June 23, 2025 • 47 mins
In this “DYNAMIC” episode, Andrew Reed, speaking to hundreds of CEOs and Senior Executives in a national broadcast, makes a compelling case: Your Company’s Quality is No More or Less than the Quality of your People Development System! Hard-earned lessons, through blood experience and insights, are shared as Andrew INTRODUCES the utterly important of this topic that 90% of companies MISS and thus become average, mediocre - the 50th percentile.
Background: Take it from experience… MVI goes THOUSANDS of phone interactions and averages 2 ½ YEARS without a single call not answered within 3 rings by a competent, intelligent person. Or how MVI goes more than 8 months between even a single service failure or complaint from a client. There is zero BS here! This all comes from FOCUS, something any organization can do if it truly wants to, on a creating a “culture” super-soaked in High Standards fused with DEEP Meaning & Purpose and PROFOUND emphasis on teaching Accountability – and how it is LIFE-CHANGING!
This podcast is the Beginning of this journey! And as the Beatles sang… We all need or could benefit “With a little bit of help from our Friends!”
Chapter Markers
(00:00) Intro
(01:11) People Development Is the Center of the Universe
(03:13) Four Pillars: Attraction, Selection, Development, Retention
(04:30) Designing a Transformative People Development System
(06:01) Awakening and Internal Work: Where It All Starts
(08:01) Benchmarking and Data Extraction for World-Class Insight
(09:59) Excellence Begins with Human Beings
(12:45) Reality vs Academic Theory: What Actually Works
(14:18) Focus as the Root of Quality
(17:18) Sequencing, Manuals & Training: Teaching with Intention
(20:38) Self-Reliance and Ownership: A Mature Organization
(22:19) Preparedness and the Power to Help Others
(25:18) Linking Cause and Effect for Cultural Impact
(26:30) The Model vs Traditional Management
(29:05) Fixing Hiring & Retention via People Systems
(30:23) Suspend Beliefs to Learn: Everything Is Alive
(33:13) We Don’t Know How We Learn—Only That We Can
(35:00) The Gardener’s Role: Creating the Conditions
(37:25) Intentional Culture Design: Liberation of Potential
(39:05) Consciousness and Standards: The Hard Work of Quality
(41:03) Why Quality Is Always Equal to People System Strength
(42:48) First-Day Signaling: Creating a High-Standard Environment
(45:00) The Attraction of High Standards
(46:43) Closing
Song: If All the World Were Right - andrew reed & the liberation
Album: If All the World Were Right (Trilogy II Album 1)
Social Media Links
Official Website: www.multiviewinc.com
YouTube: https://www.youtube.com/user/mvimedia
LinkedIn: https://www.linkedin.com/company/mviteachers/?viewAsMember=true
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:12):
Creating the perfect company from the organizational
experts MultiView Incorporated.This content is based on MBI's
work with over 1,300organizations extracting nine
eighty nine data elements withnine twenty two cross
calculations over twenty sevenyears on a monthly basis and
(00:35):
then systematizing theoperational success patterns of
the ninetieth percentile. Ourintent is to get beyond the brag
and the boast and simply shareinsights from our experience
without manipulation or coercionto sell anything except helpful
ideas. These messages range fromintimate recordings from the
(00:58):
Awakened Forest to concerts,national conferences, and
broadcasts.
Speaker 2 (01:11):
People development. Now with multi view, most people
think about the economics thatwe produce, which are often
hundreds of percent greater thanthe median. You know, just
phenomenal in that area. Butit's all based on what? Quality.
Because if you're playing thelong game, it's about quality.
If you're playing the shortgame, just trying to run up your
(01:32):
numbers, growth, but you haveinferior product, that is not a
good business plan, or at leastsomething that we would want to
be involved with. But it comesdown to people. Therefore,
people development is really thecenterpiece, the center of the
universe, you might even say, inany organization, because all of
our quality comes from thequality of our people, or maybe
(01:56):
I should say from the quality ofour people systems. Now this
podcast is an excerpt from anational broadcast to home care,
hospice, home health CEOs andexecutives.
There's a few 100 that weretuning in that day, but realize
that these success patterns canbe transposed to any business
(02:21):
sector or domain, whether you'rea software company, whether
you're a music company, a datacompany like we have. Of course,
MultiView, you know, we are asoftware company, we are a data
company, so we know those thingswell. But it could also be
retail, anything that involvesservice, you know, convenience
stores, financial services,manufacturing. The thing is to
(02:42):
recognize the patterns and thentaking that higher level of
consciousness or intelligenceand being able to apply those
patterns to whatever you'redoing, just like Henry Ford did
when he figured out that he hadto do something to standardize
the quality of his autos, and helearned from the meat packing
(03:02):
industry really how to do it,and how do we make a very
standardized product as they'regetting, and can we apply that
to making automobiles? Well,obviously that worked out very
well for him.
But you can go through just allthese ultra successful companies
and you'll see this samepattern. Now, people development
is a deep, deep topic. And inthe multi view world we've
(03:27):
broken it down into fourspecific processes. That is our
people attraction processes, ourpeople selection processes, our
people development processes,and our people retention
processes. All those, again wego into great detail.
I'll also say this, it's beyondthe scope of really any podcast
(03:49):
to go into all of that. But thispodcast really sets up what it's
all about and the utterimportance of developing your
people, loving your peopleenough to really mine their
potentials and put them inconditions, these conditions for
success, to help them evolvetheir personal power. So with
(04:14):
that said, let's get into peopledevelopment. Welcome everybody
to Designing an ExtraordinaryPeople Development System. For
those that are new, I'm AndrewReed.
I'll be guiding us through thisadventure or journey today. And
let me just tell you one thing.It will be life changing for
(04:41):
those that are aligned with thevibration or whatever you want
to call it, the consciousness ofwhat this is all about. Now my
job or my role today is to be ashelpful as I can be. That is
where I've set my intentionbecause we all set our
(05:03):
intention.
And all I know is that if I tryto impress you or I find that if
I try to impress people, Idon't. So the best thing I can
do, the most integral thing Ican do is just to be myself and
(05:24):
present the material as best Iknow at this present time. I
remember when we were puttingtogether this program and this
is my favorite program, let mejust tell you that because it is
so transformative. Now with thatsaid, there's another one called
(05:45):
the deep retreat, which I thinkhas of equal value of personal
exploration, especially those inleadership positions. Because
obviously, what, our life flowsout of us and the Kingdom of God
is within.
And so our internal work is thefirst work we always have to do.
(06:05):
And I just think when we'rekeeping in mind that we're
developing human beings, you'refocusing on the inner core of
human beings and realizing andwhen they come to the awakening
that their life is flowing outof this that there's no one to
blame. There's no victimhood.There's it's all coming out of
our perception, projections ofvalues about how we experience
(06:29):
life and how we interpret itwith these five senses that we
have. That is where the work is.
And to have the feeling ofprogress or advancement or
awakening or whatever that itstarts from us where we are. And
(06:50):
I'll just say this, when we'redeveloping human beings, people
development, we want to beconscious, you know, of this is
that we're shaping theirperception of life, their view
or multi view as the nameimplies. But all I know is that
years ago yes, we have more datathan anyone in the world on
(07:16):
hospice operations. That is afact. That is why we get to go,
our our information has beenused by obviously congress or
med pack or those, you know, FIssometimes because we have so
much data even though obviouslyMedicare CMS is collecting all
kinds of data than the costreports.
And of course, we do more costreports than any other entity as
(07:38):
well. So we have that, ofcourse. But then we have our
benchmarking applications. Thislittle piece of software that we
put on some of the largesthealth systems, not just
hospices or home care, healthsystems in the country. Of the
top 10, a great, you know, anumber of them are obviously
(08:00):
like clients.
And of course, it's it's themost elite data gathering there
is even in health care period.We know that from because that's
what they tell us. Oh, we don'thave anything like this for our
hospitals, for example, or in anursing home, or post acute or
whatever. So we put our littlepiece of software, on their
(08:22):
networks and it extracts what?898 data elements with 922 cross
calculations, which gives usthis fantastic perspective of
what the fiftieth percentileare, the tenth percentile, or
those that are operating in theninetieth percentile.
And of course, our job is toquantify this and then
(08:44):
systematize those practices andget it out to those that pay us
every month or those that, youknow, our network clients.
That's the job. But with allthis data, all those are just
indications of what best knownpractice is. We don't like to
say best practice, best known,because there's this element of
(09:05):
humility in there. Becauseanyone says they have the
answer, they have the wholedeal, they have the whole
enchilada, An answer is a deadstop.
Where a quest, a question haslife, has movement because all
topics are infinite. So, as wewere working with organizations
(09:29):
to improve their economics ortheir quality, it became obvious
that the only path to trueexcellence in quality, in
economic performance is going tocome through the development of
human beings. Right? We arehumans working in human
(09:53):
organizations serving humans.Man, we better get human.
And that means getting off ofwhat the fiftieth percentile is
doing and embracing what themost elite organizations and the
best teachers that have everwalked on this planet. What do
(10:17):
they do? How do they do it? Andgetting meticulously interested
in the topic of human, thisspecies. And I thought, we need
to get more manuals on this.
We need to really start studyingthis. This is years ago. And I
(10:40):
thought I could probably puttogether a reasonable manual in
about two months. Well, twoyears later was the first
version of people developmentand I knew I had only scratched
the surface. I remember I evenflew to Bali to hang out with
(11:04):
guru types and, you know, somefolks that might have some
higher consciousness or thingsthat might be helpful.
Again, we have to have thishumility to go wherever. Then we
also know that being in thepresence of the teacher, we know
that that calibrates at a higherlevel of vibration than not
(11:25):
being a purpose, being a person.Now, with that said, we can get
high, high value. I've redeemedhigh, high value in watching
videos. And this is actuallyspecial because even though it's
being recorded, you're herewhile it's happening live.
And that introduces an elementof drama, of non edit, and
(11:50):
there's something to that.There's something to that
energy. And we have guests herefrom the great Salt Lake City
and, you know, great CEO and COOand all that. So there's
something about your experiencethat's different. We will talk
(12:10):
about that because again, wehave to embrace all the
realities.
But the point is, is this is ahuge topic and I fell in the
same trap as most people thatthinking that, hey, you know, we
can just put this together. Wecan study some academic
institutions and get there.Point is you can't. So what I'm
(12:38):
gonna be speaking about isreality. Reality.
And not just academic theoriesabout how to do things. I think
about all the CEOs I've hiredfrom academia to run hospices
that I've either own or hadsignificant interest in
(13:02):
thinking, oh, they know how toteach, they know how to lead,
whatever. Just to watch thesepeople run these organizations
into the ground because it's onething about to theorize about
how to run an organization. Oh,Andrew, we're we're using the
third wave concepts here and,you know, we've moved to this
(13:27):
kind of society now and blahblah blah. It's another thing to
go into an organization as aleader and spill blood.
So lay people out that aren'tdoing the job. Big difference.
And then those people that haveto make the hard decisions which
(13:49):
are privilege of rank to saythat entire division needs to be
eliminated or sold so that wecan bring laser beam focus on
what's important. A lot of whatwe're going to be talking about
(14:09):
is quality. Well, where doesquality come from?
It comes from focus. And werealize we are living in a world
that dissipates focus. We'reconstantly being bombarded with
(14:30):
emails interruptions andpersonalities and texts. No
wonder quality sucks in mostorganizations. And by contrast,
those that have learned thediscipline, or I should say
skill, because skill calibratesat a higher language level than
(14:53):
the word discipline.
The word discipline is kind of aput off word, where a skill Oh,
the skill of focus, which issomething that is developed, is
what leads to world classquality. So, quality comes from
intention or focus. Say no towhat? Distracting opportunities
(15:19):
like Steve Jobs would say. Andof course what did Steve Jobs?
He only took a bankrupt appleand in about five years turned
it into the most valuablecompany on the planet. So I
would say that's probably a goodtestimony of what standards and
focus when he said, hey, we'redoing all this stuff. We got to
(15:40):
stop doing all this stuff. We'regoing to take a 100 ideas and
we're only going to pick three.So focus or I'll just say this,
this improves quality as well,caring enough.
Caring enough to do a good job.Throwing more money at things
does not improve quality. Imean, ask the government how
that's working. But people thatcare enough to do a good job, do
(16:06):
a good job. And of course,quality comes from the
underlying that it comes fromhuman beings if in the context
of serving other human beings inan organizational setting.
So, all right. So let's get intoit. And of course, some of you
(16:32):
have the hard copy. Some of youhad the PDF of workbook number
nine. And I'll just say this,throughout this program there'll
be tons of, I'll say, masterclass teaching practices.
The main thing is that you kindof pay attention because we'll
(16:53):
be doing a lot of those thingsand then I'll try to point them
out. But for example, you take alook at this manual. What do you
see? Well, probably the firstthing you might see is what I'm
sure, like, you know, in apronounced way showing a big
number. What does that indicate,Nancy?
(17:18):
It indicates there are severalmanuals. Yes. That there's
sequence. Because process andsequence very important for a
world class organization. By theway Nancy is one of our truly
outstanding magic implementers.
MeoMagic is what? A lot ofpeople subscribe to our
(17:39):
services. There's others thatsay: Hey, can you help us put in
our model ourselves? And we'vegot a good number of folks that
go across the country, work withall sizes and varieties of
organizations to really get themodel going. And getting their
model, not just the MBI model,but taking their vision and how
(18:00):
do you transpose those patternsof success from the ninetieth
percentile onto yourorganization.
So, yes. So we have this manualsequence, all that. And though
(18:20):
so many model topics are verysimple because what do we know?
Complicated breaks. So, forexample, so simplicity, there's
an elegance in simplicity.
Simplicity is easier to teach.But Andrew, then why do you have
(18:42):
all these manuals that we'vewritten over time? Look at this.
Look at this. Look at thesemanuals.
Extraordinary Clinical Leader,Compensation, the model, deep
retreat, board of directors, allstaff manuals, CEO retreat,
(19:03):
inpatient units, CFO program.That also signals that someone's
put a tremendous amount ofthought into this. But though so
many of the concepts are simple,unless you provide roots or I'll
say a philosophical explanationbehind best known practices.
(19:27):
Those best known practices willevaporate over time in an
organizational context as newpeople with lower vibration,
lower consciousness inherentlycome into the organization and
say (19:40):
No, we need to go back to doing budgets. That's an example
because a budget is a lowerconsciousness idea.
It went out of our world twentyyears ago once we figured out,
hell no, you could put togethera model for ongoing operations.
(20:00):
Building projects is different.That's where you set budgets
something else. But you wouldnever even you wouldn't operate
an organization based on this.And there's I'm not going to be
going into the financial domainthat much.
But unless we take the time tothink through all of the topics,
(20:21):
getting it down to simple, butbe able to teach those concepts.
Why are we doing this? How do wedo this? Those practices will go
away over time. It's just likeunless your organization has
written manuals like this,you're a joke.
Your training is a joke. And Idon't mean to belittle people.
(20:43):
But if we're going to be makingprogress here, we got to be
getting down to reality of whereyou are and where we own the
results of the organizations. Dowe own a 50% result? Yes, if
(21:03):
that's where you are, whereveryou are in the bell curve or in
life.
You've got to own it withoutblame of others or circumstances
or conditions. That is themature person. Oh my god. I
(21:27):
almost sound like Ralph WaldoEmerson here and, self reliance.
But there's a lot to being selfreliant.
As an individual, as anorganization. I mean, however
you wanna do it. Just like theBoy Scouts, high calibration
organization at least before. Imean, obviously, a vibration or
(21:48):
integrity and all that changesover time, and it doesn't always
go up. I mean, no.
But you think about that. Whatis the whole thing really
behind, Boy Scouts? Be prepared.I mean, that's at least one
major thing, which means selfreliant. Because when you are
strong, when you are prepared,you can actually have the
(22:11):
capacity to help others, othersin trouble, those in that
burning building, those that aresuffering from an accident.
And that's so much about whatpeople development is about. Now
let's get to it. We've got a lotto cover here. I hope everyone
has their coffee, their Java andall that. I've got an MBI cup
(22:35):
here.
It says, Is this half full orwhat? Okay. So, we're going be
going into the deep and profoundtoday. And some things I'm not
going to be hitting just so Ican manage some expectations.
(22:56):
Not going to be going that heavyinto the visit because we're
going send you a link that youcan watch a really, really deep
dive into perfect visits withperfect documentation.
And so, allows us to conservetime for master teaching methods
and the things that we need toreally consider when we're
(23:18):
putting together our peoplesystems. So, we're going to be
going into the deep and profoundbecause teaching is profound.
And this involves having thehumility to confront pragmatic
reality with the question, howdo people actually learn?
Virtually all of our problems,issues, and challenges come from
(23:41):
our people systems. They arequality issues.
Quality coming from the qualityof our people. I'm just going to
tell you right now, if I'm beingpaid to design a building, which
we actually get involved withbecause we've worked with around
200 constructions of inpatientunits and all kinds of different
(24:06):
administrative corporatebuildings and things like that,
just because I don't know. Ijust think that people sense
they see the kind of that we'veseen a lot, and we have. And so
if you come into a multi viewdesigned administrative building
(24:27):
or training center, But usuallyit's the Admin Building. So you
come in and it's usuallybeautiful because beauty is
where you want to be.
Right? You want something thatlooks just wonderful. You come
in, you have this delightful,person that greets receptionist
(24:47):
area. But then right on the wallbehind the receptionist is what?
Is a mirror like a one waymirror that goes into the
teaching spaces and they'reamazing.
And you can even see into thesynthetic training labs. And
(25:08):
then there's a slogan orsomething above that that says
that our quality is no more orless than the quality of our
people. Period. Period. Period.
What kind of impression wouldthat send to somebody that's
entering your property? Theylink what? Cause and effect
(25:35):
which is one of the majoraspects of teaching. The linkage
of cause and effect. They go, Isee how they can go thousands of
visits or days or weeks withouta single complaint, service
failure or documentation issue.
(25:59):
Because they have systematizedus. They have thought this
through. Somebody has taken thetime and cared enough to put
together systems and structures.And probably I'll say this, the
belief in the potential of humanbeings. One of the things that
is so striking when you tooktake the model and compare it
(26:20):
with traditional management isthat traditional management
looks at human beings with hugeskepticism.
It says that people areinherently lazy. Non belief.
Whereas the model does what?Liberates. Says, You can do
(26:44):
this.
We're only going to manage to afew numbers. We're going to
trust you and liberate you tocome up with whatever creative
means you need to get thatresult. Like in the financial
domain for a clinical site, itwould be contribution margin.
But we're not going to tell youexactly how many nurses, how
(27:05):
many CNAs, how many physicians,how many whatever you're going
to need. Or whether you want touse brand, pharmacy or generic.
You can make that decision. Now,that said, if you overspend,
you're paying for it. So there'simmediate accountability, but
you're managing to a result. Butwe're going to allow you the
(27:28):
freedom of how you get there.And so how you do it in Dodge
City, Kansas will be differentthan how we do it in LA or New
York or Miami?
And so that allows again theability to even, get creativity,
(27:50):
you know, to advance theorganization, especially if
everybody's numbers are side byside, they go, oh, man, what
they're doing in Dodge City ispretty great. Think I'll copy
that. Oh, Billy Bob's thing, inMiami is not working out. I
don't think I'm gonna do theBilly Bob model. And so, but
trusting in people.
And high trust costs less thanlow trust. When you know that
(28:15):
someone tells you something,they're going to follow through
on it. Man, we can use that. AndMultiView was built on that. I
mean, I I will fire people thatdon't I mean, I'm willing to
fire every single person ifthey're not doing the MBI thing.
Now I know that is gonna happen.But people that think clearly,
(28:44):
say what they mean, followthrough. And obviously, the
ability to communicate. Allessential. Okay.
Let's go. Let's keep it light.Okay. So recognize that
virtually all of our problems,issues, and challenges come from
our people systems. Okay.
(29:05):
That's that's that's that'shuge. So, let's go to work on
our people systems. If yourorganization has issues hiring
or retaining clinicians, This isdirectly linked to your people
development system. You want tofix or improve, I'll say, your
ability to hire people, attractpeople, work on your people
(29:29):
systems. You want to retainthose talented people, you work
on your people systems.
You want to get rid of theenergy sucks, the people that
don't follow through, the peoplethat don't bring in the result,
that comes out in your peoplesystem. So really this is the
enchilada. Let's start with orlet's hit another question. What
(29:55):
are we? Hey, I actually changedit up a little bit here.
No. No. That is the threequestions. You're so right,
Chris. You're so right.
Yes. I we are all a feeling andand we're gonna hit that. That,
you know, that is the thefundamental we're gonna the
(30:16):
foundation of all memory andrecall. We're gonna be talking
about that. But let me just saythis.
This is so another what are weas a species. But really applies
to every not just protoplasm orchlorophyll as in plants or
anything like that, but everyparticle of dust and rock. This
(30:39):
has been that my view is thateverything is alive. I mean, I
had a vision years ago that thatit became obvious that
everything has a vibration.Everything has, a consciousness.
It may not be ours. And when Isay we're going to get pretty
deep, mean, we're going getpretty deep today because even
(31:01):
if you don't agree, that's okay.Let me just say this. One thing
we do have to do as we're goingthrough this is we have to
temporarily suspend or put thisway, it's helpful to temporarily
suspend our current beliefs orworldviews to make some room for
alternative ways of perceivingthings. That's something I think
(31:25):
we always have to keep in mindbecause our beliefs often limit
us, and that's probably thereason that sometimes people
can't learn.
I everybody knows that we say itsay it most of you about smart
people. Right? At MBI, we don'thire smart people. Why? Because
they can't learn.
(31:48):
There's a lot of truth in that.We would rather have something
that's humble withoutintellectual pride. So, so what
are we? We are a centerexperiencing life as a center in
a multi centered universewithout center and a universe
that's infinite. Get your headaround that.
(32:11):
You're experiencing it from yourperspective realizing that there
are many other perspectives. Andif the universe is infinite, it
has no center. Let me say itanother way. Probably all forms
of life, all particles,everything feel they're human. I
(32:39):
mean, the only way we just knowit because we are a human.
But, I mean, you know, the deer,the bear that came man, I've had
bear confrontations a lotlately. I don't know what's
going on with the bears, but,anyway, they're really liking
Andrew. But they they havetheir, you know, they're hey.
You know, like or or the blackbeetle. Man, my life's important
(32:59):
too.
You know? So yes. So what arewe? Oh, okay. And let me just
say this, we really don't aswe're talking about learning and
people development, we reallydon't know where our thoughts
come from.
We really don't know where ourdecisions come from when you
think about it. And I'll justsay this, we really don't know
(33:19):
how we learn. We we have somethings that through pattern
recognition have shown us thatthese things are helpful and all
that, but you cannot commandpeople to be brilliant. You
cannot command people to learnthings. Heck, I mean, it seems
to be beyond command.
(33:42):
The best we can do is set upconditions for people normally
because when we learn things,it's like a gift. It's like a
Damascus or a Revelationexperience of something, Oh, I
got it. Or like if I'm playingguitar, you struggle with
something and then it's like yousleep and then the next day it's
(34:05):
like, Woah! Boom! Or you get howsomething's put together
suddenly.
So, it's beyond prediction on acertain level. But the point is
life is spontaneous. It happens.The flower emerges. If we notice
(34:27):
life, it emerges whenever it'ssupposed to.
It breaks through. But you can'tcommand that rose to be a prize
winning rose. I mean, justdoesn't happen like that. It
might grow up. It might go tothe left.
It might only half open. But thebest you can do is take that
seed. And I'll just say this. Ido like to look at human beings
(34:53):
as seeds. None of us know whatthe potential of that seed is.
So what is the best we can do?What is the best we can do?
That's the leader of peopledevelopment. We take our little
unit of potential and we plantit in the very best ground we
(35:15):
can. We make sure it's plantedin the right time of the year
with sunlight and great soil andwe water it, but we have no
control of what that becomes.
We can help the likelihood butnot the actual result. So the
(35:37):
best thing we can do and this isa great relief to the teacher.
The best you can do is set yourintention. Do everything you can
do to provide conditions or thegarden for the people in your
organization that you're goingto be helping along. Do it and
then trust God.
(35:59):
We're the sovereign of thisuniverse. That's as good as you
can do. Okay. Just know this,we're going through this and it
may seem, man, Andrew's a littlefloaty here, whatever, but
that's fine. This is going getvery pragmatic, especially
(36:25):
around the midday part.
Mean, there's just a completestructure. And this is where
it's gonna hit all your areasfrom obviously HR, people
development, IT, the CEO and allthat. And it's laid out there.
And thank God we have got agreat manual to reference too.
(36:48):
Okay.
Let me just say this. Though wedon't know how people really
learn or or, if people can'tlearn and grow, then there's
there's no hope for humanity,and we might as well call a day
and go home right now. So are wegonna believe when people are
(37:11):
not? I'm going to believe. AndI'll just say anymore when I'm
building a company, andobviously we build a lot of
companies, a lot of world classorganizations.
I center the bulk of my effortstowards the intentional design
of the culture, striving for onethat provides conditions which
(37:34):
elevate consciousness andthereby liberate human to
potential and capacity. I'lljust say this. I I I don't even
wanna work with anybody thatthat isn't on this mission,
anymore. It's not a it's notsexy enough. It's not exciting
enough.
It's not about the money. Onceyou have a certain amount of
(37:54):
money, it, mean, you're to eatdollar bills? I don't think so.
I live in my cabin. I love it.
The compound. So what's the getoff? What's the payoff? Well,
the payoff is watching humanbeings go as far as they can in
(38:16):
life. Even if they outgrow yourorganization, that's okay.
So I'll just say that. Maybethat's actually a way good way
of putting it. If you're the CEOof your organization or watching
this, that should be your getoff. With world class profits as
(38:45):
a result of doing extraordinaryquality, which is going to come
from your people. Sometimes weget frustrated in organizations
as we ask people to do what theyoften can't and expecting people
to produce results in areas theyhaven't been trained on or in.
And I think there's an awful lotof that, an awful lot of
(39:09):
assumption where people, and weget frustrated because, again,
all I know is that certainlevels of consciousness and I'll
I'll use this. We're actuallygonna go in into this. And
that's just all that is islanguage. Don't think I'm
getting spooky, mystic, oranything like that. But a lower
(39:30):
consciousness is not gonna beable to grasp a higher
consciousness.
And that it's not reallyintelligence either or goodness,
you could even call it. Because,I mean, it's just like trying to
do deals with some nations that,you know, where they do
(39:54):
horrendous things. Well, cansign an agreement or treaty with
them, but only a fool wouldbelieve that they're gonna honor
They think that you're just adope dope if you're going to
live by an agreement. Okay, sothe truth about quality is that
(40:19):
a hospice or home health orsoftware company or whatever
we're running, music company,can have no more or less quality
than the quality of its peoplesystem. So if our people system
is here, where's our quality?
Here. If we improve it and weadopt some things that the
ninetieth percentile are doing,we move our people system up to
(40:42):
here, where's our quality go?Here. If we grow, you know,
suddenly we add a few thousandmore patients a day, hire a
bunch of folks, and we juststart throwing warm bodies out,
then we've devolved. Our peoplesystem's here.
Where's our quality? Here. Nomore or less. It's always equal
just like this fair world welive in. Oh my god.
(41:03):
I just probably lost half ofyou. So you've gotta be kidding
me, Andrew. I was in all thisstuff. That really that just,
again, has to do with the view.Once people start to go towards
the state of unconditional love,awakening, all the criticalness,
(41:25):
blame, victimhood just suddenlythere's no more sacrifice.
Things turn into a gift. We lookat people's lessons, essential.
Because and frankly, you know,unless as we're talking about
consciousness, I mean, the pointis we need all kinds of
different levels to to make thisthing go. Sometimes you need the
(41:48):
aggressive leader. You know,sometimes, you know, the world
needs a a more passive leader orwhatever, but it's beyond our
consciousness to really knowwhat is needed.
Oh my god. Anyway, that thatkind of views, those kind of
views help, I'll say, softenlife up maybe a little bit and
(42:12):
make us much more prejudiced.And, now with that said, we
still have to have hardstandards in a world class
organization. So there's alwaysthat balance or that zen. Okay.
So let's keep going. Andsometimes, not all slides are
(42:36):
like this. You'll see a littlegiveaway here as some master
practice. Okay. To me, somebodycomes into your training
facility, for example.
Well, a master teacherunderstands the value of first
day signaling, for example. Andthis is what it would probably
(42:57):
look like. We don't like to havethe goofy name things or
anything like that. We just givethem a tent. There's some
valuable real estate on the backof the tent.
So we'd have some things that wewould want to remind the student
or candidate. You have, ofcourse, your manual. This is one
of our older ones. We'd have, inthis case, a 200 question test
(43:20):
that they know coming in thatthey have to get perfect. We
will fail them if they miss onequestion Because all of our
testing is binary.
Either they know how to do thejob or they don't. Got your
number two pencils, one with aneraser. The point is is people
(43:44):
notice that kind of intention intheir setup. And here we're
signaling, oh, test. Oh, I'mgoing to be held accountable.
So I might have to put away mycosmo or my field and stream and
actually pay attention. Andlet's just say this. This is
(44:06):
another reality thing that youcan kind of tell where you are
in the scale. I said yourtrainings are a joke unless you
have manuals. They don't knowhow to be 600 pages.
I'm just anal retentive. And bythe way, is that hyphenated?
You're they're also a joke ifyou don't test. Written tests.
(44:31):
And there's many other ways toevaluate student learning.
But they're a joke, an utterjoke. And that will become
obvious. I mean, listen, iftesting wasn't important, then
basically most of ouruniversities and academia are
out to lunch. They should justget rid of tests. And some are
(44:55):
trying to do that just asstandards are lowered.
Here's the cool thing. Thehigher you take your standards,
the more attractive you are towho? The real players of this
world. The people that canreally get the higher. So
there's an attraction factor.
(45:17):
I remember I was sitting on aplane next to this one world
class consultant one time and wewere chatting. He said and and
when he said that, I go, yeah.The higher you take your
standards, the more attractiveyou are to really the talented
of this world. And so that'swhere you wanna go. And you can
(45:39):
do more with those fewer people.
You can pay them more. You cando all these marvelous and get
more done with fewer people thatare talented. So, if we were at
the mountaintop, which is whereI'd prefer to be doing this in a
live context, we'd have thisbeautiful place and you'd be
(46:00):
taking the test. Don't have agood means for doing that right
now. But testing is important.
And then we even put out like ifwe're out at a hospital system
or a health system or whatever,We even put out the grading
tables. We have our gradersshipped in. Everybody's tests
(46:24):
are graded and, of course, putin some type of alphabetic where
they can pick them up to workon. And they usually get two
grading periods a day until theyfinish the program. All
important.
But this is all part of firstday signaling. People see this.
Speaker 1 (46:43):
We hope you are having the best day of your
life. If you need somethingfurther, just visit one of the
Multiview Incorporated websitesor contact us through social
media. Smoke signals, carrierpigeons, telepathy have not
proven reliable. All calls areanswered within three rings by a
competent real person. Thank youfor listening.
Creating the perfect company from the organizational
experts MultiView Incorporated.This content is based on MBI's
work with over 1,300organizations extracting nine
eighty nine data elements withnine twenty two cross
calculations over twenty sevenyears on a monthly basis and
(00:35):
then systematizing theoperational success patterns of
the ninetieth percentile. Ourintent is to get beyond the brag
and the boast and simply shareinsights from our experience
without manipulation or coercionto sell anything except helpful
ideas. These messages range fromintimate recordings from the
(00:58):
Awakened Forest to concerts,national conferences, and
broadcasts.
Speaker 2 (01:11):
People development. Now with multi view, most people
think about the economics thatwe produce, which are often
hundreds of percent greater thanthe median. You know, just
phenomenal in that area. Butit's all based on what? Quality.
Because if you're playing thelong game, it's about quality.
If you're playing the shortgame, just trying to run up your
(01:32):
numbers, growth, but you haveinferior product, that is not a
good business plan, or at leastsomething that we would want to
be involved with. But it comesdown to people. Therefore,
people development is really thecenterpiece, the center of the
universe, you might even say, inany organization, because all of
our quality comes from thequality of our people, or maybe
(01:56):
I should say from the quality ofour people systems. Now this
podcast is an excerpt from anational broadcast to home care,
hospice, home health CEOs andexecutives.
There's a few 100 that weretuning in that day, but realize
that these success patterns canbe transposed to any business
(02:21):
sector or domain, whether you'rea software company, whether
you're a music company, a datacompany like we have. Of course,
MultiView, you know, we are asoftware company, we are a data
company, so we know those thingswell. But it could also be
retail, anything that involvesservice, you know, convenience
stores, financial services,manufacturing. The thing is to
(02:42):
recognize the patterns and thentaking that higher level of
consciousness or intelligenceand being able to apply those
patterns to whatever you'redoing, just like Henry Ford did
when he figured out that he hadto do something to standardize
the quality of his autos, and helearned from the meat packing
(03:02):
industry really how to do it,and how do we make a very
standardized product as they'regetting, and can we apply that
to making automobiles? Well,obviously that worked out very
well for him.
But you can go through just allthese ultra successful companies
and you'll see this samepattern. Now, people development
is a deep, deep topic. And inthe multi view world we've
(03:27):
broken it down into fourspecific processes. That is our
people attraction processes, ourpeople selection processes, our
people development processes,and our people retention
processes. All those, again wego into great detail.
I'll also say this, it's beyondthe scope of really any podcast
(03:49):
to go into all of that. But thispodcast really sets up what it's
all about and the utterimportance of developing your
people, loving your peopleenough to really mine their
potentials and put them inconditions, these conditions for
success, to help them evolvetheir personal power. So with
(04:14):
that said, let's get into peopledevelopment. Welcome everybody
to Designing an ExtraordinaryPeople Development System. For
those that are new, I'm AndrewReed.
I'll be guiding us through thisadventure or journey today. And
let me just tell you one thing.It will be life changing for
(04:41):
those that are aligned with thevibration or whatever you want
to call it, the consciousness ofwhat this is all about. Now my
job or my role today is to be ashelpful as I can be. That is
where I've set my intentionbecause we all set our
(05:03):
intention.
And all I know is that if I tryto impress you or I find that if
I try to impress people, Idon't. So the best thing I can
do, the most integral thing Ican do is just to be myself and
(05:24):
present the material as best Iknow at this present time. I
remember when we were puttingtogether this program and this
is my favorite program, let mejust tell you that because it is
so transformative. Now with thatsaid, there's another one called
(05:45):
the deep retreat, which I thinkhas of equal value of personal
exploration, especially those inleadership positions. Because
obviously, what, our life flowsout of us and the Kingdom of God
is within.
And so our internal work is thefirst work we always have to do.
(06:05):
And I just think when we'rekeeping in mind that we're
developing human beings, you'refocusing on the inner core of
human beings and realizing andwhen they come to the awakening
that their life is flowing outof this that there's no one to
blame. There's no victimhood.There's it's all coming out of
our perception, projections ofvalues about how we experience
(06:29):
life and how we interpret itwith these five senses that we
have. That is where the work is.
And to have the feeling ofprogress or advancement or
awakening or whatever that itstarts from us where we are. And
(06:50):
I'll just say this, when we'redeveloping human beings, people
development, we want to beconscious, you know, of this is
that we're shaping theirperception of life, their view
or multi view as the nameimplies. But all I know is that
years ago yes, we have more datathan anyone in the world on
(07:16):
hospice operations. That is afact. That is why we get to go,
our our information has beenused by obviously congress or
med pack or those, you know, FIssometimes because we have so
much data even though obviouslyMedicare CMS is collecting all
kinds of data than the costreports.
And of course, we do more costreports than any other entity as
(07:38):
well. So we have that, ofcourse. But then we have our
benchmarking applications. Thislittle piece of software that we
put on some of the largesthealth systems, not just
hospices or home care, healthsystems in the country. Of the
top 10, a great, you know, anumber of them are obviously
(08:00):
like clients.
And of course, it's it's themost elite data gathering there
is even in health care period.We know that from because that's
what they tell us. Oh, we don'thave anything like this for our
hospitals, for example, or in anursing home, or post acute or
whatever. So we put our littlepiece of software, on their
(08:22):
networks and it extracts what?898 data elements with 922 cross
calculations, which gives usthis fantastic perspective of
what the fiftieth percentileare, the tenth percentile, or
those that are operating in theninetieth percentile.
And of course, our job is toquantify this and then
(08:44):
systematize those practices andget it out to those that pay us
every month or those that, youknow, our network clients.
That's the job. But with allthis data, all those are just
indications of what best knownpractice is. We don't like to
say best practice, best known,because there's this element of
(09:05):
humility in there. Becauseanyone says they have the
answer, they have the wholedeal, they have the whole
enchilada, An answer is a deadstop.
Where a quest, a question haslife, has movement because all
topics are infinite. So, as wewere working with organizations
(09:29):
to improve their economics ortheir quality, it became obvious
that the only path to trueexcellence in quality, in
economic performance is going tocome through the development of
human beings. Right? We arehumans working in human
(09:53):
organizations serving humans.Man, we better get human.
And that means getting off ofwhat the fiftieth percentile is
doing and embracing what themost elite organizations and the
best teachers that have everwalked on this planet. What do
(10:17):
they do? How do they do it? Andgetting meticulously interested
in the topic of human, thisspecies. And I thought, we need
to get more manuals on this.
We need to really start studyingthis. This is years ago. And I
(10:40):
thought I could probably puttogether a reasonable manual in
about two months. Well, twoyears later was the first
version of people developmentand I knew I had only scratched
the surface. I remember I evenflew to Bali to hang out with
(11:04):
guru types and, you know, somefolks that might have some
higher consciousness or thingsthat might be helpful.
Again, we have to have thishumility to go wherever. Then we
also know that being in thepresence of the teacher, we know
that that calibrates at a higherlevel of vibration than not
(11:25):
being a purpose, being a person.Now, with that said, we can get
high, high value. I've redeemedhigh, high value in watching
videos. And this is actuallyspecial because even though it's
being recorded, you're herewhile it's happening live.
And that introduces an elementof drama, of non edit, and
(11:50):
there's something to that.There's something to that
energy. And we have guests herefrom the great Salt Lake City
and, you know, great CEO and COOand all that. So there's
something about your experiencethat's different. We will talk
(12:10):
about that because again, wehave to embrace all the
realities.
But the point is, is this is ahuge topic and I fell in the
same trap as most people thatthinking that, hey, you know, we
can just put this together. Wecan study some academic
institutions and get there.Point is you can't. So what I'm
(12:38):
gonna be speaking about isreality. Reality.
And not just academic theoriesabout how to do things. I think
about all the CEOs I've hiredfrom academia to run hospices
that I've either own or hadsignificant interest in
(13:02):
thinking, oh, they know how toteach, they know how to lead,
whatever. Just to watch thesepeople run these organizations
into the ground because it's onething about to theorize about
how to run an organization. Oh,Andrew, we're we're using the
third wave concepts here and,you know, we've moved to this
(13:27):
kind of society now and blahblah blah. It's another thing to
go into an organization as aleader and spill blood.
So lay people out that aren'tdoing the job. Big difference.
And then those people that haveto make the hard decisions which
(13:49):
are privilege of rank to saythat entire division needs to be
eliminated or sold so that wecan bring laser beam focus on
what's important. A lot of whatwe're going to be talking about
(14:09):
is quality. Well, where doesquality come from?
It comes from focus. And werealize we are living in a world
that dissipates focus. We'reconstantly being bombarded with
(14:30):
emails interruptions andpersonalities and texts. No
wonder quality sucks in mostorganizations. And by contrast,
those that have learned thediscipline, or I should say
skill, because skill calibratesat a higher language level than
(14:53):
the word discipline.
The word discipline is kind of aput off word, where a skill Oh,
the skill of focus, which issomething that is developed, is
what leads to world classquality. So, quality comes from
intention or focus. Say no towhat? Distracting opportunities
(15:19):
like Steve Jobs would say. Andof course what did Steve Jobs?
He only took a bankrupt appleand in about five years turned
it into the most valuablecompany on the planet. So I
would say that's probably a goodtestimony of what standards and
focus when he said, hey, we'redoing all this stuff. We got to
(15:40):
stop doing all this stuff. We'regoing to take a 100 ideas and
we're only going to pick three.So focus or I'll just say this,
this improves quality as well,caring enough.
Caring enough to do a good job.Throwing more money at things
does not improve quality. Imean, ask the government how
that's working. But people thatcare enough to do a good job, do
(16:06):
a good job. And of course,quality comes from the
underlying that it comes fromhuman beings if in the context
of serving other human beings inan organizational setting.
So, all right. So let's get intoit. And of course, some of you
(16:32):
have the hard copy. Some of youhad the PDF of workbook number
nine. And I'll just say this,throughout this program there'll
be tons of, I'll say, masterclass teaching practices.
The main thing is that you kindof pay attention because we'll
(16:53):
be doing a lot of those thingsand then I'll try to point them
out. But for example, you take alook at this manual. What do you
see? Well, probably the firstthing you might see is what I'm
sure, like, you know, in apronounced way showing a big
number. What does that indicate,Nancy?
(17:18):
It indicates there are severalmanuals. Yes. That there's
sequence. Because process andsequence very important for a
world class organization. By theway Nancy is one of our truly
outstanding magic implementers.
MeoMagic is what? A lot ofpeople subscribe to our
(17:39):
services. There's others thatsay: Hey, can you help us put in
our model ourselves? And we'vegot a good number of folks that
go across the country, work withall sizes and varieties of
organizations to really get themodel going. And getting their
model, not just the MBI model,but taking their vision and how
(18:00):
do you transpose those patternsof success from the ninetieth
percentile onto yourorganization.
So, yes. So we have this manualsequence, all that. And though
(18:20):
so many model topics are verysimple because what do we know?
Complicated breaks. So, forexample, so simplicity, there's
an elegance in simplicity.
Simplicity is easier to teach.But Andrew, then why do you have
(18:42):
all these manuals that we'vewritten over time? Look at this.
Look at this. Look at thesemanuals.
Extraordinary Clinical Leader,Compensation, the model, deep
retreat, board of directors, allstaff manuals, CEO retreat,
(19:03):
inpatient units, CFO program.That also signals that someone's
put a tremendous amount ofthought into this. But though so
many of the concepts are simple,unless you provide roots or I'll
say a philosophical explanationbehind best known practices.
(19:27):
Those best known practices willevaporate over time in an
organizational context as newpeople with lower vibration,
lower consciousness inherentlycome into the organization and
say (19:40):
No, we need to go back to doing budgets. That's an example
because a budget is a lowerconsciousness idea.
It went out of our world twentyyears ago once we figured out,
hell no, you could put togethera model for ongoing operations.
(20:00):
Building projects is different.That's where you set budgets
something else. But you wouldnever even you wouldn't operate
an organization based on this.And there's I'm not going to be
going into the financial domainthat much.
But unless we take the time tothink through all of the topics,
(20:21):
getting it down to simple, butbe able to teach those concepts.
Why are we doing this? How do wedo this? Those practices will go
away over time. It's just likeunless your organization has
written manuals like this,you're a joke.
Your training is a joke. And Idon't mean to belittle people.
(20:43):
But if we're going to be makingprogress here, we got to be
getting down to reality of whereyou are and where we own the
results of the organizations. Dowe own a 50% result? Yes, if
(21:03):
that's where you are, whereveryou are in the bell curve or in
life.
You've got to own it withoutblame of others or circumstances
or conditions. That is themature person. Oh my god. I
(21:27):
almost sound like Ralph WaldoEmerson here and, self reliance.
But there's a lot to being selfreliant.
As an individual, as anorganization. I mean, however
you wanna do it. Just like theBoy Scouts, high calibration
organization at least before. Imean, obviously, a vibration or
(21:48):
integrity and all that changesover time, and it doesn't always
go up. I mean, no.
But you think about that. Whatis the whole thing really
behind, Boy Scouts? Be prepared.I mean, that's at least one
major thing, which means selfreliant. Because when you are
strong, when you are prepared,you can actually have the
(22:11):
capacity to help others, othersin trouble, those in that
burning building, those that aresuffering from an accident.
And that's so much about whatpeople development is about. Now
let's get to it. We've got a lotto cover here. I hope everyone
has their coffee, their Java andall that. I've got an MBI cup
(22:35):
here.
It says, Is this half full orwhat? Okay. So, we're going be
going into the deep and profoundtoday. And some things I'm not
going to be hitting just so Ican manage some expectations.
(22:56):
Not going to be going that heavyinto the visit because we're
going send you a link that youcan watch a really, really deep
dive into perfect visits withperfect documentation.
And so, allows us to conservetime for master teaching methods
and the things that we need toreally consider when we're
(23:18):
putting together our peoplesystems. So, we're going to be
going into the deep and profoundbecause teaching is profound.
And this involves having thehumility to confront pragmatic
reality with the question, howdo people actually learn?
Virtually all of our problems,issues, and challenges come from
(23:41):
our people systems. They arequality issues.
Quality coming from the qualityof our people. I'm just going to
tell you right now, if I'm beingpaid to design a building, which
we actually get involved withbecause we've worked with around
200 constructions of inpatientunits and all kinds of different
(24:06):
administrative corporatebuildings and things like that,
just because I don't know. Ijust think that people sense
they see the kind of that we'veseen a lot, and we have. And so
if you come into a multi viewdesigned administrative building
(24:27):
or training center, But usuallyit's the Admin Building. So you
come in and it's usuallybeautiful because beauty is
where you want to be.
Right? You want something thatlooks just wonderful. You come
in, you have this delightful,person that greets receptionist
(24:47):
area. But then right on the wallbehind the receptionist is what?
Is a mirror like a one waymirror that goes into the
teaching spaces and they'reamazing.
And you can even see into thesynthetic training labs. And
(25:08):
then there's a slogan orsomething above that that says
that our quality is no more orless than the quality of our
people. Period. Period. Period.
What kind of impression wouldthat send to somebody that's
entering your property? Theylink what? Cause and effect
(25:35):
which is one of the majoraspects of teaching. The linkage
of cause and effect. They go, Isee how they can go thousands of
visits or days or weeks withouta single complaint, service
failure or documentation issue.
(25:59):
Because they have systematizedus. They have thought this
through. Somebody has taken thetime and cared enough to put
together systems and structures.And probably I'll say this, the
belief in the potential of humanbeings. One of the things that
is so striking when you tooktake the model and compare it
(26:20):
with traditional management isthat traditional management
looks at human beings with hugeskepticism.
It says that people areinherently lazy. Non belief.
Whereas the model does what?Liberates. Says, You can do
(26:44):
this.
We're only going to manage to afew numbers. We're going to
trust you and liberate you tocome up with whatever creative
means you need to get thatresult. Like in the financial
domain for a clinical site, itwould be contribution margin.
But we're not going to tell youexactly how many nurses, how
(27:05):
many CNAs, how many physicians,how many whatever you're going
to need. Or whether you want touse brand, pharmacy or generic.
You can make that decision. Now,that said, if you overspend,
you're paying for it. So there'simmediate accountability, but
you're managing to a result. Butwe're going to allow you the
(27:28):
freedom of how you get there.And so how you do it in Dodge
City, Kansas will be differentthan how we do it in LA or New
York or Miami?
And so that allows again theability to even, get creativity,
(27:50):
you know, to advance theorganization, especially if
everybody's numbers are side byside, they go, oh, man, what
they're doing in Dodge City ispretty great. Think I'll copy
that. Oh, Billy Bob's thing, inMiami is not working out. I
don't think I'm gonna do theBilly Bob model. And so, but
trusting in people.
And high trust costs less thanlow trust. When you know that
(28:15):
someone tells you something,they're going to follow through
on it. Man, we can use that. AndMultiView was built on that. I
mean, I I will fire people thatdon't I mean, I'm willing to
fire every single person ifthey're not doing the MBI thing.
Now I know that is gonna happen.But people that think clearly,
(28:44):
say what they mean, followthrough. And obviously, the
ability to communicate. Allessential. Okay.
Let's go. Let's keep it light.Okay. So recognize that
virtually all of our problems,issues, and challenges come from
our people systems. Okay.
(29:05):
That's that's that's that'shuge. So, let's go to work on
our people systems. If yourorganization has issues hiring
or retaining clinicians, This isdirectly linked to your people
development system. You want tofix or improve, I'll say, your
ability to hire people, attractpeople, work on your people
(29:29):
systems. You want to retainthose talented people, you work
on your people systems.
You want to get rid of theenergy sucks, the people that
don't follow through, the peoplethat don't bring in the result,
that comes out in your peoplesystem. So really this is the
enchilada. Let's start with orlet's hit another question. What
(29:55):
are we? Hey, I actually changedit up a little bit here.
No. No. That is the threequestions. You're so right,
Chris. You're so right.
Yes. I we are all a feeling andand we're gonna hit that. That,
you know, that is the thefundamental we're gonna the
(30:16):
foundation of all memory andrecall. We're gonna be talking
about that. But let me just saythis.
This is so another what are weas a species. But really applies
to every not just protoplasm orchlorophyll as in plants or
anything like that, but everyparticle of dust and rock. This
(30:39):
has been that my view is thateverything is alive. I mean, I
had a vision years ago that thatit became obvious that
everything has a vibration.Everything has, a consciousness.
It may not be ours. And when Isay we're going to get pretty
deep, mean, we're going getpretty deep today because even
(31:01):
if you don't agree, that's okay.Let me just say this. One thing
we do have to do as we're goingthrough this is we have to
temporarily suspend or put thisway, it's helpful to temporarily
suspend our current beliefs orworldviews to make some room for
alternative ways of perceivingthings. That's something I think
(31:25):
we always have to keep in mindbecause our beliefs often limit
us, and that's probably thereason that sometimes people
can't learn.
I everybody knows that we say itsay it most of you about smart
people. Right? At MBI, we don'thire smart people. Why? Because
they can't learn.
(31:48):
There's a lot of truth in that.We would rather have something
that's humble withoutintellectual pride. So, so what
are we? We are a centerexperiencing life as a center in
a multi centered universewithout center and a universe
that's infinite. Get your headaround that.
(32:11):
You're experiencing it from yourperspective realizing that there
are many other perspectives. Andif the universe is infinite, it
has no center. Let me say itanother way. Probably all forms
of life, all particles,everything feel they're human. I
(32:39):
mean, the only way we just knowit because we are a human.
But, I mean, you know, the deer,the bear that came man, I've had
bear confrontations a lotlately. I don't know what's
going on with the bears, but,anyway, they're really liking
Andrew. But they they havetheir, you know, they're hey.
You know, like or or the blackbeetle. Man, my life's important
(32:59):
too.
You know? So yes. So what arewe? Oh, okay. And let me just
say this, we really don't aswe're talking about learning and
people development, we reallydon't know where our thoughts
come from.
We really don't know where ourdecisions come from when you
think about it. And I'll justsay this, we really don't know
(33:19):
how we learn. We we have somethings that through pattern
recognition have shown us thatthese things are helpful and all
that, but you cannot commandpeople to be brilliant. You
cannot command people to learnthings. Heck, I mean, it seems
to be beyond command.
(33:42):
The best we can do is set upconditions for people normally
because when we learn things,it's like a gift. It's like a
Damascus or a Revelationexperience of something, Oh, I
got it. Or like if I'm playingguitar, you struggle with
something and then it's like yousleep and then the next day it's
(34:05):
like, Woah! Boom! Or you get howsomething's put together
suddenly.
So, it's beyond prediction on acertain level. But the point is
life is spontaneous. It happens.The flower emerges. If we notice
(34:27):
life, it emerges whenever it'ssupposed to.
It breaks through. But you can'tcommand that rose to be a prize
winning rose. I mean, justdoesn't happen like that. It
might grow up. It might go tothe left.
It might only half open. But thebest you can do is take that
seed. And I'll just say this. Ido like to look at human beings
(34:53):
as seeds. None of us know whatthe potential of that seed is.
So what is the best we can do?What is the best we can do?
That's the leader of peopledevelopment. We take our little
unit of potential and we plantit in the very best ground we
(35:15):
can. We make sure it's plantedin the right time of the year
with sunlight and great soil andwe water it, but we have no
control of what that becomes.
We can help the likelihood butnot the actual result. So the
(35:37):
best thing we can do and this isa great relief to the teacher.
The best you can do is set yourintention. Do everything you can
do to provide conditions or thegarden for the people in your
organization that you're goingto be helping along. Do it and
then trust God.
(35:59):
We're the sovereign of thisuniverse. That's as good as you
can do. Okay. Just know this,we're going through this and it
may seem, man, Andrew's a littlefloaty here, whatever, but
that's fine. This is going getvery pragmatic, especially
(36:25):
around the midday part.
Mean, there's just a completestructure. And this is where
it's gonna hit all your areasfrom obviously HR, people
development, IT, the CEO and allthat. And it's laid out there.
And thank God we have got agreat manual to reference too.
(36:48):
Okay.
Let me just say this. Though wedon't know how people really
learn or or, if people can'tlearn and grow, then there's
there's no hope for humanity,and we might as well call a day
and go home right now. So are wegonna believe when people are
(37:11):
not? I'm going to believe. AndI'll just say anymore when I'm
building a company, andobviously we build a lot of
companies, a lot of world classorganizations.
I center the bulk of my effortstowards the intentional design
of the culture, striving for onethat provides conditions which
(37:34):
elevate consciousness andthereby liberate human to
potential and capacity. I'lljust say this. I I I don't even
wanna work with anybody thatthat isn't on this mission,
anymore. It's not a it's notsexy enough. It's not exciting
enough.
It's not about the money. Onceyou have a certain amount of
(37:54):
money, it, mean, you're to eatdollar bills? I don't think so.
I live in my cabin. I love it.
The compound. So what's the getoff? What's the payoff? Well,
the payoff is watching humanbeings go as far as they can in
(38:16):
life. Even if they outgrow yourorganization, that's okay.
So I'll just say that. Maybethat's actually a way good way
of putting it. If you're the CEOof your organization or watching
this, that should be your getoff. With world class profits as
(38:45):
a result of doing extraordinaryquality, which is going to come
from your people. Sometimes weget frustrated in organizations
as we ask people to do what theyoften can't and expecting people
to produce results in areas theyhaven't been trained on or in.
And I think there's an awful lotof that, an awful lot of
(39:09):
assumption where people, and weget frustrated because, again,
all I know is that certainlevels of consciousness and I'll
I'll use this. We're actuallygonna go in into this. And
that's just all that is islanguage. Don't think I'm
getting spooky, mystic, oranything like that. But a lower
(39:30):
consciousness is not gonna beable to grasp a higher
consciousness.
And that it's not reallyintelligence either or goodness,
you could even call it. Because,I mean, it's just like trying to
do deals with some nations that,you know, where they do
(39:54):
horrendous things. Well, cansign an agreement or treaty with
them, but only a fool wouldbelieve that they're gonna honor
They think that you're just adope dope if you're going to
live by an agreement. Okay, sothe truth about quality is that
(40:19):
a hospice or home health orsoftware company or whatever
we're running, music company,can have no more or less quality
than the quality of its peoplesystem. So if our people system
is here, where's our quality?
Here. If we improve it and weadopt some things that the
ninetieth percentile are doing,we move our people system up to
(40:42):
here, where's our quality go?Here. If we grow, you know,
suddenly we add a few thousandmore patients a day, hire a
bunch of folks, and we juststart throwing warm bodies out,
then we've devolved. Our peoplesystem's here.
Where's our quality? Here. Nomore or less. It's always equal
just like this fair world welive in. Oh my god.
(41:03):
I just probably lost half ofyou. So you've gotta be kidding
me, Andrew. I was in all thisstuff. That really that just,
again, has to do with the view.Once people start to go towards
the state of unconditional love,awakening, all the criticalness,
(41:25):
blame, victimhood just suddenlythere's no more sacrifice.
Things turn into a gift. We lookat people's lessons, essential.
Because and frankly, you know,unless as we're talking about
consciousness, I mean, the pointis we need all kinds of
different levels to to make thisthing go. Sometimes you need the
(41:48):
aggressive leader. You know,sometimes, you know, the world
needs a a more passive leader orwhatever, but it's beyond our
consciousness to really knowwhat is needed.
Oh my god. Anyway, that thatkind of views, those kind of
views help, I'll say, softenlife up maybe a little bit and
(42:12):
make us much more prejudiced.And, now with that said, we
still have to have hardstandards in a world class
organization. So there's alwaysthat balance or that zen. Okay.
So let's keep going. Andsometimes, not all slides are
(42:36):
like this. You'll see a littlegiveaway here as some master
practice. Okay. To me, somebodycomes into your training
facility, for example.
Well, a master teacherunderstands the value of first
day signaling, for example. Andthis is what it would probably
(42:57):
look like. We don't like to havethe goofy name things or
anything like that. We just givethem a tent. There's some
valuable real estate on the backof the tent.
So we'd have some things that wewould want to remind the student
or candidate. You have, ofcourse, your manual. This is one
of our older ones. We'd have, inthis case, a 200 question test
(43:20):
that they know coming in thatthey have to get perfect. We
will fail them if they miss onequestion Because all of our
testing is binary.
Either they know how to do thejob or they don't. Got your
number two pencils, one with aneraser. The point is is people
(43:44):
notice that kind of intention intheir setup. And here we're
signaling, oh, test. Oh, I'mgoing to be held accountable.
So I might have to put away mycosmo or my field and stream and
actually pay attention. Andlet's just say this. This is
(44:06):
another reality thing that youcan kind of tell where you are
in the scale. I said yourtrainings are a joke unless you
have manuals. They don't knowhow to be 600 pages.
I'm just anal retentive. And bythe way, is that hyphenated?
You're they're also a joke ifyou don't test. Written tests.
(44:31):
And there's many other ways toevaluate student learning.
But they're a joke, an utterjoke. And that will become
obvious. I mean, listen, iftesting wasn't important, then
basically most of ouruniversities and academia are
out to lunch. They should justget rid of tests. And some are
(44:55):
trying to do that just asstandards are lowered.
Here's the cool thing. Thehigher you take your standards,
the more attractive you are towho? The real players of this
world. The people that canreally get the higher. So
there's an attraction factor.
(45:17):
I remember I was sitting on aplane next to this one world
class consultant one time and wewere chatting. He said and and
when he said that, I go, yeah.The higher you take your
standards, the more attractiveyou are to really the talented
of this world. And so that'swhere you wanna go. And you can
(45:39):
do more with those fewer people.
You can pay them more. You cando all these marvelous and get
more done with fewer people thatare talented. So, if we were at
the mountaintop, which is whereI'd prefer to be doing this in a
live context, we'd have thisbeautiful place and you'd be
(46:00):
taking the test. Don't have agood means for doing that right
now. But testing is important.
And then we even put out like ifwe're out at a hospital system
or a health system or whatever,We even put out the grading
tables. We have our gradersshipped in. Everybody's tests
(46:24):
are graded and, of course, putin some type of alphabetic where
they can pick them up to workon. And they usually get two
grading periods a day until theyfinish the program. All
important.
But this is all part of firstday signaling. People see this.
Speaker 1 (46:43):
We hope you are having the best day of your
life. If you need somethingfurther, just visit one of the
Multiview Incorporated websitesor contact us through social
media. Smoke signals, carrierpigeons, telepathy have not
proven reliable. All calls areanswered within three rings by a
competent real person. Thank youfor listening.
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