November 30, 2023 • 45 mins
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Ever wondered how to leverage your unique strengths to propel yourself to success? Austin J. Franklin, a nationally acclaimed speaker and author, illuminates how his "five more minutes" principle and concept of hidden credentials paved the way for his triumph over academic struggles. He shares intimate snippets of his journey with us, encouraging listeners to discover and tap into their own innate qualities that bridge the gap between perceived weaknesses and strengths.
Franklin is the founder of Good Natured Life, a company infused with kindness, friendliness, and patience (KFP) that illuminates the intersection of entrepreneurship and faith, building to the power of shared visions - a lesson he learnt from his mother, who is now the president of his company.
Finally, we delve into a profound exploration of faith, race, and leadership. Unpacking themes from his book, "The Difference Maker Leader," our guest presents five timeless principles for effective leadership. Highlighting the importance of vision as the bedrock of leadership, he underscores the need for adaptability, emotional intelligence, and growth positioning. This conversation is a call to action to embrace uncertainty and change, offering tools to transform disadvantage into advantage. Don't miss out on this episode—it's sure to fuel your journey towards self-improvement and leadership development.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Grantley (00:13):
Welcome to Above the Noise, a podcast at the
intersection of faith, race andreconciliation, and I'm your
Grantley Martelly.
Today, my guest on Above theNoise is Austin J.
Franklin, a nationallyacclaimed clean-out speaker,
(00:36):
author, and leadership expert.
He is also the CEO and founderof Good Nature Life, the company
which he established in 2015when he was 20 years old and a
junior at Hampden- SydneyCollege.
The mission of his company isto spread kindness, friendship
and patience (KPF) and to upliftminds across the world.
(00:57):
At 29, Austin was the keynotespeaker for the Billion Dollar
Round Table Summit InductionCeremony.
This is a prestigious groupthat includes many of the
biggest Fortune 100 and Fortune500 companies in the world.
Austin was also named as one ofFlorida's Black Expo's top 20
(01:19):
under 40.
He is the author of two books,the Difference Maker Leader:
Five Timeless Ideas that InspireYou to Lead Differently, and
Wake, Rise and Shine (01:31):
Four Stories and One Remarkable
Ideas That Encourages Us To RiseAbove Life's Disadvantages.
He was the only speaker whocame and used and hip-hop music
and energy to get everybodyexcited and involved.
His speech was inspiring andmotivational and I said he needs
(01:54):
to become a guest on Above theNoise.
So here he is today.
Let's join the conversation.
I hope you enjoy this as muchas I will.
Austin, welcome and thank youfor coming on Above the Noise.
Austin (02:09):
It's an honor to be here .
Thank you for those kind wordsof introduction and again I'm
excited to be here.
Just want to again salute you.
I know I told you off air, butcongratulations on your awesome
platform and your mission behindthis extraordinary podcast.
It's an honor for me to be on asa guest, but I guess a snapshot
of my upbringing I grew uptwo-parent a household from
(02:34):
Fleming Island, Florida, whichis adjacent to Jacksonville,
Florida, so the northeast regionof Florida, and had no siblings
, had two God brothers, soobviously they kind of played a
role as brothers for me, butonly child, and so spent a lot
of time with my parents and theyreally helped in my rearing and
(02:58):
development on a day to daybasis.
My father was a dentist, so heworked quite a bit.
He had a private practice aswell as he worked for the state,
so he was really busy with work.
However, my mom really was on,I would say, a personal level
with me more with the homework,the schoolwork and things of
that nature.
So her and I spent quite a bitof time with my dad and I spent
(03:21):
time as well, but obviously withthe working schedule not as
much as my mother and I, and sothey made that option in terms
of how to rear me in that way,and so went to the same school,
St.
John's Country Day School,phenomenal School, from pre-K
through 12th.
A small private school, roughlyabout 25, 30 students per grade,
(03:43):
so you end up really knowingeverybody in terms of teachers,
faculty students at all levelsand a very intimate setting in
terms of an academic rearingperspective.
Basketball is a big part of mylife as well, so I played
basketball from, I would say,like second grade, first grade,
(04:05):
to senior year of high school.
So that was really the primarypoints of my life in terms of
the rearing space.
And then I went on to Virginia,Farmville, Virginia.
That's where I did myundergraduate studies at Hampden
Sydney College, another smallliberal arts college, and then I
(04:28):
came back to Florida forgraduate studies at Rollins
College in Orlando, Florida, andso that's kind of a snapshot
for me, and then obviously againby my parents.
We had a really close dynamic,I think, especially by me having
no siblings, and family hasalways been a big part of my
life.
Grantley (04:48):
OK, Thank you for that .
I was reading in your book weat Rise and Smile and you talk
about this person who wasgrowing up and had some.
Was that you that you weretalking about in the first
chapter of the book?
Austin (05:04):
Right, right.
Grantley (05:04):
Right.
Austin (05:04):
Yes, yes.
Grantley (05:09):
About some your hidden credentials?
Exactly yes, can you tell us alittle bit about that?
The five more minutes principleRight, right, right.
Austin (05:19):
So hidden credentials the term I coined, and hidden
credentials the qualities thatwe innately possess or naturally
possess, that bridge the gapbetween our weaknesses and our
strength.
And, good news, everyone that'slistening to this platform,
everyone on this planet, hashidden credentials, but it's
incumbent upon us to tap intoours.
So for me, I consider myselfalthough I consider myself
(05:41):
intelligent I was not a personthat can instantly get an A on a
test Right.
So I could.
If I didn't, if I didn't do myhomework, if I didn't study
correctly, I could easily get aC or D.
And so, not that I'm not smart,but I just had to in a lot
more effort than others.
So that's where the notion fivemore minutes came in, because I
(06:02):
did struggle at point.
Sometimes we'll make C,sometimes we'll make Ds and
study, but I just had to takethings up to another level to
ultimately bridge the gap.
And so, for me, one of myhidden credentials was that
ability to push forward, tonavigate forward, to do extra,
and so that's why the phrasefive more minutes was birth, and
I included it for me, becausesome of the academic challenges
(06:24):
I face, I just had to do alittle bit more than others to
get to where I want it toultimately be in terms of the
academic standard, and so I'vereally applied that not just
scholastically but alsoprofessionally as well, in
attaining my visions and goals.
Grantley (06:41):
So the hidden credentials, then, are things
that people have within themthat allows them to be able to
push through, to overcome whatmay be seemed like disadvantages
, or comparing themselves toother people and saying, well, I
can't do this because of that,but trying to find out what is
it that's in you that will allowyou to thrive and survive.
Austin (07:04):
Exactly so.
It's really twofold what wenaturally possess, so it was
already embedded within our DNA,and then something that we also
can develop as we matriculate.
So it's really two dynamicsthere.
Grantley (07:19):
Have you found this to be helpful to other people as
you're teaching it?
I mean, is it clicking withthem?
Something that people like alight bulb comes on?
Austin (07:26):
Right, I think when I share this, it oftentimes it
forces people to beintrospective.
And so sometimes when we'reintrospective as you know, grant
me so many people, especiallyprofessionals, are busy day to
day and sometimes they don'thave that moment to pause and to
think within.
And so sometimes I realize,just giving that hour, hour and
(07:49):
a half via consultation or aworkshop, oftentimes people
realize you know what I do, havethis skill set, or you know
what I need to develop in thisarea, instead of just going
through the day to day, becauseI know, even for me, sometimes,
when schedule is demanding, it'shard to think where should I
improve, what can I do a littlebit better, because you're so on
(08:10):
to what's next.
So I think that's been a focalpoint and that light bulb moment
when they have the moment toreally pause, think through
ideation and collaboration interms of that dialogue with them
.
Grantley (08:24):
Yeah, that's, that's powerful.
For instance, I thought when Iread about that.
I thought that was reallyinteresting and that's even for
me right.
Growing up I always I was notwith the smartest person in the
room.
It was always people smarterthan me in my classes.
I realized that I had to readand I had to learn, I had to
write things down.
It took me lots and more timeto study in college than many of
(08:44):
my friends who could sometimesnot even study and come in and
get an A, you know, and I'd bestruggling to read and to write
and to memorize things, try tomemorize.
And even in my professionalcareer now I find that you know,
lots of times you know peoplewill do PowerPoints and put it
up and you think about that, butafterwards I will ask them can
(09:05):
you please send me thePowerPoint, can you please send
me the written document so thatI can read it and get more
detail on what I need to know,because I don't seem to always
get it in the first.
You know 20 minute meetingpresentation.
Austin (09:21):
Right.
I mean I'm honestly, you'retalking literally about me.
So we're the same person, grantLee, and so I think that's why
it's also important to kind ofknow your learning style.
And that's for adults andobviously students just because
some people are more audiolearners and some are more
visual learners and then someneed the combination of both.
(09:41):
And I know for me I think Italk about it in my first book,
way, cross and Smile theauditory issue that I face, and
so that kind of forced me tofigure out what are some ways to
kind of combat that, becauseoftentimes when I hear things,
if I'm not laser focused andlocked in, it can really just go
(10:02):
over my head almost as if Iwasn't even in the room, and so
I had to be very calm instead of.
How can I really remember, howcan I focus in on key words when
somebody's talking and reallybe present in that moment,
because if not I would notabsorb the material.
Grantley (10:17):
Yeah, that is true for me too.
So the book we're talking aboutfor our listeners is Wake, Rise
and Smile, Austin's first book: four true stories, and one (10:22):
undefined
remarkable idea that encouragesto rise above life's
disadvantages, and I willhighlight this at the end of the
podcast again so people canremember.
So you had your education andyou went to school.
I think you finished your MBAand then you started your
(10:43):
business, and the name of yourbusiness is Good Natured Life.
So let's talk about yourtransition in graduate school
and then what caused you tostart your business, and then
what's the purpose of GoodNatured Life?
Austin (10:58):
Certainly, so Good Natured Life was formulated in
my junior year of college atHampden, sydney, and I was
actually enrolled in anentrepreneurial thinking course.
The whole purpose of the coursewas to curate a business plan,
business idea for the sake ofessentially a letter grade.
Obviously there were numerousgreat ideas that were shared,
(11:22):
but we didn't have to start abusiness, it was all pretty much
conceptual to work thatentrepreneurial muscle.
And so ultimately that's whereGood Natured Life was fostered.
And kind of going back to ourearlier conversation, really
trying to be introspective andthink about what was
authentically me that can meshwith a business plan, and really
when I was introspective, goingback to Hiddick credentials,
(11:44):
one of my natural Hiddickcredentials is that I found
myself being someone who's, forthe most part, kind, friendly
and patient.
Kind, friendly and patientrealistically is what Good
Natured means.
And so in the course I thought,wow, what if companies,
corporations, people adoptedmore of this KFP, kind, friendly
(12:07):
, patient, aka KFP spirit?
How much better the world couldbe.
So that was the initialideation and so that gave me the
impetus to create a companycalled Good Natured Life where
we push that messaging.
So at first we had merchandiseto push the messaging and then
we also pivoted to programsspeaking in those arenas as well
(12:28):
to help push the messaging, andso that was kind of the initial
thought process when GoodNatured Life started.
And my mother is actually ourpresident at Good Natured Life
and she also helped in thedeveloping of the company as
well to get it established andshe has a tremendous background
in business but also sheactually helped start my dad's
(12:50):
dental practice as well, so shehas that great business muscle.
Grantley (12:54):
So she's like the foundational entrepreneur, right
.
Austin (12:57):
Right, right Definitely.
Grantley (12:59):
Take the vision and bring it to life.
Right yeah, you need thosepeople in your life sometimes,
right, who you can talk to aboutthe vision, and that's like, oh
yeah, let me give me a fewminutes, let me see if I can put
something together.
Right, lo and behold, they comeback to you and you say, wow,
that's exactly what I wasthinking about.
Right right, well, how is thisto work with your mother as a
(13:20):
president of your company?
Austin (13:23):
I think it's a beautiful dynamic and I often encourage
entrepreneurs to have someone inyour corner that you trust, and
this on the same conceptualwavelength as you, For someone
might be a spouse, for someonemight be a parent, for someone
might be a sibling, or even afriend or someone you went to
college with.
But finding that partnerbecause at the end of the day
(13:45):
can be tough and challenging andobviously business can throw
you curveballs, but I havesomeone on your team that can
think about whether the nextsteps five, 10 years down the
line, someone you can bounceideas with, someone who's
futuristic in their thinking itcan really really be
advantageous because, at the endof the day, nothing birth,
(14:08):
nothing contributed to societycan be done by one person right.
So I think it's good to havesomeone that connects with you
conceptually to help movewhatever mission forward.
Grantley (14:19):
Yeah, that's a great principle find people who can
connect with you.
So at Good Nature Life you'retalking that ice cools
businesses.
I mean, how does your businesswork?
Let's tell the audience morewhat Good Nature Life does and
what you do on a daily basis.
Austin (14:37):
Right, right.
So we primarily focus oncolleges and corporations.
That's our primary audience andit's a wonderful dynamic
because we have an etiquettespecialist who's a retired
principal and she leads ouretiquette workshops, etiquette
programs, and we also have arhetoric specialist who is our
(14:58):
president, Dr Deidre Franklin,my mother.
She leads that department whichbasically teaches people the
art of persuasive speaking andwriting.
And then I conduct theleadership section in terms of
keynotes predominantly keynotesand workshops and trainings as
well, and so that's really thedynamic of Good Nature Life.
And we also host a phenomenal,iconic woman conference as well,
(15:21):
for the mature woman I believeis 50 and up.
So we have women there from 50to like 75, 80 and to really
empower that demographic as wellin terms of their latter years
to still be productive andoptimistic.
But that's really the scope ofit.
We focus on colleges andcorporations and the three
(15:42):
subject matters etiquette,rhetoric or leadership powerful.
Grantley (15:48):
What does etiquette mean?
I mean, what is that layout?
What is that for?
Is that for young people, orthat's for any person?
Etyquette in what sense are youtalking about there?
Austin (15:57):
Right.
So our etiquette specialist, MsCarla Thompson.
She frames etiquette as respectfor yourself and others.
So it's simply that.
So obviously dining, she doesdining etiquette quite a bit how
to dress for business anddifferent scenarios, how to
(16:18):
communicate ultimately in anetworking environment, but
ultimately those that justhaving that professional posture
right.
So, no matter the arena one isin, virtually or in person, to
have that best polished versionof yourself when you're
showcasing yourself ultimatelyto society.
Grantley (16:38):
And that's for anybody , not just high school, anybody
Right.
Or do you primarily focus inthat, on your school program?
Austin (16:45):
Right, right.
So, like I said, colleges andcorporations, so she does both.
Grantley (16:52):
And then let's talk about your faith journey.
I detect that you, that that'spart of your life, the important
part of your life.
Tell us a little bit about yourfaith journey.
Austin (17:05):
Both of my parents of Christian faith and they really
embedded the belief in God andin Christianity at an early,
early age.
For me.
My parents, who read scriptures, take me to church and so that
was a big foundational point forme and my family.
And so, because that was thefoundation, I think it's one
(17:29):
thing that to hear scripture andthings of that nature, but I
think it has to really be inyour heart.
And so for me, I alwaysgravitated towards faith and I
think, because I trusted themand knowing they have my best
interest in heart, but alsohaving those personal
(17:50):
experiences that that God, Iknow, you know, this didn't, you
know this is not somethingbecause of man, just because of
God.
So at the early age I've alwayshad faith and that's been a
blueprint for me in navigatingforward.
And so, yeah, faith, faith iseverything for it, for me and my
family.
Grantley (18:10):
Have you, have you found that there's been any like
intersection of your faith andyour race and how you do your
job, how you approach the goodnature of life?
Do you find that, becauseyou're a young black man, that
that has any impact on howpeople may see you?
Or is it?
Open doors.
Has it been a struggle?
Just tell us a little bit ofthe intersection of your faith
(18:30):
and your race.
Austin (18:32):
Right.
So I think, faith and race, Ithink for me faith has not posed
challenges for me, it's onlyhelped me, and obviously I think
it's important to for people.
Obviously we have people ofdifferent faith, religious
beliefs, so for me I never,especially when working with
(18:54):
audiences or leaders across theglobe, I never tried to force
feed my faith on them, becauseat that point that could be
offensive.
However, what I do notice,especially those who are of
Christian faith sometimesthey'll notice it by implicit
actions how I might treat othersand say do you believe in God,
(19:14):
do you have faith?
And so that's normally how thatconversation connects.
And so I try not to force feedit on people because I think
that could be disrespectful foranyone.
The force be anything onanybody, but for me it hasn't,
hasn't posed a problem, and Ithink race is something that's
really man made, right.
When I think about the Bible,God doesn't necessarily, from
(19:37):
what I remember, identifysomeone based upon the race.
It's more so the human race,essentially right.
What are your actions?
What are your virtues?
What do you?
How are you treating othersessentially, and are you serving
me right?
Not, doesn't matter if you'rebrown, yellow, white, and so for
(19:58):
me I think that the raceconcept is really a man made
distinguishing factor thatultimately tries to just spot
differences among each other.
But in my opinion, I thinkeveryone should be proud of the
race.
Everyone should be thankful fortheir race.
No race is better than anotherand ultimately God made you that
(20:20):
way, so you should be thankfulfor who you are.
So that's really my approach onrace.
Grantley (20:31):
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Can you help us?
Sure, they said we can.
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And that's exactly what theydid.
You just let the cables arrived, we hooked them up to the
(20:53):
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A good, high quality,guaranteed speaker cables from
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Check them out, performanceaudiocom.
In the rest of time that we haveleft, obviously we can take
(21:24):
that topic further if we hadmore time, but I wanted to talk
to you and spend some time goingthrough your second book, the
Difference Maker Leader fivetimeless ideas that inspired you
to lead differently in theworld.
And I, when I heard you speak,obviously I came up on a bot
(21:46):
bowl for your books at the sametime and came back and read them
.
But in this book you talk aboutfive timeless ideas that you
believe create a differencemaker leader.
So tell us a little, just giveus a short introduction about
how you came up with this, andthen we can go through each one
(22:07):
of them briefly, and then I willencourage people to buy the
book as well.
Austin (22:14):
Right, certainly, and thank you again for purchasing
Wake Rise.
It's my end of difference makerleader.
And so for me, I think a lotagain, a lot of my formulation
or ideation comes from anauthentic place, and I'd say
that to say, obviously, thedifference maker leader,
difference maker is common, butno one has ever come up with
(22:38):
difference maker leader, soobviously, trademark that idea.
And so for me, difference makerleaders make a meaningful
difference, no matter theirsphere of influence, right?
And so for me, in Fawcett inthis book, I was thinking okay,
what are our red case studies?
I've interviewed executives andleaders.
I think about what's allowed meto make a meaningful difference
(22:59):
and what are things that,regardless of industry, for the
most part at a macro level, wecan apply.
So that was my approach whatare some concrete ideas that
most leaders can employ to makea meaningful difference?
And so then I thought aboutobviously one was vision.
Obviously, everyone needs avision.
(23:20):
When we think about the Nike'sand we think about the
Facebook's, it was all birthfrom a vision.
Adaptability, a lot of researcharound adaptability, of being
able to adapt in a certain timesand certain situations, adverse
situations.
Then relationships are big aswell in terms of valuing others
(23:44):
and being to connect with others.
And then I believe anotherchapter in there, titled
Emotionally in Tune kind ofpivots into the connection.
So it's a scouting reportsection as well as an
emotionally in tune section aswell.
And understanding who it isyou're essentially leading,
going back that we can't paint abroad paint brush.
(24:07):
All right, this group of peoplethis way, this group of people
this way, we have to reallyunderstand what's the fiber and
fabric, like you're really doing.
Grant me, with this podcast, ofthose we're leading in terms of
our workforce, to lead the mostaccordingly.
And ultimately, the last one ishow do we position ourselves
for growth?
Because anytime we becomecomplacent, anytime we become
stagnant, we're ultimatelyhurting ourselves because we're
(24:30):
not on top of the future moment.
And so that's really thesnapshot of the principles and
ultimately just formulated thosefive because, again, through
the case studies, through theresearch, through the interviews
of executives, these are theones that spoke most to me.
Grantley (24:47):
Okay, yeah, that's a great introduction, so let's
talk about them one at a time.
Vision Spend a little bit oftime talking about vision.
You started talking about Nikeand Amazon, but what's the power
of vision and what's thepurpose of vision for a leader?
Austin (25:06):
It's hard to accomplish anything without seeing it first
.
So, for me, vision is thefoundational starting point for
anyone If we wanna get X numberof sales, if we want to grow our
business 40%, if we want toengage in a new market or
(25:27):
demographic of consumers, likeall of this starts with a vision
and seeing it before itactually happens, because once
we see it before it happens, weend up, as a reflex, having the
actions and basically thethoughts in order to align us to
attaining that particularvision.
And so, for me, vision iseverything, and so in the
(25:50):
chapter I actually curated thedifference maker, leader vision
formula and I formulated it asimple way.
Grantley (25:59):
I was just gonna get to that.
Yeah, you said Okay, okay, yourformula is vision equals hidden
credentials plus resources,plus execution.
So let's go through hiddencredentials, resources and
execution.
I think we touched a little biton hidden credentials before,
but-.
Austin (26:15):
Right, right, so, just as a recap, hidden credentials
are those special qualitieswithin and those that we can
develop.
And obviously that's point one,or variable one, because we
have to have that in terms ofourself or our team, right, it's
hard to attain a vision.
That's why I always ask myaudience is what's the hidden
credentials that's in the linewith the vision you want
(26:37):
Personally or professionally?
Because if we don't have thehidden credentials, that matches
, it's gonna be very hard toattain it.
Right, if somebody wanted to goto the NBA, but there are four
or five, it might be very hard,not to say it's not possible.
It may be very hard to attainthat, just given the average
height of those in the NBA.
So that's one point.
(26:58):
What are those things that canconnect us and help us to get to
the vision?
Then we have resources.
So what are the thingsessentially beyond us?
All right, check mark we havethe hidden credentials, those
are within.
What are the things beyond us?
Those are the resources interms of partnerships, in terms
of capital, in terms ofpartnerships, to really make
(27:20):
this vision materialize.
And then the third point is theexecution.
So, obviously having asequential step plan, sequence
of events that need to transpire, week by week, month by month,
in order to ultimately manifestthe vision, and so that's really
the snapshot of the visionformula Difference maker, leader
(27:41):
, vision formula.
Grantley (27:43):
And so then you end that chapter by saying always
remember to make everyone onyour team aware of the vision.
How important is it for theteam to understand the vision
beyond just the leader.
Austin (27:54):
Right, right, so that's everything.
Because I think oftentimes insociety, especially with big
corporations that have 10,000,5,000 employees, multinational
sometimes what ends up happeningis employees are working for
their particular tasks orfunction and they're just doing
their assignment.
What's told day by day?
(28:16):
Obviously the executive level.
They know the vision of whatthey're going towards, but
oftentimes the lower tieremployees may not.
They're just doing their jobday to day.
But what's beautiful abouteverybody understand the vision
is, even if my assignment is notextremely complex, whatever it
(28:37):
might be, I understand why.
I understand how I'mcontributing to the ultimate
vision of our team and how mypresence makes an impact.
So I think it's everything interms of the motivation and the
continuation of doing your jobat a high level for everyone
within the organization.
Grantley (28:54):
And idea number two is the difference maker Leader
adapts to change, adaptabilityand coming to accept that change
is inevitable.
Let's talk about that Right.
Austin (29:07):
So I think, especially even with COVID, that's one of
the biggest changes that's beenproduced over the past couple of
years and people are stilltrying to respond and navigate
this new world.
What I realize is leaders, ordifference maker leaders, really
understand how to navigate theuncertainty by really fostering
(29:28):
an optimistic perspective.
That perspective is reallyformulated by understanding how
to find the advantage and thedisadvantage.
So obviously, change isinevitable.
Things will happen personally,professionally Certain times may
present themselves, things maynot go according to
organizational structure as weplan for each quarter, but we
(29:51):
have to find a way to navigatefor it in spite of the change.
And we can't let the change hurtus, but we need to let the
change help us, because there'softentimes beautiful moments
that can happen only if changeoccurs.
So ultimately, we need to frameour mindsets to have what's the
nuance, what's the positive,what's the element that can help
advance and propel us forward,even though we're going through
(30:13):
these uncertain, challengingtimes.
Because, even if you thinkabout it right, like some,
things only produce greatresults when change happens
right.
Oftentimes, when the stockmarket is down, it's ultimately
going to be a season where itproduces back up, right.
But those who know how tohandle the down period.
(30:35):
It's ultimately the ones whosucceed in those up moments in
terms of financial, thefinancial payment right.
So that's what we have toreally wire our minds to do.
What's the advantage in thischange moment?
Grantley (30:47):
Yeah, and that's a great example.
You said to find the advantageand the disadvantage right,
right, I thought that was agreat phrase.
How did you come up with thatphrase?
Austin (31:01):
Right.
So I think I don't remember howit came up in the moment, but I
just was.
My mindset is always all right.
Here's the principle.
I knew I was talking aboutadaptability and what's a way
that people can adapt, and so,in just thinking, reading,
conceptualizing, that wassomething I even used to help me
(31:21):
navigate forward in spite ofchange.
And so I really think aboutwhat's the principle and how can
we conquer it, based upon againwhat others successful leaders
have said, or even my personalself.
Grantley (31:33):
Yeah, so give us an example of that right.
So the disadvantage that youchange into an advantage.
Austin (31:41):
Right.
So let's say a leader has theywant more employees for their
organization.
Right, they want more employeesto help delegate tasks.
Obviously they may have thecapital at that time to have X
number of employees.
But that could be adisadvantage because it's going
(32:02):
to be more of a workload on thatowner, on that particular
leader of the organization.
But the advantage of thatmoment is it's going to force
that leader to really understandthe tiers of that organization
at every level, because he orshe's going to have to have his
hand or her hand in probably alot of different departments,
right, they may have to tricklein marketing, they may have to
(32:25):
trickle in operations, they mayhave to trickle in all these
different departments, a countyfor the business to flow, given
the number of employees.
And so I think that's anadvantage.
It's a disadvantage because youdon't have a lot of employees,
but it's an advantage becauseultimately you're going to learn
your business inside out.
(32:46):
So when you hire more employeesyou'll know exactly what it
takes, the time it takes andwhat's ultimately the
expectation for those in therole, opposed to just assigning
tasks, and we haven't done itfor yourself.
Grantley (32:58):
The third idea was difference makers.
Leaders value people, so you'retalking about relationships.
Why a relationship?
You talk about vertical andhorizontal relationships.
Why are these so important todifference maker leaders and
people in business and people incommunity who are trying to
make a difference?
Austin (33:19):
Right.
So I think oftentimes and Ithink I mentioned this in the
keynote when we connected inVancouver but horizontal, we
think of left or right peoplewho are, quote unquote, on the
same level.
So, friends, coworkers,vertical up and down, like the
vertical jump, those are who aremore senior than you, or you
are more senior than Boston Puy,teacher, student, parent, child
(33:41):
that dichotomy and I think wecan't over, I can't
overemphasize the importancebecause I've seen it in real
time, where it might be aparticular professional or
executive that might treat aperson in some way or might
treat them a certain way, butthen root to someone who may not
have the prestigious role andwhat I realize is this world is
(34:04):
huge but it's also very smalland we're all interconnected.
Based upon research and eventhe advent of social media
Facebook scientists havereported roughly three and a
half degrees removed fromanybody who won in the world.
In other words, our actions canreally be detrimental to us if
we're not treating people andvaluing people like they should.
(34:27):
But ultimately, relationshipsare everything.
They open the doors, they allowus to collaborate, they allow
us to produce a better societyand ultimately again just going
back on my faith even if nothingcomes out of valuing someone is
always important to just havethat kind nature, even if
nothing's about it.
So it's not about an individualgame, it's just how one should
(34:48):
navigate as a person and leader.
Grantley (34:52):
Thank you.
And then you said the nextprinciple is emotionally in tune
.
Once upon a time, an emotionwasn't materialized.
Austin (35:01):
Right.
So emotionally in tune.
I talk about really theemotional intelligence.
So it's one to have the papersmarts, but we also need to have
the emotional smarts.
In other words, we need to beable to read between the lines
with the employees we serve,those we work with, and
understand what are theiremotional needs, what are the
(35:21):
things that ultimately they needto have in place to thrive at
work.
And this conversation is soparamount, especially given
coming out of COVID with hybridwork, Many people working
remotely, some working in thecompany headquarters.
But it's really an importantconversation to understand how
can I meet my employeesemotional needs to ultimately
(35:44):
foster the best environmentculture for them to thrive in.
So that's really the emphasisin that chapter.
Grantley (35:52):
That's principle number four.
And then principle number fiveis difference.
Make a leader, keep growing theimportance of growth and
thriving.
Austin (36:02):
With growth.
I think, no matter the pedigree, no matter the leadership
experience, no matter theachievements, we never can get
to a place where we stop growing, stop learning, stop becoming a
better iteration of ourselves.
And so that's what the emphasisof that chapter is how can we
(36:22):
continue to step forward?
Because all the week maycontinue to age, the society
continues to shift, change,there ends up being different
and new ways to do things, forexample, AI.
Ai has emerged, it's on theforefront now, but it's been
prevalent for the past severalyears and I think, if we're not,
it's really at a point nowwhere, if your company or your
(36:46):
industry is not ingratiating AIin some degree, I'll make it
actually be hurting yourenterprise.
But if we're thinking in a wayof five, 10 years from now, we
really could have the expiredthinking and missed
opportunities for advancementand ultimately the best product
services for our companies.
If we're not thinking forwardand thinking, how can we be
(37:07):
smarter, better and, ultimately,sharper than we were before?
Grantley (37:11):
Yes, and you say in this chapter that the leader
must be self, analytical, openminded, uncomfortable with being
uncomfortable.
Let's talk about that oneBecoming comfortable with being
uncomfortable.
Austin (37:27):
Right, certainly so.
What I've realized is beingcomfortable, being uncomfortable
.
Oftentimes we get the bestresults when we're pushing
ourselves a little bit beyondour limit Right.
So I can just use an example ofworking out.
If we're lifting weights ordumbbells, if I was lifting
weights, if I stopped as soon asI felt a little tingling my
(37:47):
bicep, the next day I may notsee much growth.
However, if I kept lifting, inspite of the pain, in spite of
the discomfort, in spite of theuncomfortability, the next day
my muscle is going to be sore,and that be tokens a sign of
growth.
Ultimately, that's going tomake my muscle more fine tuned.
(38:08):
It's going to be a little bitbigger because of the
uncomfortability it face, thestrain it placed on the muscle,
and so that's really the sameideology that applies to our
life.
When we push ourselves to do alittle bit more.
Let's say we read one book amonth.
Well, let's say we pushourselves to two books per month
, it's going to be a little bituncomfortable, it's going to
(38:29):
take a little bit more time.
Imagine how we would be intothe year.
Let's say we run a certaindistance.
Let's say we ran a little bitmore.
Whatever the case may be orscenario might be, conceptually,
physically, whatever.
If we do a little bit more,make ourselves a little
uncomfortable Again, we're notharming ourselves.
It can really produce a better,stronger iteration of who we
(38:50):
are.
Grantley (38:51):
Well, thank you so much, Austin.
I know our time is running outhere, but in the last few
minutes we have, I would likeyou to end on the topic that you
have in the book aboutgratitude Choose gratitude.
Why is it so important forleaders and for people to choose
gratitude?
Let's end on that topic.
Austin (39:11):
Right.
So for me, gratitude is a focalpoint.
I always wake up and justexpress thankfulness for the day
.
I'm thankful for waking upanother day, because I think
oftentimes we can get consumedwith the negativity, get
consumed with the noise, andthis is for all of us, and it's
(39:33):
easy to kind of figure out howwe can be negative that day, or
bother that day, or irritated orworried.
But if we really take a stepback and just think about wow,
I'm thankful for this, I'mthankful for this, we can make a
list probably most of us of atleast 10, 12 things instantly
that we were thankful for,whether it be family, whether it
(39:55):
be a meal at home, whether itbe a roof over our head, just
these little things.
And ultimately, what's uphappening is when we think about
life and our situation fromthat perspective, it forces us
to be more grateful andobviously, if we're more
grateful, it's going to affecthow we act in our days, how we
focus our energy and, ultimately, how we treat others.
(40:17):
And I think that's what kind ofour conversation has been quite
a bit about how are you actingand how are you treating others
ultimately in terms of as yourpodcast, the friendly relations,
the reconciliation, and so,ultimately, that's what
gratitude is for me.
How can we think about thepositivity and let that consume
(40:38):
us, as opposed to negativity?
Grantley (40:40):
Well, thank you very much, Austin.
I really appreciate you takingthe time out of your busy day
and busy schedule to be with ustoday.
Again, the books are thedifference.
Make her leader.
Five timeless ideas thatinspire you to lead differently
in the world, and then, withrising smile or true stories,
and one remarkable idea thatencourages us to rise above life
(41:02):
disadvantages, and I thank youfor coming.
I thank you for becoming anacquaintance.
I hope we can become friendsover time and any closing words
you want to share.
Austin (41:15):
Yes, well, well, grandley, thank you again for
having me on your podcast.
I'm glad we connected and I'mthankful for our friendship.
We're talking about gratitude,and so I just want to say kudos
to you for all your exemplarywork and for you spearheading
and leading this podcast, and Ihope and pray much continued
(41:35):
success.
Well, thank you.
Grantley (41:41):
Be adaptable to change , learn to navigate uncertainty,
and find the advantage in thethe disadvantage.
The Difference Maker Leader: Five Timeless Ideas That (41:48):
undefined
Inspire You to Lead Differentlyin the World, and Wake, Rise and
Smile (42:00):
Four true stories and one remarkable idea that
encourages us to rise abovelife's disadvantages.
These books can be purchasedwherever books are sold or you
can purchase them from Austin'swebsite, goodnaturedlife.
com.
Goodnaturedlife.
com.
(42:21):
Thanks for listening.
Remember to subscribe and leaveus a rating.
Ratings are very important tohelp our podcast, succeed in the
podcast universe and helping itbecome known to other people.
Email us your comments at abovethe noise 24@ gmail.
(42:43):
com.
Above the noise 24@ gmail.
com, and follow us on Instagramand Facebook @above the noise 24
.
Thank you for listening.
Please share this episode withyour friends.
Welcome to Above the Noise, a podcast at the
intersection of faith, race andreconciliation, and I'm your
Grantley Martelly.
Today, my guest on Above theNoise is Austin J.
Franklin, a nationallyacclaimed clean-out speaker,
(00:36):
author, and leadership expert.
He is also the CEO and founderof Good Nature Life, the company
which he established in 2015when he was 20 years old and a
junior at Hampden- SydneyCollege.
The mission of his company isto spread kindness, friendship
and patience (KPF) and to upliftminds across the world.
(00:57):
At 29, Austin was the keynotespeaker for the Billion Dollar
Round Table Summit InductionCeremony.
This is a prestigious groupthat includes many of the
biggest Fortune 100 and Fortune500 companies in the world.
Austin was also named as one ofFlorida's Black Expo's top 20
(01:19):
under 40.
He is the author of two books,the Difference Maker Leader:
Five Timeless Ideas that InspireYou to Lead Differently, and
Wake, Rise and Shine (01:31):
Four Stories and One Remarkable
Ideas That Encourages Us To RiseAbove Life's Disadvantages.
He was the only speaker whocame and used and hip-hop music
and energy to get everybodyexcited and involved.
His speech was inspiring andmotivational and I said he needs
(01:54):
to become a guest on Above theNoise.
So here he is today.
Let's join the conversation.
I hope you enjoy this as muchas I will.
Austin, welcome and thank youfor coming on Above the Noise.
Austin (02:09):
It's an honor to be here .
Thank you for those kind wordsof introduction and again I'm
excited to be here.
Just want to again salute you.
I know I told you off air, butcongratulations on your awesome
platform and your mission behindthis extraordinary podcast.
It's an honor for me to be on asa guest, but I guess a snapshot
of my upbringing I grew uptwo-parent a household from
(02:34):
Fleming Island, Florida, whichis adjacent to Jacksonville,
Florida, so the northeast regionof Florida, and had no siblings
, had two God brothers, soobviously they kind of played a
role as brothers for me, butonly child, and so spent a lot
of time with my parents and theyreally helped in my rearing and
(02:58):
development on a day to daybasis.
My father was a dentist, so heworked quite a bit.
He had a private practice aswell as he worked for the state,
so he was really busy with work.
However, my mom really was on,I would say, a personal level
with me more with the homework,the schoolwork and things of
that nature.
So her and I spent quite a bitof time with my dad and I spent
(03:21):
time as well, but obviously withthe working schedule not as
much as my mother and I, and sothey made that option in terms
of how to rear me in that way,and so went to the same school,
St.
John's Country Day School,phenomenal School, from pre-K
through 12th.
A small private school, roughlyabout 25, 30 students per grade,
(03:43):
so you end up really knowingeverybody in terms of teachers,
faculty students at all levelsand a very intimate setting in
terms of an academic rearingperspective.
Basketball is a big part of mylife as well, so I played
basketball from, I would say,like second grade, first grade,
(04:05):
to senior year of high school.
So that was really the primarypoints of my life in terms of
the rearing space.
And then I went on to Virginia,Farmville, Virginia.
That's where I did myundergraduate studies at Hampden
Sydney College, another smallliberal arts college, and then I
(04:28):
came back to Florida forgraduate studies at Rollins
College in Orlando, Florida, andso that's kind of a snapshot
for me, and then obviously againby my parents.
We had a really close dynamic,I think, especially by me having
no siblings, and family hasalways been a big part of my
life.
Grantley (04:48):
OK, Thank you for that .
I was reading in your book weat Rise and Smile and you talk
about this person who wasgrowing up and had some.
Was that you that you weretalking about in the first
chapter of the book?
Austin (05:04):
Right, right.
Grantley (05:04):
Right.
Austin (05:04):
Yes, yes.
Grantley (05:09):
About some your hidden credentials?
Exactly yes, can you tell us alittle bit about that?
The five more minutes principleRight, right, right.
Austin (05:19):
So hidden credentials the term I coined, and hidden
credentials the qualities thatwe innately possess or naturally
possess, that bridge the gapbetween our weaknesses and our
strength.
And, good news, everyone that'slistening to this platform,
everyone on this planet, hashidden credentials, but it's
incumbent upon us to tap intoours.
So for me, I consider myselfalthough I consider myself
(05:41):
intelligent I was not a personthat can instantly get an A on a
test Right.
So I could.
If I didn't, if I didn't do myhomework, if I didn't study
correctly, I could easily get aC or D.
And so, not that I'm not smart,but I just had to in a lot
more effort than others.
So that's where the notion fivemore minutes came in, because I
(06:02):
did struggle at point.
Sometimes we'll make C,sometimes we'll make Ds and
study, but I just had to takethings up to another level to
ultimately bridge the gap.
And so, for me, one of myhidden credentials was that
ability to push forward, tonavigate forward, to do extra,
and so that's why the phrasefive more minutes was birth, and
I included it for me, becausesome of the academic challenges
(06:24):
I face, I just had to do alittle bit more than others to
get to where I want it toultimately be in terms of the
academic standard, and so I'vereally applied that not just
scholastically but alsoprofessionally as well, in
attaining my visions and goals.
Grantley (06:41):
So the hidden credentials, then, are things
that people have within themthat allows them to be able to
push through, to overcome whatmay be seemed like disadvantages
, or comparing themselves toother people and saying, well, I
can't do this because of that,but trying to find out what is
it that's in you that will allowyou to thrive and survive.
Austin (07:04):
Exactly so.
It's really twofold what wenaturally possess, so it was
already embedded within our DNA,and then something that we also
can develop as we matriculate.
So it's really two dynamicsthere.
Grantley (07:19):
Have you found this to be helpful to other people as
you're teaching it?
I mean, is it clicking withthem?
Something that people like alight bulb comes on?
Austin (07:26):
Right, I think when I share this, it oftentimes it
forces people to beintrospective.
And so sometimes when we'reintrospective as you know, grant
me so many people, especiallyprofessionals, are busy day to
day and sometimes they don'thave that moment to pause and to
think within.
And so sometimes I realize,just giving that hour, hour and
(07:49):
a half via consultation or aworkshop, oftentimes people
realize you know what I do, havethis skill set, or you know
what I need to develop in thisarea, instead of just going
through the day to day, becauseI know, even for me, sometimes,
when schedule is demanding, it'shard to think where should I
improve, what can I do a littlebit better, because you're so on
(08:10):
to what's next.
So I think that's been a focalpoint and that light bulb moment
when they have the moment toreally pause, think through
ideation and collaboration interms of that dialogue with them
.
Grantley (08:24):
Yeah, that's, that's powerful.
For instance, I thought when Iread about that.
I thought that was reallyinteresting and that's even for
me right.
Growing up I always I was notwith the smartest person in the
room.
It was always people smarterthan me in my classes.
I realized that I had to readand I had to learn, I had to
write things down.
It took me lots and more timeto study in college than many of
(08:44):
my friends who could sometimesnot even study and come in and
get an A, you know, and I'd bestruggling to read and to write
and to memorize things, try tomemorize.
And even in my professionalcareer now I find that you know,
lots of times you know peoplewill do PowerPoints and put it
up and you think about that, butafterwards I will ask them can
(09:05):
you please send me thePowerPoint, can you please send
me the written document so thatI can read it and get more
detail on what I need to know,because I don't seem to always
get it in the first.
You know 20 minute meetingpresentation.
Austin (09:21):
Right.
I mean I'm honestly, you'retalking literally about me.
So we're the same person, grantLee, and so I think that's why
it's also important to kind ofknow your learning style.
And that's for adults andobviously students just because
some people are more audiolearners and some are more
visual learners and then someneed the combination of both.
(09:41):
And I know for me I think Italk about it in my first book,
way, cross and Smile theauditory issue that I face, and
so that kind of forced me tofigure out what are some ways to
kind of combat that, becauseoftentimes when I hear things,
if I'm not laser focused andlocked in, it can really just go
(10:02):
over my head almost as if Iwasn't even in the room, and so
I had to be very calm instead of.
How can I really remember, howcan I focus in on key words when
somebody's talking and reallybe present in that moment,
because if not I would notabsorb the material.
Grantley (10:17):
Yeah, that is true for me too.
So the book we're talking aboutfor our listeners is Wake, Rise
and Smile, Austin's first book: four true stories, and one (10:22):
undefined
remarkable idea that encouragesto rise above life's
disadvantages, and I willhighlight this at the end of the
podcast again so people canremember.
So you had your education andyou went to school.
I think you finished your MBAand then you started your
(10:43):
business, and the name of yourbusiness is Good Natured Life.
So let's talk about yourtransition in graduate school
and then what caused you tostart your business, and then
what's the purpose of GoodNatured Life?
Austin (10:58):
Certainly, so Good Natured Life was formulated in
my junior year of college atHampden, sydney, and I was
actually enrolled in anentrepreneurial thinking course.
The whole purpose of the coursewas to curate a business plan,
business idea for the sake ofessentially a letter grade.
Obviously there were numerousgreat ideas that were shared,
(11:22):
but we didn't have to start abusiness, it was all pretty much
conceptual to work thatentrepreneurial muscle.
And so ultimately that's whereGood Natured Life was fostered.
And kind of going back to ourearlier conversation, really
trying to be introspective andthink about what was
authentically me that can meshwith a business plan, and really
when I was introspective, goingback to Hiddick credentials,
(11:44):
one of my natural Hiddickcredentials is that I found
myself being someone who's, forthe most part, kind, friendly
and patient.
Kind, friendly and patientrealistically is what Good
Natured means.
And so in the course I thought,wow, what if companies,
corporations, people adoptedmore of this KFP, kind, friendly
(12:07):
, patient, aka KFP spirit?
How much better the world couldbe.
So that was the initialideation and so that gave me the
impetus to create a companycalled Good Natured Life where
we push that messaging.
So at first we had merchandiseto push the messaging and then
we also pivoted to programsspeaking in those arenas as well
(12:28):
to help push the messaging, andso that was kind of the initial
thought process when GoodNatured Life started.
And my mother is actually ourpresident at Good Natured Life
and she also helped in thedeveloping of the company as
well to get it established andshe has a tremendous background
in business but also sheactually helped start my dad's
(12:50):
dental practice as well, so shehas that great business muscle.
Grantley (12:54):
So she's like the foundational entrepreneur, right
.
Austin (12:57):
Right, right Definitely.
Grantley (12:59):
Take the vision and bring it to life.
Right yeah, you need thosepeople in your life sometimes,
right, who you can talk to aboutthe vision, and that's like, oh
yeah, let me give me a fewminutes, let me see if I can put
something together.
Right, lo and behold, they comeback to you and you say, wow,
that's exactly what I wasthinking about.
Right right, well, how is thisto work with your mother as a
(13:20):
president of your company?
Austin (13:23):
I think it's a beautiful dynamic and I often encourage
entrepreneurs to have someone inyour corner that you trust, and
this on the same conceptualwavelength as you, For someone
might be a spouse, for someonemight be a parent, for someone
might be a sibling, or even afriend or someone you went to
college with.
But finding that partnerbecause at the end of the day
(13:45):
can be tough and challenging andobviously business can throw
you curveballs, but I havesomeone on your team that can
think about whether the nextsteps five, 10 years down the
line, someone you can bounceideas with, someone who's
futuristic in their thinking itcan really really be
advantageous because, at the endof the day, nothing birth,
(14:08):
nothing contributed to societycan be done by one person right.
So I think it's good to havesomeone that connects with you
conceptually to help movewhatever mission forward.
Grantley (14:19):
Yeah, that's a great principle find people who can
connect with you.
So at Good Nature Life you'retalking that ice cools
businesses.
I mean, how does your businesswork?
Let's tell the audience morewhat Good Nature Life does and
what you do on a daily basis.
Austin (14:37):
Right, right.
So we primarily focus oncolleges and corporations.
That's our primary audience andit's a wonderful dynamic
because we have an etiquettespecialist who's a retired
principal and she leads ouretiquette workshops, etiquette
programs, and we also have arhetoric specialist who is our
(14:58):
president, Dr Deidre Franklin,my mother.
She leads that department whichbasically teaches people the
art of persuasive speaking andwriting.
And then I conduct theleadership section in terms of
keynotes predominantly keynotesand workshops and trainings as
well, and so that's really thedynamic of Good Nature Life.
And we also host a phenomenal,iconic woman conference as well,
(15:21):
for the mature woman I believeis 50 and up.
So we have women there from 50to like 75, 80 and to really
empower that demographic as wellin terms of their latter years
to still be productive andoptimistic.
But that's really the scope ofit.
We focus on colleges andcorporations and the three
(15:42):
subject matters etiquette,rhetoric or leadership powerful.
Grantley (15:48):
What does etiquette mean?
I mean, what is that layout?
What is that for?
Is that for young people, orthat's for any person?
Etyquette in what sense are youtalking about there?
Austin (15:57):
Right.
So our etiquette specialist, MsCarla Thompson.
She frames etiquette as respectfor yourself and others.
So it's simply that.
So obviously dining, she doesdining etiquette quite a bit how
to dress for business anddifferent scenarios, how to
(16:18):
communicate ultimately in anetworking environment, but
ultimately those that justhaving that professional posture
right.
So, no matter the arena one isin, virtually or in person, to
have that best polished versionof yourself when you're
showcasing yourself ultimatelyto society.
Grantley (16:38):
And that's for anybody , not just high school, anybody
Right.
Or do you primarily focus inthat, on your school program?
Austin (16:45):
Right, right.
So, like I said, colleges andcorporations, so she does both.
Grantley (16:52):
And then let's talk about your faith journey.
I detect that you, that that'spart of your life, the important
part of your life.
Tell us a little bit about yourfaith journey.
Austin (17:05):
Both of my parents of Christian faith and they really
embedded the belief in God andin Christianity at an early,
early age.
For me.
My parents, who read scriptures, take me to church and so that
was a big foundational point forme and my family.
And so, because that was thefoundation, I think it's one
(17:29):
thing that to hear scripture andthings of that nature, but I
think it has to really be inyour heart.
And so for me, I alwaysgravitated towards faith and I
think, because I trusted themand knowing they have my best
interest in heart, but alsohaving those personal
(17:50):
experiences that that God, Iknow, you know, this didn't, you
know this is not somethingbecause of man, just because of
God.
So at the early age I've alwayshad faith and that's been a
blueprint for me in navigatingforward.
And so, yeah, faith, faith iseverything for it, for me and my
family.
Grantley (18:10):
Have you, have you found that there's been any like
intersection of your faith andyour race and how you do your
job, how you approach the goodnature of life?
Do you find that, becauseyou're a young black man, that
that has any impact on howpeople may see you?
Or is it?
Open doors.
Has it been a struggle?
Just tell us a little bit ofthe intersection of your faith
(18:30):
and your race.
Austin (18:32):
Right.
So I think, faith and race, Ithink for me faith has not posed
challenges for me, it's onlyhelped me, and obviously I think
it's important to for people.
Obviously we have people ofdifferent faith, religious
beliefs, so for me I never,especially when working with
(18:54):
audiences or leaders across theglobe, I never tried to force
feed my faith on them, becauseat that point that could be
offensive.
However, what I do notice,especially those who are of
Christian faith sometimesthey'll notice it by implicit
actions how I might treat othersand say do you believe in God,
(19:14):
do you have faith?
And so that's normally how thatconversation connects.
And so I try not to force feedit on people because I think
that could be disrespectful foranyone.
The force be anything onanybody, but for me it hasn't,
hasn't posed a problem, and Ithink race is something that's
really man made, right.
When I think about the Bible,God doesn't necessarily, from
(19:37):
what I remember, identifysomeone based upon the race.
It's more so the human race,essentially right.
What are your actions?
What are your virtues?
What do you?
How are you treating othersessentially, and are you serving
me right?
Not, doesn't matter if you'rebrown, yellow, white, and so for
(19:58):
me I think that the raceconcept is really a man made
distinguishing factor thatultimately tries to just spot
differences among each other.
But in my opinion, I thinkeveryone should be proud of the
race.
Everyone should be thankful fortheir race.
No race is better than anotherand ultimately God made you that
(20:20):
way, so you should be thankfulfor who you are.
So that's really my approach onrace.
Grantley (20:31):
No, not long ago I was working on a project with a
friend and we realized that weneeded some 50 foot speaker
cables.
So I called my friends thatperform us audio and I said hey,
we need some cables to finishthis project.
Can you help us?
Sure, they said we can.
We can make those for you andwe will ship them straight to
your house.
And that's exactly what theydid.
You just let the cables arrived, we hooked them up to the
(20:53):
system and it's been workingever since.
A good, high quality,guaranteed speaker cables from
performance audiocom.
Check them out, performanceaudiocom.
In the rest of time that we haveleft, obviously we can take
(21:24):
that topic further if we hadmore time, but I wanted to talk
to you and spend some time goingthrough your second book, the
Difference Maker Leader fivetimeless ideas that inspired you
to lead differently in theworld.
And I, when I heard you speak,obviously I came up on a bot
(21:46):
bowl for your books at the sametime and came back and read them
.
But in this book you talk aboutfive timeless ideas that you
believe create a differencemaker leader.
So tell us a little, just giveus a short introduction about
how you came up with this, andthen we can go through each one
(22:07):
of them briefly, and then I willencourage people to buy the
book as well.
Austin (22:14):
Right, certainly, and thank you again for purchasing
Wake Rise.
It's my end of difference makerleader.
And so for me, I think a lotagain, a lot of my formulation
or ideation comes from anauthentic place, and I'd say
that to say, obviously, thedifference maker leader,
difference maker is common, butno one has ever come up with
(22:38):
difference maker leader, soobviously, trademark that idea.
And so for me, difference makerleaders make a meaningful
difference, no matter theirsphere of influence, right?
And so for me, in Fawcett inthis book, I was thinking okay,
what are our red case studies?
I've interviewed executives andleaders.
I think about what's allowed meto make a meaningful difference
(22:59):
and what are things that,regardless of industry, for the
most part at a macro level, wecan apply.
So that was my approach whatare some concrete ideas that
most leaders can employ to makea meaningful difference?
And so then I thought aboutobviously one was vision.
Obviously, everyone needs avision.
(23:20):
When we think about the Nike'sand we think about the
Facebook's, it was all birthfrom a vision.
Adaptability, a lot of researcharound adaptability, of being
able to adapt in a certain timesand certain situations, adverse
situations.
Then relationships are big aswell in terms of valuing others
(23:44):
and being to connect with others.
And then I believe anotherchapter in there, titled
Emotionally in Tune kind ofpivots into the connection.
So it's a scouting reportsection as well as an
emotionally in tune section aswell.
And understanding who it isyou're essentially leading,
going back that we can't paint abroad paint brush.
(24:07):
All right, this group of peoplethis way, this group of people
this way, we have to reallyunderstand what's the fiber and
fabric, like you're really doing.
Grant me, with this podcast, ofthose we're leading in terms of
our workforce, to lead the mostaccordingly.
And ultimately, the last one ishow do we position ourselves
for growth?
Because anytime we becomecomplacent, anytime we become
stagnant, we're ultimatelyhurting ourselves because we're
(24:30):
not on top of the future moment.
And so that's really thesnapshot of the principles and
ultimately just formulated thosefive because, again, through
the case studies, through theresearch, through the interviews
of executives, these are theones that spoke most to me.
Grantley (24:47):
Okay, yeah, that's a great introduction, so let's
talk about them one at a time.
Vision Spend a little bit oftime talking about vision.
You started talking about Nikeand Amazon, but what's the power
of vision and what's thepurpose of vision for a leader?
Austin (25:06):
It's hard to accomplish anything without seeing it first
.
So, for me, vision is thefoundational starting point for
anyone If we wanna get X numberof sales, if we want to grow our
business 40%, if we want toengage in a new market or
(25:27):
demographic of consumers, likeall of this starts with a vision
and seeing it before itactually happens, because once
we see it before it happens, weend up, as a reflex, having the
actions and basically thethoughts in order to align us to
attaining that particularvision.
And so, for me, vision iseverything, and so in the
(25:50):
chapter I actually curated thedifference maker, leader vision
formula and I formulated it asimple way.
Grantley (25:59):
I was just gonna get to that.
Yeah, you said Okay, okay, yourformula is vision equals hidden
credentials plus resources,plus execution.
So let's go through hiddencredentials, resources and
execution.
I think we touched a little biton hidden credentials before,
but-.
Austin (26:15):
Right, right, so, just as a recap, hidden credentials
are those special qualitieswithin and those that we can
develop.
And obviously that's point one,or variable one, because we
have to have that in terms ofourself or our team, right, it's
hard to attain a vision.
That's why I always ask myaudience is what's the hidden
credentials that's in the linewith the vision you want
(26:37):
Personally or professionally?
Because if we don't have thehidden credentials, that matches
, it's gonna be very hard toattain it.
Right, if somebody wanted to goto the NBA, but there are four
or five, it might be very hard,not to say it's not possible.
It may be very hard to attainthat, just given the average
height of those in the NBA.
So that's one point.
(26:58):
What are those things that canconnect us and help us to get to
the vision?
Then we have resources.
So what are the thingsessentially beyond us?
All right, check mark we havethe hidden credentials, those
are within.
What are the things beyond us?
Those are the resources interms of partnerships, in terms
of capital, in terms ofpartnerships, to really make
(27:20):
this vision materialize.
And then the third point is theexecution.
So, obviously having asequential step plan, sequence
of events that need to transpire, week by week, month by month,
in order to ultimately manifestthe vision, and so that's really
the snapshot of the visionformula Difference maker, leader
(27:41):
, vision formula.
Grantley (27:43):
And so then you end that chapter by saying always
remember to make everyone onyour team aware of the vision.
How important is it for theteam to understand the vision
beyond just the leader.
Austin (27:54):
Right, right, so that's everything.
Because I think oftentimes insociety, especially with big
corporations that have 10,000,5,000 employees, multinational
sometimes what ends up happeningis employees are working for
their particular tasks orfunction and they're just doing
their assignment.
What's told day by day?
(28:16):
Obviously the executive level.
They know the vision of whatthey're going towards, but
oftentimes the lower tieremployees may not.
They're just doing their jobday to day.
But what's beautiful abouteverybody understand the vision
is, even if my assignment is notextremely complex, whatever it
(28:37):
might be, I understand why.
I understand how I'mcontributing to the ultimate
vision of our team and how mypresence makes an impact.
So I think it's everything interms of the motivation and the
continuation of doing your jobat a high level for everyone
within the organization.
Grantley (28:54):
And idea number two is the difference maker Leader
adapts to change, adaptabilityand coming to accept that change
is inevitable.
Let's talk about that Right.
Austin (29:07):
So I think, especially even with COVID, that's one of
the biggest changes that's beenproduced over the past couple of
years and people are stilltrying to respond and navigate
this new world.
What I realize is leaders, ordifference maker leaders, really
understand how to navigate theuncertainty by really fostering
(29:28):
an optimistic perspective.
That perspective is reallyformulated by understanding how
to find the advantage and thedisadvantage.
So obviously, change isinevitable.
Things will happen personally,professionally Certain times may
present themselves, things maynot go according to
organizational structure as weplan for each quarter, but we
(29:51):
have to find a way to navigatefor it in spite of the change.
And we can't let the change hurtus, but we need to let the
change help us, because there'softentimes beautiful moments
that can happen only if changeoccurs.
So ultimately, we need to frameour mindsets to have what's the
nuance, what's the positive,what's the element that can help
advance and propel us forward,even though we're going through
(30:13):
these uncertain, challengingtimes.
Because, even if you thinkabout it right, like some,
things only produce greatresults when change happens
right.
Oftentimes, when the stockmarket is down, it's ultimately
going to be a season where itproduces back up, right.
But those who know how tohandle the down period.
(30:35):
It's ultimately the ones whosucceed in those up moments in
terms of financial, thefinancial payment right.
So that's what we have toreally wire our minds to do.
What's the advantage in thischange moment?
Grantley (30:47):
Yeah, and that's a great example.
You said to find the advantageand the disadvantage right,
right, I thought that was agreat phrase.
How did you come up with thatphrase?
Austin (31:01):
Right.
So I think I don't remember howit came up in the moment, but I
just was.
My mindset is always all right.
Here's the principle.
I knew I was talking aboutadaptability and what's a way
that people can adapt, and so,in just thinking, reading,
conceptualizing, that wassomething I even used to help me
(31:21):
navigate forward in spite ofchange.
And so I really think aboutwhat's the principle and how can
we conquer it, based upon againwhat others successful leaders
have said, or even my personalself.
Grantley (31:33):
Yeah, so give us an example of that right.
So the disadvantage that youchange into an advantage.
Austin (31:41):
Right.
So let's say a leader has theywant more employees for their
organization.
Right, they want more employeesto help delegate tasks.
Obviously they may have thecapital at that time to have X
number of employees.
But that could be adisadvantage because it's going
(32:02):
to be more of a workload on thatowner, on that particular
leader of the organization.
But the advantage of thatmoment is it's going to force
that leader to really understandthe tiers of that organization
at every level, because he orshe's going to have to have his
hand or her hand in probably alot of different departments,
right, they may have to tricklein marketing, they may have to
(32:25):
trickle in operations, they mayhave to trickle in all these
different departments, a countyfor the business to flow, given
the number of employees.
And so I think that's anadvantage.
It's a disadvantage because youdon't have a lot of employees,
but it's an advantage becauseultimately you're going to learn
your business inside out.
(32:46):
So when you hire more employeesyou'll know exactly what it
takes, the time it takes andwhat's ultimately the
expectation for those in therole, opposed to just assigning
tasks, and we haven't done itfor yourself.
Grantley (32:58):
The third idea was difference makers.
Leaders value people, so you'retalking about relationships.
Why a relationship?
You talk about vertical andhorizontal relationships.
Why are these so important todifference maker leaders and
people in business and people incommunity who are trying to
make a difference?
Austin (33:19):
Right.
So I think oftentimes and Ithink I mentioned this in the
keynote when we connected inVancouver but horizontal, we
think of left or right peoplewho are, quote unquote, on the
same level.
So, friends, coworkers,vertical up and down, like the
vertical jump, those are who aremore senior than you, or you
are more senior than Boston Puy,teacher, student, parent, child
(33:41):
that dichotomy and I think wecan't over, I can't
overemphasize the importancebecause I've seen it in real
time, where it might be aparticular professional or
executive that might treat aperson in some way or might
treat them a certain way, butthen root to someone who may not
have the prestigious role andwhat I realize is this world is
(34:04):
huge but it's also very smalland we're all interconnected.
Based upon research and eventhe advent of social media
Facebook scientists havereported roughly three and a
half degrees removed fromanybody who won in the world.
In other words, our actions canreally be detrimental to us if
we're not treating people andvaluing people like they should.
(34:27):
But ultimately, relationshipsare everything.
They open the doors, they allowus to collaborate, they allow
us to produce a better societyand ultimately again just going
back on my faith even if nothingcomes out of valuing someone is
always important to just havethat kind nature, even if
nothing's about it.
So it's not about an individualgame, it's just how one should
(34:48):
navigate as a person and leader.
Grantley (34:52):
Thank you.
And then you said the nextprinciple is emotionally in tune
.
Once upon a time, an emotionwasn't materialized.
Austin (35:01):
Right.
So emotionally in tune.
I talk about really theemotional intelligence.
So it's one to have the papersmarts, but we also need to have
the emotional smarts.
In other words, we need to beable to read between the lines
with the employees we serve,those we work with, and
understand what are theiremotional needs, what are the
(35:21):
things that ultimately they needto have in place to thrive at
work.
And this conversation is soparamount, especially given
coming out of COVID with hybridwork, Many people working
remotely, some working in thecompany headquarters.
But it's really an importantconversation to understand how
can I meet my employeesemotional needs to ultimately
(35:44):
foster the best environmentculture for them to thrive in.
So that's really the emphasisin that chapter.
Grantley (35:52):
That's principle number four.
And then principle number fiveis difference.
Make a leader, keep growing theimportance of growth and
thriving.
Austin (36:02):
With growth.
I think, no matter the pedigree, no matter the leadership
experience, no matter theachievements, we never can get
to a place where we stop growing, stop learning, stop becoming a
better iteration of ourselves.
And so that's what the emphasisof that chapter is how can we
(36:22):
continue to step forward?
Because all the week maycontinue to age, the society
continues to shift, change,there ends up being different
and new ways to do things, forexample, AI.
Ai has emerged, it's on theforefront now, but it's been
prevalent for the past severalyears and I think, if we're not,
it's really at a point nowwhere, if your company or your
(36:46):
industry is not ingratiating AIin some degree, I'll make it
actually be hurting yourenterprise.
But if we're thinking in a wayof five, 10 years from now, we
really could have the expiredthinking and missed
opportunities for advancementand ultimately the best product
services for our companies.
If we're not thinking forwardand thinking, how can we be
(37:07):
smarter, better and, ultimately,sharper than we were before?
Grantley (37:11):
Yes, and you say in this chapter that the leader
must be self, analytical, openminded, uncomfortable with being
uncomfortable.
Let's talk about that oneBecoming comfortable with being
uncomfortable.
Austin (37:27):
Right, certainly so.
What I've realized is beingcomfortable, being uncomfortable
.
Oftentimes we get the bestresults when we're pushing
ourselves a little bit beyondour limit Right.
So I can just use an example ofworking out.
If we're lifting weights ordumbbells, if I was lifting
weights, if I stopped as soon asI felt a little tingling my
(37:47):
bicep, the next day I may notsee much growth.
However, if I kept lifting, inspite of the pain, in spite of
the discomfort, in spite of theuncomfortability, the next day
my muscle is going to be sore,and that be tokens a sign of
growth.
Ultimately, that's going tomake my muscle more fine tuned.
(38:08):
It's going to be a little bitbigger because of the
uncomfortability it face, thestrain it placed on the muscle,
and so that's really the sameideology that applies to our
life.
When we push ourselves to do alittle bit more.
Let's say we read one book amonth.
Well, let's say we pushourselves to two books per month
, it's going to be a little bituncomfortable, it's going to
(38:29):
take a little bit more time.
Imagine how we would be intothe year.
Let's say we run a certaindistance.
Let's say we ran a little bitmore.
Whatever the case may be orscenario might be, conceptually,
physically, whatever.
If we do a little bit more,make ourselves a little
uncomfortable Again, we're notharming ourselves.
It can really produce a better,stronger iteration of who we
(38:50):
are.
Grantley (38:51):
Well, thank you so much, Austin.
I know our time is running outhere, but in the last few
minutes we have, I would likeyou to end on the topic that you
have in the book aboutgratitude Choose gratitude.
Why is it so important forleaders and for people to choose
gratitude?
Let's end on that topic.
Austin (39:11):
Right.
So for me, gratitude is a focalpoint.
I always wake up and justexpress thankfulness for the day
.
I'm thankful for waking upanother day, because I think
oftentimes we can get consumedwith the negativity, get
consumed with the noise, andthis is for all of us, and it's
(39:33):
easy to kind of figure out howwe can be negative that day, or
bother that day, or irritated orworried.
But if we really take a stepback and just think about wow,
I'm thankful for this, I'mthankful for this, we can make a
list probably most of us of atleast 10, 12 things instantly
that we were thankful for,whether it be family, whether it
(39:55):
be a meal at home, whether itbe a roof over our head, just
these little things.
And ultimately, what's uphappening is when we think about
life and our situation fromthat perspective, it forces us
to be more grateful andobviously, if we're more
grateful, it's going to affecthow we act in our days, how we
focus our energy and, ultimately, how we treat others.
(40:17):
And I think that's what kind ofour conversation has been quite
a bit about how are you actingand how are you treating others
ultimately in terms of as yourpodcast, the friendly relations,
the reconciliation, and so,ultimately, that's what
gratitude is for me.
How can we think about thepositivity and let that consume
(40:38):
us, as opposed to negativity?
Grantley (40:40):
Well, thank you very much, Austin.
I really appreciate you takingthe time out of your busy day
and busy schedule to be with ustoday.
Again, the books are thedifference.
Make her leader.
Five timeless ideas thatinspire you to lead differently
in the world, and then, withrising smile or true stories,
and one remarkable idea thatencourages us to rise above life
(41:02):
disadvantages, and I thank youfor coming.
I thank you for becoming anacquaintance.
I hope we can become friendsover time and any closing words
you want to share.
Austin (41:15):
Yes, well, well, grandley, thank you again for
having me on your podcast.
I'm glad we connected and I'mthankful for our friendship.
We're talking about gratitude,and so I just want to say kudos
to you for all your exemplarywork and for you spearheading
and leading this podcast, and Ihope and pray much continued
(41:35):
success.
Well, thank you.
Grantley (41:41):
Be adaptable to change , learn to navigate uncertainty,
and find the advantage in thethe disadvantage.
The Difference Maker Leader: Five Timeless Ideas That (41:48):
undefined
Inspire You to Lead Differentlyin the World, and Wake, Rise and
Smile (42:00):
Four true stories and one remarkable idea that
encourages us to rise abovelife's disadvantages.
These books can be purchasedwherever books are sold or you
can purchase them from Austin'swebsite, goodnaturedlife.
com.
Goodnaturedlife.
com.
(42:21):
Thanks for listening.
Remember to subscribe and leaveus a rating.
Ratings are very important tohelp our podcast, succeed in the
podcast universe and helping itbecome known to other people.
Email us your comments at abovethe noise 24@ gmail.
(42:43):
com.
Above the noise 24@ gmail.
com, and follow us on Instagramand Facebook @above the noise 24
.
Thank you for listening.
Please share this episode withyour friends.
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