000 –> 00:19:27.000 I think the the highlight or the bump 00:19:27.000 –> 00:19:29.000 sticker of this part of the story is 00:19:29.000 –> 00:19:29.000 this. 00:19:30.000 –> 00:19:32.000 In my career, I noticed 00:19:32.000 –> 00:19:34.000 it all came together that night in Lawrence 00:19:34.000 –> 00:19:35.000 that 00:19:35.000 –> 00:19:39.000 Companies were were really excited about flaunting their 00:19:39.000 –> 00:19:41.000 mission statement. They were really excited about externally 00:19:41.000 –> 00:19:42.000 positioning their company externally in a way 00:19:45.000 –> 00:19:47.000 that is, you know, flattering or favorable or 00:19:47.000 –> 00:19:49.000 endears them to their clients. 00:19:50.000 –> 00:19:52.000 But what is what is is setting that 00:19:52.000 –> 00:19:54.000 same standard inside the organization. 00:19:55.000 –> 00:19:58.000 So for me, to document these ten principles 00:19:57.000 –> 00:19:59.000 Gilliland 00:19:59.000 –> 00:20:01.000 be very adamant and direct that these are 00:20:01.000 –> 00:20:03.000 our rules of the role. Of the road, 00:20:03.000 –> 00:20:05.000 non negotiable. I did the whole presentation in 00:20:05.000 –> 00:20:07.000 black and white, and still nearly every time 00:20:07.000 –> 00:20:08.000 it’s in black and white with some red 00:20:08.000 –> 00:20:10.000 sprinkled in because it can’t be negotiable. 00:20:10.000 –> 00:20:14.000 But these principles align us around a common 00:20:14.000 –> 00:20:16.000 cause. And and and 00:20:16.000 –> 00:20:17.000 they’re all we oriented. 00:20:18.000 –> 00:20:21.000 But what they do is they create kind 00:20:21.000 –> 00:20:21.000 of, 00:20:22.000 –> 00:20:24.000 force fields too dramatic, but I’ll go with 00:20:24.000 –> 00:20:27.000 it that insulates us from 00:20:27.000 –> 00:20:30.000 external headwinds. It it sets the table for 00:20:30.000 –> 00:20:32.000 who we are, how we operate, and it 00:20:32.000 –> 00:20:35.000 removes any ambiguity around the way that we 00:20:35.000 –> 00:20:38.000 treat each other first and then how we 00:20:38.000 –> 00:20:41.000 treat those that we serve externally. Gilliland 00:20:41.000 –> 00:20:43.000 and they’re they’re very purposeful in order in 00:20:43.000 –> 00:20:45.000 which they are, 00:20:45.000 –> 00:20:46.000 riveting, 00:20:46.000 –> 00:20:47.000 But at the end of the day, this 00:20:47.000 –> 00:20:50.000 entire monologue that I’m sharing with you was 00:20:50.000 –> 00:20:51.000 my way to, 00:20:53.000 –> 00:20:54.000 first, 00:20:54.000 –> 00:20:56.000 these are the principal 00:20:57.000 –> 00:20:58.000 me accountable. 00:20:58.000 –> 00:21:00.000 I led with that. 00:21:00.000 –> 00:21:01.000 Because I’d seen the leadership, what I call 00:21:01.000 –> 00:21:03.000 the leadership gap too many times, where the 00:21:03.000 –> 00:21:05.000 boss has a certain standard of behavior, and 00:21:05.000 –> 00:21:06.000 the team has another one. And I think 00:21:06.000 –> 00:21:08.000 right out of the gate, you’re destined for 00:21:08.000 –> 00:21:10.000 failure. If there’s a double standard in how 00:21:10.000 –> 00:21:11.000 we treat each other, 00:21:12.000 –> 00:21:14.000 the things I’m allowed to do versus the 00:21:14.000 –> 00:21:15.000 things you’re allowed to do. So, a, you 00:21:15.000 –> 00:21:17.000 must hold me accountable to these because, b, 00:21:17.000 –> 00:21:19.000 I will certainly hold you accountable to them. 00:21:19.000 –> 00:21:21.000 If you can’t subscribe to these principles, 00:21:22.000 –> 00:21:22.000 respect, 00:21:22.000 –> 00:21:24.000 you’re not gonna be a great fit for 00:21:24.000 –> 00:21:25.000 this team. 00:21:26.000 –> 00:21:27.000 So that that was the that was kind 00:21:27.000 –> 00:21:29.000 of the the sentinel moment that I shared 00:21:29.000 –> 00:21:32.000 the principles I I I I was not 00:21:32.000 –> 00:21:34.000 forceful in implementing them. I wanted the team 00:21:34.000 –> 00:21:36.000 to take to them gradually, and I’m so 00:21:36.000 –> 00:21:38.000 thrilled to share five, six years later, 00:21:39.000 –> 00:21:42.000 the, the ten Wes are still the the 00:21:42.000 –> 00:21:46.000 cultural man this giant organization many years ago. 00:21:47.000 –> 00:21:49.000 They have the ten We Awards where they 00:21:49.000 –> 00:21:49.000 share, 00:21:50.000 –> 00:21:53.000 and celebrate those that are caught living any 00:21:53.000 –> 00:21:54.000 one of the We’s. 00:21:55.000 –> 00:21:57.000 And I’ve been able to evangelize these principles 00:21:57.000 –> 00:21:58.000 more broadly now in companies, 00:21:59.000 –> 00:22:01.000 that I’m working with have embraced it. People 00:22:01.000 –> 00:22:03.000 have embraced it because it sets the the 00:22:03.000 –> 00:22:05.000 standard for who we are, how we operate, 00:22:07.000 –> 00:22:09.000 aside from some lofty mission statement that no 00:22:09.000 –> 00:22:11.000 one can really relate to on a day 00:22:11.000 –> 00:22:13.000 to day basis. Yeah. I love that, man. 00:22:13.000 –> 00:22:14.000 So let’s start with number one. What’s number 00:22:14.000 –> 00:22:15.000 one? 00:22:16.000 –> 00:22:18.000 Well, so I must give a disclaimer as 00:22:18.000 –> 00:22:19.000 we walk through these. 00:22:20.000 –> 00:22:22.000 I’m I’m certain. Members of your audience are 00:22:22.000 –> 00:22:24.000 gonna say, well, no shit. Of course, of 00:22:24.000 –> 00:22:26.000 course, we’re gonna do these things. But I 00:22:26.000 –> 00:22:28.000 right? I’m not naive to that, but I 00:22:28.000 –> 00:22:30.000 will I will add to that 00:22:30.000 –> 00:22:31.000 this point. 00:22:33.000 –> 00:22:34.000 When used collectively 00:22:35.000 –> 00:22:35.000 and evangelized 00:22:36.000 –> 00:22:39.000 and and can spicuously communicated over and over 00:22:39.000 –> 00:22:41.000 and over every single day. You know, for 00:22:41.000 –> 00:22:43.000 example, I wear a I wear a wii 00:22:43.000 –> 00:22:45.000 bracelet everywhere I go. This as we challenge. 00:22:45.000 –> 00:22:46.000 It’s gotta 00:22:46.000 –> 00:22:47.000 it’s gotta be memorable. 00:22:48.000 –> 00:22:50.000 It’s gotta be something we can lean against. 00:22:50.000 –> 00:22:52.000 Not just works on the wall. Number one 00:22:52.000 –> 00:22:53.000 Yep. Is we do the right thing. 00:22:54.000 –> 00:22:55.000 Always. 00:22:56.000 –> 00:22:58.000 And and you’ll you’ll you’ll you know, again, 00:22:58.000 –> 00:23:00.000 listeners might say, well, no shit. The the 00:23:00.000 –> 00:23:03.000 beauty behind this one is Once you evangelize 00:23:03.000 –> 00:23:04.000 it and we talk about it over and 00:23:04.000 –> 00:23:05.000 over again, 00:23:05.000 –> 00:23:07.000 when facing a tough decision, 00:23:07.000 –> 00:23:09.000 the team knows 00:23:10.000 –> 00:23:12.000 where we’re going. They are quick to even 00:23:12.000 –> 00:23:14.000 answer the question before you ask it because 00:23:14.000 –> 00:23:16.000 and and by the way, they’ll premise their 00:23:16.000 –> 00:23:18.000 response with I know Kyle, we do the 00:23:18.000 –> 00:23:20.000 right thing. Right? So we it it it 00:23:20.000 –> 00:23:22.000 removes any opportunity for us to do something 00:23:22.000 –> 00:23:25.000 that might be a little less than, quote, 00:23:25.000 –> 00:23:26.000 unquote, right. So we do the right thing 00:23:26.000 –> 00:23:28.000 is is number one. Everything’s a thousand parts 00:23:28.000 –> 00:23:31.000 without it. Yeah. I think to piggyback on 00:23:31.000 –> 00:23:31.000 that is, 00:23:32.000 –> 00:23:34.000 you know, the Ritz Carlton way, right, is 00:23:35.000 –> 00:23:37.000 I think I heard one time that each 00:23:37.000 –> 00:23:39.000 each member that’s working that day has, like, 00:23:39.000 –> 00:23:41.000 a two hundred or four hundred dollar budget 00:23:41.000 –> 00:23:42.000 or something like that that they can fix 00:23:42.000 –> 00:23:44.000 something. Without having to get approval. And I 00:23:44.000 –> 00:23:46.000 remember being there. One of my kids, I 00:23:46.000 –> 00:23:48.000 guess my oldest is eighteen. I was young. 00:23:49.000 –> 00:23:50.000 And we’re there and we get an ice 00:23:50.000 –> 00:23:52.000 cream cone, and we’re not six steps away 00:23:52.000 –> 00:23:54.000 from this place where we got the ice 00:23:54.000 –> 00:23:55.000 cream in there and it spills, of course. 00:23:55.000 –> 00:23:57.000 It goes all over the floor. And man, 00:23:57.000 –> 00:24:00.000 those people were like around that thing. 00:24:00.000 –> 00:24:03.000 So quick. Got it cleaned up. Boom. Here’s 00:24:03.000 –> 00:24:03.000 a new ice cream. 00:24:04.000 –> 00:24:06.000 Right? I mean, like, it was amazing. And 00:24:06.000 –> 00:24:08.000 so I think that’s what I think of 00:24:08.000 –> 00:24:09.000 when I hear that we do the right 00:24:09.000 –> 00:24:11.000 thing always. Right? We do the right thing 00:24:11.000 –> 00:24:13.000 always. That’s that’s number one. That’s awesome. 00:24:15.000 –> 00:24:17.000 Yeah. It’s the foundation. It’s the foundation. But 00:24:17.000 –> 00:24:18.000 if you wanna do the right thing and 00:24:18.000 –> 00:24:19.000 you want your team to do the right 00:24:19.000 –> 00:24:22.000 thing. For me, that takes us right to 00:24:22.000 –> 00:24:24.000 number two, and that is we lead by 00:24:24.000 –> 00:24:24.000 example. 00:24:25.000 –> 00:24:28.000 We’re already setting an example. The question to 00:24:28.000 –> 00:24:30.000 the question is not should we lead by 00:24:30.000 –> 00:24:32.000 example. The question is am I leading by 00:24:32.000 –> 00:24:34.000 an example? I’d be proud for others to 00:24:34.000 –> 00:24:36.000 see. If it were blast all over the 00:24:36.000 –> 00:24:39.000 intranet, the company intranet, or the newsletter, or 00:24:39.000 –> 00:24:40.000 even worse externally, 00:24:41.000 –> 00:24:43.000 is my behavior something that I’m proud of? 00:24:43.000 –> 00:24:45.000 Is it am I leading in a way 00:24:45.000 –> 00:24:46.000 that others want to follow? 00:24:47.000 –> 00:24:49.000 And again, you know, I I would imagine 00:24:49.000 –> 00:24:51.000 some listeners are saying, well, she wanna lead 00:24:51.000 –> 00:24:52.000 by example, but it’s not the big things 00:24:52.000 –> 00:24:54.000 that I’m talking about. When I walk through 00:24:54.000 –> 00:24:56.000 the hallway, you know, when I’m on-site or 00:24:56.000 –> 00:24:59.000 at a location, is my head down in 00:24:59.000 –> 00:24:59.000 my phone? 00:25:00.000 –> 00:25:01.000 Or am I is my head up saying, 00:25:01.000 –> 00:25:03.000 hey, Brett. Good morning. Nice to see you. 00:25:04.000 –> 00:25:06.000 You know, that’s that’s an example that must 00:25:06.000 –> 00:25:07.000 be set. Right? I’ll tell you a quick 00:25:07.000 –> 00:25:08.000 story, and I’ll and then we can move 00:25:08.000 –> 00:25:09.000 on. But, 00:25:09.000 –> 00:25:11.000 I I used to visit one of the 00:25:11.000 –> 00:25:11.000 locations, 00:25:12.000 –> 00:25:14.000 back in the the teens when, 00:25:15.000 –> 00:25:17.000 I’d I’d eleven locations at the time when 00:25:17.000 –> 00:25:19.000 these principals rolled out. One of the locations 00:25:19.000 –> 00:25:22.000 invariably, every time I would go, the men’s 00:25:22.000 –> 00:25:24.000 restroom, the counter where you wash your hands, 00:25:24.000 –> 00:25:26.000 had standing water every single time I went 00:25:26.000 –> 00:25:28.000 there. It was drive you crazy. 00:25:29.000 –> 00:25:30.000 And I just, you know, I’d like every 00:25:30.000 –> 00:25:32.000 other fellow in there, wash my hands, throw 00:25:32.000 –> 00:25:33.000 my paper towel away and walk out. But 00:25:33.000 –> 00:25:35.000 it occurred to me. 00:25:35.000 –> 00:25:37.000 I am sending the message anytime I’m in 00:25:37.000 –> 00:25:39.000 there washing my hands next to somebody else, 00:25:39.000 –> 00:25:40.000 it finally occurred to me that I am 00:25:40.000 –> 00:25:43.000 sending the message that it’s okay. We are 00:25:43.000 –> 00:25:45.000 accepting this puddled water. 00:25:45.000 –> 00:25:47.000 And I and and the leader doesn’t care 00:25:47.000 –> 00:25:49.000 about our work environment. That’s the message I’m 00:25:49.000 –> 00:25:51.000 sending if I don’t. So now 00:25:52.000 –> 00:25:54.000 when the re realization hit me, and I 00:25:54.000 –> 00:25:55.000 was in 00:25:55.000 –> 00:25:57.000 My hands dry off. I would take extra 00:25:57.000 –> 00:26:00.000 napkins and wipe down that basin every single 00:26:00.000 –> 00:26:02.000 time. And wouldn’t you know it? After a 00:26:02.000 –> 00:26:03.000 number of visits there, 00:26:04.000 –> 00:26:05.000 the water was gone. 00:26:05.000 –> 00:26:07.000 Not because of me, people were coming behind 00:26:07.000 –> 00:26:09.000 me doing the same thing. Yep. So it’s 00:26:09.000 –> 00:26:11.000 not just, you know, the shiniest shoes. I 00:26:11.000 –> 00:26:13.000 got the most vocabulary, not leading by example 00:26:13.000 –> 00:26:15.000 in those ways. I’m leading by example by 00:26:15.000 –> 00:26:18.000 being relatable to those I work with, setting 00:26:18.000 –> 00:26:20.000 an example that they want to follow, and 00:26:20.000 –> 00:26:23.000 and and showing the importance of our interactions, 00:26:24.000 –> 00:26:26.000 not just you are here to to produce 00:26:26.000 –> 00:26:28.000 a widget for me. So that’s the kind 00:26:28.000 –> 00:26:30.000 of example I wanna be known for. Yeah. 00:26:30.000 –> 00:26:32.000 Amen into that, man. I think Mother Teresa 00:26:32.000 –> 00:26:33.000 said it, and then I’ll joke my buddy 00:26:33.000 –> 00:26:35.000 Tom Meyer at a soccer game recently said 00:26:35.000 –> 00:26:38.000 it too. Sweeper own front porch. Right? So 00:26:38.000 –> 00:26:40.000 see my buddies that were on this trip 00:26:40.000 –> 00:26:41.000 will know and it was a it was 00:26:41.000 –> 00:26:43.000 a great time. But, you know, sweep your 00:26:43.000 –> 00:26:45.000 own front porch. Man, that’s that’s what you’re 00:26:45.000 –> 00:26:47.000 doing right there. So that’s awesome. 00:26:47.000 –> 00:26:48.000 What’s number three? 00:26:49.000 –> 00:26:51.000 So we go so if you wanna do 00:26:51.000 –> 00:26:51.000 the right thing, 00:26:52.000 –> 00:26:54.000 and and if we agree that leading by 00:26:54.000 –> 00:26:56.000 example, it’s tough to do that, 00:26:57.000 –> 00:26:59.000 any team, we’ve gotta make good in our 00:26:59.000 –> 00:27:01.000 commitments. So we number three is we say 00:27:01.000 –> 00:27:02.000 what we’re going to do 00:27:03.000 –> 00:27:04.000 then we do it. 00:27:04.000 –> 00:27:06.000 So anytime you’re in a team environment, there 00:27:06.000 –> 00:27:08.000 are others that are counting on you to 00:27:08.000 –> 00:27:11.000 deliver something, especially in corporate America. 00:27:11.000 –> 00:27:13.000 And what I have found, a lot of 00:27:13.000 –> 00:27:16.000 breakdown and disappointment that our customers experience 00:27:16.000 –> 00:27:17.000 oftentimes 00:27:17.000 –> 00:27:19.000 are the result of a breakdown or a 00:27:19.000 –> 00:27:22.000 lack of communication or delivery behind the curtain 00:27:22.000 –> 00:27:23.000 here in the here on the on the 00:27:23.000 –> 00:27:26.000 team. So we we’ve just gotta be known, 00:27:26.000 –> 00:27:28.000 you know, every high functioning team needs to 00:27:28.000 –> 00:27:31.000 be known for and is usually associated with 00:27:31.000 –> 00:27:33.000 do, you know, making good in our commitments. 00:27:33.000 –> 00:27:34.000 When I tell you I’m going to deliver 00:27:34.000 –> 00:27:36.000 something to you as a member of my 00:27:36.000 –> 00:27:38.000 team, it’s coming. When you tell me that 00:27:38.000 –> 00:27:39.000 you’re gonna deliver something to me as a 00:27:39.000 –> 00:27:41.000 member of my team, it must come. 00:27:42.000 –> 00:27:44.000 And and that was, you know, the scenario 00:27:44.000 –> 00:27:44.000 there 00:27:45.000 –> 00:27:46.000 to drive me crazy. 00:27:46.000 –> 00:27:47.000 It’s, 00:27:47.000 –> 00:27:49.000 you know, Brett, you and I had a 00:27:49.000 –> 00:27:51.000 conversation. I agreed to deliver something to you 00:27:51.000 –> 00:27:53.000 by Thursday at noon. 00:27:53.000 –> 00:27:55.000 Thursday at noon rolls around. You call me. 00:27:55.000 –> 00:27:57.000 You’re, like, Kyle, what’s up? Where’s that report? 00:27:57.000 –> 00:27:59.000 And my response to you as well, I 00:27:59.000 –> 00:28:00.000 reached out to Jane in accounting. I just 00:28:00.000 –> 00:28:02.000 haven’t heard back from her. That’s not good 00:28:02.000 –> 00:28:03.000 enough. 00:28:03.000 –> 00:28:05.000 So I committed something to you, brother. I 00:28:05.000 –> 00:28:07.000 gotta get that to you, and I will 00:28:07.000 –> 00:28:08.000 go to the end of the earth to 00:28:08.000 –> 00:28:10.000 get that for you. Or I will give 00:28:10.000 –> 00:28:11.000 you a heads up before Thursday at noon 00:28:11.000 –> 00:28:13.000 that this is not happening, we’re a bit 00:28:13.000 –> 00:28:15.000 delayed. But I have found, especially in bigger 00:28:15.000 –> 00:28:17.000 organizations, there’s this, you know, 00:28:17.000 –> 00:28:19.000 point back and forth because I, you know, 00:28:19.000 –> 00:28:20.000 I I did my part. I made the 00:28:20.000 –> 00:28:22.000 request. No. No. No. Your part was hitting 00:28:22.000 –> 00:28:23.000 your commitment. 00:28:24.000 –> 00:28:26.000 So leading by example, I think the best 00:28:26.000 –> 00:28:28.000 way to do that is by setting 00:28:28.000 –> 00:28:29.000 a target, 00:28:29.000 –> 00:28:31.000 going after that target, making good on our 00:28:31.000 –> 00:28:32.000 commitments, 00:28:32.000 –> 00:28:34.000 because we’re only as good as the commitments 00:28:34.000 –> 00:28:36.000 we keep. I that’s that’s truly how I 00:28:36.000 –> 00:28:38.000 believe that. That’s why number three is is 00:28:38.000 –> 00:28:41.000 where it’s ranked so high because if we 00:28:41.000 –> 00:28:42.000 can’t deliver on on the commitments that we 00:28:42.000 –> 00:28:45.000 make, especially as the leader to our team, 00:28:46.000 –> 00:28:48.000 There’s no and we’re not trust. We are 00:28:48.000 –> 00:28:49.000 no tall. 00:28:49.000 –> 00:28:51.000 Love it. So far I’m gonna lie. I’m 00:28:51.000 –> 00:28:53.000 three for three, brother. What do we got? 00:28:53.000 –> 00:28:53.000 Number four? 00:28:55.000 –> 00:28:57.000 I love that. Alright. I’ll keep rolling. So 00:28:57.000 –> 00:28:59.000 if we’re gonna do the right thing, we’re 00:28:59.000 –> 00:29:02.000 gonna lead by example, and we’re gonna make 00:29:02.000 –> 00:29:04.000 good in our commitments. That means the very 00:29:04.000 –> 00:29:05.000 next step is we gotta take action. 00:29:06.000 –> 00:29:08.000 So when we see an opportunity to be 00:29:08.000 –> 00:29:11.000 better, when we see maybe a broken process 00:29:11.000 –> 00:29:14.000 or You know, we have a disgruntled customer 00:29:14.000 –> 00:29:15.000 because of a process that we we we 00:29:15.000 –> 00:29:18.000 just know is is too too taxing or 00:29:18.000 –> 00:29:21.000 whatever the scenario is, we gotta take action. 00:29:23.000 –> 00:29:25.000 Especially in bigger organizations, and it’s true of 00:29:25.000 –> 00:29:26.000 all the organizations 00:29:26.000 –> 00:29:28.000 of all size, but especially bigger ones, there 00:29:28.000 –> 00:29:30.000 is safety in silence 00:29:31.000 –> 00:29:33.000 And what that means is we often we 00:29:33.000 –> 00:29:36.000 often see opportunities for improvement, but we don’t 00:29:36.000 –> 00:29:38.000 take action on them usually for one of 00:29:38.000 –> 00:29:39.000 two reasons. 00:29:40.000 –> 00:29:41.000 If I raise my hand and say, hey, 00:29:41.000 –> 00:29:43.000 boss, we got an opportunity to refine this 00:29:43.000 –> 00:29:44.000 process. 00:29:45.000 –> 00:29:47.000 Usually, I’m gonna be greeted with more work. 00:29:50.000 –> 00:29:52.000 Where’s the incentive to do that? And then 00:29:52.000 –> 00:29:54.000 the second component of of why this is 00:29:54.000 –> 00:29:56.000 so hard for so many to grasp is 00:29:56.000 –> 00:29:57.000 not only am I gonna be asked to 00:29:57.000 –> 00:29:59.000 do the work, but if I stumble 00:29:59.000 –> 00:30:02.000 or my existing workload is compromised, I’m gonna 00:30:02.000 –> 00:30:04.000 get beaten over the head with this thing 00:30:04.000 –> 00:30:05.000 that I surfaced, which was really an attempt 00:30:05.000 –> 00:30:07.000 to make us better. So there’s no incentive 00:30:08.000 –> 00:30:10.000 in most organizations to raise my hand and 00:30:10.000 –> 00:30:12.000 say, that doesn’t make sense. Why are we 00:30:12.000 –> 00:30:14.000 doing that? I need to take a look 00:30:14.000 –> 00:30:15.000 at that. And let me address that for 00:30:15.000 –> 00:30:16.000 us. 00:30:16.000 –> 00:30:18.000 There’s no incentive. So stay in your lane 00:30:18.000 –> 00:30:20.000 is kind of the thought that comes to 00:30:20.000 –> 00:30:21.000 mind. But in a culture of excellence, 00:30:22.000 –> 00:30:25.000 when we really wanna be excellent and be 00:30:25.000 –> 00:30:28.000 high functioning, high performing team, we can’t 00:30:28.000 –> 00:30:30.000 we cannot walk by opportunities for improvement. 00:30:31.000 –> 00:30:33.000 You know, the old TSA adage comes to 00:30:33.000 –> 00:30:34.000 mind see something, say something. Well, in this 00:30:34.000 –> 00:30:36.000 world, it’s when you if you see something, 00:30:36.000 –> 00:30:37.000 do something. 00:30:38.000 –> 00:30:39.000 Because 00:30:39.000 –> 00:30:42.000 in today’s ultra competitive environment in almost every 00:30:42.000 –> 00:30:44.000 industry, If we allow those mediocre, 00:30:46.000 –> 00:30:47.000 things, 00:30:47.000 –> 00:30:49.000 or the status quo Sam, as I call 00:30:49.000 –> 00:30:52.000 it, if we allow those we will get 00:30:52.000 –> 00:30:53.000 laughed by our 00:30:53.000 –> 00:30:55.000 and we will not be here. So it’s 00:30:55.000 –> 00:30:57.000 important to recognize where there’s something to do. 00:30:57.000 –> 00:30:58.000 We gotta do it. 00:30:59.000 –> 00:31:02.000 But when when when if you want your 00:31:02.000 –> 00:31:04.000 team to take action and you want people 00:31:04.000 –> 00:31:06.000 to recognize that there’s a way to be 00:31:06.000 –> 00:31:07.000 better and we have a chance to be 00:31:07.000 –> 00:31:07.000 better, 00:31:08.000 –> 00:31:09.000 The only way to get them to do 00:31:09.000 –> 00:31:11.000 that is to create an environment where they’re 00:31:11.000 –> 00:31:13.000 comfortable making mistakes. 00:31:14.000 –> 00:31:15.000 And that takes us to to we number 00:31:15.000 –> 00:31:17.000 five. We own our mistakes. 00:31:18.000 –> 00:31:19.000 So if I’m in an environment where team 00:31:19.000 –> 00:31:21.000 says, for the team is well aware, they 00:31:21.000 –> 00:31:24.000 are tasked, empowered, and obligated 00:31:24.000 –> 00:31:27.000 to identify ways for us to be better, 00:31:27.000 –> 00:31:29.000 we gotta allow them the safety to make 00:31:29.000 –> 00:31:31.000 a mistake trying to make it better. 00:31:31.000 –> 00:31:33.000 Because again, where’s the incentive if we’re just 00:31:33.000 –> 00:31:35.000 gonna beat them over the head? So So 00:31:36.000 –> 00:31:37.000 the culture of excellence says, 00:31:38.000 –> 00:31:40.000 for us to be great, we’re gonna make 00:31:40.000 –> 00:31:43.000 mistakes. Everyone knows that. We’re gonna own those 00:31:43.000 –> 00:31:44.000 mistakes because I think we talked about it 00:31:44.000 –> 00:31:46.000 at the top of the call. Those challenges 00:31:46.000 –> 00:31:49.000 and those mistakes result in growth. And we 00:31:49.000 –> 00:31:50.000 wanna be better. 00:31:50.000 –> 00:31:51.000 We gotta try. 00:31:53.000 –> 00:31:54.000 Fail. That’s life, 00:31:55.000 –> 00:31:57.000 but we gotta try to go. We’re gonna 00:31:57.000 –> 00:31:59.000 own our mistakes. And and the sooner the 00:31:59.000 –> 00:32:00.000 team is aware, 00:32:00.000 –> 00:32:02.000 that you as the leader will be there 00:32:03.000 –> 00:32:05.000 with your handout stretched to help them 00:32:06.000 –> 00:32:08.000 get up and move on to the next 00:32:08.000 –> 00:32:10.000 So the next thing, the more likely they 00:32:10.000 –> 00:32:12.000 are to take action and own the mistake 00:32:12.000 –> 00:32:14.000 that comes with that action being taken. 00:32:16.000 –> 00:32:18.000 I’m a note taking machine, brother. You can 00:32:18.000 –> 00:32:18.000 see that. 00:32:19.000 –> 00:32:21.000 Hey. I’m just taking notes. I love it. 00:32:21.000 –> 00:32:23.000 It’s great. It’s great. Do you do the 00:32:23.000 –> 00:32:25.000 right thing? Lead by examples. We say what 00:32:25.000 –> 00:32:27.000 we’re gonna do and we do it. We 00:32:27.000 –> 00:32:28.000 take, we take action. 00:32:29.000 –> 00:32:30.000 We own our mistakes. 00:32:31.000 –> 00:32:32.000 Lead us to number six. 00:32:33.000 –> 00:32:35.000 Yeah. And they there’s the continuum here. So 00:32:35.000 –> 00:32:37.000 when when the team feels comfortable to raise 00:32:37.000 –> 00:32:38.000 their hand and say I made a mistake, 00:32:38.000 –> 00:32:40.000 they’re only gonna do that when they know 00:32:40.000 –> 00:32:42.000 they’re in an environment where we six exists, 00:32:42.000 –> 00:32:44.000 and that is we pick each other up. 00:32:45.000 –> 00:32:47.000 We pick each other up. Look, we’re all 00:32:47.000 –> 00:32:49.000 coming to the workplace, whether it be verb 00:32:49.000 –> 00:32:52.000 or or in person with baggage. You know, 00:32:52.000 –> 00:32:53.000 we’ve all got things going on outside of 00:32:53.000 –> 00:32:54.000 work. 00:32:54.000 –> 00:32:56.000 We’ve got things going on inside of work. 00:32:58.000 –> 00:33:00.000 It’s not often we bring our very best 00:33:00.000 –> 00:33:03.000 self to our job. It’s not. We’d like 00:33:03.000 –> 00:33:05.000 to think it is and allow environments will 00:33:05.000 –> 00:33:08.000 demand that and not be understanding that sometimes 00:33:08.000 –> 00:33:10.000 life gets in the way. So we pick 00:33:10.000 –> 00:33:12.000 each other up as critical because If we’re 00:33:12.000 –> 00:33:15.000 gonna own our mistakes from action being taken, 00:33:15.000 –> 00:33:17.000 we we have to know that others have 00:33:17.000 –> 00:33:19.000 our back, especially the leader. 00:33:20.000 –> 00:33:22.000 But there’s two components here. I wanna I 00:33:22.000 –> 00:33:24.000 wanna kinda bifurcate between the two. 00:33:25.000 –> 00:33:27.000 Owning the mistake 00:33:27.000 –> 00:33:28.000 is critical 00:33:29.000 –> 00:33:31.000 for picking each other up. So we don’t 00:33:31.000 –> 00:33:32.000 we can’t help someone if we don’t know 00:33:32.000 –> 00:33:35.000 that they’re struggling. Right? The results may show 00:33:35.000 –> 00:33:37.000 it, but not everybody sees those results. So 00:33:37.000 –> 00:33:38.000 all members of the team don’t see all 00:33:38.000 –> 00:33:41.000 members of the team’s position. And that is 00:33:41.000 –> 00:33:43.000 propel members on your team and those around 00:33:43.000 –> 00:33:45.000 you to new heights. I don’t believe it’s 00:33:45.000 –> 00:33:47.000 just enough for the boss 00:33:47.000 –> 00:33:48.000 or the leader in this case 00:33:49.000 –> 00:33:49.000 to 00:33:50.000 –> 00:33:52.000 get members of their team to be high 00:33:52.000 –> 00:33:54.000 performing at what they do now. I think 00:33:54.000 –> 00:33:56.000 a great leader helps them develop to take 00:33:56.000 –> 00:33:58.000 on their next role, even if, by the 00:33:58.000 –> 00:34:01.000 way, even if that role is outside of 00:34:01.000 –> 00:34:03.000 my team, outside of the organization even. 00:34:04.000 –> 00:34:04.000 Because 00:34:05.000 –> 00:34:06.000 if I if if the team members 00:34:07.000 –> 00:34:09.000 if if members of the team know that 00:34:09.000 –> 00:34:11.000 me as their leader, I’m really invested in 00:34:11.000 –> 00:34:13.000 their journey. Really invested in their growth. I 00:34:13.000 –> 00:34:15.000 want them to be their best, not just 00:34:15.000 –> 00:34:17.000 so I can deliver great results for my 00:34:17.000 –> 00:34:18.000 team. I want them to be their best 00:34:18.000 –> 00:34:20.000 because I wanna be a good human, I 00:34:20.000 –> 00:34:22.000 wanna be surrounded by people that that are 00:34:22.000 –> 00:34:23.000 their best. 00:34:23.000 –> 00:34:25.000 And I take this so seriously that I’ve 00:34:25.000 –> 00:34:27.000 had members of my teams throughout the years 00:34:27.000 –> 00:34:29.000 come to me and say they’ve had opportune 00:34:29.000 –> 00:34:31.000 they’ve got opportunities to join other companies. They’ve 00:34:31.000 –> 00:34:34.000 got, they’re eyeing and opening somewhere else. I 00:34:34.000 –> 00:34:36.000 help them get that next job. I help 00:34:36.000 –> 00:34:38.000 them. We’ll do mock interviews. I’ll work with 00:34:38.000 –> 00:34:39.000 you on your whatever 00:34:40.000 –> 00:34:41.000 you need because an off chain role 00:34:44.000 –> 00:34:46.000 The connection and goodwill that we’ve now established 00:34:46.000 –> 00:34:48.000 because I’ve proven to you, I really care 00:34:48.000 –> 00:34:50.000 more about you than your results, is profound. 00:34:51.000 –> 00:34:52.000 And that’s happened to me a number of 00:34:52.000 –> 00:34:55.000 times, helping someone leave the company. They’ve either 00:34:55.000 –> 00:34:57.000 gotten their role or they haven’t, but when 00:34:57.000 –> 00:34:58.000 they when they when they return back to 00:34:59.000 –> 00:35:00.000 to to to this team, 00:35:01.000 –> 00:35:03.000 the commitment they have until the next opportunity 00:35:03.000 –> 00:35:05.000 comes around. I’m not naive is is stronger. 00:35:07.000 –> 00:35:09.000 I think it’s true. We all want to 00:35:09.000 –> 00:35:11.000 be appreciated for what we do, 00:35:11.000 –> 00:35:13.000 and the the value that we bring, but 00:35:13.000 –> 00:35:15.000 not in a moment in time. The value 00:35:15.000 –> 00:35:18.000 that we bring is exponential over time, we 00:35:18.000 –> 00:35:19.000 need to we need to encourage people to 00:35:19.000 –> 00:35:21.000 be there as to whether that’s with us 00:35:21.000 –> 00:35:23.000 or somewhere else. Yep. 00:35:23.000 –> 00:35:25.000 So that’s that’s been a mentality. Pick each 00:35:25.000 –> 00:35:26.000 other up. 00:35:26.000 –> 00:35:28.000 It’s abundance mentality versus scarcity. 00:35:29.000 –> 00:35:31.000 Amen. Right? And, 00:35:31.000 –> 00:35:33.000 you know, there’s this thing inside of the 00:35:33.000 –> 00:35:36.000 corporate world where for someone to win someone 00:35:36.000 –> 00:35:38.000 else must lose, and I just think that’s 00:35:38.000 –> 00:35:38.000 garbage. 00:35:39.000 –> 00:35:41.000 So the more we can pick each other 00:35:41.000 –> 00:35:41.000 up, 00:35:42.000 –> 00:35:44.000 along on their journey. Not only do we 00:35:44.000 –> 00:35:46.000 help someone else, but it just feels 00:35:47.000 –> 00:35:49.000 good to help someone else along their way. 00:35:51.000 –> 00:35:53.000 So I admit the first six of the 00:35:53.000 –> 00:35:54.000 wheeze are, are more foundational in 00:35:55.000 –> 00:35:55.000 nature 00:35:58.000 –> 00:36:00.000 and and they kinda set the table for 00:36:00.000 –> 00:36:03.000 who we are. But as we move, seven 00:36:03.000 –> 00:36:05.000 through ten, you’ll notice that the wies become 00:36:06.000 –> 00:36:07.000 a a little more, 00:36:07.000 –> 00:36:09.000 difficult for some to grasp, 00:36:09.000 –> 00:36:11.000 maybe a little more controversial. 00:36:12.000 –> 00:36:14.000 You know, that’s a relative term. But also 00:36:14.000 –> 00:36:16.000 I believe this is where we we we 00:36:16.000 –> 00:36:18.000 we pivot to steal from Collins, from good 00:36:18.000 –> 00:36:19.000 to great. 00:36:19.000 –> 00:36:22.000 Yeah. And and we number seven is we 00:36:22.000 –> 00:36:24.000 measure ourselves by out comes, 00:36:24.000 –> 00:36:24.000 period, 00:36:25.000 –> 00:36:26.000 not activity. 00:36:27.000 –> 00:36:28.000 And I’m sure you’ve seen it in your 00:36:28.000 –> 00:36:30.000 business and throughout your career, 00:36:31.000 –> 00:36:33.000 And it’s gotten worse, I think, over time, 00:36:33.000 –> 00:36:35.000 where in the corporate world, we we give 00:36:35.000 –> 00:36:37.000 out what amounts to participation 00:36:38.000 –> 00:36:38.000 ribbons. 00:36:40.000 –> 00:36:42.000 And and that to me is is it 00:36:42.000 –> 00:36:44.000 dilutes the impact of delivering 00:36:44.000 –> 00:36:45.000 great results. 00:36:46.000 –> 00:36:49.000 We wear the number of we had every 00:36:49.000 –> 00:36:50.000 day as a badge of honor. If I’m 00:36:50.000 –> 00:36:52.000 double book triple book, like, that’s that’s supposed 00:36:52.000 –> 00:36:53.000 to impress people. 00:36:55.000 –> 00:36:56.000 But that’s not what the client or our 00:36:56.000 –> 00:36:59.000 customers that’s not why they pay us. They 00:36:59.000 –> 00:37:00.000 pay us for the outcome. 00:37:01.000 –> 00:37:03.000 So what I’ve noticed throughout my what I 00:37:03.000 –> 00:37:05.000 notice throughout my career was a lot of 00:37:05.000 –> 00:37:07.000 people run around very busy engaged in a 00:37:07.000 –> 00:37:08.000 lot of activities, 00:37:08.000 –> 00:37:11.000 but they’re busy for busy’s, you know, sake 00:37:11.000 –> 00:37:11.000 of busyness. 00:37:12.000 –> 00:37:14.000 What I like to challenge people to do 00:37:14.000 –> 00:37:16.000 is identify a handful of things for which 00:37:16.000 –> 00:37:19.000 you’re being judged or you’re held accountable, right, 00:37:19.000 –> 00:37:21.000 that are on your performance appraisal. 00:37:21.000 –> 00:37:23.000 List of tasks that you’re obligated to deliver 00:37:23.000 –> 00:37:26.000 on whatever the time frequency is, weekly, monthly, 00:37:26.000 –> 00:37:26.000 whatever. 00:37:27.000 –> 00:37:28.000 And and then evaluate 00:37:28.000 –> 00:37:30.000 all of your activities 00:37:30.000 –> 00:37:32.000 every meeting you’re participating in. And if those 00:37:32.000 –> 00:37:34.000 meetings and those activities 00:37:34.000 –> 00:37:37.000 don’t directly connect to those outcomes that you’ve 00:37:37.000 –> 00:37:38.000 been assigned, 00:37:38.000 –> 00:37:40.000 or that the outcomes that you’re, you know, 00:37:40.000 –> 00:37:43.000 tasked to deliver, scrutinize them. Why am I 00:37:43.000 –> 00:37:44.000 doing this? Why am I in this meeting? 00:37:44.000 –> 00:37:46.000 Why am I asked to do this, if 00:37:46.000 –> 00:37:48.000 it doesn’t lead to that. There’s a caveat. 00:37:48.000 –> 00:37:51.000 I’m not naive. Compliance. We have legal things. 00:37:51.000 –> 00:37:52.000 There are gut things that we have to 00:37:52.000 –> 00:37:53.000 do that you may not be able to 00:37:53.000 –> 00:37:55.000 draw a straight a straight line. To that 00:37:55.000 –> 00:37:57.000 outcome, but that’s the exception. I think the 00:37:57.000 –> 00:37:58.000 rule should be 00:37:59.000 –> 00:38:01.000 if I’m engaged in something, it should deliver 00:38:01.000 –> 00:38:03.000 or or or or help me deliver my 00:38:03.000 –> 00:38:05.000 outcome and and the cliche that I use 00:38:05.000 –> 00:38:07.000 over and over again is, Brett, I am 00:38:07.000 –> 00:38:09.000 so happy when my Uber driver picks me 00:38:09.000 –> 00:38:11.000 up with a tank full of gas or 00:38:11.000 –> 00:38:12.000 enough gas to get me from a to 00:38:12.000 –> 00:38:14.000 b. But I didn’t pay him or her 00:38:14.000 –> 00:38:16.000 to stop at the gas station before they 00:38:16.000 –> 00:38:18.000 pick me up. I paid for the outcome 00:38:18.000 –> 00:38:20.000 of getting me from a to b. The 00:38:20.000 –> 00:38:21.000 more we focus on the outcomes, I think 00:38:21.000 –> 00:38:23.000 the more earnest we can be in our 00:38:23.000 –> 00:38:25.000 efforts. And, 00:38:25.000 –> 00:38:26.000 I think outcomes 00:38:28.000 –> 00:38:30.000 they they come in a way that is 00:38:30.000 –> 00:38:31.000 more superior 00:38:31.000 –> 00:38:34.000 than than just focused on the busyness. I 00:38:34.000 –> 00:38:35.000 I think that is a that’s a curse 00:38:35.000 –> 00:38:36.000 inside of an organization. 00:38:37.000 –> 00:38:38.000 Trying to stay busy. 00:38:39.000 –> 00:38:41.000 Let’s keep them rocking the last three. 00:38:41.000 –> 00:38:43.000 Here we go. My favorite of all too. 00:38:43.000 –> 00:38:46.000 Number eight is we challenge each other. 00:38:48.000 –> 00:38:49.000 Most organizations, 00:38:50.000 –> 00:38:50.000 challenges 00:38:51.000 –> 00:38:51.000 come 00:38:52.000 –> 00:38:52.000 from here for those listening at home. That 00:38:52.000 –> 00:38:52.000 is the boss 00:38:56.000 –> 00:38:56.000 to the team. 00:38:57.000 –> 00:38:58.000 Occasionally, 00:38:58.000 –> 00:39:00.000 we we encourage challenges, 00:39:01.000 –> 00:39:03.000 within the team, you know, peer to peer, 00:39:03.000 –> 00:39:03.000 occasionally. 00:39:04.000 –> 00:39:06.000 But rarely is the challenge. Are we adamant 00:39:06.000 –> 00:39:09.000 about the challenge? Challenges must also come from 00:39:09.000 –> 00:39:11.000 the team to the leader. Other words, the 00:39:11.000 –> 00:39:14.000 challenges must come from every direction because the 00:39:14.000 –> 00:39:16.000 result of progress, everything 00:39:16.000 –> 00:39:19.000 or anything worth having in this life 00:39:19.000 –> 00:39:22.000 is almost always the result of overcoming one 00:39:22.000 –> 00:39:24.000 or more challenges. Do you wanna lose weight? 00:39:24.000 –> 00:39:26.000 Gotta burn calories. You gotta change diet. Gotta 00:39:26.000 –> 00:39:28.000 workout. Whatever. You wanna learn how to play 00:39:28.000 –> 00:39:29.000 the guitar, 00:39:29.000 –> 00:39:31.000 get lessons, get on YouTube, whatever the scenario 00:39:31.000 –> 00:39:33.000 is for you, you must challenge yourself to 00:39:33.000 –> 00:39:35.000 deliver if I have a solution or a 00:39:35.000 –> 00:39:37.000 position on a topic, I want every good 00:39:37.000 –> 00:39:39.000 idea on the table. I want a meritocracy 00:39:39.000 –> 00:39:41.000 of sorts where people can talk through and 00:39:41.000 –> 00:39:44.000 feel feel obligated almost to challenge one another. 00:39:44.000 –> 00:39:46.000 And when you introduce us into your to 00:39:46.000 –> 00:39:48.000 your to your world, 00:39:49.000 –> 00:39:50.000 a lot of things happen, but the the 00:39:50.000 –> 00:39:52.000 beauty of what I’ve seen firsthand is, 00:39:53.000 –> 00:39:54.000 I’ll go back to 00:39:55.000 –> 00:39:55.000 staff meetings. 00:39:57.000 –> 00:39:59.000 You may relate to this where A staff 00:39:59.000 –> 00:40:01.000 meeting in most environments is the bosses at 00:40:01.000 –> 00:40:03.000 the end of the table, the team around 00:40:03.000 –> 00:40:04.000 the table, and they each go through their 00:40:04.000 –> 00:40:06.000 updates. And everyone on the team is just 00:40:06.000 –> 00:40:08.000 kinda heads down in their phone or on 00:40:08.000 –> 00:40:10.000 their lap top while each other is going 00:40:10.000 –> 00:40:13.000 through their updates. The only person theoretically paying 00:40:13.000 –> 00:40:14.000 attention is the boss and it’s one to 00:40:14.000 –> 00:40:16.000 one, which is a waste of everyone’s time, 00:40:16.000 –> 00:40:18.000 by the way. But when we have an 00:40:18.000 –> 00:40:21.000 environment that is rich and challenged and they’re 00:40:21.000 –> 00:40:23.000 you’re not just allowed to. You’re empowered and 00:40:23.000 –> 00:40:26.000 obligated to issue challenges. You have team members 00:40:26.000 –> 00:40:28.000 start to question 00:40:28.000 –> 00:40:31.000 updates in a healthy and productive way. 00:40:31.000 –> 00:40:32.000 And 00:40:32.000 –> 00:40:34.000 the result of that interaction becomes 00:40:35.000 –> 00:40:37.000 a knowledge share that enables other members on 00:40:38.000 –> 00:40:40.000 of the team to allow to to insert 00:40:40.000 –> 00:40:42.000 their own opinions or experience 00:40:42.000 –> 00:40:44.000 on the topic at hand. Now there is 00:40:44.000 –> 00:40:47.000 one very clear line and rule for we 00:40:47.000 –> 00:40:49.000 number eight, and that is all challenges 00:40:49.000 –> 00:40:51.000 First, they must be done diplomatically, 00:40:51.000 –> 00:40:53.000 but they must be grounded in either data 00:40:53.000 –> 00:40:54.000 and or experience. 00:40:55.000 –> 00:40:56.000 So in other words, I can’t come to 00:40:56.000 –> 00:40:58.000 the staff meeting. Brad, you you start opining 00:40:58.000 –> 00:41:00.000 on something, and I don’t like it just 00:41:00.000 –> 00:41:02.000 simply because it’s my opinion. 00:41:02.000 –> 00:41:04.000 I that’s not a challenge. That’s a complaint. 00:41:05.000 –> 00:41:06.000 But if I say 00:41:06.000 –> 00:41:08.000 Hey. Hey. Hey, Brett. You’re walking us down 00:41:08.000 –> 00:41:10.000 a path somewhere that I’ve actually I’ve been 00:41:10.000 –> 00:41:13.000 here before. In my last role, we, you 00:41:13.000 –> 00:41:14.000 know, we had a product launch similar to 00:41:14.000 –> 00:41:16.000 this, and we stumbled because of x, y, 00:41:16.000 –> 00:41:17.000 and z. You know, as a leader, you 00:41:17.000 –> 00:41:19.000 wanna hear that. You want to, you want 00:41:19.000 –> 00:41:21.000 that information, you want that challenge, you wanna 00:41:21.000 –> 00:41:22.000 be smarter for that interaction. 00:41:22.000 –> 00:41:23.000 So 00:41:23.000 –> 00:41:27.000 challenges have to come via data and or 00:41:27.000 –> 00:41:27.000 experience. 00:41:28.000 –> 00:41:29.000 But we number eight, 00:41:30.000 –> 00:41:31.000 without we numb 00:41:32.000 –> 00:41:35.000 And we number nine is we embrace challenge. 00:41:36.000 –> 00:41:37.000 So in our organization, 00:41:38.000 –> 00:41:40.000 when we establish the environment that is rich 00:41:40.000 –> 00:41:43.000 and challenged, it must be rich in embracing 00:41:43.000 –> 00:41:45.000 those challenges, whether it be from a peer, 00:41:45.000 –> 00:41:47.000 whether it be from the leader, whether it 00:41:47.000 –> 00:41:50.000 be an external force, ever the scenario is, 00:41:50.000 –> 00:41:52.000 we’ve gotta embrace those challenges because if we 00:41:52.000 –> 00:41:54.000 deny them, we’re gonna get lapped, 00:41:55.000 –> 00:41:56.000 because challenges just go away if you look 00:41:56.000 –> 00:41:57.000 the other way. 00:41:58.000 –> 00:42:01.000 And we’ve gotta create this this this kind 00:42:01.000 –> 00:42:01.000 of ethos where 00:42:02.000 –> 00:42:05.000 yep. I’m aware. That sucks. Let’s move on. 00:42:05.000 –> 00:42:07.000 We gotta embrace the challenge and keep trucking. 00:42:09.000 –> 00:42:11.000 Because what happens when we embrace those challenges, 00:42:11.000 –> 00:42:13.000 now we are focused on something other than 00:42:13.000 –> 00:42:15.000 ourselves. We’re focusing on the outcomes. We’re focusing 00:42:15.000 –> 00:42:18.000 on us being better. And not denying the 00:42:18.000 –> 00:42:18.000 challenge. 00:42:19.000 –> 00:42:21.000 So so embracing it at we number nine 00:42:21.000 –> 00:42:22.000 is incredibly important. 00:42:24.000 –> 00:42:26.000 Which takes us to the last week. You’ve 00:42:26.000 –> 00:42:27.000 held on through all ten. 00:42:28.000 –> 00:42:30.000 And I think the ten is the icing 00:42:30.000 –> 00:42:32.000 on the cake that is on because if 00:42:32.000 –> 00:42:34.000 we lead with ten, 00:42:34.000 –> 00:42:36.000 we’re setting ourselves up for failure, and that 00:42:36.000 –> 00:42:39.000 is we obsess over details. It’s the icing 00:42:39.000 –> 00:42:40.000 on the cake, the the bow on the 00:42:40.000 –> 00:42:42.000 present, whatever cliche you wanna use. 00:42:43.000 –> 00:42:45.000 Because I happen to believe in every team 00:42:45.000 –> 00:42:48.000 environment, the level of obsession over the details 00:42:48.000 –> 00:42:52.000 is is akin or synonymous to our obsession 00:42:52.000 –> 00:42:53.000 for satisfying 00:42:53.000 –> 00:42:55.000 our clients, those that we serve. 00:42:56.000 –> 00:42:58.000 You know, things like, consistent use of fonts 00:42:58.000 –> 00:42:58.000 and and spelling and 00:43:01.000 –> 00:43:02.000 presentations 00:43:02.000 –> 00:43:05.000 Like, the, you know, here’s an example I 00:43:05.000 –> 00:43:06.000 love, actually. When’s the last time you opened 00:43:06.000 –> 00:43:07.000 a product from Apple? 00:43:08.000 –> 00:43:10.000 Right? It’s just a sec the tape with 00:43:10.000 –> 00:43:13.000 the arrow on it telling. Right? They put 00:43:13.000 –> 00:43:15.000 engineers in rooms for months on end every 00:43:15.000 –> 00:43:17.000 time there’s a new product launch because they 00:43:17.000 –> 00:43:20.000 want that experience for the customer, the consumer, 00:43:20.000 –> 00:43:23.000 to be wow. Right? So obsessing over those 00:43:23.000 –> 00:43:26.000 details sends the message to our clients. We 00:43:26.000 –> 00:43:28.000 care about you. We care about your experience. 00:43:28.000 –> 00:43:30.000 We care about your impression of our product. 00:43:30.000 –> 00:43:33.000 But, again, all of these principles start from 00:43:33.000 –> 00:43:34.000 behind the 00:43:34.000 –> 00:43:35.000 if we’re 00:43:35.000 –> 00:43:39.000 detail oriented in just on the details behind 00:43:39.000 –> 00:43:41.000 the curtain, we’re just much better positioned to 00:43:41.000 –> 00:43:42.000 have that same paradigm externally. 00:43:43.000 –> 00:43:46.000 So we’ve gotta over details. I developed a 00:43:46.000 –> 00:43:48.000 reputation and even a nickname of the Shredder, 00:43:50.000 –> 00:43:51.000 when I was still in corporate, 00:43:51.000 –> 00:43:53.000 and that would that was because my team 00:43:53.000 –> 00:43:55.000 would you know, give a PowerPoint or their 00:43:55.000 –> 00:43:55.000 presentation, 00:43:57.000 –> 00:44:00.000 whatever the the marketing’s, whatever it was. And, 00:44:01.000 –> 00:44:03.000 I was just the shredder. I would notice 00:44:03.000 –> 00:44:05.000 font size fourteen on page three, but sixteen 00:44:05.000 –> 00:44:07.000 on four. You know, the indentation 00:44:08.000 –> 00:44:09.000 on page seven was different than on than 00:44:09.000 –> 00:44:11.000 on two. And I just think that sends 00:44:11.000 –> 00:44:12.000 a message to the consumer 00:44:13.000 –> 00:44:15.000 that we just threw this shit together. We 00:44:15.000 –> 00:44:17.000 didn’t take a lot of care and put 00:44:17.000 –> 00:44:18.000 this together. So 00:44:18.000 –> 00:44:20.000 So that’s the ten wheeze, and and and 00:44:20.000 –> 00:44:22.000 it just occurred to me. I left out 00:44:22.000 –> 00:44:25.000 a very important intro to this for for 00:44:25.000 –> 00:44:28.000 everyone listening a principle by definitions isn’t my 00:44:28.000 –> 00:44:31.000 term. By definition, a principle is a fundamental 00:44:31.000 –> 00:44:31.000 truth. 00:44:32.000 –> 00:44:34.000 It is our system of beliefs. 00:44:35.000 –> 00:44:37.000 So when a team or group of people 00:44:37.000 –> 00:44:40.000 are aligned, a system of beliefs, we’re all 00:44:40.000 –> 00:44:42.000 on the same page in how 00:44:42.000 –> 00:44:44.000 how we view things are fundamental truths. 00:44:44.000 –> 00:44:47.000 We are just much better and, 00:44:47.000 –> 00:44:47.000 positioned 00:44:48.000 –> 00:44:51.000 in in in the likelihood of success and 00:44:51.000 –> 00:44:51.000 excellence. 00:44:52.000 –> 00:44:54.000 Is dramatically increased because why? 00:44:55.000 –> 00:44:57.000 We have the same fundamental beliefs on who 00:44:57.000 –> 00:44:59.000 we are, how we behave, and what we 00:44:59.000 –> 00:44:59.000 do. 00:45:00.000 –> 00:45:03.000 Strong message, my man. Very strong message. So 00:45:03.000 –> 00:45:05.000 let’s last couple of questions here. What what 00:45:05.000 –> 00:45:07.000 are some habits? If I follow you around 00:45:08.000 –> 00:45:09.000 every day. What are the things I’m gonna 00:45:09.000 –> 00:45:11.000 see the no mis items that Kyle McDowell 00:45:11.000 –> 00:45:13.000 are doing day in and day out? 00:45:14.000 –> 00:45:15.000 Love that question. 00:45:17.000 –> 00:45:18.000 You know, 00:45:18.000 –> 00:45:21.000 I would say regardless of with whom I’m 00:45:21.000 –> 00:45:21.000 interacting, 00:45:23.000 –> 00:45:26.000 the most junior, newest person to the c 00:45:26.000 –> 00:45:26.000 level, 00:45:27.000 –> 00:45:28.000 executive in their office, 00:45:29.000 –> 00:45:30.000 my level of authenticity, 00:45:32.000 –> 00:45:34.000 and my commitment glimpse never waivers. 00:45:35.000 –> 00:45:37.000 Now the way I interact with those different 00:45:37.000 –> 00:45:38.000 audiences, 00:45:38.000 –> 00:45:40.000 it could be different. And you would you 00:45:40.000 –> 00:45:42.000 would see that because I believe relatability 00:45:42.000 –> 00:45:44.000 is a key component. I I I always 00:45:44.000 –> 00:45:45.000 say relatability, 00:45:46.000 –> 00:45:47.000 plus authenticity 00:45:47.000 –> 00:45:48.000 equals trust. 00:45:49.000 –> 00:45:51.000 Yeah. So if I’m relatable to those with 00:45:51.000 –> 00:45:52.000 whom I interact, 00:45:53.000 –> 00:45:55.000 And they see that I’m really being true 00:45:55.000 –> 00:45:57.000 to who I am, every interaction regardless of 00:45:57.000 –> 00:45:58.000 the topic, 00:45:59.000 –> 00:46:01.000 trust is gained. At least it’s easier to 00:46:01.000 –> 00:46:03.000 gain. So you’ll see a guy that is, 00:46:04.000 –> 00:46:07.000 really focused on improving the employee experience focused 00:46:07.000 –> 00:46:08.000 on improving 00:46:08.000 –> 00:46:09.000 the work life, 00:46:10.000 –> 00:46:12.000 for for as many people who will hear 00:46:12.000 –> 00:46:13.000 me out, 00:46:13.000 –> 00:46:16.000 because you probably know this, man. We spend 00:46:16.000 –> 00:46:19.000 ninety thousand hours on average in a lifetime 00:46:19.000 –> 00:46:20.000 working. 00:46:20.000 –> 00:46:22.000 The only thing we do more is sleep. 00:46:22.000 –> 00:46:23.000 That’s it. 00:46:23.000 –> 00:46:25.000 So if we’re gonna spend so much time, 00:46:25.000 –> 00:46:28.000 you know, essentially the the number one thing, 00:46:28.000 –> 00:46:30.000 of our waking hours doing this thing called 00:46:30.000 –> 00:46:32.000 work, shouldn’t it be rewarding? 00:46:33.000 –> 00:46:35.000 Shouldn’t it be the best experience? It can 00:46:35.000 –> 00:46:37.000 be the most impactful, the most fulfilling. Now 00:46:37.000 –> 00:46:40.000 please don’t mishear me. I’m not naive. There’s 00:46:40.000 –> 00:46:42.000 a difference between a job and a career. 00:46:42.000 –> 00:46:44.000 We’ve all had jobs that enabled us to 00:46:44.000 –> 00:46:46.000 launch our career. They were stepping stone to 00:46:46.000 –> 00:46:47.000 something bigger. 00:46:48.000 –> 00:46:49.000 But I think even 00:46:49.000 –> 00:46:52.000 you know, with all respect to to anyone 00:46:52.000 –> 00:46:54.000 flipping a burger, but even someone that flips 00:46:54.000 –> 00:46:55.000 a burger and slides it across the counter 00:46:55.000 –> 00:46:56.000 to somebody, 00:46:57.000 –> 00:47:00.000 They deserve fulfillment. They deserve to see the 00:47:00.000 –> 00:47:01.000 smile on the face of the person on 00:47:01.000 –> 00:47:03.000 the other end of that transaction. And the, 00:47:03.000 –> 00:47:05.000 I think, the, the, the best way to 00:47:05.000 –> 00:47:07.000 secure that type of fulfillment 00:47:07.000 –> 00:47:09.000 is to go at it as a team, 00:47:09.000 –> 00:47:12.000 not just me collecting my paycheck. And I 00:47:12.000 –> 00:47:14.000 think as we as we matriculate through our 00:47:14.000 –> 00:47:16.000 careers, and that that that journey, whether I’m 00:47:16.000 –> 00:47:18.000 a leader of fifteen thousand people or not 00:47:18.000 –> 00:47:19.000 a leader of anybody at all. I’m just 00:47:19.000 –> 00:47:20.000 leading myself. 00:47:21.000 –> 00:47:23.000 The value that comes with this paradigm is 00:47:24.000 –> 00:47:24.000 is profound. 00:47:25.000 –> 00:47:27.000 It’s awesome. And I love your passion, Kyle. 00:47:27.000 –> 00:47:29.000 I love it, brother. Working our listeners find 00:47:29.000 –> 00:47:30.000 more of you. 00:47:33.000 –> 00:47:36.000 So I’m on, essentially, every, social form of 00:47:36.000 –> 00:47:39.000 the same handle of at Kyle McDowell Inc. 00:47:39.000 –> 00:47:42.000 My website is kyle mcdowell inc dot com. 00:47:42.000 –> 00:47:43.000 And I think you mentioned it at the 00:47:43.000 –> 00:47:45.000 top, but, shameless plug. 00:47:46.000 –> 00:47:48.000 The book is Begin with We, and it’s 00:47:48.000 –> 00:47:50.000 available worldwide bookstores everywhere. 00:47:51.000 –> 00:47:53.000 I’m actually kind of partial to the audio 00:47:53.000 –> 00:47:53.000 version. 00:47:54.000 –> 00:47:55.000 I think it’s got a little more energy 00:47:55.000 –> 00:47:57.000 than just the the page turning, but that’s 00:47:57.000 –> 00:47:59.000 that’s that’s that’s me. And, man, I say 00:47:59.000 –> 00:48:01.000 this on every podcast, 00:48:01.000 –> 00:48:03.000 every regardless of the of the venue or 00:48:03.000 –> 00:48:05.000 format, I would love to hear from your 00:48:05.000 –> 00:48:07.000 listeners. And I mean that whether it be 00:48:07.000 –> 00:48:09.000 a problem they’re facing inside the workplace or 00:48:09.000 –> 00:48:11.000 they’re trying to level up their leadership or 00:48:11.000 –> 00:48:13.000 they just wanna have more impact and find 00:48:13.000 –> 00:48:16.000 greater fulfillment, and anything that they do hit 00:48:16.000 –> 00:48:19.000 me. I’m here. I I I respond to 00:48:19.000 –> 00:48:20.000 nearly every single 00:48:20.000 –> 00:48:22.000 inquiry that I get because it just matters 00:48:22.000 –> 00:48:24.000 to me that much. And again, I’d be 00:48:24.000 –> 00:48:25.000 a hypocrite something less than authentic if I 00:48:25.000 –> 00:48:27.000 didn’t do that. Love it, man. Well, thanks 00:48:27.000 –> 00:48:29.000 so much, Kyle, for your time. It’s been 00:48:29.000 –> 00:48:31.000 awesome having you at the ten wies or, 00:48:31.000 –> 00:48:31.000 I mean, 00:48:32.000 –> 00:48:33.000 if people don’t take notes on that stuff 00:48:33.000 –> 00:48:35.000 and then implement it, you know. I got 00:48:35.000 –> 00:48:36.000 a buddy that listens as a high school 00:48:36.000 –> 00:48:38.000 basketball coach 00:48:38.000 –> 00:48:40.000 crushing it there. I mean, why why would 00:48:40.000 –> 00:48:41.000 we not have our ten wies? Right? Whether 00:48:41.000 –> 00:48:43.000 your culture’s in a locker room or your 00:48:43.000 –> 00:48:45.000 board room or the the athletic field or 00:48:45.000 –> 00:48:47.000 at home, man, we gotta have our ten 00:48:47.000 –> 00:48:48.000 wheeze. 00:48:51.000 –> 00:48:53.000 Bingo. Bingo, Brett. And that’s been the unintended 00:48:54.000 –> 00:48:55.000 by product that I’m 00:48:55.000 –> 00:48:58.000 really proud of is how the ten Wes 00:48:58.000 –> 00:48:58.000 have 00:48:59.000 –> 00:49:01.000 manifested and kind of transitioned beyond just the 00:49:01.000 –> 00:49:03.000 corporate world and business 00:49:03.000 –> 00:49:05.000 I’m I’m working with two different school districts 00:49:06.000 –> 00:49:06.000 right now. 00:49:09.000 –> 00:49:10.000 The team that 00:49:10.000 –> 00:49:13.000 chess team, bowling team. We’re it doesn’t matter. 00:49:13.000 –> 00:49:14.000 A team is a team. And if we 00:49:14.000 –> 00:49:17.000 subscribe to a series of beliefs, we are 00:49:17.000 –> 00:49:17.000 just 00:49:18.000 –> 00:49:19.000 there’s not a lot we can’t do together. 00:49:19.000 –> 00:49:21.000 So I I love the connection you just 00:49:21.000 –> 00:49:22.000 made, 00:49:22.000 –> 00:49:24.000 in the sports world. I love it. Well, 00:49:24.000 –> 00:49:25.000 hey, I may I may holler at you, 00:49:25.000 –> 00:49:27.000 man. Have you come virtually 00:49:27.000 –> 00:49:29.000 speak to our soccer team. We got one 00:49:29.000 –> 00:49:31.000 more big game on Friday, and then we’re 00:49:31.000 –> 00:49:32.000 gonna, you know, keep this train going trying 00:49:32.000 –> 00:49:34.000 to get to state again. We’ll holler at 00:49:34.000 –> 00:49:37.000 you. Let’s go. Alright, Kyle. It’s been awesome 00:49:37.000 –> 00:49:39.000 having you, man. And, thanks so much for 00:49:39.000 –> 00:49:41.000 being on the circle of success.