October 22, 2025 • 32 mins
They develop hundreds of thousands of leaders. And they were all in one room at Sundance, Utah. In this episode Lone Rock Leadership co-founder Russ Hill takes you inside the executive summit for HR and L&D leaders.
Some highlights:
When managers face a wall of competencies, bloated slide decks, and libraries of courses, they default to noise over clarity. The fix isn’t more content. It’s fewer, simpler systems that tie every action to real outcomes.
We start with a bold reset: lead with results, not soft skills. Soft skills matter, but only as tools to achieve measurable business outcomes like customer satisfaction, retention, and growth. From there, we unpack four core areas that consistently move the needle across industries and org sizes. First, deliver results through clear, memorable team key results everyone can recite. Second, lead through disruption with a practical Change OS: status quo, mourn, adapt, innovate. Third, accelerate decisions with a shared Decide OS so teams move fast, stay aligned, and avoid constant escalation. Fourth, rethink accountability as power—help people shift from helpless to proactive with habits that focus on what they can control.
Along the way, we address why private equity’s content flood often backfires, how environment shapes learning, and why networking across functions expands your playbook. Expect crisp frameworks, plain language, and examples you can deploy today—whether you run a unit of 50 or a division of 50,000. If you’re ready to cut the clutter and build a culture of clarity, alignment, and movement, this conversation is your blueprint.
Want to go deeper or join the next executive summit? Head to LoneRock.io, reserve your spot, and share this episode with a colleague who’s ready to simplify and scale. If one idea landed, leave a quick review and tell us which framework you’ll try first.
--
Visit the Lone Rock Leadership Website:
https://www.lonerock.io
Connect with me on LinkedIn or to send me a DM:
https://www.linkedin.com/in/russleads/
Tap here to check out my first book, Decide to Lead, on Amazon. Thank you so much to the thousands of you who have already purchased it for yourself or your company!
--
About the podcast:
The Lead In 30 Podcast with Russ Hill is for leaders of teams who want to grow and accelerate their results. In each episode, Russ Hill shares what he's learned consulting executives. Subscribe to get two new episodes every week. To connect with Russ message him on LinkedIn!
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Episode Transcript
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SPEAKER_02 (00:00):
They are in charge of developing leaders at all
kinds of organizations, and wespent two days with them up in
the mountains.
What was on their mind?
What we talk about, and whyshould you care in this episode?
SPEAKER_01 (00:16):
This is the Lead in 30 podcast with Russell.
You cannot be serious.
Strengthen your ability to leadin less than 30 minutes.
SPEAKER_00 (00:28):
With coming to Atlanta, if you're an HR, LD
leader, or a leader of leaders,join us in November for our
executive breakfast.
Spend three hours with theexperts at Lone Rock Leadership
and learn how to build personalaccountability, accelerate
decision making, lead throughchange, and create clarity,
(00:49):
alignment, and movement.
Reserve your free spot beforeseats fill up at Lone Rock.io.
SPEAKER_02 (00:56):
Yeah, time is running out to register for that
executive briefing.
If you're in HR L N D, a leaderof leaders, if you have any
responsibility for developingother leaders and you're in the
Atlanta area or any of theneighboring states to Georgia,
go to Lone Rock.io and check outthe details.
It's free.
Um we've got people that areflying in.
(01:17):
That always happens.
Happens at the one we hadrecently in Dallas, also the one
in Chicago.
Um, and it's just 8 to noon or 9to noon, something like that.
The details are on the website.
At the time we're putting thisepisode out, we're getting close
to that um executive briefing inAtlanta in November.
So go to Lonerock.io to get moreinformation.
(01:39):
Okay, welcome in to the Lead in30 podcast.
In less than 30 minutes, inevery episode, we give you a
framework, a model, a bestpractice, or like in this
episode, an experience that uhshould help you, if we're doing
our job, help you in your effortto upgrade your ability and the
(02:00):
ability of others that you haveresponsibility for to lead
others.
Nothing has more impact on yourlife than your ability to
upgrade or your commitment toupgrade your ability to lead
others.
And so this is uh one of the oneof the things that we do, along
with a ton of other things, totry to help in that regard.
(02:20):
My name is Russ Hill.
I am, well, I make my livingcoaching consulting senior
executive teams.
I'm one of the founders, part ofthe team at Lone Rock
Leadership.
We've got an executiveconsulting side of our business
that's been around for a long,long time, and then a leadership
development, off-the-shelfsolutions, uh that I'll talk
(02:41):
more about in this episode.
All the information's atLoneRock.io.
Okay, so two days in themountains with a bunch of HR and
LD leaders.
These are folks at all kinds oforganizations, all kinds of
industries that uh that cametogether.
We invited them to uh come toone of our favorite places in
(03:03):
the world, Sundance.
And uh if you've never beenthere, in fact, it was wild how
many of these folks that we haduh that that came in from all
over the U.S.
This is primarily a U.S.
event, although theseorganizations are a lot of them
are global.
Um many of them, it was wild tome how many of them have never
been to Utah, and certainly notthe Sundance.
And and uh we're gonna we'regonna put out a in our
(03:26):
newsletter a uh we're gonna takethe names and the company names
off, uh the personal names andcompany names off, and then just
put out all the feedback formsthat we got.
Like literally raw.
You're gonna see the handwritingfrom each of the participants.
We're gonna put that out in ournewsletter so people can see
what people, what, what theparticipants, what the invitees
and those that came to thisexecutive summit that we do
(03:49):
twice a year, what they saidabout it.
It was pretty, pretty, uh,pretty rewarding and humbling
and amazing that we get thechance to connect with um folks
like this.
But one of the things that wasoff the charts and what they
said was, holy cow, this venueis amazing.
And um, it certainly was one ofmy takeaways that it matters
where you meet.
The environment, the setting hasa huge impact.
(04:12):
We can't be going to Sundanceor, you know, mountain resorts
or the these luxury settingsevery day, but we can get our
teams to them occasionally.
And hopefully most of you aredoing that in your organization.
It's just a chance to unwind.
It was funny because some of theparticipants, uh, when they
walked out of their cabins,their rooms, there were moose,
like a family of moose, uh,right there outside their room.
(04:34):
They're like, oh my gosh, youguys even provided that kind of
that kind of attention todetail.
I'm like, no, I didn't actuallyget to see the moose, but that's
amazing.
I've never actually seen one uhin person.
So I'm it that was pretty wild.
Okay, let's talk about what Iwant to do in this episode is
walk you through what we sharedwith them, what they shared with
(04:56):
us.
And uh, even if you're not an HRand L and D, if you are an HR
and L and D at any organization,I think you're gonna get a ton
of value out of this episode.
Whether you've ever worked withus, interacted with us at our
firm, whether I've met you,whatever, or not.
I think you'll get a ton out ofthis episode if I do things
right.
If you're not, and you are aleader of leaders, I still think
(05:18):
you're gonna get a ton out ofthis.
You'll be the judge here in afew minutes, but I'm gonna take
you inside the meeting room upin the mountains of Utah to uh
what was on the minds, what wasbeing shared, what we shared
with this group of folks who areresponsible for uh developing
literally hundreds of thousandsof leaders when you add up their
(05:40):
organizations.
Some of these organizations thatcame have over 100,000
employees, some of them it'sit's 80,000, some it's 20,000,
some it's 5,000, and uh, andlike I said, across all
industries.
So let's dive into the firstpoint that we made.
And what we talked about, and ifyou listen to this podcast on a
regular basis, you go to any ofour webinars, you get our
(06:01):
newsletters, whatever it mightbe you, or you've seen us in
person at some industry event,you this won't be new to you
because we've been saying thisso often.
We've been beating this drum somuch because it's absolutely
accurate and it's got to change.
And that is that is that thecurrent approach to developing
leaders in most organizationsand certainly across uh academic
(06:25):
worlds and all that, it's notworking.
It's not effective.
How do we know?
Well, there's tons of data.
Just go to your favorite AI toolor app and type in, is
leadership development working?
Is are there any out uh uh arethere any challenges with the
current approach?
Give me some statistics, quotesome recent reports.
You'll get all the data, all thenumbers, all the insight you
(06:49):
need.
And and the the basic headlinesare here's the problem: it's too
complicated.
Most managers are dizzy.
Now it depends on theorganization, depends on the
industry, but in a lot of largeorganizations, we read this book
and we send out information tothem.
We put them through this course,we send them that article, we do
(07:10):
all these things, and they'relike, okay, am I supposed to be
inclusive?
Am I supposed to build trust?
Am I supposed to hold peopleaccountable?
Am I supposed to like what am Isupposed to do?
Am I supposed to lead in like acommand and control way?
Or am I supposed to be like allabout consensus?
Am I supposed to care aboutemployee engagement?
Or am I supposed to driveperformance?
Or like, what am I supposed todo?
And for most managers, it kindof depends on the week or the
(07:34):
month as to what messaging iscoming out from the system or
the headquarters or my personalboss, my immediate supervisor,
or some executive leading ourbusiness unit or whatever it
might be, uh there's there's somuch noise in the system.
And one of our key messages atthis executive summit, by the
way, those of you that weren'table to come, if you if you're
(07:56):
one of the people that weinvited or you're listening to
this and you're like, oh mygosh, how do we do this?
You um just just uh you can sendme a direct message or go to
lonerock.io, make sure you're onour mailing list, enter your
name, find some place on thewebsite that you can enter your
name and email address, and thenyou'll be on our mailing list.
And you can you can message ifyou want to look up Brent
(08:18):
Chappelle.
Um he oversees our businessdevelopment opportunity client
relations.
Brent can help you with thistoo.
There's a there's a whole groupof people, but um, and and ask,
send an email, send a messagethat says, when's the next
summit?
Can I get invited?
Can my team of HR come,whatever?
Um, and you want to get in thatbecause we're gonna start
(08:39):
recruiting for that or openingup registration for the next
one, which I think is inFebruary or March really soon,
and it will fill up.
Okay.
And here's the catch.
We pay all the expenses.
Like we pay your airfare, we payfor your hotel, we pay for the
Uber, we pay for the dinner, wepay, there's companies and and
these manage, I know I know it'scrazy.
Like, I don't know how longwe're gonna do that, but we're
(09:01):
doing it.
And so these leaders just comeand it's all on our dime, and we
create this experience for them.
And some of them are currentclients of ours and uh and been
with us for years.
Others just heard of us likethree weeks ago, or we met them
at an event or whatever else.
And so our team gets all theseapplications and then we go
through it.
So, anyway, if you'reinterested, we do it twice a
year.
We'll get you get moreinformation.
(09:22):
Just go to LoneRock.io.
Okay, so one of the themes thatwe kept saying at this summit,
and we say all the time, iscomplexity doesn't scale.
Let me say that again.
Complexity doesn't scale.
And so that it applies whenwe're setting the destination,
(09:44):
when we're trying to communicateto my team of 50 or my team of
5,000 or my team of 50,000, whatare our priorities?
What are the pillars?
What's our vision?
What what's most important?
The deck is too it has too manyslides in it.
There's too many bullet points.
(10:04):
The i complexity doesn't scale.
And the same thing, I mean, thisis all about leadership
development.
So if you've got 47 competenciesor 172 courses in your LMS or
learning management system, oryou're putting out an article
every week, or and and and a lotof the challenges that we come
across in the HR and L and Dspace is that these folks study,
(10:26):
like they're good at complexity.
Complexity works for them.
Complexity works for a seniorexecutive that has to report to
a board.
Like you have to have some meatin there.
You have to have some complexityin those details.
It works for the engineeroverseeing the plant or whatever
else.
But it doesn't work for themasses.
And so you have these HR and Land D types that go study these
(10:47):
change management models, orthey look at how you're supposed
to make decisions or how youbuild trust.
And they look at these modelsand they geek out on them.
They're like, oh my gosh, thisis amazing.
And so then they're temptingbecause their brain works that
way, and because they studiedthat in college or they got
their master's in that orthey're really interested in it,
they think, oh, I'm gonna sendthis out to the organization, or
(11:09):
I'm gonna build a course or I'mgonna build some content around
this, and it falls flat.
Because if I have to pull outthe email, if I have to look up
the file, if I have to go findsomething, I'm not gonna use it.
If your change management modelcan't fit on like a flip chart
page with four words, it's toocomplicated.
(11:29):
If your direction for theorganization, what we need to
accomplish this year or in thenext six months, or what we've
got to get done in the nextthree months is complicated, no
one will remember it.
And so when they're making thesein-the-moment decisions on what
to focus and prioritize on, yourdirection gets lost.
And they get they get distractedby the noise in the system, the
(11:54):
emails flowing in right now, thedemands from the customer that
are coming in, the the disputesbetween the different teams, the
product.
Do you understand what I'msaying?
So your job as a leader, yourjob as an executive, your job as
an HR executive, an L and Dleader, is to take the complex
and make it simple.
(12:15):
So every framework that weshowed to these executives had
no more than four or five wordsin it.
And the greatest compliment thatis paid to us as an organization
and a team, and we hear all thetime, and it just it never gets
old.
We love hearing it, is oh,that's really simple.
What you showed us in thiswebinar, what you went through
(12:36):
with our executive team, whatwhat's in the book, what's in
the participant guide, whatever,wherever they're interacting
with us, they're like, oh,that's really simple.
Right.
Because simplicity scales,complexity doesn't scale.
Okay, next theme.
So you gotta those of you thatare an HR and L D L and D, that
is a theme.
(12:57):
Your brain is different thantheir brain, right?
You you geek out on the newestmodels, the newest books, the
newest frameworks, all thedetail.
As executives, you love you'vegot to build the detailed plan
for the board or the investorsor for whatever else.
But when you go to the massesand you want to go vertically
and horizontally, you gottasimplify it.
(13:19):
And so those of you that havebeen with us, or you know, those
of you that are clients of ours,or you've listened to different
things, or you've been throughthe lead in 30 course or
whatever it might be, you knowhow we focus on like team key
results.
And it's it's just like threewords and three metrics.
It's, you know, financial,people, and customer, or it's
safety and it's uh memberengagement, and whatever it is.
(13:42):
It's those three things and it'sthose three numbers, and that's
clarity.
And so we just we we we can'tfocus enough on clarity.
Okay, the the next theme wetalked about was that it's all
about results.
There is way too much if youwere to go on Amazon right now
and you were to search forbusiness bestseller books or
(14:06):
management bestseller books, oryou were to think through the
books that you've read in thelast year or in the last decade
around personal development,leadership development,
management, they very rarelythis is wild.
Like just think about this fact.
And this is true of the articlesthat you read too.
(14:28):
They very rarely, that contentrarely focuses on business
outcomes, it focuses on softskills.
You need to do more of this, youneed to be less of that, you
need to consider doing thisdifferently.
You organizations need toredirect to that or whatever
else.
And and I don't get promoted.
(14:48):
You don't get promoted becauseyou know how to build trust,
have a difficult conversation,be accountable, um, what
whatever it is.
Like those are good skills.
There's tons of value in them,but they are a means to an end.
So why are we starting with themeans instead of starting with
the end?
And the end is results.
And so these managers andsupervisors and executives and
(15:10):
VPs and directors and you know,the top level of the org chart,
they get promoted, hired, orfired based on business
outcomes, member satisfaction,customer satisfaction, employee
retention, revenue growth, themargins, all of these things.
And yet our training is aboutall of these soft skills.
(15:32):
That's what the articles areabout.
That's what the books are about.
And they're good, but you gottastart with results.
And so that's what we spent likethe whole morning of our first
day up at Sundance with theseexecutives was it's got to begin
and end with results.
And all that content and allthat training and all those
(15:52):
models and all those frameworksthat aren't tied directly to
business or organizationoutcomes, you really ought to
closely examine it.
It's a nice to have, not a haveto have.
And for LD leaders and HRleaders that are really leaning
into soft skills and complexity,you need to, you're the first
(16:15):
ones that ought to be nervous inan AI and in an
efficiency-driven world becauseit's a nice to have.
You are a support area ratherthan a strategic resource.
And so we want to be a strategicresource.
We want to be tied as closely aswe can to organization outcomes.
(16:36):
Then we went into, in the courseof our discussion, some of you
are listening to this or thispodcast has been forwarded to
you because somebody you know isat the summit or you you
considered going, but it didwork in your schedule or or
whatever it might be.
And then others of you thatyou're not uh you're not
involved in that at all.
You're just you're just tuningin to get the value out of it.
Then we drilled into the fourkey areas.
(16:57):
And and in the what you need toknow about the leadership
development space, especiallythose of you that aren't in it
and you're listening to this,you lead teams, or you're an
executive, or whatever your roleis, or wherever you are in your
career, what you need to know isthat the leadership development
space has all been bought out byprivate equity.
And there are good things aboutthat, and there are some real
(17:17):
challenges to it.
The reality is when privateequity comes in, it becomes all
about, I don't care what theysay, I don't care how good the
company is.
It's just the reality of thebusiness model, which is fine.
It is what it is, but let's justbe honest about it.
It's not about customerexperience as much anymore.
It's about revenue growthbecause we got to sell this
(17:38):
thing again in three or fiveyears.
So all those big companies thatwe all know the names of, the
vast majority, like 95% of them,have all been bought out private
equity, usually not just once,but twice in the last decade.
So what matters most?
Create more content to drivemore revenue.
So they're flooding the marketwith additional videos,
concepts, modules, books, allthis stuff to try to generate
(18:02):
and then and then selling you.
Hey, you could have access toall 17,000 courses.
That's how much is in LinkedInlearning right now.
17,000.
And then other organizations,it's 150 or it's 250, you know,
courses and whatever.
And you could have access, yourmanagers could have access to
all of that for only X amount ofdollars per person per year.
(18:24):
And you go, wow, that's a lot ofcontent.
And and what what the industryis realizing, and a lot of folks
who who now have been through itlong enough is that less is
more.
More is not more.
More is not more.
Okay?
Goes back to the Steve Jobsquote.
Walter Isaacson interviewing himon his deathbed, you know,
creating his biography, says,Steve, of all the things that
(18:46):
you are proud of in youramazing, legendary career,
iconic career, what are you mostproud of?
And Walter expected, he says heexpected some device, the
iPhone, you know, putting thatwhat no, what Steve Jobs said
was, I'm proud of all the thingswe said no to.
It's really interesting.
(19:07):
The leader trying to upskilleveryone in everything upskills
no one in anything.
The leader who's trying toaccomplish it all accomplishes
very little.
Right?
You know how that works.
And so, and our what we what weshare with these HR and L and D
folks is there are four coreareas that you gotta develop
(19:28):
your leaders in.
How do we know?
Because this isn't our firstrodeo.
Because we were on a hundred andsix, I was on 165 flights in
2019.
It's not about me, but so wereall of my colleagues.
And so, and we've all worked atall these different industries.
We've been in these companies.
We that's what we do for aliving.
We work in a leadership lab.
And what do we see?
(19:49):
So when you spend literallydecades in the room with senior
executives and mid-levelmanagers at organizations, plus
there's all of the quantitativedata, but all the anecdotal,
experiential data over and overand over and over and over and
over again, whether they'remaking pizzas, burritos, fighter
jets, um, saving lives, orbuilding cars or built whatever
(20:12):
it is, doesn't matter.
The industry doesn't matter.
The location doesn't matter, thelanguage doesn't matter.
What people say are these fourthings.
We need help with performance.
We need help with execution.
Our leaders aren't delivering,or you know, we don't have
alignment.
And there's a lack of clarity.
We have we're not alignment on ateam, we don't have alignment
(20:32):
between teams.
We put all that together in thearea of it's it's the title of
our new book, right?
Deliver.
And the course that we builtaround that is lead in 30.
And that's been going on foryears, and tens of thousands of
leaders have been through it atall kinds of organizations.
It's the name of this podcast,lead in 30, right?
So performance, execution,deliver is the first area.
(20:53):
The second area is change.
Because you see, you think youwork in a lake and you actually
work in an ocean.
Or you want to live.
You want to work, you want tooperate, you want to exist on a
lake.
You ever been on a lake at 5a.m., 6 a.m.?
And with sun when the sun isrising and they call it glass,
right?
That glassy water.
(21:13):
Smooth.
Wakeboarders love it.
Waterski love it.
And that's what we want in life.
That's what our brains want.
And the reality is we live, weoperate, we exist in an ocean.
So then when this wave clocksus, right?
It hits us broadside, whetherthat's a tariff or whether
that's a restructuring or anacquisition or whether the
(21:36):
whatever it is, that wave just,or a resignation or whatever, it
just broadsides us.
And we're like, oh my gosh, thatwas a powerful wave.
How do we survive that?
Like we're dipping inperformance, the metrics, the
engagement, whatever's dipping.
We're concerned about it.
Our leaders are not sure how tohandle it.
Or we personally in our ownlives are like, wow, I didn't
(21:58):
see this coming, whatever thepersonal event or disruption is.
And we think if we can just getthrough this, if we can just
push our way, white knuckle it,be able to get through this,
we'll be good.
Well, guess what's coming inthree months, six months, three
hours, another wave.
(22:19):
And so the job of a leader isnot to eliminate disruption.
The job of a leader is to leadthrough disruption.
So think the visual I want youto think about is the surfer.
He or she goes out into theocean with that surfboard.
Man, I wish I could surf.
Like those of you that surf, oh,I took a surfing lesson in
Waikiki.
(22:40):
It's a long story anyway.
It's these little baby waves.
But my kids, like my oldest two,went out there with me, and we
were taking this lesson fromthis amazing guy that we just
hired off the beach, and andwe're out there, and I'm
literally writing you all like aone foot, may not not even two
feet, maybe two feet wave.
And I'm standing up on thesurfboard, like looking like an
(23:03):
idiot, but I'm standing up.
And I feel like I'm king of theworld, like I'm conquering
everything.
It was so hilarious.
Just that feeling.
Some of you are really goodsurfers, but that the what the
surfer does, think of thevisual.
The surfer doesn't just try tosurvive the wave.
He or she rides it, they thrivein it.
The wave doesn't push them, likethat's the whole point.
(23:26):
So that's what we need ourleaders to do.
That's what we need you to do.
Resiliency, agility, ability tolead through this.
But how do you do that?
All these change managementmodels are so stinking
complicated.
There are a million of them outthere, and nobody uses them
(23:48):
except for academic, very smart,uh, university trained um HR and
L and D people.
The rest of the person leadingthe nurse who's leading the unit
on level two at whateverhospital, she's not using your
change management model.
The the the supervisor on the onthe second shift at the factory
(24:08):
or at the plant, he or she's notusing that.
It's too complicated.
I I so you go to leading throughchange is four things.
It's status quo.
You need to realize that yourbrain craves status quo, and so
do all your people.
And they're not weird, they'renot unique, it doesn't make them
not agile.
That's how how we're wired.
And then there's a disruption,and where do they go?
(24:30):
They go to mourn.
So that's the second thing youneed.
Status quo is number one.
Number two is mourn.
Humans mourn the loss of statusquo.
So let's stop acting surprisedby it.
Let's stop acting uhdisappointed by it.
It's natural.
How long do they mourn?
It's up to them.
Depends on a lot of differentthings, including the behavior
(24:51):
and the mindset that's modeledby leaders across the
organization.
Some people you know in yourpersonal life are mourning
changes, disruptions in theirlife that happened two decades
ago.
It's up to them how long theystay there.
The reality is the we we can'tget healthy, fully healthy,
emotionally, mentally,financially, stuck in the morn
(25:13):
phase.
You with me?
Growth doesn't happen in themorn phase.
Stagnation does.
And so, but our people get tochoose how long they're there,
but we're gonna get to the nextphase, which is adapt.
And adapt is acknowledging thatyesterday's gone, it's not
coming back, and that there's anew reality.
So we acknowledge the newreality and we adapt to it.
(25:34):
And then the last phase isinnovate.
Because your the currentpathways of thinking have been
disrupted in your brain, andthey're now you've you've cut
those those cycles, thoseprocesses, and you've rewired.
This is what the neuroscientiststell us.
So there's some agility in yourbrain, some elastic uh it's more
(25:54):
elastic.
And so some organizations andsome humans take that and lean
into it.
Lots of case studies of that,right?
We shared some with the folksthat were in the room in Sunday.
Okay, so that's the secondquarter.
The first area is performance,execution, delivery, and
alignment.
We we we put it in clarity,alignment, and movement, right?
That's leading theory.
The second area is agility,leading through change.
We call it change OS, the changeoperating system.
(26:16):
The third is decision making.
Oh my gosh, do mostorganizations and leaders
struggle with this?
Because the senior team issaying, we wish that not
everything got escalated to us.
Why is every single decisionchallenge being elevated to us?
And you go meet with themid-level managers and they're
like, why aren't we empowered?
Like, why do we have to elevateeverything?
(26:36):
Why don't they trust us andthey're scared to death of
failure?
And the reason is we don't havea decision-making framework
that's shared across thebusiness unit, the department,
the organization, theenterprise.
And so we teach something calledDecide OS, and we showed it to
these HR and L and D leaders andsaid, if this is an area we're
having particular challengeswith around decision making, how
(26:57):
do we make decisions at speed,at scale, and at the same time
create buy-in?
Well, it comes down to fourdifferent things.
And I don't have time in thispodcast because we I can't go
longer than 30 minutes becauseit's the name of the podcast.
But there are four areas of ofhow you accelerate decision
making and you introduce sharedvocabulary in the organization.
And we call that decide in 30when people teach it in our
(27:19):
off-the-shelf cohort way, whichthey don't have to.
They can do it in a full day, orthey can we can inject the
models and frameworks into anexecutive offsite where it's not
training at all.
It's totally consultative, andwe're using a flip chart or a
whiteboard rather than you knowa portal or whatever.
There's all kinds of agilitybased on how to do this.
The last area, accountability.
We don't use that word becausenobody likes it.
(27:39):
Accountability is something wewant more of from somebody else,
but we think we have plenty of.
And the reality is we can't getmovement on it with that word.
We call it accountability 2.0,but the word we use is powerful.
And it's more emotive, andhere's what we mean by it.
Everyone knows what it feelslike to feel powerless.
Powerless in a relationship,powerless in a decision,
(27:59):
powerless in a market, powerlessat a point in their career.
And we know that the inclinationwhen we feel powerless is to
surrender.
It's not unique to you, it's notunique to her or him or to any
of us.
That's the human condition.
When we feel powerless, wesurrender.
And so we've got to lean intoshowing up mentally first,
(28:21):
powerful.
And being powerful begins withcuriosity.
Maybe there's something I couldto to impact.
Maybe there's something I coulddo to impact my current reality,
or our Q4, or our employ our uhcustomer satisfaction or patient
experience or revenue orwhatever it is.
Maybe there's something I coulddo.
(28:41):
Maybe I could focus on what Icontrol.
Maybe my team could do that.
So we call that power power in30, which is a word we use.
Some people don't like thatword, and so we change it for
them, but that's that's the mainuse of it.
So that's what we talked aboutin this summit, in this two-day
experience.
The the uh interaction wasunbelievable.
My last thought for you all, asI'm wrapping up because of the
(29:03):
time frame here.
My last thought is that there,if you're not networking a lot
with others, you really shouldconsider leaning into that more.
Like in your own organization,externally, I was so impressed
with these folks that came.
Some of them had very littleinteraction with our firm to
begin with.
They were like totally leaninginto trust.
(29:24):
And uh, and and I mean, we'd hadenough conversations to where
they knew we weren't Yahoos andwe weren't gonna spend two days
selling to them.
That would have been gross.
But but of all the things goingon in their careers, of all the
things going on in theirpersonal life, they got on a
plane from wherever, flew to anunfamiliar location, got went to
a mountain retreat, and uh justbecause they're networking,
(29:45):
they're expanding theirhorizons, they're they're
consuming to help increase theirability to create.
And so one of my last takeawaysfor all of us is we just got to
expand our circles.
We've got to network more, we'vegot to listen to others, we've
got to hear what we're doing.
What their concerns are.
Maybe I'll talk more about thatin one of the next episodes.
But that's all the time I've gotfor you.
I hope that's valuable to get apeek, to get to be able to kind
(30:09):
of listen in, if you will, onwhat the discussion was, what we
shared, what we talked about ontwo days, uh, these two days in
Sundant and on the topic ofdeveloping leaders.
So with that, by the way, if youwant more about what I just
talked about, any aspect of it,lone rock.io.
And if you're sitting listeningto this, you're like, oh my
gosh, we got to get our HR teamor our LND folks to the next one
(30:30):
of these summits, just go toLone Rock.io, search around the
site, look for contactinformation, look for something
where you can, it's got an emailaddress or you can enter in
yours or whatever else, or lookup Brent Chappelle.
You can go to uh LinkedIn, BrentChappelle 2P's, two L's, and and
look up and and and find Brentand type Brent Chappelle uh Lone
Rock.
(30:51):
Let me just look at this up realquick while I've got you.
I'm over time, but you're gonnaforgive me.
Um Brent Chappelle.
Yeah, two P's, two L's, and justtype in Brent Chappelle in in
the search field at LinkedIn.
Brent Chappelle uh Lone Rock andum I'm doing it right now.
(31:12):
And boom, there he is.
Um well, no, he's not.
Lone Rock's gotta have, you'vegot to put a space between
there, okay?
Yep.
If you type in Brent ChappelleLone Rock is four different
words, you'll find or just go toour website and you'll get all
the information you need.
So if you're interested, you'vegot somebody uh that you think
you want to send or you want tocome to the next executive
summit or one of these briefingsthat we do, just go to our
(31:34):
website and we'll get you we'llget you locked in.
We'll we'll I shouldn't makethat commitment.
We'll chat with you, we'll getsome information from you, we'll
make sure it works for you.
We don't charge for any of it.
We don't charge for the briefingin Atlanta that's coming up or
the 10 that we're doing acrossdifferent cities in the U.S.
next year or these uh executivesummits, these multi-day events
that we do um twice a year.
(31:54):
Okay, I'm over time.
That's all I got for you in thisepisode of Lead in 30.
SPEAKER_01 (32:01):
Share this episode with a colleague, your team, or
a friend.
Tap on the share button and textthe link.
Thanks for listening to the Leadin 30 podcast with Russell.
They are in charge of developing leaders at all
kinds of organizations, and wespent two days with them up in
the mountains.
What was on their mind?
What we talk about, and whyshould you care in this episode?
SPEAKER_01 (00:16):
This is the Lead in 30 podcast with Russell.
You cannot be serious.
Strengthen your ability to leadin less than 30 minutes.
SPEAKER_00 (00:28):
With coming to Atlanta, if you're an HR, LD
leader, or a leader of leaders,join us in November for our
executive breakfast.
Spend three hours with theexperts at Lone Rock Leadership
and learn how to build personalaccountability, accelerate
decision making, lead throughchange, and create clarity,
(00:49):
alignment, and movement.
Reserve your free spot beforeseats fill up at Lone Rock.io.
SPEAKER_02 (00:56):
Yeah, time is running out to register for that
executive briefing.
If you're in HR L N D, a leaderof leaders, if you have any
responsibility for developingother leaders and you're in the
Atlanta area or any of theneighboring states to Georgia,
go to Lone Rock.io and check outthe details.
It's free.
Um we've got people that areflying in.
(01:17):
That always happens.
Happens at the one we hadrecently in Dallas, also the one
in Chicago.
Um, and it's just 8 to noon or 9to noon, something like that.
The details are on the website.
At the time we're putting thisepisode out, we're getting close
to that um executive briefing inAtlanta in November.
So go to Lonerock.io to get moreinformation.
(01:39):
Okay, welcome in to the Lead in30 podcast.
In less than 30 minutes, inevery episode, we give you a
framework, a model, a bestpractice, or like in this
episode, an experience that uhshould help you, if we're doing
our job, help you in your effortto upgrade your ability and the
(02:00):
ability of others that you haveresponsibility for to lead
others.
Nothing has more impact on yourlife than your ability to
upgrade or your commitment toupgrade your ability to lead
others.
And so this is uh one of the oneof the things that we do, along
with a ton of other things, totry to help in that regard.
(02:20):
My name is Russ Hill.
I am, well, I make my livingcoaching consulting senior
executive teams.
I'm one of the founders, part ofthe team at Lone Rock
Leadership.
We've got an executiveconsulting side of our business
that's been around for a long,long time, and then a leadership
development, off-the-shelfsolutions, uh that I'll talk
(02:41):
more about in this episode.
All the information's atLoneRock.io.
Okay, so two days in themountains with a bunch of HR and
LD leaders.
These are folks at all kinds oforganizations, all kinds of
industries that uh that cametogether.
We invited them to uh come toone of our favorite places in
(03:03):
the world, Sundance.
And uh if you've never beenthere, in fact, it was wild how
many of these folks that we haduh that that came in from all
over the U.S.
This is primarily a U.S.
event, although theseorganizations are a lot of them
are global.
Um many of them, it was wild tome how many of them have never
been to Utah, and certainly notthe Sundance.
And and uh we're gonna we'regonna put out a in our
(03:26):
newsletter a uh we're gonna takethe names and the company names
off, uh the personal names andcompany names off, and then just
put out all the feedback formsthat we got.
Like literally raw.
You're gonna see the handwritingfrom each of the participants.
We're gonna put that out in ournewsletter so people can see
what people, what, what theparticipants, what the invitees
and those that came to thisexecutive summit that we do
(03:49):
twice a year, what they saidabout it.
It was pretty, pretty, uh,pretty rewarding and humbling
and amazing that we get thechance to connect with um folks
like this.
But one of the things that wasoff the charts and what they
said was, holy cow, this venueis amazing.
And um, it certainly was one ofmy takeaways that it matters
where you meet.
The environment, the setting hasa huge impact.
(04:12):
We can't be going to Sundanceor, you know, mountain resorts
or the these luxury settingsevery day, but we can get our
teams to them occasionally.
And hopefully most of you aredoing that in your organization.
It's just a chance to unwind.
It was funny because some of theparticipants, uh, when they
walked out of their cabins,their rooms, there were moose,
like a family of moose, uh,right there outside their room.
(04:34):
They're like, oh my gosh, youguys even provided that kind of
that kind of attention todetail.
I'm like, no, I didn't actuallyget to see the moose, but that's
amazing.
I've never actually seen one uhin person.
So I'm it that was pretty wild.
Okay, let's talk about what Iwant to do in this episode is
walk you through what we sharedwith them, what they shared with
(04:56):
us.
And uh, even if you're not an HRand L and D, if you are an HR
and L and D at any organization,I think you're gonna get a ton
of value out of this episode.
Whether you've ever worked withus, interacted with us at our
firm, whether I've met you,whatever, or not.
I think you'll get a ton out ofthis episode if I do things
right.
If you're not, and you are aleader of leaders, I still think
(05:18):
you're gonna get a ton out ofthis.
You'll be the judge here in afew minutes, but I'm gonna take
you inside the meeting room upin the mountains of Utah to uh
what was on the minds, what wasbeing shared, what we shared
with this group of folks who areresponsible for uh developing
literally hundreds of thousandsof leaders when you add up their
(05:40):
organizations.
Some of these organizations thatcame have over 100,000
employees, some of them it'sit's 80,000, some it's 20,000,
some it's 5,000, and uh, andlike I said, across all
industries.
So let's dive into the firstpoint that we made.
And what we talked about, and ifyou listen to this podcast on a
regular basis, you go to any ofour webinars, you get our
(06:01):
newsletters, whatever it mightbe you, or you've seen us in
person at some industry event,you this won't be new to you
because we've been saying thisso often.
We've been beating this drum somuch because it's absolutely
accurate and it's got to change.
And that is that is that thecurrent approach to developing
leaders in most organizationsand certainly across uh academic
(06:25):
worlds and all that, it's notworking.
It's not effective.
How do we know?
Well, there's tons of data.
Just go to your favorite AI toolor app and type in, is
leadership development working?
Is are there any out uh uh arethere any challenges with the
current approach?
Give me some statistics, quotesome recent reports.
You'll get all the data, all thenumbers, all the insight you
(06:49):
need.
And and the the basic headlinesare here's the problem: it's too
complicated.
Most managers are dizzy.
Now it depends on theorganization, depends on the
industry, but in a lot of largeorganizations, we read this book
and we send out information tothem.
We put them through this course,we send them that article, we do
(07:10):
all these things, and they'relike, okay, am I supposed to be
inclusive?
Am I supposed to build trust?
Am I supposed to hold peopleaccountable?
Am I supposed to like what am Isupposed to do?
Am I supposed to lead in like acommand and control way?
Or am I supposed to be like allabout consensus?
Am I supposed to care aboutemployee engagement?
Or am I supposed to driveperformance?
Or like, what am I supposed todo?
And for most managers, it kindof depends on the week or the
(07:34):
month as to what messaging iscoming out from the system or
the headquarters or my personalboss, my immediate supervisor,
or some executive leading ourbusiness unit or whatever it
might be, uh there's there's somuch noise in the system.
And one of our key messages atthis executive summit, by the
way, those of you that weren'table to come, if you if you're
(07:56):
one of the people that weinvited or you're listening to
this and you're like, oh mygosh, how do we do this?
You um just just uh you can sendme a direct message or go to
lonerock.io, make sure you're onour mailing list, enter your
name, find some place on thewebsite that you can enter your
name and email address, and thenyou'll be on our mailing list.
And you can you can message ifyou want to look up Brent
(08:18):
Chappelle.
Um he oversees our businessdevelopment opportunity client
relations.
Brent can help you with thistoo.
There's a there's a whole groupof people, but um, and and ask,
send an email, send a messagethat says, when's the next
summit?
Can I get invited?
Can my team of HR come,whatever?
Um, and you want to get in thatbecause we're gonna start
(08:39):
recruiting for that or openingup registration for the next
one, which I think is inFebruary or March really soon,
and it will fill up.
Okay.
And here's the catch.
We pay all the expenses.
Like we pay your airfare, we payfor your hotel, we pay for the
Uber, we pay for the dinner, wepay, there's companies and and
these manage, I know I know it'scrazy.
Like, I don't know how longwe're gonna do that, but we're
(09:01):
doing it.
And so these leaders just comeand it's all on our dime, and we
create this experience for them.
And some of them are currentclients of ours and uh and been
with us for years.
Others just heard of us likethree weeks ago, or we met them
at an event or whatever else.
And so our team gets all theseapplications and then we go
through it.
So, anyway, if you'reinterested, we do it twice a
year.
We'll get you get moreinformation.
(09:22):
Just go to LoneRock.io.
Okay, so one of the themes thatwe kept saying at this summit,
and we say all the time, iscomplexity doesn't scale.
Let me say that again.
Complexity doesn't scale.
And so that it applies whenwe're setting the destination,
(09:44):
when we're trying to communicateto my team of 50 or my team of
5,000 or my team of 50,000, whatare our priorities?
What are the pillars?
What's our vision?
What what's most important?
The deck is too it has too manyslides in it.
There's too many bullet points.
(10:04):
The i complexity doesn't scale.
And the same thing, I mean, thisis all about leadership
development.
So if you've got 47 competenciesor 172 courses in your LMS or
learning management system, oryou're putting out an article
every week, or and and and a lotof the challenges that we come
across in the HR and L and Dspace is that these folks study,
(10:26):
like they're good at complexity.
Complexity works for them.
Complexity works for a seniorexecutive that has to report to
a board.
Like you have to have some meatin there.
You have to have some complexityin those details.
It works for the engineeroverseeing the plant or whatever
else.
But it doesn't work for themasses.
And so you have these HR and Land D types that go study these
(10:47):
change management models, orthey look at how you're supposed
to make decisions or how youbuild trust.
And they look at these modelsand they geek out on them.
They're like, oh my gosh, thisis amazing.
And so then they're temptingbecause their brain works that
way, and because they studiedthat in college or they got
their master's in that orthey're really interested in it,
they think, oh, I'm gonna sendthis out to the organization, or
(11:09):
I'm gonna build a course or I'mgonna build some content around
this, and it falls flat.
Because if I have to pull outthe email, if I have to look up
the file, if I have to go findsomething, I'm not gonna use it.
If your change management modelcan't fit on like a flip chart
page with four words, it's toocomplicated.
(11:29):
If your direction for theorganization, what we need to
accomplish this year or in thenext six months, or what we've
got to get done in the nextthree months is complicated, no
one will remember it.
And so when they're making thesein-the-moment decisions on what
to focus and prioritize on, yourdirection gets lost.
And they get they get distractedby the noise in the system, the
(11:54):
emails flowing in right now, thedemands from the customer that
are coming in, the the disputesbetween the different teams, the
product.
Do you understand what I'msaying?
So your job as a leader, yourjob as an executive, your job as
an HR executive, an L and Dleader, is to take the complex
and make it simple.
(12:15):
So every framework that weshowed to these executives had
no more than four or five wordsin it.
And the greatest compliment thatis paid to us as an organization
and a team, and we hear all thetime, and it just it never gets
old.
We love hearing it, is oh,that's really simple.
What you showed us in thiswebinar, what you went through
(12:36):
with our executive team, whatwhat's in the book, what's in
the participant guide, whatever,wherever they're interacting
with us, they're like, oh,that's really simple.
Right.
Because simplicity scales,complexity doesn't scale.
Okay, next theme.
So you gotta those of you thatare an HR and L D L and D, that
is a theme.
(12:57):
Your brain is different thantheir brain, right?
You you geek out on the newestmodels, the newest books, the
newest frameworks, all thedetail.
As executives, you love you'vegot to build the detailed plan
for the board or the investorsor for whatever else.
But when you go to the massesand you want to go vertically
and horizontally, you gottasimplify it.
(13:19):
And so those of you that havebeen with us, or you know, those
of you that are clients of ours,or you've listened to different
things, or you've been throughthe lead in 30 course or
whatever it might be, you knowhow we focus on like team key
results.
And it's it's just like threewords and three metrics.
It's, you know, financial,people, and customer, or it's
safety and it's uh memberengagement, and whatever it is.
(13:42):
It's those three things and it'sthose three numbers, and that's
clarity.
And so we just we we we can'tfocus enough on clarity.
Okay, the the next theme wetalked about was that it's all
about results.
There is way too much if youwere to go on Amazon right now
and you were to search forbusiness bestseller books or
(14:06):
management bestseller books, oryou were to think through the
books that you've read in thelast year or in the last decade
around personal development,leadership development,
management, they very rarelythis is wild.
Like just think about this fact.
And this is true of the articlesthat you read too.
(14:28):
They very rarely, that contentrarely focuses on business
outcomes, it focuses on softskills.
You need to do more of this, youneed to be less of that, you
need to consider doing thisdifferently.
You organizations need toredirect to that or whatever
else.
And and I don't get promoted.
(14:48):
You don't get promoted becauseyou know how to build trust,
have a difficult conversation,be accountable, um, what
whatever it is.
Like those are good skills.
There's tons of value in them,but they are a means to an end.
So why are we starting with themeans instead of starting with
the end?
And the end is results.
And so these managers andsupervisors and executives and
(15:10):
VPs and directors and you know,the top level of the org chart,
they get promoted, hired, orfired based on business
outcomes, member satisfaction,customer satisfaction, employee
retention, revenue growth, themargins, all of these things.
And yet our training is aboutall of these soft skills.
(15:32):
That's what the articles areabout.
That's what the books are about.
And they're good, but you gottastart with results.
And so that's what we spent likethe whole morning of our first
day up at Sundance with theseexecutives was it's got to begin
and end with results.
And all that content and allthat training and all those
(15:52):
models and all those frameworksthat aren't tied directly to
business or organizationoutcomes, you really ought to
closely examine it.
It's a nice to have, not a haveto have.
And for LD leaders and HRleaders that are really leaning
into soft skills and complexity,you need to, you're the first
(16:15):
ones that ought to be nervous inan AI and in an
efficiency-driven world becauseit's a nice to have.
You are a support area ratherthan a strategic resource.
And so we want to be a strategicresource.
We want to be tied as closely aswe can to organization outcomes.
(16:36):
Then we went into, in the courseof our discussion, some of you
are listening to this or thispodcast has been forwarded to
you because somebody you know isat the summit or you you
considered going, but it didwork in your schedule or or
whatever it might be.
And then others of you thatyou're not uh you're not
involved in that at all.
You're just you're just tuningin to get the value out of it.
Then we drilled into the fourkey areas.
(16:57):
And and in the what you need toknow about the leadership
development space, especiallythose of you that aren't in it
and you're listening to this,you lead teams, or you're an
executive, or whatever your roleis, or wherever you are in your
career, what you need to know isthat the leadership development
space has all been bought out byprivate equity.
And there are good things aboutthat, and there are some real
(17:17):
challenges to it.
The reality is when privateequity comes in, it becomes all
about, I don't care what theysay, I don't care how good the
company is.
It's just the reality of thebusiness model, which is fine.
It is what it is, but let's justbe honest about it.
It's not about customerexperience as much anymore.
It's about revenue growthbecause we got to sell this
(17:38):
thing again in three or fiveyears.
So all those big companies thatwe all know the names of, the
vast majority, like 95% of them,have all been bought out private
equity, usually not just once,but twice in the last decade.
So what matters most?
Create more content to drivemore revenue.
So they're flooding the marketwith additional videos,
concepts, modules, books, allthis stuff to try to generate
(18:02):
and then and then selling you.
Hey, you could have access toall 17,000 courses.
That's how much is in LinkedInlearning right now.
17,000.
And then other organizations,it's 150 or it's 250, you know,
courses and whatever.
And you could have access, yourmanagers could have access to
all of that for only X amount ofdollars per person per year.
(18:24):
And you go, wow, that's a lot ofcontent.
And and what what the industryis realizing, and a lot of folks
who who now have been through itlong enough is that less is
more.
More is not more.
More is not more.
Okay?
Goes back to the Steve Jobsquote.
Walter Isaacson interviewing himon his deathbed, you know,
creating his biography, says,Steve, of all the things that
(18:46):
you are proud of in youramazing, legendary career,
iconic career, what are you mostproud of?
And Walter expected, he says heexpected some device, the
iPhone, you know, putting thatwhat no, what Steve Jobs said
was, I'm proud of all the thingswe said no to.
It's really interesting.
(19:07):
The leader trying to upskilleveryone in everything upskills
no one in anything.
The leader who's trying toaccomplish it all accomplishes
very little.
Right?
You know how that works.
And so, and our what we what weshare with these HR and L and D
folks is there are four coreareas that you gotta develop
(19:28):
your leaders in.
How do we know?
Because this isn't our firstrodeo.
Because we were on a hundred andsix, I was on 165 flights in
2019.
It's not about me, but so wereall of my colleagues.
And so, and we've all worked atall these different industries.
We've been in these companies.
We that's what we do for aliving.
We work in a leadership lab.
And what do we see?
(19:49):
So when you spend literallydecades in the room with senior
executives and mid-levelmanagers at organizations, plus
there's all of the quantitativedata, but all the anecdotal,
experiential data over and overand over and over and over and
over again, whether they'remaking pizzas, burritos, fighter
jets, um, saving lives, orbuilding cars or built whatever
(20:12):
it is, doesn't matter.
The industry doesn't matter.
The location doesn't matter, thelanguage doesn't matter.
What people say are these fourthings.
We need help with performance.
We need help with execution.
Our leaders aren't delivering,or you know, we don't have
alignment.
And there's a lack of clarity.
We have we're not alignment on ateam, we don't have alignment
(20:32):
between teams.
We put all that together in thearea of it's it's the title of
our new book, right?
Deliver.
And the course that we builtaround that is lead in 30.
And that's been going on foryears, and tens of thousands of
leaders have been through it atall kinds of organizations.
It's the name of this podcast,lead in 30, right?
So performance, execution,deliver is the first area.
(20:53):
The second area is change.
Because you see, you think youwork in a lake and you actually
work in an ocean.
Or you want to live.
You want to work, you want tooperate, you want to exist on a
lake.
You ever been on a lake at 5a.m., 6 a.m.?
And with sun when the sun isrising and they call it glass,
right?
That glassy water.
(21:13):
Smooth.
Wakeboarders love it.
Waterski love it.
And that's what we want in life.
That's what our brains want.
And the reality is we live, weoperate, we exist in an ocean.
So then when this wave clocksus, right?
It hits us broadside, whetherthat's a tariff or whether
that's a restructuring or anacquisition or whether the
(21:36):
whatever it is, that wave just,or a resignation or whatever, it
just broadsides us.
And we're like, oh my gosh, thatwas a powerful wave.
How do we survive that?
Like we're dipping inperformance, the metrics, the
engagement, whatever's dipping.
We're concerned about it.
Our leaders are not sure how tohandle it.
Or we personally in our ownlives are like, wow, I didn't
(21:58):
see this coming, whatever thepersonal event or disruption is.
And we think if we can just getthrough this, if we can just
push our way, white knuckle it,be able to get through this,
we'll be good.
Well, guess what's coming inthree months, six months, three
hours, another wave.
(22:19):
And so the job of a leader isnot to eliminate disruption.
The job of a leader is to leadthrough disruption.
So think the visual I want youto think about is the surfer.
He or she goes out into theocean with that surfboard.
Man, I wish I could surf.
Like those of you that surf, oh,I took a surfing lesson in
Waikiki.
(22:40):
It's a long story anyway.
It's these little baby waves.
But my kids, like my oldest two,went out there with me, and we
were taking this lesson fromthis amazing guy that we just
hired off the beach, and andwe're out there, and I'm
literally writing you all like aone foot, may not not even two
feet, maybe two feet wave.
And I'm standing up on thesurfboard, like looking like an
(23:03):
idiot, but I'm standing up.
And I feel like I'm king of theworld, like I'm conquering
everything.
It was so hilarious.
Just that feeling.
Some of you are really goodsurfers, but that the what the
surfer does, think of thevisual.
The surfer doesn't just try tosurvive the wave.
He or she rides it, they thrivein it.
The wave doesn't push them, likethat's the whole point.
(23:26):
So that's what we need ourleaders to do.
That's what we need you to do.
Resiliency, agility, ability tolead through this.
But how do you do that?
All these change managementmodels are so stinking
complicated.
There are a million of them outthere, and nobody uses them
(23:48):
except for academic, very smart,uh, university trained um HR and
L and D people.
The rest of the person leadingthe nurse who's leading the unit
on level two at whateverhospital, she's not using your
change management model.
The the the supervisor on the onthe second shift at the factory
(24:08):
or at the plant, he or she's notusing that.
It's too complicated.
I I so you go to leading throughchange is four things.
It's status quo.
You need to realize that yourbrain craves status quo, and so
do all your people.
And they're not weird, they'renot unique, it doesn't make them
not agile.
That's how how we're wired.
And then there's a disruption,and where do they go?
(24:30):
They go to mourn.
So that's the second thing youneed.
Status quo is number one.
Number two is mourn.
Humans mourn the loss of statusquo.
So let's stop acting surprisedby it.
Let's stop acting uhdisappointed by it.
It's natural.
How long do they mourn?
It's up to them.
Depends on a lot of differentthings, including the behavior
(24:51):
and the mindset that's modeledby leaders across the
organization.
Some people you know in yourpersonal life are mourning
changes, disruptions in theirlife that happened two decades
ago.
It's up to them how long theystay there.
The reality is the we we can'tget healthy, fully healthy,
emotionally, mentally,financially, stuck in the morn
(25:13):
phase.
You with me?
Growth doesn't happen in themorn phase.
Stagnation does.
And so, but our people get tochoose how long they're there,
but we're gonna get to the nextphase, which is adapt.
And adapt is acknowledging thatyesterday's gone, it's not
coming back, and that there's anew reality.
So we acknowledge the newreality and we adapt to it.
(25:34):
And then the last phase isinnovate.
Because your the currentpathways of thinking have been
disrupted in your brain, andthey're now you've you've cut
those those cycles, thoseprocesses, and you've rewired.
This is what the neuroscientiststell us.
So there's some agility in yourbrain, some elastic uh it's more
(25:54):
elastic.
And so some organizations andsome humans take that and lean
into it.
Lots of case studies of that,right?
We shared some with the folksthat were in the room in Sunday.
Okay, so that's the secondquarter.
The first area is performance,execution, delivery, and
alignment.
We we we put it in clarity,alignment, and movement, right?
That's leading theory.
The second area is agility,leading through change.
We call it change OS, the changeoperating system.
(26:16):
The third is decision making.
Oh my gosh, do mostorganizations and leaders
struggle with this?
Because the senior team issaying, we wish that not
everything got escalated to us.
Why is every single decisionchallenge being elevated to us?
And you go meet with themid-level managers and they're
like, why aren't we empowered?
Like, why do we have to elevateeverything?
(26:36):
Why don't they trust us andthey're scared to death of
failure?
And the reason is we don't havea decision-making framework
that's shared across thebusiness unit, the department,
the organization, theenterprise.
And so we teach something calledDecide OS, and we showed it to
these HR and L and D leaders andsaid, if this is an area we're
having particular challengeswith around decision making, how
(26:57):
do we make decisions at speed,at scale, and at the same time
create buy-in?
Well, it comes down to fourdifferent things.
And I don't have time in thispodcast because we I can't go
longer than 30 minutes becauseit's the name of the podcast.
But there are four areas of ofhow you accelerate decision
making and you introduce sharedvocabulary in the organization.
And we call that decide in 30when people teach it in our
(27:19):
off-the-shelf cohort way, whichthey don't have to.
They can do it in a full day, orthey can we can inject the
models and frameworks into anexecutive offsite where it's not
training at all.
It's totally consultative, andwe're using a flip chart or a
whiteboard rather than you knowa portal or whatever.
There's all kinds of agilitybased on how to do this.
The last area, accountability.
We don't use that word becausenobody likes it.
(27:39):
Accountability is something wewant more of from somebody else,
but we think we have plenty of.
And the reality is we can't getmovement on it with that word.
We call it accountability 2.0,but the word we use is powerful.
And it's more emotive, andhere's what we mean by it.
Everyone knows what it feelslike to feel powerless.
Powerless in a relationship,powerless in a decision,
(27:59):
powerless in a market, powerlessat a point in their career.
And we know that the inclinationwhen we feel powerless is to
surrender.
It's not unique to you, it's notunique to her or him or to any
of us.
That's the human condition.
When we feel powerless, wesurrender.
And so we've got to lean intoshowing up mentally first,
(28:21):
powerful.
And being powerful begins withcuriosity.
Maybe there's something I couldto to impact.
Maybe there's something I coulddo to impact my current reality,
or our Q4, or our employ our uhcustomer satisfaction or patient
experience or revenue orwhatever it is.
Maybe there's something I coulddo.
(28:41):
Maybe I could focus on what Icontrol.
Maybe my team could do that.
So we call that power power in30, which is a word we use.
Some people don't like thatword, and so we change it for
them, but that's that's the mainuse of it.
So that's what we talked aboutin this summit, in this two-day
experience.
The the uh interaction wasunbelievable.
My last thought for you all, asI'm wrapping up because of the
(29:03):
time frame here.
My last thought is that there,if you're not networking a lot
with others, you really shouldconsider leaning into that more.
Like in your own organization,externally, I was so impressed
with these folks that came.
Some of them had very littleinteraction with our firm to
begin with.
They were like totally leaninginto trust.
(29:24):
And uh, and and I mean, we'd hadenough conversations to where
they knew we weren't Yahoos andwe weren't gonna spend two days
selling to them.
That would have been gross.
But but of all the things goingon in their careers, of all the
things going on in theirpersonal life, they got on a
plane from wherever, flew to anunfamiliar location, got went to
a mountain retreat, and uh justbecause they're networking,
(29:45):
they're expanding theirhorizons, they're they're
consuming to help increase theirability to create.
And so one of my last takeawaysfor all of us is we just got to
expand our circles.
We've got to network more, we'vegot to listen to others, we've
got to hear what we're doing.
What their concerns are.
Maybe I'll talk more about thatin one of the next episodes.
But that's all the time I've gotfor you.
I hope that's valuable to get apeek, to get to be able to kind
(30:09):
of listen in, if you will, onwhat the discussion was, what we
shared, what we talked about ontwo days, uh, these two days in
Sundant and on the topic ofdeveloping leaders.
So with that, by the way, if youwant more about what I just
talked about, any aspect of it,lone rock.io.
And if you're sitting listeningto this, you're like, oh my
gosh, we got to get our HR teamor our LND folks to the next one
(30:30):
of these summits, just go toLone Rock.io, search around the
site, look for contactinformation, look for something
where you can, it's got an emailaddress or you can enter in
yours or whatever else, or lookup Brent Chappelle.
You can go to uh LinkedIn, BrentChappelle 2P's, two L's, and and
look up and and and find Brentand type Brent Chappelle uh Lone
Rock.
(30:51):
Let me just look at this up realquick while I've got you.
I'm over time, but you're gonnaforgive me.
Um Brent Chappelle.
Yeah, two P's, two L's, and justtype in Brent Chappelle in in
the search field at LinkedIn.
Brent Chappelle uh Lone Rock andum I'm doing it right now.
(31:12):
And boom, there he is.
Um well, no, he's not.
Lone Rock's gotta have, you'vegot to put a space between
there, okay?
Yep.
If you type in Brent ChappelleLone Rock is four different
words, you'll find or just go toour website and you'll get all
the information you need.
So if you're interested, you'vegot somebody uh that you think
you want to send or you want tocome to the next executive
summit or one of these briefingsthat we do, just go to our
(31:34):
website and we'll get you we'llget you locked in.
We'll we'll I shouldn't makethat commitment.
We'll chat with you, we'll getsome information from you, we'll
make sure it works for you.
We don't charge for any of it.
We don't charge for the briefingin Atlanta that's coming up or
the 10 that we're doing acrossdifferent cities in the U.S.
next year or these uh executivesummits, these multi-day events
that we do um twice a year.
(31:54):
Okay, I'm over time.
That's all I got for you in thisepisode of Lead in 30.
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