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So the first one is instilling 
trust. 

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Trust the basis of human 
connection, right? 

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If your employees do not trust 
you, right, you build a 

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relationship of trust. 
You got nothing. 

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You think about me sourcing bads
across the world. 

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If we had no trust, we had 
nothing. 

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Welcome to the Environmental 
Transformation Podcast, where we

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bring you interviews with 
industry leaders, climate 

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champions, sustainability 
practitioners, EHS and hazmat 

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professionals making an impact 
in their businesses today. 

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Each leader solving complex 
challenges and delivering 

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solutions within their areas of 
expertise. 

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I'm your host, Sean Grady, and 
thanks for joining us today. 

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Before we jump in, make sure to 
follow us on your devices and 

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visit my website at 
www.seankgrady.com and sign up 

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for our newsletter and e-mail 
announcements. 

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Now let's get started. 
Welcome to the Environmental 

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Transformation Podcast. 
I'm your host, Sean Grady, and 

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today's guest is Lisa Foster. 
Lisa is a returning guest. 

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She was on the show, Jeez, I 
want to say like 3 years ago, 

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maybe four years ago. 
I don't know. 

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We've been going for about 5 
years now on the podcast. 

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So Lisa, we're happy to have you
back. 

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So welcome. 
Thank you, Sean. 

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I'm delighted to be here. 
Yeah, yeah. 

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Well, you know, for the 
listeners who maybe not familiar

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or listen to that episode, I 
want to give a little bit of a 

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bio background on you so they 
get a picture of what you've 

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done and why you're a returning 
guest. 

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So for the listeners, Lisa 
started her career as a high 

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school teacher. 
Then in 2005, with no business 

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training but a powerful purpose,
she launched a business that to 

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disrupt the plastic bag 
industry. 

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In her first year, she sold a 
quarter million reusable grocery

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bags. 
Pretty amazing. 

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In her second year, she sold 2 
million bags. 

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And it's like, wow. 
And by three-year 3, she had 8 

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million bags she sold and each 
bag could replace up to 1000 

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plastic bags by cutting the 
usage by billions. 

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Over the next 12 years. 
She remained a top supplier and 

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LED a team of over 200 plus 
people. 

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Then she sold the company, 
published a book and gave a Ted 

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talk. 
And so for the listeners, the 

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previous episode that she was on
was about her buck that she 

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published about being the bag 
lady. 

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And so we're so glad to have her
come back on the show and talk 

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to us about what she's doing. 
So welcome back, Lisa. 

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I really appreciate it. 
Thank you, Sean. 

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It was really fun to be here 
last time and I can't wait for 

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this time. 
And yeah, there's there's always

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plenty to talk about. 
Well, I mean, you know, the 

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book, I think was a big success 
for you, right? 

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Maybe we can talk a little bit 
about, you know, what happened 

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with the book and then is it 
still, you know, kind of getting

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some traction for you in certain
circles. 

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It sure is. 
Yeah. 

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It continues to sell. 
It's just kind of got those long

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legs a little bit. 
People hear about it. 

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And a lot of people, you know, 
just write me. 

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And they say, you know, they're 
so inspired by my story. 

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I had someone over the summer 
write me up and said, I want to 

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be you, but I live in England. 
I said do it. 

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Just be it. 
Just do it. 

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Start this in your neighborhood.
And I have a possibility of 

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going to London also later this 
year about a a conference that 

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does looking for inspirational 
eco speakers. 

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And they reached out to me. 
So it's really got me where I 

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want to go and and I'm so happy 
to share my experience with 

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other people to inspire them 
well. 

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That's great. 
I mean, you know, you had such a

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great impact in the industry, 
especially around the plastic 

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bag. 
You became an entrepreneur 

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obviously and, and that led to 
you to growing a business, you 

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know, from your kitchen table, 
as we know based on our previous

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interview. 
But you know, as as that, you 

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know, kind of matured and you 
sold the business and now you're

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into your kind of a different 
transition into your career. 

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Talk about your success a little
bit. 

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Maybe now you're experienced 
that you now are leading a 

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leadership coaching business. 
Yeah, You know what, When I 

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finished the whole thing and I 
sold my company and I reflected 

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back on what that was, you know,
what just happened to me. 

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And I realized pretty quickly 
that I should. 

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Certainly I got lucky and I had 
good timing, but that's not what

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accounted for my success. 9 out 
of 10 startups fail even if they

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have luck and good timing, 
Right. 

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And what is it that separates 
the people who have who are 

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successful and who aren't? 
And what we know, we know this 

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from all the research to is that
it's emotional intelligence. 

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And I think all that purpose 
that I had and throwing my whole

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heart into it, but just 
listening to people, working 

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with people, collaboratively 
solving problems together, 

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encouraging people to be their 
best and to bring their best 

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everyday grocery margins are 
notoriously small. 

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If my team wasn't great, any 
mistake cost us our homework 

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margin, right? 
The margin of error had to be 

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just really small and inspiring 
people to just come in and do 

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their best every single day is a
skill. 

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And it is all these different 
emotional intelligence skills 

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that we know, you know, really 
building trust and communicating

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well, competence and 
self-awareness, empathy, impulse

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control and decision making and 
managing your own stress. 

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Cause things can happen really 
fast, right? 

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But we know these are the things
that make people everywhere 

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succeed. 
So I've been coaching people 

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over the last eight years, 
helping them find their way to 

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these to the the the skills we 
know help everybody succeed. 

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When you were going through that
process, was there a moment in 

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your leadership of the business 
back when you were in the 

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entrepreneurial bag lady growth 
mode that you realized, OK, I've

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got a superpower here that I 
didn't realize and it's one of 

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the things that it's helping me 
grow? 

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What was there a moment in time 
that just like, ah OK, I'm on to

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something here? 
I think with the leadership 

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part, you know, I, I really 
believed in the bags and the 

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environmental impact from the 
very beginning. 

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But the leadership part, I 
wasn't sure. 

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I mean, how do you lead people 
across oceans doesn't really 

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even always work directly for 
you. 

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How do you lead this massive 
organization? 

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And what I learned was that it 
was really just like I named my 

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my company one Bag at a Time was
about just those human to human 

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interactions. 
It was the same in business, 

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really just spending the time 
with my supplier overseas day 

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after day on Zoom, going to 
visit her in China every single 

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year, which was an amazing 
experience. 

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I saw things, I think, you know,
most Americans have no idea, you

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know, how the stuff what happens
to get all the stuff we have in 

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our house. 
And I went to those places where

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they make them and honoring 
those people and the people who 

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really make our lives better. 
We should be thanking them. 

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I don't know why we're always 
seem to be in competition with 

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them. 
We're a great team. 

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If we could just lean into that 
and and collaborate, it makes 

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everybody's life better. 
And it's just. 

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Put human things just treating 
real humans with respect and 

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decency and honesty, asking 
1,000,000 questions and being 

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able to admit when you don't 
know anything 'cause I went into

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that not knowing anything I had.
You're you're, you're just 

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learning. 
You're like, hey, please teach 

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me, right? 
I need to learn this. 

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And that was a superpower to 
that willingness to learn, the 

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willingness to ask questions. 
That was really, really helpful.

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But it takes a certain amount of
confidence to say I had no idea 

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what I'm doing. 
Marijuana, do it anyway. 

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Let's do it What? 
How can how can we work together

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and get it done? 
Yeah. 

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And so, so you, you, you kind 
of, you assessed all those 

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techniques and skills and some 
of them are learned, Some of 

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them are just like you're born 
with. 

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I mean, you, you just innately 
have, you know, that that 

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empathy to listen or to support 
and others may have to work a 

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little harder at, you know, 
maybe understanding where the 

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other side's coming from to, you
know, to, to get a get along to,

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to make something work, right? 
You know, I mean, when you 

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thought through that and you 
started to pull this together, 

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you know, what was your 
motivation in, in the, in the 

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developing of the coaching 
business? 

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Because now you're like, I've 
got all these tools and then you

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must have realized there's a lot
of people that need this too, 

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right? 
That's right. 

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And that's exactly right. 
And I really wanted to share it.

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In a way, it brings together the
two parts of my career. 

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I did start as an English 
teacher, you know, and then I 

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went off to be an entrepreneur 
and I thought, gosh, I have all 

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that teaching experience and I 
was a PhD. 

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And so I have all the research 
experience that I can. 

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I can start to put the research 
behind my own experience and 

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explain why it worked. 
And I knew why it worked. 

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And I just thought I learned so 
much. 

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I'd really like to share that 
with other people. 

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And yeah, it turns out there's a
huge need for leadership skills.

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It's just most places just 
don't, they don't invest in it. 

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We didn't used to, right. 
You know, when, when you were 

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first starting out, Sean, did 
anyone say, hey, let's, let's 

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get you some leadership 
development? 

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No, it was basically work under 
maybe a mentor and that was 

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about it. 
I mean, and learn on the job, 

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you know, OJT, you know, and, 
and that's how I came up. 

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And I think that it'd been nice 
if there was some, I guess, 

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resources to, to lean on to help
leaders as I'd like for myself 

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as I was coming up to, hey, you 
know, we want to invest in your 

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growth and we want you to work 
with Lisa Foster to, to learn 

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some new techniques to help you 
become a better, a better 

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manager, better leader. 
That way you become better, our 

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staff become better, our 
business becomes better, right? 

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And it's really that that whole 
thread there, right? 

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00:10:36,280 --> 00:10:38,600
Yeah. 
I mean, the stats are that the 

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return on investment and 
coaching is that it returns 7 

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00:10:42,200 --> 00:10:47,760
times your investment. 
So if you spend, let's say, I 

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mean most people, you know, if 
you spend $1000 on coaching, 

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you're likely to end up with 
somewhere around $7000 more on 

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productivity. 
For individuals, that means your

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00:11:00,120 --> 00:11:02,760
next promotion. 
Right, Yeah. 

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00:11:02,760 --> 00:11:08,520
I mean, people hopefully see the
results of the things they're 

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00:11:08,520 --> 00:11:11,800
learning from coaching, you 
know, if it's yours or others 

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00:11:11,800 --> 00:11:14,800
and, and they're implementing 
them and then, yeah, they're 

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00:11:14,800 --> 00:11:17,760
rewarded for becoming a better 
leader, right? 

199
00:11:18,120 --> 00:11:21,360
Yeah, Yeah, people notice it. 
When you start to become really 

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00:11:21,360 --> 00:11:25,080
high performing and your team 
all starts performing well, you 

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00:11:25,080 --> 00:11:28,480
get noticed. 
I know my clients are promoted 

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00:11:28,480 --> 00:11:31,520
in an average of 12 months. 
That's pretty much all of them 

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00:11:31,520 --> 00:11:33,920
except the ones who are CEOs and
they they can't get. 

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00:11:34,040 --> 00:11:36,960
A they're right at the top. 
Let's think we on the board, I 

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00:11:36,960 --> 00:11:41,360
guess. 
But they're getting ROI because 

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00:11:41,400 --> 00:11:46,720
their teams are doing better. 
And so, yeah, leadership in in 

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00:11:47,040 --> 00:11:49,720
leadership development really 
pays off. 

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00:11:50,120 --> 00:11:53,040
But I think what stops people 
from doing is they think, oh, 

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00:11:53,040 --> 00:11:56,680
it's so expensive. 
And I think they make 

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assumptions about how much it's 
gonna cost. 

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Well, and, and, you know, 
they're just afraid, but I don't

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00:12:04,840 --> 00:12:07,400
think it should be afraid. 
I think you should really look 

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00:12:07,400 --> 00:12:08,280
at it. 
There's a lot. 

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I mean, I have look, I have a 
free leadership. 

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00:12:12,040 --> 00:12:13,240
Well, we're going to get to 
that. 

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00:12:13,240 --> 00:12:15,360
Yeah, we're going to get to that
because, you know, one of the 

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reasons, Yeah, one of the 
reasons I reached out to you and

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00:12:18,120 --> 00:12:21,520
we haven't spoken in a few years
actually, but I always track on 

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00:12:21,520 --> 00:12:23,480
what you're doing and especially
on LinkedIn. 

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And I noticed that you're 
offering a couple courses for 

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00:12:26,680 --> 00:12:29,680
leaders who want to improve 
their skills. 

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And one of them was a a free one
for one-on-one, one-on-one 

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training that, you know, helps 
motivate them to become a better

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leader. 
And you know, a lot of managers 

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are required to do one on ones 
with people. 

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And I got imagine there's not 
really a great prescribed way of

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doing it sometimes with people. 
I mean, but I think anything you

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could do or leaders can do to 
learn what's the good way or a 

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process that works or just 
understand why they need to do 

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it is important. 
And so talk about your training 

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that you're going to give as a 
free one-on-one type course 

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coming up. 
Talk about this. 

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Yeah, this is a free one hour 
course on September 17th at 

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3:00. 
And I've done this twice before 

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and there really is that need. 
I keep doing this. 

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I think I'm going to do this 
every two or three months going 

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forward because there is this 
huge need. 

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And I do talk to people who 
really think one on ones are a 

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waste of time. 
And what I've found is that one 

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on ones are really being most 
productive tool that a manager 

241
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can have. 
But you do have to do it right 

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and you do have to know, again, 
just starting with the purpose, 

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as you said, why are we doing 
this? 

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A lot of companies make you do 
it, but they don't give you any 

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training. 
And so it does become a waste of

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time just to check the box 
exercise. 

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But when you really know where 
it came from and what you're 

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supposed to be doing with it, 
it's incredibly powerful. 

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So here are you know, I will go 
over the five things that every 

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manager can accomplish every 
single week and. 

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Well, let's break them down. 
Let's let's break down the five 

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goals that each manager should 
do. 

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I mean, we'll give a pre pre 
course here just for the 

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listeners because if they can't 
join you. 

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But let's talk about 5 things 
that a one-on-one should include

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a manager should do. 
I think that'd be a good thing 

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to step into here. 
OK, so here are the things that 

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a manager can accomplish every 
week in a one-on-one one 

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gathering information. 
So sometimes people think one on

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ones is them talking to their 
team. 

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00:14:39,240 --> 00:14:41,440
No, this is about the team 
talking to you. 

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What are they doing? 
What are their progress updates?

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What are they working on? 
Is it aligned with your with 

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what you with company 
priorities, right And what are 

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the problems there in Calgary? 
So all these you get all of that

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information. 
So you end up with fewer errors,

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you end up with fewer problems, 
you get ahead of problems rather

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than behind them. 
So all this information 

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gathering is the number one 
thing and. 

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That's good. 
That's good because you know, a 

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lot of times they're like, hey, 
I need you to do this. 

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What's your? 
What are you? 

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What are you working on? 
But they don't really try to 

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suss out what's really 
happening, right? 

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Really happening, right. 
That's why they should be 60 

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minutes every week. 
And you give people the time to 

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just really, you know, you 
figure there's 5 minutes of 

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connecting just as a human being
at the beginning. 

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And then let's say they've got 
four different projects. 

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Well, that's 10 minutes for each
project. 

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You're already at 45 minutes. 
Yeah, right. 

282
00:15:44,480 --> 00:15:46,160
Yeah. 
And then you really don't have 

283
00:15:46,160 --> 00:15:48,160
enough time to get through it. 
You really should talk about 

284
00:15:48,160 --> 00:15:49,960
right? 
And then if you have any kind of

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00:15:49,960 --> 00:15:52,280
training you want to throw in 
there, which is another thing 

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00:15:52,280 --> 00:15:54,760
you can accomplish or a decision
you need to make, which is 

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00:15:54,760 --> 00:15:56,120
another thing you can 
accomplish. 

288
00:15:56,480 --> 00:15:59,720
You get the information you need
to make the decision to train 

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your team to motivate them, 
right? 

290
00:16:02,440 --> 00:16:05,640
So these are all the things you 
should be doing in these teams. 

291
00:16:05,640 --> 00:16:08,680
So you've got you've got to 
really listen to what's going on

292
00:16:08,920 --> 00:16:11,760
and then have that give and take
and know what you're trying to 

293
00:16:11,760 --> 00:16:13,680
accomplish. 
And once you know that you're 

294
00:16:13,680 --> 00:16:17,640
like, it makes more sense. 
So one of the tips that I give 

295
00:16:18,200 --> 00:16:20,720
is that the direct report should
make the agenda. 

296
00:16:21,800 --> 00:16:23,120
Oh, OK. 
I like that. 

297
00:16:23,120 --> 00:16:25,520
I like that. 
If you're a manager and you've 

298
00:16:25,520 --> 00:16:28,920
got eight people, it makes no 
sense for you to make 8 agendas 

299
00:16:28,920 --> 00:16:31,520
for one on ones every week. 
They get that. 

300
00:16:31,560 --> 00:16:34,560
They know what they're working 
on better than you do. 

301
00:16:34,880 --> 00:16:37,680
They come in with the agenda and
you're listening. 

302
00:16:38,600 --> 00:16:42,040
I like that because I've 
experienced this as a manager 

303
00:16:42,040 --> 00:16:44,200
many, many times. 
You know, you've got, I don't 

304
00:16:44,200 --> 00:16:47,960
know, I may have 10 to 12 
reports and you're right, like I

305
00:16:47,960 --> 00:16:52,760
have, I have to do once a week, 
one hour session, that's all. 

306
00:16:52,800 --> 00:16:56,720
I mean, that's like a full 
almost 25% of my whole week gone

307
00:16:57,040 --> 00:17:02,200
just dealing with one on ones. 
And what about the prep, right? 

308
00:17:02,200 --> 00:17:05,200
You got prep time in there. 
So I love the agenda thing. 

309
00:17:06,119 --> 00:17:09,920
There's zero prep for the 
manager, what the manager gets 

310
00:17:09,920 --> 00:17:12,640
right. 
If you have 8 or 12 people that 

311
00:17:12,640 --> 00:17:15,960
are working for you, how many of
them do you really know what 

312
00:17:15,960 --> 00:17:17,480
they're doing? 
Right. 

313
00:17:17,960 --> 00:17:20,079
That's a lot, I mean. 
Are they aligned? 

314
00:17:21,280 --> 00:17:24,319
Are they working? 
Do they have some problems? 

315
00:17:24,839 --> 00:17:27,319
What is really going on? 
I've had people who never had a 

316
00:17:27,319 --> 00:17:30,880
one-on-one and started doing it 
and their mind is exploding. 

317
00:17:30,880 --> 00:17:34,120
They're like, oh, I should have 
been doing this the whole time 

318
00:17:34,120 --> 00:17:37,080
because I know there were people
who were not doing anything 

319
00:17:37,080 --> 00:17:38,920
because they didn't know what 
they were supposed to do. 

320
00:17:39,440 --> 00:17:40,600
Hurry, thank you. 
What to do? 

321
00:17:40,920 --> 00:17:43,600
You're meeting weekly and 
they're telling you the three 

322
00:17:43,600 --> 00:17:46,120
things you're going to do and 
you say, OK, that's great. 

323
00:17:46,280 --> 00:17:48,200
Can I put two more things on 
your plate? 

324
00:17:48,840 --> 00:17:51,960
Yeah, or you can connect the 
dots because your others, you 

325
00:17:51,960 --> 00:17:54,240
know, direct reports doing 
something that they need 

326
00:17:54,240 --> 00:17:56,520
support, that person can help or
whatever, right? 

327
00:17:56,880 --> 00:17:59,240
Correct. 
So that's all the information 

328
00:17:59,240 --> 00:18:01,360
that I was saying, like 
gathering information. 

329
00:18:01,520 --> 00:18:06,240
OK, so if you're not doing one 
on ones and you have to make say

330
00:18:06,240 --> 00:18:09,400
a decision, right? 
And you're like, oh, I need to 

331
00:18:09,400 --> 00:18:11,880
go and check and see what's 
happening at that project. 

332
00:18:12,080 --> 00:18:14,800
In order to make the right 
decision, you have to get up out

333
00:18:14,800 --> 00:18:16,320
of your chair. 
You have to go over to where, 

334
00:18:16,360 --> 00:18:19,680
you know, Joe, whatever, 
whatever they're doing and ask 

335
00:18:19,680 --> 00:18:22,000
them what's going on and get the
project update and then come 

336
00:18:22,000 --> 00:18:25,000
back and then figure it out. 
But if you have regular one on 

337
00:18:25,000 --> 00:18:29,800
ones, yes it might take 8 hours,
10 hours out of your week but 

338
00:18:29,800 --> 00:18:33,680
it's going to free you up 
because the information you need

339
00:18:34,080 --> 00:18:36,520
comes to you. 
Yeah, no, I love that. 

340
00:18:36,520 --> 00:18:39,160
I love that. 
So that's really good. 

341
00:18:39,160 --> 00:18:42,440
So, so you, you know, first goal
is, you know, information 

342
00:18:42,440 --> 00:18:45,000
gathering what what's the next 
thing that we should be focusing

343
00:18:45,000 --> 00:18:47,000
on if we're doing our one on 
ones properly? 

344
00:18:47,040 --> 00:18:50,960
So decision making, every engine
has to make decisions but you it

345
00:18:50,960 --> 00:18:52,640
has to be based on the 
information. 

346
00:18:52,640 --> 00:18:55,720
So start with information and 
then helps you make better 

347
00:18:55,720 --> 00:18:58,360
decisions. 
Bring your team. 

348
00:18:59,600 --> 00:19:03,320
Training. 
That's three training. #3 is 

349
00:19:03,320 --> 00:19:07,280
training your team right there 
coming in, they have this right 

350
00:19:07,280 --> 00:19:10,080
and they're talking about doing 
this or that and you're saying, 

351
00:19:10,320 --> 00:19:13,280
well, when I was doing it, you 
know, the most important thing 

352
00:19:13,280 --> 00:19:16,040
for me to think about was this. 
What are you thinking about 

353
00:19:16,520 --> 00:19:19,000
making the the thinking about 
the right thing that you're 

354
00:19:19,000 --> 00:19:23,840
doing a little shot talk, which 
is usually really pleasurable to

355
00:19:24,320 --> 00:19:26,440
the direct report and the 
manager. 

356
00:19:26,440 --> 00:19:31,160
This is getting into the nitty 
gritty technical details and 

357
00:19:31,560 --> 00:19:34,520
that's so helpful to them. 
Yeah, right. 

358
00:19:34,560 --> 00:19:37,680
I mean, this also kind of 
similar to maybe, you know, 

359
00:19:37,680 --> 00:19:39,600
that's the mentoring side too, 
right? 

360
00:19:39,600 --> 00:19:43,400
Where you may not technically 
train them on something, but you

361
00:19:43,400 --> 00:19:45,800
advise them on how to do 
something that you've got the 

362
00:19:45,800 --> 00:19:48,720
experience at and they're like, 
Oh yeah, this makes more sense. 

363
00:19:48,720 --> 00:19:53,520
OK, so helps. 
That mentoring or what I call 

364
00:19:53,520 --> 00:19:57,000
sometimes influencing them, just
saying, not going to tell you 

365
00:19:57,000 --> 00:20:01,720
what to do, but you know, here's
what I was thinking is really 

366
00:20:01,720 --> 00:20:03,280
important. 
What do you think? 

367
00:20:03,840 --> 00:20:07,240
And they're thinking, Oh yeah, 
wow, I might have forgotten 

368
00:20:07,240 --> 00:20:08,320
that. 
Yeah, I don't. 

369
00:20:08,320 --> 00:20:09,800
Yeah. 
Like, well, why didn't, why did 

370
00:20:09,800 --> 00:20:12,360
you make that decision? 
Just so I understand your 

371
00:20:12,360 --> 00:20:15,800
process and you can, you know, 
understand that where they're 

372
00:20:15,800 --> 00:20:18,360
coming from. 
And maybe it's a logical 

373
00:20:18,360 --> 00:20:21,480
position that they that they 
didn't, or maybe they had all 

374
00:20:21,480 --> 00:20:23,400
the information, or maybe they 
didn't have all the information,

375
00:20:23,400 --> 00:20:26,280
but they just made that decision
and then you can help them. 

376
00:20:27,040 --> 00:20:28,840
If it's the right one, you're 
like good, good job. 

377
00:20:28,840 --> 00:20:30,920
If it's not, did you consider 
this? 

378
00:20:30,920 --> 00:20:33,560
And that gets us to #4 which is 
problem solving. 

379
00:20:33,800 --> 00:20:34,800
OK. 
All right. 

380
00:20:35,520 --> 00:20:38,160
Yeah, they didn't do something. 
They missed something, they 

381
00:20:38,160 --> 00:20:41,560
messed up, right? 
That's OK, You wrote. 

382
00:20:41,560 --> 00:20:45,320
What happened? 
What do you want to do going 

383
00:20:45,320 --> 00:20:46,560
forward? 
Can you make up for it? 

384
00:20:46,560 --> 00:20:49,520
What can you do? 
Well, what are your options now?

385
00:20:49,520 --> 00:20:51,640
All right, that didn't happen 
last week. 

386
00:20:51,920 --> 00:20:53,360
What do you want to do this 
week? 

387
00:20:53,720 --> 00:20:57,200
I always liked it when staff if 
they had a problem and they 

388
00:20:57,200 --> 00:21:01,040
recognized there was a problem, 
they would bring it to me and 

389
00:21:01,040 --> 00:21:04,120
instead of me just like hey, I 
got a problem, they bring a 

390
00:21:04,120 --> 00:21:07,760
problem and say I got a problem.
But here are maybe what I could 

391
00:21:07,760 --> 00:21:10,200
do to solve it. 
What do you think where they've 

392
00:21:10,200 --> 00:21:12,960
already thought through kind of 
bringing a solution to their 

393
00:21:12,960 --> 00:21:15,280
mistake or what the challenge 
is? 

394
00:21:15,600 --> 00:21:17,360
May not be their mistake. 
It could be just a challenge, 

395
00:21:17,360 --> 00:21:20,440
right? 
But they're thinking and they're

396
00:21:20,440 --> 00:21:21,360
done. 
They're, they're not just 

397
00:21:21,360 --> 00:21:23,160
sitting there going tell me what
to do. 

398
00:21:24,600 --> 00:21:28,520
I have a whole problem solving 
protocol, just a way for 

399
00:21:28,520 --> 00:21:31,840
managers to train their 
employees to do just that. 

400
00:21:32,240 --> 00:21:37,000
To be able to identify a 
problem, look at the options, 

401
00:21:37,680 --> 00:21:41,000
make sure they're checking the 
obstacles, you know, just what 

402
00:21:41,000 --> 00:21:45,720
could go wrong here before we 
plunge Ed first into this, you 

403
00:21:45,720 --> 00:21:49,080
know, make sure you know what 
could go wrong and then make a 

404
00:21:49,080 --> 00:21:52,680
decision about what you want to 
do after all of these options, 

405
00:21:52,680 --> 00:21:54,280
right? 
And that is a conversation 

406
00:21:54,280 --> 00:21:57,000
between a manager and a direct 
report. 

407
00:21:57,000 --> 00:22:00,000
And so that problem solving 
protocol I go over exactly the 

408
00:22:00,000 --> 00:22:02,840
details of how to get that done.
No, that's great. 

409
00:22:02,840 --> 00:22:04,600
That's great. 
And then what's the fifth one? 

410
00:22:05,000 --> 00:22:08,120
The fifth one is really 
motivating your team and it's 

411
00:22:08,120 --> 00:22:12,600
that recognition when they do a 
good job, it's supporting them 

412
00:22:12,600 --> 00:22:16,240
when they need that support. 
And really, honestly, just the 

413
00:22:16,240 --> 00:22:20,120
listening and making them feel 
heard, right? 

414
00:22:20,120 --> 00:22:24,280
They feel like, wow, you know 
what we want them to feel is 

415
00:22:24,520 --> 00:22:27,520
wow, my manager really does care
about me. 

416
00:22:28,560 --> 00:22:32,680
That turns out to be a hugely 
powerful motivator. 

417
00:22:32,920 --> 00:22:40,160
My manager cares about me. 
It's the best way to motivate, 

418
00:22:40,720 --> 00:22:46,560
you know, an employee and also, 
I think develop loyalty, right? 

419
00:22:47,200 --> 00:22:50,160
Because now you know, you're, 
you're supporting that 

420
00:22:50,160 --> 00:22:56,320
individual, you're backing them 
publicly or in just in person 

421
00:22:56,320 --> 00:22:58,800
just to make them feel like, you
know, like you mentioned, 

422
00:22:58,800 --> 00:23:01,880
they've been heard. 
I think that's really great 

423
00:23:01,880 --> 00:23:05,640
advice because motivating and 
providing, you know, giving 

424
00:23:05,640 --> 00:23:09,440
recognition for job well done or
something that they've 

425
00:23:09,520 --> 00:23:12,120
accomplished. 
This is super motivating. 

426
00:23:13,240 --> 00:23:16,480
It's completely, it just builds 
their self esteem. 

427
00:23:16,880 --> 00:23:19,720
They get, you know, and they 
feel good, right? 

428
00:23:19,720 --> 00:23:23,800
I always say you have and here's
a spoiler alert on my full thing

429
00:23:23,800 --> 00:23:26,960
at the end, but you have done 
your job as a manager. 

430
00:23:26,960 --> 00:23:30,400
When they walk out of your 
one-on-one saying I have the 

431
00:23:30,400 --> 00:23:34,280
best manager, I better do a 
great job to keep this great 

432
00:23:34,280 --> 00:23:36,760
job. 
Yeah, and they're also like, 

433
00:23:37,040 --> 00:23:43,280
I'll see you next week and you. 
Know I can't tell you I know 

434
00:23:43,560 --> 00:23:49,680
people who haven't had a check 
in with a boss for up to two 

435
00:23:49,680 --> 00:23:54,000
years who knows what the heck 
they're doing or not doing. 

436
00:23:54,480 --> 00:23:58,120
You are definitely not getting 
the most out of your employees 

437
00:23:58,120 --> 00:24:01,240
if you're not checking in. 
They said that regular 

438
00:24:01,240 --> 00:24:04,520
one-on-one making them feel 
good, making them feel heard and

439
00:24:04,520 --> 00:24:08,120
cared about, supported and you 
get all the information. 

440
00:24:08,520 --> 00:24:13,720
I mean, this is a great two way 
St. and about it what I've found

441
00:24:13,720 --> 00:24:18,320
for most, most people that they 
always push back and say I don't

442
00:24:18,320 --> 00:24:21,080
have that kind of time. 
They always come back to me and 

443
00:24:21,080 --> 00:24:24,480
say I have so much. 
I'm getting so much more done 

444
00:24:24,840 --> 00:24:28,400
because all the time I used to 
spend getting interrupted, 

445
00:24:28,400 --> 00:24:32,800
problem solving, training, doing
this, doing that, it comes to me

446
00:24:32,800 --> 00:24:35,320
every week. 
I've got it scheduled and I do 

447
00:24:35,320 --> 00:24:39,560
schedule that 8 or 10 hours a 
week, but I got another 30 hours

448
00:24:39,560 --> 00:24:41,480
a week. 
That's now much clearer. 

449
00:24:42,040 --> 00:24:44,360
I'm, I'm yeah, can be more 
focused, right, Because I know 

450
00:24:44,360 --> 00:24:47,240
the issues. 
Yeah, yeah. 

451
00:24:47,800 --> 00:24:50,080
Hello, ET Nation. 
I want to thank you for 

452
00:24:50,080 --> 00:24:52,120
listening to the podcast. 
If you're enjoying the 

453
00:24:52,120 --> 00:24:55,000
interviews we bring you, 
consider supporting the program 

454
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by visiting my website at 
seankgrady.com and buy me a cup 

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of coffee. 
Proceeds will go towards helping

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me continue producing timely 
content and offset production 

457
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costs. 
I'd also like to take a moment 

458
00:25:07,400 --> 00:25:09,920
and recognize a few of our 
sponsors of the show who have 

459
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been amazing partners and our ET
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467
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469
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470
00:25:46,440 --> 00:25:50,440
That's cascade-env.com. 
Hey, are you looking for an 

471
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equipment rental company to help
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472
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473
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474
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475
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476
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477
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478
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479
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480
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482
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and filtration items. 
The next time you are presented 

483
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with an environmental challenge,
call E Tank to come up with the 

484
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I want to thank one of our 

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486
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498
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a demo today. 
Have you had any situations and 

499
00:27:28,880 --> 00:27:31,000
maybe you've encountered this? 
I know I've encountered just 

500
00:27:31,000 --> 00:27:38,000
recently in a job I was at. 
But where you've got direct 

501
00:27:38,000 --> 00:27:42,440
reports, it'll kind of in a way,
but functionally they report to 

502
00:27:42,440 --> 00:27:47,440
somebody else in a way too. 
And so a lot of times that maybe

503
00:27:47,440 --> 00:27:51,840
that employee will divulge or 
talk to the other person and not

504
00:27:51,840 --> 00:27:54,680
really to you and, and really 
they should talk to you, but 

505
00:27:54,680 --> 00:27:57,320
they don't. 
And and then you kind of hit get

506
00:27:57,320 --> 00:28:02,000
hearsay going on it. 
Where do you find or how do you 

507
00:28:02,000 --> 00:28:06,640
deal with those situations from 
a leadership perspective and how

508
00:28:06,640 --> 00:28:09,280
can you maybe correct those 
scenarios? 

509
00:28:09,800 --> 00:28:11,040
Yeah. 
So that's really the art of 

510
00:28:11,040 --> 00:28:16,280
influence and what is based in 
is relationships at the end of 

511
00:28:16,280 --> 00:28:19,360
the day, right? 
Those are the people, even 

512
00:28:19,360 --> 00:28:20,800
though they're not your direct 
reports. 

513
00:28:20,920 --> 00:28:25,040
I have a lot of my clients do 
one on ones with people who are 

514
00:28:25,040 --> 00:28:28,520
not their direct reports. 
No, maybe every two weeks or 

515
00:28:28,520 --> 00:28:31,760
once a month. 
But what you want to do is not 

516
00:28:31,760 --> 00:28:34,480
calling that person every time 
you want something from them. 

517
00:28:34,640 --> 00:28:37,800
How annoying is that? 
Is that friend who always calls 

518
00:28:37,800 --> 00:28:40,560
you when they want to borrow 
something or they want something

519
00:28:40,560 --> 00:28:43,760
from you, right? 
But they don't ever call them, 

520
00:28:43,760 --> 00:28:45,960
say hey, what's going on? 
You want to go out and have a 

521
00:28:45,960 --> 00:28:49,040
beer like so it's the same, 
right? 

522
00:28:49,160 --> 00:28:53,920
Building the relationship, 
finding time on their schedule 

523
00:28:53,920 --> 00:28:58,160
regularly, you know, every two 
weeks, once a month, and just 

524
00:28:58,160 --> 00:29:01,840
saying how are you? 
Yeah, what's going on with you? 

525
00:29:02,520 --> 00:29:05,880
Again, giving them that sense 
that you care about them and 

526
00:29:05,880 --> 00:29:10,200
they can trust you to open up. 
Then when they have that 

527
00:29:10,200 --> 00:29:12,080
problem, they are going to come 
to you. 

528
00:29:13,200 --> 00:29:18,040
So when you when you ask the 
employee to develop the agenda, 

529
00:29:18,040 --> 00:29:19,840
so to speak, or. 
Should you as a? 

530
00:29:19,840 --> 00:29:24,200
Manager give them kind of the 
the top hits like these five 

531
00:29:24,200 --> 00:29:26,760
topics like these are the five I
want you to hit cover on when 

532
00:29:26,760 --> 00:29:28,480
you come to me. 
So they already know what they 

533
00:29:28,480 --> 00:29:31,160
need to put together. 
But or should you just let them 

534
00:29:31,160 --> 00:29:34,120
be organic and just come to me 
with whatever you got and let's 

535
00:29:34,120 --> 00:29:36,280
talk. 
I mean, you know, not making it 

536
00:29:36,360 --> 00:29:39,480
too formal. 
I suggest a a a temp. 

537
00:29:39,480 --> 00:29:41,400
I give you a template for an 
agenda. 

538
00:29:41,840 --> 00:29:44,160
Basically you start with a 
little chitchat. 

539
00:29:44,160 --> 00:29:50,520
Just connect as human beings 
because we are and and then, you

540
00:29:50,520 --> 00:29:52,320
know, maybe a little follow up 
from last time. 

541
00:29:52,320 --> 00:29:54,520
Hey, last time you said you were
going to do something. 

542
00:29:55,000 --> 00:29:57,840
How did that go? 
Make them fit. 

543
00:29:57,840 --> 00:30:01,080
They're like, oh wow, my manager
does remember what I'm supposed 

544
00:30:01,080 --> 00:30:02,520
to be doing. 
I guess they do camp. 

545
00:30:02,920 --> 00:30:07,520
And then what you want is a is a
project update on all the things

546
00:30:07,520 --> 00:30:10,600
that they're working on. 
So this is 8 to 10 minutes. 

547
00:30:11,160 --> 00:30:14,320
Then after you got four or five,
six things they're working on, 

548
00:30:14,880 --> 00:30:18,000
you want to keep it to an hour. 
So you know, they might spend 8 

549
00:30:18,000 --> 00:30:22,480
or 10 minutes and really it's 
like a 5 minute update and then 

550
00:30:22,480 --> 00:30:25,760
there's a 5 minutes of 
discussion, right? 

551
00:30:26,160 --> 00:30:31,480
And that might be training, shop
talk, influencing decision 

552
00:30:31,480 --> 00:30:35,200
making, problem solving, any of 
those things might come up. 

553
00:30:35,520 --> 00:30:39,080
You let that happen organically.
But if they give you a 5 minute 

554
00:30:39,080 --> 00:30:42,160
update, you spend 5 more minutes
just talking about the issues 

555
00:30:42,160 --> 00:30:46,000
with that project and making 
sure they're they're on track. 

556
00:30:46,360 --> 00:30:48,880
Great, move on to the next and 
get the update. 

557
00:30:49,360 --> 00:30:52,320
A little shop talk, the update 
and a shop talk. 

558
00:30:52,680 --> 00:30:56,120
By the end you're almost done, 
but you got one more question at

559
00:30:56,120 --> 00:30:58,520
the very end. 
What's that one? 

560
00:30:58,640 --> 00:31:03,640
Always have to ask, is there 
anything else on your mind? 

561
00:31:05,920 --> 00:31:07,840
Yeah. 
Anything else you want to talk 

562
00:31:07,840 --> 00:31:10,920
about? 
Let them kind of open the door. 

563
00:31:11,560 --> 00:31:14,200
Right, that's exactly right. 
It's an invitation to open the 

564
00:31:14,200 --> 00:31:16,600
door. 
You can assume. 

565
00:31:17,520 --> 00:31:20,160
You can assume there are things 
they won't want to put on the 

566
00:31:20,160 --> 00:31:22,240
agenda. 
Yeah, that's. 

567
00:31:22,440 --> 00:31:23,960
Good. 
May I just assume those things 

568
00:31:23,960 --> 00:31:29,640
are not there? 
That's right. 

569
00:31:29,640 --> 00:31:31,600
That's right. 
So that's when you're going to 

570
00:31:31,600 --> 00:31:36,800
hear the gossip, the innuendo, 
the the real, the deeper 

571
00:31:36,800 --> 00:31:39,560
problems. 
How they really feel, maybe. 

572
00:31:40,560 --> 00:31:43,840
Sometimes how they really feel 
or sometimes how someone else 

573
00:31:43,840 --> 00:31:47,040
really feels because they told 
them the other day, right, 

574
00:31:47,800 --> 00:31:50,880
Whatever that is going on, 
right, That's when you get 

575
00:31:51,480 --> 00:31:54,280
usually, you know, it's just 
good information. 

576
00:31:54,280 --> 00:31:58,560
Now you have more information 
about what they're thinking, how

577
00:31:58,560 --> 00:32:01,760
they're feeling, all of that, 
what other people are thinking, 

578
00:32:01,760 --> 00:32:05,440
word on the street. 
You get a lot of information 

579
00:32:05,440 --> 00:32:06,680
there. 
And once in a while you're going

580
00:32:06,680 --> 00:32:12,560
to hear about something that is 
maybe, you know, like a threat, 

581
00:32:12,560 --> 00:32:19,320
an existential threat, right? 
Some new competitor or some 

582
00:32:19,600 --> 00:32:25,240
problem that you now have an 
early look into, right? 

583
00:32:26,160 --> 00:32:29,040
A month or two months down the 
line, it's going to be really 

584
00:32:29,040 --> 00:32:32,160
hard to deal with this. 
But now you're in a position 

585
00:32:32,160 --> 00:32:34,800
where you can actually do 
something, right? 

586
00:32:35,240 --> 00:32:38,720
So as a manager, your ears are 
always out for what is that big 

587
00:32:38,720 --> 00:32:41,400
thing? 
The one big thing is it here is 

588
00:32:41,400 --> 00:32:45,880
it here, who's got one, who's 
got that is really going to 

589
00:32:45,880 --> 00:32:49,080
disrupt, right That we need to 
be prepared for. 

590
00:32:49,320 --> 00:32:52,720
And sometimes you have to take 
that up to your to your higher 

591
00:32:52,720 --> 00:32:57,760
ups and say, Houston, we have a 
problem and you get all hands on

592
00:32:57,760 --> 00:33:01,240
deck and solve the problems when
they're just an inkling of a 

593
00:33:01,240 --> 00:33:03,320
problem. 
No, that, that's, that's great 

594
00:33:03,320 --> 00:33:05,200
too. 
And good insights there on 

595
00:33:05,920 --> 00:33:08,960
getting that last little bit of 
was there anything else on your 

596
00:33:08,960 --> 00:33:11,320
mind? 
I like that approach and I think

597
00:33:11,320 --> 00:33:13,480
that's really good. 
But you know what, as I'm 

598
00:33:13,480 --> 00:33:16,800
thinking through kind of maybe 
even my own journey as a, as a, 

599
00:33:16,800 --> 00:33:21,440
a leader in the industry over 
the years and managing a lot of 

600
00:33:21,440 --> 00:33:25,760
people, hiring a lot of people. 
You know, we talked about it 

601
00:33:25,760 --> 00:33:28,640
earlier, the leadership 
development and the lack 

602
00:33:28,640 --> 00:33:31,680
thereof, so to speak, of 
training opportunities for 

603
00:33:31,680 --> 00:33:34,520
leaders that they who find 
themselves in a space where they

604
00:33:34,520 --> 00:33:36,480
have a lot of responsibility 
with staff. 

605
00:33:36,480 --> 00:33:41,960
I mean, there's a lot of time 
when you as the leader, you're 

606
00:33:42,200 --> 00:33:46,240
dealing with personal issues 
that your staff have and they 

607
00:33:46,240 --> 00:33:49,120
bring it to the table like their
home life comes to them at work 

608
00:33:49,120 --> 00:33:51,040
a lot of times. 
And you, it's hard to not have 

609
00:33:51,040 --> 00:33:56,360
to address those things right in
the workplace because it's part 

610
00:33:56,360 --> 00:33:59,600
of them. 
And I think that's hard to deal 

611
00:33:59,600 --> 00:34:01,880
with as manager sometimes to 
understand. 

612
00:34:01,880 --> 00:34:05,000
I mean, then now you got empathy
and, you know, you've got the 

613
00:34:05,000 --> 00:34:07,520
sensitivity and the emotional 
intelligence you need to really 

614
00:34:07,520 --> 00:34:10,159
be able to be smart about how to
respond to some of these 

615
00:34:10,920 --> 00:34:13,840
concerns, issues, challenges 
these people face. 

616
00:34:14,960 --> 00:34:20,440
I mean, how are you helping 
leaders deal with all these 

617
00:34:20,440 --> 00:34:24,040
facets of leadership? 
I'm assuming, you know, maybe 

618
00:34:24,040 --> 00:34:27,840
you dive into this during your 
leadership, you're more in depth

619
00:34:27,840 --> 00:34:29,400
leadership training. 
Maybe you could talk a little 

620
00:34:29,400 --> 00:34:32,800
bit about that and maybe some of
the things that you're doing to 

621
00:34:32,800 --> 00:34:36,520
help leaders learn how to 
address these types of concerns.

622
00:34:36,960 --> 00:34:38,600
Absolutely. 
That's something a little beyond

623
00:34:38,600 --> 00:34:42,760
the scope of of a one hour free.
But bring me another. 

624
00:34:42,760 --> 00:34:45,320
I do have another leadership 
series coming up. 

625
00:34:45,360 --> 00:34:48,000
It's six hour and a half 
sessions. 

626
00:34:48,360 --> 00:34:49,679
We're going to do them on 
Wednesdays. 

627
00:34:49,679 --> 00:34:52,480
It's going to be 6 consecutive 
Wednesdays from the end of 

628
00:34:52,480 --> 00:34:55,480
September on the 24th to the end
of October. 

629
00:34:55,679 --> 00:34:59,120
And then you're going to get 5 
key skills. 

630
00:34:59,120 --> 00:35:02,960
And it does go into exactly, you
know, that kind of a of an 

631
00:35:02,960 --> 00:35:04,960
issue, right? 
When somebody we're going to do 

632
00:35:04,960 --> 00:35:11,560
a whole a whole session on 
empathy, right and just knowing 

633
00:35:11,560 --> 00:35:14,920
when somebody comes in with 
their home light, somebody comes

634
00:35:14,920 --> 00:35:18,000
in with a divorce, somebody 
comes in with their pet die, 

635
00:35:18,280 --> 00:35:22,400
somebody comes in with whatever.
These are big problems. 

636
00:35:22,440 --> 00:35:25,160
People get very upset. 
Yes, they do. 

637
00:35:25,240 --> 00:35:27,880
I you all leave it at home. 
It come you right into the 

638
00:35:27,880 --> 00:35:31,480
office. 
So just learning how to use the 

639
00:35:31,520 --> 00:35:35,480
empathy strategically. 
That's what all this is about is

640
00:35:35,480 --> 00:35:38,760
like not just letting the 
emotion flow, right? 

641
00:35:38,760 --> 00:35:42,920
Emotional intelligence is about 
learning how to use these 

642
00:35:43,480 --> 00:35:46,760
empathy as a skill 
strategically. 

643
00:35:47,000 --> 00:35:51,200
So someone's comes in with some 
disaster, whatever is from their

644
00:35:51,200 --> 00:35:55,920
pet to their marriage, whatever 
it is, they stump their toe. 

645
00:35:56,120 --> 00:35:57,760
I don't care what they're upset 
about. 

646
00:35:58,120 --> 00:36:02,680
You come in and you listen to 
them and you're empathetic and 

647
00:36:02,680 --> 00:36:06,720
they feel heard, They feel 
validated, they feel like you 

648
00:36:06,720 --> 00:36:09,040
care about them. 
And actually you tell them you 

649
00:36:09,040 --> 00:36:11,880
can't be like, wow, that really 
sucks. 

650
00:36:12,600 --> 00:36:18,040
Gosh, this must be so hard. 
I identify with them, be in 

651
00:36:18,040 --> 00:36:20,400
there with them. 
Yeah. 

652
00:36:20,760 --> 00:36:22,640
And that's all you have to do. 
Yeah. 

653
00:36:22,640 --> 00:36:27,640
And and you know that that goes 
a long way with with them 

654
00:36:27,640 --> 00:36:31,040
employees or your subordinates 
as a leader. 

655
00:36:31,040 --> 00:36:34,960
I mean, you want to provide, I 
call it like the safe space, 

656
00:36:34,960 --> 00:36:36,600
right? 
For them to come. 

657
00:36:36,760 --> 00:36:41,480
They need the job to do their 
make their livelihood and you, 

658
00:36:41,520 --> 00:36:44,240
they don't need to hear they 
don't care. 

659
00:36:44,240 --> 00:36:46,120
You don't you know, people don't
care about them when they come 

660
00:36:46,120 --> 00:36:47,680
to work. 
They need to know that's safe, 

661
00:36:47,680 --> 00:36:49,040
right? 
That's right. 

662
00:36:49,200 --> 00:36:50,480
That's right. 
Because they're not going to 

663
00:36:50,480 --> 00:36:52,480
care about the work if you don't
care about them. 

664
00:36:53,280 --> 00:36:56,040
But if you let them know you 
care about them and that's all 

665
00:36:56,040 --> 00:37:00,880
you really need to do. 
Listen, empathize, be in it with

666
00:37:00,880 --> 00:37:04,000
them. 
And a lot of leaders where they 

667
00:37:04,000 --> 00:37:07,320
get into trouble is they crossed
the line into trying to solve 

668
00:37:07,640 --> 00:37:11,000
their personal problems. 
Not do that. 

669
00:37:11,480 --> 00:37:13,720
You don't need to. 
It's not required. 

670
00:37:13,720 --> 00:37:15,520
And they don't want you to solve
their problems. 

671
00:37:15,840 --> 00:37:19,480
They just want you to understand
their problems. 

672
00:37:19,480 --> 00:37:23,160
Understand that today I have 
this problem, right? 

673
00:37:23,880 --> 00:37:27,760
And that's all you need to do. 
I talked to somebody once and he

674
00:37:27,760 --> 00:37:30,440
said, well, I have an employee 
who came in. 

675
00:37:30,440 --> 00:37:35,160
This was a few years ago when 
Russia just invaded Ukraine. 

676
00:37:35,800 --> 00:37:38,880
And the employee had all their 
family in Ukraine. 

677
00:37:40,320 --> 00:37:44,880
And this is not something the 
leader can do anything about. 

678
00:37:45,200 --> 00:37:48,240
But he just, he was really good.
He listened, he empathized. 

679
00:37:48,240 --> 00:37:50,280
He said, what do you need from 
me? 

680
00:37:50,400 --> 00:37:53,760
And the employee said I really 
need today to take the day off 

681
00:37:53,760 --> 00:37:56,640
because I'm going to try to get 
my family it though. 

682
00:37:57,400 --> 00:37:58,720
Yeah, that's easy. 
Yeah, go for it. 

683
00:37:59,680 --> 00:38:01,440
Yeah. 
That was all that needed to 

684
00:38:01,440 --> 00:38:04,520
happen at that moment, but that 
employee is so grateful. 

685
00:38:05,400 --> 00:38:08,960
Yeah, right. 
So that's, that's great. 

686
00:38:08,960 --> 00:38:12,760
I mean, and that's a good 
example of you're not solving 

687
00:38:12,760 --> 00:38:15,760
the problem of what's really the
problem, but they're helping 

688
00:38:15,760 --> 00:38:17,960
them go deal with their own 
problem. 

689
00:38:18,280 --> 00:38:21,160
Or do what you need to do. 
I'm here to support you, to do 

690
00:38:21,160 --> 00:38:24,160
what you need to do. 
Well, OK, the next day, they're 

691
00:38:24,160 --> 00:38:26,480
just like so grateful. 
They're like, all right, I'm 

692
00:38:26,480 --> 00:38:28,720
going to do twice as much today 
because I know I wasn't here 

693
00:38:28,720 --> 00:38:30,040
yesterday and they're going to 
bang it out. 

694
00:38:30,680 --> 00:38:35,760
Leaders, we're all challenged in
certain areas of our abilities. 

695
00:38:35,800 --> 00:38:40,320
You know, some have more problem
solving skills or public 

696
00:38:40,320 --> 00:38:45,040
speaking skills or negotiations.
I mean, let's break down, if you

697
00:38:45,040 --> 00:38:48,440
could, some of the main skills. 
I think there's going to be in 

698
00:38:48,440 --> 00:38:51,600
your new, the extended course 
you just mentioned six weeks. 

699
00:38:52,040 --> 00:38:55,680
What are the main skills that 
you know somebody attending the 

700
00:38:55,680 --> 00:38:59,400
course will learn and the 
takeaways that they can expect? 

701
00:39:00,360 --> 00:39:03,840
OK, so #1 and we're going to do 
a session on each one of the 

702
00:39:03,840 --> 00:39:05,720
five and then we're going to 
have a wrap up where we get 

703
00:39:05,720 --> 00:39:07,440
everything to put it all 
together. 

704
00:39:07,880 --> 00:39:10,800
So first one is instilling 
trust. 

705
00:39:11,200 --> 00:39:15,880
Trust the basis of human 
connection, right? 

706
00:39:15,880 --> 00:39:19,920
If your employees do not trust 
you, right, you can't build a 

707
00:39:19,920 --> 00:39:22,640
relationship of trust. 
You got nothing, right? 

708
00:39:22,800 --> 00:39:26,720
You think about meat sourcing 
bags across the world. 

709
00:39:27,280 --> 00:39:29,760
If we had no trust, we had 
nothing. 

710
00:39:30,480 --> 00:39:32,760
Isn't that also part of 
integrity for you? 

711
00:39:32,760 --> 00:39:35,000
I mean, in this. 
Yeah, right. 

712
00:39:35,160 --> 00:39:37,480
Yeah. 
So you have, there's a lot that 

713
00:39:37,480 --> 00:39:39,640
goes into building relationships
with trust. 

714
00:39:39,640 --> 00:39:41,320
We're going to go into all of 
it, right? 

715
00:39:41,960 --> 00:39:45,960
Yes, there's all of that. 
And if you have trust, then you 

716
00:39:45,960 --> 00:39:47,840
don't have to play the power 
games. 

717
00:39:47,840 --> 00:39:50,360
You don't have to play, you 
know, this person off that 

718
00:39:50,360 --> 00:39:52,480
person and and territorialism 
and all that. 

719
00:39:52,640 --> 00:39:55,480
No, everyone trusts each other. 
We're there to do something. 

720
00:39:55,480 --> 00:39:59,160
We've got a common purpose or it
didn't get worked out. 

721
00:39:59,200 --> 00:40:02,520
So it's trust. 
Number 2 is confidence. 

722
00:40:03,520 --> 00:40:07,640
And people have a lot of trouble
with this when when I define 

723
00:40:07,640 --> 00:40:11,080
confidence I really mean self 
regard, which is accepting 

724
00:40:11,080 --> 00:40:15,120
yourself full the good. 
The bad and everything in 

725
00:40:15,120 --> 00:40:18,160
between. 
And some people like to, you 

726
00:40:18,160 --> 00:40:20,400
know, some people think 
accepting your weaknesses or 

727
00:40:20,400 --> 00:40:23,600
acknowledging your weaknesses is
weak, but actually it makes you 

728
00:40:23,600 --> 00:40:27,200
stronger because if you're 
pretending you're good at 

729
00:40:27,200 --> 00:40:31,440
something you're not good at, or
anytime somebody gets close to 

730
00:40:31,440 --> 00:40:33,760
that, you're going to have a 
stress response. 

731
00:40:35,000 --> 00:40:38,640
So you're going to come out then
with a fight flight or freeze. 

732
00:40:38,640 --> 00:40:40,960
And if you see this in the 
office, right, somebody just 

733
00:40:40,960 --> 00:40:45,040
says, I don't have time for this
and they walk away, that's a 

734
00:40:45,040 --> 00:40:48,200
stress response. 
Or they just start fighting. 

735
00:40:48,560 --> 00:40:51,840
You have no business doing this.
You better keep out, you know, 

736
00:40:52,560 --> 00:40:56,160
has a stress response response. 
We've seen it too in meetings. 

737
00:40:56,160 --> 00:41:00,680
Somebody just goes and. 
They start rambling, yeah. 

738
00:41:00,920 --> 00:41:05,160
Has the freeze response. 
These are all stress responses. 

739
00:41:05,160 --> 00:41:08,280
So if you acknowledge the 
weakness and somebody comes to 

740
00:41:08,280 --> 00:41:10,760
you and says, well, what about 
this thing you know that you're 

741
00:41:10,760 --> 00:41:14,120
not good at, you go, Oh yeah, 
that is a problem. 

742
00:41:14,240 --> 00:41:17,960
Let's go down the hall and talk 
to Sean because Sean's really 

743
00:41:17,960 --> 00:41:20,920
good at that. 
And then you don't have the 

744
00:41:20,920 --> 00:41:23,080
stress response. 
So that's something your 

745
00:41:23,080 --> 00:41:27,280
weaknesses really helps you not 
get triggered and helps you stay

746
00:41:27,280 --> 00:41:30,840
in the moment and just solve 
problems collaboratively to that

747
00:41:30,840 --> 00:41:34,320
confidence of know your 
strength, identify your 

748
00:41:34,320 --> 00:41:36,400
weaknesses and compensate for 
them. 

749
00:41:37,280 --> 00:41:38,440
That's good. 
That's really good. 

750
00:41:38,440 --> 00:41:40,400
I mean, yeah, but I like that 
one. 

751
00:41:41,360 --> 00:41:45,120
So that's confidence and, and, 
and there'll be exercises, the 

752
00:41:45,120 --> 00:41:48,160
whole thing to talk about all of
that and making sure that you're

753
00:41:48,160 --> 00:41:52,000
not overconfident. 
Coming off as arrogant and 

754
00:41:53,040 --> 00:41:58,160
respecting others is number 3. 
And I put it that way because 

755
00:41:58,160 --> 00:42:02,040
respect is mutual. 
So if you want to earn respect. 

756
00:42:02,880 --> 00:42:05,720
Give respect. 
You need to start by giving it 

757
00:42:06,080 --> 00:42:08,320
right. 
No one's going to respect you if

758
00:42:08,320 --> 00:42:10,600
you don't respect that. 
If you treat somebody like crap,

759
00:42:12,040 --> 00:42:13,440
how how are they going to feel 
about you? 

760
00:42:13,440 --> 00:42:14,680
They're going to feel like 
whatever. 

761
00:42:14,680 --> 00:42:16,800
There's no loyalty, there's no 
motivation. 

762
00:42:16,800 --> 00:42:19,480
There's no, they don't, they 
don't care what happens to you. 

763
00:42:19,480 --> 00:42:21,560
They'll throw you under the bus,
right? 

764
00:42:21,960 --> 00:42:25,520
You have to respect others if 
you want to earn respect. 

765
00:42:25,520 --> 00:42:30,560
And it's just a huge, it is a 
huge skill. 

766
00:42:30,560 --> 00:42:35,360
Again, it's a strategic skill. 
I can think back a few times in 

767
00:42:35,360 --> 00:42:39,840
my career where maybe I crossed 
the line on that before and 

768
00:42:39,840 --> 00:42:42,600
like, oops, I probably should 
have given a little more 

769
00:42:42,600 --> 00:42:47,240
respect. 
And I think, yeah, it can and 

770
00:42:47,240 --> 00:42:49,560
does at times. 
And and then you realize, well, 

771
00:42:49,560 --> 00:42:51,160
maybe I could have been a little
more collaborative. 

772
00:42:51,320 --> 00:42:54,240
It's a learning moment in your 
career at times. 

773
00:42:54,240 --> 00:42:56,680
And hopefully you just keep 
learning and building and 

774
00:42:56,680 --> 00:42:58,160
growing and moving forward, 
right? 

775
00:42:58,640 --> 00:43:01,480
But think if that, you know how 
things would have changed for 

776
00:43:01,480 --> 00:43:05,280
you, Sean, if you had had that 
kind of training in your early 

777
00:43:05,280 --> 00:43:07,320
career. 
And then you have you came to 

778
00:43:07,320 --> 00:43:10,320
those crossroads and you're 
like, all right, I could be 

779
00:43:10,320 --> 00:43:12,640
respectful here. 
I could just blow them off. 

780
00:43:13,280 --> 00:43:15,200
You might have made another 
decision. 

781
00:43:16,360 --> 00:43:18,920
Yeah, you know that. 
I think that when I look back, I

782
00:43:18,920 --> 00:43:24,080
go, well, you know, you need 
like a situation like, well, 

783
00:43:24,080 --> 00:43:27,520
maybe I'm in the right, but I'm 
being attacked for doing 

784
00:43:27,520 --> 00:43:31,080
something that's right. 
But instead of just trying to be

785
00:43:31,080 --> 00:43:34,480
respectful and get along, you go
back on the attack too, right? 

786
00:43:34,480 --> 00:43:38,120
And that's like that emotional 
intelligence as well to 

787
00:43:38,120 --> 00:43:40,800
understand, uh oh, I better do 
this, right? 

788
00:43:42,320 --> 00:43:45,880
And and that radar, that radar 
needs to be up a little higher 

789
00:43:45,920 --> 00:43:49,160
catching the signals, right? 
Yeah, Yeah, I just did a blog on

790
00:43:49,160 --> 00:43:51,480
that last week on how do you 
manage change, right. 

791
00:43:51,480 --> 00:43:55,160
Even if you're right, there's 
just a whole process to getting 

792
00:43:55,160 --> 00:43:59,680
everybody to buy in, raising 
their awareness and collaborate 

793
00:43:59,760 --> 00:44:03,560
on what I know it. 
Especially when you're in a 

794
00:44:03,560 --> 00:44:07,360
bigger organization and 
everything's being decided upon 

795
00:44:07,360 --> 00:44:10,920
like by committee, Oh my 
goodness, it's even more 

796
00:44:10,920 --> 00:44:13,880
important, right? 
Yes, and it can take you 2 years

797
00:44:13,880 --> 00:44:16,440
to get something done, but you 
get it done right and people 

798
00:44:16,440 --> 00:44:18,080
love you for it. 
Yeah. 

799
00:44:18,600 --> 00:44:24,000
Now you can try to ram it 
through, but it may not work and

800
00:44:24,000 --> 00:44:28,680
people might hate you for it. 
It's like better to know the 

801
00:44:28,680 --> 00:44:32,000
process is is just. 
This is how organizations work. 

802
00:44:32,000 --> 00:44:37,640
They're collaborated by nature. 
So that respect thing is a big 

803
00:44:37,640 --> 00:44:39,720
one for people. 
It's a big thing. 

804
00:44:39,880 --> 00:44:43,480
It's really a big thing. 
Well, we've just uncovered one 

805
00:44:43,480 --> 00:44:50,520
of Mike. 
Maybe not completely a huge 

806
00:44:50,520 --> 00:44:52,680
weakness, but you know where you
make mistakes every now and 

807
00:44:52,680 --> 00:44:55,000
then. 
Every now and again, and we all 

808
00:44:55,000 --> 00:44:56,560
do, right. 
We all do. 

809
00:44:57,040 --> 00:44:59,440
We all get rocked up in what 
we're doing and. 

810
00:44:59,680 --> 00:45:02,440
Well, yeah, you're passionate 
about what you do and and you 

811
00:45:02,440 --> 00:45:06,000
know, you know, that's, I think 
I if I'm going to fail, I'd 

812
00:45:06,000 --> 00:45:09,280
rather fail knowing that I, I 
was falling on my, you know, 

813
00:45:09,280 --> 00:45:12,200
what I thought was right, my 
beliefs and thinking you're 

814
00:45:12,200 --> 00:45:15,240
trying to do the best, but and 
just may not have been the right

815
00:45:15,240 --> 00:45:17,800
way of getting it done. 
And that's that self-awareness 

816
00:45:17,800 --> 00:45:22,000
that comes into all of these 
things, being aware of how other

817
00:45:22,000 --> 00:45:26,080
people are perceiving you and 
just, you know, just trying to 

818
00:45:26,120 --> 00:45:30,280
to make sure that you're 
bringing them along, you're 

819
00:45:30,280 --> 00:45:34,160
competent enough, they trust 
you, they respect you, you 

820
00:45:34,160 --> 00:45:37,200
respect them, and things go 
better. 

821
00:45:37,560 --> 00:45:41,920
I mean, I mean, the ET nation's 
listening to this and they're 

822
00:45:41,920 --> 00:45:44,240
probably going, Sean, you're 
getting your coachings money's 

823
00:45:44,240 --> 00:45:47,160
worth of the city. 
You're about to get some ROI 

824
00:45:47,200 --> 00:45:49,840
here. 
This is good, this is good. 

825
00:45:49,840 --> 00:45:52,360
OK, we're going to #4 Now 
what's, what's? 

826
00:45:52,480 --> 00:45:56,520
The number 4 so #4 is negotiate 
alignment. 

827
00:45:56,640 --> 00:45:59,240
And those are two different 
skills, negotiation and 

828
00:45:59,240 --> 00:46:02,480
alignment, but we put them 
together because when you're 

829
00:46:02,480 --> 00:46:06,760
negotiating internally in your 
company, it's different than 

830
00:46:06,760 --> 00:46:09,920
when you're negotiating 
externally regarding negotiation

831
00:46:09,920 --> 00:46:13,200
is about external, right? 
But this is getting alignment. 

832
00:46:13,200 --> 00:46:16,880
And so really, you know, there 
is a lot of back and forth, but 

833
00:46:16,880 --> 00:46:21,960
it's so important for everybody 
to be aligned, pulling in the 

834
00:46:21,960 --> 00:46:24,520
right direction. 
That's when teams gets become 

835
00:46:24,520 --> 00:46:28,480
super powerless, right? 
Is is not just one person doing 

836
00:46:28,480 --> 00:46:30,160
this and what those silos, 
right? 

837
00:46:30,320 --> 00:46:32,360
This person's doing this, this 
person's doing that, that 

838
00:46:32,360 --> 00:46:34,280
person's doing that. 
You can get so far. 

839
00:46:34,280 --> 00:46:37,880
But when everybody is in the 
boat rowing at the same time in 

840
00:46:37,880 --> 00:46:41,360
the same direction and 
everybody's aligned and we're 

841
00:46:41,360 --> 00:46:44,880
all contributing some little 
thing to this bigger thing, it 

842
00:46:44,880 --> 00:46:48,000
gets massive, right? 
That's where you start to get 

843
00:46:48,000 --> 00:46:51,200
top quartile performance. 
That's when all the synergies 

844
00:46:51,200 --> 00:46:55,400
are kind of meshing, right? 
So you need to know how to 

845
00:46:55,400 --> 00:47:02,280
negotiate with all the respect, 
confidence, trust, building self

846
00:47:02,280 --> 00:47:05,560
esteem, supporting them and 
making sure they're aligned 

847
00:47:05,720 --> 00:47:07,840
right. 
So I think we going into that, 

848
00:47:07,840 --> 00:47:10,080
we'll be talking, going over 
some of the one on one's 

849
00:47:10,080 --> 00:47:14,080
techniques to make sure that you
are weekly, knowing what they're

850
00:47:14,080 --> 00:47:17,840
doing every single week and 
keeping people just moving in 

851
00:47:17,840 --> 00:47:20,080
the right direction. 
Everybody's getting along. 

852
00:47:20,080 --> 00:47:22,520
We're all gone in the same 
place, right? 

853
00:47:22,760 --> 00:47:26,760
Focused on common goals. 
Everybody's focused on comical. 

854
00:47:27,520 --> 00:47:30,280
Well, that's good. 
I mean, a lot of team members, 

855
00:47:30,360 --> 00:47:34,320
you know, they, they're trying 
to do the right thing, but 

856
00:47:35,200 --> 00:47:37,440
they're not always 
collaborative, collaboratively 

857
00:47:37,440 --> 00:47:41,520
working together to see where 
the alignment really happens. 

858
00:47:41,520 --> 00:47:47,280
And yeah, the the sooner. 
Where they start off in One 

859
00:47:47,280 --> 00:47:50,720
Direction, but pretty soon 
they're going over to the left 

860
00:47:50,720 --> 00:47:52,160
or they're going over to the 
right. 

861
00:47:53,600 --> 00:47:57,760
Or sometimes these like I was in
a, in a, you know, previous role

862
00:47:57,760 --> 00:48:02,920
where the company was fairly 
siloed in, in the groups that 

863
00:48:02,920 --> 00:48:06,880
were all part of the same group.
And, and I came in and I was 

864
00:48:06,880 --> 00:48:09,960
like, hey guys, we're all 
wearing the same jersey. 

865
00:48:10,800 --> 00:48:14,320
We're not wearing the previous 
company. 

866
00:48:14,320 --> 00:48:16,640
And you got this other company 
is like, we need to come 

867
00:48:16,640 --> 00:48:19,920
together as a group. 
And when we started doing that, 

868
00:48:19,920 --> 00:48:23,920
then we started cross 
collaborating and realizing, oh,

869
00:48:24,400 --> 00:48:27,480
OK, I can work with you on this 
problem. 

870
00:48:27,480 --> 00:48:30,600
I've never talked to you before,
but now I know that you're part 

871
00:48:30,600 --> 00:48:33,000
of the team. 
And now you're solving one of my

872
00:48:33,000 --> 00:48:36,200
problems by not having a 
resource to do this, this, you 

873
00:48:36,200 --> 00:48:38,680
know, the service. 
And you know, then it's like 

874
00:48:39,240 --> 00:48:41,720
everyone started working 
together and it made a huge 

875
00:48:41,720 --> 00:48:46,600
impact getting the alignment in,
in, you know, full connectivity.

876
00:48:46,600 --> 00:48:49,080
And it was just great. 
It was it was one of the bigger 

877
00:48:49,680 --> 00:48:54,280
positives that that came out of 
that effort and it was good. 

878
00:48:54,440 --> 00:48:58,760
And teams like to be connected 
when they realize that there's 

879
00:48:58,760 --> 00:49:00,360
the other people that can help 
them. 

880
00:49:01,120 --> 00:49:03,400
Right. 
And that the need for people to 

881
00:49:03,400 --> 00:49:06,720
belong to something like I love 
what you said about, well, we're

882
00:49:06,720 --> 00:49:09,480
in the same jersey, they'll 
belong together. 

883
00:49:09,760 --> 00:49:13,360
We're a group, we're a teen. 
People are hard wired. 

884
00:49:13,640 --> 00:49:17,480
You think about human being is 
developing 10,000 years ago, 

885
00:49:17,720 --> 00:49:20,840
human being out in the Bush 
meets a tiger. 

886
00:49:21,640 --> 00:49:24,360
We're not very fast, we're not 
very big, we don't have big 

887
00:49:24,360 --> 00:49:28,520
teeth or claws. 
That that human being does not 

888
00:49:28,520 --> 00:49:32,120
have a really good chance. 
But you put 10 guys maybe with 

889
00:49:32,120 --> 00:49:36,240
Spears and one tiger. 
The Tiger's chances go way down 

890
00:49:37,400 --> 00:49:41,840
hardwire to work together. 
That, that, that sense of 

891
00:49:41,840 --> 00:49:46,920
belonging, of wearing the same 
jersey and that sense of we're 

892
00:49:46,920 --> 00:49:49,800
all together and I can come and 
ask you even if I don't know you

893
00:49:50,000 --> 00:49:51,760
because I know what jersey 
you're wearing. 

894
00:49:52,280 --> 00:49:55,800
Like all on the same team, we're
not against each other, we're 

895
00:49:55,800 --> 00:50:02,120
all together. 
That does really improve results

896
00:50:02,120 --> 00:50:04,200
in it. 
That's when you get top quarter 

897
00:50:04,200 --> 00:50:06,320
1000 results. 
That's great. 

898
00:50:06,720 --> 00:50:09,240
So what's the 5th? 
The fifth topic? 

899
00:50:09,840 --> 00:50:12,880
The fifth topic is decision 
making, because when you 

900
00:50:12,880 --> 00:50:15,360
complicate and people have a lot
of problems with it, when we 

901
00:50:15,360 --> 00:50:18,760
talk about it from an emotional 
intelligence perspective, we 

902
00:50:18,760 --> 00:50:22,440
break it down into 3 discrete 
skills. 

903
00:50:22,440 --> 00:50:27,280
One is impulse control, right? 
Some people just take the first 

904
00:50:27,280 --> 00:50:29,880
idea off the top of their head 
and just go with it. 

905
00:50:30,160 --> 00:50:33,160
Not always the best idea. 
It's just the first idea. 

906
00:50:33,520 --> 00:50:37,120
So impulse control, reality 
testing, right? 

907
00:50:37,120 --> 00:50:39,760
Some people just get a gut 
feeling and they go with that. 

908
00:50:41,080 --> 00:50:44,400
Maybe let's learn how to reality
test it before we go too wide or

909
00:50:44,400 --> 00:50:50,840
too far with an idea and impulse
control and information 

910
00:50:50,840 --> 00:50:53,440
gathering. 
So these are and right, you need

911
00:50:53,440 --> 00:50:55,760
to just know what are the next 
steps? 

912
00:50:56,200 --> 00:50:59,520
What is the information? 
We need all of this to make a 

913
00:50:59,520 --> 00:51:03,320
really good decision. 
And then you need to also. 

914
00:51:03,320 --> 00:51:05,680
So we'll break it down into 
those skills. 

915
00:51:06,120 --> 00:51:08,480
And then we'll also talk about 
some of the other things that 

916
00:51:08,480 --> 00:51:11,840
get in the way of good 
decisions, like our own 

917
00:51:11,840 --> 00:51:16,120
emotions, our biases, conscious,
unconscious. 

918
00:51:16,960 --> 00:51:19,920
You know, our passions sometimes
get in the way of good 

919
00:51:19,920 --> 00:51:22,880
decisions, right? 
And sometimes they lead us 

920
00:51:22,880 --> 00:51:25,400
toward good decisions. 
You have to have that, that 

921
00:51:25,400 --> 00:51:30,000
moment to check and say, OK, I'm
really passionate about this. 

922
00:51:31,520 --> 00:51:32,920
Is it helping me or hindering 
me? 

923
00:51:32,920 --> 00:51:36,240
Do I have to manage my own 
emotions or are they going to 

924
00:51:36,240 --> 00:51:39,920
help me inspire others and 
checking in? 

925
00:51:40,440 --> 00:51:43,920
Have you had the situation where
your managers are like 

926
00:51:44,040 --> 00:51:48,440
information overload and they 
can't make a decision, you know,

927
00:51:48,440 --> 00:51:51,960
because there's too many 
alternatives and they're 

928
00:51:51,960 --> 00:51:57,120
paralyzed by actually making a 
decision instead of leading and 

929
00:51:57,120 --> 00:52:00,640
making the the decision. 
So tell me about that, your 

930
00:52:00,640 --> 00:52:02,680
experience and maybe how you 
address that. 

931
00:52:03,360 --> 00:52:05,760
You know, when I work with 
people on decision making, it 

932
00:52:05,800 --> 00:52:09,960
really is about process. 
You need to have the process and

933
00:52:10,040 --> 00:52:14,200
you're it's never going to be, 
you have to accept it may not be

934
00:52:14,720 --> 00:52:18,400
the right decision. 
So sometimes especially there's 

935
00:52:18,400 --> 00:52:22,520
a lot of ambiguity and so many 
factors where I encourage people

936
00:52:22,520 --> 00:52:26,360
to do is just what is one thing 
you can test this week? 

937
00:52:26,520 --> 00:52:29,800
Why don't you take one thing, 
one option and test it? 

938
00:52:30,600 --> 00:52:33,480
Is that going to work? 
And if it's not going to work, 

939
00:52:33,640 --> 00:52:38,160
you got five others, right? 
So you've got all the options. 

940
00:52:38,800 --> 00:52:41,520
You've taken a look at at the 
obstacles, right? 

941
00:52:41,520 --> 00:52:44,280
What could go wrong? 
All right, which one you want to

942
00:52:44,280 --> 00:52:46,600
test first? 
Let's get some testing done. 

943
00:52:46,840 --> 00:52:50,120
Just take a few baby steps. 
It's ambiguous. 

944
00:52:50,120 --> 00:52:51,560
We don't know what's going to 
work. 

945
00:52:51,800 --> 00:52:54,440
Feel your way through, right? 
If you think about somebody 

946
00:52:54,440 --> 00:52:58,320
who's blind walking down the 
street, but they get down public

947
00:52:58,320 --> 00:52:59,800
streets, right? 
How do they do it? 

948
00:53:00,200 --> 00:53:04,080
Tap, tap, tap. 
And that's what you want to do. 

949
00:53:04,080 --> 00:53:07,520
Is it in a decision when there's
so many variables and you're not

950
00:53:07,520 --> 00:53:10,560
sure what's going to work? 
Little test here, a little test 

951
00:53:10,560 --> 00:53:14,000
there. 
Feel your way to what's going to

952
00:53:14,000 --> 00:53:14,880
work. 
OK. 

953
00:53:14,920 --> 00:53:16,400
I mean, that's good. 
I like that. 

954
00:53:16,400 --> 00:53:21,400
I like that. 
So so leaders can expect some in

955
00:53:21,400 --> 00:53:25,280
depth training on these topics. 
You've got decision making, 

956
00:53:25,280 --> 00:53:29,000
you've got negotiation in 
alignment, you've got respecting

957
00:53:29,000 --> 00:53:33,400
others, you got demonstrating 
confidence and building trust, 

958
00:53:33,400 --> 00:53:35,040
right? 
So those that's the big 

959
00:53:35,240 --> 00:53:38,280
takeaways from your in depth 
course. 

960
00:53:38,280 --> 00:53:42,040
Is there anything else that the 
attendees might get by taking 

961
00:53:42,040 --> 00:53:44,960
the the class with you? 
Yes, absolutely. 

962
00:53:45,160 --> 00:53:47,760
Right. 
So I do emotional intelligence 

963
00:53:47,760 --> 00:53:50,240
training and I do emotional 
intelligence assessment. 

964
00:53:50,240 --> 00:53:53,120
So everybody gets included in 
the course. 

965
00:53:53,560 --> 00:53:58,160
An emotional, a full emotional 
intelligence assessment, you get

966
00:53:58,160 --> 00:54:02,080
those 5 scales, each scale is 
divided into 3 subscale so you 

967
00:54:02,080 --> 00:54:05,600
can get data on 15 separate 
skills. 

968
00:54:06,720 --> 00:54:10,000
You'll be able to see what are 
your real strengths, right, that

969
00:54:10,000 --> 00:54:13,280
you want to lean into every day.
And you're going to see, Oh my 

970
00:54:13,280 --> 00:54:16,080
blind spots. 
I didn't realize I had one 

971
00:54:16,080 --> 00:54:20,480
person who took it and impulse 
control was very low, like 

972
00:54:20,560 --> 00:54:23,120
below, you know, really below 
normal. 

973
00:54:23,480 --> 00:54:26,200
And she just looked at me and 
said impulse control is that a 

974
00:54:26,200 --> 00:54:29,800
thing? 
And I said, yeah, it's a. 

975
00:54:29,880 --> 00:54:32,600
Thing for some people. 
It could be. 

976
00:54:32,960 --> 00:54:36,560
And she goes, well, in my house,
if you didn't say what you 

977
00:54:36,560 --> 00:54:40,720
thought you were being fake. 
And I said, yeah, but you could 

978
00:54:40,720 --> 00:54:45,400
be authentic and tactful. 
There's a time and a place and a

979
00:54:45,400 --> 00:54:50,440
way to say everything. 
So the impulse, you want to 

980
00:54:50,440 --> 00:54:53,080
listen to it, right? 
This is using these skills 

981
00:54:53,080 --> 00:54:54,920
strategically. 
OK. 

982
00:54:55,280 --> 00:54:58,120
My impulse is this isn't a good 
thing for someone to do. 

983
00:54:58,600 --> 00:55:01,200
Yeah. 
Is the right thing for me to do 

984
00:55:01,200 --> 00:55:03,040
is say, hey, you shouldn't do 
that? 

985
00:55:04,160 --> 00:55:07,280
Or should we just sit down and 
have a chat and talk about what 

986
00:55:07,280 --> 00:55:10,440
could go wrong? 
Like what is the best way to go 

987
00:55:10,440 --> 00:55:11,120
through it? 
Right? 

988
00:55:11,120 --> 00:55:14,680
It's always going back to taking
these skills, using them 

989
00:55:14,680 --> 00:55:17,720
strategically in the moment, 
what is going to get the best 

990
00:55:17,800 --> 00:55:20,240
outcome? 
And so learning how to manage 

991
00:55:20,240 --> 00:55:21,960
your impulses on all those 
things. 

992
00:55:21,960 --> 00:55:24,160
So you'll get data from all of 
that. 

993
00:55:24,160 --> 00:55:26,640
And then a one-on-one with me. 
In addition to all of these 

994
00:55:26,640 --> 00:55:30,000
time, you get one hour with me 
and I will go through that 

995
00:55:30,000 --> 00:55:33,640
report and make sure that you're
really clear on your leadership 

996
00:55:33,640 --> 00:55:36,200
development. 
What do you need to be your best

997
00:55:36,200 --> 00:55:37,480
self? 
So you'll get a leadership 

998
00:55:37,480 --> 00:55:40,240
development plan that's 
customized to you. 

999
00:55:42,560 --> 00:55:46,040
And it's, I mean it, it's an 
incredible package, right? 

1000
00:55:46,040 --> 00:55:49,640
It's 10 hours of coaching, it's 
$1500. 

1001
00:55:49,640 --> 00:55:52,600
It is just an unheard of price. 
You're going to, I guarantee 

1002
00:55:52,640 --> 00:55:54,320
you, you will get our rely on 
this. 

1003
00:55:54,560 --> 00:55:58,400
Yeah, that sounds like a really 
good opportunity to level up. 

1004
00:55:59,240 --> 00:56:03,360
You know, so if you're a manager
listening to this podcast, you 

1005
00:56:03,360 --> 00:56:07,840
know, I think that Lisa is 
interested in really having you 

1006
00:56:08,320 --> 00:56:14,000
join her and Lisa, what's is 
there any promotion or benefits 

1007
00:56:14,000 --> 00:56:17,560
or how do we get a, how do they 
get a hold of you to sign up if 

1008
00:56:17,560 --> 00:56:19,120
they're interested and taking 
your course? 

1009
00:56:19,680 --> 00:56:23,800
Spots are limited. 
So, and I'll tell you what for 

1010
00:56:23,800 --> 00:56:28,040
you listeners, I think I can do 
a discount code. 

1011
00:56:29,600 --> 00:56:33,720
OK, Can I send it to you 
afterwards and make sure I can 

1012
00:56:33,720 --> 00:56:36,720
do this? 
We will send you a 20% off if 

1013
00:56:36,720 --> 00:56:38,880
you if you've got the code from 
this podcast. 

1014
00:56:39,280 --> 00:56:40,000
That's right. 
Yeah. 

1015
00:56:40,040 --> 00:56:42,640
And we can use a code that's, I 
don't know, ET podcast or 

1016
00:56:42,640 --> 00:56:44,200
something like that or whatever 
you want to call it. 

1017
00:56:44,200 --> 00:56:46,520
Yeah, yeah. 
I'll just try to do ET podcast 

1018
00:56:46,880 --> 00:56:50,000
but I need to make sure I know 
how to set it up before I prom. 

1019
00:56:51,800 --> 00:56:53,280
OK. 
All right. 

1020
00:56:53,600 --> 00:56:55,960
That would be great. 
Well, I'd love to give you guys.

1021
00:56:56,120 --> 00:56:59,320
I'd love to give you guys a 20% 
off if you hear about it here on

1022
00:56:59,320 --> 00:57:04,160
this podcast. 
Yeah, get get a little bit off 

1023
00:57:04,160 --> 00:57:07,440
because I love Sean. 
I love hanging out with you and 

1024
00:57:08,040 --> 00:57:10,120
I know this podcast was a great 
podcast. 

1025
00:57:10,120 --> 00:57:13,960
You build a great following and 
you touch on really important 

1026
00:57:13,960 --> 00:57:16,640
topics. 
Well, thank you, Lisa. 

1027
00:57:16,640 --> 00:57:19,120
I really appreciate you coming 
back on the show and talk a 

1028
00:57:19,120 --> 00:57:23,200
little bit about leadership 
development and all leaders 

1029
00:57:23,200 --> 00:57:26,880
needed, whether they're already 
top performing leaders or not, 

1030
00:57:26,880 --> 00:57:29,720
because everybody is, you know, 
can always improve. 

1031
00:57:29,720 --> 00:57:34,200
I mean, I know I always need to 
improved educational 

1032
00:57:34,440 --> 00:57:37,440
opportunities. 
So I've become a better version 

1033
00:57:37,440 --> 00:57:40,560
of myself and better for my 
employees and then and my 

1034
00:57:40,560 --> 00:57:43,520
customers, right? 
I mean, that's and my listeners 

1035
00:57:43,520 --> 00:57:45,760
and my guests. 
I mean, you know, it just goes 

1036
00:57:45,760 --> 00:57:48,240
on, right? 
My parents, you know, my kids 

1037
00:57:48,240 --> 00:57:51,200
and my wife, you know? 
So yeah, it's all of that, 

1038
00:57:51,200 --> 00:57:52,800
right? 
It's all that. 

1039
00:57:53,120 --> 00:57:55,400
Yeah, exactly. 
Well, that's great. 

1040
00:57:55,400 --> 00:57:59,520
Well, Lisa, I'm so glad you get 
you came back on the show and to

1041
00:57:59,520 --> 00:58:01,640
give us an update on what you've
been working on. 

1042
00:58:01,880 --> 00:58:05,960
The the book was a huge success.
Your your story about being an 

1043
00:58:06,040 --> 00:58:10,360
eco entrepreneur for the guests 
who haven't listened to that, 

1044
00:58:10,360 --> 00:58:14,720
that episode was fantastic. 
That book came out during the 

1045
00:58:14,720 --> 00:58:19,040
COVID season at the time and and
we did a whole series of books, 

1046
00:58:20,000 --> 00:58:21,920
interviews from books from that 
period. 

1047
00:58:21,920 --> 00:58:25,120
And it was really great to have 
you on back then and learn about

1048
00:58:25,120 --> 00:58:28,720
your journey. 
And so for the listeners, you 

1049
00:58:28,720 --> 00:58:30,880
definitely need to go back and 
check out that episode. 

1050
00:58:30,880 --> 00:58:33,480
But this one's also very 
important and really exciting. 

1051
00:58:33,480 --> 00:58:35,080
And thank you for coming on the 
show again. 

1052
00:58:35,360 --> 00:58:39,120
And we will, we will promote the
discount code on social media. 

1053
00:58:39,440 --> 00:58:43,040
So Lisa, once you get it, send 
it over, let me know and then 

1054
00:58:43,040 --> 00:58:45,880
we'll put up a code thing out 
there for everyone and promote 

1055
00:58:45,880 --> 00:58:46,920
it on social media too. 
That's. 

1056
00:58:48,200 --> 00:58:48,960
Great. 
Thank you, Sean. 

1057
00:58:49,800 --> 00:58:51,440
Thanks for listening and 
watching the show. 

1058
00:58:51,640 --> 00:58:54,000
If you enjoyed the show then 
please share it with your 

1059
00:58:54,000 --> 00:58:57,320
friends and coworkers on social 
media and tell somebody in 

1060
00:58:57,320 --> 00:58:59,520
person. 
Thanks for being with us, ET 

1061
00:58:59,520 --> 00:59:00,120
Nation.