May 9, 2025 • 45 mins
Adapted from MVI’s Empowerment Hour: The COMPLETE Seldom Spoken Aspects of Leadership
In the first installment of this four-part series, Andrew Reed strips leadership down to its raw, unsanitized truth. Recorded live during Multi-View Inc.’s Empowerment Hour, this episode focuses on the often-unspoken REALITIES of Leadership — the kind of insight you won’t find in books or on stage. With decades of experience helping organizations place and grow real Leaders, Andrew speaks candidly about Courage, Risk Tolerance, Humility, Failure, and the Burden of Responsibility.
This episode unpacks the intangible — and essential — traits that separate true Leadership from title-holding. From overcoming imposter syndrome to demanding Accountability, from recognizing Intelligence to assessing real readiness, it’s a no-fluff guide for those called to lead. If you’re in a Leadership role — or preparing to become one — this message is both a wake-up call and a toolkit.
"A must or required listening for Executives and Managers of ALL areas and business sectors!"
Chapter Markers
(00:00) – Intro
(01:33) – Reproducing Great Leaders
(04:05) – Humility Is the Foundation
(05:04) – Failure > Success
(07:27) – Imposter Syndrome Is Normal
(09:49) – Leadership Is Not Technical Promotion
(13:13) – Leadership Requires Heavy Lifting
(17:41) – The Fast Track to Leadership
(21:18) – Pattern Recognition = Intelligence
(24:59) – The Five Essentials of Leadership Systems
(27:21) – Leadership Hubs Create Generational Talent
(30:34) – Muddling Forward with Courage
(33:35) – Identifying Emerging Leaders
(38:13) – True Accountability & Standardization
(42:24) – Confidence: Will They Bet on Themselves?
(43:10) – Leadership as Horizon-Bearer
(43:55) – A Leader Is a Truth Seeker
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
Facebook: https://www.facebook.com/multiview.incorporated
Instagram: https://www.instagram.com/multi.viewinc/?hl=en
MVI Phone #: (828) 698-5885
Click here to view the episode transcript.
Watch out for the next message, every Friday @ 7:01AM!
Mark as Played
Transcript
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 NBI'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 (01:07):
All right. Welcome everybody to the Seldom Spoken
Aspects of Leadership. And thisevent, I mean there's hundreds
of people in it. I know thereare a lot of organizations that
are doing kind of the largegroup format and the big screen
where there's lots of peopleattending. I think that group
(01:31):
interaction is a good thing.
Then obviously, but you knowwatching it by yourself is
great. And of course it's beingrecorded. So that possibly, if
you deem it worthy, it can beincorporated into your
proprietary leadershipdevelopment system. Because,
again, as I have reviewed allthese hospices, even preparing
(01:54):
for this, I'm just amazed thatthose people, those
organizations that focus onleadership, how they become a
leadership factory. Reproducingwhat they have become.
And so I thank you for takingthe time. I don't know exactly
(02:16):
how long this will go. But Idon't want to leave anything on
the table either. Now, ofcourse, my job is what? To be as
helpful as I can be.
And I lost my second child. Likeeighteen months ago. And I kind
(02:39):
of, know, part of my mission inlife anymore, you know, I said,
you know, I'm just going todevote myself to goodness and
helpfulness. And this is part ofit. So I'm just kind of putting
it out there like that and I'mnot going to try to impress you.
I find that when I try toimpress people, I don't. Best to
(03:04):
get beyond the boast, brag, theproduction, and just be
yourself. And not try to impresspeople. And a lot of you know
already, I don't like to talkabout this squishy topic of
leadership. I find it can be alittle vain.
(03:29):
I like to listen to people. Ilike to hear people's comments
on it. I don't like to talkabout it myself. And so we'll go
ahead and start to get intothis. Again, I show up to these
things just to see what I'mgonna say.
So we'll see how it all comesout. And, yeah, let's do it. So
(03:52):
I have no time for small talk atthis point in my career or life.
And so we'll just talk plain.And the value of humility.
You take a look at almost allgreat leaders, Though these are
usually strong characters, atleast people with a great sense
(04:14):
of direction and directionalcorrectness, they usually have a
spirit or attitude of humilityand openness, which allows a
person to suspend their currentbelief systems or views of the
world in order to at leastconsider alternative ideas.
Because without such space, onedrifts into the domain of pride
(04:41):
or arrogance that does not allowanything new in. And so I think
it's good to wipe the slateclean often and say, I don't
know anything. And start fromthat better, I can build back.
Failure teaches you reality.
(05:04):
Better than wins. Any leader, ifyou're really going someplace,
if you're really an innovator,you're risking. So there has to
be in a real leader thistolerance for risk or risk
tolerance, if you want tolanguage it like that. Which
(05:28):
invariably, there's going to bemissteps. Just like the jet
going from Hawaii to LA is goingto have to make a thousand
course corrections along theway.
There are no straight lines inthis world. Not really. Not in
(05:48):
the natural world. We can say wemake our own, but even those are
not perfect lines. There are nozeros.
Or nothing. There's always thiscorrection element. And this
idea of failing in leadership issomething that should give you
(06:10):
some comfort when you start totake a look at all the different
possible outcomes from yourdecisions. But rather than
procrastinating and being theineffective leader that is not
bold in making the move, whereit's like, okay, let's take some
(06:32):
well placed shots in thisdirection. Knowing again if that
directional correctness is good.
But that pain is useful becausepain again registers at such a
higher vibration than winds. Andwe just tend to remember that.
Probably going back to ourancestors and the survival
(06:52):
instinct saying, Hey, I wouldn'tget around that dinosaur. I saw
him eat one guy. And so we mightnot want to do that.
Okay, word for new leaders. Irealize we have a wide gamut of
leaders that have been in thesaddle for many years. We have a
(07:16):
lot of newer leaders, a higherproportion. And new leaders.
Invariably, most of you aregoing to suffer from the
impostor feeling.
What qualifies me to be in aposition of authority, in a
position of leadership? Almosteverybody has that. All teachers
(07:36):
have that. Why should I beteaching on this topic? So
there's an element of couragethat has to be introduced to
say, hey, this is normal andpower through.
You'll get used to it over time.I shouldn't say used to it. I'm
always a little squeamish. Couldcome from some latent
(07:58):
insecurities that I'm stilltrying to overcome. I mean even
before doing these kinds oftalks I feel like throwing up
usually.
There's a nerve thing or doing aconcert or musical performance.
Always feel that weirdness. Butthat's okay. And so, get over
(08:18):
the impostor feeling. You'regoing to be okay and everybody
has to start someplace.
And the surprising thing onthis, and you'll see all these
things in small letters here,you know your age is not a major
factor in leadership. I rememberI ran my first really large
thing at age 32 because Deborah,who was my mom, raised me under
(08:45):
her wing as the CEO when shemade me her number two. I was
only 32 years old. I mean, I'mthe snot nose kid with hundreds
and hundreds of employees anddepartments and business
segments. And people got behindit.
War background. I've runclinical operations, inpatient
(09:08):
units. I don't have a clinicalbackground. People got behind
it. We got results.
I just use myself as an example.Because the background, your
upbringing, all these things areof value. Certainly technical
(09:30):
know how, competence helps yoube respected, to have authority.
But leadership is somehow morethan even that. Leadership is
almost indescribable.
But you know it when you see itor you're around it. And it
(09:56):
perhaps has more to do with artthan it does science. One of the
biggest mistakes of leadershipis to promote people who are
excellent at their jobs,thinking that this will
(10:17):
translate into leadership. Itnormally won't. Yes, they may be
able to lead from the front intechnical aspects.
But that's not what you'rehiring these people for. If you
got a great nurse or someonethat operates a machine or
someone that's great at work inthe fields or whatever endeavors
(10:41):
you're doing, And that'shelpful. But the quality you're
looking for, the quality thatyou want to promote is that of
leadership talent. Will peopleget behind this person? Does
this person have the ability,the capability of inspiring
(11:05):
others to move in a commondirection, you know, with the
common cause.
That's what you're promoting foror hiring for. Be a bit weary of
people that want to be leaders,at least I am. Because what we
(11:31):
don't want is, Oh, great leader.That is not the motivation. We
need people that just basicallycan see what needs done or has
the vision to do and does itwithout wanting to be Mr.
Or Mrs. Big. Or come off as aknow it all that, Hey, I've got
(11:54):
the whole enchilada here. Again,that humility factor. I'd also
be or hold in suspicion peoplethat are overly confident.
I would hold in suspect peoplethat are overly confident. Why?
(12:16):
Because all topics themselvesare infinite. Nobody knows the
whole deal. And, you know,perhaps the overcomerant people
have not been decimated bycatastrophic loss.
And that's where a whole bunchof growing and humility comes
in. Okay. I've also found thatthe best leaders tend not to
(12:45):
want the job or position. Why?Leadership involves a lot of
work.
There's a lot of hundred hourweeks. Lots of weekends. I don't
even know how to be a success ina forty hour week. Heck, I go
(13:07):
back to even early multi view.We had cots here because we
slept all night sometimes here,especially like cost report
season.
Or sometimes if I was working onsome again since the financial
domain has been a big thing,something for an organization
and I would sleep at the office.There's some other people we
hear about that's done that tooand they've done okay. But you
(13:32):
put in the time, got to put inthe wood. So leadership involves
a lot of work, a lot ofpersonalities to manage, a lot
of challenges to solve, and alot of thought. Again, it takes
energy.
I'm just sharing this. I spendprobably an hour and a half
(13:53):
every morning planning my day,going through all the
initiatives and things that needto be done, We prioritize them
according to what's going torender what is the highest use
of value. And then that's howthe day is organized. And it's
not just you're not justorganized yourself. You're
organizing, you know, all youremployees.
(14:18):
What's the most intelligent waywe could go about this today?
This day. Not every leader issuccessful in every situation or
environment. There's an infinitenumber of variables in all
(14:39):
situations and companies rangingfrom the level of board support,
scandals, personal manners,confidence in unfamiliar
environments. All these arecontributory.
And I say this because we,myself, MBI, we've helped place
(15:00):
hundreds of people in leadershippositions without charging a
penny through the last twentyseven years. Sometimes it's
taking people laterally from oneorganization to another company,
you know, back and forth.Sometimes it's through our
proprietary use of videos toidentify talent within
(15:24):
organizations and promote thosepeople and put them on the
executive track. But we've donethis. They don't all work out.
But you got to place your betssomewhere, knowing your heart
will be broken occasionally. AndI'm thinking of one of my top
(15:47):
leaders. Nancy, you worked withher. Nancy's over here. Give me
support.
One of the I mean she's a greatleader. I mean she's done so
many hospice or organizationalturnarounds and I was just
thinking about one of herclients that had went from a
(16:09):
massive deficit to hugesurpluses, huge organization.
And we brought in a leader thatwas successful in one
environment and it did nottranslate to the new
environment. So, sometimes itdoesn't work out. Leadership.
We find ourselves in leadershippositions and it can be kind of
(16:33):
a what I'll call a both thing.And you'll see that I usually
have a lot of both or multithinking Because singular
explanations of most things areincomplete at best. And so, you
can be in a leadership becauseit's a self willed thing,
meaning, hey, I see the vision,this needs to be done. Or we
(16:54):
find ourselves in a leadershipposition because an event or
circumstance summons our powersand we rise to the occasion with
the solution. Cost reports areone of those things with me.
It's like, oh, God, we owe 3 anda half million bucks back. How
are we going to pay? Man,there's a snot nose reed guy.
(17:17):
Here's the plan. Boom, it works.
Hey, let's promote that guy.Boom. So, it can be an event
thing that's external from yourhuman organism. Okay. Some
people say, what is the fasttrack for becoming an effective
(17:40):
leader?
Well, would study thebenchmarking of whatever field
or industry or industry you are.Of course, what do we measure?
There's hundreds and hundreds ofthings. So that we know the
fiftieth percentile, the normsof quality and cost, so we can
distinguish between greatperformance, average
performance, mediocreperformance that is, or great or
(18:05):
poor, whatever. Again, thishelps us because we start to ask
intelligent questions.
We know the numbers and we go,we're not doing so good here. I
wonder who is. What can we do?And it's always easy to mimic or
(18:25):
rip off ideas from others ratherthan make them yourselves. So,
the quantification of your fieldof endeavor.
Two. And this was reallyhealthcare, but it also can
translate into other sales ofconsumer products and goods. The
(18:49):
focus on mastering the perfectvisit or the perfect phone
interactions. Perfectinteraction. Okay.
We know that this single move,especially in the healthcare
context, will help you, numberone, endear yourself to your
troops because you're into itfor the right reasons. You're
(19:11):
into it for noble purpose.You're giving meaning and value
to your troops. And you'resolving number two, your quality
issues as well as your economicissues and woes in a single
move. Okay, so there's the fasttrack.
(19:34):
Understand your business,understand the measurements,
what's good, bad, whatever. Getsome intelligence as to where to
precisely direct your energy andresources. Boom! Focus on your
Basically, we're saying yourcustomer service, your
experience, what people arecoming to you for and what do
they want? Predictableexperience.
(19:56):
Predictable delight. And so youwork on customer delight and
boom, great things happen. Bestknown success patterns. I talk
about it a lot. There's a lot ofnewbies out in all the leaders
(20:20):
that are listening to this.
But this is coming from ourexperience of benchmarking
primarily post acute hospicehome care based on the monthly
benchmarking of really it'saround a thousand organizations.
We understate that purposelybecause some organizations they
(20:42):
may have 50 sites. I was addingthem up for something. It was
way over this because we havethem down as counted as one and
they got like 50 CMS sites orwhatever. So anyway extracting
nine eighty nine data elementswith nine twenty two cross
calculations and of course workwith 1,300 organizations all
(21:02):
over.
So, we're not just making thisstuff up. There's a lot of
mileage behind this. So, knownsuccess patterns. A lot of
people say practices. But again,we say best known.
Why? Because if you say bestpractice, you're probably being
a little bit silly. Arrogant, infact. Because nobody again knows
(21:28):
the whole deal. Nobody has thewhole enchilada.
Intelligence, again, defined aswhat? Two words: pattern
recognition. And I'm not goingto go into all the philosophical
explanation about that. You cango to one of the podcasts that's
being released to go deeperthere. As far as leadership,
(21:50):
this idea of directionalcorrectness is a huge deal.
I was sitting in this boardroomwith these billionaires. And by
the way, I mean, you know, weall have to I was thinking about
this. I don't have a slide onthis, but you know, we all need
mentors. And so, I find like ifone guy is not too snotty or
whatever, take if someone's likereally bright. I remember I was
(22:16):
in this one meeting and I said,Hey guy, can we meet after this
meeting?
And then I'll just we'll takesomeone's office, like, Excuse
me, could me and could we have aquick meeting here? And I say,
How'd you do it? I'm alwayssurprised how willing people are
(22:37):
to share. How they've achievedwhatever they have. But I was in
one of these meetings and thisguy says, Andrew, you're here
because you're an expert.
You have more information thananyone in Multiview, you know,
on the operations of this reallythis post secure world,
especially the hospice homehealth thing. That's why you're
(23:00):
here. And we don't know this. Sothat's why you're here. But we
know there is a directionalcorrectness that the overall
demographics of The UnitedStates is an aging population.
And that this is a place wherewe need to be investing and
playing. Though we don't you'rehere because you know the
(23:24):
specifics we don't know all thespecifics. But there's something
directionally correct to this.And so, this is a great concept
for leaders to keep in mindbecause you go: Oh, there's
something to this. There's sometruth in it.
And I think there's at leastfive. The first is the utter
need for standardization insystems. We cannot grow on any
(23:47):
scale without these. Otherwise,we just have masses and low
quality. Compensation.
There's something to we behavehow we're paid. Right? It's like
if CMS or whatever changes howan organization is paid, do we
just say, well, I think we'regoing to keep doing it the old
(24:09):
way. No, we change our systemsto accommodate the changes in
policy. So we all get there somedirectional correctness about
comp.
Frequent measurement. There'ssomething to frequent
measurement. Even if we're on adiet or whatever, getting on
(24:30):
that scale going, Oh, Ishouldn't have had that extra
large burrito or whatever.There's something to that.
Accountability.
We know there's something toholding people accountable. You
know the screams right now arein government. Oh, hold people
accountable. And when you holdemployees accountable to
(24:52):
actually do their jobs, there'ssomething to that and having
systems to do that. And then thefifth thing is what?
Leadership and leadershipdevelopment. And that's what
we're talking about today.There's something to actually
studying, focusing, perhaps evensystematizing leadership
development programs within ourrespective companies. And one of
(25:22):
the things I've noticed there asI was getting ready for this and
I always over prepare forthings, It seems again probably
comes from that insecuritythat's deeply seated in me
somewhere. I was just trying tolist out some of the greatest
leaders and it's kind of hard toget on kind of my top list.
I just tend to be a littlecritical. I'm critical of
(25:45):
myself. And I'm also alwayswanting the organizations we
serve to do well. But, you know,I came up with a sheet and I was
shocked at how many leaders cameout of the same systems. The
same just multiples.
(26:06):
Whereas the other ones are kindof singular. Yeah, this was a
great he or she was great hereor whatever really incredible
leadership here. And then yetthese ones are just coming out
repeatedly. So, what's that say?They're from the same hive.
So, it's curious the fact thatso many great leaders tend to
(26:30):
come from the same organizationsas if it's in the water or some
kind of tradition. I mean, I'lljust list North Star Hospice of
Michigan. Dotty Dreamo turnedthat thing around. I mean she
made everybody do a vow thatthey were going to do the multi
view and just you know commit tostandardization and then Bob
(26:54):
Cahill came out there he isgreat. Now Patrick Miller and
Leanne.
I mean that's a machine. Know,Caris had a lot of that. Norman,
one of the greatest. Paul say, Imean you can kind of keep going.
So, there's something going onwhere people are picking up on
(27:20):
these leadership aspects.
That's a reoccurring ofphenomena. That environment
somehow is creating theseconditions for success where
leadership is modeled, learned,replicated. Okay. Virtually all
(27:40):
the frustrations involved withcreating and running a hospital
or home care organization havealready been solved or greatly
alleviated. So, that's the onething I think a great leader
kind of has to go, I don't haveto reinvent everything all the
time.
Intelligence kind of gets getpast this pride thing and go,
(28:03):
hey, most of the stuff's alreadybeen done. So if there's
anything that's really on mymind that's causing anxiety,
frustration, then that's whereyou start to look for your
answers. These best knownsuccess patterns. Whether you
get them from us. This is whatwe do.
(28:23):
We don't have all of them. Someof them are going to come from
other domains, fields, others,Peer groups sometimes, but
usually peer groups actuallyhave the reverse effect and they
hold people back. Which is kindof an interesting thing because
you get too far out in front ofyour peer group and they're
going, Oh, something's wrongthere, you know, and that black
(28:47):
crab comes back and pulls themright back in the bucket.
Anyway, so you got to watchthat. But anyway, these people
that have solved these things,it's always a small minority.
So out of thousands oforganizations, might be 10, a
distinct minority. But that'swhere the leader needs to be
(29:10):
going to solve issues. Beingthat innovator, Having the
courage to leave the huddledmasses and the herd in the dust.
And as we get into this deeper,and we are going deep today, Can
you be okay with muddlingthrough life most of the time
(29:35):
and this really muddling throughleadership? A lot of people
think, hey, they have to havethe precise master plan
meticulously mapped out of whatyou're going to do.
The truth is most of us willhave a rough plan and that plan
(29:56):
or vision takes on more shapeover time. It almost seems like
the universe will only rewardthe true vision is when you have
the courage or the guts to stepout and suddenly you can see a
little more and you take thatnext step and you see more of
what needs to do rather thanjust sitting back and, well, I'm
(30:18):
still planning here. We'll moveonce I get this plan together,
you know. Again, there's justtoo many variables in life. You
got that 50% at least of lifethat is beyond your control.
That happens. And then the other50% human will, your vision, all
(30:40):
that. But recognize that being aleader, again, is a life
changing opportunity foryourself as you have to grow
into this position. And as youlead people to success and teach
(31:01):
them how to be successful,that's life changing. And so
much of it has to do with theseconditions for success.
Okay, leadership. Why is itneeded? Because no organization
can grow beyond the capabilitiesof the leader. And no leader can
(31:23):
build anything on any scalewithout the help of others. We
need others.
And one of the payoffs for theCEO is that by developing
leaders, it frees you a greatdeal. Frees up your time, energy
as you learn to delegate,knowing that your heart will be
(31:47):
shattered from time to time. Allorganizations need leaders as
they are always in short supply.What I'm saying there is, yeah,
you may technically have bodiesfilling the org chart. But the
question of a true leader is,are these, is each name on there
(32:11):
given me the ROI or return Ineed?
Or do I need to upgrade thatposition? There's the hard
question. And all I know is asI'm looking through videos of
people to see whether theyshould be on the leadership
(32:31):
track and we can go throughhundreds of them in short
periods of time. So, yeah, thatone's got something to them. We
all can self promote in thisworld.
It's not like you have to havethe position title or whatever.
(32:53):
Hell, just start doing stuff.Learn to advertise it a little
bit to the operas so they'reaware of you. But no smart
cookie leader is going to saythis person's really getting
something done. I'm going toleave that person in that spot.
They're going to say no, I'mgoing to invest. We're gonna get
(33:18):
latitude here or whatever. So,there's always room. And in my
mind, all organizations areshort on leaders. I could use a
few right now to lead someinitiatives.
Okay. Assessing leadership.Since we know we need it, well,
(33:41):
how do we discover these people?Because we can only grow to the
extent that we have leaders. Inthe one Baldrige winning
organization, again, one of thetop two awards of quality in the
world, the Demings Award and theBaldrige, we stopped growing at
a certain point because we ranout of leaders.
(34:01):
So keeping the pipeline full isimportant. Of course, in the MBI
system, we always have a numberone and a number two. Two people
trained for these positions. So,if you lose one, boom, you got
another one that can take thefile folder and lead it. But to
(34:23):
evaluate who you should put onthat leadership track.
First, do they haveintelligence, capability,
horsepower, however you want tolanguage it. Because again,
people are not going to getbehind someone they perceive as
being as dumb as a rock. I'mjust putting it out there. They
(34:44):
want to see intelligence. I meanwhoever's being led is going to
want to see intelligence.
Capability. And how do you findout if they have this? There's
multiple ways. First, the talentof communication. If you're
leading others, you've got toget ideas out of your head into
the minds of others.
So, the talent of communication.So, I take a look at their
(35:07):
writing skills as well as theirpublic speaking skills. That's a
great thing to do. Next, I lookfurther at their talent of
organization and their abilityto prioritize. That is
distinguish between higher valuethings from lower value things.
(35:28):
That's intelligence. Next. Dothey have a great attitude? Can
do attitude. Because no onewants to work around someone
with a crappy attitude.
Attitude, and that's a wholeother infinite topic, you can
(35:49):
listen to messages on that. Butattitude has so much to do with
our success in life. Having agreat attitude leads to better
thoughts. The thoughts that wedwell upon become beliefs. Those
(36:10):
things we believe in, we tend toact on.
And if we're acting on goodbeliefs, we have better results.
But it starts with attitude.Because you can't control your
thoughts. No matter whatprofessional hype queen or
(36:30):
motivational person is gonnatell you, you can control your
thoughts. Well, you can't.
Not completely. You can shapeyour defaults or your thought
habits. Next, does this personyou're assessing have energy,
ambition, drive? They can haveall the right thoughts, great,
(36:51):
we can do it. But you take alook at their body language and
they're just like leaning backin the lazy boy.
No, a leader, you want somejuice there. You know, some
drive. You want decisiveness,courage. People don't want
(37:12):
squishy leaders that can't makea decision. Or we're gathering
data all the time, you know.
You're never gonna have enoughdata. There's a point where you
just got to say, here's what wehave and we're going. And then
that courage just to step out.But indecisive people will take
(37:38):
energy away from the group oninitiatives. Better to say
charge and then go, wait, let'sstop retreat or let's go this
direction.
Because you can always do thatand people respect that.
(37:59):
Assessing whether someone can bea leader. Do they have a
profound understanding ofaccountability? And our
definition of accountability iswhat? Owning one's life without
blaming others or circumstances.
Owning every number. Owningevery result. Owning the
performance of every employeeand say that's me. Owning your
(38:24):
turnover rate. And this usuallyrequires a reconciliation of the
light side of life and the darkside of life, the bitter side of
life and the sweet side.
And having the willingness toinflict some pain when standards
(38:45):
or a job is not done to thestandards of the organization.
Getting some edge. This is whythis called the seldom spoken
aspects of leadership. Becausethis is what people don't hear.
They want to hear about the rahrah.
You can do it. Well, you didn'tdo it. There's the door. Or,
(39:13):
know, here's the pain for notdoing it. Whether it be innocent
or malicious.
Okay, a profound understandingof accountability and what it
means. And we'll talk about thatlater. An interest in
standardization. If we cannotgrow beyond or to any scale
(39:36):
without standardization. Wherewe get away from confused
processes.
Normally, don't graduate fromcollege and they say, well, you
know, let's teach about financeand business here. Oh, yeah,
let's teach aboutstandardization. They don't
teach it. Very few can even namethe steps for standardization or
(40:01):
the requirements forstandardization or designing the
position state of self control.But people have these childish
views, elementary views of whatstandardization is really all
about.
Why can multi view go on averageof three years without a single
(40:22):
phone call ringing more thanthree times where it's not
answered by a real human, acompetent human? Years. The
longest we've ever went is fourand a half years. We went two
years. One year, one time wewent just a few months and it
happened.
Boom. But that's pretty good. Ororganizations that went again
(40:44):
4,222 visits without a singlecomplainer screw up. Meeting the
prior record of 3,553. I mean,these these are standards so far
out.
I mean, just off the charts.Because most organizations
expect screw ups complaintsevery day. But that just shows
(41:06):
you how low the standards are.And now all I know is that when
there's a screw up, I'm ready torip someone's lungs out. In the
nicest way possible, of course.
But I just am not going totolerate it. I'd rather fire
(41:30):
everybody in the organization,do it all myself if I have to.
And that's kind of the attitude.You know, practically speaking,
of course, that's not gonnahappen, but people got they know
you say what you mean, you meanwhat you say. So, an interest in
standardization where, hey, Ireally want to know how world
(41:53):
class organizations became worldclass.
I have an interest in that. Andthen you show them. And then the
last point is confidence. With awillingness to bet on themselves
and bet on your company ororganization. And the way to
find out whether people haveconfidence almost instantly is,
(42:14):
are you willing to take a meagersalary with the bulk of it
coming from your performance?
And that's right where you findout whether you got a wiener or
whiner. Oh, no, I gotta do that.I bills. I got Come on. And if
(42:39):
you got a marketing person thatwon't bet on themselves, I mean,
someone's smoking dope.
Are they willing to bet onthemselves? That's how you've
got someone with confidence inthemselves and they're willing
(43:00):
to bet on the organization aswell. Okay. A leader represents
the future. And it seems thathuman beings need a future.
We need a bright horizon. Andthat's one aspect of leadership.
You've got to show this brighthorizon. Because otherwise we
(43:26):
see people go into depression,they can go into suicide, they
can go into all these negativestates because they have no
vision for where they're goingto be. So, this is some aspect
at least of humankind.
That's the reality. We want abright horizon and that leader
has to be part of that. And I'lljust say this. A leader is a
(43:51):
truth seeker. Right?
What is the truth? What is thebest way of doing this? How does
life actually operate in thisplanet? That's why, again, I
live in nature, right? I watchso much of my stuff has to do
with nature because I thinknature is the truth of how life
actually operates on thisplanet.
(44:14):
But what is the truth aboutthis? How do human beings
actually behave? What do theyrespond to? And you take a look
and see it's a world ofmotivations and demotivations
and whatever and how can wealign with that to get the
results or go in the directionthat we want.
Speaker 1 (44:35):
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 NBI'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 (01:07):
All right. Welcome everybody to the Seldom Spoken
Aspects of Leadership. And thisevent, I mean there's hundreds
of people in it. I know thereare a lot of organizations that
are doing kind of the largegroup format and the big screen
where there's lots of peopleattending. I think that group
(01:31):
interaction is a good thing.
Then obviously, but you knowwatching it by yourself is
great. And of course it's beingrecorded. So that possibly, if
you deem it worthy, it can beincorporated into your
proprietary leadershipdevelopment system. Because,
again, as I have reviewed allthese hospices, even preparing
(01:54):
for this, I'm just amazed thatthose people, those
organizations that focus onleadership, how they become a
leadership factory. Reproducingwhat they have become.
And so I thank you for takingthe time. I don't know exactly
(02:16):
how long this will go. But Idon't want to leave anything on
the table either. Now, ofcourse, my job is what? To be as
helpful as I can be.
And I lost my second child. Likeeighteen months ago. And I kind
(02:39):
of, know, part of my mission inlife anymore, you know, I said,
you know, I'm just going todevote myself to goodness and
helpfulness. And this is part ofit. So I'm just kind of putting
it out there like that and I'mnot going to try to impress you.
I find that when I try toimpress people, I don't. Best to
(03:04):
get beyond the boast, brag, theproduction, and just be
yourself. And not try to impresspeople. And a lot of you know
already, I don't like to talkabout this squishy topic of
leadership. I find it can be alittle vain.
(03:29):
I like to listen to people. Ilike to hear people's comments
on it. I don't like to talkabout it myself. And so we'll go
ahead and start to get intothis. Again, I show up to these
things just to see what I'mgonna say.
So we'll see how it all comesout. And, yeah, let's do it. So
(03:52):
I have no time for small talk atthis point in my career or life.
And so we'll just talk plain.And the value of humility.
You take a look at almost allgreat leaders, Though these are
usually strong characters, atleast people with a great sense
(04:14):
of direction and directionalcorrectness, they usually have a
spirit or attitude of humilityand openness, which allows a
person to suspend their currentbelief systems or views of the
world in order to at leastconsider alternative ideas.
Because without such space, onedrifts into the domain of pride
(04:41):
or arrogance that does not allowanything new in. And so I think
it's good to wipe the slateclean often and say, I don't
know anything. And start fromthat better, I can build back.
Failure teaches you reality.
(05:04):
Better than wins. Any leader, ifyou're really going someplace,
if you're really an innovator,you're risking. So there has to
be in a real leader thistolerance for risk or risk
tolerance, if you want tolanguage it like that. Which
(05:28):
invariably, there's going to bemissteps. Just like the jet
going from Hawaii to LA is goingto have to make a thousand
course corrections along theway.
There are no straight lines inthis world. Not really. Not in
(05:48):
the natural world. We can say wemake our own, but even those are
not perfect lines. There are nozeros.
Or nothing. There's always thiscorrection element. And this
idea of failing in leadership issomething that should give you
(06:10):
some comfort when you start totake a look at all the different
possible outcomes from yourdecisions. But rather than
procrastinating and being theineffective leader that is not
bold in making the move, whereit's like, okay, let's take some
(06:32):
well placed shots in thisdirection. Knowing again if that
directional correctness is good.
But that pain is useful becausepain again registers at such a
higher vibration than winds. Andwe just tend to remember that.
Probably going back to ourancestors and the survival
(06:52):
instinct saying, Hey, I wouldn'tget around that dinosaur. I saw
him eat one guy. And so we mightnot want to do that.
Okay, word for new leaders. Irealize we have a wide gamut of
leaders that have been in thesaddle for many years. We have a
(07:16):
lot of newer leaders, a higherproportion. And new leaders.
Invariably, most of you aregoing to suffer from the
impostor feeling.
What qualifies me to be in aposition of authority, in a
position of leadership? Almosteverybody has that. All teachers
(07:36):
have that. Why should I beteaching on this topic? So
there's an element of couragethat has to be introduced to
say, hey, this is normal andpower through.
You'll get used to it over time.I shouldn't say used to it. I'm
always a little squeamish. Couldcome from some latent
(07:58):
insecurities that I'm stilltrying to overcome. I mean even
before doing these kinds oftalks I feel like throwing up
usually.
There's a nerve thing or doing aconcert or musical performance.
Always feel that weirdness. Butthat's okay. And so, get over
(08:18):
the impostor feeling. You'regoing to be okay and everybody
has to start someplace.
And the surprising thing onthis, and you'll see all these
things in small letters here,you know your age is not a major
factor in leadership. I rememberI ran my first really large
thing at age 32 because Deborah,who was my mom, raised me under
(08:45):
her wing as the CEO when shemade me her number two. I was
only 32 years old. I mean, I'mthe snot nose kid with hundreds
and hundreds of employees anddepartments and business
segments. And people got behindit.
War background. I've runclinical operations, inpatient
(09:08):
units. I don't have a clinicalbackground. People got behind
it. We got results.
I just use myself as an example.Because the background, your
upbringing, all these things areof value. Certainly technical
(09:30):
know how, competence helps yoube respected, to have authority.
But leadership is somehow morethan even that. Leadership is
almost indescribable.
But you know it when you see itor you're around it. And it
(09:56):
perhaps has more to do with artthan it does science. One of the
biggest mistakes of leadershipis to promote people who are
excellent at their jobs,thinking that this will
(10:17):
translate into leadership. Itnormally won't. Yes, they may be
able to lead from the front intechnical aspects.
But that's not what you'rehiring these people for. If you
got a great nurse or someonethat operates a machine or
someone that's great at work inthe fields or whatever endeavors
(10:41):
you're doing, And that'shelpful. But the quality you're
looking for, the quality thatyou want to promote is that of
leadership talent. Will peopleget behind this person? Does
this person have the ability,the capability of inspiring
(11:05):
others to move in a commondirection, you know, with the
common cause.
That's what you're promoting foror hiring for. Be a bit weary of
people that want to be leaders,at least I am. Because what we
(11:31):
don't want is, Oh, great leader.That is not the motivation. We
need people that just basicallycan see what needs done or has
the vision to do and does itwithout wanting to be Mr.
Or Mrs. Big. Or come off as aknow it all that, Hey, I've got
(11:54):
the whole enchilada here. Again,that humility factor. I'd also
be or hold in suspicion peoplethat are overly confident.
I would hold in suspect peoplethat are overly confident. Why?
(12:16):
Because all topics themselvesare infinite. Nobody knows the
whole deal. And, you know,perhaps the overcomerant people
have not been decimated bycatastrophic loss.
And that's where a whole bunchof growing and humility comes
in. Okay. I've also found thatthe best leaders tend not to
(12:45):
want the job or position. Why?Leadership involves a lot of
work.
There's a lot of hundred hourweeks. Lots of weekends. I don't
even know how to be a success ina forty hour week. Heck, I go
(13:07):
back to even early multi view.We had cots here because we
slept all night sometimes here,especially like cost report
season.
Or sometimes if I was working onsome again since the financial
domain has been a big thing,something for an organization
and I would sleep at the office.There's some other people we
hear about that's done that tooand they've done okay. But you
(13:32):
put in the time, got to put inthe wood. So leadership involves
a lot of work, a lot ofpersonalities to manage, a lot
of challenges to solve, and alot of thought. Again, it takes
energy.
I'm just sharing this. I spendprobably an hour and a half
(13:53):
every morning planning my day,going through all the
initiatives and things that needto be done, We prioritize them
according to what's going torender what is the highest use
of value. And then that's howthe day is organized. And it's
not just you're not justorganized yourself. You're
organizing, you know, all youremployees.
(14:18):
What's the most intelligent waywe could go about this today?
This day. Not every leader issuccessful in every situation or
environment. There's an infinitenumber of variables in all
(14:39):
situations and companies rangingfrom the level of board support,
scandals, personal manners,confidence in unfamiliar
environments. All these arecontributory.
And I say this because we,myself, MBI, we've helped place
(15:00):
hundreds of people in leadershippositions without charging a
penny through the last twentyseven years. Sometimes it's
taking people laterally from oneorganization to another company,
you know, back and forth.Sometimes it's through our
proprietary use of videos toidentify talent within
(15:24):
organizations and promote thosepeople and put them on the
executive track. But we've donethis. They don't all work out.
But you got to place your betssomewhere, knowing your heart
will be broken occasionally. AndI'm thinking of one of my top
(15:47):
leaders. Nancy, you worked withher. Nancy's over here. Give me
support.
One of the I mean she's a greatleader. I mean she's done so
many hospice or organizationalturnarounds and I was just
thinking about one of herclients that had went from a
(16:09):
massive deficit to hugesurpluses, huge organization.
And we brought in a leader thatwas successful in one
environment and it did nottranslate to the new
environment. So, sometimes itdoesn't work out. Leadership.
We find ourselves in leadershippositions and it can be kind of
(16:33):
a what I'll call a both thing.And you'll see that I usually
have a lot of both or multithinking Because singular
explanations of most things areincomplete at best. And so, you
can be in a leadership becauseit's a self willed thing,
meaning, hey, I see the vision,this needs to be done. Or we
(16:54):
find ourselves in a leadershipposition because an event or
circumstance summons our powersand we rise to the occasion with
the solution. Cost reports areone of those things with me.
It's like, oh, God, we owe 3 anda half million bucks back. How
are we going to pay? Man,there's a snot nose reed guy.
(17:17):
Here's the plan. Boom, it works.
Hey, let's promote that guy.Boom. So, it can be an event
thing that's external from yourhuman organism. Okay. Some
people say, what is the fasttrack for becoming an effective
(17:40):
leader?
Well, would study thebenchmarking of whatever field
or industry or industry you are.Of course, what do we measure?
There's hundreds and hundreds ofthings. So that we know the
fiftieth percentile, the normsof quality and cost, so we can
distinguish between greatperformance, average
performance, mediocreperformance that is, or great or
(18:05):
poor, whatever. Again, thishelps us because we start to ask
intelligent questions.
We know the numbers and we go,we're not doing so good here. I
wonder who is. What can we do?And it's always easy to mimic or
(18:25):
rip off ideas from others ratherthan make them yourselves. So,
the quantification of your fieldof endeavor.
Two. And this was reallyhealthcare, but it also can
translate into other sales ofconsumer products and goods. The
(18:49):
focus on mastering the perfectvisit or the perfect phone
interactions. Perfectinteraction. Okay.
We know that this single move,especially in the healthcare
context, will help you, numberone, endear yourself to your
troops because you're into itfor the right reasons. You're
(19:11):
into it for noble purpose.You're giving meaning and value
to your troops. And you'resolving number two, your quality
issues as well as your economicissues and woes in a single
move. Okay, so there's the fasttrack.
(19:34):
Understand your business,understand the measurements,
what's good, bad, whatever. Getsome intelligence as to where to
precisely direct your energy andresources. Boom! Focus on your
Basically, we're saying yourcustomer service, your
experience, what people arecoming to you for and what do
they want? Predictableexperience.
(19:56):
Predictable delight. And so youwork on customer delight and
boom, great things happen. Bestknown success patterns. I talk
about it a lot. There's a lot ofnewbies out in all the leaders
(20:20):
that are listening to this.
But this is coming from ourexperience of benchmarking
primarily post acute hospicehome care based on the monthly
benchmarking of really it'saround a thousand organizations.
We understate that purposelybecause some organizations they
(20:42):
may have 50 sites. I was addingthem up for something. It was
way over this because we havethem down as counted as one and
they got like 50 CMS sites orwhatever. So anyway extracting
nine eighty nine data elementswith nine twenty two cross
calculations and of course workwith 1,300 organizations all
(21:02):
over.
So, we're not just making thisstuff up. There's a lot of
mileage behind this. So, knownsuccess patterns. A lot of
people say practices. But again,we say best known.
Why? Because if you say bestpractice, you're probably being
a little bit silly. Arrogant, infact. Because nobody again knows
(21:28):
the whole deal. Nobody has thewhole enchilada.
Intelligence, again, defined aswhat? Two words: pattern
recognition. And I'm not goingto go into all the philosophical
explanation about that. You cango to one of the podcasts that's
being released to go deeperthere. As far as leadership,
(21:50):
this idea of directionalcorrectness is a huge deal.
I was sitting in this boardroomwith these billionaires. And by
the way, I mean, you know, weall have to I was thinking about
this. I don't have a slide onthis, but you know, we all need
mentors. And so, I find like ifone guy is not too snotty or
whatever, take if someone's likereally bright. I remember I was
(22:16):
in this one meeting and I said,Hey guy, can we meet after this
meeting?
And then I'll just we'll takesomeone's office, like, Excuse
me, could me and could we have aquick meeting here? And I say,
How'd you do it? I'm alwayssurprised how willing people are
(22:37):
to share. How they've achievedwhatever they have. But I was in
one of these meetings and thisguy says, Andrew, you're here
because you're an expert.
You have more information thananyone in Multiview, you know,
on the operations of this reallythis post secure world,
especially the hospice homehealth thing. That's why you're
(23:00):
here. And we don't know this. Sothat's why you're here. But we
know there is a directionalcorrectness that the overall
demographics of The UnitedStates is an aging population.
And that this is a place wherewe need to be investing and
playing. Though we don't you'rehere because you know the
(23:24):
specifics we don't know all thespecifics. But there's something
directionally correct to this.And so, this is a great concept
for leaders to keep in mindbecause you go: Oh, there's
something to this. There's sometruth in it.
And I think there's at leastfive. The first is the utter
need for standardization insystems. We cannot grow on any
(23:47):
scale without these. Otherwise,we just have masses and low
quality. Compensation.
There's something to we behavehow we're paid. Right? It's like
if CMS or whatever changes howan organization is paid, do we
just say, well, I think we'regoing to keep doing it the old
(24:09):
way. No, we change our systemsto accommodate the changes in
policy. So we all get there somedirectional correctness about
comp.
Frequent measurement. There'ssomething to frequent
measurement. Even if we're on adiet or whatever, getting on
(24:30):
that scale going, Oh, Ishouldn't have had that extra
large burrito or whatever.There's something to that.
Accountability.
We know there's something toholding people accountable. You
know the screams right now arein government. Oh, hold people
accountable. And when you holdemployees accountable to
(24:52):
actually do their jobs, there'ssomething to that and having
systems to do that. And then thefifth thing is what?
Leadership and leadershipdevelopment. And that's what
we're talking about today.There's something to actually
studying, focusing, perhaps evensystematizing leadership
development programs within ourrespective companies. And one of
(25:22):
the things I've noticed there asI was getting ready for this and
I always over prepare forthings, It seems again probably
comes from that insecuritythat's deeply seated in me
somewhere. I was just trying tolist out some of the greatest
leaders and it's kind of hard toget on kind of my top list.
I just tend to be a littlecritical. I'm critical of
(25:45):
myself. And I'm also alwayswanting the organizations we
serve to do well. But, you know,I came up with a sheet and I was
shocked at how many leaders cameout of the same systems. The
same just multiples.
(26:06):
Whereas the other ones are kindof singular. Yeah, this was a
great he or she was great hereor whatever really incredible
leadership here. And then yetthese ones are just coming out
repeatedly. So, what's that say?They're from the same hive.
So, it's curious the fact thatso many great leaders tend to
(26:30):
come from the same organizationsas if it's in the water or some
kind of tradition. I mean, I'lljust list North Star Hospice of
Michigan. Dotty Dreamo turnedthat thing around. I mean she
made everybody do a vow thatthey were going to do the multi
view and just you know commit tostandardization and then Bob
(26:54):
Cahill came out there he isgreat. Now Patrick Miller and
Leanne.
I mean that's a machine. Know,Caris had a lot of that. Norman,
one of the greatest. Paul say, Imean you can kind of keep going.
So, there's something going onwhere people are picking up on
(27:20):
these leadership aspects.
That's a reoccurring ofphenomena. That environment
somehow is creating theseconditions for success where
leadership is modeled, learned,replicated. Okay. Virtually all
(27:40):
the frustrations involved withcreating and running a hospital
or home care organization havealready been solved or greatly
alleviated. So, that's the onething I think a great leader
kind of has to go, I don't haveto reinvent everything all the
time.
Intelligence kind of gets getpast this pride thing and go,
(28:03):
hey, most of the stuff's alreadybeen done. So if there's
anything that's really on mymind that's causing anxiety,
frustration, then that's whereyou start to look for your
answers. These best knownsuccess patterns. Whether you
get them from us. This is whatwe do.
(28:23):
We don't have all of them. Someof them are going to come from
other domains, fields, others,Peer groups sometimes, but
usually peer groups actuallyhave the reverse effect and they
hold people back. Which is kindof an interesting thing because
you get too far out in front ofyour peer group and they're
going, Oh, something's wrongthere, you know, and that black
(28:47):
crab comes back and pulls themright back in the bucket.
Anyway, so you got to watchthat. But anyway, these people
that have solved these things,it's always a small minority.
So out of thousands oforganizations, might be 10, a
distinct minority. But that'swhere the leader needs to be
(29:10):
going to solve issues. Beingthat innovator, Having the
courage to leave the huddledmasses and the herd in the dust.
And as we get into this deeper,and we are going deep today, Can
you be okay with muddlingthrough life most of the time
(29:35):
and this really muddling throughleadership? A lot of people
think, hey, they have to havethe precise master plan
meticulously mapped out of whatyou're going to do.
The truth is most of us willhave a rough plan and that plan
(29:56):
or vision takes on more shapeover time. It almost seems like
the universe will only rewardthe true vision is when you have
the courage or the guts to stepout and suddenly you can see a
little more and you take thatnext step and you see more of
what needs to do rather thanjust sitting back and, well, I'm
(30:18):
still planning here. We'll moveonce I get this plan together,
you know. Again, there's justtoo many variables in life. You
got that 50% at least of lifethat is beyond your control.
That happens. And then the other50% human will, your vision, all
(30:40):
that. But recognize that being aleader, again, is a life
changing opportunity foryourself as you have to grow
into this position. And as youlead people to success and teach
(31:01):
them how to be successful,that's life changing. And so
much of it has to do with theseconditions for success.
Okay, leadership. Why is itneeded? Because no organization
can grow beyond the capabilitiesof the leader. And no leader can
(31:23):
build anything on any scalewithout the help of others. We
need others.
And one of the payoffs for theCEO is that by developing
leaders, it frees you a greatdeal. Frees up your time, energy
as you learn to delegate,knowing that your heart will be
(31:47):
shattered from time to time. Allorganizations need leaders as
they are always in short supply.What I'm saying there is, yeah,
you may technically have bodiesfilling the org chart. But the
question of a true leader is,are these, is each name on there
(32:11):
given me the ROI or return Ineed?
Or do I need to upgrade thatposition? There's the hard
question. And all I know is asI'm looking through videos of
people to see whether theyshould be on the leadership
(32:31):
track and we can go throughhundreds of them in short
periods of time. So, yeah, thatone's got something to them. We
all can self promote in thisworld.
It's not like you have to havethe position title or whatever.
(32:53):
Hell, just start doing stuff.Learn to advertise it a little
bit to the operas so they'reaware of you. But no smart
cookie leader is going to saythis person's really getting
something done. I'm going toleave that person in that spot.
They're going to say no, I'mgoing to invest. We're gonna get
(33:18):
latitude here or whatever. So,there's always room. And in my
mind, all organizations areshort on leaders. I could use a
few right now to lead someinitiatives.
Okay. Assessing leadership.Since we know we need it, well,
(33:41):
how do we discover these people?Because we can only grow to the
extent that we have leaders. Inthe one Baldrige winning
organization, again, one of thetop two awards of quality in the
world, the Demings Award and theBaldrige, we stopped growing at
a certain point because we ranout of leaders.
(34:01):
So keeping the pipeline full isimportant. Of course, in the MBI
system, we always have a numberone and a number two. Two people
trained for these positions. So,if you lose one, boom, you got
another one that can take thefile folder and lead it. But to
(34:23):
evaluate who you should put onthat leadership track.
First, do they haveintelligence, capability,
horsepower, however you want tolanguage it. Because again,
people are not going to getbehind someone they perceive as
being as dumb as a rock. I'mjust putting it out there. They
(34:44):
want to see intelligence. I meanwhoever's being led is going to
want to see intelligence.
Capability. And how do you findout if they have this? There's
multiple ways. First, the talentof communication. If you're
leading others, you've got toget ideas out of your head into
the minds of others.
So, the talent of communication.So, I take a look at their
(35:07):
writing skills as well as theirpublic speaking skills. That's a
great thing to do. Next, I lookfurther at their talent of
organization and their abilityto prioritize. That is
distinguish between higher valuethings from lower value things.
(35:28):
That's intelligence. Next. Dothey have a great attitude? Can
do attitude. Because no onewants to work around someone
with a crappy attitude.
Attitude, and that's a wholeother infinite topic, you can
(35:49):
listen to messages on that. Butattitude has so much to do with
our success in life. Having agreat attitude leads to better
thoughts. The thoughts that wedwell upon become beliefs. Those
(36:10):
things we believe in, we tend toact on.
And if we're acting on goodbeliefs, we have better results.
But it starts with attitude.Because you can't control your
thoughts. No matter whatprofessional hype queen or
(36:30):
motivational person is gonnatell you, you can control your
thoughts. Well, you can't.
Not completely. You can shapeyour defaults or your thought
habits. Next, does this personyou're assessing have energy,
ambition, drive? They can haveall the right thoughts, great,
(36:51):
we can do it. But you take alook at their body language and
they're just like leaning backin the lazy boy.
No, a leader, you want somejuice there. You know, some
drive. You want decisiveness,courage. People don't want
(37:12):
squishy leaders that can't makea decision. Or we're gathering
data all the time, you know.
You're never gonna have enoughdata. There's a point where you
just got to say, here's what wehave and we're going. And then
that courage just to step out.But indecisive people will take
(37:38):
energy away from the group oninitiatives. Better to say
charge and then go, wait, let'sstop retreat or let's go this
direction.
Because you can always do thatand people respect that.
(37:59):
Assessing whether someone can bea leader. Do they have a
profound understanding ofaccountability? And our
definition of accountability iswhat? Owning one's life without
blaming others or circumstances.
Owning every number. Owningevery result. Owning the
performance of every employeeand say that's me. Owning your
(38:24):
turnover rate. And this usuallyrequires a reconciliation of the
light side of life and the darkside of life, the bitter side of
life and the sweet side.
And having the willingness toinflict some pain when standards
(38:45):
or a job is not done to thestandards of the organization.
Getting some edge. This is whythis called the seldom spoken
aspects of leadership. Becausethis is what people don't hear.
They want to hear about the rahrah.
You can do it. Well, you didn'tdo it. There's the door. Or,
(39:13):
know, here's the pain for notdoing it. Whether it be innocent
or malicious.
Okay, a profound understandingof accountability and what it
means. And we'll talk about thatlater. An interest in
standardization. If we cannotgrow beyond or to any scale
(39:36):
without standardization. Wherewe get away from confused
processes.
Normally, don't graduate fromcollege and they say, well, you
know, let's teach about financeand business here. Oh, yeah,
let's teach aboutstandardization. They don't
teach it. Very few can even namethe steps for standardization or
(40:01):
the requirements forstandardization or designing the
position state of self control.But people have these childish
views, elementary views of whatstandardization is really all
about.
Why can multi view go on averageof three years without a single
(40:22):
phone call ringing more thanthree times where it's not
answered by a real human, acompetent human? Years. The
longest we've ever went is fourand a half years. We went two
years. One year, one time wewent just a few months and it
happened.
Boom. But that's pretty good. Ororganizations that went again
(40:44):
4,222 visits without a singlecomplainer screw up. Meeting the
prior record of 3,553. I mean,these these are standards so far
out.
I mean, just off the charts.Because most organizations
expect screw ups complaintsevery day. But that just shows
(41:06):
you how low the standards are.And now all I know is that when
there's a screw up, I'm ready torip someone's lungs out. In the
nicest way possible, of course.
But I just am not going totolerate it. I'd rather fire
(41:30):
everybody in the organization,do it all myself if I have to.
And that's kind of the attitude.You know, practically speaking,
of course, that's not gonnahappen, but people got they know
you say what you mean, you meanwhat you say. So, an interest in
standardization where, hey, Ireally want to know how world
(41:53):
class organizations became worldclass.
I have an interest in that. Andthen you show them. And then the
last point is confidence. With awillingness to bet on themselves
and bet on your company ororganization. And the way to
find out whether people haveconfidence almost instantly is,
(42:14):
are you willing to take a meagersalary with the bulk of it
coming from your performance?
And that's right where you findout whether you got a wiener or
whiner. Oh, no, I gotta do that.I bills. I got Come on. And if
(42:39):
you got a marketing person thatwon't bet on themselves, I mean,
someone's smoking dope.
Are they willing to bet onthemselves? That's how you've
got someone with confidence inthemselves and they're willing
(43:00):
to bet on the organization aswell. Okay. A leader represents
the future. And it seems thathuman beings need a future.
We need a bright horizon. Andthat's one aspect of leadership.
You've got to show this brighthorizon. Because otherwise we
(43:26):
see people go into depression,they can go into suicide, they
can go into all these negativestates because they have no
vision for where they're goingto be. So, this is some aspect
at least of humankind.
That's the reality. We want abright horizon and that leader
has to be part of that. And I'lljust say this. A leader is a
(43:51):
truth seeker. Right?
What is the truth? What is thebest way of doing this? How does
life actually operate in thisplanet? That's why, again, I
live in nature, right? I watchso much of my stuff has to do
with nature because I thinknature is the truth of how life
actually operates on thisplanet.
(44:14):
But what is the truth aboutthis? How do human beings
actually behave? What do theyrespond to? And you take a look
and see it's a world ofmotivations and demotivations
and whatever and how can wealign with that to get the
results or go in the directionthat we want.
Speaker 1 (44:35):
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.
Popular Podcasts
Are You A Charlotte?
In 1997, actress Kristin Davis’ life was forever changed when she took on the role of Charlotte York in Sex and the City. As we watched Carrie, Samantha, Miranda and Charlotte navigate relationships in NYC, the show helped push once unacceptable conversation topics out of the shadows and altered the narrative around women and sex. We all saw ourselves in them as they searched for fulfillment in life, sex and friendships. Now, Kristin Davis wants to connect with you, the fans, and share untold stories and all the behind the scenes. Together, with Kristin and special guests, what will begin with Sex and the City will evolve into talks about themes that are still so relevant today. "Are you a Charlotte?" is much more than just rewatching this beloved show, it brings the past and the present together as we talk with heart, humor and of course some optimism.
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.