November 23, 2023 • 38 mins
We had the absolute privilege of sitting down with Patrick Yanke for a truly empowering conversation. With his military background and financial planning expertise, he brings a unique perspective to leadership that marries leading by example with emotional awareness. As an avid writer, he shared his golden nugget for aspiring authors - the key is to write about what truly ignites your passion.
Our discussion took us through the turbulent but exciting world of business leadership, where we mulled over the indispensable role of nurturing future leaders. We chewed on the concept of servant leadership, fleshing out each element of the "A Servant Leader Cares" acronym. We also took a deep dive into the fears that leaders may experience when empowering their employees, and how this hesitation could potentially stunt the growth and success of their businesses.
In our final stretch of conversation, we embraced the lessons on how to fuel growth within teams through effective communication, precise expectation setting, and constructing a culture of trust. Here, we underscored the critical role of empathy and emotional intelligence in leadership. We touched upon the importance of creating a work environment that values mistakes as learning opportunities. If leadership fascinates you or if you're just starting on your leadership journey, this episode is brimming with insights that can bolster your understanding of leadership in all its dimensions. Come, join us on this enlightening ride. Don't let this episode pass you by!
Until next time... Follow on Instagram @buytimepodcast
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Hey everybody, this is Jacob K Mead and this is the
Buy Time podcast, where wediscuss everything there is to
know about buying back your time.
Be sure to like and follow andshare with somebody who needs to
buy back their time.
Enjoy today's episode.
Speaker 2 (00:15):
Welcome back to another episode of the Buy Time
podcast.
My name is Jacob K Mead and I'mexcited today to be joined by
Patrick Yankee.
Patrick, why don't you startoff and give us a little details
about yourself and who you areand what you do?
Speaker 3 (00:28):
Well, these kind of questions are always difficult,
nowhere to begin.
But I guess my professionallife at least began in the Army.
I was trying to go to the AirForce Academy and I didn't make
it on the first try.
So I was offered an Army schoolas a prep school for that.
So I went to basic at Fort Knox, spent a year in the Army, got
my acceptance to the Air ForceAcademy, then went back to basic
(00:48):
.
So you know, doing basic twice,kind of a glitin for punishment,
did my Air Force time as anofficer had intended to fly but
graduated during the drawdownfrom the Gulf War so they didn't
need pilots anymore.
I became more of a businessmanager and actually my father
was working with AG Edwards formany of years and when I was
(01:09):
getting out of the Air Force hisboss called me up and said when
you leave the military, I wantto hire you too.
So I've been doing financialplanning for 23 years.
But I'd love being a speakerand author and doing that on the
side, and that's where mypassion is.
And so I've got Yankee Academyas my outreach for being a
speaker and an author.
Speaker 2 (01:30):
Man, it's such an impressive resume for you too as
well.
I mean, I love seeing you knowand talking to speakers, authors
.
So what are some of the booksthat you've written?
Speaker 3 (01:42):
Well, I'm on.
There's a book I've alwayswanted to write.
Since I was 10 years old I'vehad this book in my mind that
I'm going to write, and thetitle of the book is why, with a
period, not a question mark,and the ultimate why is because
God said so.
It's very simple, but there's alot to get to that.
But in the meantime I've hadbooks that I felt compelled to
(02:06):
write.
So the first book that Ipublished was Defeating the
Culture of Death and that's, youknow, from a Catholic
perspective, on looking at theworld today and where we're
headed and how we get into thishandbasket and where's our
paddle and that sort of thing.
Then I also have my recent bookis the Personal Rosary, and
(02:28):
that's looking at the misuse ofthe rosary.
You know the reflections on thelife of Christ.
But this takes it from adifferent perspective and says,
okay, we're reflecting on hislife, but we're supposed to
imitate him.
So it's how we can imitate himin the modern world.
And I've also a co-author on abook with Kevin Harrington and
Jim Britt, cracking the richcode, and I wrote a chapter for
(02:50):
that.
And those are what I'veauthored so far, although I've
got a bunch of things on mylaptop that are in the works.
Speaker 2 (02:58):
That is awesome and I just I love hearing all of that
because it's so inspiring,especially to some people out
there, and they're thinkingabout possibly writing their
first book or just gettingstarted.
So someone's thinking aboutjust getting started and writing
their own book.
What would you say?
The biggest thing is that theydo.
Speaker 3 (03:16):
Passion, I mean, that's the biggest thing.
What are you passionate about?
And just start writing.
Essentially, I've always saidI'm a better editor than I am
writer.
So what I do is I just kind ofwrite stream of consciousness.
But having done that, now I'vegot something I can go back and
edit.
So I would prefer to actuallytake something that's available
to me and just go through andtouch it up.
(03:38):
So starting from scratch is alittle difficult, but I think
when you're passionate aboutsomething, it flows.
So my real challenge is time.
I've got a book I want to writeright now on servant leadership
, and I've seen leadership froman Army perspective, from an Air
Force perspective, from aFortune 500 company perspective,
(03:59):
and that's what I speak aboutwhen I talk about servant
leadership is those perspectiveson leadership, and one of these
days I'm actually going topublish a book on that.
It's just finding the time toactually do so, but I've got a
passion for speaking about it atleast.
Speaker 2 (04:15):
You know, I love that , especially leadership, because
I actually was just in an eventcalled Ryzen Recording in
Asheville a couple of weeks agoand one of the things there is
there's a speaker named Mark JaySilverman.
He was up on stage and he wastalking about leadership and I
was like, yeah, you know, I'veled teams and I know how to lead
teams.
And then he said the biggestthing is that you have to learn
how to lead yourself.
And I stopped.
(04:35):
I was like wait a minute.
I don't know if I know whatthat means.
Like how do I lead myself?
So, for people listening,what's some of the like tips
that you can give to for peoplethat want to learn more about
leadership?
What's something that they cando?
Speaker 3 (04:50):
Well, I'll tell you, I think about the quote by
William Penn no man is fit tocommand another who cannot
command himself.
When you see leaders that arenot setting the example, tells
his employees or his people thathe works with, that they expect
him to be in five minutes earlyfor work and to stay five
minutes late.
Meanwhile he's taking longlunches and spending days at the
(05:11):
beach.
It doesn't work out very well.
You have to walk the walk, walkthe walk the talk that you're
telling other people to do.
But it really starts with withan awareness of who you are.
And in my own studies what I'vecome to the conclusion is that
at our root we're emotionalbeings.
You could be lying in ahospital bed or you could be a
marathon runner, but we areemotional beings at a root and
(05:34):
we react to the worldemotionally.
And when you break down thoseemotions I did a number of
studies in psychology today usedto classify emotions in six
ways there's joy, anger, sadness, fear, surprise and disgust.
And then a couple of yearslater they came back and
adjusted that and said you know,really, surprise is a subset of
fear, disgust is a subset ofanger.
So really there's four there'sjoy, anger, sadness and fear.
(05:57):
And when you understand thatthat's our basic reaction to the
world, that starts to open upunderstanding how we interact.
So if you're in a mode of anger, you know we don't want to stay
in anger.
We kind of look at this interms of there's one positive
emotion, that's joy, but theanger, sadness and fear on the
negative side of things.
(06:17):
And to go back from anger tojoy is forgiveness.
You know somebody has hurt youand you have to have forgiveness
.
You have to let go of that.
You know it's been said thatanger is that punishment we give
ourselves for the sins ofothers.
You got to let go of that ifyou want to walk back to joy.
Gratitude is the way to walkback from sadness.
How can you be sad and gratefulat the same time?
You got to live an attitude ofgratitude in this life.
(06:40):
Gratitude and forgiveness arevery important.
But then there's that fear.
How do we get back from fear tojoy?
And it begins with trust andyou got to take that first step.
You've got to walk forward andyou walk in trust towards joy.
But what's interesting when youtake that from a Christian
perspective and you look at itand say, okay, how do these
emotions go back to how we arecreated?
(07:03):
Well, you look at the, ourFather itself.
You know Jesus taught us how topray and in the words that our
Lord Himself gave us, what youfind is the joy in recognizing
who God is and saying that Iwill be done, essentially, at
the gratitude in give us thisday our daily bread, the
forgiveness and forgive me as Iforgive others, and the trust in
(07:25):
you know lead us not intemptation and such.
You know, essentially whatJesus said is we're emotional
beings and we need to orientourselves towards God in that
emotion.
But how you turned that intoleadership is that
self-awareness, recognizing weare emotional beings.
So are the people you work with.
They're interacting in theworld in the same way.
(07:47):
So, going back to thatpsychology thing, what they
found is that when you putelectrodes on people and you
measure their simulance, whatyou find is that even anger and
sadness are subsets of fear.
So really that triangle kind ofcollapses down to where you've
got fear on one side, you've gotjoy on the other and you don't
do joy.
What we do is love.
So our choice is really in thislife between love and fear and
(08:10):
when we approach that as aleader, the right thing to do is
to reach out from ourselves toserve others.
That's love.
When we're looking inward toourselves, that fear is a
selfless emotion.
What do I have to lose?
How is this going to cost me?
What do I have to do?
Those are fearful thoughts andthat's a selfish side of things.
And when you're reactingselfishly to the world, you're
(08:30):
fearful.
When you're fearful, you reactselfishly.
It works both ways.
Same thing on the love side.
If you're a loving person,you're generous and in your
generosity you give love.
But if you can find a way toserve others, find out what they
need and give them what theyneed in every situation, or find
a way to apply love in everydecision you make, nine times
(08:51):
out of ten you're going to makethe right decision.
But if you look at it from thefearful standpoint and the
selfish standpoint of what youhave to lose, that's when you
start making the negativeemotions and start making the
negative decisions.
You can see this in a lot of bigbusinesses.
Typically, someone started abusiness because of a passion.
They had something they wantedto give.
You start a business becausethe world needs something and
that's why you make money isbecause they need it.
(09:12):
They buy it, they get it fromyou.
That's how it all works.
But when the next generationcomes along, who doesn't share
that passion, they startcounting the beans and the bean
counters come in and say, okay,well, we need to cut costs here
into here.
Here they lose the vision, theylose the giving and now turn
toward the selfish of how muchcan we keep for ourselves and
how much money can we make.
That's how businesses die andthat's how organizations and
(09:34):
passions die.
Speaker 2 (09:35):
I see it all the time , especially in business
coaching, is I'll have someonecome to me and they just took
over a business and they're justtrying to turn our profit and I
ask them why are you in it?
And they just look at me whatdo you mean?
We just bought it because wethought it'd be a good turnkey
business.
It's like you know you're in itfor the wrong reason.
I've always had this sayingthat if you go into something
just for the money, just to makemoney, if that's the only
(09:56):
reason why you're going intosomething, you might do all
right, you may actually end updoing okay for the first couple
of years, but it will not besustainable because you have no
passion, you have no drive there.
When I actually started mybusiness a while back, it was
the thing like what.
It's been nine years now and Istarted my business and now I'm
transitioning more into businesscoaching and consulting.
And when I started it, that'swhat it was.
(10:17):
It was a drive.
I had no care about how muchmoney I made off the bat.
It was just I want to helppeople.
That's what I want to do.
And so I went into it with themindset of I'm going to help
people.
I found out when you give likeyou constantly give, give, give
eventually it'll come back toyou.
And so that's what I did is Iwas like, how are you going to
pay for this?
How are you going to do this?
And it was question afterquestion.
(10:37):
So many people doubted me and Iwas like you know, I don't know,
I don't have all the answers,but I'm going to help people the
best I can.
And I even got the questionlike well, you're losing so much
by just helping.
It's like no, no, I wasn't.
I gained so much.
So I love that you're talkingabout that and especially, you
know, even talking about fear.
And I mean it's so true, howyou just it was a fear to joy,
(11:04):
you know, it's just so truebecause I can remember how
fearful I was while I wasrunning my business and it took
I don't want to say it took awayjoy, but because of the fear
that I had constantly what'snext, what's next, what's next
and almost the fear of unknownthat it was hard for me to even
be joyful in the little moments.
And so I just really love thatyou brought that up because it
(11:26):
really it's just resonated withme, especially with starting my
business at such a young age.
You know starting a business at20, 21 and building it to
something successful at 25.
While people are doubting you,there's a lot of fear there.
Speaker 3 (11:42):
I used to teach junior achievement One thing.
I would always tell the kidsthat businesses come into being
to fill a need you know.
You look around you and you say, okay, what need can I fill?
There's a business model foryou.
The real visionaries, though,create the need that they're
going to fill, and that's peoplelike you know, Steve Jobs and
whatever else.
No one knew we needed a phonein our pocket 24 seven until he
(12:03):
came along and said you knowwhat?
We need a phone in our pocket24 seven.
It's going to be the one deviceyou're going to turn to all day
, and he was right.
He said that many years beforethe iPhone ever came out.
Speaker 2 (12:12):
Oh man, it's so true.
You can either look for aproblem and now there's, now
there's companies out there thatcreate a problem to resolve a
problem, like man, it's, it's,there's opportunity everywhere
you look.
You just got to walk throughthat right door and and you'll
find it.
But that's so cool.
So you were in the military,correct?
Speaker 3 (12:32):
Yes, army and then Air Force.
Speaker 2 (12:34):
And how long did you serve?
Speaker 3 (12:38):
Seven years active duty after the Air Force Academy
.
If you count all the timetogether, it's in the range of
12 years.
Speaker 2 (12:43):
So you have a lot of leadership experience while
you're in the military.
What's something that standsout?
What leadership standpointactually stands out to you the
most?
Speaker 3 (12:55):
Well, you know, you got to kind of walk into this a
little bit because when I was inthe army you know, one thing
that really stood out to me is,you know, I was a basic training
.
I didn't get very far in thearmy because I was there really
as a stepping stone to go to theAir Force Academy.
I never tended to stay in thearmy, but what really stood out
to me was, if there's a chowline, if it's, if it's if
they're feeding us or whateverelse, the leadership always went
(13:18):
last.
They made sure that the troopswere fed first.
If we're, if we're going on abivouac somewhere, if we're
going to be bedding downsomewhere, setting up tents,
whatever else, they make suretheir troops are taking care of.
The tents are set up andeverybody's taking care of
before the officer is worriedabout themselves and get their
stuff taken care of.
And when you get to the AirForce you find a little
different mentality.
You find like if you've got anair crew, like a C5 air crew,
(13:41):
and you've got two officersflying the plane, you've got
enlisted on there, they'remanaging the loads and whatever
else.
You got officers enlisted onthe same plane.
When that plane lands, theofficers go their way to Bibwek
and the the enlisted go theirway and They'll come back to the
plane tomorrow and they'll takecare of stuff.
And you find that there's a lotof taking care of the officers,
because the officers are theones you know flying the planes
and that sort of thing.
(14:02):
And it takes a little bit ofjust a slight turn of
perspective to realize thatthey're actually the same
business model, it's just takenfrom a different perspective.
Because what do you do?
You take care of yourwarfighters and, in the army,
their basic function.
When you ask anybody in thearmy what is your basic job,
your basic job is infantry.
Everybody is trained in theinfantry, doesn't matter if
(14:23):
you're going into armor, doesn'tmatter if you're going into
artillery.
Everybody's trained first to beinfantry because you know when
you're out there in the, in the,the field, sooner or later you
might have to pick up a weaponand defend your base.
So your first train as infantry.
So Everything is geared towardthe warfighter.
And the warfighter in the armyis the private in the trench
that's out there defending thebase or trying to take enemy
(14:44):
positions.
In the Air Force, the warfighteris typically the officer in the
cockpit.
He's the one that's out there.
That's good, or she?
So there's out there.
That's that's flying the planeand going out to the enemies,
creating the air supremacy thatwe, that we that we need over
the the battlefield.
So it's the exact same businessmodel that you take care of
your warfighter, it's just yourwarfighter has a slightly
different identity.
(15:04):
And then, of course, you comeinto business and you find, like
I said, fortune 500 training inin business and we do the same
thing and you've got to takecare of your warfighters.
The people that interact withyour customers Are the people
that need to have your supportand that's where the leadership
really comes in.
So many leaders in industry Seethat people are there to serve
(15:25):
them, that that that that it'sabout.
It's about my position, myauthority, my Territory.
It's not.
If you're put in a position ofleadership, then you're being,
you're giving a given, aresponsibility to accomplish the
mission.
Now, everything you do shouldbe focused on that mission.
You tell me that safety is jobone.
(15:45):
I say you missed it.
No, if safety is job one, tellyou people to go home, get in
bed.
That's the safest place forthem to be.
No, we do the job as safely aswe can, but the mission always
comes first, and if a leader isdevoted to the mission, they're
gonna try to put the people inthe right positions that they
can take, accomplish the mission, then they have to support
those people in accomplishingthe mission.
Everything focuses on themission and that's that's a
(16:10):
military mentality, but itshould also be a business
mentality.
It's why you're there.
That mission is purpose, and ifyou're not focused on that,
you're lacking in purpose.
Speaker 2 (16:18):
I you know.
It's so true too, because,honestly, you talk a lot about,
you know, taking care of yourpeople first, the in those and
people on the front lines.
And I think about being abusiness owner.
What's the number one thingthat I did?
I made sure that the people myemployees that were helping my
customers we're taking care of.
I made sure they had everythingthat they needed.
In fact, I would put aside myown needs a lot often,
(16:40):
oftentimes and not, and I wouldbe there for them.
If they needed me to Be thereon a certain day because they
couldn't make it, I would bethere for them.
I would show them how it's done.
I wouldn't sit back and sayit's not my job to talk to
customers.
It's not my job, you know, Ijust run a business.
No, I would be there.
I'd be on the front lines, I'dbe there showing them how it's
done.
Now I've gotten to the point nowwhere I've put even more
(17:01):
leadership in place thatactually can do that for me, so
I don't have to constantly,always be there, and that was
part of my buying time processis getting my leadership to the
way that I Would lead, andthat's a hard thing to do
because a lot of leaders youknow we see this a lot, I'm a
leader and they're just outthere telling people what to do
and they think that they're aleader and I think a lot of it
goes to you have emotioninvested, like you were talking
(17:24):
about.
So you're fully invested withyour emotions on this and so you
also want your team to do thebest they can and you understand
that the job at hand Is itbased on how well the job gets
done by yourself, but if it getscompleted with the team.
I've actually I've had Times inthe past where I've been a
(17:44):
leader and I've been guilty ofthis right like I got a task
done and I patted myself on thechest like this, like yeah, I
got this done, I did such agreat job at it and I had that
like take a step back of my egobecause I realized that I did it
all on my own and I'm in aleadership position.
I didn't ask for a single bitof help while I did this and I
didn't lead my team to thesuccess, but I did it all on my
(18:06):
own.
It turned out well, but I'mbeating myself on the chest.
I'm like that is not a leader,I should have been able to Help
my team get to the same resultsthan that would have made me a
leader.
So I love that you talk aboutthat, because it I mean it is so
true and I think that's whyit's important that we are
leading ourselves first, so thatway we know how to actually
lead our team.
And yeah, I mean just justtalking about it on that, when
(18:29):
you Go ahead.
Speaker 3 (18:31):
Yeah, sorry about that.
So what you just just on that,you know.
One thing that we have toremember is leaders is one of
our basic functions as a Leaderis raising people up, and what
are we raising them up to is tobe future leaders.
You know, if, if we've got someorganizations, go back to what
I said a minute ago about howorganizations lose their way,
you lose the visionary, and nowyou got the bean counters.
Well, if you raise up theleaders of tomorrow, then your
(18:55):
organization has continuity.
If you're doing everythingyourself and all you have is
little function areas under youthat that are never raised into
leadership positions, whenyou're gone, the organization is
gone.
You know your basic job as aleader is succession planning,
is planning for the future.
You, as a leader, have thevision for where this
organization is going, but it'snot going to go there without
you, unless you raise people upto replace you someday.
Speaker 2 (19:18):
I mean, it's 100% and it's actually so.
I have this buy time processand I talk about how to get your
business to run on its ownwithout you always having to be
there, and one of the things Ifind the most is that business
owners have a hard time.
The biggest thing they have ahard time doing is relinquishing
control, and the reason why Ibelieve they have such a hard
time relinquishing control isbecause they're looking at it as
(19:39):
their business is their baby.
They don't want it to make anymistakes.
They don't want any customersto get mad.
They don't want anything to gowrong.
So one of the hardest thingsthat I did as a business owner
was I told myself I'm going tolet things go wrong, because
things were going to go wrong.
It wasn't going to be thedecisions that I was going to
make.
Someone was going to dosomething that I wouldn't
(20:00):
necessarily agree on, but as aleader, I knew that that could
happen.
But I would be able to coachthem.
I'd be able to have theconversations, I'd be able to
figure out a solution ifsomething did go horribly wrong,
and I would be the leader tocome out of it and make them
stronger in the process and itwas amazing.
What happened is I relinquishedmy control to my employees,
(20:21):
thinking, oh man, I don't knowif they have this, and they had
it.
They did a phenomenal job.
They killed it.
They did a great job.
Now, did they make all the samedecisions that I would have
made?
No, did my manager team do theexact same things that I would
have done?
No, could there have beenthings avoided and fires avoided
?
Absolutely.
But the thing is is they did itall without me being there, and
then to come back and see howempowered they were, it was
(20:45):
awesome.
So I think that's one of the bigthings is that business owners
out there, they have a hard timeof saying no one else can do
this better than me.
My wife's sometimes guilty ofthat If she wants.
It's just like I got to do thisand I just I know how to do it.
I'm just going to do it and getit done, and I had that mindset
for the longest time.
But it's not sustainable,because when you're running a
(21:07):
business, it's different whenyou're running it versus you're
working in the business, because, especially if I'm looking for
a business to purchase, thefirst thing that I'm looking at
is okay, how many hours a weekdoes that business owner work in
that business?
Because if that business owneris working 60, 70 hours a week
in the business, then that meansfirst of all, they're an
employee that I don't have topay overtime to, but then,
(21:28):
secondly, that means that thatbusiness would not be
sustainable without that owner.
And once that owner leaves andI take control of that business,
who knows where it's going togo?
I like to say look for thosepeople that do have strong
leaderships, and you can find itin the businesses that are
sustainable without having tohave constant micromanaging from
the business owner.
Speaker 3 (21:48):
Yeah, absolutely.
And you mentioned aboutemployees making mistakes.
We have a tendency to shootpeople when they make mistakes.
We fire people when they makebig mistakes, but as a true
leader, you have to recognizethat that person is now your
most valuable employee becausethey've made a big mistake and
if they're truly committed tothe mission, in their remorse
(22:10):
they're going to learn not tomake that mistake again.
Now you get rid of that person,you're going to have someone
who come along to make thatmistake again because they
haven't learned.
This person has.
So some of your most valuableemployees are the ones that
they're committed to the missionand they've made a mistake.
You should pat them on the backand say good job making that
mistake.
Now don't make it again.
You just learned a valuablelesson and go make a different
(22:31):
mistake, and the more mistakesthey make, the better trained
they're going to be.
They become your most valuableemployees.
Now, again, that somebody who'scommitted to the mission.
Don't get me wrong.
You don't keep around theflunkies that can't do anything
right.
I get that, but you do try toraise people up.
We have a tendency,unfortunately, to just to form
the firing squad when somebodymakes a mistake and we have to
(22:52):
evaluate that person and if thisperson is a quality person, you
don't just fire them.
As an example to others, wewould like to say okay, well,
you know, if I fire this person,everyone else will learn not to
make that mistake.
Yeah, but you could also givean example that shows that
they're allowed to make mistakes, which means they're allowed to
stretch and grow and try to dothings in new ways, which is
what you want your employees todo.
Speaker 2 (23:15):
I mean, it's so true.
I think about mistakes and Ithink that I've made tons of
them in my business career thatI know my employees are going to
make them.
It's the only way to growth isto make a mistake, learn from it
, see what you could have donebetter and move on.
And obviously I will find waysthat I can coach my employees to
actually get them to know howto handle a situation better.
(23:35):
But when they make a mistake,they come to me and they're like
hey, so I think I made amistake and the first thing that
I say is let's see how we canfigure it out together, because
I don't want to punish them formaking a mistake because, like
you just said, what are yougoing to do?
Fire them, get harsh with them,get someone else on board
that's going to make the samemistake.
(23:55):
It's not invested in the companythat doesn't want to see the
company grow and succeed.
When you invest in people, thisis what I found I invest in my
employees and I do it more so,not just with training, but like
doing one-on-one and personalone-on-ones, and we get personal
about work and personal life,because, whether people believe
it or not, work and personal mix.
(24:16):
I don't care what people sayout there, if you have a
horrible, if you're having ahorrible personal time, you're
going to have a horrible time atwork.
It's just, it is what it is.
And so I like to be a mentor tothem and say like, hey, where
can I help?
What's your struggles, what'sgoing on?
And we're very open, our wholeteam's open, and I love that
culture.
I think that's a really goodculture and a healthy work
environment is that everyoneknows they can be open and not
(24:39):
everything has to be allrainbows and sun shines.
We get down and we talk aboutsome of the things that are dark
or that people don't want totalk about, because I guess I
always I have this firm beliefthat work and personal life they
do mix and I think too manypeople separate that.
But it really does.
I've seen it time after time.
What's your thoughts on that?
Speaker 3 (25:02):
Well, it just takes us back to the initial premise
that we are emotional beings.
And if you truly understandthat your decisions are based on
what you love and what you fear, and the selfish versus the
giving, and you recognize thenthat your employees have the
same exact emotions.
They have the same exactmotivations.
That's how you can get in thereand say okay, what is it that
(25:24):
you really want?
What is it that you're tryingto do here?
And I can help you do that.
You take the carrot and thestick approach.
We understand stick.
Everyone understands the stickapproach.
I'm going to beat you with astick If you don't do what I
tell you.
That's easy leadership.
The carrot approach is a hardsort of thing because everyone's
carrot is different.
You have to actually get toknow your people and find out
what motivates them.
(25:44):
Then you can sit down with themand say okay, you know, it
starts with your ownself-awareness.
What motivates me?
Okay, great, I understand whatmotivates me.
Now let's go find out whatmotivates you, and this one
motivates you.
I'm going to help youaccomplish your goal and what
you want, and together that'sgoing to grow the business and
the mission.
But you have to have thatoutreach Again, it's that love
and fear.
In fear, we want to beat peopleover the head and say don't you
(26:06):
dare do anything wrong.
In love, we say I want to helpyou grow, and you can only help
someone grow if you understandwhere it is they're trying to go
.
Speaker 2 (26:14):
I mean, it's so true and everyone is motivated
differently.
I think that was my biggestmistake, and when I first got
into leadership, I thoughteveryone was motivated by the
same thing money.
I was like, oh, of course it.
And the more money you canthrow someone away, the more
they're motivated.
And then I realized real fastthat that's not the case.
There's a lot of people outthere that they're not motivated
by money.
They might be motivated byrewards, or they might be
(26:36):
motivated by affection.
There's so many different wayspeople are motivated and
everyone is different.
So finding out how a person ismotivated it's so important.
I mean, it makes a hugedifference because if you're
going about it the wrong way,you're going to get the wrong
results.
Speaker 3 (26:54):
And always Exactly.
There is no one size fits all.
If you're going to be a servantleader, there's one size fits
all if you want to be a poorleader, because there's plenty
of examples out there.
But if you want to be a servantleader, if you truly want to
focus on the mission, get yourpeople focused on the mission
and help them grow and make thisorganization something that can
grow and prosper and besustainable for the future, then
(27:16):
you're going to have to learnto adapt and learn what your
people need.
Speaker 2 (27:21):
I love that, and so I want to talk a little bit on a
deeper level.
As far as leadership, I talkedabout how a lot of business
owners out there they have adifficulty relinquishing control
, like letting go, and I know itstems a little bit from fear,
you know, fear that theiremployees are going to make a
mistake or fear of whatcustomers might think if
(27:42):
something were to go wrong.
But what some ways that is.
Do you have any tips or tricksfor our audience that they can
help with that process?
Because I know it's one of thehardest things is relinquishing
control and letting youremployees manage or letting your
managers actually do their job.
But what are some good tips andtricks that you might have?
Speaker 3 (28:04):
I think the simplest thing is again getting to know
your people.
You need to know what level ofresponsibility that they're
willing and able to take.
Every speaker has to have theiracronym.
So my acronym for servantleadership is a servant leader
cares, and the C is forcommunication.
You know you start with.
If they're going to understandyour devotion to the mission,
(28:24):
you have to speak the mission tothem.
This is what we're here toaccomplish.
And then, on, communication isa two-way street.
You also have to listen backfrom them how they understand
the mission and what they canoffer to it.
So communication is the firststep.
Then there's accompaniment.
You have to be there in thetrenches with them.
You can't just say, okay, yougo do your thing, I want to do
my thing.
You have to set the example.
(28:45):
You have to set the standardsand you have to live up to them
yourself.
If you're not living up to thestandards, your organization is
going to fall apart eventually.
They're going to look at youand say, why am I bothering?
They're going to put outresumes for an organization that
does live up to their ownstandards.
So responsibility isrecognizing in your people how
much responsibility they're ableto take on.
(29:05):
Not willing, able.
Let's get into, know yourpeople and what they're able to
do.
And what you do is you slowlyincrease the level of
responsibility and you're goingto find that they're going to
make mistakes and they're goingto.
Things are going to go wrongand that's where you sit them
down and say okay, so what wentwrong?
In this situation, we learn, weteach, we grow and we expand
their ability to take onresponsibility.
And as you find leaders withinyour organization, you can raise
(29:28):
them up in responsibilityEvolution.
It's your job to plan for thefuture, for yourself, for your
organization and for your people.
Send them to training schools,raise them up.
How many leaders, leaders, howmany so-called leaders do we
know out there who keep theirpeople at a barely employable
level?
Because if I train this guy,he's going to go to a better
(29:49):
organization.
If I train this guy, he mighttake my future advancement.
You know that's that fear ofyour own people, that we don't
allow them to grow.
But your job as a leader is tohelp your organization and your
people evolve.
You're focused on the mission.
You're looking five years downthe road where do we want to be?
You got to map out the plan tobe there.
That's that evolution.
And you got to help your peoplegrow at the same time so they
(30:12):
can become the future leadersthat they need to be, but also
help it grow their ability toaccomplish the mission.
And then finally, it ends withservice.
Once you've done all of thosethings, the communication, the
accompaniment, theresponsibility and the evolution
serve.
This is where you sit down andsay what do you need and how do
I support you?
That's that service aspect.
(30:33):
To say the servant leadershipis, it's in company, all of
those things.
But if you don't take thisfinal step and say I'm here to
support you, you're not aservant leader.
So you can communicate with thepeople, get to know them all
those sorts of things, and tryto set the example.
But if you never sit down andsay I'm here to serve you, how
do I help you accomplish themission?
You miss the boat.
(30:53):
So that's that's the words Ilive by.
And what's what's really cool?
You know I'd like to bringthings back to kind of religious
realm a little bit, but whenyou look at, like our lord's
march to the cross, you got the.
You got the agony in the gardenwhere it says to his father I
will be done.
You got the, the scourging atthe pillar.
(31:15):
That's the justice and doingall that that is required.
You got the crowning withthorns, temperance about.
He was offered a kind of goldbut you only accepted a crown
thorns.
You got the carrying the crossIs the fortitude to continue on
the.
You got the cross itself, whichis the image of love itself.
Well, that servant leader cares.
(31:35):
I came up with that acronymbefore I realized that works
perfectly with that.
You got the communication inthe agony, the garden.
You got the accompaniment thereat the, the scourging at the
pillar.
You got the responsibilitythere with the, with the
counting the thorns.
You got the evolution of themarching forward with the
carrying the cross and then yougot Just doing it.
Being there on the cross is theimage of love, is the serving
(31:58):
the people and doing with themission was.
When I get to talk certainleadership, to set the secular
organization, the secularexamples, when I get to actually
talking religious environment,it really comes alive and I love
.
Speaker 2 (32:12):
That's awesome.
I love that.
I love that you talked about.
A lot of leaders are afraidthat if they Leave their
employees too much, or theyencourage their, empower, their
employees, to which they'regoing to lose out on the
opportunity, they're gonna leavethe company or they're gonna
completely be, you know, gosomewhere else, because they're
gonna have it in there wherethis fire, this passion and I
(32:33):
have to always take a step back,because I was young when I
first started my, my businessand I did have that mindset at
first and I will be open andhonest with my audience about
this night and when I, when Ispeak, I'm always Up front about
it is I made the mistake, right?
I first started that way and Iwas like, if I do this and make
him to great, they're gonna bebetter than me, and if they're
(32:53):
better than me and they're gonnago out and start their own
business and and they're gonnalose it all, right, I have that
mindset will lose all the fearmindset like you just got done
talking about.
And I had to turn that offbecause I realize, first of all,
I wasn't true I was in theright place, if that's all I
cared about.
But then, once I turned it offand I really did start like
(33:15):
empowering my employees and justtrying to get them to where
they wanted to be in life.
And I told myself, like listen,they're not always gonna be
with you, and that's okay.
Where do they want to be inlife and how can you help them
get there?
And I started to do that.
I help them to get to wherethey want to be.
I asked him how their personalgoals are going, ask what they
(33:36):
needed from me.
When I started to do that, thechange was awesome.
In fact, it was so awesomewhere I got to a point where
they were doing a great they'redoing great at work.
I could walk into the store andI can ask what do you guys need
from me?
And they would say, nothing,you already do enough week, we
can handle it.
And I was like, wow, this isamazing.
Like this is what trueleadership feels like, where you
(33:56):
know you can walk in and yourteam, if they needed me, they
would say, hey, I need you forthis.
And I'll even ask what do youneed to start on?
Like nothing, you go, do whatyou need to do, we can handle it
.
Like that's a good feelingright now.
But it didn't happen overnight.
I'm not.
It took years to learn this,and so if anybody in the
audience can learn this at anearlier age and what it took me,
(34:16):
I'll do a lot better.
Time to take me to twenty fiveto learn it.
I guess there's still peopleout there learning it, but you
can work for twenty five, do so.
Speaker 1 (34:28):
Why I really, I love, I love the decision.
Speaker 3 (34:33):
Sorry, I had no good what I just got.
To go back to the love and fear, but it's every decision that
we make.
So, yeah, you've learned it nowtwenty five, but there's gonna
be something that's gonna causeyou concern in the future and
you can have to make thosechoices and Every one of those
choices build the future thatyou go to.
So love and fear is a great wayto approach each decision, but
it is each decision.
It's not.
(34:53):
It's not a final resting point.
It's gonna be.
There gonna be more challengesin the future and you have to
decide on your goals.
Speaker 2 (35:00):
Man, I feel like the challenges never stop, but
that's what's part of life is.
You get these challenges andit's just overcoming them and
Figuring out the direction youwant to take, and relying on
faith helps me a lot.
I mean, I can't tell you howmuch that helps.
If I don't have my faith, Idon't know.
I think I'd spiral prettyquickly.
So, patrick, we always thankyou so much for coming on
(35:21):
today's podcast.
I mean just sharing yourknowledge and everything that
there is about leadership.
I love hearing that, becauseit's something that I'm
extremely passionate about,especially in the buying time
process.
It's the number one thing youhave to learn.
Before you can even let yourteam go.
You have to learn how to leadcorrectly.
So if our audience want to findout a little bit more
information about you, where canthey go?
How can they do this?
Speaker 3 (35:44):
Well, my main website for for speaking in the an
authoring is the w w w dotyankee academy.
Yankee is one, by the way,yankee academy dot com.
You have to buy.
Vows were cheap, so the w w dotyankee academy dot com twenty.
But I also have a website setup specifically for my read my
latest book, the personal rosary.
(36:05):
So it's a w w dot the personalrosary dot com.
But if you go to the main oneon the academy, there you can
find information, you can seevideos on on me speaking.
It could hold me if you'd likeme to come speak.
I'd love to do those sorts ofthings.
I am on facebook, I'm also onthe linkedin, twitter, and you
can just look for patrick yankee, you can look for yankee
(36:25):
academy, you can look for thepersonal rosary and you'll find
me out there.
Speaker 2 (36:30):
I'll definitely have to get on that website because
it sounds like there's so muchcool information on there and if
I can find out more about yourspeaking me, it sounds like
you'd be a great speaker, so I II love to be able to see when
your Speech is someday.
I think it'd be a greatopportunity for me.
So what can, what can theaudience do to support you right
now?
What and we are journey whatcan they do to help you out?
Speaker 3 (36:51):
I say look at the organizations that you know or a
part of, and if you would likesomeone to come speak about the
servant leadership, I'd love todo it.
This is my passion, this issomething I do as a passion
project.
So serve leadership againbegins with self management.
So the self management, servantleadership.
On the flip side, fromreligious standpoint, you know
the personal rosary is actuallyit's a catholic devotional.
But if you, if you have friendsthat are in the catholic church
(37:14):
, if you are in the catholicchurch, you know people that are
in the parish or the localdiocese and they'd like some to
come and do a rosary mission andgo deeper into the mysteries of
the rosary and how we can livethe mysteries, the rosary and
and the events of christ life onour own life.
I'd love to come do that.
Speaker 2 (37:29):
I love that.
Thank you so much, and so ifanybody out there does have any
ideas, I feel free to reach outand will blow the bill, connect
you guys and see whatopportunities like.
So I'm patrick.
Thank you so much for coming ontoday's podcast.
I really do appreciate it andjust sharing your message with
our audience and I hope a lot ofyou were able to get some good
(37:49):
knowledge from today's podcast.
And remember, as always, feelfree to give us a follow and
share this with somebody thatneeds to learn about leadership
and really want to inspire themhow to lead their team to
massive growth.
Thanks and until next time.
Speaker 1 (38:04):
Thanks for listening to today's episode.
My name is jacob k mead, anduntil next time.
Hey everybody, this is Jacob K Mead and this is the
Buy Time podcast, where wediscuss everything there is to
know about buying back your time.
Be sure to like and follow andshare with somebody who needs to
buy back their time.
Enjoy today's episode.
Speaker 2 (00:15):
Welcome back to another episode of the Buy Time
podcast.
My name is Jacob K Mead and I'mexcited today to be joined by
Patrick Yankee.
Patrick, why don't you startoff and give us a little details
about yourself and who you areand what you do?
Speaker 3 (00:28):
Well, these kind of questions are always difficult,
nowhere to begin.
But I guess my professionallife at least began in the Army.
I was trying to go to the AirForce Academy and I didn't make
it on the first try.
So I was offered an Army schoolas a prep school for that.
So I went to basic at Fort Knox, spent a year in the Army, got
my acceptance to the Air ForceAcademy, then went back to basic
(00:48):
.
So you know, doing basic twice,kind of a glitin for punishment,
did my Air Force time as anofficer had intended to fly but
graduated during the drawdownfrom the Gulf War so they didn't
need pilots anymore.
I became more of a businessmanager and actually my father
was working with AG Edwards formany of years and when I was
(01:09):
getting out of the Air Force hisboss called me up and said when
you leave the military, I wantto hire you too.
So I've been doing financialplanning for 23 years.
But I'd love being a speakerand author and doing that on the
side, and that's where mypassion is.
And so I've got Yankee Academyas my outreach for being a
speaker and an author.
Speaker 2 (01:30):
Man, it's such an impressive resume for you too as
well.
I mean, I love seeing you knowand talking to speakers, authors
.
So what are some of the booksthat you've written?
Speaker 3 (01:42):
Well, I'm on.
There's a book I've alwayswanted to write.
Since I was 10 years old I'vehad this book in my mind that
I'm going to write, and thetitle of the book is why, with a
period, not a question mark,and the ultimate why is because
God said so.
It's very simple, but there's alot to get to that.
But in the meantime I've hadbooks that I felt compelled to
(02:06):
write.
So the first book that Ipublished was Defeating the
Culture of Death and that's, youknow, from a Catholic
perspective, on looking at theworld today and where we're
headed and how we get into thishandbasket and where's our
paddle and that sort of thing.
Then I also have my recent bookis the Personal Rosary, and
(02:28):
that's looking at the misuse ofthe rosary.
You know the reflections on thelife of Christ.
But this takes it from adifferent perspective and says,
okay, we're reflecting on hislife, but we're supposed to
imitate him.
So it's how we can imitate himin the modern world.
And I've also a co-author on abook with Kevin Harrington and
Jim Britt, cracking the richcode, and I wrote a chapter for
(02:50):
that.
And those are what I'veauthored so far, although I've
got a bunch of things on mylaptop that are in the works.
Speaker 2 (02:58):
That is awesome and I just I love hearing all of that
because it's so inspiring,especially to some people out
there, and they're thinkingabout possibly writing their
first book or just gettingstarted.
So someone's thinking aboutjust getting started and writing
their own book.
What would you say?
The biggest thing is that theydo.
Speaker 3 (03:16):
Passion, I mean, that's the biggest thing.
What are you passionate about?
And just start writing.
Essentially, I've always saidI'm a better editor than I am
writer.
So what I do is I just kind ofwrite stream of consciousness.
But having done that, now I'vegot something I can go back and
edit.
So I would prefer to actuallytake something that's available
to me and just go through andtouch it up.
(03:38):
So starting from scratch is alittle difficult, but I think
when you're passionate aboutsomething, it flows.
So my real challenge is time.
I've got a book I want to writeright now on servant leadership
, and I've seen leadership froman Army perspective, from an Air
Force perspective, from aFortune 500 company perspective,
(03:59):
and that's what I speak aboutwhen I talk about servant
leadership is those perspectiveson leadership, and one of these
days I'm actually going topublish a book on that.
It's just finding the time toactually do so, but I've got a
passion for speaking about it atleast.
Speaker 2 (04:15):
You know, I love that , especially leadership, because
I actually was just in an eventcalled Ryzen Recording in
Asheville a couple of weeks agoand one of the things there is
there's a speaker named Mark JaySilverman.
He was up on stage and he wastalking about leadership and I
was like, yeah, you know, I'veled teams and I know how to lead
teams.
And then he said the biggestthing is that you have to learn
how to lead yourself.
And I stopped.
(04:35):
I was like wait a minute.
I don't know if I know whatthat means.
Like how do I lead myself?
So, for people listening,what's some of the like tips
that you can give to for peoplethat want to learn more about
leadership?
What's something that they cando?
Speaker 3 (04:50):
Well, I'll tell you, I think about the quote by
William Penn no man is fit tocommand another who cannot
command himself.
When you see leaders that arenot setting the example, tells
his employees or his people thathe works with, that they expect
him to be in five minutes earlyfor work and to stay five
minutes late.
Meanwhile he's taking longlunches and spending days at the
(05:11):
beach.
It doesn't work out very well.
You have to walk the walk, walkthe walk the talk that you're
telling other people to do.
But it really starts with withan awareness of who you are.
And in my own studies what I'vecome to the conclusion is that
at our root we're emotionalbeings.
You could be lying in ahospital bed or you could be a
marathon runner, but we areemotional beings at a root and
(05:34):
we react to the worldemotionally.
And when you break down thoseemotions I did a number of
studies in psychology today usedto classify emotions in six
ways there's joy, anger, sadness, fear, surprise and disgust.
And then a couple of yearslater they came back and
adjusted that and said you know,really, surprise is a subset of
fear, disgust is a subset ofanger.
So really there's four there'sjoy, anger, sadness and fear.
(05:57):
And when you understand thatthat's our basic reaction to the
world, that starts to open upunderstanding how we interact.
So if you're in a mode of anger, you know we don't want to stay
in anger.
We kind of look at this interms of there's one positive
emotion, that's joy, but theanger, sadness and fear on the
negative side of things.
(06:17):
And to go back from anger tojoy is forgiveness.
You know somebody has hurt youand you have to have forgiveness
.
You have to let go of that.
You know it's been said thatanger is that punishment we give
ourselves for the sins ofothers.
You got to let go of that ifyou want to walk back to joy.
Gratitude is the way to walkback from sadness.
How can you be sad and gratefulat the same time?
You got to live an attitude ofgratitude in this life.
(06:40):
Gratitude and forgiveness arevery important.
But then there's that fear.
How do we get back from fear tojoy?
And it begins with trust andyou got to take that first step.
You've got to walk forward andyou walk in trust towards joy.
But what's interesting when youtake that from a Christian
perspective and you look at itand say, okay, how do these
emotions go back to how we arecreated?
(07:03):
Well, you look at the, ourFather itself.
You know Jesus taught us how topray and in the words that our
Lord Himself gave us, what youfind is the joy in recognizing
who God is and saying that Iwill be done, essentially, at
the gratitude in give us thisday our daily bread, the
forgiveness and forgive me as Iforgive others, and the trust in
(07:25):
you know lead us not intemptation and such.
You know, essentially whatJesus said is we're emotional
beings and we need to orientourselves towards God in that
emotion.
But how you turned that intoleadership is that
self-awareness, recognizing weare emotional beings.
So are the people you work with.
They're interacting in theworld in the same way.
(07:47):
So, going back to thatpsychology thing, what they
found is that when you putelectrodes on people and you
measure their simulance, whatyou find is that even anger and
sadness are subsets of fear.
So really that triangle kind ofcollapses down to where you've
got fear on one side, you've gotjoy on the other and you don't
do joy.
What we do is love.
So our choice is really in thislife between love and fear and
(08:10):
when we approach that as aleader, the right thing to do is
to reach out from ourselves toserve others.
That's love.
When we're looking inward toourselves, that fear is a
selfless emotion.
What do I have to lose?
How is this going to cost me?
What do I have to do?
Those are fearful thoughts andthat's a selfish side of things.
And when you're reactingselfishly to the world, you're
(08:30):
fearful.
When you're fearful, you reactselfishly.
It works both ways.
Same thing on the love side.
If you're a loving person,you're generous and in your
generosity you give love.
But if you can find a way toserve others, find out what they
need and give them what theyneed in every situation, or find
a way to apply love in everydecision you make, nine times
(08:51):
out of ten you're going to makethe right decision.
But if you look at it from thefearful standpoint and the
selfish standpoint of what youhave to lose, that's when you
start making the negativeemotions and start making the
negative decisions.
You can see this in a lot of bigbusinesses.
Typically, someone started abusiness because of a passion.
They had something they wantedto give.
You start a business becausethe world needs something and
that's why you make money isbecause they need it.
(09:12):
They buy it, they get it fromyou.
That's how it all works.
But when the next generationcomes along, who doesn't share
that passion, they startcounting the beans and the bean
counters come in and say, okay,well, we need to cut costs here
into here.
Here they lose the vision, theylose the giving and now turn
toward the selfish of how muchcan we keep for ourselves and
how much money can we make.
That's how businesses die andthat's how organizations and
(09:34):
passions die.
Speaker 2 (09:35):
I see it all the time , especially in business
coaching, is I'll have someonecome to me and they just took
over a business and they're justtrying to turn our profit and I
ask them why are you in it?
And they just look at me whatdo you mean?
We just bought it because wethought it'd be a good turnkey
business.
It's like you know you're in itfor the wrong reason.
I've always had this sayingthat if you go into something
just for the money, just to makemoney, if that's the only
(09:56):
reason why you're going intosomething, you might do all
right, you may actually end updoing okay for the first couple
of years, but it will not besustainable because you have no
passion, you have no drive there.
When I actually started mybusiness a while back, it was
the thing like what.
It's been nine years now and Istarted my business and now I'm
transitioning more into businesscoaching and consulting.
And when I started it, that'swhat it was.
(10:17):
It was a drive.
I had no care about how muchmoney I made off the bat.
It was just I want to helppeople.
That's what I want to do.
And so I went into it with themindset of I'm going to help
people.
I found out when you give likeyou constantly give, give, give
eventually it'll come back toyou.
And so that's what I did is Iwas like, how are you going to
pay for this?
How are you going to do this?
And it was question afterquestion.
(10:37):
So many people doubted me and Iwas like you know, I don't know,
I don't have all the answers,but I'm going to help people the
best I can.
And I even got the questionlike well, you're losing so much
by just helping.
It's like no, no, I wasn't.
I gained so much.
So I love that you're talkingabout that and especially, you
know, even talking about fear.
And I mean it's so true, howyou just it was a fear to joy,
(11:04):
you know, it's just so truebecause I can remember how
fearful I was while I wasrunning my business and it took
I don't want to say it took awayjoy, but because of the fear
that I had constantly what'snext, what's next, what's next
and almost the fear of unknownthat it was hard for me to even
be joyful in the little moments.
And so I just really love thatyou brought that up because it
(11:26):
really it's just resonated withme, especially with starting my
business at such a young age.
You know starting a business at20, 21 and building it to
something successful at 25.
While people are doubting you,there's a lot of fear there.
Speaker 3 (11:42):
I used to teach junior achievement One thing.
I would always tell the kidsthat businesses come into being
to fill a need you know.
You look around you and you say, okay, what need can I fill?
There's a business model foryou.
The real visionaries, though,create the need that they're
going to fill, and that's peoplelike you know, Steve Jobs and
whatever else.
No one knew we needed a phonein our pocket 24 seven until he
(12:03):
came along and said you knowwhat?
We need a phone in our pocket24 seven.
It's going to be the one deviceyou're going to turn to all day
, and he was right.
He said that many years beforethe iPhone ever came out.
Speaker 2 (12:12):
Oh man, it's so true.
You can either look for aproblem and now there's, now
there's companies out there thatcreate a problem to resolve a
problem, like man, it's, it's,there's opportunity everywhere
you look.
You just got to walk throughthat right door and and you'll
find it.
But that's so cool.
So you were in the military,correct?
Speaker 3 (12:32):
Yes, army and then Air Force.
Speaker 2 (12:34):
And how long did you serve?
Speaker 3 (12:38):
Seven years active duty after the Air Force Academy
.
If you count all the timetogether, it's in the range of
12 years.
Speaker 2 (12:43):
So you have a lot of leadership experience while
you're in the military.
What's something that standsout?
What leadership standpointactually stands out to you the
most?
Speaker 3 (12:55):
Well, you know, you got to kind of walk into this a
little bit because when I was inthe army you know, one thing
that really stood out to me is,you know, I was a basic training
.
I didn't get very far in thearmy because I was there really
as a stepping stone to go to theAir Force Academy.
I never tended to stay in thearmy, but what really stood out
to me was, if there's a chowline, if it's, if it's if
they're feeding us or whateverelse, the leadership always went
(13:18):
last.
They made sure that the troopswere fed first.
If we're, if we're going on abivouac somewhere, if we're
going to be bedding downsomewhere, setting up tents,
whatever else, they make suretheir troops are taking care of.
The tents are set up andeverybody's taking care of
before the officer is worriedabout themselves and get their
stuff taken care of.
And when you get to the AirForce you find a little
different mentality.
You find like if you've got anair crew, like a C5 air crew,
(13:41):
and you've got two officersflying the plane, you've got
enlisted on there, they'remanaging the loads and whatever
else.
You got officers enlisted onthe same plane.
When that plane lands, theofficers go their way to Bibwek
and the the enlisted go theirway and They'll come back to the
plane tomorrow and they'll takecare of stuff.
And you find that there's a lotof taking care of the officers,
because the officers are theones you know flying the planes
and that sort of thing.
(14:02):
And it takes a little bit ofjust a slight turn of
perspective to realize thatthey're actually the same
business model, it's just takenfrom a different perspective.
Because what do you do?
You take care of yourwarfighters and, in the army,
their basic function.
When you ask anybody in thearmy what is your basic job,
your basic job is infantry.
Everybody is trained in theinfantry, doesn't matter if
(14:23):
you're going into armor, doesn'tmatter if you're going into
artillery.
Everybody's trained first to beinfantry because you know when
you're out there in the, in the,the field, sooner or later you
might have to pick up a weaponand defend your base.
So your first train as infantry.
So Everything is geared towardthe warfighter.
And the warfighter in the armyis the private in the trench
that's out there defending thebase or trying to take enemy
(14:44):
positions.
In the Air Force, the warfighteris typically the officer in the
cockpit.
He's the one that's out there.
That's good, or she?
So there's out there.
That's that's flying the planeand going out to the enemies,
creating the air supremacy thatwe, that we that we need over
the the battlefield.
So it's the exact same businessmodel that you take care of
your warfighter, it's just yourwarfighter has a slightly
different identity.
(15:04):
And then, of course, you comeinto business and you find, like
I said, fortune 500 training inin business and we do the same
thing and you've got to takecare of your warfighters.
The people that interact withyour customers Are the people
that need to have your supportand that's where the leadership
really comes in.
So many leaders in industry Seethat people are there to serve
(15:25):
them, that that that that it'sabout.
It's about my position, myauthority, my Territory.
It's not.
If you're put in a position ofleadership, then you're being,
you're giving a given, aresponsibility to accomplish the
mission.
Now, everything you do shouldbe focused on that mission.
You tell me that safety is jobone.
(15:45):
I say you missed it.
No, if safety is job one, tellyou people to go home, get in
bed.
That's the safest place forthem to be.
No, we do the job as safely aswe can, but the mission always
comes first, and if a leader isdevoted to the mission, they're
gonna try to put the people inthe right positions that they
can take, accomplish the mission, then they have to support
those people in accomplishingthe mission.
Everything focuses on themission and that's that's a
(16:10):
military mentality, but itshould also be a business
mentality.
It's why you're there.
That mission is purpose, and ifyou're not focused on that,
you're lacking in purpose.
Speaker 2 (16:18):
I you know.
It's so true too, because,honestly, you talk a lot about,
you know, taking care of yourpeople first, the in those and
people on the front lines.
And I think about being abusiness owner.
What's the number one thingthat I did?
I made sure that the people myemployees that were helping my
customers we're taking care of.
I made sure they had everythingthat they needed.
In fact, I would put aside myown needs a lot often,
(16:40):
oftentimes and not, and I wouldbe there for them.
If they needed me to Be thereon a certain day because they
couldn't make it, I would bethere for them.
I would show them how it's done.
I wouldn't sit back and sayit's not my job to talk to
customers.
It's not my job, you know, Ijust run a business.
No, I would be there.
I'd be on the front lines, I'dbe there showing them how it's
done.
Now I've gotten to the point nowwhere I've put even more
(17:01):
leadership in place thatactually can do that for me, so
I don't have to constantly,always be there, and that was
part of my buying time processis getting my leadership to the
way that I Would lead, andthat's a hard thing to do
because a lot of leaders youknow we see this a lot, I'm a
leader and they're just outthere telling people what to do
and they think that they're aleader and I think a lot of it
goes to you have emotioninvested, like you were talking
(17:24):
about.
So you're fully invested withyour emotions on this and so you
also want your team to do thebest they can and you understand
that the job at hand Is itbased on how well the job gets
done by yourself, but if it getscompleted with the team.
I've actually I've had Times inthe past where I've been a
(17:44):
leader and I've been guilty ofthis right like I got a task
done and I patted myself on thechest like this, like yeah, I
got this done, I did such agreat job at it and I had that
like take a step back of my egobecause I realized that I did it
all on my own and I'm in aleadership position.
I didn't ask for a single bitof help while I did this and I
didn't lead my team to thesuccess, but I did it all on my
(18:06):
own.
It turned out well, but I'mbeating myself on the chest.
I'm like that is not a leader,I should have been able to Help
my team get to the same resultsthan that would have made me a
leader.
So I love that you talk aboutthat, because it I mean it is so
true and I think that's whyit's important that we are
leading ourselves first, so thatway we know how to actually
lead our team.
And yeah, I mean just justtalking about it on that, when
(18:29):
you Go ahead.
Speaker 3 (18:31):
Yeah, sorry about that.
So what you just just on that,you know.
One thing that we have toremember is leaders is one of
our basic functions as a Leaderis raising people up, and what
are we raising them up to is tobe future leaders.
You know, if, if we've got someorganizations, go back to what
I said a minute ago about howorganizations lose their way,
you lose the visionary, and nowyou got the bean counters.
Well, if you raise up theleaders of tomorrow, then your
(18:55):
organization has continuity.
If you're doing everythingyourself and all you have is
little function areas under youthat that are never raised into
leadership positions, whenyou're gone, the organization is
gone.
You know your basic job as aleader is succession planning,
is planning for the future.
You, as a leader, have thevision for where this
organization is going, but it'snot going to go there without
you, unless you raise people upto replace you someday.
Speaker 2 (19:18):
I mean, it's 100% and it's actually so.
I have this buy time processand I talk about how to get your
business to run on its ownwithout you always having to be
there, and one of the things Ifind the most is that business
owners have a hard time.
The biggest thing they have ahard time doing is relinquishing
control, and the reason why Ibelieve they have such a hard
time relinquishing control isbecause they're looking at it as
(19:39):
their business is their baby.
They don't want it to make anymistakes.
They don't want any customersto get mad.
They don't want anything to gowrong.
So one of the hardest thingsthat I did as a business owner
was I told myself I'm going tolet things go wrong, because
things were going to go wrong.
It wasn't going to be thedecisions that I was going to
make.
Someone was going to dosomething that I wouldn't
(20:00):
necessarily agree on, but as aleader, I knew that that could
happen.
But I would be able to coachthem.
I'd be able to have theconversations, I'd be able to
figure out a solution ifsomething did go horribly wrong,
and I would be the leader tocome out of it and make them
stronger in the process and itwas amazing.
What happened is I relinquishedmy control to my employees,
(20:21):
thinking, oh man, I don't knowif they have this, and they had
it.
They did a phenomenal job.
They killed it.
They did a great job.
Now, did they make all the samedecisions that I would have
made?
No, did my manager team do theexact same things that I would
have done?
No, could there have beenthings avoided and fires avoided
?
Absolutely.
But the thing is is they did itall without me being there, and
then to come back and see howempowered they were, it was
(20:45):
awesome.
So I think that's one of the bigthings is that business owners
out there, they have a hard timeof saying no one else can do
this better than me.
My wife's sometimes guilty ofthat If she wants.
It's just like I got to do thisand I just I know how to do it.
I'm just going to do it and getit done, and I had that mindset
for the longest time.
But it's not sustainable,because when you're running a
(21:07):
business, it's different whenyou're running it versus you're
working in the business, because, especially if I'm looking for
a business to purchase, thefirst thing that I'm looking at
is okay, how many hours a weekdoes that business owner work in
that business?
Because if that business owneris working 60, 70 hours a week
in the business, then that meansfirst of all, they're an
employee that I don't have topay overtime to, but then,
(21:28):
secondly, that means that thatbusiness would not be
sustainable without that owner.
And once that owner leaves andI take control of that business,
who knows where it's going togo?
I like to say look for thosepeople that do have strong
leaderships, and you can find itin the businesses that are
sustainable without having tohave constant micromanaging from
the business owner.
Speaker 3 (21:48):
Yeah, absolutely.
And you mentioned aboutemployees making mistakes.
We have a tendency to shootpeople when they make mistakes.
We fire people when they makebig mistakes, but as a true
leader, you have to recognizethat that person is now your
most valuable employee becausethey've made a big mistake and
if they're truly committed tothe mission, in their remorse
(22:10):
they're going to learn not tomake that mistake again.
Now you get rid of that person,you're going to have someone
who come along to make thatmistake again because they
haven't learned.
This person has.
So some of your most valuableemployees are the ones that
they're committed to the missionand they've made a mistake.
You should pat them on the backand say good job making that
mistake.
Now don't make it again.
You just learned a valuablelesson and go make a different
(22:31):
mistake, and the more mistakesthey make, the better trained
they're going to be.
They become your most valuableemployees.
Now, again, that somebody who'scommitted to the mission.
Don't get me wrong.
You don't keep around theflunkies that can't do anything
right.
I get that, but you do try toraise people up.
We have a tendency,unfortunately, to just to form
the firing squad when somebodymakes a mistake and we have to
(22:52):
evaluate that person and if thisperson is a quality person, you
don't just fire them.
As an example to others, wewould like to say okay, well,
you know, if I fire this person,everyone else will learn not to
make that mistake.
Yeah, but you could also givean example that shows that
they're allowed to make mistakes, which means they're allowed to
stretch and grow and try to dothings in new ways, which is
what you want your employees todo.
Speaker 2 (23:15):
I mean, it's so true.
I think about mistakes and Ithink that I've made tons of
them in my business career thatI know my employees are going to
make them.
It's the only way to growth isto make a mistake, learn from it
, see what you could have donebetter and move on.
And obviously I will find waysthat I can coach my employees to
actually get them to know howto handle a situation better.
(23:35):
But when they make a mistake,they come to me and they're like
hey, so I think I made amistake and the first thing that
I say is let's see how we canfigure it out together, because
I don't want to punish them formaking a mistake because, like
you just said, what are yougoing to do?
Fire them, get harsh with them,get someone else on board
that's going to make the samemistake.
(23:55):
It's not invested in the companythat doesn't want to see the
company grow and succeed.
When you invest in people, thisis what I found I invest in my
employees and I do it more so,not just with training, but like
doing one-on-one and personalone-on-ones, and we get personal
about work and personal life,because, whether people believe
it or not, work and personal mix.
(24:16):
I don't care what people sayout there, if you have a
horrible, if you're having ahorrible personal time, you're
going to have a horrible time atwork.
It's just, it is what it is.
And so I like to be a mentor tothem and say like, hey, where
can I help?
What's your struggles, what'sgoing on?
And we're very open, our wholeteam's open, and I love that
culture.
I think that's a really goodculture and a healthy work
environment is that everyoneknows they can be open and not
(24:39):
everything has to be allrainbows and sun shines.
We get down and we talk aboutsome of the things that are dark
or that people don't want totalk about, because I guess I
always I have this firm beliefthat work and personal life they
do mix and I think too manypeople separate that.
But it really does.
I've seen it time after time.
What's your thoughts on that?
Speaker 3 (25:02):
Well, it just takes us back to the initial premise
that we are emotional beings.
And if you truly understandthat your decisions are based on
what you love and what you fear, and the selfish versus the
giving, and you recognize thenthat your employees have the
same exact emotions.
They have the same exactmotivations.
That's how you can get in thereand say okay, what is it that
(25:24):
you really want?
What is it that you're tryingto do here?
And I can help you do that.
You take the carrot and thestick approach.
We understand stick.
Everyone understands the stickapproach.
I'm going to beat you with astick If you don't do what I
tell you.
That's easy leadership.
The carrot approach is a hardsort of thing because everyone's
carrot is different.
You have to actually get toknow your people and find out
what motivates them.
(25:44):
Then you can sit down with themand say okay, you know, it
starts with your ownself-awareness.
What motivates me?
Okay, great, I understand whatmotivates me.
Now let's go find out whatmotivates you, and this one
motivates you.
I'm going to help youaccomplish your goal and what
you want, and together that'sgoing to grow the business and
the mission.
But you have to have thatoutreach Again, it's that love
and fear.
In fear, we want to beat peopleover the head and say don't you
(26:06):
dare do anything wrong.
In love, we say I want to helpyou grow, and you can only help
someone grow if you understandwhere it is they're trying to go
.
Speaker 2 (26:14):
I mean, it's so true and everyone is motivated
differently.
I think that was my biggestmistake, and when I first got
into leadership, I thoughteveryone was motivated by the
same thing money.
I was like, oh, of course it.
And the more money you canthrow someone away, the more
they're motivated.
And then I realized real fastthat that's not the case.
There's a lot of people outthere that they're not motivated
by money.
They might be motivated byrewards, or they might be
(26:36):
motivated by affection.
There's so many different wayspeople are motivated and
everyone is different.
So finding out how a person ismotivated it's so important.
I mean, it makes a hugedifference because if you're
going about it the wrong way,you're going to get the wrong
results.
Speaker 3 (26:54):
And always Exactly.
There is no one size fits all.
If you're going to be a servantleader, there's one size fits
all if you want to be a poorleader, because there's plenty
of examples out there.
But if you want to be a servantleader, if you truly want to
focus on the mission, get yourpeople focused on the mission
and help them grow and make thisorganization something that can
grow and prosper and besustainable for the future, then
(27:16):
you're going to have to learnto adapt and learn what your
people need.
Speaker 2 (27:21):
I love that, and so I want to talk a little bit on a
deeper level.
As far as leadership, I talkedabout how a lot of business
owners out there they have adifficulty relinquishing control
, like letting go, and I know itstems a little bit from fear,
you know, fear that theiremployees are going to make a
mistake or fear of whatcustomers might think if
(27:42):
something were to go wrong.
But what some ways that is.
Do you have any tips or tricksfor our audience that they can
help with that process?
Because I know it's one of thehardest things is relinquishing
control and letting youremployees manage or letting your
managers actually do their job.
But what are some good tips andtricks that you might have?
Speaker 3 (28:04):
I think the simplest thing is again getting to know
your people.
You need to know what level ofresponsibility that they're
willing and able to take.
Every speaker has to have theiracronym.
So my acronym for servantleadership is a servant leader
cares, and the C is forcommunication.
You know you start with.
If they're going to understandyour devotion to the mission,
(28:24):
you have to speak the mission tothem.
This is what we're here toaccomplish.
And then, on, communication isa two-way street.
You also have to listen backfrom them how they understand
the mission and what they canoffer to it.
So communication is the firststep.
Then there's accompaniment.
You have to be there in thetrenches with them.
You can't just say, okay, yougo do your thing, I want to do
my thing.
You have to set the example.
(28:45):
You have to set the standardsand you have to live up to them
yourself.
If you're not living up to thestandards, your organization is
going to fall apart eventually.
They're going to look at youand say, why am I bothering?
They're going to put outresumes for an organization that
does live up to their ownstandards.
So responsibility isrecognizing in your people how
much responsibility they're ableto take on.
(29:05):
Not willing, able.
Let's get into, know yourpeople and what they're able to
do.
And what you do is you slowlyincrease the level of
responsibility and you're goingto find that they're going to
make mistakes and they're goingto.
Things are going to go wrongand that's where you sit them
down and say okay, so what wentwrong?
In this situation, we learn, weteach, we grow and we expand
their ability to take onresponsibility.
And as you find leaders withinyour organization, you can raise
(29:28):
them up in responsibilityEvolution.
It's your job to plan for thefuture, for yourself, for your
organization and for your people.
Send them to training schools,raise them up.
How many leaders, leaders, howmany so-called leaders do we
know out there who keep theirpeople at a barely employable
level?
Because if I train this guy,he's going to go to a better
(29:49):
organization.
If I train this guy, he mighttake my future advancement.
You know that's that fear ofyour own people, that we don't
allow them to grow.
But your job as a leader is tohelp your organization and your
people evolve.
You're focused on the mission.
You're looking five years downthe road where do we want to be?
You got to map out the plan tobe there.
That's that evolution.
And you got to help your peoplegrow at the same time so they
(30:12):
can become the future leadersthat they need to be, but also
help it grow their ability toaccomplish the mission.
And then finally, it ends withservice.
Once you've done all of thosethings, the communication, the
accompaniment, theresponsibility and the evolution
serve.
This is where you sit down andsay what do you need and how do
I support you?
That's that service aspect.
(30:33):
To say the servant leadershipis, it's in company, all of
those things.
But if you don't take thisfinal step and say I'm here to
support you, you're not aservant leader.
So you can communicate with thepeople, get to know them all
those sorts of things, and tryto set the example.
But if you never sit down andsay I'm here to serve you, how
do I help you accomplish themission?
You miss the boat.
(30:53):
So that's that's the words Ilive by.
And what's what's really cool?
You know I'd like to bringthings back to kind of religious
realm a little bit, but whenyou look at, like our lord's
march to the cross, you got the.
You got the agony in the gardenwhere it says to his father I
will be done.
You got the, the scourging atthe pillar.
(31:15):
That's the justice and doingall that that is required.
You got the crowning withthorns, temperance about.
He was offered a kind of goldbut you only accepted a crown
thorns.
You got the carrying the crossIs the fortitude to continue on
the.
You got the cross itself, whichis the image of love itself.
Well, that servant leader cares.
(31:35):
I came up with that acronymbefore I realized that works
perfectly with that.
You got the communication inthe agony, the garden.
You got the accompaniment thereat the, the scourging at the
pillar.
You got the responsibilitythere with the, with the
counting the thorns.
You got the evolution of themarching forward with the
carrying the cross and then yougot Just doing it.
Being there on the cross is theimage of love, is the serving
(31:58):
the people and doing with themission was.
When I get to talk certainleadership, to set the secular
organization, the secularexamples, when I get to actually
talking religious environment,it really comes alive and I love
.
Speaker 2 (32:12):
That's awesome.
I love that.
I love that you talked about.
A lot of leaders are afraidthat if they Leave their
employees too much, or theyencourage their, empower, their
employees, to which they'regoing to lose out on the
opportunity, they're gonna leavethe company or they're gonna
completely be, you know, gosomewhere else, because they're
gonna have it in there wherethis fire, this passion and I
(32:33):
have to always take a step back,because I was young when I
first started my, my businessand I did have that mindset at
first and I will be open andhonest with my audience about
this night and when I, when Ispeak, I'm always Up front about
it is I made the mistake, right?
I first started that way and Iwas like, if I do this and make
him to great, they're gonna bebetter than me, and if they're
(32:53):
better than me and they're gonnago out and start their own
business and and they're gonnalose it all, right, I have that
mindset will lose all the fearmindset like you just got done
talking about.
And I had to turn that offbecause I realize, first of all,
I wasn't true I was in theright place, if that's all I
cared about.
But then, once I turned it offand I really did start like
(33:15):
empowering my employees and justtrying to get them to where
they wanted to be in life.
And I told myself, like listen,they're not always gonna be
with you, and that's okay.
Where do they want to be inlife and how can you help them
get there?
And I started to do that.
I help them to get to wherethey want to be.
I asked him how their personalgoals are going, ask what they
(33:36):
needed from me.
When I started to do that, thechange was awesome.
In fact, it was so awesomewhere I got to a point where
they were doing a great they'redoing great at work.
I could walk into the store andI can ask what do you guys need
from me?
And they would say, nothing,you already do enough week, we
can handle it.
And I was like, wow, this isamazing.
Like this is what trueleadership feels like, where you
(33:56):
know you can walk in and yourteam, if they needed me, they
would say, hey, I need you forthis.
And I'll even ask what do youneed to start on?
Like nothing, you go, do whatyou need to do, we can handle it
.
Like that's a good feelingright now.
But it didn't happen overnight.
I'm not.
It took years to learn this,and so if anybody in the
audience can learn this at anearlier age and what it took me,
(34:16):
I'll do a lot better.
Time to take me to twenty fiveto learn it.
I guess there's still peopleout there learning it, but you
can work for twenty five, do so.
Speaker 1 (34:28):
Why I really, I love, I love the decision.
Speaker 3 (34:33):
Sorry, I had no good what I just got.
To go back to the love and fear, but it's every decision that
we make.
So, yeah, you've learned it nowtwenty five, but there's gonna
be something that's gonna causeyou concern in the future and
you can have to make thosechoices and Every one of those
choices build the future thatyou go to.
So love and fear is a great wayto approach each decision, but
it is each decision.
It's not.
(34:53):
It's not a final resting point.
It's gonna be.
There gonna be more challengesin the future and you have to
decide on your goals.
Speaker 2 (35:00):
Man, I feel like the challenges never stop, but
that's what's part of life is.
You get these challenges andit's just overcoming them and
Figuring out the direction youwant to take, and relying on
faith helps me a lot.
I mean, I can't tell you howmuch that helps.
If I don't have my faith, Idon't know.
I think I'd spiral prettyquickly.
So, patrick, we always thankyou so much for coming on
(35:21):
today's podcast.
I mean just sharing yourknowledge and everything that
there is about leadership.
I love hearing that, becauseit's something that I'm
extremely passionate about,especially in the buying time
process.
It's the number one thing youhave to learn.
Before you can even let yourteam go.
You have to learn how to leadcorrectly.
So if our audience want to findout a little bit more
information about you, where canthey go?
How can they do this?
Speaker 3 (35:44):
Well, my main website for for speaking in the an
authoring is the w w w dotyankee academy.
Yankee is one, by the way,yankee academy dot com.
You have to buy.
Vows were cheap, so the w w dotyankee academy dot com twenty.
But I also have a website setup specifically for my read my
latest book, the personal rosary.
(36:05):
So it's a w w dot the personalrosary dot com.
But if you go to the main oneon the academy, there you can
find information, you can seevideos on on me speaking.
It could hold me if you'd likeme to come speak.
I'd love to do those sorts ofthings.
I am on facebook, I'm also onthe linkedin, twitter, and you
can just look for patrick yankee, you can look for yankee
(36:25):
academy, you can look for thepersonal rosary and you'll find
me out there.
Speaker 2 (36:30):
I'll definitely have to get on that website because
it sounds like there's so muchcool information on there and if
I can find out more about yourspeaking me, it sounds like
you'd be a great speaker, so I II love to be able to see when
your Speech is someday.
I think it'd be a greatopportunity for me.
So what can, what can theaudience do to support you right
now?
What and we are journey whatcan they do to help you out?
Speaker 3 (36:51):
I say look at the organizations that you know or a
part of, and if you would likesomeone to come speak about the
servant leadership, I'd love todo it.
This is my passion, this issomething I do as a passion
project.
So serve leadership againbegins with self management.
So the self management, servantleadership.
On the flip side, fromreligious standpoint, you know
the personal rosary is actuallyit's a catholic devotional.
But if you, if you have friendsthat are in the catholic church
(37:14):
, if you are in the catholicchurch, you know people that are
in the parish or the localdiocese and they'd like some to
come and do a rosary mission andgo deeper into the mysteries of
the rosary and how we can livethe mysteries, the rosary and
and the events of christ life onour own life.
I'd love to come do that.
Speaker 2 (37:29):
I love that.
Thank you so much, and so ifanybody out there does have any
ideas, I feel free to reach outand will blow the bill, connect
you guys and see whatopportunities like.
So I'm patrick.
Thank you so much for coming ontoday's podcast.
I really do appreciate it andjust sharing your message with
our audience and I hope a lot ofyou were able to get some good
(37:49):
knowledge from today's podcast.
And remember, as always, feelfree to give us a follow and
share this with somebody thatneeds to learn about leadership
and really want to inspire themhow to lead their team to
massive growth.
Thanks and until next time.
Speaker 1 (38:04):
Thanks for listening to today's episode.
My name is jacob k mead, anduntil next time.
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