December 1, 2025 • 28 mins
You get only 12 days. That's it. We're going to evaluate whether you stay or get fired on how you perform in those 12 days.
In this episode, Lone Rock Leadership co-founder Russ Hill compares college football coaches to modern day managers. Some organizations reflect winning universities and some look and operate like losers.
Some of what Russ covers:
• performance as the true end, not engagement
• the twelve-games vs four-quarters mindset
• moving fast on underperformance with clear lifelines
• investing in systems before raising expectations
• customer proximity and market trend awareness
• building feedback loops that drive behavior change
• making metrics visible and acting on misses
• recruiting and retaining talent with a trophy standard
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--
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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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_01 (00:00):
They're being fired left and right.
(00:02):
The coaching carousel fullyspinning right now.
And the reality is that's whatthe modern competitive
innovative growing organizationlooks like.
Yeah, it can be brutal, but thereality is you gotta perform.
Not last season, right now.
Let's talk about it.
SPEAKER_02 (00:23):
This is the Lead in 30 podcast with Russell.
You cannot be serious.
Strengthen your ability to leadin less than 30 minutes.
SPEAKER_00 (00:35):
It's time to end the confusion.
Get the new book by the foundersof Lone Rock Leadership.
See why executives at LockheedMartin, Signa, Teva, Chili's,
and so many other companies arepraising Deliver.
Why some leaders get results andmost don't.
You can download the firstchapter right now and request
(00:56):
two free copies shipped to youat LoneRock.io.
SPEAKER_01 (01:01):
Absolutely.
I hope you will take us up onthat offer.
Go to Lone Rock.io, into yourname, email address, basic
stuff.
We're not going to spam you.
That's not the kind of companywe are.
Can't stand organizations thatdo that.
That's not us.
But what we will do is give youthe first chapter of the book to
download for free, and we'llship you two free physical
(01:22):
copies.
They're published now.
The uh the publisher, it's busytime of the year at the time
we're publishing the book and atthe time of recording this
episode.
So all books are taking a littlebit longer to get to you, but
we'll get it to you as fast aswe can.
We've got, I think our initialorder was for 300 copies for
those of you that have alreadyum asked for the uh the physical
(01:44):
copy to be sent to you.
And so they're coming your way.
Get take advantage of thatoffer.
Go to Lone Rock.io, get aphysical copy of the book for
free.
We'll ship it to you.
You get the first chapter, youcan download it right now.
The name of the book is Deliver,why some leaders get results,
but and most don't.
And it is um the proudest I'veever been of anything we've ever
(02:06):
put out.
That book, it's not perfect,nothing ever is.
You get to a point where yougotta just ship.
And so we got to that point, butI am I'm so proud of the impact
that that book's gonna have inso many lives and in so many
careers.
I'm super, super proud of whatour team put together.
Okay, welcome into the Lead in30 podcast.
(02:28):
In less than 30 minutes, we giveyou a framework, an experience,
a story, uh, a model, a bestpractice for you to consider
implementing in the way that youlead others.
I'm Russ Hill.
I make my living coachingconsulting senior executive
teams.
I'm one of the co-founders ofLone Rock Leadership, which is
an executive consulting company.
We work with the uh the theeither the you know, like the
(02:49):
business unit leadership team,the the C-suite leadership team,
whatever it might be in yourorganization.
We we do ongoing work.
Typically that looks like ayear-long contract, and uh we're
on site multiple times.
We're doing virtual meetings,all that stuff.
Anyway, find out about theexecutive consulting work at
lone rock.io, and then we've gotthe leadership training company,
(03:10):
which uh has has off-the-shelfsolutions.
We've got this brand newmasterclass we're introducing.
The first one's gonna be held inJanuary 2026.
We're going on a 10 city tour,and um and and and we're also
doing it virtually.
You can sign up at Lone Rock.io.
We're we're putting out tons ofinformation.
Like you can absolutely takeadvantage of all this stuff,
(03:32):
like this podcast that we do,the videos, all the stuff, all
the posts I make on LinkedIn,all this content we're getting
you uh for free.
And it's focused on these corefour areas where most
organizations struggle.
And then if you want more help,if you want us to guide you, if
you want part of our consultingteam or our faculty on the
training side to help you out,um, you certainly can uh can
(03:54):
engage us that way.
Okay, so here's what I want totalk about.
It's that time of year.
At the time I'm recording this,we're going into, we're about to
be in the uh by the time you getthis, it'll probably already be
underway, the end of the uh theregular season in the college
football world.
It also applies to professionalfootball, although that season's
not quite there yet.
(04:15):
But it it at the end of thefootball season, I'm gonna talk
primarily about football.
I know some of you aren't sportsfans.
That's okay, just hang with me.
You'll see, you you'll see howthis is all about actually your
organization, about the way youlead, about the way that you
promote or work with otherleaders in your organization.
That's what all this is about.
But I'm gonna use sports andwhat's happening in the real
(04:36):
world of sports to to make mycase.
And uh, so for those of you thatum aren't football fans or
aren't paying close attention,you get to the end of the
season, happens every year, andthere's the coaching carousel,
right?
So, and and one of the thingsthat was so surprising to me
back when I was in uh the mediabusiness, and and when we
started buying, our companystarted buying um the uh sports
(05:00):
play-by-play stations, broadcaststations, and I started having
people on our teams that thatdid play by play and hosted
sports talk shows.
One of the things that thingsthat was most surprising to me
was how short the footballseason was.
Like compared to basketball orholy cow, baseball?
You know, which those seasons goon forever.
(05:22):
There's tons of games.
Football, it's like only 11 or12 games.
Like that's it.
That's the season.
So for the entire year, your theteam has like 12 occasions that
they either perform or theydon't perform.
And everybody's judged off that.
You either go pro, you eitherget NIL money, for those of you
(05:42):
who don't know what that is,that's the money that now we pay
to college athletes, legally atleast.
Um, then you anyway, that's awhole other episode.
And and so that's it.
Like if you want a big contractnext year, if you want to go
into the transfer portal and goplay for a different, bigger
school or whatever, you want tobe on a starting lineup, you
want to go to the NFL, whateverit is, you've got like 11 or 12
(06:03):
games.
Just think about that for aminute.
Think about in your like whatyou do for a living.
If in an entire calendar year itall came down to you being
judged by 11 days.
12 days.
That's all you got.
Everything the rest of the year,day in and day out.
(06:24):
What how how you lived, yourhabits, your routines,
everything was judged by justlet's call it 12 days.
That's insane.
It's crazy, it's intense.
And then you get all thesecoaches, and it happens for
athletes too, who are evaluatedby that, and they're either
(06:45):
benched or fired, and there'sthis whole and and it's because,
well, you didn't win as many aswe we expected you to win.
And so, and and and now thesedays, it happens right in the
middle of the season.
A bunch of colleges fired theircoaches five, six, seven games
into the season.
The season's not even over.
They've already fired the coachbecause we've seen enough in six
(07:09):
days.
Again, now think about that.
It's crazy.
We've seen enough in six days,five days, eight days where we
we we're good.
You're done.
Thank you very much.
And then and these contracts arecrazy how they're they're uh
structured right to where youjust there's a huge financial
penalty for the university infiring these coaches, but it the
the the upside is bigger thanthe downside.
(07:32):
You tracking with me?
Because if they get the winningcoach in here and the team turns
it around, the amount of revenueand the amount of that's gonna
come from that is way biggerthan the contract that we owe
the previous coach, becauseyou're double dipping, right?
You're paying off the coach thatyou fired three seasons early
and he's still got three seasonsleft on his contract, and you're
paying the new one, which you'vegot to pay more because of
inflation and how much you knowthe salaries go up.
(07:54):
So why am I talking about this?
Why why why am I bringing thisup in a podcast episode about
leadership?
And the reason I am is becauseit's all like we we just got to
end, we we talk about in in ournew book, Deliver.
Um, in fact, if you when you getthe physical copy, you open it
(08:16):
up on the front cover.
I think they call it the flap,right?
The first inside flap of thecover to the book.
Um it talks about that we wrotethis book to end the confusion.
The managers are confused.
That the way we've trained themand developed them and put them
through school and all thesesorts of things, the these
(08:36):
managers in so manyorganizations think that what
matters most is the employeeengagement survey.
What matters most is whetherthey are inclusive, what matters
most is whether they buildtrust, what matters most is that
whether they create purpose,what matters most is whether
they're a good coach.
You get the idea, right?
And it's not that those thingsaren't important, but they are a
(08:59):
means to the end.
And the end is performance.
What happens on the field?
And so let's end the confusion.
I mean, we talk about this.
I'm a broken record on this.
Like all the any anyorganization that's a potential
client that our team gets me ona Zoom meeting with, or we're
doing a Teams meeting, or thatwe fly out in person, or they
(09:21):
come to one of our executivesummits, which by the way, we've
got the next one coming up inFebruary.
If you didn't get to the lastone, oh my gosh.
Um, anyway, uh go to LoneRock.ioand and find fill out the
contact form.
And if you're especially ifyou're an HR or L and D and
you're an executive of a companywith more than 500 or 1,000
employees, like at least thatbig.
(09:41):
Typically, we're working withorganizations quite bigger than
that, but we still work withorganizations that are that are
smaller.
And and if you're HR or L and D,you need to fill out that
contact form and say, get me tothe next summit.
Like I want to be there.
It's unbelievable.
We're finalizing the details.
Anyway, I've talked about thatin previous episodes.
But so you if you're in any ofthese organizations, especially
(10:02):
if you're an HR and L and D, butan executive, whatever, we've
got to end the confusion.
And when I'm on these calls orin these meetings or on stage in
front, I'm just a broken recordsaying you've got to be honest
with your managers.
And the reality is what they'reevaluated on, whether or not
they're promoted, whether or notwe pay them more money next
year, whether or not theirmarket value goes up is all
(10:24):
dependent 100% on the 12 days ongame day.
Now, in business, it doesn'tlook that way.
It's four quarters.
You've got four quarters.
That's it.
That's what you've got rightnow.
And some of you are operating onyour past performance.
You're like that coach that goesin and the university calls him
(10:48):
in, or in women's sports, youknow, they call the the women's
coach in or whomever, and theysay, um, look, um, it's been a
great run.
We totally appreciate you, andbut we're going a different
direction.
Thanks so much.
And if that coach were to say,but but I've got a winning
record.
Like, just look back two years,like three seasons ago.
(11:10):
Look what I did last year.
How well is that gonna go over?
Like, nobody's like, there is asense of some loyalty to that.
A lot of universities,especially those that, you know,
they're they're they're notgonna typically fire the coach
just off a little bit of astruggle.
It it they're gonna look at pastperformance and say, well,
you've been with us for sevenyears or 10 or 15 or whatever
(11:33):
it's been, and you've hadwinning records most of those.
So we're gonna, we we know youmight be going through kind of a
slump, or you might be having alittle bit of a challenge here,
there.
And now I know some of your teammembers are injured, and you've
got some challenges here, there,or you lost that recruit or that
offensive uh coordinator, orthat I I know we've had some
issues, so I'm gonna give you alittle bit of leeway, but not
(11:54):
much.
Like that doesn't last long.
That's the way it needs to be inall of our organizations.
You cannot lean on pastperformance.
You cannot think, well, I'mtrying.
You cannot think, okay, well,it's the market.
(12:16):
Like all the teams in ourconference are a little bit.
Well, I don't care.
We want a winning record here.
And so, yeah, we're sympatheticand empathetic and we listen and
we're real world and all ofthat.
But too many organizations, wedon't move fast enough when
there are performance issues.
How bad do you want the trophy?
(12:37):
So I'm speaking to you who aresenior executives of some of
these organizations or those ofyou who lead leaders.
Like, why would we tolerate badperformance for an extended
period of time?
Now, let me explain something.
I want to talk about a possiblecontradiction that might be
going through some of your mindsbecause I tell the story all the
(12:58):
time about how, you know, when Iwas first put into management
and we did an employeeengagement survey.
Well, we didn't.
The company did an employeeengagement survey.
That's when they first came outand um when they first started,
it wasn't a thing before that.
And I was rated the lowest compthe lowest manager in our entire
company, right?
I've told that story.
Absolutely humiliating, ahorrific experience I wouldn't
(13:18):
wish on anybody, except for thefact that it absolutely
transformed me.
It changed me, it motivates meto this day.
And so, yeah, my performance asmeasured.
Now, if you were to look aboutthe business outcomes, that team
was crushing it, right?
So if you're measuring me byperformance, game day, I was
(13:42):
crushing it.
But what the employee engagementsurvey revealed was, yeah, but
you're you're doing it in a waythat can't be sustained, which I
totally agree with.
That was that was true.
That was and and so what theorganization didn't do was fire
me in that moment.
I'll forever be grateful forthat.
It was it if you talk aboutdecisions and moments that
(14:03):
profoundly affected me, would Ihave been okay with something
else?
Yeah, I'm sure I would havefound a way.
But but that path um was wasmade clear, if you will, made
possible by an executive thatinstead of firing in the moment,
chose to invest in me, developme, help mentor me.
But what they saw in me, to givemyself some credit in this
(14:27):
situation, I don't deserve aton, but I deserve a little bit.
I was willing to acknowledge,okay, I've got some things I got
to do differently.
Okay, I'm not showing up in aneffective way.
I get it.
You're right.
And so I pushed out all thosedefensive thoughts that came to
me for all the people I wantedto blame for why my employee
(14:47):
engagement survey sucked, why Iwasn't showing up, at least in
some metrics, as that effectiveas a leader.
I pushed those aside becausethey were powerless.
They were excuses that didn'tget me anywhere.
I could, okay, so I could sitaround all day and justify, you
know, that, hey, this is the wayI, you know, whatever.
(15:08):
You made me into this or youhaven't developed me or
whatever.
But I had to push those away,and then what the organization
saw was somebody who was diggingin to change to change that.
So that's what we're lookingfor, right?
But when you've got a leader whothis year has performance
issues, you look at game day, soto speak, and however you
(15:30):
measure that in yourorganization.
For most of us, it's inquarterly results, whatever
you're looking at, customersatisfaction, employee
engagement, on-time delivery,patient satisfaction, new
product releases, um revenueincrease, profit margin, uh uh
safety, whatever the metrics arethat define performance, getting
(15:54):
the products out, whatever itis.
You look at that, and if theperformance isn't there, then we
need to have that conversationwith that leader, be super
honest with them, give them alifeline, tell them we're here
to help develop them, to investin them and to help them out,
and then like they've got a fewmore game days.
(16:18):
That might be one more quarter,that might be another year, I
don't know what it is.
It depends on the situation,right?
But too many, too many leadersand too many organizations that
we interact with, over I'mtalking about not right now, I'm
talking about over the extendedperiod of been doing this for a
long time.
Too many just go, uh I know welost the game on game day, but
(16:43):
you know, there's this, that,and the other.
So we're just gonna kind ofoverlook that.
Man, you need to be more likethe university that wants the
title, that is hungry for thechampionship, or a very, you
know, that that's gonna compete.
Do you want to compete?
It's so interesting to be in theroom with an organization for
(17:03):
the first time, and you're inthe room with a senior leader.
Maybe they've got hundreds of,you know, mid-level managers, or
maybe they've just got theirdirect reports, ten folks on the
senior leadership team, whateverthe setting is.
It's so interesting to listenand observe, virtually or in
person.
And you you find out really fastas you observe and listen.
(17:27):
You can just pop into anymeeting.
It doesn't have to be the theyou know, the beginning of the
year kickoff or the end of theyear wrap-up or whatever.
It doesn't have to be that.
It can be any meeting.
And you immediately get a senseof how bad that leader wants it.
How driven are they?
How committed to performance isthat leader and that
(17:50):
organization.
Now they have to be real, theyhave to acknowledge reality,
they have to understand thelimitations and the challenges
externally and internally andall of that.
But they but and their job asthe leader, your job, if you're
one of those leaders, is toremove obstacles, fix what's
broken, solve the issues.
That's your job.
Because you can't demandperformance, you can't demand
(18:13):
that I show up and deliver thisif we got all this stuff over
here broken.
Like you got to fix that.
You've got to address it.
There's got to be, you know, wehaven't released a new product
in four years, or we got supplychain issues over here, or we've
got a factory that's got thesecertain issues, or we've got a
policy, or our compensation'snot competitive at all, or
whatever it might be.
(18:34):
Like, we got to fix that.
Otherwise, we've got unrealisticexpectations.
I mean, there's a reasonChick-fil-A pays their employees
more than McDonald's does.
They demand more out of them,but they pay more and they train
them better.
They do more, they invest moreon the front end, so they have
higher expectations on the backend.
(18:55):
We expect this kind of customerservice score.
We expect this kind ofperformance in the drive-thru.
We expect this kind of quality,all those sorts of things.
You can't expect that if you'renot putting in the training and
you're not paying peoplecompetitive wage, right?
That wouldn't work atChick-fil-A.
We could use tons of differentexamples here, right?
So, I mean, the same thing withAmazon.
Like, well, how are we supposedto get it on time if the
(19:16):
shipping company doesn't get it?
Okay, well, we're gonna investin our own shipping company.
We're gonna buy over a hundredthousand delivery trucks, and
we're gonna buy a bunch ofairplanes so that that's not an
excuse that that that thatjustifies us not getting stuff
to people when they expect it.
We're gonna solve that for you,right?
That's what the Amazon executiveteam did.
(19:37):
Same thing.
I mean, just go throughretailers, go through so many
different.
That's your job.
So, but you can tell.
You can tell.
And so what I would what I wouldsay to you is does your
organization reflect acompetitive, hungry university
right now that is out for thetitle?
(19:58):
They want to go, I mean, tobasketball, they're they're
planning to go to March Madness.
They're gonna be competitive inthe postseason or in football.
They are going to go to theirconference championship game,
they are going to go to one ofthe premier bowl games.
They are going to punch theirticket into the college football
playoffs.
(20:19):
Or does your organization morereflect a six and six team right
now?
And we're okay with it.
We're gonna keep the coacharound.
We're gonna the team's gonnalook pretty similar next year.
We're gonna hope we can getseven wins rather than six this
year.
(20:40):
I can make you one promise.
If you are that type oforganization, well, we we got
six wins this year.
We're gonna try to get to sevennext year.
The you the talent that you'reable to recruit will reflect
that.
It will be a self-fulfillingprophecy.
You might get to seven wins nextyear, and maybe that's okay.
(21:04):
Maybe you'll celebrate it.
But there's an organizationacross town or over there in
another area that's in yourindustry, and they aren't
talking that way, and that's notthe expectation at the highest
level and down a level and downanother level and down another
level.
No, they want the trophy, andthat's the expectation, and you
(21:28):
gotta perform, and you got fourquarters to do it.
That's what's on my mind.
That's what I want you thinkingabout.
And and the last thing that Iwould share with you, because
some of you might be going,well, but how do you do that?
Like, I'm okay, I'm the managerwho wants to perform.
(21:48):
Well, there's there's lots ofthings, right, that I could say
about that, but maybe I'll giveyou a couple before we wrap up
the episode.
Number one is you've got to getclose to the customer.
You've got to see where theindustry is going, what the what
the customer trends are.
You've got to look at thebroader picture, get out of the
(22:10):
micro and look at the macro.
So, what does the customer need?
Are we meeting their needs?
What do they got, what what arethe what do the needs look like?
One of the things I love, he'sso flawed, he got so many
challenges, and yet hisperformance, you can't, his
organization's performance youcannot argue with Elon Musk.
So I'm not judging the the theman or the individual.
(22:33):
I I have been listening to theaudiobook again, um, Walter
Isaacson's biography of him,because I'm just so fascinated
by successful people at alllevels, and I want to know their
stories.
And so I was doing some yardwork in the last few weeks, and
I was listening to the first fewchapters of the book about Elon
Musk again.
And, you know, one of the thingsthat's so interesting, and and
(22:55):
then uh he did an interview withJill Rogan.
He typically does an interviewevery year or six months or
every two years with Joe Rogan,and they sit around, they talk
for like two or three hours.
I I told all my kids to listento it.
I'm like, you need to listen toit.
Our 16-year-old uh texted me uha few weeks ago and said, okay,
dad, I finished it up two and ahalf hours or three hours,
wherever he's like, yeah, thelast hour wasn't that great.
(23:15):
But I just I I wanted them tolisten to it, and I give them
other stuff to listen to ordifferent ideas too, but because
it is one of the most successfulpeople in in modern business in
our lifetime, right?
Again, flawed, got all kinds ofissues.
We're not getting into that.
Uh, I'm just talking aboutperformance and and some of
these organizations.
Again, you you can you can youcan say lots of negative things
(23:37):
about how they get there orwhatever.
That's fine.
You'd be justified in a lot ofthat.
I'm not, I'm not, that thisisn't about that.
But one of the things I loveabout the interviews with with
um Elon Musk is if you listen toany of those, is he's he he he
paints a picture constantly ofthe future.
You can tell he is obsessedthinking constantly, not about
(23:58):
what the world will look like ina year, but in 20 or 30 or 40
years.
I need you.
We need you.
Not thinking about 30 yearsnecessarily.
I got on the media business, notbecause of what was happening
that year in the media business,but what the next 10 to 15 years
looked like.
So I looked at myself at 55 or60 in that industry and went, oh
(24:20):
yeah, okay, I'm out.
Not now, because we werecrushing it.
I was crushing it at the time Iexited.
But I was looking at the macroview, the trends, and going, oh,
yeah, I need to exit.
And I need, we need you lookingthat way.
So how do you get be successful?
(24:41):
How do you have greatperformance in Q1, Q2, Q3, Q4
next year?
Like, how do you affect what itlooks like, whether or not
you're winning on game day ornot?
You gotta get to the customer,you gotta look at trend lines,
you gotta zoom out and and andreally look at what's going on,
study it, consume it.
You cannot be showing up hereand just working, putting in
(25:02):
time, doing the minimum, doingwhat you did last year.
Like that's not valuable.
So I need you close to thecustomer.
I need you zooming out, lookingat trends.
I need you listening, very, verycurious.
The other thing I need you doingis I need you seeking feedback.
You need to be listening topeople.
(25:24):
If they're telling youeverything's good, keep doing it
how you would do it.
I don't know anything to offeryou.
That's not valuable.
Like that's nice, makes you feelgood in the moment.
That doesn't make you, I mean,you can imagine going to the
trainer at the gym.
Hey, uh, yeah, I want you tohelp me be more in shape.
Well, I actually I I thinkyou're like, you look great on
the treadmill.
I really wouldn't adjust thespeed or the incline at all.
(25:46):
And yeah, I think I'd stick withthe same dumbbells and the same,
yeah.
I really actually don't haveanything.
Like I don't see anything here.
Or the golf coach.
Can you imagine?
You go to the golf coach or yousend your kid to the piano
teacher.
Yeah, Johnny's actually, I wasreally impressed.
Well, what tips did you givehim?
Not really anything.
Like, I, you know what I mean?
How ridiculous does that sound?
(26:07):
Golf coach, you go to thedriving range.
Yeah, you know what?
I I thought you made contactwith a few of those balls pretty
well.
You hit them off the mat, andyou know, I I really, yeah, I
don't really.
I'd fire that golf coachimmediately.
The piano teacher be out thewind.
Like, no.
What I want around me are peoplewho see things and identify
things.
Hey, Russ, hear a couple ofthings.
(26:28):
And if I'm working for somebodywho can't do that, then they're
not gonna lift me.
They're not gonna lift thisorganization.
If I'm not doing that forothers, hey, yeah, here are a
couple of things you might wantto work on, adjust, do
differently.
If they don't have highexpectations, if they're not
coaching you through that, oh mygosh, you're yeah, you're gonna
(26:50):
lay an egg in Q1.
You're gonna show up and losethe game on game day.
And so I've given you a fewthings to think about.
Um, and and the fact that you'reeven listening to this podcast
is awesome.
It means you're hungry, you'rethirsty to improve, to figure
out ways that you can you canget better.
But if you if you if this yearon game day, Q1, Q2, Q3, Q4,
(27:15):
maybe in one of those, you know,was kind of a struggle or
whatever, well, that's a loss ongame day.
Like you lost that.
And if there were two quarterswhere you're kind of behind, you
just put up a losing record.
Like, are you motivated tochange that?
Do you have urgency around it?
Do you have a game plan for howyou're gonna address that?
And if you're and if that yousustain that over time, it's
time to move on.
(27:36):
You either you or theorganization really don't have
the game plan to be able to winnext season.
So let's get a new coach in.
Let's change out the leadership,let's change out the
coordinators, you know what Imean?
Let's get a different team onthe field and see how it goes.
I think there's so much tolearn.
So much for us to think about aswe watch this world of sports,
(27:56):
especially college sports, andwhat's happening at the end of a
season in in uh in the in thecoaching ranks.
That's what I wanted to sharewith you in this episode of the
Lead in Thirty Podcast.
SPEAKER_02 (28:07):
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're being fired left and right.
(00:02):
The coaching carousel fullyspinning right now.
And the reality is that's whatthe modern competitive
innovative growing organizationlooks like.
Yeah, it can be brutal, but thereality is you gotta perform.
Not last season, right now.
Let's talk about it.
SPEAKER_02 (00:23):
This is the Lead in 30 podcast with Russell.
You cannot be serious.
Strengthen your ability to leadin less than 30 minutes.
SPEAKER_00 (00:35):
It's time to end the confusion.
Get the new book by the foundersof Lone Rock Leadership.
See why executives at LockheedMartin, Signa, Teva, Chili's,
and so many other companies arepraising Deliver.
Why some leaders get results andmost don't.
You can download the firstchapter right now and request
(00:56):
two free copies shipped to youat LoneRock.io.
SPEAKER_01 (01:01):
Absolutely.
I hope you will take us up onthat offer.
Go to Lone Rock.io, into yourname, email address, basic
stuff.
We're not going to spam you.
That's not the kind of companywe are.
Can't stand organizations thatdo that.
That's not us.
But what we will do is give youthe first chapter of the book to
download for free, and we'llship you two free physical
(01:22):
copies.
They're published now.
The uh the publisher, it's busytime of the year at the time
we're publishing the book and atthe time of recording this
episode.
So all books are taking a littlebit longer to get to you, but
we'll get it to you as fast aswe can.
We've got, I think our initialorder was for 300 copies for
those of you that have alreadyum asked for the uh the physical
(01:44):
copy to be sent to you.
And so they're coming your way.
Get take advantage of thatoffer.
Go to Lone Rock.io, get aphysical copy of the book for
free.
We'll ship it to you.
You get the first chapter, youcan download it right now.
The name of the book is Deliver,why some leaders get results,
but and most don't.
And it is um the proudest I'veever been of anything we've ever
(02:06):
put out.
That book, it's not perfect,nothing ever is.
You get to a point where yougotta just ship.
And so we got to that point, butI am I'm so proud of the impact
that that book's gonna have inso many lives and in so many
careers.
I'm super, super proud of whatour team put together.
Okay, welcome into the Lead in30 podcast.
(02:28):
In less than 30 minutes, we giveyou a framework, an experience,
a story, uh, a model, a bestpractice for you to consider
implementing in the way that youlead others.
I'm Russ Hill.
I make my living coachingconsulting senior executive
teams.
I'm one of the co-founders ofLone Rock Leadership, which is
an executive consulting company.
We work with the uh the theeither the you know, like the
(02:49):
business unit leadership team,the the C-suite leadership team,
whatever it might be in yourorganization.
We we do ongoing work.
Typically that looks like ayear-long contract, and uh we're
on site multiple times.
We're doing virtual meetings,all that stuff.
Anyway, find out about theexecutive consulting work at
lone rock.io, and then we've gotthe leadership training company,
(03:10):
which uh has has off-the-shelfsolutions.
We've got this brand newmasterclass we're introducing.
The first one's gonna be held inJanuary 2026.
We're going on a 10 city tour,and um and and and we're also
doing it virtually.
You can sign up at Lone Rock.io.
We're we're putting out tons ofinformation.
Like you can absolutely takeadvantage of all this stuff,
(03:32):
like this podcast that we do,the videos, all the stuff, all
the posts I make on LinkedIn,all this content we're getting
you uh for free.
And it's focused on these corefour areas where most
organizations struggle.
And then if you want more help,if you want us to guide you, if
you want part of our consultingteam or our faculty on the
training side to help you out,um, you certainly can uh can
(03:54):
engage us that way.
Okay, so here's what I want totalk about.
It's that time of year.
At the time I'm recording this,we're going into, we're about to
be in the uh by the time you getthis, it'll probably already be
underway, the end of the uh theregular season in the college
football world.
It also applies to professionalfootball, although that season's
not quite there yet.
(04:15):
But it it at the end of thefootball season, I'm gonna talk
primarily about football.
I know some of you aren't sportsfans.
That's okay, just hang with me.
You'll see, you you'll see howthis is all about actually your
organization, about the way youlead, about the way that you
promote or work with otherleaders in your organization.
That's what all this is about.
But I'm gonna use sports andwhat's happening in the real
(04:36):
world of sports to to make mycase.
And uh, so for those of you thatum aren't football fans or
aren't paying close attention,you get to the end of the
season, happens every year, andthere's the coaching carousel,
right?
So, and and one of the thingsthat was so surprising to me
back when I was in uh the mediabusiness, and and when we
started buying, our companystarted buying um the uh sports
(05:00):
play-by-play stations, broadcaststations, and I started having
people on our teams that thatdid play by play and hosted
sports talk shows.
One of the things that thingsthat was most surprising to me
was how short the footballseason was.
Like compared to basketball orholy cow, baseball?
You know, which those seasons goon forever.
(05:22):
There's tons of games.
Football, it's like only 11 or12 games.
Like that's it.
That's the season.
So for the entire year, your theteam has like 12 occasions that
they either perform or theydon't perform.
And everybody's judged off that.
You either go pro, you eitherget NIL money, for those of you
(05:42):
who don't know what that is,that's the money that now we pay
to college athletes, legally atleast.
Um, then you anyway, that's awhole other episode.
And and so that's it.
Like if you want a big contractnext year, if you want to go
into the transfer portal and goplay for a different, bigger
school or whatever, you want tobe on a starting lineup, you
want to go to the NFL, whateverit is, you've got like 11 or 12
(06:03):
games.
Just think about that for aminute.
Think about in your like whatyou do for a living.
If in an entire calendar year itall came down to you being
judged by 11 days.
12 days.
That's all you got.
Everything the rest of the year,day in and day out.
(06:24):
What how how you lived, yourhabits, your routines,
everything was judged by justlet's call it 12 days.
That's insane.
It's crazy, it's intense.
And then you get all thesecoaches, and it happens for
athletes too, who are evaluatedby that, and they're either
(06:45):
benched or fired, and there'sthis whole and and it's because,
well, you didn't win as many aswe we expected you to win.
And so, and and and now thesedays, it happens right in the
middle of the season.
A bunch of colleges fired theircoaches five, six, seven games
into the season.
The season's not even over.
They've already fired the coachbecause we've seen enough in six
(07:09):
days.
Again, now think about that.
It's crazy.
We've seen enough in six days,five days, eight days where we
we we're good.
You're done.
Thank you very much.
And then and these contracts arecrazy how they're they're uh
structured right to where youjust there's a huge financial
penalty for the university infiring these coaches, but it the
the the upside is bigger thanthe downside.
(07:32):
You tracking with me?
Because if they get the winningcoach in here and the team turns
it around, the amount of revenueand the amount of that's gonna
come from that is way biggerthan the contract that we owe
the previous coach, becauseyou're double dipping, right?
You're paying off the coach thatyou fired three seasons early
and he's still got three seasonsleft on his contract, and you're
paying the new one, which you'vegot to pay more because of
inflation and how much you knowthe salaries go up.
(07:54):
So why am I talking about this?
Why why why am I bringing thisup in a podcast episode about
leadership?
And the reason I am is becauseit's all like we we just got to
end, we we talk about in in ournew book, Deliver.
Um, in fact, if you when you getthe physical copy, you open it
(08:16):
up on the front cover.
I think they call it the flap,right?
The first inside flap of thecover to the book.
Um it talks about that we wrotethis book to end the confusion.
The managers are confused.
That the way we've trained themand developed them and put them
through school and all thesesorts of things, the these
(08:36):
managers in so manyorganizations think that what
matters most is the employeeengagement survey.
What matters most is whetherthey are inclusive, what matters
most is whether they buildtrust, what matters most is that
whether they create purpose,what matters most is whether
they're a good coach.
You get the idea, right?
And it's not that those thingsaren't important, but they are a
(08:59):
means to the end.
And the end is performance.
What happens on the field?
And so let's end the confusion.
I mean, we talk about this.
I'm a broken record on this.
Like all the any anyorganization that's a potential
client that our team gets me ona Zoom meeting with, or we're
doing a Teams meeting, or thatwe fly out in person, or they
(09:21):
come to one of our executivesummits, which by the way, we've
got the next one coming up inFebruary.
If you didn't get to the lastone, oh my gosh.
Um, anyway, uh go to LoneRock.ioand and find fill out the
contact form.
And if you're especially ifyou're an HR or L and D and
you're an executive of a companywith more than 500 or 1,000
employees, like at least thatbig.
(09:41):
Typically, we're working withorganizations quite bigger than
that, but we still work withorganizations that are that are
smaller.
And and if you're HR or L and D,you need to fill out that
contact form and say, get me tothe next summit.
Like I want to be there.
It's unbelievable.
We're finalizing the details.
Anyway, I've talked about thatin previous episodes.
But so you if you're in any ofthese organizations, especially
(10:02):
if you're an HR and L and D, butan executive, whatever, we've
got to end the confusion.
And when I'm on these calls orin these meetings or on stage in
front, I'm just a broken recordsaying you've got to be honest
with your managers.
And the reality is what they'reevaluated on, whether or not
they're promoted, whether or notwe pay them more money next
year, whether or not theirmarket value goes up is all
(10:24):
dependent 100% on the 12 days ongame day.
Now, in business, it doesn'tlook that way.
It's four quarters.
You've got four quarters.
That's it.
That's what you've got rightnow.
And some of you are operating onyour past performance.
You're like that coach that goesin and the university calls him
(10:48):
in, or in women's sports, youknow, they call the the women's
coach in or whomever, and theysay, um, look, um, it's been a
great run.
We totally appreciate you, andbut we're going a different
direction.
Thanks so much.
And if that coach were to say,but but I've got a winning
record.
Like, just look back two years,like three seasons ago.
(11:10):
Look what I did last year.
How well is that gonna go over?
Like, nobody's like, there is asense of some loyalty to that.
A lot of universities,especially those that, you know,
they're they're they're notgonna typically fire the coach
just off a little bit of astruggle.
It it they're gonna look at pastperformance and say, well,
you've been with us for sevenyears or 10 or 15 or whatever
(11:33):
it's been, and you've hadwinning records most of those.
So we're gonna, we we know youmight be going through kind of a
slump, or you might be having alittle bit of a challenge here,
there.
And now I know some of your teammembers are injured, and you've
got some challenges here, there,or you lost that recruit or that
offensive uh coordinator, orthat I I know we've had some
issues, so I'm gonna give you alittle bit of leeway, but not
(11:54):
much.
Like that doesn't last long.
That's the way it needs to be inall of our organizations.
You cannot lean on pastperformance.
You cannot think, well, I'mtrying.
You cannot think, okay, well,it's the market.
(12:16):
Like all the teams in ourconference are a little bit.
Well, I don't care.
We want a winning record here.
And so, yeah, we're sympatheticand empathetic and we listen and
we're real world and all ofthat.
But too many organizations, wedon't move fast enough when
there are performance issues.
How bad do you want the trophy?
(12:37):
So I'm speaking to you who aresenior executives of some of
these organizations or those ofyou who lead leaders.
Like, why would we tolerate badperformance for an extended
period of time?
Now, let me explain something.
I want to talk about a possiblecontradiction that might be
going through some of your mindsbecause I tell the story all the
(12:58):
time about how, you know, when Iwas first put into management
and we did an employeeengagement survey.
Well, we didn't.
The company did an employeeengagement survey.
That's when they first came outand um when they first started,
it wasn't a thing before that.
And I was rated the lowest compthe lowest manager in our entire
company, right?
I've told that story.
Absolutely humiliating, ahorrific experience I wouldn't
(13:18):
wish on anybody, except for thefact that it absolutely
transformed me.
It changed me, it motivates meto this day.
And so, yeah, my performance asmeasured.
Now, if you were to look aboutthe business outcomes, that team
was crushing it, right?
So if you're measuring me byperformance, game day, I was
(13:42):
crushing it.
But what the employee engagementsurvey revealed was, yeah, but
you're you're doing it in a waythat can't be sustained, which I
totally agree with.
That was that was true.
That was and and so what theorganization didn't do was fire
me in that moment.
I'll forever be grateful forthat.
It was it if you talk aboutdecisions and moments that
(14:03):
profoundly affected me, would Ihave been okay with something
else?
Yeah, I'm sure I would havefound a way.
But but that path um was wasmade clear, if you will, made
possible by an executive thatinstead of firing in the moment,
chose to invest in me, developme, help mentor me.
But what they saw in me, to givemyself some credit in this
(14:27):
situation, I don't deserve aton, but I deserve a little bit.
I was willing to acknowledge,okay, I've got some things I got
to do differently.
Okay, I'm not showing up in aneffective way.
I get it.
You're right.
And so I pushed out all thosedefensive thoughts that came to
me for all the people I wantedto blame for why my employee
(14:47):
engagement survey sucked, why Iwasn't showing up, at least in
some metrics, as that effectiveas a leader.
I pushed those aside becausethey were powerless.
They were excuses that didn'tget me anywhere.
I could, okay, so I could sitaround all day and justify, you
know, that, hey, this is the wayI, you know, whatever.
(15:08):
You made me into this or youhaven't developed me or
whatever.
But I had to push those away,and then what the organization
saw was somebody who was diggingin to change to change that.
So that's what we're lookingfor, right?
But when you've got a leader whothis year has performance
issues, you look at game day, soto speak, and however you
(15:30):
measure that in yourorganization.
For most of us, it's inquarterly results, whatever
you're looking at, customersatisfaction, employee
engagement, on-time delivery,patient satisfaction, new
product releases, um revenueincrease, profit margin, uh uh
safety, whatever the metrics arethat define performance, getting
(15:54):
the products out, whatever itis.
You look at that, and if theperformance isn't there, then we
need to have that conversationwith that leader, be super
honest with them, give them alifeline, tell them we're here
to help develop them, to investin them and to help them out,
and then like they've got a fewmore game days.
(16:18):
That might be one more quarter,that might be another year, I
don't know what it is.
It depends on the situation,right?
But too many, too many leadersand too many organizations that
we interact with, over I'mtalking about not right now, I'm
talking about over the extendedperiod of been doing this for a
long time.
Too many just go, uh I know welost the game on game day, but
(16:43):
you know, there's this, that,and the other.
So we're just gonna kind ofoverlook that.
Man, you need to be more likethe university that wants the
title, that is hungry for thechampionship, or a very, you
know, that that's gonna compete.
Do you want to compete?
It's so interesting to be in theroom with an organization for
(17:03):
the first time, and you're inthe room with a senior leader.
Maybe they've got hundreds of,you know, mid-level managers, or
maybe they've just got theirdirect reports, ten folks on the
senior leadership team, whateverthe setting is.
It's so interesting to listenand observe, virtually or in
person.
And you you find out really fastas you observe and listen.
(17:27):
You can just pop into anymeeting.
It doesn't have to be the theyou know, the beginning of the
year kickoff or the end of theyear wrap-up or whatever.
It doesn't have to be that.
It can be any meeting.
And you immediately get a senseof how bad that leader wants it.
How driven are they?
How committed to performance isthat leader and that
(17:50):
organization.
Now they have to be real, theyhave to acknowledge reality,
they have to understand thelimitations and the challenges
externally and internally andall of that.
But they but and their job asthe leader, your job, if you're
one of those leaders, is toremove obstacles, fix what's
broken, solve the issues.
That's your job.
Because you can't demandperformance, you can't demand
(18:13):
that I show up and deliver thisif we got all this stuff over
here broken.
Like you got to fix that.
You've got to address it.
There's got to be, you know, wehaven't released a new product
in four years, or we got supplychain issues over here, or we've
got a factory that's got thesecertain issues, or we've got a
policy, or our compensation'snot competitive at all, or
whatever it might be.
(18:34):
Like, we got to fix that.
Otherwise, we've got unrealisticexpectations.
I mean, there's a reasonChick-fil-A pays their employees
more than McDonald's does.
They demand more out of them,but they pay more and they train
them better.
They do more, they invest moreon the front end, so they have
higher expectations on the backend.
(18:55):
We expect this kind of customerservice score.
We expect this kind ofperformance in the drive-thru.
We expect this kind of quality,all those sorts of things.
You can't expect that if you'renot putting in the training and
you're not paying peoplecompetitive wage, right?
That wouldn't work atChick-fil-A.
We could use tons of differentexamples here, right?
So, I mean, the same thing withAmazon.
Like, well, how are we supposedto get it on time if the
(19:16):
shipping company doesn't get it?
Okay, well, we're gonna investin our own shipping company.
We're gonna buy over a hundredthousand delivery trucks, and
we're gonna buy a bunch ofairplanes so that that's not an
excuse that that that thatjustifies us not getting stuff
to people when they expect it.
We're gonna solve that for you,right?
That's what the Amazon executiveteam did.
(19:37):
Same thing.
I mean, just go throughretailers, go through so many
different.
That's your job.
So, but you can tell.
You can tell.
And so what I would what I wouldsay to you is does your
organization reflect acompetitive, hungry university
right now that is out for thetitle?
(19:58):
They want to go, I mean, tobasketball, they're they're
planning to go to March Madness.
They're gonna be competitive inthe postseason or in football.
They are going to go to theirconference championship game,
they are going to go to one ofthe premier bowl games.
They are going to punch theirticket into the college football
playoffs.
(20:19):
Or does your organization morereflect a six and six team right
now?
And we're okay with it.
We're gonna keep the coacharound.
We're gonna the team's gonnalook pretty similar next year.
We're gonna hope we can getseven wins rather than six this
year.
(20:40):
I can make you one promise.
If you are that type oforganization, well, we we got
six wins this year.
We're gonna try to get to sevennext year.
The you the talent that you'reable to recruit will reflect
that.
It will be a self-fulfillingprophecy.
You might get to seven wins nextyear, and maybe that's okay.
(21:04):
Maybe you'll celebrate it.
But there's an organizationacross town or over there in
another area that's in yourindustry, and they aren't
talking that way, and that's notthe expectation at the highest
level and down a level and downanother level and down another
level.
No, they want the trophy, andthat's the expectation, and you
(21:28):
gotta perform, and you got fourquarters to do it.
That's what's on my mind.
That's what I want you thinkingabout.
And and the last thing that Iwould share with you, because
some of you might be going,well, but how do you do that?
Like, I'm okay, I'm the managerwho wants to perform.
(21:48):
Well, there's there's lots ofthings, right, that I could say
about that, but maybe I'll giveyou a couple before we wrap up
the episode.
Number one is you've got to getclose to the customer.
You've got to see where theindustry is going, what the what
the customer trends are.
You've got to look at thebroader picture, get out of the
(22:10):
micro and look at the macro.
So, what does the customer need?
Are we meeting their needs?
What do they got, what what arethe what do the needs look like?
One of the things I love, he'sso flawed, he got so many
challenges, and yet hisperformance, you can't, his
organization's performance youcannot argue with Elon Musk.
So I'm not judging the the theman or the individual.
(22:33):
I I have been listening to theaudiobook again, um, Walter
Isaacson's biography of him,because I'm just so fascinated
by successful people at alllevels, and I want to know their
stories.
And so I was doing some yardwork in the last few weeks, and
I was listening to the first fewchapters of the book about Elon
Musk again.
And, you know, one of the thingsthat's so interesting, and and
(22:55):
then uh he did an interview withJill Rogan.
He typically does an interviewevery year or six months or
every two years with Joe Rogan,and they sit around, they talk
for like two or three hours.
I I told all my kids to listento it.
I'm like, you need to listen toit.
Our 16-year-old uh texted me uha few weeks ago and said, okay,
dad, I finished it up two and ahalf hours or three hours,
wherever he's like, yeah, thelast hour wasn't that great.
(23:15):
But I just I I wanted them tolisten to it, and I give them
other stuff to listen to ordifferent ideas too, but because
it is one of the most successfulpeople in in modern business in
our lifetime, right?
Again, flawed, got all kinds ofissues.
We're not getting into that.
Uh, I'm just talking aboutperformance and and some of
these organizations.
Again, you you can you can youcan say lots of negative things
(23:37):
about how they get there orwhatever.
That's fine.
You'd be justified in a lot ofthat.
I'm not, I'm not, that thisisn't about that.
But one of the things I loveabout the interviews with with
um Elon Musk is if you listen toany of those, is he's he he he
paints a picture constantly ofthe future.
You can tell he is obsessedthinking constantly, not about
(23:58):
what the world will look like ina year, but in 20 or 30 or 40
years.
I need you.
We need you.
Not thinking about 30 yearsnecessarily.
I got on the media business, notbecause of what was happening
that year in the media business,but what the next 10 to 15 years
looked like.
So I looked at myself at 55 or60 in that industry and went, oh
(24:20):
yeah, okay, I'm out.
Not now, because we werecrushing it.
I was crushing it at the time Iexited.
But I was looking at the macroview, the trends, and going, oh,
yeah, I need to exit.
And I need, we need you lookingthat way.
So how do you get be successful?
(24:41):
How do you have greatperformance in Q1, Q2, Q3, Q4
next year?
Like, how do you affect what itlooks like, whether or not
you're winning on game day ornot?
You gotta get to the customer,you gotta look at trend lines,
you gotta zoom out and and andreally look at what's going on,
study it, consume it.
You cannot be showing up hereand just working, putting in
(25:02):
time, doing the minimum, doingwhat you did last year.
Like that's not valuable.
So I need you close to thecustomer.
I need you zooming out, lookingat trends.
I need you listening, very, verycurious.
The other thing I need you doingis I need you seeking feedback.
You need to be listening topeople.
(25:24):
If they're telling youeverything's good, keep doing it
how you would do it.
I don't know anything to offeryou.
That's not valuable.
Like that's nice, makes you feelgood in the moment.
That doesn't make you, I mean,you can imagine going to the
trainer at the gym.
Hey, uh, yeah, I want you tohelp me be more in shape.
Well, I actually I I thinkyou're like, you look great on
the treadmill.
I really wouldn't adjust thespeed or the incline at all.
(25:46):
And yeah, I think I'd stick withthe same dumbbells and the same,
yeah.
I really actually don't haveanything.
Like I don't see anything here.
Or the golf coach.
Can you imagine?
You go to the golf coach or yousend your kid to the piano
teacher.
Yeah, Johnny's actually, I wasreally impressed.
Well, what tips did you givehim?
Not really anything.
Like, I, you know what I mean?
How ridiculous does that sound?
(26:07):
Golf coach, you go to thedriving range.
Yeah, you know what?
I I thought you made contactwith a few of those balls pretty
well.
You hit them off the mat, andyou know, I I really, yeah, I
don't really.
I'd fire that golf coachimmediately.
The piano teacher be out thewind.
Like, no.
What I want around me are peoplewho see things and identify
things.
Hey, Russ, hear a couple ofthings.
(26:28):
And if I'm working for somebodywho can't do that, then they're
not gonna lift me.
They're not gonna lift thisorganization.
If I'm not doing that forothers, hey, yeah, here are a
couple of things you might wantto work on, adjust, do
differently.
If they don't have highexpectations, if they're not
coaching you through that, oh mygosh, you're yeah, you're gonna
(26:50):
lay an egg in Q1.
You're gonna show up and losethe game on game day.
And so I've given you a fewthings to think about.
Um, and and the fact that you'reeven listening to this podcast
is awesome.
It means you're hungry, you'rethirsty to improve, to figure
out ways that you can you canget better.
But if you if you if this yearon game day, Q1, Q2, Q3, Q4,
(27:15):
maybe in one of those, you know,was kind of a struggle or
whatever, well, that's a loss ongame day.
Like you lost that.
And if there were two quarterswhere you're kind of behind, you
just put up a losing record.
Like, are you motivated tochange that?
Do you have urgency around it?
Do you have a game plan for howyou're gonna address that?
And if you're and if that yousustain that over time, it's
time to move on.
(27:36):
You either you or theorganization really don't have
the game plan to be able to winnext season.
So let's get a new coach in.
Let's change out the leadership,let's change out the
coordinators, you know what Imean?
Let's get a different team onthe field and see how it goes.
I think there's so much tolearn.
So much for us to think about aswe watch this world of sports,
(27:56):
especially college sports, andwhat's happening at the end of a
season in in uh in the in thecoaching ranks.
That's what I wanted to sharewith you in this episode of the
Lead in Thirty Podcast.
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