Podcast appearances and mentions of Patrick Lencioni

Why do so many successful leaders struggle with the feeling of "not being enough"? And how can leaders shift away from a scarcity mindset?In episode 243 of At The Table, Patrick Lencioni and Cody Thompson explore the pervasive feeling of inadequacy among leaders. They discuss how a "not enough" mindset can drive individuals to seek validation through constant achievement. The conversation emphasizes the importance of vulnerability, self-awareness, and shifting from a fear-based to a joy-based approach to life and work.Topics explored in this episode: (0:49) The Prevalence of "I'm Not Enough"* Many leaders share a common feeling of inadequacy, often tracing it back to their youth. * This feeling can create a cycle of constantly striving to prove yourself, hindering your ability to find satisfaction in accomplishments. (5:04) The Impact of Vulnerability* Sharing your feelings of inadequacy with others can normalize these experiences, encouraging them to acknowledge their own struggles and seek support. (9:07) The Scarcity Mindset* Believing "I'm not enough" can lead to a scarcity mindset, affecting your perceptions of time, success, and resources. (14:23) The Illusion of Control* The pursuit of control over outcomes can lead to anxiety and prevent you from embracing the present moment. (18:36) Finding Peace in the Journey* Reframing your perspective can help you foster a sense of peace. * Embracing the journey and finding joy in the process can lead to greater fulfillment than solely focusing on the result.This episode of At The Table with Patrick Lencioni is brought to you by The Table Group: https://www.tablegroup.com. We teach leaders how to make work more effective and less dysfunctional. We also help their employees be more fulfilled and less miserable. At The Table is a podcast that lives at the connection between work life, leadership, organizational health, and culture. Subscribe on Apple Podcasts (https://apple.co/4hJKKSL), Spotify (https://spoti.fi/4l1aop0), and YouTube (https://bit.ly/At-The-Table-YouTube). Follow Pat Lencioni on https://www.linkedin.com/in/patrick-lencioni-orghealth and http://www.youtube.com/@PatrickLencioniOfficial. Connect with Cody Thompson https://www.linkedin.com/in/cody-thompson-a5918850. Be sure to check out our other podcast, The Working Genius Podcast with Patrick Lencioni, on Apple Podcasts (https://apple.co/4iNz6Yn), Spotify (https://spoti.fi/4iGGm8u), and YouTube (https://bit.ly/Working-Genius-YouTube). Let us know your feedback via podcast@tablegroup.com. This episode was produced by Story On Media:

What if you could retain the doors you manage even when your owners decide to sell? What would that mean for you and your property management business? In this episode of the #DoorGrowShow, property management growth expert Jason Hull sits down with Lior from Blanket to talk about how property managers can retain doors while also helping investors grow and add more to their portfolios. You'll Learn [02:59] Property Managers Can Become Asset Managers [11:13] Valuable Lessons Learned from Tough Situations [25:40] How to Move into More of an Asset Manager Role [37:25] Reducing Client and Retaining Clients [47:51] Helping Your Investors Grow Their Portfolios Quotables “You have to be very robotic, very technical, and that is one of the most important skills that really allows me to face difficult, you know, decisions in life, especially in business, without taking them personally.” “When you are rational and you're not driven by emotions, that actually allows you to be a lot more, you know, empathetic and kind and caring.” “There are no failures in life. There are only challenges, and every challenge is an opportunity for success.” ”Why be so focused on the failure if you can be focused on the lesson that you're going to learn, even before you even know it?” Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript [00:00:00] Lior: The combination of these two, this is what allows you to be that ultimate asset manager to your clients. That can help your clients, optimize their portfolio and generate more cash flow, but on the other hand, help them make more money by expanding their portfolio, buying more properties, and growing it. [00:00:18] Jason: Welcome everybody to the DoorGrow Show. I'm Jason Hull, the founder and CEO of DoorGrow. We are the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. [00:00:31] Jason: For over a decade and a half, we have brought innovative strategies and optimization to the property management industry. At DoorGrow, we have spoken to thousands of property management business owners, coached, consulted, and cleaned up hundreds of businesses, helping them add doors, improve pricing, increase profit, simplify operations, and build and replace teams. [00:00:52] Jason: We are like Bar Rescue for property managers. In fact, we have cleaned up and rebranded over 300 businesses and we run the leading property management mastermind with more video testimonials and reviews than any other coach or consultant in the industry. At DoorGrow, we believe that good property managers can change the world, and that property management is the ultimate high-trust gateway to real estate deals, relationships, and residual income. [00:01:17] Jason: At DoorGrow, we are on a mission to transform property management business owners and their businesses. We want to transform the industry, eliminate the bs, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now let's get into the show. All right, so today I'm hanging out with Lior. [00:01:37] Jason: How do you say your last name? Abramovich?  [00:01:42] Jason: Abramovich.  [00:01:43] Jason: Abramovich. Man. I butchered that one. All right. So with Blanket, he's repping it on a t-shirt, if you're seeing the video version of this. And so, Lior, we've had several calls, hanging out and you're just a really cool guy and we've really enjoyed hanging out. [00:02:01] Jason: Yeah. We've really enjoyed hanging out. He's given me a heart shape with his hand for those listening. But I haven't had you on the podcast yet, have I?  [00:02:09] Lior: True. This is the first time.  [00:02:11] Jason: Yeah. That's so odd to me. Usually people start by doing the podcast with me and so we're doing the reverse. [00:02:17] Jason: And you're a sponsor at DoorGrow Live, our conference coming up. Thank you. And we're really excited to have you there. One of our vendors said it's the only conference he still attends now. That's it. He's like, "it's the one I get the most value from learning, and the other ones just aren't worth the, you know, paying to go be a vendor there." [00:02:36] Jason: And I'm like, okay, cool. So hopefully you get some benefit from doing that as well. So I'm excited Lior to expose people to Blanket because I think it's very complimentary to our vision and what we do at DoorGrow in helping grow property managers. And I would call it like a client retention platform, but maybe you describe it differently. [00:02:57] Jason: But before we get into that, why don't we give some background on you and why don't you tell everybody how you kind of got into entrepreneurism, then got into property management and give us some backstory. We need the origin story of Lior.  [00:03:11] Lior: Will do. I'll try to make it exciting and interesting. [00:03:13] Jason: Okay.  [00:03:14] Lior: I started from real estate. I didn't start from the tech side or from, you know, the startup world. I started as an investor. I bought my first rental property in Atlanta, Georgia when I was about 18 years old. So started quite early with a lot of inspiration from my mom, which is my role model in life for pretty much everything. [00:03:33] Lior: And at that point in time, I actually was doing that investment from Israel, thousands of miles away. This is where I was born and raised. I actually moved here to the States just about a year, yeah, exactly a year ago. Moved to Miami, Florida. After just, you know, living on the line, flying back and forth almost every month for multiple years, but in that first stage of like my, you know, real estate, I would say career, at that point I also started my active duty service in the Israeli Navy. [00:04:05] Lior: So I'm a graduate of the Israeli Naval Academy, then served for almost nine years as a naval commander commanding hundreds of soldiers, officers, and combat soldiers in quite intense and interesting situations I would say. That's a whole topic that we can talk about for hours in another podcast. [00:04:25] Lior: Yeah. Episode.  [00:04:26] Jason: Interesting. I didn't know that about you.  [00:04:28] Lior: Yeah. That was quite an intense nine years and definitely shaped me as a person and as an entrepreneur as well. Most of what I know, most of what I do, most of what I act upon is pretty much majority, you know, of what I learned and implemented in myself as a person in my qualities, in my values, in my worldviews through that time in the Navy. [00:04:52] Lior: And, you know, before that, before like that step of buying that first rental property, it's not like it came from out of nowhere. You know, probably I started as most of our listeners today by reading the book Rich Dad, Poor Dad by Robert Kiyosaki when I was about 13 years old. Again, my mom gave me that as a birthday gift at 13 years old. [00:05:14] Lior: And to me it was fascinating, this whole concept that you can, you know, like make money from like a property that you actually took money from the bank to pay for it, and it pays for itself and it makes some extra money. So this whole like very, you know, conceptualized plan was very interesting to me. [00:05:35] Lior: And I said like, this is something I would like to do at some capacity in my life. Especially because the fact that I was born for a family of immigrants, my entire family came from Ukraine to Israel. So we didn't have, you know, very good financial you know, let's say position in life as most immigrants do. [00:05:54] Lior: And my grandparents don't have, you know, today also a pension plan that, or that's how we call it in Israel. And here we call it 401k. So they don't have that. And to me, real estate was always a way to take care of my loved ones, to take care of my grandparents, to be able to at least give them one rental property that can enable them stable, and I would say secure financial retirement, and just really retire with dignity, retire safely. And that was like the big why behind everything I'm doing. So. Quick, you know, fast forward nine years in the Navy, kept doing real estate throughout that time. Helped a lot of my fellow naval officers to buy properties in the United States. [00:06:38] Lior: Okay. And then started working for a big investment firm in the United States that was doing build to rent before build to rent was a thing. You know, today, you know, people are talking about build to rent is with this cool name, but back then we just called it new construction you know, for investors. [00:06:52] Lior: So we were one of the largest operators in the Southeast. We were one of the largest operators, specifically in Georgia and Alabama. And I started there as their head of acquisitions quickly promoted to vice president of business development, overseeing our entire operation from due diligence, meaning land acquisition development, and then, you know, disposition and sales and marketing. [00:07:14] Lior: So, really had the opportunity to experience every part of the value chain of real estate investments from start to finish, seeing all the good, seeing all the bad, I had, you know, contractors that went bankrupt in the middle of a 300 property community. And I had very good stories as well. But that whole period of time of me working there for almost three years was the best school I ever got to really, you know, operate as an operator and manage an operation of hundreds of millions of dollars because in that time alone, I personally oversaw about $200 million worth of acquisitions and worked directly with over a thousand individual investors, mainly mom and pop investors, like most of you know, the clients of most of our listeners today. And the unique thing about it, and this is where Blanket sort of like starts to form up as an idea, the unique thing about my position in that company was that it had a very interesting model where. [00:08:16] Lior: All the clients that we sold properties to, which were clients, by the way, all over the world. We worked with buyers from Israel, Canada, Russia, China, Australia, like everywhere. You know, that was one of our, you know, major, I would say efficiencies, which we were working with a lot of foreign investors and we are one of the biggest drivers of that. [00:08:38] Lior: So we've seen pretty much everything in every one of those clients that we actually sell the property to we kept managing the relationship with them instead of the property manager. So think of that company as like an investor relations arm, right? Where you refer that client after we sell a property to a property manager partner that we worked with and we worked with a lot of folks and then that property manager is not talking with that owner. [00:09:05] Lior: No headaches, no nothing. We are managing that owner. So every time the owner has a question, he sends that to us and if we need, we escalate that to the property manager. If the property manager wants to convey something, he escalates that. So like he gives it to us and we pass it on to the owner. But the whole notion was that we will be their asset manager and this whole thing enabled me to see all the things that work and all the things that don't work when it comes to owner relationships and how property managers manage their owner relationships, especially with the things that are missing, which is what owners expect and what property managers don't provide, which leads in many cases to churn. [00:09:48] Lior: And that churn problem that today is pretty much the same as it has been 10 years ago, which is almost 25 to 30% annually. That's the average in the industry today in terms of how many properties we're losing today as property managers. So in that aspect, like you think to yourself, okay, what's causing that? [00:10:09] Lior: And that was the question that always led me to ask all my property management partners. Why are you losing so many clients? Like, we know we're doing an awesome job as your asset manager and you know, but like why is this a big problem in your business today? Yeah, and a lot of it was always due to owner sales or to owner experience, which we were solving a lot for because we were taking care of those owners. [00:10:33] Lior: So every time they wanted to sell a property, they told us and we were able to sell it inside the other, you know, the network of property owners and clients. And also when they... [00:10:43] Jason: if somebody wanted to sell property that was a client, you would be able to turn around and sell to one of your other clients so that you continued to keep the property, which is exactly awesome, which is a no brainer. [00:10:55] Jason: And I'm sure a lot of property managers like say that would be the ideal. That'd be great if I can do the sales, get those commissions, and still be able to keep the property in my portfolio. That would be really great. Exactly. Blanket helps do this, right?  [00:11:11] Lior: Yeah. We'll get to Blanket in a second.  [00:11:13] Jason: I have a question before we continue. You mentioned being in the military and being in the Navy and being Navy commander. I didn't know this about you. So what do you feel like that did to change you? How do you feel like you would be different if you hadn't have gone through that?  [00:11:30] Lior: It will be pretty much everything that I know and everything that I do. [00:11:33] Lior: But if I were to pick a few, I would say main things that were changed in how I view the world and how I operate, number one is being more rational than emotional, pretty much about everything. My mom even jokes all the time. She says, I'm like a robot, like you know, I'm not driven by emotions at all. [00:11:54] Lior: And that is one of the things that you have to sort of develop yourself into, when you're dealing with life threatening, you know, situations, you have to be rational. You have to be very robotic, very technical, and that is one of the most important skills that really allows me to face difficult, you know, decisions in life, especially in business, without taking them personally. [00:12:16] Lior: And, you know, it's business.  [00:12:17] Jason: I love, I love that idea. One of my favorite books lately is this book by a guy named Jerr, this philosopher, and it's called, The Wall Speaks and it's all about building a masculine frame. And it's being less emotional, displaying less emotion, and how that earns you respect and how that makes people around you, especially women, feel safer and everything else. [00:12:40] Jason: And this is something that just, if you are in very challenging situations. Like war, you know, military, whatever, like you learn this naturally. It's just, it hardwires it into you and. Yeah, exactly. Over emotionality is going to make a lot more sense. It's much more rational. So yeah, I think that's a great principle. [00:13:03] Lior: I would say even more than that, because probably, you know. The first thing that comes to mind when you hear that is like, oh, I don't want to be, you know, a cold person or a very, you know, apethetic person, like someone who doesn't, you know, acknowledge other people's feelings, et cetera. Sure. I say on the contrary, when you are very rational and you're not clouded by emotions, you are emotionally available to express emotion, to express care, to express, you know, concern about the other person in front of you, because you're not all centered in what you are feeling right now because something is, you know, bothering you and you're like all into that. [00:13:42] Lior: Instead, you are able to look at the other person in front of you and think how they're feeling. Think what, you know, what can help them feel better. So like when you are rational and you're not driven by emotions, that actually allows you to be a lot more, you know, empathetic and kind and caring. [00:14:00] Lior: Because you're not centered on what you're feeling and what you're experiencing, then you can really be thinking about the other person.  [00:14:07] Jason: Yeah. I love that. I think in order to reach that space, like it talks about in the wall speaks, we have to get out of this mode of trying to please everybody and trying to please others. [00:14:17] Jason: And so when we're so concerned about how everyone feels about us and we're too concerned about emotion, then we're trying to please everybody. So I love this idea this first point of rationale over emotion. This is super important in business. [00:14:31] Jason: And I love the idea that it actually enables you to be a better leader, to be able to take in and take into account other people's emotions and to see things from their perspective, because that's a more rational viewpoint than getting overly, you know, steeped in your own emotion and which blinds you to what others are feeling and what others are experiencing. [00:14:53] Jason: So you said that's number one. So I'm guessing there's a number two.  [00:14:55] Lior: There are, there are a lot. There are a lot more, but we'll keep to the I would say to the big ones. Yeah. The second thing is this very strong belief. I would say almost religious belief that there are no failures in life. [00:15:12] Lior: There are only challenges, and every challenge is an opportunity for success. Love it. That whole perspective. Well, it takes time to really live by it, but once you live by it, you don't have stress, you don't have, you don't worry about stuff. On the contrary you're getting excited about things that don't work. [00:15:33] Lior: You're getting excited about, you know, things that you would normally call failures because you're excited about what's on the other end of that. What's the lesson to be learned and what's the improvement that you're going to bring? So instead of. Being concerned about this thing right now, that it's not working. [00:15:50] Lior: You are excited, positively about what is going to happen after that because it's going to make you better. It's going to make your business better. So like this whole notion of understanding that at the end of every problem, challenge, failure, that some people might call, on the other side of that, there's always a good side. [00:16:13] Lior: Like think of it as like a coin, right? Like that's how I try to see, you know, failures in life. On one side you see the failure, you know, as some people would call it. But on the other side is the lesson, and every failure has that lesson. So why be so focused on the failure if you can be focused on the lesson that you're going to learn, even before you even know it? But you know there will be something there. You know you will be better. You know your business will be better. So let's get excited about that.  [00:16:40] Jason: Yeah, I love this idea so much. I often say I either win or I learn.  [00:16:46] Lior: Exactly.  [00:16:47] Jason: There's the only way you lose is if you quit or you give up. That's it. Like, so I either win or I learn. And I love this idea that, you know, after every struggle or failure or uncomfortable emotional experience or challenging, you know, thing in life, if we don't learn from it, then yeah, it's just trauma. It's just a problem. But if you learn from it, it becomes the bricks by which you build your character, by which you build a whole new life and a whole new self image. And if you learn from it, you're destined to not repeat it as well, which is nice. So you learn the lesson. Exactly. [00:17:23] Jason: And I think, you know, God and the universe keeps giving us the same lessons over and over again, maybe in stronger and stronger fashion until we finally learn the lesson. And I think going along with these two points, which relates heavily is being open and willing to take feedback from others, you know? [00:17:42] Jason: And so one of the things that I've, realized is that feedback a lot of people think is painful, and it can be really uncomfortable, but I've noticed that when I go to my mentors and I'm open and vulnerable to getting feedback. Sometimes, you know, it can cut pretty deeply, but it's good medicine and that's where I have the most growth and learning. [00:18:00] Jason: And so I've learned to actually love and enjoy the discomfort of feedback. And so I seek it now. Then I collapsing time on my learning. Yeah, and I'm experiencing the discomfort in that and, but I know that there's benefits to that because now I can see something that I was blind to or I'm experiencing something that I didn't realize. The reason I hire these mentors is because they're at a vantage point in some sort of area that they're ahead of me. And so being willing to get feedback takes somebody that's willing to be really rational and it takes somebody that's willing to see that there's no failure. You are not bad, sick, and wrong because somebody pointed out something that you're doing that's bad, sick, and wrong. Like that means now you have an opportunity to change or improve, which is good news. [00:18:43] Jason: It's like the best news ever. Yeah. Love this  [00:18:46] Lior: 100%.  [00:18:47] Jason: That's why we get along, Lior. You and I have just been through enough shit to learn some lessons, so. Hell yeah. So cool. Do you have a third one for us?  [00:18:55] Lior: Yeah, let's do a quick one. Leading by example. Okay. Is number one. And I'll actually give a quick story here just to explain how powerful that is. [00:19:06] Lior: And I think that's also really important for, you know, all of our listeners for property managers. Because in my first assignment in the Navy as a commander, I was assigned as a chief engineer, meaning I was in charge of the mechanics department. These are all the folks that are working the hardest. Like, think of them as like your maintenance, you know, contractors. [00:19:26] Lior: These are the folks who are going in fixing plumbing, fixing AC systems and like heating systems, like getting really dirty, you know, and like crawling underneath engines filled with like gasoline and stuff. It's like the hardest job in, you're doing the worst,  [00:19:44] Jason: worst job. It's like Mike Rowe's show Dirty Jobs. [00:19:48] Lior: Yeah. I don't want to be too explicit and vivid. But you're dealing with like pipes of like things that you know Sure. We use for other things stuff and who knows.  [00:19:56] Jason: Yeah. Okay.  [00:19:57] Lior: Exactly. It's bad. It's bad. Yeah. So anyways, so on when I was first assigned as the chief engineer, so the chief engineer in the ship is like the second to the commander. [00:20:07] Lior: Like if the, something happens to the commander of the ship. I'm taking command. So, you know, you have your respect and your sort of like, honor just with the title, you know? Yeah. It comes with it and you can walk around like, you know, like a peacock. Very proud of yourself and, you know, I'm like, I'm the boss. [00:20:25] Lior: I'm the big man or whatever.  [00:20:27] Jason: Yeah.  [00:20:27] Lior: Or you can do some other things. And for example, what I did on the first day of me getting, you know, onboard the ship and, you know, getting the role and getting command of the ship. So the first thing that I did was like every day we have like an hour at the end of the day that we're cleaning the entire ship. [00:20:46] Lior: And part of cleaning the ship is also for the mechanics department. Is getting below the engines that run the ship and cleaning all the oil residue that builds up there. So you have to literally, you know, take a lot of like cloths and sheets and just like, dive into the oil and just push it out. [00:21:04] Lior: Wow. So like you get out black, like completely black. And normally the ones who are doing it are the youngest, you know, mechanics and the youngest soldiers on the ship because it's like, you know, it's a newbie. Don't have seniority.  [00:21:16] Jason: And they're new and you give them the worst job. They get the shit job. [00:21:19] Lior: Exactly. So what I did, I went and got beneath the engines myself. Yeah. And it, it became a show. All the soldiers came to watch. Oh man, the chief got beneath the engines. He's crazy. What is he doing? It was a shock, but nobody forgot that. Like my soldiers up until today, were like best friends or like my little brothers, they remember this until today, this little thing that I never done after that again, by the way, I did it once. [00:21:48] Lior: Yeah. But they never forget it. And that sets so many examples in terms of what I expect from them in terms of ownership, you know, and values and teamwork and not being afraid to take on, you know, jobs that, that are like beneath me or whatever. That was such a powerful message without me even saying a word. [00:22:08] Lior: Yeah. So think of yourself as a property manager. Like what things you can do like that, that you need to do only once maybe in your life, you know, and show your employees that you're not afraid to get dirty and do the hard work and really show them that nobody should be feeling that something is beneath them or like it's not, you know, to their level or whatever. [00:22:31] Lior: Like if you are doing that, like who am I to, you know, raise any objections of doing something? Like I'm not the company owner and if the company owner is doing that, I better do that. Right? So  [00:22:44] Jason: yeah, that's a great story. Great example. I. You know, it's a great display of leadership. There's a really good book kind of about this principle called The Motive by Patrick Lencioni. [00:22:54] Jason: And in he talks about how there's two types of CEOs and there's the CEOs that think because of their position, everybody owes them everything. They're king, they deserve everything. And they end up having organizations that have a lack of ownership, a lack of accountability, and a lot of problems. [00:23:10] Jason: Because they think they're superior to everybody else. And then there's the CEOs that have the right motive and they understand that they have the worst job in the company because their job is to do anything that's not working and to step in anywhere that there's a problem and they need to be willing to, like you talked about, get dirty and start, like help out at the bottom if that's what the business needs to get clarity or to fix things or to figure it out. [00:23:38] Jason: And so being able to display that is a powerful thing. Like it reminds me the other day, I'm training some setters right now to do some cold calls for us, do some outreach to property managers. because we're like. The best kept secret in property management. Not all our people have heard of DoorGrow still, and so we're having them do some outreach and they're like, oh, it's really hard. [00:23:56] Jason: I don't know how to deal with gatekeepers and all this. And you like the subtext says, Jason, you don't understand. This is difficult. So I'm like, cool, let me do it right now. And I picked up the phone and they were watching me on Zoom and I'm cold calling and doing it. And the second call I got first was a voicemail. [00:24:11] Jason: I'm like, here's how to leave a voicemail to get them to call you back. And then the second call was a receptionist. And I connected with her. I made her laugh. I got info from her about the business owners, what their challenges are. Oh, there's two business owners. Okay, cool. And I got all this information about how many doors they have, everything about the business because I was nice to the receptionist and treated her like a person. [00:24:34] Jason: And and she was helping me out. She wouldn't give me their cell phone numbers, but I got everything else I needed so we could call back. And I'm like, cool. Did you see how that went? And they were like, well, it's really cool. So yeah, when we're willing to step in and show them how to do something, it can break some of their preconceived ideas, their perceptions, and so yeah, they see a leader and they're like, oh, well the leader can do this and the leader can do this well. Be cause if everybody underneath you is like, yeah, but he's never done this hard stuff, or he hasn't done this, and they're like. There's always that story. Well, he did that worst job, like he was pushing, they're like, what? Yeah, first day? I mean, it speaks volumes of character and it, yeah, it makes your leadership much easier. [00:25:19] Jason: That's kind of the equivalent of people say, if you get thrown in prison, go fight the biggest guy there, or something like this. Right? And that was the most challenging thing that nobody thought you would do, and you went and did it. And so, yeah, you earned respect. And you know, leadership has to be born out of respect. [00:25:35] Jason: So these are great principles. This was valuable in the podcast alone. So let's move on to getting into Blanket. And I think this is a game changer. I think every property management business owner should be using Blanket every single one. It's an absolute no brainer. It helps them retain their clients, well retain the properties. [00:25:58] Jason: So basically keeping their portfolio, even if the owners are leaving and it gives them access to a network of investors. And there's just so many benefits. So I'll let you tell everybody about it because you probably know a little bit more than I do, so.  [00:26:12] Lior: Sure. Thanks. Sure thing. I'll actually do I normally have, you know, the whole spiel and the features and what we provide and whatever, but I think if we already started on such a inspiring, I would say, note to the, to this episode. [00:26:25] Lior: I'll start with the why. With why we're doing what we're doing, because I think it's important and we, and I think we're not doing a good job maybe at explaining the why enough in pretty much everywhere we go about, yeah.  [00:26:36] Jason: People don't buy what you do. Simon Sinek says they buy why you do it. [00:26:39] Jason: So, exactly. Let's into the why behind Blanket. Why does Blanket exist? Yeah.  [00:26:44] Lior: So the overarching premise is that. Today there is a very big, I would say, failure or gap in the market in our single family rental market. When you look at other asset classes, when you look at commercial, when you look at, you know, multifamily, industrial office, any investors in those asset classes have an investment manager, a professional investment manager. [00:27:13] Lior: That provides them, you know, quarterly, you know, reports provides them with strategy sessions about their next capital, you know, allocation about their disposition. Yes, they have someone to guide them in a very professional way to their goals and to and to match their needs. The only asset class, the only asset class that does not have the function of an investment manager is single family. [00:27:40] Lior: Yeah. And that's especially the asset class that needs it the most because 99% of all single family rental owners are mom and pop investors. Institutional players own, roughly, depending on which source you're reading, but roughly between one to 2% of all the single family rental properties across the country. [00:28:02] Lior: The most is owned by mom and pop investors. The people who need that guidance the most. And they don't have that, which is why they're making mistakes, which is why they have maybe sometimes, and I bet all the listeners can agree some unrealistic expectations of what a property manager should do. And that creates a big gap that the only one losing or not the only one, but like the two people that are losing from the situation is that mom and pop owner and us, the property manager, because we then lose a lot of clients. [00:28:36] Lior: And it's sort of like this identity crisis where we as property managers are perceived as service providers, as rent collectors, as toilet fixers, but we are held accountable as if we're the investment managers. Like, you know, why am I losing so much money on this property? [00:28:57] Lior: It's all you. It's all about you. You didn't, you know, collect the rent. You didn't rent it on time. Yeah. Why it's vacant. Like with all due respect, you are the one who bought this property. You know, you bought it in this problematic area. You bought a very old property that never replaced the roof, never replaced the ac, and it is a very bad shape in a very bad neighborhood. [00:29:17] Lior: Like there is a limit to what I can do for you at the end of the day. But the problem is that we as property managers, we're stuck in this middle where we are held accountable. As if we're their investment manager, but we're perceived as just a service provider, which is the most difficult position to be at. [00:29:34] Lior: Now, how does that connect to our why? When I started doing real estate again, remember that like my personal why my grandparents, right? I wanted to build a real estate portfolio that will allow me to give them at least one property from which they can live off. To act as their pension. Sort of like plan. [00:29:53] Lior: And as, as more as I grew up in this industry as an operator, as sort of like a property manager without all the headaches of operation, you know, just acting as the owner relationship manager. I understood that if there was a platform, you know, back then when I was just dreaming about it, if there was a platform that will empower the property managers to become investment managers for their clients. I know that my parents and my loved ones can be in good hands because if those property managers that manage my grandparents' homes can tell them what to do based on, you know, what's happening with the property, when should they renovate, maybe, when should they sell, when maybe when should they refinance and cash out? [00:30:40] Lior: Or maybe when should they buy another property or any other question that is sort of like surrounding the investment life cycle or the investment journey, right? I know that their sort of like goal of retiring financially safe can be handled because there is no one else who will take care of that. The agent who maybe, you know, sold them that property, he has no vested interest in the long term. [00:31:05] Lior: He's doing a transaction and he's done. Out. The lender, same thing. He got the origination fees, he secured the loan, he's out the window and they're out. Nobody besides the property manager has a long-term vested interest in the wellbeing of the property owner. So for us, this is what motivates our entire team. We understand that if we'll be able to empower our partners, our property managers into investment managers, we will take care of our loved ones. [00:31:36] Lior: We will make sure that they will be in good hands and this is the why, because there is a gap that only property managers can fill. And this is that the gap of a missing investment manager for the investors that are the least experienced, that need the guidance the most, this is what we wake up for, this is what we work for. [00:32:00] Lior: This is everything that, you know, leads in every decision making intersection or like point in our company's life cycle. Yeah, I love it.  [00:32:08] Jason: This is why we come to leaders. This is why people come to a property manager. They're looking for leadership, they're looking for guidance. And when you're at that peak of customer satisfaction, customer service, that's where you are an advice giver, where you're giving advice, not just like the title of this episode is from Rent Collector to Asset Manager, and the idea is: [00:32:32] Jason: if you can go from just being somebody that keeps the rent coming to helping them manage the asset, you are already head and shoulders above other management companies. So if you can present yourself as an asset manager, and I've had a podcast episode with a client who's very good at doing this, he is able to assess their property. [00:32:51] Jason: We have this really cool tool called the ROI calculator. He'll help show them whether it's performing properly, what the long-term benefits are. What the tax benefits are, and so he can help them assess the property and they already just view him as an expert instead of wanting to work with any other management company. [00:33:08] Jason: So a lot of you feel like you're competing with other management companies because you're doing cold lead marketing stuff that probably doesn't work very well. And if you're doing that, reach out to DoorGrow, we'll help you fix that problem. But there's plenty of business out there. There's no scarcity. [00:33:20] Jason: But if you do feel like you're competing with other companies, one way to set yourself head and shoulders above the rest is to no longer be a property manager that just collects rent and coordinates maintenance, but to be an asset or portfolio manager for this investor. So, how does Blanket help with this? [00:33:37] Lior: I think we nailed it. We are right on point. And I love,  [00:33:40] Jason: I love it. I mean, everyone needs to realize this is the motivator. This is the reason. Because property managers, if you want to have an easier time closing deals, you want to retain clients, keep clients trusting you, and if clients trust you as an asset manager, they're way more hands off. [00:33:56] Jason: They don't try to manage the manager, they stop trying to micromanage you because they look at you as the advice giver and as the advisor instead of thinking, this is just somebody that works for me that I now need to manage and make sure they're not stealing from me and they do it my way.  [00:34:11] Lior: Exactly. [00:34:11] Lior: So we are really tackling this mission from two angles and the understanding here is that. As you said, if you are acting as a trusted advisor, if you're acting as an asset manager and your clients appreciate you as one, you will have less churn and you will grow a lot faster. So when we're thinking about these two, you know, functions of your business, on the one hand churn and on the other hand, growth, these two things always go together in property management. [00:34:47] Lior: Why? Because if we're looking at the average,  [00:34:49] Jason: and let's explain churn real quick for, because some people, this is a new term for them, they're like, what does this mean? Churning? So churn means you're losing business, you're losing clients, they're churning out. So this is the rate at which you're losing clients every year. [00:35:03] Lior: Exactly. Exactly. It's how many doors you lost technically, again, no matter what the reason, but like you lost the door, you know that's churn. So in property management there is a very unique and frustrating thing is that you'll always have churn. You can never lower to zero. Why? Because life happens. You might have a client that's super, super happy with what you're providing. [00:35:27] Lior: He loves you. He loves the relationship, he loves the service. He's getting everything from you, but suddenly life happens and he needs the money, he needs to sell that property, unfortunately. It has nothing to do with your performance, it's just his life. So that property is going to be sold and you're going to lose that, so you'll have churn. [00:35:46] Lior: So in property management there always be churn and it's something we have to accept. So that means if you can't, you know, really lower churn to zero, that means you always have to have a growth strategy to offset the doors that you're still going to lose. Yeah. So growth and churn, and. Or the opposite of churn, which is retention. [00:36:10] Lior: Okay. Growth and retention and property management have to work together always at all times. On the one hand, if we're like, imagine a bucket of water and your task is to keep in full and you have a hole at the bottom so it's leaking. Okay? Yeah. So you always have to work on closing that leak. [00:36:31] Lior: But you always have to keep pouring more water to keep it at the same level. That's pretty much the secret. That's how Blanket is built. We have two packages, one called Retain and the other called Grow. Very simple not too complicated on that front. And each one has various features and various products to help you achieve that goal. [00:36:53] Lior: So, for example. And by the way the combination of these two, this is what allows you to be that ultimate asset manager to your clients, right? That can help your clients, first of all, optimize their portfolio and generate more cash flow, and forget about a lot of headaches that come with property investing, but on the other hand, help them make more money by expanding their portfolio, buying more properties, and growing it. [00:37:20] Lior: So the combination of these two packages, that's what helps you allow, you know, what helps you be an ultimate asset manager. Now, what do each one of those packages do? So the Retain package gives your clients a branded investor dashboard. So it has your logo, it has your face, nobody knows who Blanket is, and that investor dashboard gives your clients real time performance metrics. [00:37:42] Lior: It allows them to see how their properties are really doing. Through an integration with their property management software and through pulling a lot of data from title companies, public county records, and national data providers that allow them to really see every property related transaction in real time from their mortgage payments, their property taxes, their insurance, their HOA and everything that you're tracking as well in your property management software. [00:38:07] Lior: So that way they can see exactly what's their net cash flow every month. They can see their property's value and how much it appreciated this month. And they can also see how much equity they have in their homes so that whenever it's time for them to take the next step, they can quickly press on the cash out button and refinance and extract the equity that they have in those proceeds and buy another property with that. [00:38:30] Lior: So that's part of the retained package that is owner facing. All the rest of the features are property manager facing, meaning your team is going to use them. But one thing I forgot to mention on that front, on the sort of like investor dashboard that your clients are getting, we also are doing what we call white labeled email communications. [00:38:52] Lior: So remember that story of me handling owner communications for property managers? This is where it comes from, and the understanding that your clients are used to a very bad, sort of like foundation of communication, which is I'm either getting an email about me having to pay for something I need to fix right now, and you're asking, you know, my money, or I'm getting an email with the owner statement, with that accounting view that I can't really understand and I'm getting just more confused instead of actually getting value from it. [00:39:24] Lior: Plus, it never shows me the full picture because it only shows me, you know the fees that you're charging, maintenance and like the rent, I don't see exactly how my property is doing. So it's really not a value. So like this is the foundation of the relationship. So if you are not providing your clients with additional positive touch points, how can they appreciate what you're doing for them? [00:39:45] Lior: because that's what they get. It's like, it's very the energetic I would say, you know, frequency of, from all these emails and touch points, getting them is negative. Like that's what they get. So what we're also doing, we're doing white labeled email communications as well. Again, it's your logo, it's your profile, it's your name that sends them, for example, a monthly report or update on how much their property is appreciated in value. [00:40:08] Lior: It sends them, you know, some like tips on how to utilize the platform and how to really be on top of things and always be in control of how your properties are really doing. A lot of these things that are just, yeah, just like, it's automated. You don't have to do anything. So like, it just gives them more transparency and feeling of, I'm in control, right? [00:40:28] Lior: Like I'm in control. I know how things are doing, like, and if there's something I need to do,  [00:40:32] Jason: which reduces their anxiety. The number one reason owners are constantly calling you, being interruptive, trying to micromanage you, is because they are anxious. Exactly. If you can reduce their anxiety. By increasing their awareness and their trust in you, it's a no brainer. [00:40:47] Jason: It's going to lower your operational costs dramatically.  [00:40:51] Lior: Exactly. So that's on the owner facing side of things. In the retain package, the team facing sort of like tools, they provide you two main things. There are two products within the retain package that your team is going to use. One is our portfolio manager. [00:41:06] Lior: Think of it as like an asset management dashboard. And the other one is our AI risk manager. So this one, you know, think of it as like your churn, you know, mitigator, and each one of them provides you two aspects of the same owner. The asset management dashboard shows you the health of every owner's property. [00:41:29] Lior: The churn manager or the risk manager shows you the risk of every property of churning. So the asset management dashboard will show you. Right.  [00:41:39] Jason: So the risk of them that like how likely they are to maybe start paying attention to maybe selling it, things like that.  [00:41:45] Lior: Just leaving, yeah. The risk of them leaving. [00:41:47] Lior: So, okay, let's maybe start with that because that's really, you know, one of the coolest products that we have. So the AI Churn Manager technically shows you the churn risk of every owner. Okay. Pretty much the risk of every owner from leaving you with ai, which takes in a lot of data. A lot of data from the communications with that owner to the property performance of that owner, everything that goes into whatever is related to that owner is taken into account and then it shows you the risk, but it also shows you the client value of that owner, meaning how much revenue this owner is generating your company. [00:42:25] Lior: Because we're integrated into a property management software, we know that revenue per unit of every property, so we can tell you how much every owner is worth for you. So the combination of these two elements of the churn risk and the client's value can really give you the ability to prioritize on whole, on who you are going to focus on first, and then you can really focus on the ones who are at high risk and high value. [00:42:50] Lior: And now what are you going to do next? Next, what that AI Retention Manager does for you is it also tells you exactly what to do to retain this owner. For example, let's say you have an owner that has a property that's currently undergoing a renovation, and he also has a mortgage in place, so he's losing money every month. [00:43:10] Lior: He's stressed. He might be thinking to himself, you know, why did I get into this whole thing? You know, I'm just losing money. I'm taking money outta my pocket every month. It's painful. So the AI will notice that and tell you something like, Hey, Jason, because A, B, C, D, what he should do is send this owner a link to his performance, which is one of like the features we have in that investor dashboard is like the forward looking performance of this property, right? [00:43:35] Lior: Send him a link to his performance so he can see that he should hold onto this property and not sell it right, because he's going to make a lot of money and waive two months of management fees. And again, those fees wouldn't cover for the losses, right? But it would show the owner how committed you are to his financial wellbeing. [00:43:54] Lior: So those are the things that the AI can tell you to do based on the retention policy that you will set in the beginning by answering questions that the AI will ask you to understand how you're thinking, what's your approach to retention. And lastly, when you'll see that recommendation, it will also draft you an email or a phone call script with your tone of voice. [00:44:15] Lior: So all you have to do is like literally hit send or just call them and read the script. So that's what the ai retention manager does for you. Okay, cool. And the asset management, you know, dashboard, which is that portfolio manager, that shows you just the overall performance of all your properties. And it can show you, for example, which properties are underperforming, meaning which properties are in negative cash flow position, so that you can reach out to these owners and tell them something like, Hey Jason, I see that this property is really not doing well. [00:44:42] Lior: We tried this, we tried that. We tried this. Why not think of 10 31, exchanging this property. Let's change it to a better property, one that wouldn't have all these headaches that we're going through. Two, it will be able to yield higher cashflow for you because we'll be able to charge a higher rent, you know, property in a better condition, so less expenses, and three, maybe even this will be a property in a better location, so more appreciation, potential, right? So like three wins for you, Mr. Owner, and to me, two wins because I'm getting the commissions maybe from both sides, right? Plus I'm getting a new door that might have a higher revenue per unit. [00:45:21] Lior: Or maybe there's enough faculty or which just more operational  [00:45:24] Jason: cost. Yeah, just easier to deal with. So like it's a winner. Also, maybe you could convert all the shitty properties in your portfolio and the easier properties to deal with.  [00:45:34] Lior: And that's the thing I always tell to all of our clients, think of this as like your blueprint to building the portfolio of your dreams. [00:45:42] Lior: Because it shows you which properties are underperforming. It shows you which properties have a high maintenance income ratio. So you can see which owners are really spending a lot of money on maintenance compared to how much money they're making in rent. And by the way, if, for example, if you have a maintenance division or you're charging markups on renovation, those properties are an additional revenue stream that you cannot reach out to all those owners and tell them. [00:46:05] Lior: Hey, Jason, like we're spending a lot of money on maintenance in the past couple of years. Let's think about, you know, reinvesting some of that cash flow and, you know, improving the property's condition, which is, you know, revenue for your company as well. So that what that, you know, asset management dashboard allows you to do is to see which properties are performing well, which properties are performing, you know, bad. [00:46:25] Lior: And for those that are performing well, you'll see things like, you know, which owners have a lot of equity trapped in their home? So that maybe when interest rates go down a little, you can reach out to them and say, Jason, like, look at this. Remember you said you want to build, you know, to grow your portfolio? [00:46:40] Lior: Interest rates have gone down right now and you have like $300,000 in equity. Let's step into that equity refinance, take the proceeds and buy another property in our area, which we have access to a lot of off market inventory here, which leads us to the grow package now. So that's the retain  [00:46:57] Jason: package that grow package. [00:46:58] Jason: I'll run through it quickly. I want all of my clients listening to this to be using Blanket like I want they all should be. This just is an absolute no brainer.  [00:47:08] Lior: Yeah. We definitely, by the way, it's not like I want to also give a shout out to all of our clients and all the folks that were with us from the start. [00:47:15] Lior: It's not like we are, you know, so smart and we had the solution for everything. This is a lot of hard work and sweat. By listening to all of our client's feedback and what they need the solutions to their like day-to-day problems and needs that they always experience and just never have the opportunity to really do it at scale. [00:47:33] Lior: Right? So, yeah. Back to the growth package. So that was the retained package, just as a summary. Two owner facing, you know, propositions, which is the investor dashboard and the branded owner communications, and two propositions for your team, which is the asset management dashboard and the AI retention manager.  [00:47:51] Lior: On the growth package, you also have two owner facing tools. One is the investment property marketplace, which is also white labeled with your logo. And this marketplace technically shows all your clients because it's closed only to your clients or anybody you invite to it. And we'll cover that in a second. But your clients who are in that marketplace see all the properties, all the off market properties that are for sale in your area. [00:48:16] Lior: So that way whenever they decide to buy another property, that will be a property that you're going to manage for them. So the marketplace. Acts as like this, you know, main tool for number one, capturing owners who want to sell. Remember what we started, we, you know, we want to capture the owners who are selling so we can at least, you know, get that commission or better get that commission and sell it to one of our other clients and retain the management of that unit. [00:48:41] Lior: But it also allows your clients to buy more properties. Now you're probably asking, you know, okay, where do those properties come from? So we source inventory on a national level from the largest wholesalers, turnkey providers, home builders for sale by owner feeds, anything that's off market, we are pretty much sourcing it across the country  [00:49:03] Jason: Is Blanket using investors that they can list their properties in this as well?  [00:49:09] Lior: So your clients, whenever they list their property, they will be at the top. They are what we call the exclusive properties category. So they are at the top. [00:49:17] Lior: We are pushing them always front face and center. They're the first ones for all your other clients to see, to increase the chances of them buying that from your clients and retaining the management of the unit. So all those properties that we have are all off market and. Yeah. Then this allows you not only to give it to your clients, but you can also invite anybody you want to it. [00:49:37] Lior: So maybe you have a list of leads that you bought in the past, you know, some cold leads or whatever. Or maybe you have friends and family that are interested in buying a property and working with you, or maybe you're going to like a BiggerPockets, you know, meetup or conference with investors or whatever. [00:49:51] Lior: They're always on the hunt for off market properties. So what you can do, you can invite them to the marketplace as a prospect. So like as a visitor, and once you invite them. And they log in, it appears as a prospect lead that you can then call them and say, Hey, Jason just saw you logged into our marketplace. [00:50:07] Lior: Hope that you liked it. By the way, if you have other properties in our area, I would love to send you some, you know, special friend, you know, discount for our property management services. And now you have a different conversation that is based on, you know, what your brand can offer them. So that's the marketplace. [00:50:24] Lior: And as you can see, the marketplace, technically what it does, it generates you leads, buyer leads, seller leads, prospect leads, et cetera. And what we provide is also sort of like a CRM feature that allows you just to keep track of all those leads, engage with them, or integrate with your existing CRM. [00:50:40] Lior: So folks might be using different systems we can integrate and push all those leads to your system. And lastly, the last feature that is also used by your team, by your BDM, or by yourself if you're starting out, is what we call our referral management system. So this system takes in all the agents in your area and pulls in information about them from the MLS and many other sources, and shows you, for every agent in your market, how many transactions they sold in the past two years, how many years in business, what's the average price of the properties they're selling, their contact details, their website, everything you need to actually start increasing or expanding your referral network that you have already in Blanket. [00:51:21] Lior: So what you do then. You could start reaching out to them, sending them emails from the Blanket system. And whenever they respond, you get on a call, you offer them, you know, to partner up and pay them referral fees for any client they're sending. And then you are giving them also a user in the system. And that's one of the interesting things. Today, agents are struggling, especially buyer's agents, which are normally, you know, the younger ones in every brokerage because the listing agents are normally the brokers and the most experienced ones. [00:51:48] Lior: So like buyers agents are having a hard time today with interest rates and with everything that's happening. So you can position yourself as their exclusive off market inventory partner, which they can leverage to be winning with their potential clients. So that way whenever you invite them as a partner, you're giving them access to off market inventory that they can't find anywhere else. [00:52:13] Lior: And that way whenever they bring on clients, they're sending them through the system and with a click of a button directly to you, you get those leads. They get paid through the system with that referral fee that you've set and agreed to with them, whether it's $500, 250, whatever. And the cool thing about it is that it has also automated updates to the agent every time one of the referrals inquired about a property they want to buy or to sell, assuming you promise them, you know, to return that lead back to them when it's selling. So that way you are making them happy. Those referrals are happy and you are able to really grow, you know, your referral network with everything within your ecosystem. [00:52:51] Lior: And be that center of the ecosystem, be that asset manager. Nice. So that's the goal package as well.  [00:52:57] Jason: That's super awesome. So cool. This Blanket sounds like an awesome tool. You've shown it to me. I think it's really a brilliant idea. I think every property manager should be using it. It's a no-brainer. [00:53:08] Jason: How do people get started with you? How do people get in touch?  [00:53:12] Lior: So you can either visit our website: Blankethomes.com and just schedule a quick, you know, 15 minute discovery call. You know, just listen to what we can offer so we wouldn't waste your time. And just understand if it's the right thing for you. [00:53:26] Lior: And then you can either just, you know, send me a LinkedIn message, send me a dm, pretty much on every social media platform. I'm not really responding very fast. And we could just get on a call. And I also invite anybody that wants you to just, you know, even if they're not interested in Blanket, right? [00:53:41] Lior: Like if you're thinking to yourself maybe it's too much for me. Maybe it's too expensive, I don't have the bandwidth right now, but you want to brainstorm about, you know, how to be more investor, you know, investment manager mindset as like guided property manager, how to be more of an asset manager. [00:53:56] Lior: This is my passion, this is what I've been doing my entire life. Like, if you want to just brainstorm, shoot me a message. Like I can talk about this for hours, so, you know, I'll be happy to help anybody that needs that. Even if you're not a Blanket client, again, you don't have to be a partner of ours to really just, you know, get inspired and, you know, learn from other people's mistakes. [00:54:14] Lior: And we've done quite a few.  [00:54:16] Jason: Awesome Lior, thanks for being a guest here on the DoorGrow Show podcast appreciate you hanging out with us. So, if you are watching this and you felt stuck or stagnant and want to take your property management business to the next level, reach out to us at DoorGrow, also join our free Facebook community. [00:54:33] Jason: It's just for property management business owners at doorgrowclub.com. And if you've found this even a little bit helpful, don't forget to subscribe and leave us a review. We'd really appreciate it. Until next time, remember, the slowest path to growth is to do it alone, so let's grow together. Bye everyone. 

What happens when a community bank thinks beyond deposits and loans? Chad Hoffman, President of Richwood Bank, reveals the unexpected journey from traditional banking to becoming a true community cornerstone and industry disruptor.Growing up a farm boy who scraped hog barns in northern Union County, Chad never imagined leading a financial institution. Yet when tragedy struck his family in 1993, he found himself stepping into banking, eventually transforming a modest $68 million bank with 24 employees into a thriving $1.2 billion institution employing 210 people across nine locations.Chad explains how Richwood Bank pioneered an innovative in-branch coffee shop concept. Unable to sell products due to banking regulations, they created a donation model that benefits local nonprofits while attracting community members who might never otherwise enter a bank. This creative solution has generated nearly $1 million for community organizations while completely reimagining what a bank lobby can be.But the innovation didn't stop with coffee. Recognizing the varying needs of their small business clients, Richwood expanded into marketing services, payroll processing, and business consulting – all stemming from their deep commitment to helping local entrepreneurs succeed. As Chad puts it, "Stronger community businesses make stronger community banks."Throughout the conversation, Chad shares profound leadership insights gained over his 31-year banking career. From the importance of finding mentors to the transformative power of team recognition, he explains how his leadership philosophy evolved from numbers-focused to people-centered. His recommended reading list includes Patrick Lencioni, Simon Sinek, and Jocko Willink – authors who have shaped his understanding of purpose-driven leadership.Whether you're a small business owner, an aspiring leader, or simply someone who cares about community development, this episode offers a refreshing perspective on how innovative thinking can revitalize traditional institutions. Ready to reimagine what's possible in your community? Listen now and be inspired to think differently about your own business challenges.Guest Links:Facebook: https://www.facebook.com/richwoodbankMain Street Reimagined:Facebook: facebook.com/MainStreetReimaginedThe Main Street Reimagined Podcast, Watch on YouTube: https://www.youtube.com/playlist?list=PLqfkmF5bRH0od1d3iiYKs3oEn_gvMYk7NHenry Development Group:Facebook: facebook.com/henrydevelopmentgroupWebsite: www.henrydevelopmentgroup.comDeveloping News Newsletter: https://mailchi.mp/33110524eb5c/developing-newsLuke Henry:LinkedIn: linkedin.com/luhenryFacebook: facebook.com/luke.henry.148#LeadershipLessons #BusinessInnovation #RichwoodBank #ChadHoffman #LukeInterview #CustomerDrivenGrowth #LeadershipInAction #BankingReimagined #RichwoodCoffee #RichwoodMarketing #RichwoodPayroll #PatrickLencioni #SimonSinek #JohnMaxwell #BusinessTransformation #EntrepreneurMindset #ProblemSolving #LeadershipPrinciples #CultureOfInnovation #PurposeDrivenBusiness #GrowthThroughService #LeadershipGold #ThinkDifferently #BuildBetterBusinesses

How can understanding and embracing your Working Genius help you redefine your concept of “work” and “retirement”?In episode 87 of the Working Genius Podcast, Patrick Lencioni and Cody Thompson take on the increasingly common desire to quit work or retire early, questioning whether it's truly the job people want to escape—or the lack of fulfillment in how they work. Pat and Cody also explore how Working Genius can offer clarity and help people rediscover joy and meaning in their work. Topics explored in this episode: (00:00) Rethinking the Desire to Quit* How many people want to quit their jobs or retire early, yet the issue often isn't the job itself but a misalignment with a person's genius.(03:15) What Retirement Is Really About* Unpacking cultural assumptions about retirement and how it often becomes a symbol of freedom.* Pat warns that early retirement can be a form of escapism that leads to purposelessness.(06:24) The Role of Working Genius in Fulfillment* Working Genius can help you diagnose dissatisfaction at work.* Cody encourages people to use their genius as a compass, not a constraint.(09:54) The Gift of Work* The hosts reflect on how work is meant to be a gift, not a punishment.* Leaders are encouraged to help others find purpose in their work by matching genius to roles.(13:14) The Real Cost of Quitting* Quitting or retiring too early can rob people of meaningful impact.This episode of The Working Genius Podcast with Patrick Lencioni is brought to you by The Table Group: https://www.tablegroup.com. We teach leaders how to make work more effective and less dysfunctional. We also help their employees be more fulfilled and less miserable. The Six Types of Working Genius model helps you discover your natural gifts and thrive in your work and life. When you're able to better understand the types of work that bring you more energy and fulfillment and avoid work that leads to frustration and failure, you can be more self-aware, more productive, and more successful. The Six Types of Working Genius assessment is the fastest and simplest way to discover your natural gifts and thrive at work: https://www.workinggenius.com/about/assessment Subscribe to The Working Genius Podcast on Apple Podcasts (https://apple.co/4iNz6Yn), Spotify (https://spoti.fi/4iGGm8u), and YouTube (https://bit.ly/Working-Genius-YouTube). Follow Pat Lencioni on https://www.linkedin.com/in/patrick-lencioni-orghealth and http://www.youtube.com/@PatrickLencioniOfficial. Connect with Cody Thompson https://www.linkedin.com/in/cody-thompson-a5918850. Be sure to check out our other podcast, At The Table with Patrick Lencioni, on Apple Podcasts (https://apple.co/4hJKKSL), Spotify (https://spoti.fi/4l1aop0), and YouTube (https://bit.ly/At-The-Table-YouTube). Let us know your feedback via podcast@tablegroup.com. This episode was produced by Story On Media: https://www.storyon.co.

In this episode of Don't Waste the Chaos, Kerri Roberts discusses the essentials of business strategy, emphasizing that strategy is not merely a plan but a series of intentional choices that shape how businesses grow, adapt, and lead. With her signature clarity and practical insight, Kerri challenges the outdated notion that strategy is a one-time planning event. Instead, she presents strategy as a dynamic, living framework for decision-making that drives alignment, momentum, and long-term success. From identifying the right customer to simplifying execution, Kerri shares how leaders can use data, speed, and culture to bring strategy to life inside their organizations. She offers practical tools and reflective questions to help founders, executives, and team leaders clarify their direction and create alignment across people and performance. Tune in to hear: -Why strategy is a set of choices, not just a written plan-How clarity about your customer leads to stronger decisions-Why simplicity outperforms complexity in strategic planning-How to use the right data to make better decisions-Why fast execution beats perfect planning ResourcesThe Advantage by Patrick Lencioni https://amzn.to/4deF7LBTraction: Get a Grip on Your Business by Gino Wickman  https://amzn.to/4mdE5UgThe Lean Startup by Eric Ries https://amzn.to/4kbq47HCreativity, Inc. by Ed Catmull https://amzn.to/4iYbPlS The 21 Irrefutable Laws of Leadership by John Maxwell https://amzn.to/4jUQHhHThe Effective Executive by Peter Drucker https://amzn.to/4mkCL2b Salt & Light AdvisorsLearn more about simplifying executionhttps://www.saltandlightadvisors.com/ Join our weekly newsletter:• HR and operations insights for business professionals: https://www.saltandlightadvisors.com/contact Magic Mind Save $40 off your first order at magicmind.com/KERRIROBERTS ProducifyX For Recruitment Assistance, Tell them Kerri sent you  Connect on IG:https://www.instagram.com/saltandlightadvisorshttps://www.instagram.com/kerrimroberts Check out Don't Waste the Chaos on YouTube:https://youtube.com/@dontwastethechaospodcast Visit our websites:www.kerrimroberts.comwww.saltandlightadvisors.com

In this episode of the Mind Shift Podcast, Aaron and Erwin McManus reflect on Erwin's recent trip to Birmingham, Alabama, where he attended the Leadership Factor Conference. Despite a whirlwind of travel from Los Angeles to Houston to Birmingham and back, Erwin shares his excitement about connecting with influential leaders like Chris Hodges, Dave Ramsey, Henry Cloud, and Patrick Lencioni. He emphasizes the power of systems in leadership and entrepreneurship, pointing to Chris Hodges' approach as a model of clarity and effectiveness. Drawing from the principles of "The E-Myth," Erwin highlights how structure and systems are key to scaling vision with excellence.Their conversation turns personal as Erwin recounts his interactions with leaders like Dave Ramsey and reflects on the impact of his own writing and work. He shares moments of recognition from fans at the airport and talks about the global reach of his books, such as The Seven Frequencies of Communication and Mind Shift. Aaron recalls seeing John Maxwell promote books during his youth, sparking memories of the long journey they've both taken through leadership spaces. These reflections underscore the influence of consistent work over time and the power of meaningful connections.Erwin and Aaron also touch on current religious and cultural events, including the appointment of the new Pope with American roots and a love for the Chicago White Sox. This leads to Erwin's own story and his early draw to the story of Jesus. He recounts his hunger for spiritual truth and his fond experiences within the Catholic Church, recognizing how those early moments helped shape his open-hearted search for faith. The segment paints a fuller picture of Erwin's spiritual journey and openness to diverse expressions of belief.The episode deepens with Erwin's retelling of Henry Cloud's insights about the pervasive cultural narrative of victim, persecutor, and rescuer. They explore how this psychological triangle plays out in movements like Me Too or immigration debates and discuss the danger of being trapped in any of those roles. Erwin stresses the importance of refusing to see oneself as a victim or aggressor, instead championing a mindset rooted in ownership, personal responsibility, and mutual empowerment. This philosophy extends to his broader leadership approach, particularly in coaching and ministry.The episode wraps with several forward-looking discussions, including Mosaic Church's evolving future, Erwin's leadership during high-pressure transitions, and the launch of  Ghost Artifacts. Aaron and Erwin describe the uniqueness of the hoodie's Japanese fabric and what makes a product costly versus expensive, tying in themes of quality and intention. Aaron shares excitement for upcoming releases and the ethos behind their creative projects. They close the episode with gratitude for their community, a call to engage with the new Ghost Artifacts collection, and a reminder about the upcoming Mosaic Conference—a celebration of vision, creativity, and the next chapter ahead.

How do we as business leaders not be discouraged by hard times and instead see the good that can result from them? In episode 242 of At The Table, Patrick Lencioni welcomes legendary financial expert and leadership voice Dave Ramsey for an unfiltered conversation about hard times. As Pat mentions in the intro, this is not your average interview. They discuss the current economic and cultural moment, explore the importance of values-based leadership, and call out the failures of transactional mindsets. This episode challenges leaders to hold the line on integrity, even—and especially—when things get tough.Topics explored in this episode: (2:46) The Ubiquity of Adversity* Leaders should expect to face new forms of adversity as they grow their business. * Adversity can distort one's perception, making challenges seem more overwhelming than they are. (8:24) The Genesis of a Calling* How Dave's bankruptcy led him to discover his calling in helping others manage their finances. * Helping others through hardship can transform personal struggles into a meaningful career. (17:24) Developing Resilience* How previous challenges can build resilience and provide perspective on current difficulties. * Leaders must work through challenges rather than avoid them. (22:50) Navigating the Stages of Business* Dave outlines the five stages of business growth: treadmill, pathfinder, trailblazer, peak performer, and legacy. * Each stage presents unique challenges and requires different strategies for success and progression. (31:09) Continuous Learning* Effective leaders are lifelong learners who integrate insights from various sources and generously credit others.Thanks to Dave Ramsey for being on the show! Learn more about Dave and his company Ramsey Solutions: https://www.ramseysolutions.com/ Follow Dave on LinkedIn: https://www.linkedin.com/in/ramsey-dave/ Get Dave's books mentioned in this episode: * Build a Business You Love: Mastering the Five Stages of Business: https://store.ramseysolutions.com/business-and-career/books/build-a-business-you-love-by-dave-ramsey/ * EntreLeadership: 20 Years of Practical Business Wisdom from the Trenches: https://store.ramseysolutions.com/business-and-career/books/entreleadership/ This episode of At The Table with Patrick Lencioni is brought to you by The Table Group: https://www.tablegroup.com. We teach leaders how to make work more effective and less dysfunctional. We also help their employees be more fulfilled and less miserable. At The Table is a podcast that lives at the connection between work life, leadership, organizational health, and culture. Subscribe on Apple Podcasts (https://apple.co/4hJKKSL), Spotify (https://spoti.fi/4l1aop0), and YouTube (https://bit.ly/At-The-Table-YouTube). Follow Pat...

Tabatha Jones spent 20 years in the corporate world which she joined right out of high school. Soon after beginning work in a call center she began to discover her own leadership skills and began forging her own path in the corporate environment. Tabatha found that she could empower others to be better than they thought by providing a natural, honest and positive leadership style.   As Tabatha describes, she learned how to communicate and help connect the C Suite leaders in companies to those they lead. She learned to be a positive conduit to help all parts of companies where she served to learn and grow. She tells us stories about how she thrived as a leader and how she created positive change wherever she worked. She provides us with some really good leadership tips.   While Tabatha says her programs today are mainly to help women who more often do not have the confidence to lead, she states emphatically that her teachings do help men as well and she has male clients to prove it.   As Tabatha says, while she was a corporate leader for many years, she also used that time to coach and help others to learn leadership skills. Seven years ago Tabatha decided to leave working for others to form her own coaching firm, Empowered Leadership Coaching, LLC. She helps people learn how they can positively grow and advance in their own careers.   I very much enjoyed this episode and found that Tabatha and I have a lot of leadership views in common. For example, we discuss trust and the need for real trust in work environments. She tells a story about a mistake she made as a leader and how she dealt with it to keep the trust of all persons involved. I think you have a lot to gain from Tabatha. At the end of this episode she tells us how to get a free eBook that provides invaluable lessons to help you in your own efforts to rise in the work world.       About the Guest:   Tabatha Jones is the CEO of Empowered Leadership Coaching, LLC, a Career Advancement & Leadership Coach, author, and keynote speaker based in the SF Bay Area, working with clients nationwide. With over 20 years of experience leading high-performing technical teams in Corporate America, she transitioned into coaching at the age of 50, driven by her passion for helping women break through career barriers and achieve leadership success. Tabatha specializes in working with ambitious Gen-X women who are ready to stop playing small and make the next years the most impactful of their careers. Through her personalized coaching programs, she empowers her clients to develop strategic career plans, build unshakable confidence, elevate their visibility, and secure significant promotions. Her clients, including leaders at companies like Comcast, Cisco, Abbvie, PG&E, and Tyson, have successfully climbed the corporate ladder, developed standout leadership skills, and positioned themselves as top candidates for advancement. As a sought-after keynote speaker, Tabatha inspires audiences with actionable insights on leadership, career advancement, and empowerment. She is also the author of Promotion Ready in 3 Months: The Women's Guide to Career Advancement, available on Amazon.   Ways to connect Tabatha:   Website: https://www.empowered-leader.com/   Connect with me on Linkedin: https://www.linkedin.com/in/tabatha-jones-4485854/   Grab a Free Resource: GenX Promotion Planning Assessment: https://www.empowered-leader.com/promotionassessment   Purchase a copy of my book on Amazon: https://a.co/d/gpoqjNw   About the Host:   Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/   https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.       Transcription Notes:   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:20 Well, hi everyone, and welcome to another edition, an exciting edition of unstoppable mindset where inclusion, diversity and the unexpected meet, and the unexpected is everything that doesn't have anything to do with inclusion or diversity, which is most things, according to my diversity friends, but that's okay, our guest today. How do I do this? Okay, I'll just be up front. As many of you know, I use a screen reader, which is a piece of software to verbalize whatever comes across the screen. And when my screen reader finds my guest today's name, it pronounces it Tabatha. Don't you like that? Of course, it's Tabitha, but Tabata, so, so Tabitha. Tabatha Jones, welcome you to unstoppable mindset. We're glad you're here.   Tabatha Jones ** 02:09 Oh, thank you so much for having me here. And Tabatha sounds fairly International, and maybe I'll take it, yeah,   Michael Hingson ** 02:16 well, you can have it. It's yours. I don't think that the screen reader will mind a whole lot. But But what we're glad you're here now. I met Tabitha, as I have mentioned in the past with others, through an event that I attend, pada palooza. And Tabitha and I were both at the most recent pot of palooza. So what took you there? Are you starting a podcast, or are you just wanting to be interviewed by podcasters, or do you already have a podcast and you've done 1000s of episodes already?   Tabatha Jones ** 02:46 Well, I haven't done 1000s of episodes. I'm a fairly new podcaster. I've launched my own it's called the Gen X, free mix life, laughs and next acts. I think we're at about Episode 11. I was actually really interested in joining pada palusa to meet other podcasters. Here's some success stories and learn some great tips and tricks as I'm continuing to build mine out and and engage my audience well. So if there's   Michael Hingson ** 03:11 any way I can help, you, just need to shout out and glad to do it. And if you ever need a guest, and if I can fit the mold, I'm also glad to do that. It's always fun to to be a guest. When people want to come on unstoppable mindset, and I discover that they have a podcast, I always tell them, Well, you know, and many of them say, Well, do you charge for guests? And I say, Yes, I do. The charges you have to let me be a guest on your podcast, or if I go on to their podcast. I say I charge for that, and the charges that you have to come on my cop podcast to be a guest. So it works out.   Tabatha Jones ** 03:47 It's a fantastic tip. I'm taking that down and definitely having you on the podcast. Oh my gosh, yeah, that'd be fun.   Michael Hingson ** 03:53 Well, it it is cute. Actually, last week of a couple in Australia, a couple people emailed me and they they want to come on unstoppable mindset. And I was glad to do that. And they said, you know, but, but what's your charge? And I said, Well, I know you have a podcast. I have to be on yours. They said, Oh, we can, we can pay that. So it's fine. It is. You know, podcasting is so, so much fun. I did radio for years at the University of California at Irvine, and I like radio. Radio is a wonderful thing, but you're more structured because you have a limited amount of time. You've got to do certain things, you've got commercials you got to do, and sponsors that you have to satisfy, and some of that can happen with the podcast, but it's still not nearly as rigid, which makes it a lot of fun.   Tabatha Jones ** 04:45 Yeah, absolutely. And there's so much variety out there. One of the coolest things for me about starting a podcast is it's led me to so many other podcast shows that I had never listened to before, yours included. So now I think I'm following maybe. 30 to 40 different shows that I hadn't heard of until very recently, I'd say, probably the last six to eight months, and I'm loving it. I learned something new every single day. I learned something about someone's experience that leads me to check more into what they've shared. And it's really been fun. It's been a much more fun adventure for me than the social media that I was kind of, kind of dabbling in a little bit, but podcasts, it's just so much more personal and fun. It   Michael Hingson ** 05:27 is. It's much more connectional. And social media is just so impersonal, and people spend so much time doing it, and I'm amazed at some of the people who spend so many hours on it. I could, I don't do a lot of stuff on social media. I will post things occasionally, and I'm amazed at how fast some people, as soon as they as soon as I post, within minutes, they're responding to it. And I'm going, how do you do that? But anyway, it's people focus on that. But it's so impersonal compared to doing things like podcasting, because you do get to know people. You get to learn about people. And as I tell people constantly, if I'm not learning at least as much as anybody else who listens to this podcast, then I'm not doing my job well, which is kind of the way I look at it. And I always like to learn things from everyone who comes on and who I get to interact with because of the podcast.   Tabatha Jones ** 06:21 Yeah, so much fun. It is. You know, one of the things when we met that really connected me to you was just your story and sharing your author journey on top of it. So, yeah, you're kind of stuck with me in your fan club for a little bit following   Michael Hingson ** 06:40 you Well, thank you. And it is, it is fun to do that and following you back. It's, it's a lot of fun. And as I said, I enjoy getting to know people and connecting and learning which is cool, and to introduce you a little bit more to people, and I'll get to letting you do some of that too. But Tabitha is the CEO of empowered leadership coaching LLC, which is obviously a coaching organization, and you started doing that when you were 50. Of course I could, I could, circuitously get to and and how long ago was that, which would then tell us your age, but I won't that's   Tabatha Jones ** 07:25 all right. As a career advancement coach, I tell people all the time, don't put those long dates on your resume. People will start guessing your age, and then we've got another whole situation. I think the good thing with coaching is age and experience go together, and people see that a little bit differently, which has been fun. Yeah, I left it, you know, corporate at 50, and started my own business. I had been doing it on the side, but now I get to do it every day, and it's so   Michael Hingson ** 07:50 much fun. Well, seriously, how long have you been doing it?   Tabatha Jones ** 07:54 You know, for officially. Oh, I gotta do math. 2017. Is when I started. So,   Michael Hingson ** 08:01 oh, okay, well, there you go. So, 10 years, okay, yeah, and then   Tabatha Jones ** 08:04 I had been doing it as part of my job for more than 20 years. So as a leader in corporate, more than 20 years of coaching experience came from that sure   Michael Hingson ** 08:13 when you've got seven years of official long term, real life, constant experience, which is, which is great too. Well, tell us about the early Tabitha growing up and some of those kinds of things that would get us to know you better.   Tabatha Jones ** 08:28 Well, I grew up in a little town called Livermore. It's not so little anymore out here in California, in the East Bay, I am the oldest of four, and you   Michael Hingson ** 08:37 were never irradiated by the the accelerators, or any of the things that Livermore Labs.   Tabatha Jones ** 08:41 No, there was so much Hush, hush, secret stuff going on out there. But, you know, it was always very cool. They had a swimming pool you could go swim at. I think it was 75 cents to go swim for the whole day at the pool. And, you know, as a grown up, I'm all, should we really have been swimming there? I don't   Michael Hingson ** 08:58 know. Oh, it was safe. Well, it was absolutely Were you ever there after dark? No, so you don't know whether anything glowed in the dark or not. So you didn't probably you were safe.   Tabatha Jones ** 09:07 Probably safe. Yeah, nope. Genetics kids, when the street lights came on, we went home.   Michael Hingson ** 09:11 There you go. But anyway, so Livermore, yeah,   Tabatha Jones ** 09:15 Livermore, and then let's see. So I finished high school. Didn't really know what I was going to do. I stuck a little toe in the telecommunications industry at AT and T and got a job there right out of high school, answering phones and learning all kinds of great things. Did a lot of growing up in that space. Gosh, it was a it was an interesting journey. I actually was sitting in a call center taking phone calls during the 1989 earthquake, which, oh, boy, you may remember, right? I know I was training somebody, and I just looked at the person. I said, we're gonna hang up and go under the desk. That's what we're doing. And that was the day before my birthday. So I got my birthday off that year, which. You know, as they planned   10:00 out very well,   Tabatha Jones ** 10:02 yeah. But terrible, terrible, tragic earthquake, unfortunately. But, you know, I do just kind of try to make a little lighter of it with that. You know, the birthday off, but it is. It was an interesting time, for sure. I lived   Michael Hingson ** 10:16 in Vista, California at the time. Well, actually, I take it back. I lived in Mission Viejo. We hadn't moved to VISTA yet, although I had a job in Carlsbad, and I remember coming out to get on a bus to go from Carlsbad back up to Mission Viejo. And I was going to listen to the World Series, and it wasn't on, and it took me about 15 minutes before, I finally found a radio station that announced that there had been an earthquake. And then we got home, and then we started. We just Karen was was at home, and we just started watching it on TV, and they had all the the live shots and all that, and the freeway collapse and so on. It was, needless to say, quite the event. Karen and I survived. We were in, not married yet in, well, 19, whatever that would have been, 69 or 70 or 71 the Sylmar quake. I don't think it was in 74 I think it was earlier than that. But there was a big earthquake up in Sylmar, and we felt it at UC Irvine, and then we had the Whittier Narrows and Northridge quakes, so we felt those as well. But yeah, that had to be pretty rough in 89 for all of you up there.   Tabatha Jones ** 11:38 Yeah, it was pretty, pretty interesting. You know, from that point, you know, I just was training somebody as I as I mentioned, and, you know, we, we took that next day and couple of days kind of getting things together, working through the call center, handling a lot of emergency calls and things that were going on. And I'd say that's probably the first time I felt that call to leadership, you know, and realized I wanted to do more than being a call center, answering phones. There's nothing wrong with that, but for me, it wasn't the end all. And I started working on mapping out, how am I going to build my career here? Managed to advance a couple of times, and then went through a major layoff. So AT and T we all know, went through a lot of change over the years, but in the 80s and early 90s, there was a lot. So I did a couple of different things in between, and then one day, I walked into what was the Viacom cable office and decided I'm going to apply for a job here. It's just six months for experience, and we'll see where it goes. I fell in love with the cable industry. As weird as it sounds, I loved it, so I worked up really quickly into a lead role, and then started shifting into technology, which is where I spent most of my career, leading those technical teams and just really loving it. But yeah, yeah, that's kind of the journey from the early life into the career side of things. But   Michael Hingson ** 13:05 what kind of things did you do in as a leader for Viacom?   Tabatha Jones ** 13:09 So Viacom was where you in, went through. So I was in the call center. Initially became a lead there, moved into credit and collections and learned everything there was to learn there. It wasn't really my jam, but it was a great place to be. And then I moved into the Information Services Department, and you probably remember this back in the day of punching down phone lines in the little box, in different I don't know if you ever did that, but yeah, soldering cat five lines, crawling under desk, climbing up ladders, doing all those things. So that was early. It days before the internet. Still, I think crazy to say,   Michael Hingson ** 13:48 so did you do that? Or did you lead people who did that? So I   Tabatha Jones ** 13:52 did that early on. I learned everything I could in that department. I learned how to print reports. I knew learned how to compile data. I learned how to code the billing system, moved into project management from there, still on the information services side, and led some really huge projects through that time. We went through three companies. We landed at Comcast. That was where I was for the longest, but never really left, you know, my role, and just fell in love with the technology, because it changes all the time. It's never the same day twice. I loved working with technical people, and learned really quickly that one of my gifts was being able to translate between the Technical Suite and the C suite. So taking those great ideas and going and securing the budget or coming in with here's what the leadership team is thinking. Here's how I think we can do it. What are your thoughts and being able to translate and move things forward really fast. That's where I joined the leadership team and stayed, and I loved it. Climbing the ladder at Comcast was a lot of fun for me. Yeah. Do   Michael Hingson ** 15:00 you think that really taking the time to get that technical knowledge and learn those various jobs, even though you necessarily didn't do them all the time, but learning how to do those jobs? Do you think that was a valuable thing for you, looking back on it now,   Tabatha Jones ** 15:19 yeah, I do in some ways. And I spoke at a women in telecom sorry, it's women in tech and telecom seminar a few years back. And one of the things that we know is women don't advance as quickly into technical leadership roles, and being able to say in that room, leadership is not a technical skill. Just let the light bulbs off for people, because we hold ourselves back. And it's not just women, but it definitely happens in the female space, where we will hold ourselves back. Oh, I'm not technical enough, oh, I don't know enough. Oh, I can't code Python. It. It doesn't always matter for me, having the basis helped because I understood the work the team was doing. I understood quicker ways to do things. I had done them myself the hard way, but it gave me a little bit more, I'd say, street cred with the team, not that they ever expected me to code a macro or build an automation program, but because I could come and speak to them in a language that made sense, then they could go build the thing and do their jobs. So I do think it helped. It helped give me really great insight to what could be and let us really drive innovation quickly, which was super fun. I   Michael Hingson ** 16:41 agree with you on that I felt in everything that I did as a as a leader, working in a variety of different kinds of roles, I felt it necessary to learn the things that the people who worked for me and with me did because at least I could then articulate them. I could talk about them. I didn't necessarily have to do them all the time, and there were some things that I wasn't going to be able to do, for example, for four years or three and a half years, four I owned a company that sold PC based CAD systems to architects, computer aided design systems, for those who don't know, to architects and engineers and so on. And they were some of the early PC based CAD systems. We started in 1985 doing that. And needless to say, that was and and still is very much a highly graphic environment. And that isn't something that I'm going to be able to sit down in front of a computer terminal and do, because the technology, even today, doesn't exist to describe all of that information for me, so that I have access to it as quickly and as efficiently as a person who can see but even though I wouldn't be able to run a CAD system, I knew how to do it. So I could then sit down with an architect in front of a machine and ask them what they wanted to do, and then described them what they needed to do to make it happen. So I actually made them part of the process of showing themselves how the cast system worked by them actually working it. Now I also have people who work for me, but I did know how to do that, and I think that was extremely important. And I've always felt that having that knowledge is is helpful. I do tend to be very technical. I've got a master's degree in physics and so on. And I I think that having that technical knowledge is kind of part of the way I operate, which is fine, but still, I think that having that technical knowledge, really, even if it's only to be able to talk about it at the right times, was a very helpful thing and made me a better leader.   Tabatha Jones ** 18:59 Yeah, absolutely would agree with that, and understanding just the basics of what can and can't be done, or, you know, what my limitations were, and being vulnerable with going back to my team and saying, This is as far as I know how to take it. I need you to walk me through what the next steps are, or what your ideas are, or what your thoughts are. And I had a wonderful team. I'd say one of the benefits of not being the most technical person on the team is then I'm not seen as someone who's micromanaging. I'm not seen as someone who has all the answers. And for my teams, that worked out great because they loved showing their innovation. They loved showing ideas and bringing new technology, tools and things to the forefront, which made it a lot more fun for them, too. And I'd say one of the coolest things I did with my team was I was given, you know, in corporate world, you're sometimes gifted new responsibilities, and one of the new responsibilities. I was gifted with, was creating a quality control team, and this team was going to validate all of the data that the Information Services coding team was developing in the billing system. And it was needed the error rate, I mean, the accuracy rate, rather, was only about 70 ish percent. Wow. So it needed to change. It was impacting our frontline, impacting our techs. It was causing revenue gaps, right, customer experience problems. The vision that was given to me is we want you to hire three people, and they're going to manually validate this data all day long, and me being a hybrid technical people person said, Hold the phone. We're not doing that. So I went and hired someone who was an expert at SQL and Tableau. We then hired someone who was an expert at Quality Assurance, because that's what she had been doing in the call center, was validating orders and making sure the billing their statements were going out correct. So she had the manual aspect. And then we hired a third person who wasn't quite as technical as the first, but definitely a really good balance between the two and between the three of them and their ideas and their skills, and then my abilities as a leader to guide them through. You know, this is what we need. This is the vision. This is the budget, this is the the outcome that we want to get to. We were able to build something that was automated, that drove accuracy up to 98.1% Wow, and it's probably better today, but it's just because that the ability to see people who can bring in the best parts of their knowledge and then work together to build something. That's what helps technology advance so much faster.   Michael Hingson ** 21:44 Yeah, but it's but it's important to be able to do that. And you you learn to have the vision, or innately, you have the vision to to bring that about. And it sounds to me like all of the people that that you were leading really respected you, because you were, first of all, you were not a threat to them, and you clearly showed an interest in what they did, and you loved to hear them talk about it, because that taught you things that you didn't know   Tabatha Jones ** 22:17 exactly, oh my gosh, and they were great about what I'd say is dumbing things down. I'd sit there sometimes and would be listening to somebody, an analyst, who was excited and explaining all these great things they were doing. And finally, my face would say, okay, hold the phone. We need to step back just a teeny bit. I needed to bring it down, maybe just a little bit more. And once I got it, then everybody would be just jazzed and so excited and out to share, and, you know, made sure that they were getting to do part of the presenting when it went to higher levels, so that they could get credit and feel that value, which is so, so critical to help, you know, just boost that morale and keep inspiring people.   Michael Hingson ** 22:53 The other part of that, though, is you are also teaching them some probably sorely needed communication skills, because they're used to just talking very technical, and they're used to just talking to each other, and everybody gets it right away. But the reality is that I would think that they came to realize, well, maybe we need to present it in a little bit different way, because not everybody looks at it the way we do   Tabatha Jones ** 23:21 exactly that's where a lot of coaching came in and helping people work together better in the communication space, and then bringing it forward in a way that people understood. We did a really cool program. It was called insights. It exists out there, and there are people who are certified to administer it, but it basically is a personality assessment based on colors. So red, yellow, blue, green, and blue is generally your very technical, more introverted detail specific people. The Office of that is yellow, and I am very high yellow, which is your, include me. Bring me in. Let's have a party. Let's talk about it. So it was good for me, because it caused me to bring that yellow energy down a bit, which kept the, you know, the conversations going and the conversations open, and they learned to elevate that yellow energy a little bit so we could meet in the middle really well. And some of them had different, you know, red or green in there. But it was really interesting to be leading a team with such opposite energy. From that perspective,   Michael Hingson ** 24:27 did you ever find people who just resisted learning to meet in the middle or learning to do some of the things that you really wanted them to do, and they just didn't want to do that at all?   Tabatha Jones ** 24:41 Oh yes, yes, there were a couple, and that required more coaching, right? So one who had been used to working in a very specific way before we were reorganized and he was moved under me, it took multiple times and finally, a mild threat to. Get him to come forward and come on board with the new process, because sometimes it's really easy to stick in doing things the old way. He had been doing it for 1520, years. And I joke when I say threats. I don't threaten people, but you know, it was kind of a I need you to come up with the rest of the team. Here's what you're doing and how it's impacting the team, and even though it feels like it's making your customer happy in the long run, it's not because they're going to have to work with other people, and we need to make sure that they understand that this has changed, and then another who was more my way or the highway, and that took, you know, again, a bit of coaching. So his leader worked for me, and so his leader and I would come up with different plans and different strategies to put him in positions where he had to stay a little bit more quiet and let the team members bring forward their ideas. And rather than him jumping to a no, it was, we want you to start asking these three questions, and, you know, whatever the questions were to get the conversation going, and then the light bulb started going off for him. Like, wow. Some of these individuals have definitely had different training on, you know, whatever type of technology it is that makes perfect sense. What if we combine this so he was able to actually help us bring out the best in everyone, once he took that step back and really started listening and getting a bit more curious.   Michael Hingson ** 26:30 Well, that that's, you know, of course, a wonderful skill to have, because people need to recognize that not everybody is where they are   Tabatha Jones ** 26:42 exactly. It's true. And you know, I kind of think back when we were talking about the leadership aspect and leading technical teams, I coach a lot of people on interview skills and helping them present their best selves for the job that they're interviewing for. And one thing that seems to be a habit for people who are very technical and are also leaders is deferring so much their technical skills, and it's good, but you've got to have that balance. When you're applying for a leadership role, what happens that is very disappointing, is they'll be told, Well, we're not really seeing your leadership skills or your leadership qualities or not feeling like you're a good fit with this team. Usually, when a company is hiring a technical people leader, they want to know you can lead people, because not everybody can do both,   Michael Hingson ** 27:40 right, or they haven't learned how to   Tabatha Jones ** 27:43 right. It's true. Not everybody wants to. Sometimes they think they do because it's the next logical step, but sometimes people are just really happy being hands on others. To your point, you can learn. You can step into maybe a lead role, and start learning how to let go of some things and and get more comfortable with not being the smartest person in the room, because once you're the leader, you've got to have that balance and, and it's a learning a learning curve, for sure,   Michael Hingson ** 28:09 yeah. And unfortunately, there are way too many people, certainly, a lot of them are technical who think they're the smartest person in the room, whether they are not, and then some of them are. But still, that's not always the solution to making things work, especially if you're working in a team.   Tabatha Jones ** 28:29 Absolutely, yeah, it's all about the team. And it can't be. They always say there's no me and team. But technically, if you rearrange the letters there, kind of is that's maybe snow i Maybe it's No, I in team. No, I in team.   Michael Hingson ** 28:43 Yeah, there's no i That's true. But you know, one of my favorite books I enjoy reading it often, is actually the Five Dysfunctions of a Team by Patrick Lencioni. Have you ever read that?   Tabatha Jones ** 28:55 I have not read that. I am aware of it. I have not bought it yet. It's a   Michael Hingson ** 29:00 short book, relatively speaking, but it's great because it really puts teamwork in perspective, and it really defines what should happen in a well functioning team, including the fact that members of the team can hold each other accountable when the team is comfortable with each other. And then, of course, it's all the team leader who has to really bring people together and meld the team into a cohesive working group. But the good team leaders can do that and understand what their role has to be in getting everybody to operate at peak performance.   Tabatha Jones ** 29:39 Love that. I will get that back on my list. Radical candor is kind of similar, as far as you know, being able to say what needs to be said and feeling like you're in a safe space to say it. Yeah, that's one of the things that I always found a little, I guess, frightening as a leader, is when I would talk to another leader and say, What feedback have you given this person? Well. Feedback is so negative, like no feedback given with love is there with the intention of helping the person grow and do better and understand what they're doing really well so they can keep doing that. So yeah, being able to let the team members or ask the team members hold each other accountable, be honest with each other, this isn't about feelings. This is about respect, and sometimes it's a hard conversation. It's really crunchy and uncomfortable. But once it happens, the trust that is built is it's unstoppable, well,   Michael Hingson ** 30:30 but feedback can also be a very positive thing. And it can be that you're doing a great job. Here's what you're doing. It isn't necessarily but you're not doing this right? It, it can be exactly a very positive thing. And there, there are certainly times that we all like to get that as well.   Tabatha Jones ** 30:47 Absolutely feedback is my favorite F word. I always say it is just, it's so important. And I've worked with people who have said, you know, I can't get feedback from my boss. I said, Well, what do you mean? And they said, Well, he All he says is just, you're doing a good job. Keep doing that. Yeah. Well, what specifically am i doing that's a good job. So feedback in itself is a skill, both giving it in a positive way and giving it in a constructive way. But all feedback is good when it's given with the right intention and it's given with, you know, just honesty and love. And   Michael Hingson ** 31:20 there's a skill in receiving feedback too and recognizing if you trust the feedback, the feeder backer, if you trust the person giving you the feedback, then you know that they're not out to get you. Yeah. And that's part of it is breaking through the usual shell that most of us probably a build up. Well, that person has some sort of alternative agenda they're out to get me. And that isn't always the case. And, oh, absolutely, unfortunately, sometimes it is, but it doesn't necessarily mean it always is. Yeah, I agree.   Tabatha Jones ** 31:54 You know, if you think back to feedback that you've been given throughout your life, is there a piece of feedback that you were given that really changed the way you do things. Yeah,   Michael Hingson ** 32:06 I can think of some, and I think that most of us can, because the people giving us the feedback were concerned about trying to help and concerned to try to get us to hear what others in the world are are saying or thinking. And if we take that to heart, that can be a very positive thing.   Tabatha Jones ** 32:32 Yeah, absolutely. One of the biggest foundations for me as a leader is trust and trust with my team, both going both directions to them, from me and from them to to from me to them, and from them to me. So complete trust. It's so important. And you know, knowing that I've had employees come and give me feedback, and it doesn't matter what level I was at or what level they were at, once, I knew that they were comfortable giving me feedback. I knew our relationship was strong, yeah, and, you know, I've had people come and say, I didn't really like the way that you said that. It would have been more impactful if you had done this. I've had clients come and say, you know, when you said that, I really reflected on it. And maybe we're not in the same spot. So let me say this again and see if you can, you can address it a different way. Great. If we don't have trust, we're not going to go anywhere. So it's such an important piece of of building trust. In   Michael Hingson ** 33:26 my new book, live like a guide dog, true stories from a blind man and his dog about being brave, overcoming adversity and moving forward in faith. Long title, well at the end, the subtitle, but one of the things that I talk about is that I've learned a lot of lessons about dealing with fear and dealing with people from my dogs, because dogs do things differently than we do and don't have any near, anywhere near the stress that We do. For example, dogs are, I think, creatures that do love unconditionally, but they don't trust unconditionally. What dogs do, however, is that they tend to be less something is really hurt a dog. They tend to be more open to trust, and they want to build a trusting relationship with us if we're open to it, because they are, and when we recognize that and we truly build the trusting relationship, it's second to none. So then you've got the love part that is there, but the trusting part, it's a whole different story. And I know that when I start working with every guide dog and people say, Oh, how long does it take to really get used to a dog? My response is, it takes roughly a year. Because it takes a long time for both sides of the team to truly recognize and have enough confidence in the other that they have that trust that they need to have.   Tabatha Jones ** 34:59 Yeah. Dogs are so much better than people. I will tell you their behavior is so much better, but I get that and you know someone who adopted my last two dogs. One was three years old when I got her from the pound, and she lived to be 15, and my other one is she's eight. I got her when she was three from someone that was re homing her. But they do. They they teach you that I can love you, but I don't know that I trust you yet. I've got to build this up like I will lick you and throw a party when you come home, but don't be trying to pick me up yet. We're not there. Yeah. So, you know, I can imagine, with a guide dog, it's even more elevated, and I can't write to read your that book, because I just finished underdog. I did. I don't know why the name just went blank. I posted it on my Facebook and Instagram. I was so excited, but yeah, oh my gosh. I can't wait to read the new one. If you   Michael Hingson ** 35:48 get a chance with both of them, go review them at Amazon. So lovely. Get a we always appreciate reviews. So Amazon and Goodreads are the best places to go to go do reviews, and they're very helpful. But when you read, live like a guide dog, love to get your thoughts, and you're welcome to email me and love to chat about it as well. But you're right that there are so many things about dogs that really teach us a lot. One of my favorite things that I talk about a lot, and we deal with it and live like a guide dog is we, as people tend to what if everything to death. We What if everything well, what if this? What if that? And the reality is, most of the things that we're dealing with, what if about are things over which we have absolutely no control, and all we're doing is building up our own internal Sears, and we need to learn to get away from that. If we could just learn to focus on the things that we have control over and not worry about the rest. And of course, people will say, Well, but, but all this stuff is going on we gotta worry about. No, you don't. You can be aware of it without worrying about it. You can be aware of it without it interfering with your life. But you have control over that, but there are so many things in your life that you don't have control over. And my, my premier example of that, of course, is the World Trade Center. I am not convinced that all of the government departments working together would have been able to figure out what was happening and stop the attacks from half from occurring. But the result of that is, of course, that we had no control over the events occurring. What we absolutely have total control over is how we individually choose to deal with those events and how we choose to move forward.   Tabatha Jones ** 37:36 Yeah, absolutely, oh my gosh, it's so powerful and so true. And I'd say too with dogs is they don't let that little thing that bothered them four hours ago eat them up, or four days ago or four months ago. They don't generally hold a grudge unless something was pretty atrocious, where we will ruminate on a story or a conversation over and over and over again, sometimes it's just solved by a simple Hey, what did you mean when you said that? Or we'll just go and keep thinking about it and keep thinking about it. Dogs moved on. They're like, I've already had my snack in my walk, like we're good again. There's no grudge, there's no past concern, or I made a mistake this day. I'm never gonna cross that line again, because, you know, I did this thing, but humans are so are just wired so differently, just from, I'm sure, our life lessons and all the things that we've been through. But if we could live a little more like a dog, that would be kind of amazing. That guide dogs specifically,   Michael Hingson ** 38:35 I agree. And you know, the reality is that dogs do make mistakes, and one of the things that we learned to put it in terms of what we're talking about today, one of the things that we learn as guide dog handlers is how to give appropriate feedback, and that process has changed over the years, so now it's a much more positive process. We don't tend to yell at dogs, we don't tend to try to give sharp leash corrections, but rather, when they do it right, that's the time to truly reinforce it and say, what a good job you did it. And if you're training a dog to do a new thing or give them a new skill, reinforcing the time that they succeed is so much more powerful than ever saying you didn't do that right? And I think that's as true for humans as it is for dogs, but humans just don't tend to for all the reasons that you said, Trust like, like, maybe they should, but we always think that everybody has a hidden agenda, which is unfortunate, because we don't always necessarily have a hidden agenda. And even if we do, and if you feel like you can't trust me because you think I have a hidden agenda, you can always ask me about it, or you should, and that's something we just tend not to feel that much that we can do, because those aren't skills that we're taught when we're growing up.   Tabatha Jones ** 39:56 Yeah, it's very true, and you. Know when you mentioned the mistakes even thinking about that from a leadership perspective. When I first started leading in my last team, we had reorganized into a corporate structure, so I had new employees sitting across 40 some odd states. It was a big a big reorg, and I would be talking to people about different things. And I said, Well, why did you, you know, why did you do it this way? Oh, well, I realized I made a mistake, so I didn't want to get in trouble. So I thought if I went and I did this, then that would I'm like, wait a minute, stop. Let's let's pause, let's go back to get in trouble. Tell me about that. And I would hear, and I heard it from multiple people across the team that there was such a level of fear over making a mistake. And I said, you know, you're not coming to work with somebody's heart transplant in an ice chest, like, if you make a mistake, nobody's gonna die. Yeah, somebody's gonna get a little maybe mad because we're gonna hit a little bit of a revenue hiccup, or maybe have to send an apology notice to some customers that have a mistake on their bill. But nothing's that big that we can't learn from it, fix it correctly and make sure it doesn't happen again. And that was a huge shift, and that's something you know, where a dog will make a mistake they get through the correction to your point, positive reinforcement. We've got jerky treats, kind of redirect. If people only could take a jerky treat, that'd be great, but they don't. But you know, when a mistake happens, teaching people, teaching our kids, like it's okay to make a mistake, but let's talk about what we learned from it. Make a plan to do better, and figure out how we just don't let that happen again, and then if it happens again, okay, let's have a different conversation. What? What did you notice? Did we miss something in the process? Less last time? Let's fix that, and then let's take the next steps forward, and let's go back and present to the team how we can improve this process and what we've learned from this mistake, like we can make it positive and as leaders, we can help our employees go faster. We can help our dogs learn faster. Can help our kids learn faster by just being a leader and managing mistakes correctly.   Michael Hingson ** 42:06 How do we get that process kind of more into the mainstream of society? How do we get people to recognize that it's okay when you make a mistake, we'll fix it and really give them and teach people to give the positive reinforcement that we need to do. Because I think it's, it's very true. We don't teach it.   Tabatha Jones ** 42:27 We don't teach it. I feel like younger parents that I'm seeing, in some ways, are getting there, you know, I remember back in the day when we would accidentally break something, or, you know, be roughhousing a little, and the glass would get knocked off the counter, and it was a huge thing, right? You're going to clean it up. You're going to go to your room. You're going to stop playing around in the house. And, you know, with my son, I know when He would break something and be like, Hey, let's clean this up. I need you to be more careful. You know, it's not you need to go sit in your room. You made a mistake. It's okay. And I see the difference in myself. Still, when I make a mistake, I beat myself up when he makes a mistake, he cleans it up and moves forward. So it's definitely happening through parenting and the way that we handle it as parents. We have that great opportunity as leaders once adults are full grown and in the workforce and still have those tendencies of fear and oh my gosh, I need to cover it up, teaching them, I had a situation where I made a mistake, shocking. I know I made a mistake, just kidding. I do it all the time, but I had made a mistake with some data that I collected from my team, I'd had individual skip level meetings, and decided kept all the notes in a spreadsheet, and I had told the team as I spoke with them. Whatever you tell me, it's in confidence. I'm taking themes of the conversation and I'll present it back to your leaders. They're not going to have names. We're not going to know who said what. That's not what this is about. It's about me helping drive improvements through my leadership team so that it's better for you. And they were really open, and it was amazing. It was such a gift to have that trust from the team. Well, I went and took my compilations, put all my notes together on a spreadsheet, sent it to my leadership team, and never took off the original notes. And I was like, shoot, now, what do I do? So I asked a peer. I said, Hey, this is what I did. What would you do? And she said, Well, I would tell my leaders, they need to be leaders, and they need to keep it confidential. And I was like, oh, not good enough. I'm not doing that. So I thought about it, yeah. And I said, You know what? This is a teachable moment. This is the opportunity I've been given to practice what I preach. So I pulled my entire team, 50 some odd people on the phone, on a teams call. So we were on camera, and I said, I need to talk to you about something. And I said, I made a mistake, and because of that mistake, I have let you down, and I've broken my word. And I explained what I did. I explained, you know, I got really excited by the information, because I saw things we could do, which then led me to moving way too fast, and I completely sent your comment. Comments with your names to your leaders, and I apologize. And going forward, when I take data and information from you, I will be learning from this mistake. I will keep two separate spreadsheets. I will not be, you know, just adding to the individual spreadsheet, I will quality control, check it before I send it out, and I will make sure that I do better. And I just ask that you forget me. On this one, I got so many texts and emails and instant messages that just said, Thank you so much, and someone that said, thank you, it helps to see that a leader owned up to a mistake, and I'm like, that's that was a teachable moment so nobody died. I didn't lose a heart. I broke a little confidence and a little trust. But we can fix things, and that's how,   Michael Hingson ** 45:46 yeah, and, and that makes a lot of sense, and we, we just tend to, oftentimes do knee jerk reactions. I was sitting here thinking about sometime after we moved to New Jersey in 1996 my wife and I were in our living room, and I don't remember what was going on. We were having a great time, and we each had, each had a glass of champagne, and my fourth guide dog, Lenny, was with us. And Lenny, like any good lab has a tail that never stops. And Karen, I think it was Karen, I don't even remember, sure. I think it was. Had put her glass down on the coffee table, and tail hit glass, glass, which was crystal, went all over floor, hardwood floor, you know, and I can think of so many people who would blame the dog. And actually, I think Lenny blamed herself for a little while, and we kept saying it wasn't your fault we screwed up. And eventually, you know, she well within, within an hour, she was mostly Okay, but, but the bottom line is that she, she, she knew that something happened, but it wasn't her fault, and it is important to own up to to things and and as I said, I think it was Karen, because I think Karen said I should never have put my glass down, or I should have put it back further away from her tail, because she was So excited. You know those   Tabatha Jones ** 47:21 tails, lab tails are crazy things, yeah, oh my gosh, right, but Lenny didn't stop wagging her tail because of that little mistake, right? It's something that Karen was able to own up to. You two were able to clean it up, and then Lenny was able to go on and keep wagging her tail. Everyone's being more careful. Now,   Michael Hingson ** 47:39 what's really funny is that, because it was a hardwood floor and crystal, there were her pieces that we found days later, but   Tabatha Jones ** 47:47 really years later, oh my gosh. But   Michael Hingson ** 47:50 you know what Lenny was? Was, was a cutie, and Lenny was the, probably the most empathetic dog that I've ever had. We had a pastor, and we had who we had come to know, and we were at a party, and she was at this party, and she came up to us and she said, we let Lenny visit everybody, but we just let her loose. Um, Lenny is the most empathetic dog I've ever seen, because you let her loose. And she went to the person who was feeling the most pain first, and then she worked the rest of the room, and we're talking emotional pain, but Lenny could sense that and and she did. She went to the person who was hurting the most for whatever reason. And then after she felt she had done all she could with that person, then she went around to the rest of the room. Oh, what a wonderful experience that was. Yeah, I know, and we hadn't noticed it, but sharee told it to us, and we we realized it from then on, yeah, she's right. I   Tabatha Jones ** 48:52 always think that the companies that allow people to bring their dogs to work are probably the companies that have the highest performance and productivity. I can't prove this yet, but there is something about having a warm, fuzzy little Snuggler with a cold nose right next to you that makes such a difference. Yeah, like I said, you know, mine's by me all the time, but they're just so intuitive. They pick up on your moods. They pick up on what's going on when you've had a bad day, you know, when you're feeling unconfident. I've worked with people a lot on helping them build confidence. And she'll even come around like, Hey, why you down? Like, what's going on? Let's go play. Go play. And then, you know, they're always so excited when you just do the smallest things. It's like, you know what? All right, I am making somebody, somebody happy today. It's just not that, maybe that other person, or whatever it is. But, yeah, oh my gosh. What made   Michael Hingson ** 49:40 you decide? What Madeline just caused you to decide to go from working for other companies in the corporate world to starting your own coaching career full time.   Tabatha Jones ** 49:52 You know, I just love the coaching aspect, helping people who struggle to speak up for themselves or who. Struggle to recognize the value that they bring to the workplace or to the world in general, just really lights my fire. I work mostly with women in their 50s, mostly with women who are already leaders but feel a bit stuck, and help them just remember who they are. Help them remember you know you are a leader. This is how you can set yourself apart, and this is how we can start preparing for your next promotion. I wrote my book promotion ready in three months, the Women's Guide to career advancement, which was released in August. Just because the concerns were so similar, I thought, you know, I'm going to put these specific the specific framework together in a book so that women who maybe don't have time for coaching right now, or they don't have the means, for whatever reason, they can get that framework in this book and get started on setting themselves apart and rebuilding that confidence. And I just love it. I feel like we tend to play really small, especially after a simple mistake or a simple breach of trust or a simple someone said something, and it just really stuck in our head for whatever reason. So I want women to stop. I want them to start feeling more empowered and start going after those things that they want. Because I don't know if you've seen the movie The longest game. But one of the quotes is the, you know, the field isn't the golfing green. The field is the five inches between your ears. And that's life. It is a fact. It is whatever is going on in that space between your ears is what's going to tell you you can and it's going to tell you what you can't do. So we want to only five inches. They say five inches. I haven't actually measured mine either. I say it and I touch it every time, because I'm like, I don't know if it's really five inches. Maybe it's, maybe it's four and a half. I don't know. I've always prided myself on having, you know, a skinny forehead.   Michael Hingson ** 51:57 Well, you know, but, but it's interesting and and, of course, sort of on principle, just for fun. I'll ask, do you ever find that that men read it or that that you coach men as well? Do you find that there are men that will benefit, or choose to benefit from the same things that you're talking about with most women? Absolutely,   Tabatha Jones ** 52:15 I say I work mostly with women and a few lucky men, because there are men who don't feel as confident or who might be a little bit more of that quieter later, and the strategies in there are obvious. Is probably not the right word. But there are things that are really simple and easy to do, but so often overlooked. So for anyone who finds themselves really kind of hiding behind the keyboard, not getting out and about and working on their visibility and relationship building. There are a lot of great strategies for that. The worst thing to do is wait until the promotion opportunity posts to start getting out there and building your brand. It doesn't serve anyone, and it's going to keep you behind. So, yeah, absolutely, that's a great question. If you   Michael Hingson ** 53:05 want to be noticed, then you have to work at what you need to do to be noticed. And that is a an important skill to learn. And it is all about brand, which doesn't mean you're trying to be so calculating that you're trying to do in other people, it is all about doing the things that you need to do, both to learn and to be able to advance in a positive way.   Tabatha Jones ** 53:30 Yeah, exactly. And there are strategies just for even man, even managing your time, because that's so obvious to some of us who have been there, but to others, they'll allow their calendar to be blocked from 7am to 7pm with everyone else's priorities, and it's important to make yourself a priority so that you can start standing out before the job posts. And that's kind of the secret sauce. A lot of people, like I said, they wait until the job posts and they've just been working hard and then can't figure out why they're not getting ahead. So we want to start doing things, taking action every day before that position posts, one   Michael Hingson ** 54:09 of the things that that I do is on my calendar page, I have time blocked out every day and and people will say, Well, I want to schedule something, but this time isn't available, and this is the only time that I can do it. And what I tell people is I have the time blocked out so that I can do the things that I need to do or that I might want to do. And one of them is responding positively to the fact that you need a certain time to meet, and that time is in one of my block times, but I block times so that I have free time to do what needs to be done. So let's schedule it, and, you know, and I, and I find that that works really well, because it gives me the time to make choices and do the things that I want to do. And I think it's so important to be able to do that. So.   Tabatha Jones ** 55:00 Yeah, the calendar is key. I always say your calendar equals clarity equals confidence. I mean, it just it builds that confidence. What I see happen a lot in the corporate space is the calendar gets booked for again, everybody else's priorities, 7am to 7pm I will see someone sitting in a meeting, totally disengaged. And when I would say, What are you doing? And I ask clients now too, so how do you prepare for this meeting? Because almost always the answer is, oh, I have a big meeting coming up in a couple of hours, and I'm not ready yet. Like, well, why are you in this meeting? If that meeting matters so much, why are you here? Because you're hurting your brand here, looking disengaged, asking, Can you repeat that 72 times where you could have just sent a delegate, or you could have blocked that time to think and prepare, which is so important, the calendar blocks. I don't think I could live without them. They're critical, right? That's how we get things done. That's how we make sure we're focused on the right things. That's how I prepare for clients. I don't just get on and wing it, because that's not going to go well, yeah,   Michael Hingson ** 56:02 and that's why on, on unstoppable mindset. I asked people to send me some things because I want to appropriately prepare, because if, if I'm doing my job right, I learn all I can to be able to be involved in an intelligent conversation, and people have so many skills that I haven't learned or don't have, I get to use the information that they send to prepare and learn about some of those skills, which is part of why I say if I'm not learning at least as much as anyone else who is listening To the podcast, and I'm not doing my job right? Because it's so much fun to be able to explore and talk with people, and it's and it is so much fun. So I I appreciate exactly what you're saying. Well,   Tabatha Jones ** 56:53 thank you. Yeah, it's, it's a, I mean, tooting my own horn a little bit. It's a great book full of strategy. And if you just took it, take it and start implementing those small changes, you'll see a huge difference. And I say that you'll see it, but not only you, your leader will see and your team will see that you're making changes and and making a difference. So yeah, it's just that calendar is so helpful.   Michael Hingson ** 57:16 Life is is an adventure, as far as I'm concerned. And if we're not always learning we're not doing our job right exactly which is so important? Well, do you have any kind of last thoughts of things that you want people to to think about, as far as leadership or as far as moving forward in the corporate world, or or any of those kinds of things? Yeah,   Tabatha Jones ** 57:40 absolutely. And thank you so much for asking. I do want to tie it back to unstoppable mindset, because you are absolutely unstoppable. It's a matter of clearing those blocks, the things that are in your way, the things that are in that five inches, or whatever it really is between your ears that is getting in the way and telling you you can't do something. And I encourage you if you're struggling, if you want to get ahead, if you've had some bad experiences when trying to get ahead, connect with me on LinkedIn. You can find me at Tabitha Jones and D, H, A Jones, thank you. Yes, all A's, Tabata, Tabatha. You can call me what you want. Just spell it right so you can find me. But absolutely connect with me there, and let's talk about what's going on and see how we can help you start moving forward again. Absolutely, we'll share strategies to give at least a little bit of a boost and kind of start relieving some of the discomfort that may be going on, but kind of back to that point you are completely unstoppable. It's just about investing in yourself, and that may look like time, energy or financially, just to get yourself out of, out of where you're at and into that next thing.   Michael Hingson ** 58:52 What's your website? You must I assume you have a website. I   Tabatha Jones ** 58:55 do have a website. It is empowered. Dash leader.com, and if you go out there, I actually have a free gift. I've recently published an ebook which is a career confidence playbook for women over 50, and that also has some great strategies, as well as workbook and journaling pages to help you really flesh out those goals and start taking those small action steps,   Michael Hingson ** 59:21 and guys, the concepts are the same. So don't think it's just for women. Otherwise, learn nearly as much on this podcast as you   Tabatha Jones ** 59:29 should. That is true. That's very true. The color is a little purple and black. Don't let that send you anywhere. Just it's perfect. Come on in. Let's talk   Michael Hingson ** 59:39 colors. Don't bother me.   59:42 Outstanding.   Michael Hingson ** 59:44 Well, I want to thank you for being here. This has been really fun. I knew it was going to be, and it was every bit as fun and and informative as as I thought it would be. So I hope people will reach out to you on LinkedIn and go off and. Uh, go to the website as well. Get your free ebook. I'm going to go get it and and I really think that you've offered a lot of good insights that will be helpful for people. I hope all of you listening and watching out there agree. I'd love to hear your thoughts. Please email me. Let me know what you think of our episode today. You can email me at Michael M, I C H, A, E, L, H i at accessibe, A, C, C, E, S,

What does “preemptive vulnerability” mean, why is it essential in leadership, and how can it build trust within a team?In episode 86 of the Working Genius Podcast, Patrick and Cody explore the concept of "preemptive vulnerability"—the practice of leading with humility before you're forced to. They reflect on how leaders can build deeper trust and connection by proactively admitting weaknesses, asking for help, and owning mistakes. With real-life examples and signature humor, they unpack how this small but courageous step can change everything for teams.Topics explored in this episode: (00:36) Why Vulnerability Matters More Than Ever* How some leaders wait for a fall from grace before showing humility.* Vulnerability, when modeled early, builds lasting trust and safety.(06:33) The Power of Going First* Why we appreciate leaders who admit flaws before they're exposed.(13:12) The Psychology Behind Vulnerability in Leadership* Pat compares preemptive vulnerability to a “hack” that bypasses defensiveness.* Leaders who go first create a ripple effect across their teams.(20:14) Real-World Examples * Pat and Cody talk about CEOs who earned loyalty by owning their shortcomings early.(27:30) What You Can Do Today* Simple starting points for practicing preemptive vulnerability.This episode of The Working Genius Podcast with Patrick Lencioni is brought to you by The Table Group: https://www.tablegroup.com. We teach leaders how to make work more effective and less dysfunctional. We also help their employees be more fulfilled and less miserable. The Six Types of Working Genius model helps you discover your natural gifts and thrive in your work and life. When you're able to better understand the types of work that bring you more energy and fulfillment and avoid work that leads to frustration and failure, you can be more self-aware, more productive, and more successful. The Six Types of Working Genius assessment is the fastest and simplest way to discover your natural gifts and thrive at work: https://www.workinggenius.com/about/assessment Subscribe to The Working Genius Podcast on Apple Podcasts (https://apple.co/4iNz6Yn), Spotify (https://spoti.fi/4iGGm8u), and YouTube (https://bit.ly/Working-Genius-YouTube). Follow Pat Lencioni on https://www.linkedin.com/in/patrick-lencioni-orghealth and http://www.youtube.com/@PatrickLencioniOfficial. Connect with Cody Thompson https://www.linkedin.com/in/cody-thompson-a5918850. Be sure to check out our other podcast, At The Table with Patrick Lencioni, on Apple Podcasts (https://apple.co/4hJKKSL), Spotify (https://spoti.fi/4l1aop0), and YouTube (

Join Corey Quinn and Alyson Caffrey—Operations Strategist & Founder of Operations Agency—to uncover the systems and strategies that fuel sustainable agency growth. Known for helping founders escape the chaos of day-to-day operations, Alyson has spent the past 8 years streamlining backend ops for agencies, small and large. Together, they dive into the operational foundations every agency needs: from lead generation and fulfillment systems to time tracking, delegation, and performance measurement. Alyson shares why operations don't have to stifle creativity—and how a few key shifts can help agency leaders reclaim their time, scale smarter, and make a bigger impact both in business and at home. Episode Highlights: - Who Really Owns Operations? — Why most agency founders are unknowingly holding back their own growth. - The System Every Agency Skips — And how it could be the key to sustainable, stress-free scaling. - Time Tracking Isn't About Control — It's about profit, performance, and clarity. - Creativity vs. Structure? — Why SOPs actually unlock more creative freedom, not less. - The Sales Cycle Blind Spot — What most agencies miss when planning for growth and cash flow. - Lead Gen Is Not a Guessing Game — The framework for building a predictable client pipeline. - Delegation Without Drama — How to step out of the weeds without dropping the ball. - AI in Agency Ops — How to start integrating AI where it actually moves the needle. - The Founder Bottleneck — Why your agency can't scale until you let go of this one thing. - The Metric That Matters Most — Why leading indicators beat lagging ones every time. The resources mentioned in this episode are: - Work with Alyson Caffrey & Book her for speaking: https://www.alysoncaffrey.com/media - Connect with Alyson on LinkedIn: https://www.linkedin.com/in/alysoncaffrey - Follow her on Instagram: https://www.instagram.com/alycaffrey - Learn more about Operations Agency: https://www.operationsagency.com - "The Motive" by Patrick Lencioni: https://www.tablegroup.com/product/themotive - Escape the generalist trap with my best-selling book “Anyone, Not Everyone” and discover how to become the go-to agency in a vertical market https://www.AnyoneNotEveryone.com

What happens when the external validation of your success conflicts with your internal values and purpose? In episode 241 of At The Table, Pat Lencioni and Cody Thompson explore the hidden dangers of traditional success metrics. They also discuss how businesses and individuals can lose their way when they chase recognition that doesn't align with their original purpose.Topics explored in this episode: (0:40) The Michelin Star Story* How a small restaurant in Italy gave up its Michelin star to stay true to its identity.(4:51) Aligning Success With Intentions* Why companies lose their way when they follow external expectations.* The importance of anchoring decisions to the question: "Why do we exist?"(8:46) Success and Personal Growth* Arthur Brooks' wisdom about valuing the process over outcomes.* How personal definitions of success change over time, especially in creative fields.(13:02) The Cost of Chasing the Wrong Goals* How woundedness can drive people to seek approval through achievements.* Reflections on athletes and leaders who chose integrity over external trophies.* Why true success means being proud of who you're becoming, not just what you achieve.(17:53) Staying Grounded Amid Temptation* Lessons from early Table Group decisions to resist the IPO craze.* The ultimate call to stick to your "why" for lasting fulfillment.Books mentioned in this episode: * Unreasonable Hospitality by Will Guidara.* The Advantage: Why Organizational Health Trumps Everything Else In Business by Patrick Lencioni.* From Strength to Strength by Arthur Brooks.This episode of At The Table with Patrick Lencioni is brought to you by The Table Group: https://www.tablegroup.com. We teach leaders how to make work more effective and less dysfunctional. We also help their employees be more fulfilled and less miserable. At The Table is a podcast that lives at the connection between work life, leadership, organizational health, and culture. Subscribe on Apple Podcasts (https://apple.co/4hJKKSL), Spotify (https://spoti.fi/4l1aop0), and YouTube (https://bit.ly/At-The-Table-YouTube). Follow Pat Lencioni on https://www.linkedin.com/in/patrick-lencioni-orghealth and http://www.youtube.com/@PatrickLencioniOfficial. Connect with Cody Thompson https://www.linkedin.com/in/cody-thompson-a5918850. Be sure to check out our other podcast, The Working Genius Podcast with Patrick Lencioni, on Apple Podcasts (https://apple.co/4iNz6Yn), Spotify (https://spoti.fi/4iGGm8u), and YouTube (https://bit.ly/Working-Genius-YouTube). Let us know your feedback via

Patrick Lencioni is co-founder and President of The Table Group and is the pioneer of the organizational health movement. He is the author of 13 books, which have sold over 8 million copies and been translated into more than 30 languages. As President of the Table Group, Pat spends his time speaking and writing about leadership, teamwork, and organizational health and consulting with executives and their teams. Prior to founding the firm in 1997, Pat worked at Bain & Company, Oracle Corporation and Sybase. On this classic episode, his second appearance on ⁠the Elevate Podcast⁠, Patrick returned to the show to discuss the role company leaders should play in sociopolitical issues, how to set proper expectations with employees and customers about where a company stands on social issues, and why leaning on values is as crucial as ever in leadership today. Special Thanks to the Sponsors of the Elevate Podcast Shopify: Sign up for your $1/month trial period at ⁠shopify.com/elevate⁠ Indeed: Get a $75 sponsored job credit to boost your job's visibility at ⁠Indeed.com/elevate⁠. NPM Tech Unheard Podcast: Tune into Tech Unheard from Arm and NPM—wherever you get your podcasts. Northwest Registered Agent: Don't wait—protect your privacy, build your brand, and set up your business in just 10 clicks and 10 minutes! Visit ⁠https://northwestregisteredagent.com/elevate⁠ today. Learn more about your ad choices. Visit megaphone.fm/adchoices

You don't have to hate your job to feel stuck in it. In fact, some of the most respected, well-paid professionals still find themselves restless, unmotivated, and going through the motions. In this episode, Clay and Adam unpack what it really means to feel “stuck” at work—and why it doesn't always mean it's time to quit.Drawing on insights from thinkers like Mel Robbins, Dan Heath, Jocko Willink, and Patrick Lencioni, they challenge the common belief that the only solution to feeling stuck is to change jobs. Instead, they offer a fresh perspective: what if “stuck” is just a signal, not a verdict?You'll learn three common reasons people feel stuck (and what to do about each one), plus simple, practical strategies to reignite your growth, energy, and sense of purpose—without switching careers. Whether you're feeling passive, frustrated, or disconnected from your “why,” this conversation will help you stop waiting for permission and start leading again right where you are.Key Takeaway:You don't need a new job. You need a new mindset about the one you already have.About Clay Scroggins:  Clay Scroggins is a sought-after ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠speaker and leadership coach⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠known for his practical and engaging approach to leadership. He is the author of three books, most notably ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠How to Lead When You're Not In Charge⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. With a passion for helping leaders thrive in any environment, Clay brings valuable insights and real-world experience to this podcast and his ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠weekly email⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Learn more at ClayScroggins.comAbout Adam Tarnow: Adam Tarnow is a recovering CPA and now a partner at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠PeopleWorks International⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, where he heads the Leadership Development Practice. He is the co-author of ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Edge: How to Stand Out by Showing You're All In⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and shares his insights on leadership through his Substack, Beyond the Obvious. Learn more at AdamTarnow.com

Why is it dangerous to "fake it till you make it" when it comes to your Working Genius?In episode 85 of the Working Genius Podcast, Pat and Cody explore the pitfalls of "faking it till you make it," particularly in the context of the six Working Geniuses. They discuss how pretending to possess certain geniuses—especially Galvanizing, Enabling, and Tenacity—can lead to burnout and dissatisfaction, even if it seems successful in the short term. They also emphasize the importance of aligning work with your natural geniuses for long-term fulfillment and success. Topics explored in this episode: (00:51) Faking It Undermines Team Trust* Faking a role outside your genius may temporarily fool others but drains energy and joy.(3:48) When Observation Misleads* People often mistake visible productivity for true capability and fulfillment.* Internal processes like Discerning or Inventing can't be copied just by watching someone do the work.(7:36) Success in the Wrong Game* Achieving mastery in an area outside your genius often leads to burnout, not true fulfillment.* Mimicking Tenacity or Enablement might bring professional praise but leaves people feeling empty.(11:24) Misalignment at Work* Many early career roles overvalue G.E.T. work, unintentionally alienating people with W.I.D. geniuses.* Discovering the Working Genius framework helps reframe these challenges as fixable, not personal flaws.(15:12) The Cost of Faking It* People often carry unnecessary guilt when they struggle in roles that don't match their genius.* Leaders can free people from burnout by helping them realign with their natural gifts.A note for new listeners/viewers: In this episode, Pat and Cody dive deep into the Six Types of Working Genius, a model that helps you discover your natural gifts and thrive in your work and life. If you're new to our framework, perhaps consider checking out some earlier episodes of The Working Genius Podcast. Or, if you're interested, you can take The Six Types of Working Genius assessment, which is the fastest and simplest way to discover your natural gifts and thrive at work: https://www.workinggenius.com/about/assessment Refresher: The initials discussed in this episode refer to: W = Wonder. I = Invention.D = Discernment.G = Galvanizing.E = Enablement.T = Tenacity.This episode of The Working Genius Podcast with Patrick Lencioni is brought to you by The Table Group: https://www.tablegroup.com. We teach leaders how to make work more effective and less dysfunctional. We also help their employees be more fulfilled and less miserable. Subscribe to The Working Genius Podcast on Apple Podcasts (https://apple.co/4iNz6Yn), Spotify (https://spoti.fi/4iGGm8u), and YouTube (https://bit.ly/Working-Genius-YouTube). Follow Pat Lencioni on https://www.linkedin.com/in/patrick-lencioni-orghealth/ and http://www.youtube.com/@PatrickLencioniOfficial.Connect with Cody Thompson on

In this final episode before pausing production of the Human Capital Podcast, host Jeff Hunt reflects on five incredible years and nearly 100 conversations with some of the most inspiring thought leaders in business. More than a recap, this episode is a heartfelt exploration of the most powerful and recurring themes that emerged—ten core leadership concepts that define what it means to lead with humanity, clarity, and purpose. From authenticity and active listening to feedback, culture, and resilience, Jeff synthesizes lessons that have not only shaped his coaching and consulting practice but transformed his understanding of leadership itself. Drawing on memorable insights from guests like Patrick Lencioni, Xavier Naville, Daniel Harkavy, and Katie Burke, Jeff offers listeners a distilled guide to becoming a better leader—and a better human. If you're a longtime listener or joining for the first time, this episode is packed with timeless wisdom and actionable reflections. Whether you're navigating change, building culture, or simply trying to show up more intentionally each day, this final message is for you. Thank you for being part of this journey. Until next time—lead with clarity, curiosity, and compassion.

"If I wanna have the kind of influence that I need to be an effective leader, I need trust. And in order to trust me, they're going to have to see me being vulnerable."Karen & Paul explore why leaders in hierarchical organizations often hesitate to admit mistakes. They discuss how this reluctance can harm trust and influence.Book mentioned in this episode:The Five Dysfunctions of a Team by Patrick Lencioni

Why is it so difficult to reform government inefficiencies? And what can organizations and households learn from eliminating waste in large, public institutions? In episode #240 of At The Table, Pat and Cody explore the concept of government efficiency through the lens of organizational health. Drawing comparisons between the Department of Government Efficiency (DOGE), the federal government, and dysfunctional teams, they highlight the painful necessity of accountability and cutting waste. Topics explored in this episode: (01:04) Reframing DOGE * The goal is to explore waste and accountability without partisan heat, looking instead at structure and culture.(6:09) Government vs. Private Sector* The federal government is not set up to be a team like private sector organizations.(10:47) The Storage Unit Analogy* Cody shares a story of trying to help a hoarder consolidate two storage units, which becomes a metaphor for government systems that resist change.(15:24) Accountability * Leadership requires doing what is right, even when it's unpopular or emotionally difficult.(20:44) Mistakes Will Happen* Even a well-intentioned cleanup will result in some regrettable losses.* Without a willingness to risk minor mistakes, the entire system remains unsustainable.(25:31) DOGE in Your Organization* The hosts discuss applying DOGE at the Table Group. * Even healthy organizations benefit from periodically eliminating waste.This episode of At The Table with Patrick Lencioni is brought to you by The Table Group. We teach leaders how to make work more effective and less dysfunctional. We also help their employees be more fulfilled and less miserable. At The Table is a podcast that lives at the connection between work life, leadership, organizational health, and culture. Subscribe on Apple Podcasts, Spotify, and YouTube. Follow Pat Lencioni on LinkedIn and YouTube. Connect with Cody Thompson on LinkedIn. Be sure to check out our other podcast, The Working Genius Podcast with Patrick Lencioni, on Apple Podcasts, Spotify, and YouTube. Let us know your feedback via podcast@tablegroup.com. This episode was produced by Story On Media: https://www.storyon.co/

How does humility enhance the application of your Working Geniuses in both personal and professional settings?Humility is the secret ingredient that elevates teamwork, leadership, and productivity. In this episode, Patrick Lencioni and Cody Thompson explore how humility acts as a booster within the Working Genius framework. They also discuss why embracing humility allows you to work more effectively within your strengths while also building stronger, more cohesive teams.Topics explored in this episode: (02:15) What is Humility? * Humility enhances an individual's ability to utilize their natural talents.(11:40) Why Humility Matters * Leaders who embrace humility build stronger, more resilient teams.(21:05) Team Collaboration* Teams with humility communicate more openly and work through challenges effectively.(30:50) Recognizing the Absence of Humility* A lack of humility leads to dysfunction and conflict within teams.(41:30) Cultivating Humility* Simple steps individuals and teams can take to develop humility.(50:10) Humility in Organizations* How organizations can embed humility into hiring, training, and leadership development.This episode of The Working Genius Podcast with Patrick Lencioni is brought to you by The Table Group. We teach leaders how to make work more effective and less dysfunctional. We also help their employees be more fulfilled and less miserable. The Six Types of Working Genius model helps you discover your natural gifts and thrive in your work and life. When you're able to better understand the types of work that bring you more energy and fulfillment and avoid work that leads to frustration and failure, you can be more self-aware, more productive, and more successful. The Six Types of Working Genius assessment is the fastest and simplest way to discover your natural gifts and thrive at work.Subscribe to The Working Genius Podcast on Apple Podcasts, Spotify, and YouTube. Follow Pat Lencioni on LinkedIn and YouTube. Connect with Cody Thompson on LinkedIn. Be sure to check out our other podcast, At The Table with Patrick Lencioni, on Apple Podcasts, Spotfy, and YouTube. Let us know your feedback via podcast@tablegroup.com. This episode was produced by Story On Media: https://www.storyon.co/

Click below to join us May 2–3, 2025 at Perform Better Headquarters in Rhode Island for an exclusive 2-day event:https://www.performbetter.com/2025-Business-Secrets-for-Gym-Owners-May-2-3-2025/  In this lively and real-talk episode of Ask Vince, Leo and Vince dive deep into the nitty gritty of business ownership, culture-building, and personal growth—with some solid laughs and stories along the way (including breaking into Fenway Park!). From hiring the right team to dealing with burnout, Vince brings candid advice gym owners need to hear—especially when excuses like “the economy” creep in.This one's packed with practical mindset shifts and reminders that if your gym's struggling…it might just be you. And that's actually good news—because you can fix you. Key Topics DiscussedCulture Starts With YouYour gym's culture reflects your personal development. Improve yourself, and you'll see the culture follow.Hiring Based on Values, Not Just SkillsVince shares how hiring for relationships and cultural fit beats resumes and degrees every time.The Myth of Work-Life BalanceEspecially in the early years, balance is earned—not given. Stop pretending you can build something great working part-time.Excuses Like the Economy Are CrutchesBlaming external factors is easy. Ownership, accountability, and adaptability are what create success.Family, Kids, and the Legacy of WorkVince reflects on raising kids while growing businesses and the importance of showing your children what hard work looks like—through both presence and persistence. Click below to join us May 2–3, 2025 at Perform Better Headquarters in Rhode Island for an exclusive 2-day event:https://www.performbetter.com/2025-Business-Secrets-for-Gym-Owners-May-2-3-2025/  If you're a gym owner seeking answers on how you can grow your gym, make more money, and have more freedom to do what you love, visit www.vincegabriele.com or book a call by CLICKING HERE!

How can we start to address unresolved challenges in our lives that impact people profoundly and sometimes in painful ways? In this episode, Patrick Lencioni and Cody Thompson discuss the podcast's return after a six-month break, and a shift in content to include broader societal and cultural issues. Pat also shares his personal journey of self-discovery, focusing on addressing his own wounds and trauma, and explores how this deeply personal work relates to leadership and organizational health.Topics explored in this episode: * (8:04) The Impact of Wounds on Leadership* How fear can drive leaders. * (11:58) The Catalyst for Self-Discovery* Pat's realization that running from his issues was more painful than confronting them. * The temptation to deny your own wounds. * (16:34) The Universality of Wounds* Everyone has wounds, such as neglect, shame, rejection, and abandonment. * Healing is a lifelong process. * (21:14) Encouraging Healing* Addressing wounds sooner rather than later. This episode of At The Table with Patrick Lencioni is brought to you by The Table Group. We teach leaders how to make work more effective and less dysfunctional. We also help their employees be more fulfilled and less miserable. Subscribe to At The Table on Apple Podcasts, Spotify, and YouTube. Follow Pat Lencioni on LinkedIn and YouTube. Connect with Cody Thompson on LinkedIn. Do you know about our other podcast? You can subscribe to The Working Genius Podcast with Patrick Lencioni on Apple Podcasts, Spotify, and YouTube. Let us know your feedback on this episode via podcast@tablegroup.com.This episode was produced by Story On Media: https://www.storyon.co/

Welcome to Season 13 of Neuroscience Meets Social and Emotional Learning. Join Andrea Samadi as she wraps up a year-long exploration of Grant Bosnick's book on self-leadership, diving into the final chapters focused on the neuroscience of resilience, authenticity, and bias. Discover practical strategies and insights from the latest neuroscience research to enhance your self-awareness, build authentic relationships, and overcome biases for personal growth and improved well-being. Don't miss this final installment filled with expert knowledge and actionable steps to transform your daily life. And we will now resume PART 4, the final part of our review, to sum up last year, 2024, and our entire year studying one book, Grant Bosnick's “Tailored Approaches to Self-Leadership: A Bite Size Approach Using Psychology and Neuroscience” that we first dove into with our interview on EP #321[i] the end of January 2024. The goal was that each week, we focused on learning something new, (from Grant's book) tied to the most current neuroscience research, that builds off the prior week, to help take us to greater heights this year. It honestly shocked me that this series took the entire year. We began with PART 1[ii] and the first 5 chapters of the book. PART 2[iii] we reviewed chapters 6-9 of Grant Bosnick's Tailored Approaches to Self-Leadership, PART 3[iv], we reviewed chapters 10-13, and finally, today, we will finish with PART 4, Chapters 14-16.                                                                                         ((On today's EPISODE #360 PART 4 of our review of Grant Bosnick's Tailored Approaches to Self-Leadership, we will cover)): ✔ EP 344 Chapter 14[v] “The Neuroscience of Resilience” ✔ EP 345 Chapter 15[vi] “Unlocking Authenticity: The Neuroscience of Relationships” ✔ EP 347 Chapter 16[vii] “The Science of Bias” If you have not yet taken the leadership self-assessment, or if you would like to re-take it to see if the results are different for you than last year, you can click the link here to find the quick test. I re-took the assessment for 2025, and did notice some similarities and some differences from last year. If you can, retake the assessment and see what you notice about yourself. I noticed that pathways 2 and 3 are my high areas of focus this year, and that I can drop pathway 6 from my focus. What about you? If you have a few minutes to spare, take this leadership self-assessment again, and see if you notice any changes in your areas of focus for 2025. This is an incredible way to remain laser focused on pathways that will move the needle of success for YOU this year. EP 344 Chapter 14 “The Neuroscience of Resilience: Building Stronger Minds and Teams” If you were to ask me which episode is my favorite out of the 16 chapters, I would have to say this topic is at the top of the list, even though this pathway came out as a 0% for me to focus on in 2025. It's not because I'll be brushing resilience under the rug this year, as it's an area of focus I work on daily, without even thinking about it. Who doesn't want to become more resilient, or understand how to build a stronger mind, and then translate this strength to others for predictable results in 2025? What drew me to this episode was learning about the fascinating new neuroscience behind the part of our brain called the anterior mid cingulate cortex that becomes bigger when we use our will power to do those things we just don't want to do. Scientists believe this ability to use our will power to do difficult things, which builds our resiliency, is what's really behind the will to live. Stop and think for a minute here. Does this resonate with you? If you enjoy doing difficult things, and you would describe yourself as being “resilient” doesn't it make your mind spin to think that you are actually building a bigger, and stronger brain with this trait? Dr. Amen from Amen Clinics does remind us that when it comes to our brain, that bigger is better and that “a larger, more active brain is associated with better cognitive performance and overall well-being.”[viii] On this episode we also covered: A review of EP 74 and 286 where we covered the Neuroscience of Resilience with Horacio Sanchez's work reminding us that our protective or risk factors in our lifetime, will determine how resilient we will be throughout our life. While 25% of the population are naturally resilient, Horacio asserts that “if you have little risk, it takes less to be resilient. But—if you have a lot of risk, it takes a lot more protective factors to offset the scale.” Horacio has dedicated his life to helping our next generation become more resilient. If you love Horacio Sanchez's work as much as I do, stay tuned, as we will be featuring him soon with his new book, Unlocking School Bias: Using Neuroscience to Improve Student Outcomes[ix]. Stay tuned for this episode that will be scheduled as soon as I finish reading his book. Next we looked at Grant Bosnick's book, Tailored Approaches to Self-Leadership (Chapter 14) where he gave us the analogy of the donkey who fell into the well, and demonstrated resiliency when he used the dirt shoveled on him, to climb out. This example taught us that we all will have dirt shoveled on our backs in our life, and “that we can either get buried in the dirt or shake it off and take a step up. Each adversity we face is a stepping stone, and we can get out of the deepest wells by shaking off the dirt and taking a step up.” (Chapter 14, Resilience, Bosnick, Page 160). Another analogy we learned was through the mother and daughter story, and that when adversity faces you, Bosnick asks us to reflect. “Are you the carrot that seems strong but with pain and adversity (wilted) and became soft, losing its strength? Are you the egg that starts with a soft heart, but hardens with the heat? Or are you like the coffee bean that actually changes the hot water, the very circumstance that (brought) the pain?” (Chapter 14, Resilience, Bosnick, Page 161). I'm hoping that we all desire to experience change with the adversity we face, like the coffee bean and use our difficult experiences in life to build a better, and stronger version of ourselves. After learning about building resiliency in ourselves, we learned about building resiliency within our teams, and looked at Patrick Lencioni's The Five Dysfunctions of a Team. The absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. Then we learned to turn this around, using the five functions of a high performing team: trust, absence of fear of conflict, commitment, accountability and attention to results.” (Chapter 14, Resilience, Bosnick, Page 170). Finally, we looked at how we develop resiliency, using our Will Power from EP 294 where I shared an activity to strengthen this faculty of our mind either through meditation, or with an activity of staring at a candle flame, and with time, effort and sheer will power, blocking out everything else around you, until you and the candle flame become one. REVISIT THIS EPISODE TO REVIEW THIS CONCEPT IN DEPTH EP 345 Chapter 15 on “Unlocking Authenticity: The Neuroscience of Relationships“ we covered:  ✔ Author Mo Issa's definition of authenticity from his book The Shift: How to Awaken the Aliveness from Within. We met Mo Issa on EP 346[x]) We learned that Mo believes that “true authenticity means being ourselves—not an imitation of what we think we should be or what others want us to be. We all have a unique gift, and we must find and nurture it.” (Mo Issa, The Shift). ✔ Andrea's reflection from 2021 when Mo Issa asked her “what does authenticity mean to you?” What's authentic for me—it's living life according to my values. Living who I am by design. If I'm not putting health first, (for myself and my family) or learning, growing, researching, and then disseminating/sharing what I've learned, I'm not living my true authentic self. It will hurt my productivity if I compromise who I am, at this granular level. ✔ We ask the reader to consider: What makes YOU authentic? ✔ How do you know when you are living a truly authentic life? ✔ Have you identified your unique gifts or talents that make you stand out from others? ✔ Do you know what might be holding you back from being truly authentic? ✔ The Neuroscience of Our Social Brain “We have two systems in our brain: the X-system and the C-system. The X-system (or reflexive system) is automatic, responsive, like/dislike, reward/threat. The C-system (or reflective system) is controlled, conscious, with executive function and executive control.” (Chapter 15, Bosnick, Page 186). Motivation and effort are required to engage this part of the brain. The story of Phineas Gage who destroyed the C-system, in his brain and was operating on X-system only. In other words he had no control over his automatic, reflexive system, and his behavior became unbearable as a result. The C-system, (that requires motivation and effort to activate) we learned, is important for self-reflection and understanding self/other. We know this part of our brain as the Default Mode Network[xvi], and the part of our brain where we take breaks for creativity, thinking and learning to occur. “When the brain is at a resting state, this specific system kicks in, which is focused around social understanding (thinking about yourself, others' thoughts, others' actions etc.).” We learned to get into this resting state by “staring out of a window and do nothing (except reflecting on what else we can do to improve our relationships) and this knowledge that we uncover will help us to build more authentic relationships. We learned to slow down the conversation with people, truly listen to them empathetically and be fully present with them. This will build the relationship to be deeper…go slow with the conversation and communication in order to go fast with the depth of the relationship.” (Chapter 15, Bosnick, Page 186). ✔ 4 Steps to Building More Authentic Relationships Think of a person in your business, or personal life, that you would like to build a more authentic relationship with. Get to know them on a deeper level. How would you describe them? Are they introverted/extroverted? How do they approach authenticity and relationships? Let your brain go into your Default Mode Network. Stare out of a window and think: what could you do to build a more authentic relationship with each of the people you are thinking of? How can you go slow with your conversation to go fast with the depth of the relationship? And finally, we looked at the quote from Mo Issa that suggests that once we have done the work ourselves, and know what makes us truly authentic, once we know our own unique gifts and talents, and we continue to nurture and grow them, next, we can look outward, and recognize the unique talents and gifts in others. REVISIT THIS EPISODE TO REVIEW THIS CONCEPT IN DEPTH Finally, we covered EP 347 Chapter 16 “The Science of Bias“  where we ✔ Reviewed past episodes where we covered this topic of cognitive biases. ✔ Chapter 16 of Grant Bosnick's Tailored Approaches to Self-Leadership on The Neuroscience of Bias. ✔ A review of our two types of thinking (X-system=reflexive/automatic and C-system=reflective/intentional). ✔ 3 Steps to Understand and Manage our Biases from Grant Bosnick's book: Accept and admit we are all biased. It's a natural part of being human. The exercise from Daniel Kahnaman's book showed me how quickly I reverted back to system x, reflexive, automatic thinking. This self-awareness has helped me to consider where else I make quick judgments, without thinking reflectively. Label the Bias. While Bosnick covered three examples, similarity bias (making quick conclusions about people similar to you), urgency bias (where we put non-urgent tasks on hold to push through to do something that requires our immediate attention), or experience bias (where we believe our perception is the truth and that others who see things differently from us are wrong, knowing there are close to 200 different biases, it's a start to be aware that our thinking could possibly be flawed. Mitigate the Bias. We aren't going to solve all of our biases at once, but once we are aware that's it's human to have them, we can begin with looking at strategies to mitigate each. I'm looking forward to diving deeper into the neuroscience of Biases with Horacio Sanchez's new book. Stay tuned for this interview coming this Spring. ✔ 4 Strategies for Mitigating our Biases SLOW DOWN: Bosnick goes into detail on how to mitigate the top three biases that he listed. The strategy that he used was to step back, slow down and access your Systems 2 reflective thinking to see what you notice. The maze exercise showed me I could benefit from slowing down my thinking and not jump to conclusions. BE MINDFUL: When talking to others, work on “engaging our System 2 (reflective) thinking…the more mindful we are, the more we can engage our mental brakes, increase self-awareness, reduce emotional impulses, and reduce our susceptibility to unconscious bias.” (Ch 16, Biases, Bosnick, Page 212). Being mindful of others will help us to learn to appreciate different perspectives, as well, other people will connect more to us when they can sense we are thinking from their point of view. LEARN FROM OTHER PEOPLE: Talk to others so you can learn “how to get out of our own experience bias and appreciate other people's perspectives. This will help us to get out of our autopilot, easy route thinking of the urgency bias to have deeper, more robust and deliberate thinking.” (Ch 16, Biases, Bosnick, Page 212). ASK FOR OUTSIDE OPINIONS: Find others you can brainstorm with to come up with fresh ideas to help you to think in a different way. Ask for feedback to gain a new perspective. This is just the beginning of this topic for us here on the podcast. While writing this episode, I had a message from our good friend Horacio Sanchez, third time returning guest from EP 111[vi] and we will have him back on for a 4th time, to dive deeper into this topic. REVISIT THIS EPISODE TO REVIEW THIS CONCEPT IN DEPTH REVIEW and CONCLUSION: To review and conclude this week's episode #360, PART 4, our final piece of our review of Grant Bosnick's Tailored Approaches to Self-Leadership, where we covered a review of the final chapters of his book, with strategies that can help us to implement each concept, from chapters 14, 15, and 16. EPISODE #360 PART 4 of our review of Grant Bosnick's Tailored Approaches to Self-Leadership, we covered: ✔ EP 344 Chapter 14 “The Neuroscience of Resilience” ✔ EP 345 Chapter 15 “Unlocking Authenticity: The Neuroscience of Relationships” ✔ EP 347 Chapter 16 “The Science of Bias” We will see you next time, with some returning guests, Dr. Sui Wong (coming up in April) and Horacio Sanchez. See you next time. REFERENCES: [i] Neuroscience Meets Social and Emotional Learning Podcast EPISODE #321 with Grant ‘Upbeat' Bosnick  https://andreasamadi.podbean.com/e/insights-from-grant-upbeat-bosnick/   [ii]Neuroscience Meets Social and Emotional Learning Podcast EPISODE #355 Mastering Self-Leadership REVIEW PART 1 (Grant Bosnick) https://andreasamadi.podbean.com/e/mastering-self-leadership-with-neuroscience/   [iii] Neuroscience Meets Social and Emotional Learning Podcast EPISODE #356 Mastering Self-Leadership REVIEW PART 2 (Grant Bosnick)https://andreasamadi.podbean.com/e/unlocking-the-secrets-of-self-leadership-chapters-6-to-9-review/   [iv]Neuroscience Meets Social and Emotional Learning Podcast EPISODE #357 Mastering Self-Leadership REVIEW PART 3 (Grant Bosnick) https://andreasamadi.podbean.com/e/unlocking-the-power-of-persuasion-time-management-and-change/   [v] Neuroscience Meets Social and Emotional Learning Podcast EPISODE #344 “The Neuroscience of Resilience”  https://andreasamadi.podbean.com/e/the-neuroscience-of-resilience-building-stronger-minds-and-teams/   [vi] Neuroscience Meets Social and Emotional Learning Podcast EPISODE #345  “ Unlocking Authenticity” https://andreasamadi.podbean.com/e/unlocking-authenticity-the-neuroscience-of-relationships/   [vii] Neuroscience Meets Social and Emotional Learning Podcast EPISODE #347 “The Science of Bias”   https://andreasamadi.podbean.com/e/unlocking-the-science-of-bias-mastering-self-leadership-and-cognitive-awareness/   [viii] https://www.amenclinics.com/conditions/brain-optimization-peak-performance/   [ix]Unlocking School Bias: Using Neuroscience to Improve Student Outcomes by Horacio Sanchez published Feb. 12th 2025 by Corwin Press https://www.corwin.com/books/unlocking-bias-292586   [x]Neuroscience Meets Social and Emotional Learning Podcast EPISODE #346 with “Mo Issa: The Midlife Shift: Discovering Authenticity and Vulnerability”  https://andreasamadi.podbean.com/e/the-midlife-shift-discovering-authenticity-and-vulnerability-with-mo-issa/  

"Strategic planning is creating certainty in an uncertain world." – Tim Fulton Strategic planning is essential for success in any business, yet many companies either overlook or struggle with the process. In this episode, Trace Blackmore welcomes back Tim Fulton, President of Small Business Matters, to explore the fundamentals of strategic planning and how businesses can chart their course for success.   Tim shares insights on why strategic planning matters, how to involve the right people, and how to create a plan that actually works. Whether you're a business owner, manager, or part of a team, this episode provides valuable takeaways to help you navigate uncertainty, set clear objectives, and execute effectively. Why Strategic Planning is Critical Strategic planning helps businesses stay focused in an unpredictable world. By analyzing past performance, assessing the present, and setting future goals, companies can adapt to changing markets, industry trends, and emerging technologies like AI. Who Should Be Involved in Strategic Planning? Successful planning requires input from leaders and key employees at different levels. Involving the right people fosters collaboration, avoids blind spots, and ensures that the plan is practical and actionable, rather than created in isolation. The SWOT Analysis: A Tool for Understanding Your Business A SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) helps businesses understand their position. Identifying strengths and weaknesses within the company, along with external opportunities and threats, provides a clearer strategy for growth and risk management. Executing the Plan & Measuring Success A strategic plan is only effective if it's executed properly. Setting SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound) ensures clarity, while quarterly reviews and color-coded tracking (Green, Yellow, Red) help teams monitor progress. Methods like the 12-Week Year and OKRs (Objectives & Key Results) keep businesses on track and accountable. Why Having a Third-Party Facilitator Can Make a Difference An outside facilitator brings an objective perspective, helping businesses stay focused and engaged during planning. Leaders who try to both facilitate and participate often struggle to balance these roles. Involving an expert improves discussions and strengthens team buy-in. Common Mistakes in Strategic Planning & How to Avoid Them Many businesses fail in strategic planning due to poor communication, lack of follow-through, and ignoring potential risks. A strong plan must be actively maintained throughout the year to ensure long-term success. Tim Fulton joined Trace Blackmore to deliver essential insights into strategic planning, emphasizing clarity, involvement, accountability, and the power of facilitation. This episode challenges listeners to create meaningful strategies, fostering organizational resilience and success in any environment. Stay engaged, keep learning, and continue scaling up your knowledge!   Timestamps    3:00 – Trace Blackmore encourages listeners to help spread the word about Scaling UP! H2O Podcast by sharing it with their colleagues and network 07:00 – Upcoming Events for Water Treatment Professionals 09:12 – Water You Know with James McDonald 11:00 – Interview starts: Welcoming back Tim Fulton 13:12 – What is Strategic Planning? 15:44 – Who should be involved in Strategic Planning? 23:22 – Why should companies strategically plan 34:58 – Best time for strategic planning 40:00 – Objective and Key Results (OKRs) explained   Quotes  "No weigh-in equals no buy-in.” - Patrick Lencioni, quoted by Trace “Fear is the biggest obstacle preventing businesses from strategic planning.” - Tim Fulton “Not having a plan is a plan for failure.” - Trace Blackmore “Doing strategic planning without a facilitator is like being quarterback and referee at the same time.” - Tim Fulton Connect with Tim Fulton Phone: (678) 427- 9436 Email: timfulton@hotmail.com Website: smallbusinessmattersonline.com LinkedIn: https://www.linkedin.com/in/timcfulton/  Click HERE to Download Episode's Discussion Guide     Guest Resources Mentioned The Meeting by Tim Fulton Measure What Matters by John Doerr Traction by Gino Wickman    Scaling UP! H2O Resources Mentioned AWT (Association of Water Technologies) Scaling UP! H2O Academy video courses Submit a Show Idea The Rising Tide Mastermind 022 The One with Tim Fulton   280 The One About Retaining Top Talent   289 The One About A SWOT Analysis with A Twist   368 Adapting to the New Workforce: Attracting Top Talent 164 The One With Chris McChesney What the Heck Is EOS? A Complete Guide for Employees in Companies Running on EOS by Gino Wickman   The 12 Week Year   The Five Dysfunctions of a Team by Patrick Lencioni Water You Know with James McDonald  Question: What do you call the attraction of water molecules to each other that gives water its unique properties, such as a high surface tension, high boiling point, and ability to dissolve many substances?   2025 Events for Water Professionals Check out our Scaling UP! H2O Events Calendar where we've listed every event Water Treaters should be aware of by clicking HERE.  

Yuval Yeret has been "tweaking systems" his entire life. From modifying computer operating systems as a teenager to optimizing organizational structures as a leadership coach, his journey reveals the powerful parallels between technological and human systems.In this deeply insightful conversation, Yuval shares how his early exposure to psychology (through typing his mother's academic papers) subtly prepared him for understanding human dynamics in organizational settings. His pivotal moment came while listening to Patrick Lencioni's "Five Dysfunctions of a Team" during a vacation on the French Riviera—a book he couldn't put down because it crystallized what was missing in his struggling leadership team: vulnerability-based trust.The heart of Yuval's approach centers on creating environments where genuine connection can flourish. His practical wisdom shines through in simple yet profound guidance like "do food"—emphasizing how breaking bread together creates essential human connections that virtual environments cannot replicate. Even more transformative is his distinction between giving advice versus sharing experiences. When we tell others what they "should" do, we strip away their agency and autonomy. By contrast, sharing our experiences leaves space for others to make their own choices while still benefiting from our perspective.Yuval's metaphor of shifting from rigid roadmaps to flexible "trail maps" perfectly captures how effective facilitation works—providing options and context without dictating the exact path forward. As he looks toward integrating peer group methodologies into his organizational work, he envisions creating spaces where leaders can share experiences and navigate complex changes together, from agile transformations to adapting to AI integration.Whether you're a leader, facilitator, or simply someone interested in more meaningful conversations, this episode offers practical insights on building trust, preserving agency, and creating the conditions for human systems to thrive. How might your conversations change if you focused more on sharing experiences rather than giving advice?Please visit www.internationalfacilitatorsorganization.com to learn more about Mo Fathelbab and International Facilitators Organization (IFO), a leading provider of facilitators and related group facilitation services, providing training, certification, marketing services, education, and community for peer group facilitators at all stages of their career.

In this episode, Jamie speaks with Tim Solms, CEO Slingshot Aerospace. Tim talks about why culture is the #1 priority for a senior leader and how leaders need to watch out for inadvertently creating drama themselves.  He discusses the importance of “bright lines between clear roles and responsibilities” and how mastering this creates alignment throughout the organization. Tim's final reminder to us around ownership is poignant, that each of us is not just a culture consumer, but a culture creator. Tim is an outstanding operator who isn't afraid to share some of the big mistakes on his way to success.   In this episode, Jamie refers to Patrick Lencioni's “First Team” model.   Executive Access is produced by The Ideal Life, a platform that provides coaching, community, and content for people to grow both personally and professionally.   *Please note that in this episode, the video quality on Jamie's camera is slightly out of focus due to an unexpected technical issue. We apologize for any inconvenience and assure you that we've taken steps to prevent this from happening in future episodes.

It is a special day as we welcome a true industry icon to the podcast! Today, we are thrilled to have Frank Passanante, Global Head of Sales at Hilton, joining us for a conversation that has been a long time in the making. Eric has crossed paths with Frank through the MPI Foundation and has been looking forward to having him on the show to share his insights.  In this episode, Frank discusses his career, the art of sales, and the enduring strength of the Hilton brand. A Passion for Hospitality from a Young Age Frank's journey into the hospitality industry began in his early teens. While on a family vacation at the Hilton Hawaiian Village, he discovered a book by Conrad Hilton, Be My Guest, which ignited his passion for the hotel business. From that moment, he began working various jobs in hotels and restaurants before specializing in sales. He joined Hilton right after university and has remained in the industry ever since. Sales as a Noble Profession Frank believes sales is a noble profession centered on solving customer problems and providing value. He feels that true sales success comes from genuinely caring about customers and helping them find the right solutions. Frank integrates Lisa McLeod's Philosophy of Selling with Noble Purpose into his sales approach, focusing on customer impact rather than revenue alone. His mindset aligns with Hilton's founding purpose—spreading the light and warmth of hospitality. Building a Strong Sales Culture Recruiting the right people is essential to maintaining a strong company culture. Frank refers to The Ideal Team Player by Patrick Lencioni, which identifies three key qualities for success: humility, which prioritizes teamwork and continuous learning; hunger, which drives ambition and goal-setting; and emotional intelligence, which ensures strong interpersonal skills. At Hilton, hiring, training, and performance management are structured around those virtues to create a high-performing, customer-focused sales team. Adapting to Changing Buyer Behavior The landscape of meeting and event services has evolved in the post-COVID era. Modern buyers expect a seamless blend of self-service digital tools and personalized support for more complex needs. So, they developed a three-channel sales strategy at Hilton: digital self-service options that empower customers to research and book independently, direct sales for high-touch transactions requiring expert guidance, and voice-assisted support for critical moments in the buying process. Companies that fail to adapt to these shifting expectations risk missing valuable opportunities in today's rapidly evolving market. AI and Continuous Learning AI and automation are reshaping the industry, so Frank is committed to future-proofing the Hilton sales teams. The company promotes an always-learning mindset and prioritizes a coaching culture. Combining continuous learning with a strong coaching environment ensures that the Hilton sales professionals remain effective and adaptable. Building a Coaching Culture Frank emphasizes the power of coaching in leadership and business success. He stresses the importance of being coachable, asking the right questions, and seeking feedback to progress quickly. His organization holds monthly coaching sessions for leaders, focusing on practicing real-life coaching conversations to build communication skills. The Art of Difficult Conversations Having tough conversations is easier said than done. As a former SaaS CEO, Frank found that employees initially hesitated to voice their concerns. However, by welcoming constructive criticism and encouraging dialogue, he built a culture where feedback became a strength rather than something to fear. Continuous Learning & Expanding Perspectives Frank stays ahead by reading business publications, white papers, and research from Forrester and Gartner rather than constantly chasing new frameworks. He values learning from industries outside his own, believing that cross-industry insights spark fresh ideas. Year of the Travel Maximizer Hilton has identified 2025 as the Year of the Travel Maximizer. Their recent Meetings Maximizer report highlights trends like extreme preparedness, where attendees demand detailed agendas and networking guidance. Hilton developed resources to meet these evolving needs, including the World's Most Welcoming Events playbook, to help planners create more engaging experiences. Looking Ahead Frank is excited about Hilton's rapid expansion, with over 800 new hotels added in 2024 and 500,000 rooms in the pipeline. Next year, they will celebrate significant openings, including the iconic Waldorf Astoria New York and new Waldorf locations in Sydney and Tokyo.  Bio: Frank Passanante Senior Vice President, Global Head of Sales and HRCC, Hilton Frank Passanante sets the B2B strategy for Hilton through all selling channels. He's passionate about forging strong customer partnerships that drive mutual success, building winning sales teams through intentionally developing a coaching culture, and quickly adapting strategies to meet the continually evolving nature of B2B sales. In his current role as Senior Vice President, Global Head of Sales, and HRCC, Frank collaborates closely with commercial leaders worldwide on coordinated global B2B strategies. He takes great pride in his team of purpose-led sales professionals, who consistently develop meaningful customer relationships and consult on solutions. He describes his team as caring, committed to their clients' outcomes, and striving to be the best in the business.  Frank built and refined his hospitality sales and marketing expertise over three decades, with the vast majority of those years devoted to Hilton in various on-property, regional, and corporate roles. Actively engaged in industry organizations across all travel segments, he has served on the Professional Convention Management Association Board of Directors, the U.S. Travel Association Meetings Mean Business Coalition, and the Events Industry Council APEX Business Recovery Task Force. Currently, he is engaged with the US Travel Association Group Travel Network and the GBTA Allied Leadership Committee. Connect with Eric Rozenberg On LinkedIn Facebook Instagram Website Subscribe to The Business of Meetings newsletter   Listen to The Business of Meetings podcast Connect with Frank Passanante On LinkedIn Hilton Trends Report 2025 – The Vacation Maximized 2025 Hilton Trends Report – Special Section: The Meetings Maximizer – The Next Generation of Meetings & Events Books mentioned: Be My Guest by Conrad Hilton Selling with Noble Purpose by Lisa McLeod The Ideal Team Player by Patrick Lencioni The Advantage by Patrick Lencioni The Five Dysfunctions of a Team by Patrick Lencioni The Medici Effect by Frans Johansson Kitchen Confidential by Anthony Bourdain      

​If you're ready to take your emotional growth to the next level, join the EQ Mafia at https://www.eqgangster.com/. Follow us at: https://www.arrowhead-leadership.com

Trust is the foundation of every successful team, but do we truly understand what it takes to build and maintain it? In this episode, we dive deep into the concept of trust, inspired by Patrick Lencioni's Five Dysfunctions of a Team. From the difference between predictive and vulnerability-based trust to the dynamics of leadership teams versus the teams we lead, we explore what it really means to cultivate trust in the workplace. We also discuss real-life challenges, including how to navigate relationships with untrustworthy peers while maintaining professionalism and integrity. Plus, we uncover powerful lessons from nature—like the "death spiral" of eagles—that reveal the depth of trust required for strong partnerships. Join us as we break down practical strategies for fostering trust, strengthening leadership teams, and operating with authenticity in every professional and personal relationship. Don't miss this insightful conversation! 

In this episode of Stepping Into Your Leadership, host Christine Courtney brings back an old friend and former colleague, Ray Vicencio, to dive deep into the analytical personality type in the workplace. As a former CFO and controller, Ray embodies the traits of an analytical thinker—detail-oriented, logical, and driven by accuracy.Together, they discuss how analytical individuals approach work, their biggest pet peeves, and how to effectively communicate and collaborate with them. Christine and Ray explore strategies for managing deadlines, giving constructive feedback, and helping analytical team members make decisions with confidence. Plus, they share tips for analytical thinkers on how to work effectively with more spontaneous or expressive colleagues.If you've ever struggled to understand the meticulous, data-driven mind of an analytical coworker—or if you are that person—this episode is packed with insights to help you build stronger, more productive relationships in the workplace.Tune in for practical advice, real-life workplace stories, and a few laughs along the way!

Anuj Ojha: Transforming Agile Team Meetings, Less Time, More Value Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. When Anuj started working with a team that believed asynchronous communication could replace their Daily Scrum, it sparked a journey of meaningful transformation. The team was frustrated with meeting overload and took bold steps to evaluate and modify their meeting structure. They questioned the value of Sprint Reviews and Retrospectives, ultimately creating a more focused approach to meetings. A significant breakthrough came when they removed managers from the Daily Scrum, leading to more effective communication and increased quality time for actual work. The team's success came from creating a backlog of improvements and integrating these directly into their sprint work. Self-reflection Question: How might your team benefit from critically evaluating your current meeting structure and making bold changes? Featured Book of the Week: The Five Dysfunctions of a Team by Patrick Lencioni The Five Dysfunctions of a Team by Patrick Lencioni was a game-changer for Anuj, offering a model for understanding team dynamics. The author's five-level model proved especially valuable during challenging periods, providing insights applicable to teams across all domains. The book's framework helped Anuj better understand and address the fundamental dysfunctions that teams commonly face. [The Scrum Master Toolbox Podcast Recommends]

In today's episode, Dr. Killeen dives into The Five Dysfunctions of a Team by Patrick Lencioni and explores why trust is the key to a high-performing team. Addison shares insights from Dr. Jason Tanoory on two simple yet powerful ways to build trust—social activities outside the office and meaningful team meeting questions. From casual get-togethers to deeper conversations, these strategies help break down barriers, strengthen connections, and create a more cohesive team. Tune in to learn how to foster trust and transform your practice culture!

 Andy and Mon-Chaio explore Patrick Lencioni's concept of the five dysfunctions of a team, discussing how absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results interrelate to impact team performance. They reflect on their own experiences and the importance of productive conflict, peer accountability, and commitment to collective success. Listeners will learn how examining organizational structure and culture can address these dysfunctions and improve team dynamics. Andy and Mon-Chaio also stumble upon the topic for the next episode on holding individuals accountable in areas outside one's expertise.Transcript: https://thettlpodcast.com/2025/03/04/s3e8-5-dysfunctions-of-a-team/References: 5 Dysfunctions of a Team PDF resource - https://files.tablegroup.com/wp-content/uploads/2020/12/11224029/FiveDysfunctions.pdf 5 Dysfunctions of a Team - https://en.wikipedia.org/wiki/The_Five_Dysfunctions_of_a_Team Team Effectiveness: A Validation Study of Lencioni's Five Functions of a Team - https://lib.manaraa.com/books/A%20validation%20study%20of%20Lencioni's%20five%20functions%20of%20a%20team.pdf

Often I tell you about guests I first met at the podcast event known as Podapalooza. This time we have another such guest. He is Jessper Maquindang. He tells us that, although he doesn't remember the event, his mother tells him that at the age of five he told her that when he grew up he wanted to be a leader. He tells us that he always had a fascination for leaders and the study of leadership. When he attended USC he attained an Executive Master's degree in leadership. Jessper was born and raised in California and lives in the state today.   Since graduating he has experienced observing and working in large and small companies. A number of years ago he formed his own consulting company, FamiLEAD  Management Consulting.   During our episode Jessper and I talk a great deal about leadership. He describes what makes a good leader in today's corporate and thriving world. His observations and lessons are quite poignant and I would say relevant to all of us. Jessper discusses how leadership has evolved and how today good leaders consciously work to build solid teams and spend much less time bossing people around and flaunting their power.   Another fact about Jessper is that he grew up with Asthma. Even so, he worked through the condition and today has run a number of full marathons. He also loves to travel and has visited all fifty states in the U.S.   Clearly Jessper is quite unstoppable and as you listen to our conversation he will tell you how you can become more unstoppable too.       About the Guest:   Jessper Maquindang, a seasoned leader with a rich experience spanning over 12 years, is the owner of FamiLEAD Management Consulting, helping leaders and managers build effective teams. His leadership journey is marked by his commitment to fostering workplace cultures that champion collaboration and innovation. Driven by a passion for creative brainstorming and continuous improvement, Jessper is always on the lookout for fresh ideas and novel approaches.   As an alumnus of the University of Southern California, Jessper holds an Executive Master's Degree in Leadership.  His leadership impact has been recognized with the “40 Under Forty” award in Santa Clarita Valley, a testament to his significant contributions to the community.   Jessper's influence extends beyond his immediate professional sphere. Jessper has served on the executive board of JCI USA (Junior Chamber International, USA), a national organization dedicated to providing leadership development opportunities for young people. He continues to guide future leaders as a mentor at his alma mater, the University of Southern California. Jessper has also served on the boards of an advanced Toastmasters club and the Southern California chapter of the National Speakers Association (NSA SoCal).   When he's not leading teams or coaching leaders, Jessper immerses himself in training for marathons, delving into business books, and traveling around the country. In spite of growing up with asthma, Jessper has become a 15-time marathon runner. His story is one of passion, resilience, and the relentless pursuit of excellence.   Ways to connect with Jessper:   LinkedIn: https://www.linkedin.com/in/jmaquindang Website: https://www.famileadconsulting.com Jessper's personal story: https://signalscv.com/2024/07/once-an-asthma-victim-now-a-marathon-runner/   About the Host:   Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/   https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.       Transcription Notes:   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:21 Well, a pleasant hello to you, wherever you happen to be today. Welcome to another episode of unstoppable mindset where inclusion, diversity and the unexpected, which is more fun. Meet I am your host. Mike Hingson, we're really glad that you're here with us today and today, well, we're going to what, what has to be a California podcast, because our guest jes Jessper Maquindang is from California. He's a USC graduate. So was my wife. He lives in Santa Clarita, so he's over the mountains from where we live. He has degrees in leadership. He's a marathon runner, and that, after a story that he'll tell you in just a little bit growing up, had some challenges regarding that, but nevertheless, he is here, and we're here, and we're glad that all of you are here with us. So Jessper, welcome to unstoppable mindset. We're really glad you're here. Michael,   Jessper Maquindang ** 02:22 thank you for having me. I'm excited to join you today. Well,   Michael Hingson ** 02:26 glad you're really here. Well, why don't we start by you telling us a little bit about kind of the early Jessper growing up and all that sort of thing. Absolutely,   Jessper Maquindang ** 02:34 it starts with a memory, and a memory from my mother, and she shared it a few years ago, and I myself don't remember that memory myself, but she told me when I was about five or six, I went up to her and said, When I grow up, I want to be a leader. When I grow up, I want to be a leader. Now, when you think about it, it sounds really neat for a five or six year old to want to be a leader when they grow up, but when you reflect deeply, what does a five or six year old know about leadership? It's such an advanced topic for someone that age, I might as well said mom, when I grow up, I want to study microeconomics, but that was my journey. I don't remember that memory, but she had shared it with me a few years ago, but I realized over the years, various leadership opportunities just fell into my lap. I remember at a young age, serving the community, volunteering that was ingrained within me so supporting nonprofits as I grew older. When I went to college, I was involved in extracurricular activities such as student government and new student orientation. And after I graduated, I landed in a travel company where I was promoted to a supervisory role, where I did get first hand experience in leading a team. And then over the years, I was just so inspired by what I did, I went back to school, went to USC for my Executive Master's degree in leadership, learn more about those best practices in the field. And after I graduated, I landed in a fortune 500 management development program where I had the opportunity to get a peek of what the operations look like for a larger company, and I can take those insights and pretty much share them anywhere. But overall, just looking at my background and the experiences that I've gained over the years, I've come to learn that leadership is really that opportunity to learn and grow from your experiences and share that experience with others. So I would say that's the early journey of the younger Jasper McCune,   Michael Hingson ** 04:50 well, certainly relevant by any standard. I I love talking about leadership. I've been very deeply involved. With it most of my life, starting in sales and then sales management and owning my own company and being a senior manager for other companies as well. And one of the things that I love to say is and I've read about leaders, and I've read books about leadership and studied them and so on, but I love to say that I have learned more about leadership and teamwork and trust and motivation from working with eight guide dogs than I've ever learned from Ken Blanchard and Tony Robbins and all those folks, because it becomes very personal and the additional challenge that someone like I have is that I work with and build a team with someone who doesn't speak the same language I do. And we have to learn to communicate, and we have to learn to build trust. The value is and the the wonderful part of it is working with dogs, they're more open to trust than we tend to be, and so I can see how to develop a trusting relationship and then make it happen. Dogs love unconditionally, I do believe that, but they don't trust unconditionally. And I was even asked yesterday, how long does it take to really develop a good, strong relationship with your guide dogs? And I'd say it takes a good year to truly develop the seamless, teaming relationship that one wants, and it takes a lot of work. So I stand by I learn more from dogs than I have from other sources. Michael, that   Jessper Maquindang ** 06:40 is such an interesting insight. I didn't even think about the leadership connection between dog and humans, and when you brought that up, that gave me another perspective to think about.   Michael Hingson ** 06:52 And well, the the issue is that the purpose of a guide dog is to make sure that we walk safely. It's my job to know where to go and how to get there. So we each have a job to do, and our jobs, although they interrelate, are different, and so someone has to be the leader of the team. And dogs really want us to be the leaders. They look to us. They recognize that value when we carry it out. Well, it works in a wonderful way. So for me, working with a guide dog and developing that relationship means that I need to be confident and tell the dog what I want the dog to do, like turn left, right, go forward, or whatever, and also recognize that the dog has some authority to do things such as, let's say we're at a street corner and I suddenly tell the dog to go forward, and the dog doesn't go. I need to respect the fact that there's probably a reason that the dog didn't go. That is to say, very rarely do guide dogs really get distracted. And when they do get distracted, I mean, if a bird flies right in front of their nose, they're going to see it, but I can tell that, and I know what's happening. But primarily, when a dog doesn't do what I expect it to do, it's because of a service called Intelligent Disobedience. That is to say, the dog has the authority not to do what I want if it feels it's going to put us in danger. So I'm at the street corner and I tell the dog to go forward, and the dog won't go probably today, that is because there's a quiet car or hybrid vehicle coming down the road, and I don't hear it, but the dog sees it, and the dog going, on, I'm not going to get out there and get either of us hit, and they have the authority to do that. So as I said, we each have a job to do in the process, and we have to carry out those those processes well. And the dog looks to Me for guidance, to know when it's doing its job well. And likewise, I have to observe the dog communicate with the dog when the dog's not feeling well, or feeling unhappy, or whatever. I'm the one that has to interpret that and act as the team leader, the confess II, the spiritual guide, if you will, for the for the team, and so many other things. And there is also so much to learn from working with dogs like dogs don't do, what if, when a dog works or does whatever it does, is doing it in the moment. So dogs don't do a lot of what if, hence, they don't tend to have the same kind of fears that we do, because we What if everything, and we never seem to learn how to be introspective and recognize that we should really only worry about the things that we can control and stop worrying about everything else, because it's not going to do us any good. And so we worry about everything. And we develop so many fears that really are a problem. I talk about that in the new book that's that I've written, called Live like a guide dog. It's all about learning to control fear, but it's about the lessons I learned in that regard from eight dogs. And it is fascinating. Yeah, there's a lot to learn from dogs, if we would, but try   Jessper Maquindang ** 10:21 very great insight and leadership well, so you wanted   Michael Hingson ** 10:25 to be a leader from five or six years old, and you obviously did things to kind of make that happen or get attracted to it. So tell me about when you went to USC or your college days, and how did leadership interact or become a part of what you did there? That's   Jessper Maquindang ** 10:46 right. So when I went to USC, I wanted to learn more about the field, because when I was a supervisor at my first job, I had the opportunity to really learn what works and what doesn't work, and I wanted to expand on that. And when I was at USC, we were reading books from such great authors like Marshall Goldsmith, other sources that give us another perspective of what leadership really means. And in today's world, we've moved on from traditional leadership, where you see a manager being very demanding and showing high levels of authority. We want to moved on to that today, leadership is more about empathy and really supporting the growth and development of the people that work for you, the people that report to you. It's all about making sure as a team, we're all working together to achieve our goals, instead of having one person send their demands and expect everyone to follow those days are not effective today and as we move forward into the future, what I've learned about leadership, and especially at USC, leadership, is being more adaptable and supportive with the people that we work with.   Michael Hingson ** 12:12 How many leaders or what kind of percentage of people do you think really understand that, as opposed to being a boss and continuing to just try to exert their authority. Based   Jessper Maquindang ** 12:25 on my experience, I would say more and more people are embracing this new form of leadership where we are supportive, there are still leaders and managers that are attracted to their power. They're not effective as they could be. But on the other hand, the leaders who are embracing this constructive form of leadership where other people are getting the opportunity to share their voices, they're getting better results compared to managers who are showing off their authority and being bossy and stepping on the foot of other people and not really giving them a voice. So I would say there are more people who are embracing more adaptable and supportive form of leadership.   Michael Hingson ** 13:13 What are some of the basic characteristics that you would define that exist in leaders today, what makes you a leader?   Jessper Maquindang ** 13:23 So with leadership, there are four Super skills that make a leader effective, and the four Super skills are public speaking, public listening, private speaking and private listening. So for public speaking, it's what we do know about people going up on stage, not literally, but they can be in front of the boardroom at a meeting and really sharing the direction of where everyone needs to go. I know there are some people who are nervous about the idea of public speaking. You don't have to necessarily like it. You don't have to Love Public Speaking. You can even despise it. But as a leader, it does get to a point where other people look up to you to display and promote the vision and direction of where the team is going, and that's where people will depend on you as a leader to really express that direction, and the next one is public listening, and that is where a leader has the courage to step aside and give other people the stage, and again, not the literal stage, but they could be At the office in front of everyone else or along the same table, but the idea behind public listening is to give your team members the opportunity to share their voice, share their perspectives, share their thoughts. Because when it comes to leadership, the leader does not. Really have to be the only one throwing all those ideas out there and perspectives demands. It's important to give other people that opportunity to really share what's on their mind. And then next is private speaking. And for that, I know, when people hear private speaking, does that mean a leader hides in the corner and start talking? Starts talking to themselves? No, not necessarily. What private speaking means to me is it's a phrase I use for coaching and mentoring, those one on one conversations with your employers, with your team members, with your staff. I call it private speaking because those conversations should be held in private. Whatever you and your team member shares with you, for example, it's it wouldn't be fair to say, oh, everyone did you? Did you know what Michael told me today? He said, this, this and this, again, when it comes to coaching and mentoring, you want to respect the privacy of those conversations, because your employees will share information that you would not get publicly. And lastly, it is private listening, and for this, a leader is really spending the time to discover their capabilities from within. So for some people, that comes in the form of meditation, where they're really being in the moment, present and just listening to the voice within themselves, also an effective way for private listening to occur and learn more about yourself is to take leadership development assistance, where you are seeing firsthand the strengths and the areas that you can work on, giving you the opportunity to really reflect and see how you can be a more effective leader. So the four Super skills of an effective leader is public speaking, public listening, private speaking and private listening.   Michael Hingson ** 16:56 I like the way you put all of that, and I like especially when you're talking about private listening, meditating, and really stepping back and becoming more self, analytical and introspective. That's something that we talk about a lot in live like a guide dog, because you will develop your mind. I guess the best way to put is heal developing your mind if you use it, and one of the best ways to use it is to look at what you do. Look at yourself. I encourage people at the end of the day to take a step back and look at what happened today, and look at what worked what didn't work. Don't ever regard something as a failure. It's a learning experience. But I think we gotta get away from negativity. For years, I used to use the term, I'm my own worst critic, and I realized literally, just over the last year, wrong thing to say, I'm my own best teacher, because I'm the only one who can really teach me. Other people can give me information, but I'm the one that has to internalize it. And so the fact is that I would rather look at it from a positive standpoint. That is, I'm my own best teacher than anything else, and I should look at everything that happens during the day to see what I can learn from and even the things that went well, could I have done it even better? And look at how all of that comes together? And I think that it's it's so important that we deal with ourselves in that way, because that helps us develop a much better mindset of how to move forward in the future, and it also helps cut back on fears, because invariably, you're going to think about things like, Why was I afraid of that today? Oh, maybe I really shouldn't have been because I didn't really have any influence over that. It's just something that occurred, and people can start to learn that they don't need to fear everything that they fear.   Jessper Maquindang ** 19:06 That's right. When it comes to private listening, it's all about that self awareness and overall, over all awareness and turning problems into opportunities. So you did bring up a excellent perspective. Michael, yeah,   Michael Hingson ** 19:22 we should. We should really always look at what goes on and again. We should always look for ways to hone our skills and improve ourselves, because we're the best ones at making that happen, if we're open to really listening to our inner voice that is ready to guide us anytime that we will allow it to do. So it's not a noisy voice, it's a quiet voice, but it's there if we would learn to listen to it   Jessper Maquindang ** 19:53 absolutely and when it comes to taking that moment to really reflect, you can come up with. So many ideas that you would not have discovered if you were in a rush and just moving in a fast paced world and getting lost in into it. But when you take a moment to step back, take a deep breath and really slow down, it gives you an opportunity to come up with new insights that you wouldn't have discovered otherwise,   Michael Hingson ** 20:24 yeah, and it's so important to do that, and the insights were always there, but you weren't paying attention to them. You were just running around crazy. So you do need to take the time to stop and listen and learn. And it's amazing what will happen. One of the things that that I've always felt as as a leader, my job was, and I would always tell people I hired about this, my job is to not boss you around. I hired you because I assumed that you could do the job. You can miss me, that you could do the job that I want you to do. My job is to add value to you, to help you. And what that really means is that you and I need to work to see how we blend our skills so that I can better enhance what you do, because I want you to be successful.   Jessper Maquindang ** 21:17 That's right, that reminds me of a quote that I was as I was scrolling through LinkedIn, there was a quote that I saw that you hired smart people, let them do their job, trust them to do their job. And it was something along those lines, but Right, yes,   Michael Hingson ** 21:31 but even so, you do trust them to do their job. But the other part about it is, can you help them do their job better, and that's a that's a skill that I think a lot of people still really need to learn. On both sides, I have had people who I've said that to who never really figured it out, and they weren't really great listeners at sales, and they didn't do some of the things that they needed to do to be more successful at selling, but they also weren't willing to explore how to to better themselves and send and hence, they didn't necessarily stay at the company as long as they might have. But the people who really got it and who discovered that I, for example, am very technical, I listen. I'm unique being blind in the kind of world where we were selling high tech products to Wall Street, I was was enough of a unique individual that it was worth taking me along and letting me do demonstrations and product discussions. Again, my master's degree is in physics, so I'm pretty technical anyway. But one of the fun things that happened after one of those presentations was my sales guy, who was my best sales guy, said, How come, you know, all this stuff, and I don't, and I said, Did you read the product bulletin that came out last week? Well, no, I didn't have time. I said, there you go. If you had, you might have known more than what you would have known more than you do, which doesn't necessarily, in of itself, mean that you're would be better at presenting it. I didn't say that part, but, but the reality is that it is what I knew how to do. And we fed off each other very well, and we were both able to make him more successful than he otherwise would have been, which is really what it's all about,   Jessper Maquindang ** 23:27 that's right. It reminds me of the writings from Brian Tracy, where he would remind us that the people who really take an effective approach in their learning and personal growth, those are the ones who are more likely to succeed in this world,   Michael Hingson ** 23:44 yeah, which is very true. You've got to take responsibility for and take charge of your own growth and recognize that there's always stuff to learn there. There's always stuff that somebody else knows that would be helpful for you to get to know as well. And you should never resent people just because they know something you didn't know. It's cool when you get to learn it, and then you get to use it, and probably will impress them, because then they see you using and they go, I you caught on that, huh? So it is what we have to do that we don't do nearly as much as we should.   Jessper Maquindang ** 24:26 That's right, that reminds me of the world of coaching and mentoring too. There are so many more experienced professionals in the world that when we learn from them, that gives us the opportunity to really take in their insights, and when we use their insights that'll accelerate our process in becoming more successful in our journey of Professor professional development.   Michael Hingson ** 24:49 Yeah, our leaders, or should leaders be pretty resilient people?   Jessper Maquindang ** 24:55 I believe so. Because when you think about it, in today's world of leadership, there's. Just so much going on, especially in our fast paced society. When you look at working with teams, people have different perspectives. When you look at projects, there are so many items that just go into a project, and so many moving parts. And when you look at change itself, it's disruption, interruption, you name it. It's moving in all directions. And as a leader, sometimes something somewhere can knock you off course or knock you down. But you have a choice. You can stay down and worry, but that's not very productive, or you can get back up again. And when you do get back up, you get another chance to really find ways to whatever you were working on. You can make that better. It's a much more productive process when you're when you continue to get back up and really challenge yourself to find new ways to move forward. So it is important to be resilient, because there's when you look, look at change itself and how it's just shifting so many things around. If you're not as resilient, you're not going to be able to adapt to that change. But if you continue to get back up, roll your sleeves up, you'll be in a much better position as you really find new ways to build on yourself and move forward.   Michael Hingson ** 26:26 But a resilient leader isn't someone who is so stubborn that they think that they've got the only solution. It's really getting back up and looking at what happened and then moving forward in whatever way is the most appropriate to really make progress for you as the leader and your team.   Jessper Maquindang ** 26:48 That's an excellent insight, especially when a leader is so stuck in one way, it's really going to present challenges. It reminds me of the quote we've always done it that way, if a leader sticks to that message, they're going to get lost in the past, and they're not really going to be able to adapt to the future, or at the same time, their team members might not really relate well to that leader who just sticks with one idea. Because in today's world, if you want to be more successful in the projects and the processes that you're trying to build. It really helps to get the perspectives and insights of everyone on your team, instead of that one person who's just promoting one idea. It's not going to get very far. I think   Michael Hingson ** 27:37 one of the characteristics of a good leader is also knowing when to relinquish leadership because someone else has a skill that maybe they are able to do something better than you, and you've got to allow them to help guide the team, because they've got the particular skill that's necessary to do That.   Jessper Maquindang ** 28:01 That reminds me of two things. The first thing is that leaders should not be intimidated by other people who have a skill that they're lacking. They should actually embrace that opportunity, because our skills are complimentary when we work with our teams, someone has a certain ability or skill set that when we're all working together, it's like a puzzle piece, and when all the puzzle all puzzle pieces fit together, you'll be able to solve whatever you were working on. And the second part that this reminds me of is the idea of servant leadership for a leader, gone are the days where a leader should be demanding and be the best in terms of thinking they know everything and have everything. In today's world, a leader should be in a more servant leadership role, where they're supporting the growth and development of their team members and accepting that other people have skills that they might not have, because, as I mentioned earlier, working in a team is like having different puzzle pieces, and when it all fits together, you're solving that puzzle piece faster.   Michael Hingson ** 29:17 And you know, we talked about introspection and looking at the end of the day and analyzing what goes on. The more of that that you do, and the more time, as every day as you can and should do, every time you do that, your mind muscle develops more. And the more of it you do, the faster you'll be able to do it, and the faster you'll be able to then analyze and make decisions. So that the whole idea, though, is that you've got to train yourself to do that, and that's not something that anyone can do for you, but you can certainly learn to recognize a lot of the different kinds of things that we're both talking about, and you. Can work faster and smarter if you take the time to teach yourself how to deal with all that. That's   Jessper Maquindang ** 30:07 right. And then I know one way for leaders who have implemented that idea is journaling, just that open flow of getting your thoughts on a page that really helps, because you're getting the opportunity to really look at the ideas that you're writing down, positive or negative, and once those ideas are on the page, you can reflect deeper on each item that you've written down, giving you a much better understanding of how you can really improve that process or project or task that you were working on. So journaling really does help in really building your perspective someone   Michael Hingson ** 30:50 who really does that well and who journals, or however you do it. I tend not to journal a lot, but I've got other ways of recording information. So, so I do that. But the point is, then five years later, you go back and look at some of those early journal things, and you go, Oh my gosh, look what I've learned. Or, oh my gosh, I forgot all about that. What a neat thing I got to pick that up and do that again, journaling and having a way to record and be able to look back at what your thoughts are is extremely important, and it again, adds another dimension and a lot of value to you as an effective leader,   Jessper Maquindang ** 31:36 absolutely, because when you're journaling, you're writing down a lot of the ideas that have been on your mind. And for me, I use a more free flowing type of journaling where I'm really just dumping whatever I have on my mind and just throwing it out there. Because although there are no connections at that moment over time, I realized that there are certain themes that I can connect, and start to really see where all the dots are connecting, and find certain ideas and similar similarities and maybe even contrast, but working with those ideas and seeing what I can do and how I can actually use those ideas in Some of the future projects that I'm working on. So it really helps to get your thoughts out there. When   Michael Hingson ** 32:25 I was at UC Irvine, I actually went and took a course in transcendental meditation, and one of the things that they said is, when you're meditating, you need to let your mind just flow. You don't want to write things down, because it might very well be nonsense and and so on. But at the end, you can learn and remember and then write down ideas that came to you during the time that you meditate. And the reality is that the free flowing kind of technique that you're talking about makes a lot of sense, because what you want to do is get the thoughts down. There's no such thing as a good idea or a bad idea, they're all ideas. You may find that it won't work or some idea won't work today, but that doesn't make it a bad idea, because in five years, it might just be the way to go. But if you don't write it down and you forget it, then you've lost it.   Jessper Maquindang ** 33:17 That's right, that also works with a team in the form of brainstorming, I've seen situations where someone leading the team, where another team member will share an idea, and that leader of that team will say, well, that's not really realistic. When it comes to brainstorming, it is important to let all ideas flow. You don't want to turn anyone down, because, as you said, maybe a unique idea today will be useful and valuable in the future.   Michael Hingson ** 33:45 My typical reaction when I even think that something might not be overly realistic, it means to me, somebody's thought about something and I don't really understand it. So my immediate response would be, tell me more about that. And a lot of times that request leads to insights that I never had that make for a better situation all the way around. And it turns out, the idea wasn't really such a horrible and unrealistic idea at all, but you're right being negative. That's not realistic. That's not a good way to support a team, and I think it's very important that we recognize that it's all about supporting the team. So tell me a little bit about your thoughts about unstoppable perseverance and why that helps to make a good leader. Oh, that's right, I guess that goes into a little bit resilience. But, yeah, go ahead. Similar   Jessper Maquindang ** 34:47 with resilience. It's the opportunity when you get knocked down. It's that opportunity to get back up. And for perseverance, very similar for unstoppable perseverance, for a leader to not give up in. Keep pushing through, because with the situations that I shared earlier, the teams that you work with, the projects even change itself. In today's fast paced world, it's going to push you aside and maybe push you down. But if you're going to be worried about all these changes, it's not productive. It's not going to get you anywhere. But if you continue to push through and really show your perseverance and take charge and just really push forward, you'll get much better results when you continue to have that energy to just never get knocked down.   Michael Hingson ** 35:41 Of course, taking charge also means taking charge in a in a positive way, and not in a bossy way. That's right, yeah, and that's that's really crucial,   Jessper Maquindang ** 35:51 yes. So when it comes to taking charge, it's really being proactive about growing and your well being, and really understanding what you can do better. And again, it's not about that manager having too much power when it comes to taking charge. It's about being proactive about your personal growth.   Michael Hingson ** 36:14 So kind of summing up some of this in a bit. What is the most effective style of leadership. You think the   Jessper Maquindang ** 36:21 effective style of leadership that I've learned based on my experience is servant leadership, and I've learned of two different major definitions. I like one better than the other, and I'll explain why, but the first definition that I've heard about servant leadership is putting the needs of others above yourself. And the second definition of servant leadership is serving in the sense of supporting the growth and well being of others. And what I like is that growth and well being, because when it comes to supporting other people, you don't necessarily have to lower your own priority of yourself. When it comes to servant leadership, you're part of a team. You're on the same level as everyone else. You want to share your voice, and at the same time, you don't want to be the one taking all the all the power you want to share it. And when it comes to servant leadership, you're really giving other people the opportunity to share what's on their mind and what they'd like to do to become more effective in themselves. So servant leadership is supporting that journey of helping other people succeed?   Michael Hingson ** 37:44 Yeah, well, when we talk about leadership, and we've talked about teamwork and so on, in a sense, they're, they're equate, they're not equivalent, but they're, they're related, but they're also different. So the whole issue of building an effective team is a real challenge, and I've been involved in a lot of team building exercises and so on over the years. But how do you go about really growing a good, effective human team? And I put it that way, because I can sit here and talk about what I do with with dogs and and how we develop a very close bonding relationship. And what is really scary is it is very easy to destroy that or, or at least injure the relationship with the dog. If you don't respect the dog, and you look down on the dog, and you don't really realize recognizing the dog is doing its job, and they sense that, and they won't always necessarily communicate it back to you directly. But you know, in the case of humans, how do we develop good human teams?   Jessper Maquindang ** 38:58 That's right, the first part, I would say, is really getting a pulse on the morale. You want to make sure everyone is being heard and not being ignored or shut out as a leader. You want to ensure that the team member is really part of the team. And the second part is active listening, where the leader needs to intentionally and deliberately provide that space for other people to share their voice. Because if a leader is just taking everything up and doing all the talking and just doing all of the things himself or herself. It's really going to cut off the opportunities where an employee could have shared a great idea, but then you're just leaving it to one person to implement their idea of what needs to happen. So for an effective team to develop, one is. All about that morale and giving other people the space to feel like they are part of a team. And the second part is listening to the other team members and giving them that space to share what's on their mind and maybe even provide great ideas.   Michael Hingson ** 40:17 And you know, the issue is that, once again, in developing the relationships, you're going to have some ideas that are stronger and more productive than others. I'm not going to use the word bad, but still, everyone does have to have the opportunity to say what they think and to contribute, and when they have the opportunity to do that, they're going to be much more productive, and they're going to be much more willing to be part of the team.   Jessper Maquindang ** 40:50 That's right when you're giving another person the floor, metaphorically, but when you're giving them that space to share what's on their mind, you're really giving them those opportunities to share what the team can do to really grow together again, when there's no such thing as a bad idea, you want to give that space for everyone to share, because, As we've learned earlier, maybe an idea that's unique today will be useful and valuable maybe a few months down the line, or maybe a year down the line. But when you dig deeper into an idea, again, no bad ideas. When you dig deeper, you'll get more insights into what that team member was sharing.   Michael Hingson ** 41:38 One of the best books. One of my favorite books that I've read through the years is a book called The Five Dysfunctions of a Team by Patrick Lencioni. Have you read that I have? Yeah, I really like the ways that he discusses teams and teamwork and one of the most important things that he talks about in sometimes subtle but still very, very strong ways, is developing trust and allowing the team to be a group of people that learn to work together. But it is, it's about accountability, which really is all about developing trust. And I mentioned that earlier, that dogs are open to trust, we have learned so much about not trusting on how not to trust because we think everyone has a hidden agenda. And how can we trust this person? How do we break out of that pattern?   Jessper Maquindang ** 42:33 Yes, so especially when it comes to the Five Dysfunctions of a Team in that book, Patrick Lencioni does start with trust, and to really build in that trust, you want to have open conversations with your team to really express themselves and give them that voice, because if you're cutting other people off, they're not going to feel safe, they're not going to feel secure in their role. On the other hand, when you open up that space, you're giving other people to you're giving other people that opportunity to really understand each other. So that's where it really starts from, that sense of understanding and building that time for that understanding in there, because if you cut off that understanding again, you're going to make other people feel unsafe. And when people feel unsafe, that's where trust starts to break down. But on the other hand, when you're building a psychologically safe environment, people are more likely likely to speak up and really trust each other in how they want to work with each other.   Michael Hingson ** 43:40 So tell me, what do you do when you have a person who doesn't earn trust, because trust is something that has to be earned, or some person who just really, I don't want to use the term rubs people the wrong way, but maybe that's a good term to use in some senses. But what do you do when you have a person that doesn't seem to have any interest in really developing a two way trusting relationship? That's   Jessper Maquindang ** 44:11 right? In this case, maybe the leader or not, I wouldn't say the leader, but this member. Perhaps, maybe it's ego. Perhaps it's selfishness you want to really figure out what's going on. Perhaps there are maybe problems at home or just outside the workplace, or maybe inside the workplace, what I would do is take this member and have a one on one conversation to really discover, is there anything that's going on that's really hindering their ability to connect with others are they just disengaged in general? That's something you want to figure out, because when you really dig deep and discover what's really happening, you can start to find ways to alleviate that situation and. Help the member find ways to cope and really work better together. So if a team member is disengaged, why are they disengaged? Is it the work that they're doing? Are they not excited about it? Have that conversation. See, Employee Mr. Mrs. Employee, you're not really engaged by the work you do. Can you tell me more about what energizes you? And then, from those types of conversations, you can discover ways to really find tasks that have more meaning and significance for that person. And then another way, another reason that an employee might not be open is maybe there's some problems at home again to have those conversations say Mr. Mrs. Employee, just curious. You haven't been very open to other team members. Want to know what's going on is, is it something personal? Just want to make sure you're okay. And then when you open these conversations again, you can discover what this person is going through, and then over time, find ways to alleviate that search situation, and then you might have an opportunity to really get that team member back on track and have them interact better with other team members in a more healthier and productive way. So it's really about discovering what's going on so you can look into that and find ways to help that team member. You   Michael Hingson ** 46:27 ever find that there are people that just don't respond to any of that, though, and just won't work to develop trust? It's   Jessper Maquindang ** 46:33 possible, absolutely it's possible. There are team members who are just completely not open, and again, it's still very valuable to have a one on one conversation, sure, just to see what's going on, and then if the team member is just completely shut out, that might be an opportunity to have a conversation with that employee and say, Jasper, I know times have been Tough in working with this team. Is, it perhaps, maybe, is there another role you'd like to consider? You know, it's really about the giving the the member an opportunity to discover what's going to work well for them. Because if they're just not going to open up at all, it might be that. It might be a situation where that member wants to find something else, and again, have that conversation to see what's on that mind of that employee. But   Michael Hingson ** 47:27 I think that no matter what you do, it's important not to judge or be judgmental, because whatever is going on with that person is going on, and you as the leader, have to worry about the team, and if that person can't be part of it, then you help that person. Again, it goes back to you're adding value by helping that person find something else that makes sense to do, even if it's somewhere else. And I believe that that level of being supportive is extremely important.   Jessper Maquindang ** 47:58 That's right, it's very important to be supportive. If that team member is just not open again, you don't want to call out that team member for being unsupportive. You really want to be that open leader who really lends in a hand to see what you can do to help that team member move forward and find a productive way out, or maybe integrate, reintegrate back with that team. But again, it's all about giving that employee space to discover what's really going on, how they can move forward in a more productive and healthy way, right?   Michael Hingson ** 48:37 It's it, but you have to take ego out of it. That's right. So switching gears a little bit, you haven't talked about yet, the fact that you grew up having asthma and then you ended up starting to run marathons. Tell me more about that. That's   Jessper Maquindang ** 48:54 right. I believe it was at the age of eight. I was in second grade, and I was diagnosed with asthma, and I just remember that my parents, I know they were trying to be supportive, but they were really protective, and I just remember that for my safety, they would want me away from pets so I don't have a reaction to fur. They would keep me indoors just so I don't get a reaction to pollen or dust or any other pollutants outside, and I would just get stuck indoors for a while. And over time, I fell into that trap of placing those limits on myself as well. And I realized over time, I don't want my life to be defined by those limits, and I wanted to do something significant where I can overcome that type of obstacle. And the first thing that came up to my mind was something physical. And I just remember, for marathon runners having that big, major goal, I decided to add that to my bucket list. But I. Knew something like that would not be an overnight magic formula. I knew I had to take it one step at a time. So what I what I did is I started with a 5k of course, there were challenges along the way. Moved up to a 10k and then when I felt more comfortable a half marathon, and then when I finally reached the finish line of my first full marathon, that sense of joy and relief and really knowing that I could achieve something like that despite growing up with what I had as a young just throughout my life, it was a really meaningful goal that I had accomplished. So really, when it comes to having that marathon goal, for me, it was really a sense of not letting past limits define my life and really moving forward to accomplishing something more meaningful and significant for myself.   Michael Hingson ** 50:54 So clearly, there are symptoms that you experience that that indicated asthma. Did a lot of that dissipate or go away as you began to run more and more marathons and became more physical,   Jessper Maquindang ** 51:07 so as I became more physical, I learned to manage it, and when I came to training, I didn't want to overextend myself. And again, I knew I wasn't going to run 26.2 miles in one night. I worked my way up to make sure my body understood what I was doing again. No rushing, no intense, no over and, no over extending myself, not going too intense, but reaching a more comfortable space, comfortable space pace that I can take throughout my training. That way, I didn't put too much pressure on my body, but my body understood over time and managed itself to really reach that level once I got to that marathon and just completed it.   Michael Hingson ** 51:58 What's the fastest you've ever run a marathon.   Jessper Maquindang ** 52:01 So I believe it was either Las Vegas rock and roll or Santa Clarita, and it was about four hours and five minutes. Okay, so today not it's not the same. I was a lot younger and more speedy back then, but it's still a hobby I still enjoy well,   Michael Hingson ** 52:24 but still, that's still over six miles an hour. That's, it's not too bad, but it's, it's, it's fun to do, but you've done marathons in all states, I believe, have you not? Oh, no, uh, just 15. Oh, just 15. Okay, but I have traveled to all 50 states. You've traveled to all 50 states. So what caused you to do that just happened? Or what?   Jessper Maquindang ** 52:54 So for me, when I was younger, I had actually not imagined traveling to all 50 states, but when I landed my first job, it happened to be at a travel company, and the department I was working for, we created custom guidebooks for our clients who were traveling across the United States. And just throughout my time there, as I would flip through those guidebooks, I was just inspired by the landmarks and attractions that were featured on those pages, and I decided, one day, you know what, I will do some traveling and see where it goes. I had booked a trip with another company that provided bus tours, and I took one that took me through the southern states and the eastern states, and that was from Louisiana all the way to Florida, and from Florida all the way up to New York. And after that trip, well, actually, when I reached New York, the timing, unusually, I find my I found myself in the midst of Hurricane Sandy, so I did not get to do a lot of that full exploration and get that full New York experience. But when the storm was over, I still had the opportunity to walk around and take a look at what was available and what was safely opened. So again, I didn't get that full experience at the time because of the hurricane, but I would return a year later with my siblings to get the full tourist experience. So just after that group, after that bus tour, I was really inspired to finally put 50 states on my bucket list.   Michael Hingson ** 54:36 I have fond memories of living in New Jersey, and my wife and I going into New York and touring a lot of people around Midtown Manhattan. We'd walk over to Saint Patrick's Cathedral and walk up Fifth Avenue and just have a lot of fun touring around and and visiting some of the restaurants, which was was really enjoyable. What are some of the the. Memories and life lessons you think you've learned from traveling to all 50 states.   Jessper Maquindang ** 55:03 So the memories, I would say, starting with the memories is that first trip that I did with that bus tour, saw, well, I believe at least 12 states. So I really did get a great understanding of what's outside of my home state of California, because prior to 2012 I had only been to two states, which was my home state of California and Nevada. Because my family used to enjoy going to Las Vegas, but after that, I really got to see more of what our country had to offer. Another memory, I would say, is the state of Rhode Island. It's a small state, but I realized once I stepped foot there, there was a lot to explore. I remember seeing the Gilded Age mansions. Remember taking a walk on the Cliff Walk and just getting the view of the Atlantic Ocean from Eastern beach. So you can get a full day of Rhode Island when you plan accordingly. And then I would say another memory that I had with traveling was just really historic landmarks and attractions, the Alamo in Texas, freedom walk in Boston, well, the Freedom Trail in Boston, Freedom Trail, right? And the government buildings in Washington, DC. I'm not necessarily a history buff myself, but surrounding yourself with just artifacts that have been around for over 100 or 200 years. It's just a really neat feeling. So I would say it's just the history has been a great memory for me, and the lessons I've learned from traveling is, the first lesson is it's important to be adaptable. Plans change, especially when it comes to traveling. And for me, I've been in a handful of either delayed flights or canceled flights. In that situation, you want to really give yourself that space to discover what you can do with your time to be more productive. So if there's a delay, you have a choice. You can sit back and worry, or you can you can figure out ways to find another flight that works for your schedule, or you can find other productive ways to fill your schedule, maybe catch up on work. Maybe you can discover the airport, or if you have a lot of time, you can leave the airport and discover the city that you're in. So in any case, very important to be adaptable. The second part about the lessons I've learned is to be curious. There's a lot the world has to offer. If you're at a restaurant and you're ordering the same kinds of foods that you would normally eat at home, that's not really giving you the opportunity to explore what's out there. No, when you're in a new restaurant, maybe try ordering something that you've never tried before, and then that really gives you that opportunity to see what's out there. So be curious, and especially when you're going to new cities, instead of going to the typical tourist spots, maybe take some time to figure out, maybe in the moment, that there's an area that's less discovered, and you might want to see and check those out to see what's available there. So really be curious and explore the world out there. And then the last one, I would say, as a lesson that I've learned in traveling to all 50 states, is be present, be in the moment. I've seen many people where they're on vacation in a new city, and they're looking head down, staring at their phone, and they're really missing out in the opportunity of really being in another destination, because when you're in a different state and different city, you're not really going to get that opportunity as frequently as you would. So when you're at home, you know it's it's so easy to just stare at our phone and get distracted, but when you're in a different destination, you really want to take the opportunity to really understand that you're in a new situation. Be present. Be mindful. Be aware of the new things to discover around you, because when you are present, you're really giving yourself that space to enjoy where you are in the world,   Michael Hingson ** 59:36 right? Tell me about your company, yes.   Jessper Maquindang ** 59:40 So with the family management consulting, we help leaders and managers build stronger teams through team building activities, leadership development assessments and executive coaching. So for leadership development assessments, I find those really important, because it gives people that first. Experience of really understanding where they're coming from, what their strengths are, how they can improve. Because when you're getting that opportunity to learn more about yourself, you can find ways to be more effective. And when it comes to my approach, I believe in the power of teams, because when you're focused on your team, you're getting more work done than what an individual person can do by themselves. So I see value in promoting teamwork than having one person do all the work.   Michael Hingson ** 1:00:36 It's interesting the so your company, the name of the company is family, F, A, M, I, L, E, A, D, interesting name.   Jessper Maquindang ** 1:00:44 Yes, absolutely. So it is a playoff of the word family, because when it comes to a team, not necessarily believing that a team is the family, but when it comes to building a team, it's about that sense of community, that sense of belonging, that sense of togetherness, which is the values of being part of a family. And then the lead part, it's emphasized because leadership is an important aspect of bringing that sense of belonging, bringing that sense of togetherness, bringing that sense of community,   Michael Hingson ** 1:01:28 so people engage with you to come and help them develop better leadership styles or improve how they interact With the people in their own companies, or what correct   Jessper Maquindang ** 1:01:43 so it is having the leaders find more ways to be more effective, because when you have buy in from the leaders, and they're working on becoming more productive, again, when it when you look at Leadership, it all starts at the top, and when you're getting that productiveness from the leaders, that spills over to having a more effective team. And then once you have your team together, really finding ways to build them into just a stronger unit, and the ability to really open up that space to be more productive and working together and finding that strength as a team. Well, if people   Michael Hingson ** 1:02:24 want to reach out and and talk with you more, learn what you do, maybe engage you in your services. How do they do that? Absolutely.   Jessper Maquindang ** 1:02:32 So there are two ways. The first way is to visit my website, familead consulting.com, and if you'd like to contact me there. There is a contact form, F,   Michael Hingson ** 1:02:42 F A, M, I, L, E, A, D, consulting,   Jessper Maquindang ** 1:02:45 correct.com. Okay. And then the other way to reach me is through LinkedIn, search for Jesper mukundang, I absolutely enjoy conversations about leadership, personal growth, professional development. If you just want to have a conversation about those topics, I'm absolutely happy to have them. So feel free to reach out search on LinkedIn for Jessper Maquindang. Spell that, if you would your first last name, please. First Name Jasper, J, E, S, S, P, E, R, last name mccunding, M, A, Q, U, I N, D, A N, G, Jassper Maquindang, dang well,   Michael Hingson ** 1:03:20 great. Well, Jessper, this has been fun. We need to do it again. I mean, it's kind of hard to really cover everything that we want to cover or can cover in an hour. So we should, we should have more discussions about this. I'd love to do that, but I really appreciate you taking the time to spend with us, and I hope all of you out there listening, enjoyed listening to Jessper and his many insights and his observations on leadership. I think there's a lot to be said for all the things that Jessper had to bring to us. I'd love to hear from you about your thoughts concerning our podcast. Please feel free to email me. Michael. H, i, m, I, C, H, A, E, L, H, I at accessibe, A, C, C, E, S, S, I, B, e.com, or go to our podcast page. There's a contact form there as well. It's w, w, w, dot Michael hingson.com/podcast, Michael hingson is m, I, C, H, A, E, L, H, I N, G, s, o, n.com/podcast, wherever you're listening, we sure would appreciate it if you'd give us a five star rating. We value very much your ratings and your thoughts. Love to really get any insights that you have, and Jessper for you and for all of you listening, if you know of anyone that you think ought to be a good guest on unstoppable mindset, please introduce us. We'd love to meet more people to bring on to the podcast, because we want to help everyone see we all can be and are more unstoppable than we think we are. So again, I hope that you'll do that. I really hope that you'll reach out to Jessper and that he can help you with any leadership. Training and challenges that you need. So once again. Jessper, I want to thank you for being here. This has been absolutely wonderful. Michael   Jessper Maquindang ** 1:05:07 leadership, is just a beautiful topic. I enjoyed today's conversation. Thank you again for having me.   Michael Hingson ** 1:05:17 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com . AccessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for Listening. Please come back and visit us again next week.

Click here to watch the video version In this episode of "From Busy to Rich," hosts Wes Young and Justin Lakin explore the significance of structured meetings and effective team coordination for financial advisors. Using the analogy of baking a cake, they emphasize the necessity of having the right strategies and practices in place. Drawing insights from Patrick Lencioni's book "Death by Meeting," they discuss the importance of cadence and calendar management in fostering peak performance. In today's episode we will cover: Importance of structured meetings in financial advisory practices Significance of cadence and calendar management for team coordination Insights from Patrick Lencioni's "Death by Meeting" on effective meeting practices Efficiency of short meetings and daily headline meetings Use of technology, such as Loom, for effective communication Strategies for scheduling client meetings, including mid-year and year-end reviews Evaluating the necessity of meetings and canceling unnecessary ones Establishing clear next steps to enhance meeting productivity We hope you enjoy this episode, and we would love to hear your feedback by having you leave a review. Have a question for us to answer on the podcast? Let us know here! Link to episode about stillness Dr. Michael Gervais If you're an advisor and want to further explore these or other topics, you can learn more at www.wesyounglive.com. Maybe you're interested in taking your own planning journey in a new direction, in that case we would love to have you join us in one of our coming Transform Learning Series.

In Episode 178, Marsha discusses the final episode in the mini-series on conflict resolution, emphasizing the importance of trust and leadership in managing conflict effectively. She highlights Patrick Lencioni's model on constructive conflict and M. Scott Peck's stages of community building. To access a full transcript of this episode, please visit http://www.marshaclarkandassociates.com/transcripts/conflict-community-confidence.To find out more about Marsha or to purchase a copy of her book, "Embracing Your Power: A Woman's Path to Authentic Leadership & Meaningful Relationships," visit her website at www.marshaclarkandassociates.com.

When your marriage or relationship (or friendship) is operating at its best, what does it look like? How are you feeling? What are you thinking? Believing? How are you acting?  The truth is, you know those answers. But the reality - you're not leveraging them enough in your day-to-day interactions. And when that happens, your relationship has a much better chance to get stale, boring, or worse…non-existent (speaking from firsthand experience here).  In today's 5 Minute Drill, I'm going to share a strategy that I shared with one of my private clients that created a HUGE light bulb moment for him, and has since been a game-changer for his marriage. It's a slight paradigm shift, BUT IT MAKES A HUGE DIFFERENCE. So, if you want to bring your A-game to your interactions AND conflicts with your spouse, significant other, and friends and prevent your relationships from getting blah, then lock in to today's episode. In this episode, you'll hear: How leadership expert Patrick Lencioni's approach to core values applies to your relationships. Why bringing your best self into your relationship isn't enough. A strategy for elevating your marriage and relationships. Connect with J.R.  Facebook: https://www.facebook.com/jamesJRreid  Instagram: https://www.instagram.com/jamesjrreid/  LinkedIn: https://www.linkedin.com/in/jamesjrreid/  Twitter: https://twitter.com/jamesJRreid Website: jamesreid.com Check out The Clutch Club™️: jamesreid.com/club (For Men Only) Follow and Review: We'd love for you to follow us if you haven't yet. Click that purple '+' in the top right corner of your Apple Podcasts app. We'd love it even more if you could drop a review or 5-star rating over on Apple Podcasts. Simply select “Ratings and Reviews” and “Write a Review” then a quick line with your favorite part of the episode. It only takes a second and it helps spread the word about the podcast. Episode Credits If you like this podcast and are thinking of creating your own, consider talking to my producer, Emerald City Productions. They helped me grow and produce the podcast you are listening to right now. Find out more at https://emeraldcitypro.com. Let them know we sent you.

Jordan shares insights from his recent presentation at a dental conference where he introduced a unique approach to financial consulting inspired by Patrick Lencioni's book "Getting Naked". Rather than leading with firm credentials and services, Jordan demonstrates how starting with clarity about clients' current financial health and actively listening to their concerns creates more meaningful connections. The episode highlights how this consultative approach, combined with practical tools for assessing financial health, helped dentists better understand their current financial situation, even those who already had financial advisors.

On this episode of Currently Reading, Kaytee and Meredith are discussing: Bookish Moments: audiobook listening and keeping track of book recs Current Reads: all the great, interesting, and/or terrible stuff we've been reading lately Deep Dive: we boss some TBRs The Fountain: we visit our perfect fountain to make wishes about our reading lives Show notes are time-stamped below for your convenience. Read the transcript of the episode (this link only works on the main site) .  .  .  .  :10 - Ad For Ourselves 1:16 - Currently Reading Patreon 5:11 - Our Bookish Moments Of The Week 12:48 - Our Current Reads 13:25 - True Crime by Samantha Kolesnik (Meredith) 14:38 - 100 Horror Books to Read Before You're Murdered by Sadie Hartmann 18:48 - Sipsworth by Simon Van Booy (Kaytee) 19:05 - CR Season 6: Episode 40 22:08 - Getting Naked by Patrick Lencioni (Meredith) 22:50 - The Advantage by Patrick Lencioni 26:54 - The Night Ends with Fire by K.X. Song (Kaytee) 26:58 - Bright Side Bookshop 29:18 - The Dragon Wakes with Thunder by K.X. Song (pre-order, releases Aug 29, 2025) 29:44 - The Hike by Drew Magary (Meredith) 32:21 - The Library at Mount Char by Scott Hawkins 32:57 - Fairy Tale by Stephen King 34:42 - The White Girl by Tony Birch (Kaytee) 34:53 - Garcia Street Books 36:29 - The Dry by Jane Harper 37:47 - Deep Dive: Boss My TBF From Mari M. 38:38 - Life after Life by Kate Atkinson (pick #1) 38:41 - Life of Pi by Yann Martel (pick #2) 38:44 - Fragile Threads of Power by V.E. Schwab (pick #3) 38:48 - The Enchanted by Rene Denfeld (pick #4) 38:51 - The Wildest Sun by Asha Lemmie (pick #5) 38:57 - Cold People by Tom Rob Smith 39:00 - Here One Moment by Liane Moriarty From Judith 44:44 - Still Life by Sarah Winman 44:46 - Eve Green by Susan Fletcher 45:14 - The Nightingale by Kristen Hannah (pick #1) 45:17 - The Library at Mount Char by Scott Hawking (pick #2) 45:21 - A Natural History of Dragons by Marie Brennan (pick #3) 45:26 - The Book of Doors by Gareth Brown (pick #4) 45:29 - Forever Home by Graham Norton (pick #5) 46:03 - Orbital by Samantha Harvey 48:07 - A Winter's Promise by Christelle Dabos 48:40 - All The Colors of the Dark by Chris Whitaker 48:55 - Zorrie by Laird Hunt 49:08 - Meet Us At The Fountain 49:21 - I wish to let everyone know that A Journey To Three Pines will be coming in February and Wicked will be discussed on February 22nd. 49:49 - The Beautiful Mystery by Louise Penny 50:08 - Wicked by Gregory MaGuire 50:12 - Currently Reading Patreon 54:22 - I wish that somehow Louise Penny would see Inspector Goosemache. (Kaytee) Support Us: Become a Bookish Friend | Grab Some Merch Shop Bookshop dot org | Shop Amazon Bookish Friends Receive: The Indie Press List with a curated list of five books hand sold by the indie of the month. February's IPL comes to you from Fables and Fairy Tales in Marinsville, Indiana! Love and Chili Peppers with Kaytee and Rebekah - romance lovers get their due with this special episode focused entirely on the best selling genre fiction in the business.  All Things Murderful with Meredith and Elizabeth - special content for the scary-lovers, brought to you with the behind-the-scenes insights of an independent bookseller From the Editor's Desk with Kaytee and Bunmi Ishola - a quarterly peek behind the curtain at the publishing industry The Bookish Friends Facebook Group - where you can build community with bookish friends from around the globe as well as our hosts Connect With Us: The Show: Instagram | Website | Email | Threads The Hosts and Regulars: Meredith | Kaytee | Mary | Roxanna Production and Editing: Megan Phouthavong Evans Affiliate Disclosure: All affiliate links go to Bookshop unless otherwise noted. Shopping here helps keep the lights on and benefits indie bookstores. Thanks for your support!

In this episode of Capital Hacking, hosts Josh McCallen and John Edwin celebrate a successful 2024 by sharing their top five episodes from the year. The episode features a special interview with Kevin Taylor, who shares his insights on the Entrepreneurial Operating System (EOS) and discusses his unique background in banking. Listeners will gain valuable knowledge about EOS and appreciate Kevin's entrepreneurial spirit and extensive banking expertise. Tune in for a powerful conversation and a look back at the best moments from the year![00:02:15] Entrepreneurial Operating System Explained.[00:06:55] EOS implementation journey.[00:10:58] Finding an integrator for success.[00:13:03] EOS: Vision, Traction, Healthy.[00:15:56] Ideal client for EOS.[00:20:10] Banking industry innovation insights.[00:25:06] Cost of hiring EOS implementer.[00:26:39] Patrick Lencioni's book recommendations.Turn your unique talent into capital and achieve the life you were destined to live. Join our community!We believe that Capital is more than just Cash. In fact, Human Capital always comes first before the accumulation of Financial Capital. We explore the best, most efficient, high-integrity ways of raising capital (Human & Financial). We want our listeners to use their personal human capital to empower the growth of their financial capital. Together we are stronger. LinkedinFacebookInstagramApple PodcastSpotify

CTO Series: Navigating Growth, A Playbook for Scaling Engineering Teams With Toni Ala-Piirto   In this BONUS episode, we dive into the journey of Toni Ala-Piirto, a seasoned software leader with 15 years of experience designing and implementing distributed systems. Toni opens up about pivotal lessons from his leadership career, balancing tech strategy with business goals, and the nuances of scaling engineering teams during rapid growth. Whether you're a CTO, a team lead, or a tech enthusiast, this conversation is packed with practical insights.   The Evolution of a Leader: A Journey, Not a Single Moment   “Leadership isn't built in a single defining moment but shaped by many experiences.”   Toni recounts a key challenge early in his career involving a major performance issue for a customer. This experience taught him the importance of viewing systems holistically rather than focusing solely on individual contributions. His “boring” leadership style—marked by forward-thinking and crisis prevention—emphasizes preparation and identifying risks without over-engineering solutions.   Aligning Tech and Business: The Power of Collaboration   “Technology vision and business strategy should speak the same language.”   Toni highlights the importance of close collaboration with product managers, sales, and finance to ensure tech strategy aligns with broader business goals. Regular cross-department discussions foster trust and ensure that the product roadmap is both innovative and achievable.   Key Practice: Build relationships with key stakeholders through daily touchpoints to create alignment.   The Roadmap to Success: Vision vs. Execution   “Short-term details drive long-term visions.”   Toni explains their approach to roadmapping, with detailed 6-month plans that address “how” to achieve goals and a broader vision for the longer term. This allows the team to stay agile while keeping future innovations in view.   Pro Tip: Avoid spending excessive time on estimations; use past experience to guide epic-level planning.   “The first six months are about execution—the rest is about imagining what's possible.”   Scaling Teams During Rapid Growth   “The true challenge of scaling is transferring knowledge while preserving team culture.”   Toni reflects on the growth journey from a small team to a larger organization. As the team grew, onboarding and knowledge transfer became crucial. His solution? Pair testing and collaborative learning to help developers understand the product deeply, not just the code.   Tactical Tips: Implement a “test buddy” system for collaborative testing and learning. Encourage developers to test the product to build domain knowledge and foster cross-functional understanding.   “Your people need to understand the product—not just the code—to scale effectively.”   Maintaining Culture Amid Growth   “Growth changes culture—how you hire and lead defines the next chapter.”   Toni shares how adding new team members can shift team dynamics. The key to sustaining a positive culture is hiring individuals who take ownership and serve as role models. Leaders should seek out those who aim to improve the team, not just perform their tasks.   “The best hires don't just do their job—they make the whole team better.”   Cross-Functional Insights and Learning the CTO Role   “CTOs operate at the intersection of tech and business—a shift from pure development.”   Toni admits that stepping into the CTO role required him to expand his understanding of business operations, strategic planning, and cross-functional collaboration. He emphasizes that this broadened perspective is essential for impactful decision-making.   “The biggest shift for me was seeing the business as a whole—not just the tech stack.”   Key Influences: The Five Dysfunctions of a Team   “Understanding team dynamics is as crucial as technical expertise.”   Toni cites Patrick Lencioni's The Five Dysfunctions of a Team as a pivotal read. The book shaped his approach to fostering accountability and ensuring team commitment. Toni underscores that accountability isn't about blame—it's about ownership and follow-through.   Scaling with a Talent Strategy in Mind   “Growth requires not just more people but the right investments.”   Toni discusses integrating talent strategy into roadmaps by aligning with business goals, including company size and revenue targets. Strategic hiring and investment in growth ensure that the team remains equipped to deliver on future plans.   About Toni Ala-Piirto   Toni Ala-Piirto is a seasoned software professional with 15 years of experience leading architecture and design for projects of all sizes. He excels in creating practical, fit-for-purpose distributed systems and is known for his hands-on approach and commitment to continuous improvement. Toni consistently delivers solutions that meet specific project needs while aligning with broader business objectives. You can link with Toni Ala-Piirto on LinkedIn.a

Send us a textJoin hosts Bill and Ed in Episode 81 of The Few Podcast, aimed at faith-empowered workplace leaders. After a hiatus, they return with a new series based on insights from the book of 1 Timothy. This episode discusses the importance of leading from the heart, rooted in love, and how true leadership reflects Christian values both in corporate environments and in the church. They also share practical wisdom from authors like Patrick Lencioni and Joel Manby on demonstrating genuine care and maintaining passion in leadership roles. Tune in for valuable reflections and actionable steps to enhance your leadership journey.00:00 Welcome Back to The Few Podcast01:12 Exploring First Timothy: A Leadership Guide02:19 Front Porch Wisdom: Building for the Future04:58 Mentorship and Reciprocal Learning12:09 Leading from the Heart: Paul's Advice to Timothy25:19 The Result of Not Leading from the Heart26:27 Meaningless Debates and Division27:58 The Importance of Mission and Love30:10 Practical Ways to Show Love in Leadership32:25 Engaging and Caring for Your Team35:30 Transformational Leadership38:29 The Power of Genuine Engagement41:06 Inward Transformation and Passion41:29 Final Thoughts and EncouragementLearn more at renewts.com

Patrick Lencioni is the co-founder and President of The Table Group and is the pioneer of the organizational health movement. He is the author of 13 books, including The Five Dysfunctions of A Team, The Five Temptations of a CEO and The Motive. His books have sold over 8 million copies and been translated into more than 30 languages. As President of the Table Group, Pat spends his time speaking and writing about leadership, teamwork, and organizational health and consulting with executives and their teams. Prior to founding the firm in 1997, Pat worked at Bain & Company, Oracle Corporation and Sybase.  On this classic episode, Pat joined host Robert Glazer on the Elevate Podcast to talk about his leadership journey, how he developed the organizational health movement, keys to effective and ineffective leadership and cultures, and much more. Learn more about your ad choices. Visit megaphone.fm/adchoices

Shawn and Joni are back with another Wolf's Power Play. These brief motivational and inspirational podcasts are designed to help you push through and continue on your path to success. This episode explores the pivotal themes presented in Patrick Lencioni's book, "The Motive," focusing on the critical distinction between servant leadership and ego-driven leadership. Shawn and Joni emphasize the necessity of understanding your motivation as a leader, discussing the profound difference between serving others and seeking personal gain. They define both leadership styles, highlighting the characteristics that foster team success versus those that undermine it, enriched with engaging real-world examples. The conversation also grapples with the age-old debate: Are leaders born or developed? They explore innate qualities versus the importance of mentorship and experience, revealing how self-awareness can enhance leadership development. Finally, Shawn and Joni outline the key traits of great leaders, such as vision, emotional intelligence, and resilience. They underscore how a servant leadership approach can elevate a leader's effectiveness and promote a culture of accountability. Tune in for a recap of these invaluable insights and a call to action encouraging you to reflect on your own leadership style. Don't miss this opportunity to elevate your leadership skills and drive team success.

In this special Christmas edition of the Stay Forth Leadership Podcast, hosts Alan Briggs and Jonathan Collier invite you to take a deep breath, step back, and embrace the power of gratitude. As the year winds down, they share practical insights for leaders to close out the year with intentionality and step into the next chapter with clarity and focus. This episode is packed with reflections on: How gratitude rewires your brain and transforms your leadership approach. Two powerful year-end exercises: creating a gratitude list and embracing "necessary endings." Heartfelt shoutouts to the Stay Forth team, coaching clients, and loyal listeners. Alan and Jonathan also revisit some of the year's standout podcast episodes. Get ready to be inspired by their conversation with Patrick Lencioni on organizational health and leadership and an energizing chat with Tabitha Scott on aligning productivity with purpose. Whether you're cozying up with family this holiday season or finding solitude in nature, Alan and Jonathan encourage you to rest deeply, reflect intentionally, and set the tone for a healthier, impactful year ahead. Key Takeaways: Gratitude is more than a feeling—it's a leadership discipline. The value of pruning and making space for what's truly important. Highlights from memorable episodes featuring Patrick Lencioni and Tabitha Scott. Resources & Links: Subscribe to our YouTube channel for exclusive video clips from this episode. Listen to the full episodes with Patrick Lencioni and Tabitha Scott. Call to Action: As you wind down your year, don't miss the chance to reflect, refocus, and recharge. Subscribe, share, and join the Stay Forth community as we walk this leadership journey together.

Today With LuAnn Nigara: Welcome to Window Treatments for Profit! Today, I'm diving into the vital elements of building a high-performing team, drawing insights from Patrick Lencioni's The Five Dysfunctions of a Team. We'll explore the importance of trust, the role of healthy conflict, accountability, and focusing on collective results. If you've ever felt like your team just isn't “gelling,” this episode is for you! Plus, I'll share details about my upcoming workshop that will help you kick off the new year with a clear, strategic plan. Let's transform your team dynamics together! A Big THANK YOU to Today's Podcast Sponsor: This episode is sponsored by Exciting Windows! What's new with LuAnn Nigara The Power Talk Friday Tour Watch the Docuseries! http://www.luannnigara.com/cob Get The Goodies! For checklists, resources, and extra goodies from A Well-Designed Business sign up for free here. To Get on LuAnn's Email List, text the word designbiz to 444999! Purchase LuAnn's Books Here: Book 1: The Making of A Well – Designed Business: Turn Inspiration into Action Audiobook: The Making of A Well – Designed Business: Turn Inspiration into Action Book 2: A Well-Designed Business – The Power Talk Friday Experts Pre-Order Book 3: A Well-Designed Business – The Power Talk Friday Experts Volume 2 Connect with LuAnn Nigara LuAnn's Website LuAnn's Blog Power Talk Friday Like Us: Facebook | Tweet Us: Twitter | Follow Us: Instagram | Listen Here: Podcast Other Resources: This podcast supports the Savvy Giving Design Coalition. Learn more about it here! AWDB #717 Susan Wintersteen: Interior design firm standards in a nonprofit passion project AWDB #164: Susan Wintersteen- Savvy Giving by Design LuAnn Nigara's Books! The Making of A Well-Designed Business: The Workshop

To inspire the most effective team for your practice, Kiera shares three key attributes that need to exist among staff members: Trust and vulnerability Healthy debate Peer-to-peer accountability Episode resources: Subscribe to The Dental A-Team podcast Join Dental A-Team Consulting Leave us a review Transcript: Kiera Dent (00:01.05) Hello, Dental A Team Listeners. This is Kiera and I am so excited for today's podcast. This is something that I've been working on with tons of teams and within our organization and just a lot of different fun things for you. So I hope you guys are having an incredible day. I hope you're ready for just some magic here. I hope you're ready for some podcast magic. I hope you're ready for some life magic. And I hope you just remember we are truly so blessed because we get to work in the incredible profession of dentistry. So I hope you just remember that. And as always, thank you all for being podcast listeners.   Don't forget to download, like, subscribe, share this, leave the reviews to keep this dental podcast serving all of you practices for free. That's how you guys can help us out is to go and share this with someone to give us those reviews, to share it in those Facebook groups because my goal is to have this podcast in the hands of every single Dental A team listener, every single dental, we need an edit. 52.   My goal is to have this in the hands of every single dental practice out there and so you can help make that dream a reality. So please share it, love it, like it, leave the reviews and just know I'm giving you a high five, a hug as appreciation and thank you. So let's get going today. Today I wanted to go through, I've talked about it a couple of times before, but there is a book by Patrick Lencioni called The Five Dysfunctions of Teams and I've talked about it before. It's one of my absolute favorite books.   on the podcast. have not booked Club This and I honestly should book Club This, but it's a really great one. And I was introduced to this book and I was told to literally use this book in like partnerships and different things. And if we don't have the core five layers of this, we actually have dysfunctional teams. And so me and some of my offices, we've been working on it and we realized that we don't want to have dysfunctional teams. We want to have functional teams. And what's another word for functional?   It's a winning team. And so if you're not familiar with it, I'll give you a quick rendition. I coach this with lots of offices and I think being an outsider, that's honestly why I love being a consultant. We are having the same thing within our company because sometimes just that outsider perspective can really, really help you and your team get on board and get into those levels that you need to have it. And so with Teams, I'll just introduce you to the five dysfunctions of a team or as we call it, we flipped it around of how to have the five elements of a winning team.   Kiera Dent (02:20.186) So it's in a triangle and at the bottom, it is actually with the bottom portion of the foundation of this triangle is called trust and vulnerability. And so if we have trust and vulnerability and it's not trust of like, if I delegate something to you, I know you're actually going to do it. Like that's one element of trust, but there's the other element of trust where I trust that I can say whatever needs to be said to you and know that there's not going to be backlash. There's a really great example think about in sports.   The quarterback is getting sacked and they go to the blocker and they say, hey, you've got a block for me. I need you to block. And the blocker is not like, the quarterback's so mad at me or the quarterback's feeling this or that because they have the conversation. But we have permission to give feedback and receive feedback. And I think really setting up your office to have those permission to play, permission to give the feedback, permission to have the conversations, permission to say what needs to be said so we can ultimately make our practice grow.   Now, of course, within trust and vulnerability, the way we say things and the way we present things will oftentimes make it so much better versus just saying what needs to be said. So I do believe that trust and vulnerability is an art more than it is a science. But if you can get your teams really having that trust and being able to call the shot, if you will, like in sports, because in sports, they're able to do that because they know how to win and they're willing to call each other out. They're willing to say what needs to be said because they want to win. And in Patrick Lanzione's book,   it really does give the formula of how we're able to win as a team. And so if we know how to quote unquote, put points on the scoreboard, and that doesn't necessarily mean revenue, it can, but if we know what winning looks like within a practice, then it's easier to have the trust and vulnerability, have the conversations. And I think the more you give your practice the permission to play, the permission to have the conversations, the easier it is. But this is a conversation that needs to be had. I go around to offices and I actually coach offices on how to do this, on how to have these   conversations on how to say the things because the reality is this is tricky. And in a lot of offices, this isn't real. If you speak up and you say your mind, you get fired. And so society has kind of taught us not to have this trust and vulnerability, not to say what needs to be said. And I'm here to say, why don't you have your practice be a different experience? Why don't you have your employment be a different experience? There's this whole buzzword of vulnerability and being authentic. And I think this is how we actually can create that as a real true piece within our organizations.   Kiera Dent (04:44.27) So once we go up the rung of the ladder, we've got trust and vulnerability. The next layer is healthy debate. So if we have this true trust and vulnerability with each other, we're actually going to have the healthy debate. We're gonna say what needs to be said and we don't come, I really help offices and teams realize we're not coming from our own selfish vantage point. Yes, we bring our vantage point there, but we're always working towards what's in the best interest of the business. And if the business and the practice is the root of what we're doing, then guess what? The healthy debate should be not if you're right or if I'm right.   but it's literally what's in the best interest of the business. And I think when offices do this and have the healthy debate and we have the conversations, hygienists bring their opinions, dental assistants bring their opinions, front office brings their opinions. And again, not to be right, but to figure out what's the best for the business and the practice and the patients instantly we're able to flourish, which then leads to the third rung on this ladder of our winning success pyramid. And that is commitment.   So whatever we healthy debate, whatever we decided meetings, we as a team actually commit and we're not having these side conversations. I always say, what needs to be said in a meeting needs to be said in the meeting. We're not having it go outside because once it goes outside, we've lost all of our trust and vulnerability. We've lost all of our ability to communicate with each other. All of that's gone. And so say it in the meeting. And if you don't say it in the meeting, that's on you. And you need to take the ownership of that and say, I didn't have trust and I didn't speak up and I didn't healthy debate it.   And that's on me because whatever's committed in that meeting, we commit and we move forward, which then leads to the fourth tier, which is peer to peer accountability. And I think what's really lovely in peer to peer accountability is let's go back to that sports analogy. They're having peer to peer, that quarterback's not running over to coach and saying, hey coach, could you tell the blocker to block for me? They're like, hey office manager, could you tell that assistant to have that route slip handed better to me? No, we've given permission to play.   We're calling the play, if you will, like block for me. I can't get sacked. We're not going to win. If you don't bring up a route that fully filled in that's, that's hurting me and the patient, the patient didn't get the best experience and nobody wins. And on peer to peer accountability, if we don't have that, we don't have the permission to play within our team. And we don't have the trust where teammates can call each other out so we can win again in a way that's with love and empathy and curiosity and also making it to where the patient wins, the team member wins and the practice wins.   Kiera Dent (07:03.234) That's what we're looking for. We want our patients to the best experience. And if we can't call each other out when a route slip is not handed off perfectly, or we don't have a perfect handoff, the patient didn't get the best experience because now they've left and we didn't get the correct information there. The treatment coordinator didn't get the best experience. They didn't win from that. The dental assistant or whomever dropped it off or the hygienist whomever dropped the patient off, they're not getting the best experience because they didn't even know it was a wrong handoff. And this is where we have that peer to peer accountability. And when you can get your practices to have peer to peer accountability,   your practice will flourish. And that's at the top of the triangle is winning. And in Patrick Lanziani's, it's the opposite and it's like inattention to results. And so this is the flip of how to have a winning model. And I just want to come on of like, if you can help your team realize trust and vulnerabilities where we should be spending 90 % of our time. So how can we build more trust within our teams? We can do trust exercises. We can be vulnerable. Trust exercises are not like I remember as a kid, my brother.   Remember the trust falls where it's like you have to trust that someone's behind you they're going to catch you? Like, yes, you could probably do that. But we're talking more trust of, can we say things? Maybe it's about being vulnerable with our lives of what we've gone through in our childhood. Like, hey, this is where I was born. This is the number of siblings I have in my family. And this is something I really struggled with in childhood. This is something that I really struggled with that made a big impact and a profound impact on me. And just thinking about, are there ways that we can actually get this to where   We're sharing and we're more open and the more vulnerable owners are here and the more they have trust in the more we actually call the things out of like, Hey, dental assistants, what's your perspective? I know that there's something there. The more we have permission to play, the more we have these trust conversations, the more we build trust amongst each other, the more we share things, the more we call each other out and say like, great job. was a great, that was a great blocker. That was a great handoff or Hey, I need this information from you. And we're not having the nitpicky, the   drama, the eye roll of like, my gosh, Keira just always wants a perfect handoff. Well, yeah, of course I do. That's our standard of winning. If I don't have a perfect handoff, how am supposed to have a perfect treatment plan for these patients and not to blame you? This is just the system that we have. So let's all work together. My job is to make sure I'm presenting perfect treatment plans. And I can't do that if I'm not getting perfect handoffs of the information that was said in the room. So all these little places are how you're able to build a winning team.   Kiera Dent (09:25.016) And this is what I obsess about. And this is what I love helping offices have because we focus so much on the skills. So many people are like, here, I want the systems. And yes, I've got the systems. Come, we have it, whether it's on our virtual or in-person. Come, I've got the systems for you. I have operations manuals. I've got the systems of morning huddle and route slips and handoffs and case acceptance and trackers and phone call trackers. And like literally any system you probably have ever wanted, I have a system for it. But that's 20%. It's just like in football, they can have all the plays.   But if they don't run the plays, they don't execute, they're not watching each other and they're helping because once you put the plays in action, AKA when you put the systems in action, customers come in, patients come in, people are coming different ways, other people are working, we've got lots of hands in the pot. The way you have the systems operate perfectly is being able to, have a great system, that's 20 % of this equation, but the other 80 % is being able to have this trust and vulnerability, the healthy debate, the commitment, the peer-to-peer accountability, and then we ultimately win as a team.   So if this resonates with you, try it out. Have the trust conversations with your practice. Have the trust conversations with your team. Have these conversations. And the more you have it, to me, it's how can we build more trust and vulnerability? So ways to do it, like I said, where are you from? How many siblings? And then tell something that you struggled with. Now, this is where you've got to be vulnerable. This is where you've got to set the stage as leaders.   of what's the level of vulnerability that we're going to have within our practice. What's the level of vulnerability? If it's like, you know, I really struggled being popular. That's something I struggled with. Well, your team can't relate with that, but maybe you struggled with weight loss when you were a child. Maybe you struggled being bullied as a child. Maybe you struggled like for me, I cheated in first grade because my brother was so freaking smart and I actually wasn't that smart. And my family was so insistent that we go to college and here I am not passing spelling tests. And so I literally cheated in school.   to get my mom to put my paper up on the wall because I wanted to be as good as my brother was. I really struggled in school and people look at me like, how is that even possible? You graduated from Valedictoria. Like, no, I freaking struggled and I had to work really hard at it I would throw my books across the room because I was so frustrated that like all of my other siblings got it and I just didn't. And yet I knew I had to get good grades because my parents couldn't afford to put me through college. And the expectation to my family was that I went to college.   Kiera Dent (11:42.244) Like that was something I really struggled with. And so I literally in first grade moved my books away. I put the test words right there. And I literally cheated on my test in first grade to make sure that I could have good grades. And I got called out on it I was super embarrassed. And I had to go home and tell my parents and I straight up lied to my parents that I was just looking at the floor. But it taught me a really good lesson that I'm not naturally smart. I actually have to work for this and I have to figure it out.   And that was something that I really struggled with as a child. And if you can come to the table where you actually can share and empathize, now it's like, all right, this is Kiera as a human. I'm not coming here because I'm better than you or I'm less than you. I'm coming here because I ultimately want to make our practice great. And if we can share those things with our team and we can expect that level of trust and vulnerability and you as the leader and the owner and the doctor and the office manager coming together and telling our team, like, we want to hear this.   Yes, there's navigation. can't tell you how many times I call it out in offices of like, Hey, like we could definitely say this with like a little more finesse, but you're right. Like this is spot on. This is what needed to be said. Let's practice our delivery and our approach for future. Those are the small things, but this is how I make practices exponentially grow. And if you don't have the trust and use you as the owner aren't doing this. That's where I love consulting offices. This is where I love. I help hundreds of offices do this. This is where I love teaching each other to how do we call each other out in the play?   How do we help each other realize when we're presenting treatment plans, we're planting weeds in our flower garden, aka we're saying words that's actually deterring patients from saying yes to us. And if I can't hear that internally, I need to trust my team to call me out on it and receive that with grace and humility and say, thank you. That's the way we're all able to win together. So this is an epitome of how you build a winning team. It's a great formula for you. Like I said, the book is incredible. Also something where we help with this, but I think...   For me even having an outsider that can help my team realize like, say the things and watching that consultant within our company navigate our team and help them have the trustable conversations, say what needs to be said, really commit. There's no side conversations. And when there are side conversations, how do we have grace and humility and help each other out is really what I'm passionate about. So if you realize like, my gosh, my team needs help with this, reach out. Hello@TheDentalATeam.com.   Kiera Dent (14:04.846) I'm here for you. can do a strategy call. can help you because so many people want the systems and don't realize the trust and vulnerability, the hard conversations that you don't even have to call them hard conversations. Let's just call them growth conversations. This is how you're ultimately going to flourish and win. And so I just encourage you to set up the winning model, encourage this model with your teams. It works. I've watched teams literally morph in a quarter, in a half a year, in a year into these thriving teams. when teams are disjointed or they're not hitting goals with ease,   Usually that that indicates to me that there's not a lot of trust of true trust and there's actually artificial harmony within that team And so just bringing that for you if I can help in any way I'm here for it and also just bringing it to light for you. So try it out Let me know and as always thanks for listening. I'll catch you next time on the Dental A Team podcast.

Send us a textWelcome to another engaging episode of "From the Yellow Chair," where we sit down with Leo Morales, the inspiring co-owner of BCI Plumbing, Heating, and Cooling from Denton, Texas. What if the secret to thriving in business and life lies in the people you surround yourself with? Leo's riveting journey across 34 relocations and diverse industries reveals just that. Through life-altering experiences, he has embraced the importance of personal growth and the transformative power of aligning team strengths, a philosophy that has proven crucial in his business ventures.Our conversation with Leo takes us into the heart of community engagement and strategic vision. Drawing inspiration from storytelling business experts like Patrick Lencioni, we uncover how aligning team members with roles that resonate with their strengths can ignite productivity and foster a profound sense of shared purpose. Leo shares the success story of an innovative vehicle system that dramatically cut down supply run times, demonstrating the impact of patience and strategic planning. Additionally, we explore how local involvement and supporting charities can elevate both a business's standing and its connectedness to the community fabric.In the final segment, we explore the art of selfless leadership and the enduring impact of a cohesive, cross-trained team. Leo emphasizes the humility required to transition from trade mastery to business ownership, highlighting the importance of learning from mistakes in a supportive culture. By investing in team bonding activities and embracing a dynamic brand refresh, Leo's company not only strengthened its internal culture but also became a community landmark. Join us for an episode filled with invaluable lessons on leadership, adaptability, and the power of nurturing potential within both individuals and organizations.If you enjoyed this chat From the Yellow Chair, consider joining our newsletter, "Let's Sip Some Lemonade," where you can receive exclusive interviews, our bank of helpful downloadables, and updates on upcoming content. Please consider following and drop a review below if you enjoyed this episode. Be sure to check out our social media pages on Facebook and Instagram. Interested in being a guest on our show? Fill out this form! We'll see you next time, Lemon Heads!

Chapter 1:Summary of The Ideal Team Player"The Ideal Team Player" by Patrick Lencioni outlines the characteristics that make someone a valuable team member. Lencioni identifies three essential virtues that the ideal team player embodies:1. Humble: Humility is the foundation of an ideal team player. Humble individuals prioritize the team's success over their own ego, recognizing that collaboration is key to achieving goals. They are willing to share credit and take responsibility for failures.2. Hungry: A hungry team player is motivated and self-driven, constantly seeking to improve themselves and contribute to the team. They are ambitious, not just in terms of personal success but also in supporting the team's objectives. This characteristic reflects a strong work ethic and a desire to go above and beyond.3. People Smart: Being people smart refers to emotional intelligence. Ideal team players have the ability to understand and relate to others, fostering positive relationships and teamwork. They are good communicators who can navigate interpersonal dynamics effectively.Lencioni emphasizes that these virtues are interrelated and that a balanced combination of all three makes an individual an exceptional team player. He also outlines the negative aspects of lacking these virtues, detailing how team dynamics can suffer when individuals prioritize their own needs over the team's.The book combines theory with practical insights, including a fictional story that illustrates the principles. Lencioni also provides guidance on how organizations can identify, hire, and cultivate team players who embody these traits, ultimately leading to more effective and cohesive teams.Chapter 2:The Theme of The Ideal Team Player"The Ideal Team Player: How to Recognize and Cultivate The Three Essential Virtues" by Patrick Lencioni is a business parable that revolves around the importance of teamwork and the key characteristics that make someone a valuable team member. Here's a summary of key plot points, character development, and thematic ideas: Key Plot Points:1. Introduction of the Characters: The story centers around the main character, Jeff Shanley, the president of a mid-sized construction firm. He is facing challenges with team dynamics and performance.2. The Team Retreat: The narrative unfolds during a team retreat where Jeff seeks to address the dysfunctions within his team and improve collaboration.3. The Concept of Team Player Virtues: Lencioni introduces the three essential virtues of the ideal team player: humility, hunger, and people smarts. Each virtue is explored through storytelling and character interactions.4. Realizing the Challenge: As Jeff discusses problems within the team, he reflects on his own experiences and the importance of recognizing and nurturing these virtues in team members.5. Conflict and Resolution: Conflicts arise as team members exhibit different levels of the three virtues. The team must work through misunderstandings and interpersonal issues.6. Implementation of the Lessons: Throughout the story, Jeff learns how to identify ideal team players, the role of leadership in fostering these qualities, and how to address weaknesses within the team dynamic.7. Conclusion: The story culminates with the team developing a better understanding of their roles and a renewed commitment to each other and their work, leading to a significantly improved team environment. Character Development:- Jeff Shanley: The protagonist who evolves from being a frustrated leader to one who understands the importance of building a strong team based on the virtues of humility, hunger, and people smarts. His journey highlights the challenges leaders face in cultivating ideal team dynamics.- Team Members: Various team members represent different combinations of...

Aaron reads from Five Dysfunctions of a Team by Patrick Lencioni. This book highlights how and how not to communicate with your team to become the most effective leader you can be.  Questions or feedback? Email us at dirttalk@buildwitt.com! Stay Dirty! **UPDATE** Dirt Talk is STOKED to announce Ariat as our first official sponsor for the year! They make world-class footwear and workwear that we see on every job site we visit, and their folks are just as great as their products. Dirt Talk listeners can receive 10% off their first order with Ariat by clicking here or visiting Ariat.com/dirttalk.

In today's episode, we uncover the secrets of leadership and team dynamics with Patrick Lencioni, a renowned expert in organizational health and teamwork. As the founder and president of The Table Group, Patrick has spent decades helping leaders build stronger organizations through practical tools and strategies. He's the author of numerous bestselling books, including The Five Dysfunctions of a Team and his latest, The Six Types of Working Genius: A Better Way to Understand Your Gifts, Your Frustrations, and Your Team.  Get ready for an eye-opening conversation with Patrick Lencioni as he unpacks the powerful framework behind The Six Types of Working Genius. What if the key to unlocking your true potential—and that of your team—lies in understanding the types of work that energize and frustrate you? Patrick shares his groundbreaking model for identifying your natural talents, improving collaboration, and reducing burnout in every aspect of life, from your career to your relationships. We'll explore how these six types of genius impact team dynamics, decision-making, and personal growth, and how embracing your strengths can lead to greater productivity and fulfillment. Whether you're a leader or simply looking to work smarter, this episode is packed with practical insights to help you thrive. What to Listen For Introduction – 00:00:34 What inspired Patrick Lencioni to develop The Six Types of Working Genius framework? How did personal struggles at work lead Patrick to uncover the six types of genius? Why understanding your working genius is crucial for building a fulfilling career and personal life. The Six Types of Working Genius Explained – 00:04:41 What are the six types of working genius, and how do they relate to the phases of any project? How can identifying your working frustrations help prevent burnout and dissatisfaction? Why does every successful team need a balance of all six geniuses? Applying Working Genius to Team Dynamics – 00:10:13 How can leaders use this framework to optimize team collaboration and performance? What steps can you take to identify and leverage each team member's genius? How did a real-world software company transform its innovation process using this model? Overcoming Miscommunication and Conflict – 00:19:33 How can understanding your working genius improve communication in personal relationships? What are the common misconceptions about other people's work styles, and how can this framework resolve them? Why do working frustrations often lead to conflict, and how can teams overcome this? Practical Applications Beyond the Workplace – 00:27:02 How can The Six Types of Working Genius help with tasks like planning a vacation or running a household? Why understanding your genius is the next evolution beyond love languages in personal relationships. How can couples use this framework to reduce stress and improve collaboration at home? Learn more about your ad choices. Visit megaphone.fm/adchoices

Despite leading a talented team, Patrick Lencioni realized they struggled with innovation because he was the only one with the “invention” working genius. This pushed him to rethink his team's roles and align them with their strengths. The result? A surge in collaboration and creativity, proving the power of the Working Genius framework. In this episode, Patrick shares how to apply the Working Genius model to unlock your team's full potential and foster a culture of innovation and effectiveness. Patrick Lencioni is one of the founders of The Table Group and the pioneer of the organizational health movement. He is the author of 13 books, which have sold over 9 million copies and have been translated into more than 30 languages. In this episode, Hala and Patrick will discuss: - How to identify and leverage your team's natural strengths - The three phases of work for seamless execution - Strategies for filling “genius gaps” in your team - Why innovation often stalls and how to reignite it - The role of team maps in optimizing collaboration - Matching tasks to talents to prevent burnout - Balancing creativity with execution - The key to sustaining long-term innovation - How to make meetings more effective - And other topics…  Patrick Lencioni is one of the founders of The Table Group and the pioneer of the organizational health movement. He is the author of 13 books, which have sold over 9 million copies and have been translated into more than 30 languages. As President of The Table Group, Patrick dedicates his time to speaking and writing about leadership, teamwork, and organizational health. He also consults with executives and their teams. His classic book, The Five Dysfunctions of a Team, remains a national bestseller over twenty years after its release. His most recent book, The Six Types of Working Genius, was published in September 2022. Connect with Patrick: Patrick's LinkedIn: https://www.linkedin.com/in/patrick-lencioni-orghealth/ Patrick's Twitter: https://x.com/patricklencioni  Patrick's Instagram: https://www.instagram.com/patricklencioni_  Resources Mentioned: Take the Working Genius Assessment: youngandprofiting.co/work  The Table Group: https://www.tablegroup.com/   Patrick's Books:  The Six Types of Working Genius: A Better Way to Understand Your Gifts, Your Frustrations, and Your Team: https://www.amazon.com/Types-Working-Genius-Understand-Frustrations/dp/1637743297  The Five Dysfunctions of a Team: A Leadership Fable: https://www.amazon.com/Five-Dysfunctions-Team-Leadership-Fable/dp/0787960756  Patrick's Podcasts:  At The Table: https://podcasts.apple.com/us/podcast/at-the-table-with-patrick-lencioni/id1474171732  The Working Genius Podcast: https://podcasts.apple.com/us/podcast/the-working-genius-podcast-with-patrick-lencioni/id1553105854   The 3-Minute Reset: https://podcasts.apple.com/us/podcast/3-minute-reset-pat-lencioni-chris-stefanick/id1717490448  LinkedIn Secrets Masterclass, Have Job Security For Life: Use code ‘podcast' for 30% off at yapmedia.io/course.   Sponsored By: Shopify - Sign up for a one-dollar-per-month trial period at youngandprofiting.co/shopify  Mint Mobile - To get a new 3-month premium wireless plan for just 15 bucks a month, go to mintmobile.com/profiting.  Indeed - Get a $75 job credit at indeed.com/profiting  Found - Try Found for FREE at found.com/profiting Connecteam - Enjoy a 14-day free trial with no credit card needed. Open an account today at Connecteam.com   More About Young and Profiting Download Transcripts - youngandprofiting.com Get Sponsorship Deals - youngandprofiting.com/sponsorships Leave a Review - ratethispodcast.com/yap Watch Videos - youtube.com/c/YoungandProfiting   Follow Hala Taha LinkedIn - linkedin.com/in/htaha/ Instagram - instagram.com/yapwithhala/ TikTok - tiktok.com/@yapwithhala Twitter - twitter.com/yapwithhala   Learn more about YAP Media's Services - yapmedia.io/