July 16, 2025 • 39 mins
What if the key to becoming a bold, breakthrough leader isn’t solving problems—but creating them?
In this powerhouse episode of Shedding the Corporate Bitch, host Bernadette Boas sits down with Ted Santos, CEO of Turnaround Investment Partners, to deliver a radical shift in how corporate professionals approach leadership.
Ted shares his personal transformation—from witnessing his mother run on two broken legs to leading organizations through chaos—and reveals the Leadership Disruptor’s Playbook that challenges conventional management at every level.
In this episode, you’ll discover:
- Why the best leaders create problems to fuel innovation
- How to “coach up” your team—even when they’re not ready
- The importance of delegating strategically to free your calendar
- How to lead through chaos using a breakthrough mindset
- Why most leaders operate from blind spots—and how to eliminate them
- How personal disruption can unlock your professional superpower
If you’re an executive, team leader, HR partner, or high-performing professional ready to ignite real change and stop managing from the middle, this episode will give you the mindset, tools, and courage to lead differently.
Don’t just solve problems. Be the problem creator your company needs.
Website: www.turnaroundip.com
LinkedIn: Ted Santos
Book: Here’s Why You Can’t Find Love
✅ Subscribe, rate, and review the show to keep climbing with us.
📌 Visit www.balloffirecoaching.com/podcast
📲 Book your free discovery session at www.coachmebernadette.com/discoverycall
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
Welcome to another powerhouse episode of Shedding
the Corporate Bitch, where wechallenge conventional
leadership and unlockbreakthrough success.
Today, we're diving into theLeadership Disruptors Playbook
the game-changing approach thatturns chaos into opportunity and
builds high-performing teamslike never before.
(00:22):
Our guest is Ted Santos, ceo ofTurnaround Investment Partners,
known for his radicalstrategies that help leaders
break through limitations andtransforms company culture.
Ted's approach flips the scripton leadership, teaching you how
to move from being a problemsolver to a problem creator,
(00:43):
intentionally fosteringchallenges that spark innovation
and drive explosive growth.
In this episode, ted will walkyou through how to master the
breakthrough mindset and embracedisruption as a strategic
advantage as well.
The art of intentionallycreating challenges that ignite
innovation.
(01:04):
And, lastly, leadershipstrategies to scale the
impossible without breaking yourcompany.
If you're ready to disrupt thestatus quo, lead boldly and
achieve what others deemimpossible, then this episode is
for you.
Speaker 2 (01:21):
Welcome to Shedding the Corporate Bitch, the podcast
that transforms today'smanagers into tomorrow's
powerhouse leaders.
Your host, Bernadette Bo-after,leadership coach and speaker,
(01:44):
illustrates the very essence oftransformation that she now
inspires in others with her tips, strategies and stories.
So if you're ready to shed thebitches of fear and insecurity,
ditch the imposter syndrome andstep into the role of the
powerhouse leader you were bornto be, this podcast is for you.
Let's do this.
Speaker 1 (02:07):
Ted, how are you Welcome?
Welcome, welcome.
Speaker 3 (02:10):
I'm doing very well.
How about yourself?
Speaker 1 (02:13):
I am doing fabulous and I'm so excited to actually
have this conversation with you.
As we talked about right beforewe got onto the program,
leaders need a lot of help tounderstand really how to
navigate the chaos that is thebusiness world anymore.
But before we get into oursubject for today, I'd love our
(02:37):
listeners and our viewers toreally get to know our guests
personally.
So could you share a little bitabout Ted?
Speaker 3 (02:44):
Sure.
So I have had some thingshappen in my life that shaped me
in a way that I would havenever imagined it would have
shaped me.
So these were things thatoccurred and the way they
benefited me.
I had never really shared itbecause I didn't distinguish
them as something that would.
(03:04):
One interest people and two.
Misfortune can sometimes be yourfortune, and one of the ways
that helps me explain to peoplewhat did happen our author,
malcolm Gladwell.
He wrote a book called Davidand Goliath and in that book he
(03:27):
talks about exactly how Davidwas disadvantaged and how some
of our misfortune ordisadvantages turn into our
fortunes.
So my first misfortune happenedwhen I was at the age of six.
It was actually on New Year'sDay and I saw my mother run with
broken legs.
At the time I did not know shehad two broken legs, but it was
(03:50):
New Year's Eve.
She took her.
At the time there were onlythree children and I'm the
oldest, and we went to hermother's for New Year's Eve and
she has quite a few brothers andsisters.
They were there, friends andfamily.
It was a great time and myfather, he did not join us.
So we go, we're leaving, I don'tknow, maybe it's four or five,
(04:12):
six in the morning, it's all Iknow is it's dark and I'm sleepy
.
So I'm in the front, myself andmy siblings are on the front
seat, because my mother droppedher brother and his wife off at
their house and she said ah, 15minute drive, I'll leave them, I
won't wake them up.
So we sat there and then bang.
I wake up and the car iswrapped around a tree.
(04:34):
I've got cut, broken nose andmy brother and sisters were all
bleeding.
And I look over and my mother'sgone and I'm just tall enough
to look over the dashboard and Iwatch her run.
She didn't limp crawl, she justran.
I'd seen my mother run in mylong six years of life.
I had already seen her runquite a few times.
(04:54):
And then my father comes downin no time and he and his cousin
carry us out.
We go to the hospital and Ihear my mother had broken two
broken legs, broken arm.
Speaker 1 (05:04):
Ouch.
Speaker 3 (05:05):
And I'm now.
My life has changed foreverbecause I saw her run like
normal.
In my mind I'm thinking humanbeings have a capacity and we
don't know how to get to it.
So I am going to understandwhatever that is and learn how
(05:25):
to pull it out on purpose sothat you don't have to be in
such an extreme circumstance.
So at nine, I start literallyresearching human behavior so I
can understand how human beingsin the mind and people work.
At 11, I start exercisingpush-ups, sit-ups.
I want to build this nice cutup body and when I hit high
(05:48):
school I'm five foot six.
I'm dunking basketballs I and Idon't like basketball.
I ran track and played football,but on football I played on the
defensive line, which, asdefensive nose guard technically
that should be the biggest guyon the field and I weighed 143
pounds at 5'6" and I was astarting defensive nose guard
(06:11):
and I did a great job in thatposition.
So my mother's broken legs gaveme this advantage because even
when I trained for track andfootball, I had this mindset and
I couldn't tell is that I wastraining to run with broken legs
.
I was training to have thatkind of mindset and performance.
(06:31):
So if people were to ask me whydo you train so hard?
I would not have been able toexpress that then.
Fast forward I'm 21.
There are now four children andI lose both parents in one day,
and now I am the head of thefamily.
And so there's still thatrunning with broken legs.
(06:55):
And now I'll go to MalcolmGladwell's book.
In his book he talks about howpeople who lose parents around
the age of 20 tend to be reallygood leaders, because they learn
to lead in chaos.
They learn lots of things aboutleadership.
So I learned how to coach mysisters, who were 12 and 16.
(07:17):
My brother was 19.
He had a full ride footballscholarship, so I take him off
to college and my sisters.
I need 12 and 16 year old girlsto do things.
They.
It's not that they don't knowhow to do them, they don't even
know.
They don't know how to do thesethings Right.
So I ask them to do things,knowing they would fail.
(07:37):
And instead of telling them howto do it, I became Socrates and
I would ask them questions andthey go do it.
They fail to come back.
I became Socrates and I wouldask them questions and they go
do it.
They fail.
They come back, ask morequestions.
They fail, they come back untilthey would learn how to figure
it out and then over time, theydevelop a new capacity for
solving problems and I could askthem to do it.
(07:59):
They would figure out on theirown how to solve it.
And when I was then as amanager, chief operating officer
, I found myself doing the samething.
How do you coach people up todo things they don't know how to
do, or to solve problems, sothat they don't come to me to
solve problems, at least for thenormal day-to-day, no matter
(08:22):
how chaotic?
And one of the things that Iread in Malcolm Gladwell's book
David and Goliath the people wholost parents at that age they
said when they were runningcompanies that were in chaos.
They said I have seen morechaos than this, so I can work
it through.
Speaker 1 (08:41):
That is beautiful, beautiful, sorry you had to go
through that, but on the flipside, what a wonderful takeaway,
what a wonderful growthexperience and opportunity for
yourself.
That's, yeah, that's absolutelyfabulous, and it kind of is a
great segue into what we'regoing to talk about in regards
(09:02):
to the leadership disruptorsPlaybook, because the one thing
that you talk about is the factthat leaders have to be really
good, not only problem solvers,but you talk about that.
You also want them to beproblem creators and create
challenges and disrupt things.
(09:24):
So could you help us understandhow that plays into the way a
leader can really excel in theirrole?
Speaker 3 (09:33):
Sure, disrupt your or , if you're the CEO, either
disrupt your organization oryour competition will, and when
they disrupt you, you may go outof business or it will be
expensive to play catch up.
So if you're the CEO, if youare not intentionally creating
(09:55):
problems for your organizationto solve, you should be fired or
retrained immediately.
And if we look at John FKennedy when he said before the
end of the decade we will send aman to the moon, that was an
example of him creating this newpossibility, this new future
that no one knew how to do andit disrupted whatever the normal
(10:18):
trajectory was for the UnitedStates.
That altered it.
And I've met people who wereold enough to have been in
college during that time andthey said they changed their
major because they wanted tocontribute to sending a man to
the moon.
So disruption can have thatkind of impact where it
galvanizes people and it becomesa platform where people want to
(10:41):
support and create and dosomething that they haven't done
, that they can be part of thathistorical moment.
Speaker 1 (10:49):
Nice.
Now, using that premise ofreally creating problems, let's
take it down from the CEO intoeven the middle managers, to
senior leaders, who also need tohave that mindset, that need to
(11:09):
bring in that disruption.
Give us some examples of whatyou've seen and experienced,
even in the work that you'vedone, that they can then relate
to saying, oh okay, now Iunderstand what I should be
doing on a day in, day out basis.
Speaker 3 (11:26):
So if you look at it tactically and it doesn't matter
if you are middle management,supervisor or senior one of the
things that I've seen be veryeffective is, first, your direct
reports.
You need to understand, almostlike an inventory, their
intellectual capital, like whattheir skills and competencies
(11:50):
are, and everyone like what I'msaying to you.
I had transferable skills, so Itransferred skills from you
know my parents' death torunning an organization.
Everyone has some transferableskill that they value and it may
(12:11):
not be being leveraged in acorporation.
So, as a leader, it's your jobto like know people, and so me
starting to research human knowpeople, and so me starting to
research human behavior at ninegave me a huge advantage of
knowing people.
And one of the things that I'veseen leaders do that's
(12:32):
effective is ask your people todo things they don't know how to
do and be okay with themfailing.
But it's something that's sortof tangential, something that
moves them in a direction thatthey normally wouldn't, and it's
a way of mining untapped skillsand competencies in your people
(12:53):
.
Speaker 1 (12:54):
And there's endless things that could be worked on,
right, because?
I can imagine somebody sittingthere going well, I don't know
what I could give them or whatthat problem is.
So that's where creativitycomes in.
Speaker 3 (13:11):
Well, the simplest way is delegating.
So you, as a leader, there arethings on your plate, and if you
were to delegate one thing to adirect report that they
normally don't do, you would besurprised what it does to your
relationship.
One it sends a message that Itrust you.
Two, you'll have to coach themup and help them become better,
(13:34):
and this makes them morevaluable to the organization,
more valuable to you, and youhave a much better collaborative
relationship with your directreport, and you'll be surprised
that they're happy to take it onand they, in turn, may have to
delegate to one of their directreports, right?
(13:54):
So it has almost like thistrickle down effect you know so
you delegate, they delegate,that person delegates.
So everyone in the organization,in your division or team, is
becoming better, which allowsyou to take on bigger things.
So, as you delegate, thatallows you to go create problems
(14:15):
for yourself, to go learnsomething.
So, if you're a middle manager,maybe being able to read
financial statements reallyeffectively and then be able to
create budgets for your divisionand being able to take that to
your direct report I mean toyour, to your leading up to your
boss and say, hey, these arethe things that I'm working on.
(14:36):
I've never created a budget.
I'm doing that now.
Can you help me?
So, instead of you waiting forthem to delegate something to
you, go to them, help me.
So, instead of you waiting forthem to delegate something to
you, go to them.
Kind of creating a problem foryour boss to coach you up.
But it allows you to becomemore valuable to your boss and
to the organization.
Speaker 1 (15:06):
I have to tell you I was considered a problem creator
throughout my career from thevery, from the very I think it
was my parents, you know and Ialways went looking for
something that was broken, thatneeded to be fixed, and that's
how I got promoted and leveragedand and leveled up as a result
of that.
So I absolutely agree with youand I love that financial
example, because there's a lotof middle managers who will say
I need financial acumen, but Idon't have time to go get it.
(15:27):
And I think what you're sayingis create problems that are
delegated to other people.
That will open up time for youto go and get that experience.
Now you use the term term coachup multiple times.
Yes, Do you find that manyleaders struggle to understand
(15:51):
how to coach up their people?
Speaker 3 (15:55):
Yes, where I see it the most, where you have these
people who are really, reallysmart, like these high A's who
know how to do it all and theyare not good at delegating and
so, as a result, they don'tinvest time coaching people up
(16:19):
To them, it may seem like, ah,it takes too long, you know, I
can just do it myself.
Yeah, for themselves, which is,as their company grows or their
division grows, they have tohire a whole new crew of direct
(16:40):
reports because the people underthem haven't grown with the
organization or the division,and so now they are frustrated.
It's like, oh, my people haveall these limits, but part of
your job as a leader is toactually bring more out of
people than they know how tobring out of themselves.
(17:01):
You know Tom Watson Jr, the sonof the founder of IBM.
He, in the 1960s.
He said we're going to go intothe business of mainframe
computers.
Really, yes, that's going to beour breakthrough.
(17:22):
And this is your budget andthis is the time you have.
And they went over time andthey went over budget.
He said I will allocate moremoney and you have more time.
And they went over that timeand they went over budget.
He said I will allocate moremoney and you have more time.
And they went over that timeand they went over that budget
and he said we're going to dothis.
But so, as you can see, this isa problem.
(17:45):
It's a problem for the people.
They don't know how to do it.
We've never done it and nowwe're burning more cash than we
allocated and we burned throughtime.
And he said, well, more money,more time.
And eventually they did, andthat put IBM on the map as a
yeah as right, really big.
(18:05):
We have these mainframes.
They were the leaders in that,but there was a huge commitment
from the CEO and he was OK withhis people not getting it right.
The first time, I will allocatemore money and more time.
So, as as a leader, are youcoaching your people up,
ensuring they have the resourcesto actually accomplish the
(18:25):
things that will put yourorganization on the map in the
big way?
I mean, steve Jobs is a guy whowe all know that there's a
professional troublemaker rightthere.
Steve Jobs.
Speaker 1 (18:38):
Yes, he was so a professional troublemaker.
If a team wants to grow, if abusiness wants to grow, if the
company wants to grow, they needto be finding and they need to
be challenging every one oftheir employees to find those
opportunities, find thosechallenges, find those problems
(18:59):
for them to solve, create andthen innovate on intentionally
disrupting your.
Speaker 3 (19:10):
Disrupting your people is when there are
economic changes, when covetshows up, when things happen.
The black swan are you familiarwith that book, the black?
swan when black swans do occur,that you.
It's really advantageous tohave a team, a corporation
that's nimble enough to be ableto make those shifts when you
(19:33):
have to.
I mean, covid was a black swan,right?
No one saw that coming.
I mean, there are people whowill say I saw it, but as a
general rule, the most people onthe planet didn't see COVID
coming, and there are otherincidents like that that occur
and you just didn't see itcoming.
(19:53):
So how nimble is your team?
How can they change ortransform in the face of
disruption?
Disruption happens.
So if your people are trainedto be disrupted, when other
disruptions happen, they're notthrown off.
It's almost like Navy SEALs aretrained to deal with chaos and
(20:15):
disruption.
So how do you train your people, without putting them through
Navy SEAL training, to be moreeffective in the face of chaos
and disruption?
And one of the things that Isuggested was asking your people
to do things they do not knowhow to do.
That's one way to do there, andwhen you are asking your people
(20:40):
to create a mainframe and we'venever done it that's a problem
You're creating a problem forthem to solve and when it's
solved, you have a breakthroughfor the organization you have a
breakthrough for theorganization.
Speaker 1 (20:55):
So, Ted, what do you tell leaders who say I just
don't have time.
I have far too much on my platealready.
I have my calendar wascompletely full.
What do you tell them?
To kind of smack them intowaking up and not making this
excuse that they don't have timeto create disruption.
Speaker 3 (21:18):
When people hire me, they often think they are hiring
me to come in and solveproblems.
They don't know that I'mactually coming in to create
problems.
So before we start talkingabout executing a breakthrough
initiative, the first thing thatI do is help them uncover blind
(21:40):
spots and mental barriers.
So there's a method, and youcould say what I have is a
technology.
It's a mindset technology thattransforms the way people, the
way they think, the way they seethemselves, their employees and
their customers.
And if you don't do that, theywill go into the conversation of
(22:08):
a breakthrough with exactlywhat you said.
My people are not ready, theeconomy is not right, I have too
much on my plate, but you knowthere's a long list of reasons
why they cannot.
But when you disrupt thepreconceived notions they have
about self, the world, customers, you know what innovation is
possible that frees them up.
(22:29):
So you help people unlearn thethings that you said so that
they can pursue things that mayhave been right in front of them
and they just couldn't see it.
Speaker 1 (22:40):
Do you find them to be open to that, or are they
resistant to it?
Speaker 3 (22:46):
I don't think I've ever met anyone who didn't have
some resistance to it.
The smarter you are, who didn'thave some resistance to it, the
smarter you are.
There's so much you alreadyknow.
I'll give you an example.
I had a client, wharton MBAsmart guy, played basketball at
(23:06):
North Carolina I think it wasthe same college Michael Jordan
attended.
So he was an athlete and aWharton MBA really smart guy
worked in one of the bigbrokerage houses in M&A and made
a ton of money.
And then, when they decided togo out on his own, he was able
to secure funding and he starteddoing a roll-up.
(23:27):
He wanted to buy companies in acertain industry and he had
purchased three companiesalready.
And he said to me he hired mein the month of February and,
fast forward, we hit December.
What he said to me was I hiredyou to be a consultant who was
(23:50):
going to confirm the things thatI already knew and you were
just going to help me, you know,justify and give me some
intelligence that allowed me toexecute things that I knew and I
could justify to my team.
And then he said but I wasalmost ready to fire you because
(24:11):
I meet with you, you know,twice a month and you're the guy
I lean on that is going to helpme solve my problems.
And I come to you with aproblem and instead of you
solving my problem, you startasking me all of these questions
and I'm getting angry and I payyou a monthly retainer and I'm
(24:35):
coming to meet you with a checkin my hand to pay a guy who
won't solve my problems.
He makes me solve them myself.
And he said I was furious andasking myself why am I going to
see this guy Like, why am Ipaying a guy who won't solve a
problem for me?
Speaker 1 (24:55):
Right.
Speaker 3 (24:55):
And then he said it hit him that I was asking him
questions.
He wasn't asking himself and noone in his organization was
asking these questions.
And he said so my plan was tofire you in December.
And here we are, in Decemberand there's no way I'm going to
(25:21):
fire you.
In fact, I have a problem todayand I know you're going to ask
me a bunch of questions, solet's get started.
Okay, here's my problem.
Hit me with your questions.
So that's an example.
You know, even currently I havea client that says I don't even
know if you're asking aSocratic approach.
You're asking questions.
(25:42):
And he said I've actually seenothers get upset because you
force us to think in a way wenormally don't, and it sometimes
can be embarrassing that you'relearning things about yourself
in real time and you don't havethe answers.
So asking questions is one wayand you'll get resistance.
(26:06):
But overall, in my methodology,it really helps people look at
themselves and uncover thingsabout themselves that they
didn't even know.
They didn't know.
Speaker 1 (26:21):
Self-awareness is a beautiful thing, isn't it?
Speaker 3 (26:25):
I think this is even beyond self-awareness, because
there are things you don't know,you don't know about yourself
that create the blind spots thathave you be upset about
questions or have you tell yourpeople I don't have time for
this, I just have to do it likeyou, I'm in a rush or I have to.
You have to be the smartest inthe room of the genesis of how
(26:49):
you became that way.
Just being aware of yourself iskind of not good enough,
because you're only going to askquestions based on what you
already know.
Speaker 1 (27:02):
That's a beautiful point Awesome.
Speaker 3 (27:05):
So transformation I become sort of like a tour guide
of yourself and your life intransformation to help you
uncover things that you justcouldn't see on your own,
because we are generally notgiven the tools for this in our
education system.
Speaker 1 (27:23):
Would you say all of this that we've been talking
about is part of your leadershipdisruptions playbook?
Speaker 3 (27:32):
Absolutely.
Speaker 1 (27:36):
I do have to kind of skew a little bit away from that
for a second, because I gotvery curious about something
with you Is you have a book andit's called here's why you Can't
Find Love.
Now, what I found interestingabout it is when I looked into
it.
You bring business and personalrelationship together when you
(28:01):
describe it, so could you sharewith us a little bit about what
your book here's why you Can'tFind Love is about?
Speaker 3 (28:09):
Sure.
So I wrote the book because,for one, divorce rate is over
50% and that can't be good forany society.
Two, and here's where weconnect it to business,
corporate America.
Maybe you know the answer.
But if you do, great, butcorporate America is losing 300
billion, not million $300billion every year because of
(28:33):
workplace productivity.
Do you know why?
Speaker 1 (28:39):
Absenteeism, loneliness from their people.
Speaker 3 (28:46):
Those are actually good, but I'll whittle it down
to one word divorce.
Speaker 1 (28:53):
Wow.
Speaker 3 (28:55):
So what they have found is people going through
divorce.
Their workplace productivitydrops by 50 to 75 percent.
Now, with 50 percent of your 53or 55 percent of your
population going through divorce, that's a lot of people who are
distracted and not performingwell in the workplace.
That's a problem and $300billion loss.
(29:21):
We're pretending like itdoesn't exist.
It's like this invisible handsucking really revenue out of a
company and so when your peopleare not productive, you just
tend to get rid of people.
You start laying people off andyou don't lay off the people
going through divorce, you justlet randomly lay off people and
(29:45):
it's something that's just notdiscussed.
We are pretending like it's nothappening.
So it's like we're rushing tohave these great corporations
that are innovative and they'regrowing, and we're slitting our
wrists at the same time Oof, oofand we're slitting our wrists
at the same time, oof, oof.
Speaker 1 (30:00):
And so here's why you can't find love leans on what
type of concepts or ideas.
Speaker 3 (30:09):
The things that I'm talking about uncovering blind
spots, transforming mindset.
I infuse that into a book on atopic that most people can
understand and relate to.
Most people have had someintimate relationship in their
life, so it's a common ground.
But I infuse my businessadvisory coaching into something
(30:33):
that is common, so it showsthat it's transferable, so it
applies in the workplace and itapplies into your personal life.
If you could learn many of theseskills that make you more
effective at work, like conflictresolution.
So when your leader creates aproblem for you to solve, one of
(30:55):
the things it does is it putspeople in conflict with
themselves.
Hey look, we've never done this, I don't know how.
And now the ultimate conflictis if we go in this direction.
I may be not very competent inthis, so maybe I'm no longer
relevant in the workplace.
I could lose my job.
(31:15):
However, if I sabotage thisproject, I get to stay and keep
doing what I'm already good at,so that people don't manage that
conflict with themselves, andcreating problems can have
people conflict with other teammembers more efficient, more
(31:41):
effective in conflict resolution, and you take that home with
your spouse.
You will be more effective atresolving conflict with your
spouse, with your children, andI'm willing to bet most
marriages have dissolved becauseof some conflict.
That really wasn't a big deal.
People just didn't know how toresolve it.
Speaker 1 (31:59):
Amen, amen, amen, amen.
Seriously, you can look aroundand watch and experience
personally and you canabsolutely see those scenarios
happening.
Speaker 3 (32:14):
I love that.
Thank you.
The book literally takes peopleon a journey of transformation.
That's what the reader goesthrough and I pose it to me,
just writing words down and saythese are Ted-isms or Ted talk
from the real Ted.
It's a book over a real instant, where there are five women at
(32:35):
a party and they're interviewingme and they're like, kind of
like Ted, you know.
So what is it you want from arelationship?
What would you want from awoman?
And but you're a guy and howcould you say that?
And so there's this back andforth dynamic with five women
and and it's an extremelyengaging conversation, and each
(32:56):
woman has their own you knowpersonality and way of asking,
and so it allows the woman to Imean the reader to go on a
journey.
You know like they're in aworkshop when they're reading
the book.
So the book provides peoplewith skills that make them, I
would say, more competent.
First, in choosing someonewho's compatible for you in a
(33:18):
relationship, because that tendsto be what keeps people
together the compatibility.
And so knowing things aboutyourself that perhaps you didn't
know, and having distinctionsfor what could derail your
relationship or derail you orput you in conflict.
Also, being a more efficientcommunicator, which also is
(33:42):
important in the workplace.
If you learn many of theseskills at work and you take them
home, life will be better andso will the workplace.
Speaker 1 (33:51):
What would you say would be one thing you would
want our leaders, who arelistening and watching, to do
right now.
Speaker 3 (34:03):
That can start getting them on the path of
really becoming a disruptiveleader many of these leaders
already have this idea, thissort of legacy they'd like to
leave behind this, this thingthey'd like to accomplish.
Except it's not the right time.
(34:23):
My people are not ready.
You kind of have that, mostpeople, and so the question is
what would be a breakthrough foryou and your team or your
enterprise?
And second is delegate twothings so that you can now
dedicate time to thatbreakthrough initiative
(34:46):
Strategically delegate.
Delegate one thing to one person, another thing to another and
coach them up and understand whyyou are delegating this to them
and how it supports the growthin their career, this to them,
and how it supports the growthin their career.
And then it frees you up sothat you can go and focus on any
(35:06):
skills and competencies youneed to develop in your own
mindset and you're able toactually take on this new
possibility.
I mean, I mean, if you justthink about it, a major job of
any leader is to be in thebusiness of creating new
possibilities, not to maintainstatus quo.
If you are there and you arejust maintaining your company,
(35:30):
you're headed for obsolescence.
You just don't know it yet oryou're in denial.
Speaker 1 (35:35):
Great way to bring it all together and cap it off.
Thank you so much, Ted, butbefore you go, I just want to
remind everyone please go toturnaroundipcom and check out
all the work that he's doing andhow he could support you as
well.
Follow him on LinkedIn, Lookfor Ted Santos, and you'll
(35:58):
easily locate him as well onAmazon His book.
Here's why you Can't Find Love,Ted.
Thank you so much.
This has been fabulous.
Speaker 3 (36:09):
Thanks for having me.
It's been a pleasure.
Speaker 1 (36:11):
You're welcome.
What a powerhouse conversationwith Ted Santos of Turnaround
Investment Partners.
The whole idea of being aproblem creator is so exciting.
Think about it.
You just don't want to besolving the problems that you
know already exist.
That's pretty much even Tedwould say probably status quo.
(36:34):
What you want to be doing toreally ignite innovation, as he
says, is to go and createproblems that need to be solved
and then actually delegate andassign your people to go and
solve those problems, to givethem an opportunity to learn and
(36:56):
to grow.
He talked about the fact thatyou really need to ask your
people to do something that theydon't know how to do.
Why is that?
Then they'll learn new skills,they'll learn how to solve
problems, they'll learn how toengage other resources and
really team and seek out what isneeded in order to solve those
(37:17):
problems.
So it's a great way to do twothings One, delegate to others,
so you open up some space onyour calendar or on your to-do
list where you can then becreating bigger and better
opportunities and challenges andproblems and innovations, and
(37:38):
then, at the same time, you'realso coaching up, as Ted calls
it your people so that they feelmore valued, more engaged, more
important to the businessbecause they are, too, learning
and developing, growing.
I absolutely loved it and I hopeyou did as well.
And if you did, please be sureto share it with your colleagues
(38:00):
, with your team members.
At the same time, be sure tofollow the show.
You can go toballoffirecoachingcom forward
slash podcast and follow us onany one of your podcast
streaming services or even onour Shed the Corporate Bitch TV
YouTube channel and also, if youhappen to have a challenge that
(38:21):
you're dealing with yourself,beyond what we talked about
today, just in regards tobecoming a powerhouse leader,
then let's talk.
You can go tocoachmebernadettecom forward
slash discovery call and allowme to understand what it is that
you're dealing with, give yousome tips and strategies and
point you in the right direction.
(38:41):
I'll look forward to having youright back here for another
episode of Shedding theCorporate Bitch.
Bye.
Speaker 2 (38:47):
Thank you for tuning into today's episode of Shedding
the Corporate Bitch.
Every journey taken together isanother step towards unleashing
the powerhouse leader withinyou.
Don't miss any of our weeklyepisodes.
Subscribe to our podcast onApple Podcasts, spotify or
wherever you love to listen.
And, for those who thrive onvisual content, catch us on our
(39:09):
Shedding the Bitch YouTubechannel.
Want to dive deeper withBernadette on becoming a
powerhouse leader?
Visit balloffirecoachingcom tolearn more about how she helps
professionals, hr executives andteam leaders elevate overall
team performance.
You've been listening toShedding the Corporate Bitch
with Bernadette Boas.
Until next time, keep shedding,keep growing and keep leading.
Welcome to another powerhouse episode of Shedding
the Corporate Bitch, where wechallenge conventional
leadership and unlockbreakthrough success.
Today, we're diving into theLeadership Disruptors Playbook
the game-changing approach thatturns chaos into opportunity and
builds high-performing teamslike never before.
(00:22):
Our guest is Ted Santos, ceo ofTurnaround Investment Partners,
known for his radicalstrategies that help leaders
break through limitations andtransforms company culture.
Ted's approach flips the scripton leadership, teaching you how
to move from being a problemsolver to a problem creator,
(00:43):
intentionally fosteringchallenges that spark innovation
and drive explosive growth.
In this episode, ted will walkyou through how to master the
breakthrough mindset and embracedisruption as a strategic
advantage as well.
The art of intentionallycreating challenges that ignite
innovation.
(01:04):
And, lastly, leadershipstrategies to scale the
impossible without breaking yourcompany.
If you're ready to disrupt thestatus quo, lead boldly and
achieve what others deemimpossible, then this episode is
for you.
Speaker 2 (01:21):
Welcome to Shedding the Corporate Bitch, the podcast
that transforms today'smanagers into tomorrow's
powerhouse leaders.
Your host, Bernadette Bo-after,leadership coach and speaker,
(01:44):
illustrates the very essence oftransformation that she now
inspires in others with her tips, strategies and stories.
So if you're ready to shed thebitches of fear and insecurity,
ditch the imposter syndrome andstep into the role of the
powerhouse leader you were bornto be, this podcast is for you.
Let's do this.
Speaker 1 (02:07):
Ted, how are you Welcome?
Welcome, welcome.
Speaker 3 (02:10):
I'm doing very well.
How about yourself?
Speaker 1 (02:13):
I am doing fabulous and I'm so excited to actually
have this conversation with you.
As we talked about right beforewe got onto the program,
leaders need a lot of help tounderstand really how to
navigate the chaos that is thebusiness world anymore.
But before we get into oursubject for today, I'd love our
(02:37):
listeners and our viewers toreally get to know our guests
personally.
So could you share a little bitabout Ted?
Speaker 3 (02:44):
Sure.
So I have had some thingshappen in my life that shaped me
in a way that I would havenever imagined it would have
shaped me.
So these were things thatoccurred and the way they
benefited me.
I had never really shared itbecause I didn't distinguish
them as something that would.
(03:04):
One interest people and two.
Misfortune can sometimes be yourfortune, and one of the ways
that helps me explain to peoplewhat did happen our author,
malcolm Gladwell.
He wrote a book called Davidand Goliath and in that book he
(03:27):
talks about exactly how Davidwas disadvantaged and how some
of our misfortune ordisadvantages turn into our
fortunes.
So my first misfortune happenedwhen I was at the age of six.
It was actually on New Year'sDay and I saw my mother run with
broken legs.
At the time I did not know shehad two broken legs, but it was
(03:50):
New Year's Eve.
She took her.
At the time there were onlythree children and I'm the
oldest, and we went to hermother's for New Year's Eve and
she has quite a few brothers andsisters.
They were there, friends andfamily.
It was a great time and myfather, he did not join us.
So we go, we're leaving, I don'tknow, maybe it's four or five,
(04:12):
six in the morning, it's all Iknow is it's dark and I'm sleepy
.
So I'm in the front, myself andmy siblings are on the front
seat, because my mother droppedher brother and his wife off at
their house and she said ah, 15minute drive, I'll leave them, I
won't wake them up.
So we sat there and then bang.
I wake up and the car iswrapped around a tree.
(04:34):
I've got cut, broken nose andmy brother and sisters were all
bleeding.
And I look over and my mother'sgone and I'm just tall enough
to look over the dashboard and Iwatch her run.
She didn't limp crawl, she justran.
I'd seen my mother run in mylong six years of life.
I had already seen her runquite a few times.
(04:54):
And then my father comes downin no time and he and his cousin
carry us out.
We go to the hospital and Ihear my mother had broken two
broken legs, broken arm.
Speaker 1 (05:04):
Ouch.
Speaker 3 (05:05):
And I'm now.
My life has changed foreverbecause I saw her run like
normal.
In my mind I'm thinking humanbeings have a capacity and we
don't know how to get to it.
So I am going to understandwhatever that is and learn how
(05:25):
to pull it out on purpose sothat you don't have to be in
such an extreme circumstance.
So at nine, I start literallyresearching human behavior so I
can understand how human beingsin the mind and people work.
At 11, I start exercisingpush-ups, sit-ups.
I want to build this nice cutup body and when I hit high
(05:48):
school I'm five foot six.
I'm dunking basketballs I and Idon't like basketball.
I ran track and played football,but on football I played on the
defensive line, which, asdefensive nose guard technically
that should be the biggest guyon the field and I weighed 143
pounds at 5'6" and I was astarting defensive nose guard
(06:11):
and I did a great job in thatposition.
So my mother's broken legs gaveme this advantage because even
when I trained for track andfootball, I had this mindset and
I couldn't tell is that I wastraining to run with broken legs
.
I was training to have thatkind of mindset and performance.
(06:31):
So if people were to ask me whydo you train so hard?
I would not have been able toexpress that then.
Fast forward I'm 21.
There are now four children andI lose both parents in one day,
and now I am the head of thefamily.
And so there's still thatrunning with broken legs.
(06:55):
And now I'll go to MalcolmGladwell's book.
In his book he talks about howpeople who lose parents around
the age of 20 tend to be reallygood leaders, because they learn
to lead in chaos.
They learn lots of things aboutleadership.
So I learned how to coach mysisters, who were 12 and 16.
(07:17):
My brother was 19.
He had a full ride footballscholarship, so I take him off
to college and my sisters.
I need 12 and 16 year old girlsto do things.
They.
It's not that they don't knowhow to do them, they don't even
know.
They don't know how to do thesethings Right.
So I ask them to do things,knowing they would fail.
(07:37):
And instead of telling them howto do it, I became Socrates and
I would ask them questions andthey go do it.
They fail to come back.
I became Socrates and I wouldask them questions and they go
do it.
They fail.
They come back, ask morequestions.
They fail, they come back untilthey would learn how to figure
it out and then over time, theydevelop a new capacity for
solving problems and I could askthem to do it.
(07:59):
They would figure out on theirown how to solve it.
And when I was then as amanager, chief operating officer
, I found myself doing the samething.
How do you coach people up todo things they don't know how to
do, or to solve problems, sothat they don't come to me to
solve problems, at least for thenormal day-to-day, no matter
(08:22):
how chaotic?
And one of the things that Iread in Malcolm Gladwell's book
David and Goliath the people wholost parents at that age they
said when they were runningcompanies that were in chaos.
They said I have seen morechaos than this, so I can work
it through.
Speaker 1 (08:41):
That is beautiful, beautiful, sorry you had to go
through that, but on the flipside, what a wonderful takeaway,
what a wonderful growthexperience and opportunity for
yourself.
That's, yeah, that's absolutelyfabulous, and it kind of is a
great segue into what we'regoing to talk about in regards
(09:02):
to the leadership disruptorsPlaybook, because the one thing
that you talk about is the factthat leaders have to be really
good, not only problem solvers,but you talk about that.
You also want them to beproblem creators and create
challenges and disrupt things.
(09:24):
So could you help us understandhow that plays into the way a
leader can really excel in theirrole?
Speaker 3 (09:33):
Sure, disrupt your or , if you're the CEO, either
disrupt your organization oryour competition will, and when
they disrupt you, you may go outof business or it will be
expensive to play catch up.
So if you're the CEO, if youare not intentionally creating
(09:55):
problems for your organizationto solve, you should be fired or
retrained immediately.
And if we look at John FKennedy when he said before the
end of the decade we will send aman to the moon, that was an
example of him creating this newpossibility, this new future
that no one knew how to do andit disrupted whatever the normal
(10:18):
trajectory was for the UnitedStates.
That altered it.
And I've met people who wereold enough to have been in
college during that time andthey said they changed their
major because they wanted tocontribute to sending a man to
the moon.
So disruption can have thatkind of impact where it
galvanizes people and it becomesa platform where people want to
(10:41):
support and create and dosomething that they haven't done
, that they can be part of thathistorical moment.
Speaker 1 (10:49):
Nice.
Now, using that premise ofreally creating problems, let's
take it down from the CEO intoeven the middle managers, to
senior leaders, who also need tohave that mindset, that need to
(11:09):
bring in that disruption.
Give us some examples of whatyou've seen and experienced,
even in the work that you'vedone, that they can then relate
to saying, oh okay, now Iunderstand what I should be
doing on a day in, day out basis.
Speaker 3 (11:26):
So if you look at it tactically and it doesn't matter
if you are middle management,supervisor or senior one of the
things that I've seen be veryeffective is, first, your direct
reports.
You need to understand, almostlike an inventory, their
intellectual capital, like whattheir skills and competencies
(11:50):
are, and everyone like what I'msaying to you.
I had transferable skills, so Itransferred skills from you
know my parents' death torunning an organization.
Everyone has some transferableskill that they value and it may
(12:11):
not be being leveraged in acorporation.
So, as a leader, it's your jobto like know people, and so me
starting to research human knowpeople, and so me starting to
research human behavior at ninegave me a huge advantage of
knowing people.
And one of the things that I'veseen leaders do that's
(12:32):
effective is ask your people todo things they don't know how to
do and be okay with themfailing.
But it's something that's sortof tangential, something that
moves them in a direction thatthey normally wouldn't, and it's
a way of mining untapped skillsand competencies in your people
(12:53):
.
Speaker 1 (12:54):
And there's endless things that could be worked on,
right, because?
I can imagine somebody sittingthere going well, I don't know
what I could give them or whatthat problem is.
So that's where creativitycomes in.
Speaker 3 (13:11):
Well, the simplest way is delegating.
So you, as a leader, there arethings on your plate, and if you
were to delegate one thing to adirect report that they
normally don't do, you would besurprised what it does to your
relationship.
One it sends a message that Itrust you.
Two, you'll have to coach themup and help them become better,
(13:34):
and this makes them morevaluable to the organization,
more valuable to you, and youhave a much better collaborative
relationship with your directreport, and you'll be surprised
that they're happy to take it onand they, in turn, may have to
delegate to one of their directreports, right?
(13:54):
So it has almost like thistrickle down effect you know so
you delegate, they delegate,that person delegates.
So everyone in the organization,in your division or team, is
becoming better, which allowsyou to take on bigger things.
So, as you delegate, thatallows you to go create problems
(14:15):
for yourself, to go learnsomething.
So, if you're a middle manager,maybe being able to read
financial statements reallyeffectively and then be able to
create budgets for your divisionand being able to take that to
your direct report I mean toyour, to your leading up to your
boss and say, hey, these arethe things that I'm working on.
(14:36):
I've never created a budget.
I'm doing that now.
Can you help me?
So, instead of you waiting forthem to delegate something to
you, go to them, help me.
So, instead of you waiting forthem to delegate something to
you, go to them.
Kind of creating a problem foryour boss to coach you up.
But it allows you to becomemore valuable to your boss and
to the organization.
Speaker 1 (15:06):
I have to tell you I was considered a problem creator
throughout my career from thevery, from the very I think it
was my parents, you know and Ialways went looking for
something that was broken, thatneeded to be fixed, and that's
how I got promoted and leveragedand and leveled up as a result
of that.
So I absolutely agree with youand I love that financial
example, because there's a lotof middle managers who will say
I need financial acumen, but Idon't have time to go get it.
(15:27):
And I think what you're sayingis create problems that are
delegated to other people.
That will open up time for youto go and get that experience.
Now you use the term term coachup multiple times.
Yes, Do you find that manyleaders struggle to understand
(15:51):
how to coach up their people?
Speaker 3 (15:55):
Yes, where I see it the most, where you have these
people who are really, reallysmart, like these high A's who
know how to do it all and theyare not good at delegating and
so, as a result, they don'tinvest time coaching people up
(16:19):
To them, it may seem like, ah,it takes too long, you know, I
can just do it myself.
Yeah, for themselves, which is,as their company grows or their
division grows, they have tohire a whole new crew of direct
(16:40):
reports because the people underthem haven't grown with the
organization or the division,and so now they are frustrated.
It's like, oh, my people haveall these limits, but part of
your job as a leader is toactually bring more out of
people than they know how tobring out of themselves.
(17:01):
You know Tom Watson Jr, the sonof the founder of IBM.
He, in the 1960s.
He said we're going to go intothe business of mainframe
computers.
Really, yes, that's going to beour breakthrough.
(17:22):
And this is your budget andthis is the time you have.
And they went over time andthey went over budget.
He said I will allocate moremoney and you have more time.
And they went over that timeand they went over budget.
He said I will allocate moremoney and you have more time.
And they went over that timeand they went over that budget
and he said we're going to dothis.
But so, as you can see, this isa problem.
(17:45):
It's a problem for the people.
They don't know how to do it.
We've never done it and nowwe're burning more cash than we
allocated and we burned throughtime.
And he said, well, more money,more time.
And eventually they did, andthat put IBM on the map as a
yeah as right, really big.
(18:05):
We have these mainframes.
They were the leaders in that,but there was a huge commitment
from the CEO and he was OK withhis people not getting it right.
The first time, I will allocatemore money and more time.
So, as as a leader, are youcoaching your people up,
ensuring they have the resourcesto actually accomplish the
(18:25):
things that will put yourorganization on the map in the
big way?
I mean, steve Jobs is a guy whowe all know that there's a
professional troublemaker rightthere.
Steve Jobs.
Speaker 1 (18:38):
Yes, he was so a professional troublemaker.
If a team wants to grow, if abusiness wants to grow, if the
company wants to grow, they needto be finding and they need to
be challenging every one oftheir employees to find those
opportunities, find thosechallenges, find those problems
(18:59):
for them to solve, create andthen innovate on intentionally
disrupting your.
Speaker 3 (19:10):
Disrupting your people is when there are
economic changes, when covetshows up, when things happen.
The black swan are you familiarwith that book, the black?
swan when black swans do occur,that you.
It's really advantageous tohave a team, a corporation
that's nimble enough to be ableto make those shifts when you
(19:33):
have to.
I mean, covid was a black swan,right?
No one saw that coming.
I mean, there are people whowill say I saw it, but as a
general rule, the most people onthe planet didn't see COVID
coming, and there are otherincidents like that that occur
and you just didn't see itcoming.
(19:53):
So how nimble is your team?
How can they change ortransform in the face of
disruption?
Disruption happens.
So if your people are trainedto be disrupted, when other
disruptions happen, they're notthrown off.
It's almost like Navy SEALs aretrained to deal with chaos and
(20:15):
disruption.
So how do you train your people, without putting them through
Navy SEAL training, to be moreeffective in the face of chaos
and disruption?
And one of the things that Isuggested was asking your people
to do things they do not knowhow to do.
That's one way to do there, andwhen you are asking your people
(20:40):
to create a mainframe and we'venever done it that's a problem
You're creating a problem forthem to solve and when it's
solved, you have a breakthroughfor the organization you have a
breakthrough for theorganization.
Speaker 1 (20:55):
So, Ted, what do you tell leaders who say I just
don't have time.
I have far too much on my platealready.
I have my calendar wascompletely full.
What do you tell them?
To kind of smack them intowaking up and not making this
excuse that they don't have timeto create disruption.
Speaker 3 (21:18):
When people hire me, they often think they are hiring
me to come in and solveproblems.
They don't know that I'mactually coming in to create
problems.
So before we start talkingabout executing a breakthrough
initiative, the first thing thatI do is help them uncover blind
(21:40):
spots and mental barriers.
So there's a method, and youcould say what I have is a
technology.
It's a mindset technology thattransforms the way people, the
way they think, the way they seethemselves, their employees and
their customers.
And if you don't do that, theywill go into the conversation of
(22:08):
a breakthrough with exactlywhat you said.
My people are not ready, theeconomy is not right, I have too
much on my plate, but you knowthere's a long list of reasons
why they cannot.
But when you disrupt thepreconceived notions they have
about self, the world, customers, you know what innovation is
possible that frees them up.
(22:29):
So you help people unlearn thethings that you said so that
they can pursue things that mayhave been right in front of them
and they just couldn't see it.
Speaker 1 (22:40):
Do you find them to be open to that, or are they
resistant to it?
Speaker 3 (22:46):
I don't think I've ever met anyone who didn't have
some resistance to it.
The smarter you are, who didn'thave some resistance to it, the
smarter you are.
There's so much you alreadyknow.
I'll give you an example.
I had a client, wharton MBAsmart guy, played basketball at
(23:06):
North Carolina I think it wasthe same college Michael Jordan
attended.
So he was an athlete and aWharton MBA really smart guy
worked in one of the bigbrokerage houses in M&A and made
a ton of money.
And then, when they decided togo out on his own, he was able
to secure funding and he starteddoing a roll-up.
(23:27):
He wanted to buy companies in acertain industry and he had
purchased three companiesalready.
And he said to me he hired mein the month of February and,
fast forward, we hit December.
What he said to me was I hiredyou to be a consultant who was
(23:50):
going to confirm the things thatI already knew and you were
just going to help me, you know,justify and give me some
intelligence that allowed me toexecute things that I knew and I
could justify to my team.
And then he said but I wasalmost ready to fire you because
(24:11):
I meet with you, you know,twice a month and you're the guy
I lean on that is going to helpme solve my problems.
And I come to you with aproblem and instead of you
solving my problem, you startasking me all of these questions
and I'm getting angry and I payyou a monthly retainer and I'm
(24:35):
coming to meet you with a checkin my hand to pay a guy who
won't solve my problems.
He makes me solve them myself.
And he said I was furious andasking myself why am I going to
see this guy Like, why am Ipaying a guy who won't solve a
problem for me?
Speaker 1 (24:55):
Right.
Speaker 3 (24:55):
And then he said it hit him that I was asking him
questions.
He wasn't asking himself and noone in his organization was
asking these questions.
And he said so my plan was tofire you in December.
And here we are, in Decemberand there's no way I'm going to
(25:21):
fire you.
In fact, I have a problem todayand I know you're going to ask
me a bunch of questions, solet's get started.
Okay, here's my problem.
Hit me with your questions.
So that's an example.
You know, even currently I havea client that says I don't even
know if you're asking aSocratic approach.
You're asking questions.
(25:42):
And he said I've actually seenothers get upset because you
force us to think in a way wenormally don't, and it sometimes
can be embarrassing that you'relearning things about yourself
in real time and you don't havethe answers.
So asking questions is one wayand you'll get resistance.
(26:06):
But overall, in my methodology,it really helps people look at
themselves and uncover thingsabout themselves that they
didn't even know.
They didn't know.
Speaker 1 (26:21):
Self-awareness is a beautiful thing, isn't it?
Speaker 3 (26:25):
I think this is even beyond self-awareness, because
there are things you don't know,you don't know about yourself
that create the blind spots thathave you be upset about
questions or have you tell yourpeople I don't have time for
this, I just have to do it likeyou, I'm in a rush or I have to.
You have to be the smartest inthe room of the genesis of how
(26:49):
you became that way.
Just being aware of yourself iskind of not good enough,
because you're only going to askquestions based on what you
already know.
Speaker 1 (27:02):
That's a beautiful point Awesome.
Speaker 3 (27:05):
So transformation I become sort of like a tour guide
of yourself and your life intransformation to help you
uncover things that you justcouldn't see on your own,
because we are generally notgiven the tools for this in our
education system.
Speaker 1 (27:23):
Would you say all of this that we've been talking
about is part of your leadershipdisruptions playbook?
Speaker 3 (27:32):
Absolutely.
Speaker 1 (27:36):
I do have to kind of skew a little bit away from that
for a second, because I gotvery curious about something
with you Is you have a book andit's called here's why you Can't
Find Love.
Now, what I found interestingabout it is when I looked into
it.
You bring business and personalrelationship together when you
(28:01):
describe it, so could you sharewith us a little bit about what
your book here's why you Can'tFind Love is about?
Speaker 3 (28:09):
Sure.
So I wrote the book because,for one, divorce rate is over
50% and that can't be good forany society.
Two, and here's where weconnect it to business,
corporate America.
Maybe you know the answer.
But if you do, great, butcorporate America is losing 300
billion, not million $300billion every year because of
(28:33):
workplace productivity.
Do you know why?
Speaker 1 (28:39):
Absenteeism, loneliness from their people.
Speaker 3 (28:46):
Those are actually good, but I'll whittle it down
to one word divorce.
Speaker 1 (28:53):
Wow.
Speaker 3 (28:55):
So what they have found is people going through
divorce.
Their workplace productivitydrops by 50 to 75 percent.
Now, with 50 percent of your 53or 55 percent of your
population going through divorce, that's a lot of people who are
distracted and not performingwell in the workplace.
That's a problem and $300billion loss.
(29:21):
We're pretending like itdoesn't exist.
It's like this invisible handsucking really revenue out of a
company and so when your peopleare not productive, you just
tend to get rid of people.
You start laying people off andyou don't lay off the people
going through divorce, you justlet randomly lay off people and
(29:45):
it's something that's just notdiscussed.
We are pretending like it's nothappening.
So it's like we're rushing tohave these great corporations
that are innovative and they'regrowing, and we're slitting our
wrists at the same time Oof, oofand we're slitting our wrists
at the same time, oof, oof.
Speaker 1 (30:00):
And so here's why you can't find love leans on what
type of concepts or ideas.
Speaker 3 (30:09):
The things that I'm talking about uncovering blind
spots, transforming mindset.
I infuse that into a book on atopic that most people can
understand and relate to.
Most people have had someintimate relationship in their
life, so it's a common ground.
But I infuse my businessadvisory coaching into something
(30:33):
that is common, so it showsthat it's transferable, so it
applies in the workplace and itapplies into your personal life.
If you could learn many of theseskills that make you more
effective at work, like conflictresolution.
So when your leader creates aproblem for you to solve, one of
(30:55):
the things it does is it putspeople in conflict with
themselves.
Hey look, we've never done this, I don't know how.
And now the ultimate conflictis if we go in this direction.
I may be not very competent inthis, so maybe I'm no longer
relevant in the workplace.
I could lose my job.
(31:15):
However, if I sabotage thisproject, I get to stay and keep
doing what I'm already good at,so that people don't manage that
conflict with themselves, andcreating problems can have
people conflict with other teammembers more efficient, more
(31:41):
effective in conflict resolution, and you take that home with
your spouse.
You will be more effective atresolving conflict with your
spouse, with your children, andI'm willing to bet most
marriages have dissolved becauseof some conflict.
That really wasn't a big deal.
People just didn't know how toresolve it.
Speaker 1 (31:59):
Amen, amen, amen, amen.
Seriously, you can look aroundand watch and experience
personally and you canabsolutely see those scenarios
happening.
Speaker 3 (32:14):
I love that.
Thank you.
The book literally takes peopleon a journey of transformation.
That's what the reader goesthrough and I pose it to me,
just writing words down and saythese are Ted-isms or Ted talk
from the real Ted.
It's a book over a real instant, where there are five women at
(32:35):
a party and they're interviewingme and they're like, kind of
like Ted, you know.
So what is it you want from arelationship?
What would you want from awoman?
And but you're a guy and howcould you say that?
And so there's this back andforth dynamic with five women
and and it's an extremelyengaging conversation, and each
(32:56):
woman has their own you knowpersonality and way of asking,
and so it allows the woman to Imean the reader to go on a
journey.
You know like they're in aworkshop when they're reading
the book.
So the book provides peoplewith skills that make them, I
would say, more competent.
First, in choosing someonewho's compatible for you in a
(33:18):
relationship, because that tendsto be what keeps people
together the compatibility.
And so knowing things aboutyourself that perhaps you didn't
know, and having distinctionsfor what could derail your
relationship or derail you orput you in conflict.
Also, being a more efficientcommunicator, which also is
(33:42):
important in the workplace.
If you learn many of theseskills at work and you take them
home, life will be better andso will the workplace.
Speaker 1 (33:51):
What would you say would be one thing you would
want our leaders, who arelistening and watching, to do
right now.
Speaker 3 (34:03):
That can start getting them on the path of
really becoming a disruptiveleader many of these leaders
already have this idea, thissort of legacy they'd like to
leave behind this, this thingthey'd like to accomplish.
Except it's not the right time.
(34:23):
My people are not ready.
You kind of have that, mostpeople, and so the question is
what would be a breakthrough foryou and your team or your
enterprise?
And second is delegate twothings so that you can now
dedicate time to thatbreakthrough initiative
(34:46):
Strategically delegate.
Delegate one thing to one person, another thing to another and
coach them up and understand whyyou are delegating this to them
and how it supports the growthin their career, this to them,
and how it supports the growthin their career.
And then it frees you up sothat you can go and focus on any
(35:06):
skills and competencies youneed to develop in your own
mindset and you're able toactually take on this new
possibility.
I mean, I mean, if you justthink about it, a major job of
any leader is to be in thebusiness of creating new
possibilities, not to maintainstatus quo.
If you are there and you arejust maintaining your company,
(35:30):
you're headed for obsolescence.
You just don't know it yet oryou're in denial.
Speaker 1 (35:35):
Great way to bring it all together and cap it off.
Thank you so much, Ted, butbefore you go, I just want to
remind everyone please go toturnaroundipcom and check out
all the work that he's doing andhow he could support you as
well.
Follow him on LinkedIn, Lookfor Ted Santos, and you'll
(35:58):
easily locate him as well onAmazon His book.
Here's why you Can't Find Love,Ted.
Thank you so much.
This has been fabulous.
Speaker 3 (36:09):
Thanks for having me.
It's been a pleasure.
Speaker 1 (36:11):
You're welcome.
What a powerhouse conversationwith Ted Santos of Turnaround
Investment Partners.
The whole idea of being aproblem creator is so exciting.
Think about it.
You just don't want to besolving the problems that you
know already exist.
That's pretty much even Tedwould say probably status quo.
(36:34):
What you want to be doing toreally ignite innovation, as he
says, is to go and createproblems that need to be solved
and then actually delegate andassign your people to go and
solve those problems, to givethem an opportunity to learn and
(36:56):
to grow.
He talked about the fact thatyou really need to ask your
people to do something that theydon't know how to do.
Why is that?
Then they'll learn new skills,they'll learn how to solve
problems, they'll learn how toengage other resources and
really team and seek out what isneeded in order to solve those
(37:17):
problems.
So it's a great way to do twothings One, delegate to others,
so you open up some space onyour calendar or on your to-do
list where you can then becreating bigger and better
opportunities and challenges andproblems and innovations, and
(37:38):
then, at the same time, you'realso coaching up, as Ted calls
it your people so that they feelmore valued, more engaged, more
important to the businessbecause they are, too, learning
and developing, growing.
I absolutely loved it and I hopeyou did as well.
And if you did, please be sureto share it with your colleagues
(38:00):
, with your team members.
At the same time, be sure tofollow the show.
You can go toballoffirecoachingcom forward
slash podcast and follow us onany one of your podcast
streaming services or even onour Shed the Corporate Bitch TV
YouTube channel and also, if youhappen to have a challenge that
(38:21):
you're dealing with yourself,beyond what we talked about
today, just in regards tobecoming a powerhouse leader,
then let's talk.
You can go tocoachmebernadettecom forward
slash discovery call and allowme to understand what it is that
you're dealing with, give yousome tips and strategies and
point you in the right direction.
(38:41):
I'll look forward to having youright back here for another
episode of Shedding theCorporate Bitch.
Bye.
Speaker 2 (38:47):
Thank you for tuning into today's episode of Shedding
the Corporate Bitch.
Every journey taken together isanother step towards unleashing
the powerhouse leader withinyou.
Don't miss any of our weeklyepisodes.
Subscribe to our podcast onApple Podcasts, spotify or
wherever you love to listen.
And, for those who thrive onvisual content, catch us on our
(39:09):
Shedding the Bitch YouTubechannel.
Want to dive deeper withBernadette on becoming a
powerhouse leader?
Visit balloffirecoachingcom tolearn more about how she helps
professionals, hr executives andteam leaders elevate overall
team performance.
You've been listening toShedding the Corporate Bitch
with Bernadette Boas.
Until next time, keep shedding,keep growing and keep leading.
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