Lisa Foster: Emotional Intelligence Training and One-on-One Meeting Tips for Managers

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So the first one is instilling
trust.

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Trust the basis of human
connection, right?

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

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relationship of trust.
You got nothing.

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You think about me sourcing bads
across the world.

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If we had no trust, we had
nothing.

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Welcome to the Environmental
Transformation Podcast, where we

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bring you interviews with
industry leaders, climate

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champions, sustainability
practitioners, EHS and hazmat

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professionals making an impact
in their businesses today.

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Each leader solving complex
challenges and delivering

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solutions within their areas of
expertise.

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

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

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

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for our newsletter and e-mail
announcements.

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Now let's get started.
Welcome to the Environmental

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

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

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

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maybe four years ago.
I don't know.

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

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

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So welcome.
Thank you, Sean.

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

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

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

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

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done and why you're a returning
guest.

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

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school teacher.
Then in 2005, with no business

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

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disrupt the plastic bag
industry.

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

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bags.
Pretty amazing.

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In her second year, she sold 2
million bags.

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

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

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plastic bags by cutting the
usage by billions.

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

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LED a team of over 200 plus
people.

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

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talk.
And so for the listeners, the

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

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published about being the bag
lady.

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

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

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I really appreciate it.
Thank you, Sean.

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

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

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

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

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

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

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some traction for you in certain
circles.

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It sure is.
Yeah.

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

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legs a little bit.
People hear about it.

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

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

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

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

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Just be it.
Just do it.

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

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

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does looking for inspirational
eco speakers.

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

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

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other people to inspire them
well.

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

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great impact in the industry,
especially around the plastic

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bag.
You became an entrepreneur

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

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

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interview.
But you know, as as that, you

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

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into your kind of a different
transition into your career.

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Talk about your success a little
bit.

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

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

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

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

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And I realized pretty quickly
that I should.

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

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

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have luck and good timing,
Right.

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

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

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

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

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heart into it, but just
listening to people, working

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with people, collaboratively
solving problems together,

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encouraging people to be their
best and to bring their best

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everyday grocery margins are
notoriously small.

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

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margin, right?
The margin of error had to be

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

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their best every single day is a
skill.

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And it is all these different
emotional intelligence skills

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

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well, competence and
self-awareness, empathy, impulse

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control and decision making and
managing your own stress.

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Cause things can happen really
fast, right?

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But we know these are the things
that make people everywhere

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succeed.
So I've been coaching people

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

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

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

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your leadership of the business
back when you were in the

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

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

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the things that it's helping me
grow?

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

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something here?
I think with the leadership

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

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environmental impact from the
very beginning.

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But the leadership part, I
wasn't sure.

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

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even always work directly for
you.

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How do you lead this massive
organization?

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

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

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interactions.
It was the same in business,

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really just spending the time
with my supplier overseas day

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

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year, which was an amazing
experience.

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

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

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our house.
And I went to those places where

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they make them and honoring
those people and the people who

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

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

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them.
We're a great team.

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

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

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Put human things just treating
real humans with respect and

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

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

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

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learning.
You're like, hey, please teach

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me, right?
I need to learn this.

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

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

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

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

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

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and get it done?
Yeah.

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

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

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them are just like you're born
with.

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

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

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little harder at, you know,
maybe understanding where the

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

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

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thought through that and you
started to pull this together,

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

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developing of the coaching
business?

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

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

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right?
That's right.

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

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

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

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

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that teaching experience and I
was a PhD.

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

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

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

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And I just thought I learned so
much.

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

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

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

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

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

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get you some leadership
development?

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

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

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

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

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

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

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

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

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

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staff become better, our
business becomes better, right?

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

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Yeah.
I mean, the stats are that the

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return on investment and
coaching is that it returns 7

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times your investment.
So if you spend, let's say, I

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

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

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productivity.
For individuals, that means your

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next promotion.
Right, Yeah.

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I mean, people hopefully see the
results of the things they're

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learning from coaching, you
know, if it's yours or others

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and, and they're implementing
them and then, yeah, they're

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rewarded for becoming a better
leader, right?

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Yeah, Yeah, people notice it.
When you start to become really

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high performing and your team
all starts performing well, you

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get noticed.
I know my clients are promoted

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in an average of 12 months.
That's pretty much all of them

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except the ones who are CEOs and
they they can't get.

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A they're right at the top.
Let's think we on the board, I

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guess.
But they're getting ROI because

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their teams are doing better.
And so, yeah, leadership in in

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leadership development really
pays off.

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But I think what stops people
from doing is they think, oh,

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it's so expensive.
And I think they make

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assumptions about how much it's
gonna cost.

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

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think it should be afraid.
I think you should really look

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at it.
There's a lot.

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

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Well, we're going to get to
that.

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Yeah, we're going to get to that
because, you know, one of the

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

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we haven't spoken in a few years
actually, but I always track on

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what you're doing and especially
on LinkedIn.

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

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leaders who want to improve
their skills.

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

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

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leader.
And you know, a lot of managers

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are required to do one on ones
with people.

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

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

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

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process that works or just
understand why they need to do

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it is important.
And so talk about your training

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

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coming up.
Talk about this.

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

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

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

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

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forward because there is this
huge need.

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

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

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on ones are really being most
productive tool that a manager

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can have.
But you do have to do it right

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

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as you said, why are we doing
this?

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

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training.
And so it does become a waste of

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time just to check the box
exercise.

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

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

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

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manager can accomplish every
single week and.

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

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goals that each manager should
do.

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

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listeners because if they can't
join you.

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

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

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

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

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gathering information.
So sometimes people think one on

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ones is them talking to their
team.

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No, this is about the team
talking to you.

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What are they doing?
What are their progress updates?

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

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what you with company
priorities, right And what are

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

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information.
So you end up with fewer errors,

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

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than behind them.
So all this information

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gathering is the number one
thing and.

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

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

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What's your?
What are you?

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

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suss out what's really
happening, right?

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

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minutes every week.
And you give people the time to

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

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connecting just as a human being
at the beginning.

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

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Well, that's 10 minutes for each
project.

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

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Yeah.
And then you really don't have

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enough time to get through it.
You really should talk about

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

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training you want to throw in
there, which is another thing

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

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another thing you can
accomplish.

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You get the information you need
to make the decision to train

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00:15:59,720 --> 00:16:02,320
your team to motivate them,
right?

290
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So these are all the things you
should be doing in these teams.

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

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and then have that give and take
and know what you're trying to

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accomplish.
And once you know that you're

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

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is that the direct report should
make the agenda.

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

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

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got eight people, it makes no
sense for you to make 8 agendas

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

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

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

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

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

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

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

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

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

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

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

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

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are working for you, how many of
them do you really know what

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

313
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That's a lot, I mean.
Are they aligned?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

454
00:24:55,000 --> 00:24:58,960
by visiting my website at
seankgrady.com and buy me a cup

455
00:24:58,960 --> 00:25:01,080
of coffee.
Proceeds will go towards helping

456
00:25:01,080 --> 00:25:04,440
me continue producing timely
content and offset production

457
00:25:04,440 --> 00:25:07,400
costs.
I'd also like to take a moment

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

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470
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That's cascade-env.com.
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Have you had any situations and

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

944
00:52:50,120 --> 00:52:51,560
We don't know what's going to
work.

945
00:52:51,800 --> 00:52:54,440
Feel your way through, right?
If you think about somebody

946
00:52:54,440 --> 00:52:58,320
who's blind walking down the
street, but they get down public

947
00:52:58,320 --> 00:52:59,800
streets, right?
How do they do it?

948
00:53:00,200 --> 00:53:04,080
Tap, tap, tap.
And that's what you want to do.

949
00:53:04,080 --> 00:53:07,520
Is it in a decision when there's
so many variables and you're not

950
00:53:07,520 --> 00:53:10,560
sure what's going to work?
Little test here, a little test

951
00:53:10,560 --> 00:53:14,000
there.
Feel your way to what's going to

952
00:53:14,000 --> 00:53:14,880
work.
OK.

953
00:53:14,920 --> 00:53:16,400
I mean, that's good.
I like that.

954
00:53:16,400 --> 00:53:21,400
I like that.
So so leaders can expect some in

955
00:53:21,400 --> 00:53:25,280
depth training on these topics.
You've got decision making,

956
00:53:25,280 --> 00:53:29,000
you've got negotiation in
alignment, you've got respecting

957
00:53:29,000 --> 00:53:33,400
others, you got demonstrating
confidence and building trust,

958
00:53:33,400 --> 00:53:35,040
right?
So those that's the big

959
00:53:35,240 --> 00:53:38,280
takeaways from your in depth
course.

960
00:53:38,280 --> 00:53:42,040
Is there anything else that the
attendees might get by taking

961
00:53:42,040 --> 00:53:44,960
the the class with you?
Yes, absolutely.

962
00:53:45,160 --> 00:53:47,760
Right.
So I do emotional intelligence

963
00:53:47,760 --> 00:53:50,240
training and I do emotional
intelligence assessment.

964
00:53:50,240 --> 00:53:53,120
So everybody gets included in
the course.

965
00:53:53,560 --> 00:53:58,160
An emotional, a full emotional
intelligence assessment, you get

966
00:53:58,160 --> 00:54:02,080
those 5 scales, each scale is
divided into 3 subscale so you

967
00:54:02,080 --> 00:54:05,600
can get data on 15 separate
skills.

968
00:54:06,720 --> 00:54:10,000
You'll be able to see what are
your real strengths, right, that

969
00:54:10,000 --> 00:54:13,280
you want to lean into every day.
And you're going to see, Oh my

970
00:54:13,280 --> 00:54:16,080
blind spots.
I didn't realize I had one

971
00:54:16,080 --> 00:54:20,480
person who took it and impulse
control was very low, like

972
00:54:20,560 --> 00:54:23,120
below, you know, really below
normal.

973
00:54:23,480 --> 00:54:26,200
And she just looked at me and
said impulse control is that a

974
00:54:26,200 --> 00:54:29,800
thing?
And I said, yeah, it's a.

975
00:54:29,880 --> 00:54:32,600
Thing for some people.
It could be.

976
00:54:32,960 --> 00:54:36,560
And she goes, well, in my house,
if you didn't say what you

977
00:54:36,560 --> 00:54:40,720
thought you were being fake.
And I said, yeah, but you could

978
00:54:40,720 --> 00:54:45,400
be authentic and tactful.
There's a time and a place and a

979
00:54:45,400 --> 00:54:50,440
way to say everything.
So the impulse, you want to

980
00:54:50,440 --> 00:54:53,080
listen to it, right?
This is using these skills

981
00:54:53,080 --> 00:54:54,920
strategically.
OK.

982
00:54:55,280 --> 00:54:58,120
My impulse is this isn't a good
thing for someone to do.

983
00:54:58,600 --> 00:55:01,200
Yeah.
Is the right thing for me to do

984
00:55:01,200 --> 00:55:03,040
is say, hey, you shouldn't do
that?

985
00:55:04,160 --> 00:55:07,280
Or should we just sit down and
have a chat and talk about what

986
00:55:07,280 --> 00:55:10,440
could go wrong?
Like what is the best way to go

987
00:55:10,440 --> 00:55:11,120
through it?
Right?

988
00:55:11,120 --> 00:55:14,680
It's always going back to taking
these skills, using them

989
00:55:14,680 --> 00:55:17,720
strategically in the moment,
what is going to get the best

990
00:55:17,800 --> 00:55:20,240
outcome?
And so learning how to manage

991
00:55:20,240 --> 00:55:21,960
your impulses on all those
things.

992
00:55:21,960 --> 00:55:24,160
So you'll get data from all of
that.

993
00:55:24,160 --> 00:55:26,640
And then a one-on-one with me.
In addition to all of these

994
00:55:26,640 --> 00:55:30,000
time, you get one hour with me
and I will go through that

995
00:55:30,000 --> 00:55:33,640
report and make sure that you're
really clear on your leadership

996
00:55:33,640 --> 00:55:36,200
development.
What do you need to be your best

997
00:55:36,200 --> 00:55:37,480
self?
So you'll get a leadership

998
00:55:37,480 --> 00:55:40,240
development plan that's
customized to you.

999
00:55:42,560 --> 00:55:46,040
And it's, I mean it, it's an
incredible package, right?

1000
00:55:46,040 --> 00:55:49,640
It's 10 hours of coaching, it's
$1500.

1001
00:55:49,640 --> 00:55:52,600
It is just an unheard of price.
You're going to, I guarantee

1002
00:55:52,640 --> 00:55:54,320
you, you will get our rely on
this.

1003
00:55:54,560 --> 00:55:58,400
Yeah, that sounds like a really
good opportunity to level up.

1004
00:55:59,240 --> 00:56:03,360
You know, so if you're a manager
listening to this podcast, you

1005
00:56:03,360 --> 00:56:07,840
know, I think that Lisa is
interested in really having you

1006
00:56:08,320 --> 00:56:14,000
join her and Lisa, what's is
there any promotion or benefits

1007
00:56:14,000 --> 00:56:17,560
or how do we get a, how do they
get a hold of you to sign up if

1008
00:56:17,560 --> 00:56:19,120
they're interested and taking
your course?

1009
00:56:19,680 --> 00:56:23,800
Spots are limited.
So, and I'll tell you what for

1010
00:56:23,800 --> 00:56:28,040
you listeners, I think I can do
a discount code.

1011
00:56:29,600 --> 00:56:33,720
OK, Can I send it to you
afterwards and make sure I can

1012
00:56:33,720 --> 00:56:36,720
do this?
We will send you a 20% off if

1013
00:56:36,720 --> 00:56:38,880
you if you've got the code from
this podcast.

1014
00:56:39,280 --> 00:56:40,000
That's right.
Yeah.

1015
00:56:40,040 --> 00:56:42,640
And we can use a code that's, I
don't know, ET podcast or

1016
00:56:42,640 --> 00:56:44,200
something like that or whatever
you want to call it.

1017
00:56:44,200 --> 00:56:46,520
Yeah, yeah.
I'll just try to do ET podcast

1018
00:56:46,880 --> 00:56:50,000
but I need to make sure I know
how to set it up before I prom.

1019
00:56:51,800 --> 00:56:53,280
OK.
All right.

1020
00:56:53,600 --> 00:56:55,960
That would be great.
Well, I'd love to give you guys.

1021
00:56:56,120 --> 00:56:59,320
I'd love to give you guys a 20%
off if you hear about it here on

1022
00:56:59,320 --> 00:57:04,160
this podcast.
Yeah, get get a little bit off

1023
00:57:04,160 --> 00:57:07,440
because I love Sean.
I love hanging out with you and

1024
00:57:08,040 --> 00:57:10,120
I know this podcast was a great
podcast.

1025
00:57:10,120 --> 00:57:13,960
You build a great following and
you touch on really important

1026
00:57:13,960 --> 00:57:16,640
topics.
Well, thank you, Lisa.

1027
00:57:16,640 --> 00:57:19,120
I really appreciate you coming
back on the show and talk a

1028
00:57:19,120 --> 00:57:23,200
little bit about leadership
development and all leaders

1029
00:57:23,200 --> 00:57:26,880
needed, whether they're already
top performing leaders or not,

1030
00:57:26,880 --> 00:57:29,720
because everybody is, you know,
can always improve.

1031
00:57:29,720 --> 00:57:34,200
I mean, I know I always need to
improved educational

1032
00:57:34,440 --> 00:57:37,440
opportunities.
So I've become a better version

1033
00:57:37,440 --> 00:57:40,560
of myself and better for my
employees and then and my

1034
00:57:40,560 --> 00:57:43,520
customers, right?
I mean, that's and my listeners

1035
00:57:43,520 --> 00:57:45,760
and my guests.
I mean, you know, it just goes

1036
00:57:45,760 --> 00:57:48,240
on, right?
My parents, you know, my kids

1037
00:57:48,240 --> 00:57:51,200
and my wife, you know?
So yeah, it's all of that,

1038
00:57:51,200 --> 00:57:52,800
right?
It's all that.

1039
00:57:53,120 --> 00:57:55,400
Yeah, exactly.
Well, that's great.

1040
00:57:55,400 --> 00:57:59,520
Well, Lisa, I'm so glad you get
you came back on the show and to

1041
00:57:59,520 --> 00:58:01,640
give us an update on what you've
been working on.

1042
00:58:01,880 --> 00:58:05,960
The the book was a huge success.
Your your story about being an

1043
00:58:06,040 --> 00:58:10,360
eco entrepreneur for the guests
who haven't listened to that,

1044
00:58:10,360 --> 00:58:14,720
that episode was fantastic.
That book came out during the

1045
00:58:14,720 --> 00:58:19,040
COVID season at the time and and
we did a whole series of books,

1046
00:58:20,000 --> 00:58:21,920
interviews from books from that
period.

1047
00:58:21,920 --> 00:58:25,120
And it was really great to have
you on back then and learn about

1048
00:58:25,120 --> 00:58:28,720
your journey.
And so for the listeners, you

1049
00:58:28,720 --> 00:58:30,880
definitely need to go back and
check out that episode.

1050
00:58:30,880 --> 00:58:33,480
But this one's also very
important and really exciting.

1051
00:58:33,480 --> 00:58:35,080
And thank you for coming on the
show again.

1052
00:58:35,360 --> 00:58:39,120
And we will, we will promote the
discount code on social media.

1053
00:58:39,440 --> 00:58:43,040
So Lisa, once you get it, send
it over, let me know and then

1054
00:58:43,040 --> 00:58:45,880
we'll put up a code thing out
there for everyone and promote

1055
00:58:45,880 --> 00:58:46,920
it on social media too.
That's.

1056
00:58:48,200 --> 00:58:48,960
Great.
Thank you, Sean.

1057
00:58:49,800 --> 00:58:51,440
Thanks for listening and
watching the show.

1058
00:58:51,640 --> 00:58:54,000
If you enjoyed the show then
please share it with your

1059
00:58:54,000 --> 00:58:57,320
friends and coworkers on social
media and tell somebody in

1060
00:58:57,320 --> 00:58:59,520
person.
Thanks for being with us, ET

1061
00:58:59,520 --> 00:59:00,120
Nation.