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Episode Transcript

Speaker 1 (00:01):
When we develop ourselves and we develop other
people.
One of the forgotten arts, ifyou will, is journaling.
I have become a huge journalingadvocate, probably for the last
20 plus years.
Often I will just go to acoffee shop and I'm not even a
coffee drinker and I willliterally just pull out a
notebook and just write downideas, observations, ideas for

(00:22):
the companies, you know,messages I want to send to
clients, whatever the case mightbe.
And journaling does three majorthings, three major things that
I think are really important.
Number one it gets us to slowdown and think and reflect.
Number two it actuallyfacilitates reflection.

(00:44):
I don't think anyone can arguethat when we reflect, we
typically have better clarity,better thought process, better
concise thoughts, better concise, clear communication versus
just thinking right away in themoment.
And then, third, one of thethings that journaling does is
it reminds us Just that.

(01:07):
It reminds us of the goodthings and the things that we
need to address.
Often, when we're in the throwof things and we're running hard
, we don't say to ourselves oh,I'm really stressed out, I got
to slow down and journal, soschedule time for yourself to
journal.
Let me give you one of the bestsuccesses as it relates to
journaling.
You know, I read this book, theProgress Principle by Teresa

(01:30):
Amable, and she talks about howjournaling was a way of her
capturing data and how she foundout that progress was the most
motivated thing for 76% of thepeople in her study.
So 76% of the people in herstudy said I'm at my most
motivated state when I'mprogressing in my job.

(01:50):
It was not reward, recognitionor money.
So here's the funny thing shegot that data from journaling.
She then found out that itactually lowered people's stress
, and I might get this numberwrong, but I think it was up to
23%.
I have found the same thing.
So one of the other things thatjournaling does is it helps us
observe and capture things.

(02:11):
When you combine observationwith journaling, it is powerful.
Let me give you the case study.
There was a young lady at ourbank that I would say was shy
and she was a teller, and oneday I was waiting for our banker
to come out and we do ourbusiness banking with them as

(02:32):
well, even though they were aclient and he said well, let's
go back to my office.
I said can we sit here for afew minutes?
He said, sure, what's going on?
I said watch.
He said what I go watch.
Everybody goes by the first twotellers and they go to Ashley
on the end Every time.
And he looked, a couple peoplecame in, happened every single

(02:53):
time, and he said wow, I'venever noticed that before.
I said you know, every time Icome in she's got my accounts
pulled up.
She knows my kids' names.
She's fantastic.
Now, if Ashley was listening tothis and she might be she would
tell you she's an introvert bytrait.
She is.
And I asked her one day,sitting in her cubicle station,

(03:15):
and I said what's your goal?
What do you want?
Now I'm going to share this.
Not a great thing to share.
But she said I really want togo into leadership.
I would never have assumed that.
I would have assumed theopposite.
And boy, that's the power ofasking people questions.
So when she was telling me andI said well, do you have an
academy here or some type ofthing that you can get into, she

(03:37):
said we do.
We have a leadership program.
And I said well, I think that'sawesome.
I said I think you'll do great.
So all of a sudden, you know, Itold that to the bank president
, or the person we were doingour banking with at the time and
he said, wow, I would neverhave known she wanted to do that
.
Here's the moral of the storyNobody asked her.
She was so good as a teller.

(03:58):
Well, that's one less thing Igot to worry about.
When you have high performingtalent and you're not observing,
you are missing out on anopportunity and sooner or later
you might be missing that person.
The next thing is when you takethe time to just casually sit,
give yourself a break as aleader and observe and journal

(04:19):
other people, you will own itmore.
You have a repository of thingsyou can now go inspire,
motivate, coach, mentor, lead,manage whatever you want to call
it.
And that's the opportunity.
We all too often are so busywith our heads down doing our
jobs, we forget to look up andsay who's doing a great job and
then just simply make a note ofit.

(04:40):
Embed journaling into yourleadership practice.