Purpose Driven Executive with Donnie Tuttle

you can find his email here:https://unitycopywriting.com/contact-us-2/   LinkedIn: https://www.linkedin.com/in/johnstevensunity?trk=people-guest_people_search-card

connect with Justin here:https://www.linkedin.com/in/justinbreen1? here is his website:https://www.brepicllc.com/

here is her website:https://www.andriaschultz.com/ Instagram: https://www.instagram.com/andriacschultz/?hl=en  connect with Andria here:acschultz09@gmail.com  

connect with Roger here:https://rogersalam.com/ here is his LinkedIn:https://www.linkedin.com/in/rogersalam

connect with amber here: https://uk.linkedin.com/in/meetamberkhan here is Ambers website:https://repurposeden.com/prices/

you can get in touch with Keziah on her LinkedIn:https://www.linkedin.com/in/keziahrobinson here is her website:https://www.cassia-partners.com/

connect with Liz Here:https://www.linkedin.com/in/lizjsimpson

Jeans Linkedin: https://ca.linkedin.com/in/jeannickerso

find more of them at here:https://podcasts.apple.com/us/podcast/style-your-life/id1483584999 instagram: https://www.instagram.com/styleyourlifepodcast/ website:https://www.styleyourlifepodcast.com/

here is Mikes website:https://mikemichalowicz.com/ linkedin :https://www.linkedin.com/in/mikemichalowicz

find his website here: https://glennlundy.com/riseandgrind/ facebook:https://www.facebook.com/OfficialGlennLundy/videos/riseandgrind/433830393940531/ linkedin:https://www.linkedin.com/in/glennlundy instagram:https://www.instagram.com/glenn_lundy/?hl=en

find his podcast here:https://www.ebsta.com/podcast/director-of-sales-operations-anthony-conrad/  chek out his blog:https://spammed.co/  

Listen to his podcast here:https://www.creativesoulcoaching.net/podcast linkedin:https://www.linkedin.com/in/coachdanmason

support Adam here: https://bridgestoamerica.org/leadership Linkedin here: https://www.linkedin.com/in/bridgesadammiles?trk=people-guest_people_search-card

Robert's Website: http://roberthartline.com/ Robert's LinkedIn: https://www.linkedin.com/in/bobbyhartline/ In the last 3 years, Robert grew his business from $10 million to $100 million. A lot of things break when you grow a business to that size. Communication CAN'T.    

Larry's Website: https://www.sellingfromtheheart.net/ Larry's Book Larry's LinkedIn One of the easiest areas for businesses to depart from their purpose is in their sales process. Listen to Larry Levine break down how to "Sell From The Heart."

Dee Mullin LinkedIn-linkedin.com/in/deemullin It's not what you do, it's also WHO YOU ARE when you do it. To get a result, you must do the activity to get there-but is there something more? Is there a place of quantum leaps when it comes to productivity? Dee helps sort out how one can can find purpose, define the energy and emotional identity of this purpose and then...ALIGN WITH THAT.  Working from the place of resistance, guilt, or fear will stop you from being effective. 

Guest: Shay Rowbottom Website: www.shayrowbottom.com LinkedIn: https://www.linkedin.com/in/shayrowbottom/ What happens when you try and fail? Do you keep going, or do you evolve into something new? Listen to Shay's story.  When you look at your gifts and talents, it is easy to typecast the direction you think you should go. Shay was an artsy, cause-driven creator. This didn't translate to "success" in the music industry, but it has grown a multi-million dollar business.  Listen and let Shay open your mind to other potential uses of your gifts, talents, and drivers.

Dr. Brett Gilbert: http://drbrettgilbert.com/ Instagram: https://www.instagram.com/drbrettgilbert/ Dr. Brett Gilbert is a purpose driven endodontist. He removes pain and restores pride in his patients. For years he heard the call to go and be a part of something bigger. His heart wanted to help others in a massive way, but each time he put it off. Have you been here? I have. "Later, when X, Y, and Z are complete, I will go. I need to grind it out first. THEN I can respond to this call." That was changed when he was invited to go to a conference on Emotional Intelligence.  Every time Dr. Brett began to think of serving others, he faced obstacles. He wanted to set up operations as a mission to those who could not afford it, but there were obstacles. Always obstacles.   How to stop talking yourself out of adventure. There is no softer pillow than a clear conscience.  When the doctor has to sit in the chair. Removing Obstacles The lie of grinding it out to EVENTUALLY help others. LOVE is the mission and the intention. It is not what you're doing, but what you are doing joyfully.

Website: http://www.danielthrelfall.com/ Daniel Threlfall email: dthrelfall1@gmail.com Daniel on LinkedIn: https://www.linkedin.com/in/danielthrelfall/ Daniel and his partner in life, his wife, have created a life where business, travel, and family blend together in one beautiful harmony.   Here are some key take-aways: Marriage: "It's not the things that push us forward, but the difficulties that have cemented the partnership." Rethink your identity. Who is it that you want to be, and what relationships support that (16:10) Make the big decisions and let the smaller ones line up with that. You can also do the opposite. If you have chosen your destination, there are smaller routines that will propel you there. Big Tip-USE AUDIBLE!!! You can even use your public library for audio books. Books recommended: The Big Leap, Gay Hendricks (Donnie agrees) The Twelve Week Year, Brian P. Moran Miracle Morning, Hal Elrod Productivity Routines (22:09) Stop the To-Do list! Productivity is not about tactics, it is about purpose. Once you define your purpose, you are able to define what will achieve that purpose. Daniel's Morning Routine Meditate (2-10 minutes) Affirmations (constantly changing) Gratitude (Gratitude is not the chief virtue, it is the source of all virtue 26:30) Read Purposes (for each area of life) Visualization exercise Intentions for the day (23:17)"When you are off task, it is because the reality of your current level of comfort is more vivid than the reality of your vision." (28:30) Creating daily intentions rather than a to-do list. "A to-do is just something that needs to be done. Intention is something that will bring more meaning to my day. It is loaded with value and loaded with purpose." Finding your "Noble Cause." Daniel encourages us to first, get away from the divisive narrative that political parties have hijacked. Then decide what is important and commit to it-energy and resources.

Guest: Justin Langlois, Investment Specialist at Stirling Properties Connect: LinkedIn: https://www.linkedin.com/in/jplanglois/ Email: jlanglois@stirlingprop.com "I don't have to be the best person for everybody. I just need to serve the people I'm supposed to serve." When you try to serve everyone, you will end up serving no one. Justin Langlois has mastered not only the art of service, but serving the right people, in his highest zone of genius. In the world of commercial real estate, you have to start out as a generalist, doing every bit of work that comes your way. But after maturity is reached, many professionals never learn to specialize. They just become a busier version of their rookie self.  Justin shares lessons of how the art of being oneself and delegating have increased joy and effectiveness in an industry where most people feel compelled to say "yes" to anything and everything.  Listen to Justin's journey from "yes-man" to a place of abundance doing work that makes him excited to get out of bed every morning. "Listen to understand, not to gain. When you are serving, others will know." -Justin Langlois

Craig Davis: http://streetlevelleadership.com/ Contact: cdavis@financeofamerica.com Want to take QUANTUM LEAPS in growth-personally or professionally? There is a technology for that! It's called a whiteboard. Remember the old phrase, "back to the drawing board"? Well, it works :D. When I am working with a leader, one of the most valuable things I have them do is to protect their creative time. This is where you access your sometimes hidden wisdom and bring it to light. Keep this appointment with yourself, and watch amazing things happen. Craig Davis talks about that and lots of other stuff in this week's episode of #Purpose Driven Executive.  I love Craig's take on how to problem solve and create processes that free people to function.  Favorite Craigisms: "Lead people, manage processes." "People don't want to be managed. But they DO want to be led." "My whiteboard is still one of my best technologies." "The goal is to take a complex situation and..simplify it. Take the 1 or 2 things that matter and focus on that." "Having fun. Being vulnerable. Making fun of myself. It's authentic. And this authenticism is a magnet."

Guest: Jonathan Mahan , video communication expert email: jonathan.mahan@bombbomb.com The more calibrated a company is, the more nimble the company is. If you wish to accomplish goals, you must communicate them-every part of them! The WHY, the HOW, the WHEN-that is on your shoulders as the leader! Yet, under communication is rampant in today's corporate environment. Huge numbers of workers report feeling detached from the company vision if there even is one.  Leaders of high growth companies feel this the worst. Why? The  1 on 1 communication that brought growth simply is not scaleable. Too many have just shrugged and exited to a corner office, abandoning the platform and bullhorn.  Jonathan Mahan of BombBomb shares a way you can start improving communication TODAY. He gives technologies and techniques that will help you to stay on point and infuse your passion into your team. Tech- Bombbomb- www.bombbomb.com Zoom- www.zoom.us MarcoPolo it's a phone app-look it up.

Sarah's info: Her AWESOME Instagram: https://www.instagram.com/sarahreillycoaching/ Website:www.sarahreillycoaching.com Sarah breaks down not only her own journey but also the journey of us all. Did you know that the programming you are currently functioning on might not be serving you now? Sarah Reilly shows you how to find it, delete it, and reprogram it on this episode!

Wake up and love the heck out of your life! Jim helps us to have clarity to get confidence, to have a singular path to the victory we were made for!

Tara Ericson: t.ericson@bematrix.us   Unknown Speaker 0:00 Doing. Tara 0:02 You know, it's funny because for me I think Donnie that purpose is something that is going to continue to change throughout my lifetime my, my ultimate purpose is to follow God's will, with my life and I'm not always on that I've not always asked and not always listened and. And sometimes when I have asked and listened to I haven't actually executed on God's will, but at this very moment I feel that I have a just a crystal clear focus on where I am meant to use the skills that God has given me and to me that is, I guess summed up in on talent alignment. I feel like right now my, my purpose and my focus is on putting the right people in the right roles, give them what they need to be successful. And, and, and get out of their way and sometimes that's what they need to be successful, is to get out of their way and let them use the skills and the talent that they have to really blossom and make our organization better. Donnie 1:09 Oh my gosh, you have. I asked, Did you deliver deeper if this is, I love what you're registering with me Tara like the reason why I have gone in this direction, know my life and really, like, I believe it's my purpose to help others to to mine out their purpose into to live it out joyfully and you're saying the same thing you're basically saying, I just want to live, I want to I want to want to follow God, and, like, for me it's like when I think about that I think about the way, right, the journey is the other way. And. Wow. Talk to me when you're saying talent alignment. I have worked with people that have a categorization Tara, a job description if you will, that might not necessarily align with the talent of the people they have in those places if, and I'm going I'm going right for the problem solving mode because we got the expert here. What would you do you want Can you can you find people misaligned with their talent. What do you do. Unknown Speaker 2:18 Yeah, that that is. It's hard. Tara, 2:22 The very first thing that I do is I say it, as it's some people have a hard time hearing that. So I try to get to know the individual a little bit first and understand how they are going to receive that message. The best way for me so that I can stay in a way that is meant to be exactly what it is, which is, I want to help get you aligned I I want to be a solution for you. But I think it's important. The first thing to do is to say, I think the business need is, is, you know, over here on the right and I think your skills and talents are actually do. I want to list without being really specific positions what I see you are really good at and what you're really successful at Do you agree I like to get buy in. And, and then, and then say now. When I look at your job description. It seems like these are the skills that are needed. You know, help me understand you feel like there's a gap bell so so that I can, I can make it into a non confrontational, you know, not letting there be fear in saying, Hey, we're just not lined up, let's let's call a spade a spade. It's not working. And that's not to say that we can't use your the different area of the business or we can't change the job description. But I think the first thing I like to do is just blow it you know that that elephant in the room wide open, and then talk about solutions because that individual is going to have a much better idea of how they can use these skills, and these strengths to better organization, then even I'm going to have I think they'll already have that answer, in many cases, Donnie 4:06 Tara so many people out there will avoid that. They'll avoid that and I have watched it, and it leads to, you know, we just before the call we were talking about how this is the same with clients right when you're seeing something that's not congruent with what was agreed upon or what was expected. And you don't address it. It just causes us lingering pain. And it's it sounds to me almost like you're like I'm sensing it's almost like you owe it to these people to help them to see what you see. Tara, 4:41 I think that's absolutely I think you worded that really well that we owe it to them. I think that that is what true leadership is, is all about is working for the people that that are on your team, you're there you owe it to them to be transparent and to be direct and these can be really positive competent I just had a conversation with a team member a couple hours ago. And she had said, I you know when I first started working with her I asked what are your goals. What are your aspirations where you want to get whether it's at this company, or at your next company you work for, and she told me. I want to be a sales manager I want to be a team leader I want some type of leadership role, and I worked with her for a few months, and I don't, I actually don't see that as her strength at all I see her strength is she a hunter. She loves the big national account she likes the, the high risk high reward accounts and so I just sent that to her today I said hey we have an upcoming sales conference. You mentioned you want to be in leadership. I'm trying to carve out a leadership opportunity where we're all together. But I just want to be frank in the last three months. This is where I see your passion, and it will talk ki offended you. Do you agree and she said I'm not offended at all actually, I think you're right that is I have always thought the next step for me would be management, but that isn't what drives me, I think, you know, being in sales and being a hunter is where I belong. But again, that's just an example Donny of just say if this is what you see. Don't be afraid, what's the worst thing that could happen is no Tara, I really do want to be a manager. Okay, then let's work on that let's let's go down this path. Unknown Speaker 6:32 Tara, a lot of us, we kind of go in a direction because we are heroes are there or it's just the expected path. But when someone calls us almost like calls us out like in the middle like at the end of Wizard of Oz you remember what the wizard did with, with all like the lion and the Tin Man and. Do you remember that. Oh, you do have Tara,  6:55 I have children I should know that dancer, Donnie  6:57 or your Russian spy Tara Erickson. Unknown Speaker 7:01 The, but the idea is, is it's calling them out for the greatness in them and what you, what you were describing there as you're calling out these things that you see that really are probably the areas that they see too but it's, it's almost like people want permission. Sometimes they go in that direction, it sounds like you're, you know, acting as the wizard, I'm going to zoom in that area that's closer like time. That's pretty cool. That's pretty cool leaders out there taking note this is that's a, that's a good one. Talk to me about authenticity and Cara Tara like I wouldn't what what role does that play in how your people will follow or how you can lead or. It's, it's not the 50s where we stand up on an ivory tower anymore right and in command things and expect it to be done. People want to see more human qualities and leadership, what like when, how would you wrap authenticity and care for how does that come into play when we're leading people. Unknown Speaker 8:00 Well I think for me I have to laugh at yourself I am, and I feel very comfortable, letting other people laugh at me as well and I think sometimes just showing that hey I made a mistake or, I made a bad decision or I pronounced that wrong or I really, I tried to sound like I know what I'm talking about, but I have no idea what I just said is nursing yourself a little bit and and letting people know hey I'm not taking myself too seriously laughing at my mistakes, being transparent when you know I do something stupid, you don't call yourself out. I think it makes you more human and easier to approach. I also want to create an environment where Unknown Speaker 8:45 there is no one's mine. Unknown Speaker 8:47 Easier to approach. Unknown Speaker 8:49 So So man, second and it was easier to approach. Unknown Speaker 8:54 Easier to approach. Unknown Speaker 8:56 What do you think easier so what do you think approach stands out find the end of approach. Unknown Speaker 9:01 Easier to approach, well go and use the cursor, fine, Unknown Speaker 9:05 right here, kinda like the same Unknown Speaker 9:09 approach. Unknown Speaker 9:11 So I want I want, I want this clip to end after approach Unknown Speaker 9:18 approach. Unknown Speaker 9:21 Right in the blind spot so click on the blind spot and Unknown Speaker 9:29 July. Unknown Speaker 9:32 I rapping to write down the beginning of that clip where she's talking about laughing at yourself it's around 955. So let's see if you can get back tonight 55, a little bit. You can use this little thing right here to scroll over. Unknown Speaker 9:49 We want to be exact. So, Unknown Speaker 9:50 going click maybe before they come here. Yeah. Unknown Speaker 9:57 I think for me I have to laugh at yourself I am. Unknown Speaker 10:03 You have to laugh at yourself so right here. I don't know, I want you have to laugh at yourself, Unknown Speaker 10:08 laugh at yourself. Right here. Unknown Speaker 10:13 Why did you laugh at yourself by NT Unknown Speaker 10:18 so now we have one. Unknown Speaker 10:23 Now we have to go to try track. Yeah. Yeah. Yeah. Unknown Speaker 10:32 Just, you know, Unknown Speaker 10:38 bring it all the way down the bottom. There you go. Unknown Speaker 10:41 And remember, you're not because we're blowing up. If you look at it, we're not always at the edge. Yeah. You know, so now. Unknown Speaker 10:53 So it still sounds like. So now take that one all the way to the edge as well. Unknown Speaker 11:03 You can use two fingers or anything like want to click and want to move. Right. Unknown Speaker 11:11 Now jump back into your clip and let's find one more of these cool things. Unknown Speaker 11:18 That's fine but use your tool find your cursor again. Right here. Unknown Speaker 11:27 space. Very good. Unknown Speaker 11:30 environment where people aren't afraid to spit ball or throw out their ideas and either you know whether they're stupid or they're not or they're insightful, it doesn't matter so sometimes just making fun of yourself, I think, can, can create that authentic relationship with your team. Unknown Speaker 11:50 I love it in one thing that I remember you doing, and I, myself, help others to institute is being willing to roll up your sleeves and do the work. And actually, not, not have to look perfect what you do it you know it's okay to like it's okay to, I think it's the mystifies success when people can see the great one. That's up, and then laugh at herself, and as jump back right and like nothing happened in the room. Unknown Speaker 12:19 Now I agree with that i also think that you miss out in so many opportunities to learn. If you can't raise your hand and say, I know I don't know the answer to this so I you know I have a lot of ways that I think in my questions, you know, I'll say something like, if anybody ever asked me I'm going to deny that I asked you this question, but I'm going to ask you a really elementary question. So, but if you got to answer it but I'm never going to admit that I that I asked you this and and just using humor to say, Hey, I really want to learn from you. And it's okay, that I may be, you know, have the title that I'm your leader, but the reality is is I can learn from you significantly more than you've ever learned from me. And I think being able to pull off the strengths of your team and learn from the team members and and put yourself in that position where they get to teach you. I think that just builds that more authentic relationship with your team and puts them in a position where they're very comfortable asking for your help when the time comes that they made it. Unknown Speaker 13:26 That's awesome questions questions questions, and Unknown Speaker 13:32 I thought that I thought about the like the almost making you her be kind of have let out a little giggle, you'll laughter as you did that and I thought about this because just as a geek who studies the psychology of sales. And I believe that's actually like almost like a root level a very base level like a agreement is like when someone chuckles there they're saying that that's true. And just by default the psychology of that moves them into more agreement with the rest of what you would say, as well so what a powerful weapon. You have their tongue to get, talk to me about delivering difficult messages. Again, I know you know it's one thing where you have someone on your team that you know you have to talk to what about if it's a client What about if it's, it's high stakes. I have seen people wilt in this place I've seen people avoid it. And actually it's almost like a, like a tumorous situation that affects not just what's happening in the office but at home or how, how does Tara Erickson deliver difficult messages. Unknown Speaker 14:44 I believe in. Unknown Speaker 14:47 As soon as something is on your mind, or a heart isn't sitting well I don't sit on it, it comes it comes out my mouth and I did it, but I make sure that every introduction that I have with somebody who is new that I'm going to be working closely with that there's one thing that you are going to love about me that you're also going to absolutely hate about me, and that is that you will know at all times, what's going on in my mind, I will let you know when you are doing well i'm going to be very quick and over the top of my appreciation I'm going to make sure you hear that I'm gonna make sure other people know you'll know immediately if we're in the middle of you're doing a presentation and you're nailing it I'm not going to wait to the end I'm going to shout out to the presentation, you're nailing this this is going great, but I'm also the rare moment that that. Gosh. Tell me, tell me how you feel that, that, that, that came across, you know, did you see the look on that. I'm going to call it out immediately which something happened that I don't think went well. I'm not going to sleep on it overnight I'm not going to let it do. We're going to talk about it right away. And, and some people really like that immediate feedback and and some people don't. But that is one thing that is, you're going to get from me. Now, I will tailor how I deliver that message based on how each person, I think is going to receive it. I'll try to be very sensitive and how I deliver it. Honey, I think being. Unknown Speaker 16:21 Give me an example of how you would tailor a message like like that. Unknown Speaker 16:26 Hey thanks for being someone who was on this journey of purpose, with me, and I am with you my friend and I've got something for you. Have you ever been moving towards purpose and Unknown Speaker 16:39 I think it depends on how you have to know the person. For me, I don't want sugarcoating it if you are going to say something to me Donny I want you to say, hey, Tara, the way you just did that presentation or that statement that you just made that now I may have that will do the wrong way I wish you had said it this way. I like the director approach. But there are some people who, that would, you know, they wouldn't be able to receive it being so direct so instead I've asked them a question. Tell me how you feel that presentation would give me in your mind, you were you looking, you know, john doe in the eye, when you said that what did you see on their face, how do you think they received that some people need it, they need to be the one to come out with it as opposed to hearing it so direct, but the only way you know that is by spending time and getting to know, getting to know your team members. That's critical Unknown Speaker 17:31 that's that's a key question that you just asked there instead instead of just jumping right into it. a lot of us want to just solve the problems and listen. We don't get to leadership by being dummies. Right. And so we see the answers a lot of time if that's our burden sometimes we see the answer, but it's not about you having the answers. It's about helping other people have the answers. It's not about you getting things done it's about you getting things done through other people's you actually have to allow for that time for them to come to the answer and that masterful question of what do you say How did you feel what was the question. Unknown Speaker 18:08 How did you feel how that was yeah Unknown Speaker 18:10 how do you how do you feel that presentation when or, you know, when you I use this quite a bit is this normally you know when the presentation started going bad by the look on the customer or the, you know, or your comment in the meeting didn't hit the team members right by the look in their eyes. So, you know, at what point did you see the expression change on the person who you are communicating with and see if they picked up on some of those nonverbal cues to, but ultimately the goal is just to ask questions so that they are coming up with the areas that they could work on as opposed to it coming directly from you. But Donny The bottom line is, you're just what you're trying to do is deliver true and honest feedback promptly. Whether you know it's positive or it's constructive being very, very prompt in sharing that information and then trying to deliver that feedback in a way that the person you're working with, is able to receive it. Unknown Speaker 19:14 So good. That's so good. I'm gonna I'm gonna change directions a little bit Tara because I know that and this is gonna be like a, like a three pronged thing but all these things kind of blend together. Okay. Um, there are a lot of people who wake up across the nation who have essentially been building a team, the way that they've been told to do or maybe they haven't been told how to do anything and they just like they're just duct tape and stuff together, but they don't enjoy the people on the processes that they've created, whether they created it or someone else created it or you know whatever so I want to dangle that one out there for a second. In, I guess the connection of that is I guess first creating instead of having that scenario How do, how does one create a team that they love waking up to and walking in and serve every day. And on the long side of that is, how do you get people to own the vision Unknown Speaker 20:16 of of where you're going. So I guess those are maybe it's a two pronged question there. Unknown Speaker 20:22 Yeah, there's a lot to unpack there because sometimes you don't have the ability, in many cases, you don't pick your team. And you, you do walk into a situation where there's an established team and it's not necessarily a healthy team. And my answer to that would be very quickly diagnose why it is unhealthy and make the change that needs to happen quickly. And that might be that there's one team member that needs to be removed from either that department or that team are removed from your company, because they are not following the vision of the company or they're just just bringing negativity to the team. And then, then you've got to get in there and start playing with your team and have the office, go and have a good time. Get to know your team members get to know what makes them tick I just recently that exact situation happened I joined a new company, the sales team doubled in size, right before I retired so my team was already in place. And the first thing I wanted to do was I need to get to know each of you. Let's get out of the office, let's go get on a boat let me drag you behind the boat on the tube and go, you know, sit in the lake and get to know each other I want to do do kids you have a dog Are you married or where are you in life and what makes you tick and what are your hobbies and what do you like to do. You have to start there I really think you have to so many people in business, do the opposite, they think Nope. This is business and we're going to keep it all professional we're not, you know, I don't want to know what you do on the weekends I just want to know, you know the the numbers, you're going to put up. And I think that's one of the, one of the biggest mistakes that we make is, you have to play you guys have you have to play with your team you have to gel and to become a team you need that time to get to know each other. Unknown Speaker 22:15 That is so I think Unknown Speaker 22:19 that's the fun part of what we do. Right, so okay so i did I don't know if I addressed all of that. Unknown Speaker 22:26 Yeah, I'm gonna I'm gonna come so let me ask you this, so like so you come in, you find this team you get to know them, how do you get them to. Let's just say so own division in it sounds like you're telling me that you need to own a part of their vision or at least know where they're coming from. And I guess like maybe even going into, like, how do you create a culture of higher level of accountability. What does that even mean to you. Unknown Speaker 22:49 Well, let me, let me address the vision part first because I think that is. I think that's really important and it is something that you have to be amazingly boring and incredibly consistent with explaining where are we headed. What does tomorrow look like at our company, why are we doing what we're doing. And and I can always take a peek around the corner and see what tomorrow looks like, just to make sure we're all rowing in the same direction to make sure that we know we actually have a future together at this company, and that the work that we're doing on a daily basis is, is there's a destination in mind we're headed somewhere, and what can't be said one time, and has to be said in multiple different ways, it has to be a part of your update on you know where we are right now, always have to end with a sentence about where we're going. So, almost definitely on a weekly basis, talking about tomorrow what the vision is for where we're headed and why we're doing that. But even whenever possible during every one on one conversation, having some way, a creative way of bringing in the vision of what tomorrow looks like. I think that's really important. On a separate topic, accountability, I feel is is creating an environment of accountability is almost separate from vision. To me, that is goes back to being really open really transparent and very direct. I like to make sure everybody knows that. Diego what the expedition. This is the expectation, this is, this is what has to get done. Now, do I have to buy it, you understand why we're doing that. Sometimes you're going to get the buy in most of the time you'll get the buy in every now and then you'll have to say, Okay, I know you may not be voted on it but I still this is this is what needs to get done. So, just clear expectations up front, because it is not fair to hold people accountable. When they don't have an expectation that's clear. And, and I've gotten that wrong in my past, where I, you know, hold somebody accountable and they said well, but you never asked me but I didn't know that was what you needed from me. Because the reality is Donnie most of us, if we know what the expectation is and we know what our what our leader needs from us, we want to, we want to please we want to do that we want a pat on the back. We want that Attaboy or that had a girl. So you'll lose don't you avoid the difficult accountability conversation. Just by being clear on what the expectation is. Unknown Speaker 25:39 So getting your oil change right it's it's it's not a problem at if you keep maintaining it. Let me ask you a question if you're driving down the road, and your team of course going allegorical here, your team or the tires you get a wobbly tire, you get someone who is maybe they're sour grapes maybe they're just not accountable maybe they're not living up to their end of the bargain How did you write the script comes Tara Erickson Unknown Speaker 26:05 get things moving in the right direction. Unknown Speaker 26:12 The first thing I would do is sit down and talk with that team member. One on one door closed on the phone nobody around, whatever, whatever environment you can get in so it's private. And I would say, do you remember two months ago, when we sat down and we were talking about what the business need was and what the expectations were. And I get them to remember the conversation. Remember the document remember the follow up to it, whatever it might be, I put them right back in that moment to make sure before I tell them, Look, you're not meeting my expectation. I want to go back and make sure they remember that the expectation was set, because it might be my fault, they might be that I cleared my communication. It might be that I thought I set the expectation that I thought I rocked that and nailed it and they knew where we were going, and we were all you know it sounds great, we're all going in the same direction. But maybe I dropped the ball there and maybe it was my fault. So the first thing I want to do is let's go back and find out guild member the expectation. Now what they do remember the expectation, the conversation goes in a different you know I'm not going to fall on the sword and say I'm sorry that was my fault I was unclear if the expectation really was clear now it's a different conversation. And it's a direct conversation. You know john doe I, that was the expectation, but this is what I'm seeing. And it's not measuring up Can you help me understand why. And I want to ask Do they not have the resources that they need. Did they not you know was there, the workload allocation was it about appropriate. Is it something going on at all that I don't know about that's distracting and causing it to be a problem. Is it that they don't have the competency so they just don't have the core skill set or the core competencies to do it. So I think that there's a you know you have to identify what is the reason why they exist that they're just too lazy and they're not, they don't have the right work ethic, but the workload that I've given them, and and then you can take the next step, but I think, again, you'll see a reoccurring pattern with me blow that wide open and just be direct and peel back that all unit say let's lay it all out on the line and I want to let you know it's not working out now why isn't it working so that we can then talk about the solution. Because I, I, I said really, really high expectations for my team. But I also am surrounded by incredible palette. And normally my expectations get blown away because what I thought they were, how I thought the project would turn out when I get somebody who's smarter and better and brighter than me that had up that project. The project turns out even better than I could have imagined. So a lot of times there's Ei tried to do things to avoid having to have this accountability conversation. But when I have to have it, it's going to be correct. And, and, and very transparent conversation. Unknown Speaker 29:23 I love it, I love it, this is, this is right it's like Teddy Roosevelt, saying that in any situation. The best thing to do is the right thing. The second best thing to do is the wrong thing. And the worst thing to do is nothing and I'm hearing Tara Eric's and just like I'm just gonna go here I man I'm, like, Whatever, let's just get this thing done and out there. Listen, leaders out there. Transcribed by https://otter.ai