May 16, 2025 • 41 mins
In Part 2 of this powerful series on leadership, Andrew Reed turns the spotlight on the Seldom Spoken Aspects of Leadership — the stuff you won't find in standard training manuals. From the illusion of control to the pursuit of self-mastery, this episode dives deep into the emotional, psychological, and spiritual strength required to truly lead. Drawing from decades of REAL-WORLD experience, Andrew challenges leaders to stop managing outcomes and start cultivating "conditions for success".
With themes ranging from emotional regulation to visionary clarity, this session reveals how Leadership is less about command and more about character. It’s about modeling excellence, inspiring trust, managing energy, and creating a standard-driven culture. Reed’s message is clear: you can’t ask others to grow unless you’re willing to evolve first.
If Part 1 was a wake-up call, Part 2 is a guide for building internal strength and external systems that reinforce real results.
Chapter Markers
(00:00) – Intro
(01:55) – Humans Can’t Be Controlled
(03:49) – Moving Beyond Title Power
(06:23) – Everyone Wants to Work With a Winner
(08:32) – The Importance of Clarity and Results
(12:07) – Incentives and Disincentives
(15:33) – Vision Shapes the Leader
(18:32) – The Goal: Personal Liberation Through Leadership
(21:05) – Turnover Is a Leadership Issue
(26:41) – Trust Comes From Shared Experience
(28:46) – The Acid Test of Trust
(29:30) – What Employees Evaluate in Leaders
(32:13) – Self-Control Is the Superpower
(36:20) – Emotional Regulation in Leadership
(39:13) – Designing Self-Control Into the System
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.
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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 Multi-View Incorporated.This content is based on MVI'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):
Welcome to this edition of Creating the Perfect
Company, and this is the secondinstallment of the seldom spoken
aspects of leadership. It was anational broadcast and done from
the MVI broadcasting facilitiesat our headquarters building. So
here we go. Part two. Okay.
(01:31):
Next topic in this leadershipquest. Leadership, what is it?
Leadership is the impossibletask of motivating others
towards a result. That's what itseems like a lot of times. How
(01:52):
do I get all these peopleorganized to go in this
direction?
Why? Because you can't controlothers. Heck, you can't even get
your kids to clean the rooms orto move the lawn. But the best
you can do, as I like todescribe, is provide these
conditions for success in anorganization, you know, like the
garden. And it's an illusion onsome level, again, to think we
(02:24):
can do anything else than showthe way and provide that
motivation.
Because we cannot directlycontrol people, is really what
I'm getting to. Most of life,I'll just say this, is beyond
command. So, to illustrate thegarden, you have the seed, the
(02:45):
rose seed, and some people haveheard this. You do not know the
potential of that seed whichrepresents a human being. And
so, what do you do?
What's the best you can do? Youcan plant it. You can put in
good soil. Make sure it'sgetting sunlight. Make sure it's
got nutrients.
It's getting water. Right timeof the year. Play classical
music, probably stay away fromthe ACDC. Okay, you keep going.
(03:08):
But you have no control.
I mean exactly when it's goingto sprout out of the ground,
when it's going to break throughlike so much of life breaks
through. And then when it growsup, you just can't demand or
command that it win the blueribbon at the county fair. Mean,
might half open, tilt to theright or left, whatever. But
(03:33):
that's your employee. So, bestyou can do is create these
conditions for success and thentrust the sovereign of this
universe for the result.
Takes a little heat off. Okay.So, somehow we have to figure
(03:53):
out how to do this impossibleand get past this illusion of
control of human beings. So,what is an organization? It is
an organized body of people withparticular purpose, especially a
business, society, association,etc.
Okay, basically, it's a group ofhuman beings going in the same
direction. Or a group of humansgoing in a similar direction.
(04:20):
So, are humans in humanorganizations serving humans. We
better get humans. Or we betterget human and understand all
those realities.
So, leadership is essentially inhuman organizations that can be
boiled down to the motivation ofothers towards a goal,
(04:43):
destination, attainment, ROI,vision, result. All these we
could just sum up as success.So, the job is motivation.
Leadership is the job toinspire. And not so much
(05:04):
reliance on what we'll callposition power.
Okay, the title, the CEO, thevice president of X, you know,
whatever. So, we want to getbeyond leading from position
power and titles to leading fromtrue inspiration and authority.
(05:25):
Okay? And because people want towork with you. Now think about
that.
Can you make yourself endearingenough and powerful enough,
profound enough that people say,I, boy, that's the person I want
to be around. I I my life wouldget better. It would be
(05:45):
benefited. Yes. Because it'slike this, and this gets us
beyond this position for titlepower.
People do not want so much forsomeone to tell them how to live
a great life. Rather, they wantto see a person that's actually
doing it. Someone that'sactually living a great life.
(06:09):
That's inspiring. So, to beinspiring, if that's part of the
job, well, do amazing things.
Live an exceptional life.Fortune favors the bold. Those
(06:30):
calculated risks done withintelligence. Okay. But every
single person that you leadwants to believe they are
working with a winner.
Is that not true? Why? Becauseeveryone wants to win. And
(06:54):
notice the subtlety here.Everyone wants to believe
they're working with,underlined, a winner, not for
this person.
Sometimes, MVI will say, I workfor Andrew, and I will correct
them. I'll cut them off rightthere and say, What? Oh, with
(07:17):
Andrew. Yes. Yes.
I just don't look at it thathierarchically. I mean, it's
very much a linear horizontalthing as far as I'm concerned,
know. Yeah you gonna saysomething?
Speaker 3 (07:34):
I have a hospice that I work with and the CEO is very
adamant about not saying newemployee or new staff member.
You say team member or teammate.
Speaker 2 (07:44):
Yeah.
Speaker 3 (07:45):
Yeah. Because that's the culture that is important to
him.
Speaker 2 (07:48):
Absolutely. Now in my dialogue, I've got to make this
for everybody on some level, soI will use the terms employee,
whatever. But again, forteaching purposes, teaching
convention. So, leadership. Yes,it is about success.
And, I mean, if it's not aboutsuccess, then let's all go home.
(08:11):
I mean, you know, I mean, notmuch happened around here.
Nothing's happened and we're notgoing anywhere. Nothing's been
accomplished. Yeah.
Yeah. So, it's about success.And nothing unites a team like
success. And nothing destroys ateam like repeated failure. So,
there's great importance inwinning.
(08:32):
When employees see a leadercoming down the hall, they're
saying to themselves, I workwith a winner or we're screwed.
And human beings makeassessments of other human
beings very, very quickly. Imean moments. As soon as a
person opens their mouth, Youknow, we assess a great deal
(09:03):
about a human. So, they pick upon this.
And let's face it, it's justhard to get behind someone you
perceive as dumb as a rock. Whodoesn't have the smarts or the
firepower to figure out how towin and how to be a success. I
know that's brute. Now, and thisis kind of related to
(09:24):
intelligence on some level too.Here's the thing is, through the
human will, through wanting tobe a success, through wanting to
be more intelligent, you willbecome those things.
If this is what occupies yourmind. Your mind is a problem
solving machine. That's what itdoes all the time. That's the
(09:47):
game it plays. And so, you canalmost will a higher level of
intelligence, a higher level ofsuccess.
Oh, planning is important. Oh, Ibetter incorporate that rate
that in my habits. Hey, gettingenough sleep, having that juice,
the energy, whatever. If aleader is not impressive, why
(10:13):
would any smart talented personwant to work with them? And this
goes right to the top.
You know, CEO, ouch for some. Imean, so this CEO or whatever
leader you are, if you're in theexecutive ranks or whatever,
you've got to become thisprofound impressive person. And
(10:35):
that's part of the burden ofleadership that we're going to
be talking about. Being thisperson. So leadership, we show
them what?
That a talented, sensitive,compassionate person, toughness,
strength. And then we show themwhat? Revolutionary stuff.
(11:00):
Bureaucracy busters, thepirates. I like to look at the
NBA as pirates a lot of times.
So did Steve Jobs. The outliers.Why? We're doing something
different. We're innovating.
That's exciting. I can get ahold of that vision. Okay.
(11:20):
Rather than, hey, we're kind ofgonna do the mediocre
organizational stuff here and weneed some real lukewarm people
to contribute to this, know,totally milk toast operation.
You know, it doesn't get peoplegoing.
And a few more points here. Aleader has to get very, very
clear about the results theywant. You know, or your vision.
(11:45):
Because without a vision, peopleperish. They don't know what to
do.
People dissipate energy,everything. So, we get very
clear about what you want.Because later on you're going to
have to say, how do I motivate,inspire people to give me that
result? Right? So, leads us towhat compensation.
(12:07):
Compensation can be calledmotivation. It's just the
economic aspect of it. And for alot of people, this is kind of a
duh. Yes, your comp systemprovides motivation, but it's
very similar to leadership. Andwe'll talk about that a little
bit more later.
Well, in fact, we'll talk aboutit right now. Effective
(12:31):
leadership. Realizes that welive in this world of incentives
and disincentives. And so,therefore, the intelligent
leader incentivizes the resultsthey want. So, if you want a
certain result, incentivize it.
It also could be deincentivizing something that if
(12:55):
you cross this line, if you donot do this standard, here is
the pain. Here is theconsequence that will be
experienced. If it's not done. Alot of people, again, people
that are just looking at thesweet side of life, they all
look good, all light. The peoplethat only get half of life and
(13:15):
are therefore frustrated becausethe world is somehow unjust,
aren't recognizing the shadow orthe manure side of life That has
equal value.
Especially in the design ofcompensation systems. But that
(13:35):
negative has to be there just asmuch as having the carrot of the
positive. It's just easy to getmore, but you got to have that
strength of character andknowing that this is how human
beings work to harness the darkside. So, if you have losses,
(13:55):
fix them. If you have losses inany of your business segments,
fix them through compensation oryour compensation system.
If your quality is poor, fix itthrough your compensation
system. And Nancy can testifyjust over and over and over the
success pattern. This this ispart of the magic. Otherwise,
(14:17):
all your standards are justsuggestions. Oh, it does me.
Oh, let's see if I can crossthat line. Oh, no one pinched me
there. Oh, I'll go a littlefarther this time. Oh, nothing
happened. I guess this is just amake it up.
I should go place. There are nostandards. It's just a placket
on the wall. And that's the wayit is. I didn't mean to get so
(14:47):
dramatic there, know.
Anyway, it was fun though, Imust say. The other thing is
that a leader is goingsomewhere. Again, as we you
know, there's there's movementis really what I'm implying.
Again, because humans what? Wewant that bright horizon.
We want the prospects of abrighter tomorrow. And we have
(15:12):
to provide it in leadership.Almost this is the nauticalized
version of leadership, you know,leadership going through the
rough seas, you know. It's notalways smooth sailing, you know.
All those cliches could beintroduced at this time, which
we'll avoid.
(15:33):
One of the most valuableaspects, though, of a vision
that's probably overlooked, atleast regarding leadership, is
that it shows you as a leaderwhat you need to become. So, you
get the vision of where you wantto take your respective
organization or department orwhatever. Here's where I want to
(15:54):
go. But, oh my God, there's aprice that has to be paid. I've
got to learn X skill.
I've got to learn have thisknowledge. I need to make these
adjustments in my department ormy life. I need to think
differently about this. I needto work on my own BS. BS meaning
(16:16):
what?
Belief system. Of course, Iwould never think anything other
than that. But a vision informsyou of what you need to become.
So that's one the most valuableaspects of a vision. And how do
you increase the power of thatvision?
I have found that just by makinga written list of all the
(16:37):
reasons a move makes sense. Thathelps me a lot. And each reason
that you have, the more reasonsyou have it builds energy behind
the initiative. So, I'm using,okay, I collect property a
little bit. You might say, Icollect a lot of things, golf
clubs, guitars, all kinds ofstuff.
(17:00):
Anyway, so let's just say thatas you're developing that. Well,
and I've turned down deals, butthen I get thinking about them
and I say, maybe I'm overlookingsomething here. Oh, it's a store
of value. Great. Oh, I canprotect my other properties from
low consciousness human beingsthat would trash the place and
all that.
(17:21):
Great. Oh, it likely increase invalue. Great. Oh, I can rent it
to other people for income. Wow.
Oh, I can entertain all my fancyfriends. I can hold meetings,
events there. Wow. We cancorporatize this thing. It can
be increased in value justthrough some improvements.
Oh my God, I can even depreciateit. Oh, I can enjoy it. Okay.
(17:44):
That list right there and eachthing I list increases the
power. So I wake up in a lowenergy state or when I'm not
feeling so great and I can lookat that list and go, this still
makes sense.
And you can do this for not onlya vision but even making your
(18:06):
personnel moves. Okay. Success.And we'll wrap up at this as far
as this little part. Not wrapup, wrap up.
What is success? Probablyultimately it can be stylized as
personal liberation. Being allthat you can be. Yeah. In the
(18:31):
MBI.
Yeah. That doesn't quite work.Self actualization. Being you.
All I know is that every humanbeing, we live in this world
where no two snowflakes arealike, no two particles of dust
are alike.
It seems to be a world ofinfinite variety and color.
(18:52):
Therefore, the universe mustlove variety. Therefore,
everyone that's here is somehownecessary for some function or
purpose. And that's probably thegoal of really being a success.
So not to get too philosophicalhere, but there's something to
(19:14):
that.
Okay, leadership. Turnover isdirectly linked to the leader. A
lot of people complain thatthere are shortages of different
clinicians. There's lack of thistype of skill set or whatever.
But I find the biggest thingaspect of this is not the
(19:37):
external environment.
That's for the wieners andwhiners. That's their world of
excuse. But it comes right downto leadership. How can I explain
that? Because we can repeat thepattern of filling up an
organization with top rungclinicians because we simply
provide a better workingenvironment and conditions than
(20:03):
the alternatives.
Duh. You can, you know, whetherit's so there's pay, but there's
also the environment and allthis. So, when an organization
reviews this list of problems,the majority are either directly
or indirectly related to theloss of people. And in a
(20:27):
clinical organization, theclinicians. The loss of talented
people is the number onedestroyer of value or quality.
And I'll just say this, losingtop leaders decimates an
organization. It's one thing tolose a top rung frontline worker
(20:50):
as opposed to, hey, a greatleader. That's a big hit.
Talented people don't quit theorganization normally. They quit
the leader.
After training thousands ofleaders, over 10,000 this I
(21:10):
actually stopped counting at acertain point. I'm always taken
a bit back when they don't seethe connection between
themselves and the retention ofstaff. And there's this tendency
to blame other factors and notrecognize that they are the
factor. Like I spent a coupledays with one organization, they
(21:32):
had all 40 of their top leadersthere. We went through it.
And then finally, one of theleaders said, you know, Andrew,
we just have a hard time keepingpeople. I mean, we had this
great aid come and she didn'teven get through orientation or
boreentation before she quit.And I said, well, did you happen
(21:53):
to go meet with her To makefriends? To sit down next to her
and say, hey, this is going tobe great. That idea had never
even crossed her mind.
Even the way that question wasphrased, we, our organization,
(22:18):
can't retain clinicians oremployees. Okay. So, what do we
know from Gallup? Seventypercent of an employee's
development, morale andretention will come from the
relationship of that employeewith the immediate supervisor.
(22:40):
So, there's that retention rightthere.
70% of it has to do with thatrather than benefits, pay, all
that. People would rather have acrappy job working for a great
manager than a great job for acrappy manager. I mean, no
(23:01):
matter how much money you paypeople, you will lose them if
they don't feel that their livesor work is significant. And that
comes from that leader, thatvision. Why are we doing this?
Why does this make sense? Why isthis profound? And that's why
for a lot of organizations,people would take a pay cut just
(23:24):
to work in an incredibleenvironment that gives them
life. But I'm saying most of thetime that's actually a silly
idea because if people managewell, they can pay well. Okay.
So, employees don't usually quitbecause they are overworked or
burnout. But rather they losetheir sense of meaning and
(23:47):
purpose. Of why are they doingthis? Is this significant? And
then that's just a picture of uswinning our sector mount from
Baldridge.
Very proud day of that. But oneof the things was like, you
know, the design of org chart.And I had this Wall Street
(24:08):
investment company said, Andrew,we want to make a whole
revolutionary healthcare orgchart. And this is basically
what we came up with. And so atthe top of the org chart is the
boss, patients and families,community.
They will write every paycheckwe will ever receive. And then
it goes right down the frontlines and then the super secret
(24:28):
sauce and it's why we're talkingand focusing on leadership today
because we want to get crystalclear that the 70 percenters are
right here and that's where weneed to focus. So when we were
building that Baldrige winningorganization, the only one in
the home care space, Normansaid, I read in Gallup that 70%
(24:53):
of the development morale andretention come from that
relationship of the immediatesupervisor. Let's focus on that.
Boom.
And that's why leadershipdevelopment and even what we're
talking about today is soimportant to where the light
bulb goes off. This issignificant work. And here, and
(25:16):
then it goes down to COO, yourpeople development, and then all
your supporting functions, HR,finance, IT, marketing, board of
directors, what have you. Andhere's another way to stylize
it. How do like this?
The patient chair, the customerchair, whatever. At the top, all
focusing on the feelings, theemotional things, the basis or
(25:38):
foundation of all memory recallat the top. There's the boss's
chair. Oh, that's pretty sexy.We need to do that.
And then cascading down.Leadership. Characteristics and
qualities. Why should you learnwhat happens in the trenches and
(26:00):
frontlines? In a healthcarecontext, why should you learn
the perfect visit or the visitstructure of your organization?
Why should frontline employeeslisten to you if you don't
intimately know what they do? Alot of people are confused when
(26:25):
they come to the mountaintop. Wesay go down to the first level
recording studio. We're goinghave you teach an aspect of the
perfect visit. Four, two, threeminutes or whatever, or a very
short period of time.
The reason we do this is for onereason. This word right here,
(26:47):
trust. A leader needs to betrusted. A leader needs to be
trustworthy. If you want peopleto really get behind you.
This is why leaders, I don'tcare what you're doing. I mean,
(27:11):
you're in a health care thing,you better go out on visits. You
better see what it looks likewhen people die. You better see
whatever if you're making aproduct or whatever, get down
there in the factory. Put on thescrubs, whatever.
Get in the trenches if you don'tknow. It'll do great things for
(27:34):
you. It'll increase your yourconfidence. Rather than saying,
well, I think product, know, CFOcomes in there or CF No comes in
there and goes, well I thinkproductivity needs to be X and
Y. And they you know and thenthe nurses or clinicians go or
physicians or whatever go.
You don't know anything. Howmany many visits have you been
(27:55):
on? So there's great value ofgetting in the trenches. And I'm
not saying you have to masterall I'm talking about it within
the reasons of whatever, but youbetter get very familiar with
what's going on. So, trust iswhat is needed.
(28:21):
And employees need to know thatyou know the business and you
know what they do. And here'sthe acid test if whether people
trust you. You know that you'retrusted if you can fairly easily
convince employees to move to anew compensation system that
involves accountability andpain. That is a takeaway if the
(28:41):
job's not done. That's how youknow you're trusted.
And if you're gonna go, well, wecan't. Well, I guess, I mean,
you're being trusted with theirlivelihood. It better be fair.
(29:03):
I've never had much problemputting in a comp system and
we've done tons and tons andtons of them. And this is what
one of the main things MultiViewdoes Because it's so effective.
But that's the acid test. Theother characteristics are a few
others that employees arelooking at. When they're looking
at their leaders. The firstthing they're evaluating,
(29:25):
they're seeing he or she comethrough the door. Is this person
bright?
Do they have intelligence,horsepower? Again, because
nobody's gonna get behind themif they're not. Next, what's
their level of energy? And Ithink there's a couple levels of
energy. Obviously, there's theirpersonal dynamics, vibration
(29:46):
that they throw off, that theleader always has to be
conscious of.
As well as well, I guess that'sprobably the main one is that we
know that when anybody humanbeing comes into the room, at
least three happens. There'sthis atmospheric thing is really
(30:07):
what I'm talking about as far asthe leader. But also, when any
time somebody comes in the roompeople are really thinking three
things can happen. Like, oh,Betty Jo's here energy up. Or is
it just Betty Jo's here, youknow, neutral.
Or is it like, oh my God, BettyJo's here. Hope she doesn't
(30:28):
start talking, you know, energysuck. Again, level of energy.
That's a big thing. And thenintegrity.
Am I working for a liar? Iconsider any exaggeration of the
truth to be a lie. And all of usare prone sometimes to misspeak.
(30:53):
I've gotten way better. Andthat's kind of a maturity thing
where you just learn how to tameyour language a little bit,
leave a little more gaps fordifferent things, get away from
always, must, you know, should.
(31:14):
But this integrity thing of justknowing that when you say
things, you mean it. And thatyour, you know, your intentions
are in the best place and you'regoing to look out for people
really for the right reasons.But it's just hard to get behind
a liar. And you can look at allthis stuff like you're trying to
make it, you'll say, let's putin a military thing. You're
(31:36):
trying to take a hill.
Yeah. We're going to take thathill. If again, you got some
dumb guy says, hey, let's justjust everyone charge up and I'll
follow. You know, it's hard toget behind that, you know. And
then the energy.
No, I'm gonna be in front. Oh,great energy. And then, hey,
listen, maybe we shouldn't dolike the frontal attack like why
(31:58):
don't we have a diversion likeyou you guys start the fire over
here and then we'll sneak aroundback. Then less of us will get
killed. That's what people arelooking for in the leader.
But all of these converge intothe quality of the most
successful people on the planet.This has been demonstrated in
(32:20):
studies by Duke, WesternKentucky, Stanford, whatever.
And that's the quality of selfcontrol or self regulation. The
ability to focus on singularthings to the exclusion of all
thing other things in ourconsciousness. And this is where
you find the Elon Musks, theSteve Jobs, the Sam Walton's.
(32:45):
Just to name a few people thathave been spectacularly, the
Martha Stewart. It also can becalled focus or love. Okay. So
Apple, for example, became themost valuable company on the
planet within a few years afteralmost being bankrupt because of
the focus of one guy, the leaderSteve Jobs in his second run at
(33:09):
leadership said, we're going getrid of all of these silly
products that Sugarman fromPepsiCo CEO introduced, trying
to get more market share, we'reonly going to focus on three
things and that was one of histhings, always minimalistic.
Boom.
And that focus of that guy withlaser beam focus turned Apple
(33:32):
into the most successful companyin just a few years. So, focus
is rapid. But most organizationsare exactly the opposite of
that. I mean, people arebringing, I mean, they're coming
to meeting after meeting, andwe'll talk about that with their
(33:53):
cell phones, they're answeringtexts, they're doing whatever. I
mean, the antithesis.
The day is an antithesis offocus. And there is power to say
no to distracting opportunitiesand say no, this is where we're
going. Because every time we adda business segment or a product
(34:14):
or whatever, we dissipate ourfocus. If I were to boil down
the truly effective leader, atthis point it's going to come
down to a few points. First, theability to focus.
That is and you know, peoplealways say, well, how do you
increase quality? Well, it'senough by throwing more money at
(34:38):
it. The government's tried that.How's that working for them?
It's by caring enough to do agood job.
Which says, I am going to justbe meticulous about doing this.
I'm going to shut off my cellphone. I'm going to whatever.
I'm going to work on a weekend.I'm going to do whatever.
(35:03):
So the ability to focus. Next.Effective communication or the
teacher. Somehow you've got toget the ideas from your mind as
the leader into the minds ofothers. So, we're focusing on
this folks.
Boom. Here's where we're going.Communication. And then creating
(35:26):
this high accountability culturethat this is what I need for you
to do. Okay, you're monitoringthat.
You're focused on it. Hey, wegot that done. Great. That's
off. Next.
Or hey, this isn't happening.You need to get this done like
tomorrow. And if not, I'll findsomeone else that can. I mean
that relentlessness. So selfcontrol is the characteristic of
(35:55):
the most successful people onthe planet.
You can also call it selfregulation, focus, discipline,
even love. Things we love, wepay attention to, we focus on.
Yes. Now, other aspects of selfcontrol. Your emotions are the
number one thing as a leaderthat you use self control on.
(36:20):
As bad and permanently scarringan employee with interactions
can result when you lose yourself control. I've done this at
least twice over the last tendays where I step too hard on
folks, wounding them so well. Imean sometimes with actually
some pretty good benefit. Butyou always as a leader after you
(36:44):
squash someone pretty good, it'slike, God, did I step too hard?
Know, because knowing that ifyou squash somebody too hard,
you could lose them.
And if they're talented, youknow, you've lost a whole bunch
of talent just because youcouldn't control your own issue
(37:04):
or whatever. So, it's great tobe cool in these situations. So,
controlling your emotions.Again, no matter how much you
pay someone, you will lose themif you wound them badly. And
probably most of us can lookback and find examples of that.
(37:29):
Self control. You hold yourself,okay, if you're in a low energy
state, you hold your asstogether. Stuff, of course.
Until you get a gap where youcan let your hair down and then
you can bawl and cry and allthat. But when you're in front
of the group, you need to bestrong most of the time.
(37:53):
I'm not saying there's sometimesthat you show your emotions
about things. But you got tohold it together. Self control.
Choose your time and place ofbattle. This has to do with good
judgment.
For example, don't fire thebiller until after the billing
(38:16):
has gone out. Okay, or sometimessomeone's not quite doing it,
but they're still giving youenough value that you shouldn't
like kill them off like rightaway. Okay, so if you make that
determination, you're gonna letthis person live for a while. My
advice is to go to your team andsay, hey, I know, you know, he's
(38:36):
not getting it done, but he'sdoing this for us and I'm not
gonna kill him off now. What doyou think?
Whatever. Normally, they'll sayno, keep him on for a while
anyway and then go ahead and doit, you know. When we get a
replacement in here. But thatbut you're what you wanna do is
get that communication voidfilled with here's why we're not
(38:57):
even though this person isn'tdoing the standards of the
organization, we still need themin some way. But then, at the
right time, we choose our placeof battle and say, you're fired.
Please clean your desk. Boom.Okay. Self control, a little
(39:22):
more because it's so important.Self control in a six sigma
quality, and we were veryconscious of this when we won
that award, that it's actuallypart of the position design
process where we design thisposition state of self control
(39:42):
or self regulation into the jobsbecause by designing it into
this position state, we don'thave to hire silly supervisors
or leaders to hover over and dothe inspection of work all the
time because people canregulate.
They know oops, I went too farhere. I can self regulate get
(40:04):
back. Went too far here. I canself regulate get back. And
there's the beauty of using ourbrains to design it into the
system as part of ourstandardization process, really.
And if we're dealing in the postacute care space, hospice, home
care, whatever, most of our workis being done autonomously
(40:27):
anyway. And so we can't have amanager supervising or lowering
over every visit. Okay. Sodesign that self control, into
the job position.
Speaker 1 (40:47):
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 Multi-View Incorporated.This content is based on MVI'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):
Welcome to this edition of Creating the Perfect
Company, and this is the secondinstallment of the seldom spoken
aspects of leadership. It was anational broadcast and done from
the MVI broadcasting facilitiesat our headquarters building. So
here we go. Part two. Okay.
(01:31):
Next topic in this leadershipquest. Leadership, what is it?
Leadership is the impossibletask of motivating others
towards a result. That's what itseems like a lot of times. How
(01:52):
do I get all these peopleorganized to go in this
direction?
Why? Because you can't controlothers. Heck, you can't even get
your kids to clean the rooms orto move the lawn. But the best
you can do, as I like todescribe, is provide these
conditions for success in anorganization, you know, like the
garden. And it's an illusion onsome level, again, to think we
(02:24):
can do anything else than showthe way and provide that
motivation.
Because we cannot directlycontrol people, is really what
I'm getting to. Most of life,I'll just say this, is beyond
command. So, to illustrate thegarden, you have the seed, the
(02:45):
rose seed, and some people haveheard this. You do not know the
potential of that seed whichrepresents a human being. And
so, what do you do?
What's the best you can do? Youcan plant it. You can put in
good soil. Make sure it'sgetting sunlight. Make sure it's
got nutrients.
It's getting water. Right timeof the year. Play classical
music, probably stay away fromthe ACDC. Okay, you keep going.
(03:08):
But you have no control.
I mean exactly when it's goingto sprout out of the ground,
when it's going to break throughlike so much of life breaks
through. And then when it growsup, you just can't demand or
command that it win the blueribbon at the county fair. Mean,
might half open, tilt to theright or left, whatever. But
(03:33):
that's your employee. So, bestyou can do is create these
conditions for success and thentrust the sovereign of this
universe for the result.
Takes a little heat off. Okay.So, somehow we have to figure
(03:53):
out how to do this impossibleand get past this illusion of
control of human beings. So,what is an organization? It is
an organized body of people withparticular purpose, especially a
business, society, association,etc.
Okay, basically, it's a group ofhuman beings going in the same
direction. Or a group of humansgoing in a similar direction.
(04:20):
So, are humans in humanorganizations serving humans. We
better get humans. Or we betterget human and understand all
those realities.
So, leadership is essentially inhuman organizations that can be
boiled down to the motivation ofothers towards a goal,
(04:43):
destination, attainment, ROI,vision, result. All these we
could just sum up as success.So, the job is motivation.
Leadership is the job toinspire. And not so much
(05:04):
reliance on what we'll callposition power.
Okay, the title, the CEO, thevice president of X, you know,
whatever. So, we want to getbeyond leading from position
power and titles to leading fromtrue inspiration and authority.
(05:25):
Okay? And because people want towork with you. Now think about
that.
Can you make yourself endearingenough and powerful enough,
profound enough that people say,I, boy, that's the person I want
to be around. I I my life wouldget better. It would be
(05:45):
benefited. Yes. Because it'slike this, and this gets us
beyond this position for titlepower.
People do not want so much forsomeone to tell them how to live
a great life. Rather, they wantto see a person that's actually
doing it. Someone that'sactually living a great life.
(06:09):
That's inspiring. So, to beinspiring, if that's part of the
job, well, do amazing things.
Live an exceptional life.Fortune favors the bold. Those
(06:30):
calculated risks done withintelligence. Okay. But every
single person that you leadwants to believe they are
working with a winner.
Is that not true? Why? Becauseeveryone wants to win. And
(06:54):
notice the subtlety here.Everyone wants to believe
they're working with,underlined, a winner, not for
this person.
Sometimes, MVI will say, I workfor Andrew, and I will correct
them. I'll cut them off rightthere and say, What? Oh, with
(07:17):
Andrew. Yes. Yes.
I just don't look at it thathierarchically. I mean, it's
very much a linear horizontalthing as far as I'm concerned,
know. Yeah you gonna saysomething?
Speaker 3 (07:34):
I have a hospice that I work with and the CEO is very
adamant about not saying newemployee or new staff member.
You say team member or teammate.
Speaker 2 (07:44):
Yeah.
Speaker 3 (07:45):
Yeah. Because that's the culture that is important to
him.
Speaker 2 (07:48):
Absolutely. Now in my dialogue, I've got to make this
for everybody on some level, soI will use the terms employee,
whatever. But again, forteaching purposes, teaching
convention. So, leadership. Yes,it is about success.
And, I mean, if it's not aboutsuccess, then let's all go home.
(08:11):
I mean, you know, I mean, notmuch happened around here.
Nothing's happened and we're notgoing anywhere. Nothing's been
accomplished. Yeah.
Yeah. So, it's about success.And nothing unites a team like
success. And nothing destroys ateam like repeated failure. So,
there's great importance inwinning.
(08:32):
When employees see a leadercoming down the hall, they're
saying to themselves, I workwith a winner or we're screwed.
And human beings makeassessments of other human
beings very, very quickly. Imean moments. As soon as a
person opens their mouth, Youknow, we assess a great deal
(09:03):
about a human. So, they pick upon this.
And let's face it, it's justhard to get behind someone you
perceive as dumb as a rock. Whodoesn't have the smarts or the
firepower to figure out how towin and how to be a success. I
know that's brute. Now, and thisis kind of related to
(09:24):
intelligence on some level too.Here's the thing is, through the
human will, through wanting tobe a success, through wanting to
be more intelligent, you willbecome those things.
If this is what occupies yourmind. Your mind is a problem
solving machine. That's what itdoes all the time. That's the
(09:47):
game it plays. And so, you canalmost will a higher level of
intelligence, a higher level ofsuccess.
Oh, planning is important. Oh, Ibetter incorporate that rate
that in my habits. Hey, gettingenough sleep, having that juice,
the energy, whatever. If aleader is not impressive, why
(10:13):
would any smart talented personwant to work with them? And this
goes right to the top.
You know, CEO, ouch for some. Imean, so this CEO or whatever
leader you are, if you're in theexecutive ranks or whatever,
you've got to become thisprofound impressive person. And
(10:35):
that's part of the burden ofleadership that we're going to
be talking about. Being thisperson. So leadership, we show
them what?
That a talented, sensitive,compassionate person, toughness,
strength. And then we show themwhat? Revolutionary stuff.
(11:00):
Bureaucracy busters, thepirates. I like to look at the
NBA as pirates a lot of times.
So did Steve Jobs. The outliers.Why? We're doing something
different. We're innovating.
That's exciting. I can get ahold of that vision. Okay.
(11:20):
Rather than, hey, we're kind ofgonna do the mediocre
organizational stuff here and weneed some real lukewarm people
to contribute to this, know,totally milk toast operation.
You know, it doesn't get peoplegoing.
And a few more points here. Aleader has to get very, very
clear about the results theywant. You know, or your vision.
(11:45):
Because without a vision, peopleperish. They don't know what to
do.
People dissipate energy,everything. So, we get very
clear about what you want.Because later on you're going to
have to say, how do I motivate,inspire people to give me that
result? Right? So, leads us towhat compensation.
(12:07):
Compensation can be calledmotivation. It's just the
economic aspect of it. And for alot of people, this is kind of a
duh. Yes, your comp systemprovides motivation, but it's
very similar to leadership. Andwe'll talk about that a little
bit more later.
Well, in fact, we'll talk aboutit right now. Effective
(12:31):
leadership. Realizes that welive in this world of incentives
and disincentives. And so,therefore, the intelligent
leader incentivizes the resultsthey want. So, if you want a
certain result, incentivize it.
It also could be deincentivizing something that if
(12:55):
you cross this line, if you donot do this standard, here is
the pain. Here is theconsequence that will be
experienced. If it's not done. Alot of people, again, people
that are just looking at thesweet side of life, they all
look good, all light. The peoplethat only get half of life and
(13:15):
are therefore frustrated becausethe world is somehow unjust,
aren't recognizing the shadow orthe manure side of life That has
equal value.
Especially in the design ofcompensation systems. But that
(13:35):
negative has to be there just asmuch as having the carrot of the
positive. It's just easy to getmore, but you got to have that
strength of character andknowing that this is how human
beings work to harness the darkside. So, if you have losses,
(13:55):
fix them. If you have losses inany of your business segments,
fix them through compensation oryour compensation system.
If your quality is poor, fix itthrough your compensation
system. And Nancy can testifyjust over and over and over the
success pattern. This this ispart of the magic. Otherwise,
(14:17):
all your standards are justsuggestions. Oh, it does me.
Oh, let's see if I can crossthat line. Oh, no one pinched me
there. Oh, I'll go a littlefarther this time. Oh, nothing
happened. I guess this is just amake it up.
I should go place. There are nostandards. It's just a placket
on the wall. And that's the wayit is. I didn't mean to get so
(14:47):
dramatic there, know.
Anyway, it was fun though, Imust say. The other thing is
that a leader is goingsomewhere. Again, as we you
know, there's there's movementis really what I'm implying.
Again, because humans what? Wewant that bright horizon.
We want the prospects of abrighter tomorrow. And we have
(15:12):
to provide it in leadership.Almost this is the nauticalized
version of leadership, you know,leadership going through the
rough seas, you know. It's notalways smooth sailing, you know.
All those cliches could beintroduced at this time, which
we'll avoid.
(15:33):
One of the most valuableaspects, though, of a vision
that's probably overlooked, atleast regarding leadership, is
that it shows you as a leaderwhat you need to become. So, you
get the vision of where you wantto take your respective
organization or department orwhatever. Here's where I want to
(15:54):
go. But, oh my God, there's aprice that has to be paid. I've
got to learn X skill.
I've got to learn have thisknowledge. I need to make these
adjustments in my department ormy life. I need to think
differently about this. I needto work on my own BS. BS meaning
(16:16):
what?
Belief system. Of course, Iwould never think anything other
than that. But a vision informsyou of what you need to become.
So that's one the most valuableaspects of a vision. And how do
you increase the power of thatvision?
I have found that just by makinga written list of all the
(16:37):
reasons a move makes sense. Thathelps me a lot. And each reason
that you have, the more reasonsyou have it builds energy behind
the initiative. So, I'm using,okay, I collect property a
little bit. You might say, Icollect a lot of things, golf
clubs, guitars, all kinds ofstuff.
(17:00):
Anyway, so let's just say thatas you're developing that. Well,
and I've turned down deals, butthen I get thinking about them
and I say, maybe I'm overlookingsomething here. Oh, it's a store
of value. Great. Oh, I canprotect my other properties from
low consciousness human beingsthat would trash the place and
all that.
(17:21):
Great. Oh, it likely increase invalue. Great. Oh, I can rent it
to other people for income. Wow.
Oh, I can entertain all my fancyfriends. I can hold meetings,
events there. Wow. We cancorporatize this thing. It can
be increased in value justthrough some improvements.
Oh my God, I can even depreciateit. Oh, I can enjoy it. Okay.
(17:44):
That list right there and eachthing I list increases the
power. So I wake up in a lowenergy state or when I'm not
feeling so great and I can lookat that list and go, this still
makes sense.
And you can do this for not onlya vision but even making your
(18:06):
personnel moves. Okay. Success.And we'll wrap up at this as far
as this little part. Not wrapup, wrap up.
What is success? Probablyultimately it can be stylized as
personal liberation. Being allthat you can be. Yeah. In the
(18:31):
MBI.
Yeah. That doesn't quite work.Self actualization. Being you.
All I know is that every humanbeing, we live in this world
where no two snowflakes arealike, no two particles of dust
are alike.
It seems to be a world ofinfinite variety and color.
(18:52):
Therefore, the universe mustlove variety. Therefore,
everyone that's here is somehownecessary for some function or
purpose. And that's probably thegoal of really being a success.
So not to get too philosophicalhere, but there's something to
(19:14):
that.
Okay, leadership. Turnover isdirectly linked to the leader. A
lot of people complain thatthere are shortages of different
clinicians. There's lack of thistype of skill set or whatever.
But I find the biggest thingaspect of this is not the
(19:37):
external environment.
That's for the wieners andwhiners. That's their world of
excuse. But it comes right downto leadership. How can I explain
that? Because we can repeat thepattern of filling up an
organization with top rungclinicians because we simply
provide a better workingenvironment and conditions than
(20:03):
the alternatives.
Duh. You can, you know, whetherit's so there's pay, but there's
also the environment and allthis. So, when an organization
reviews this list of problems,the majority are either directly
or indirectly related to theloss of people. And in a
(20:27):
clinical organization, theclinicians. The loss of talented
people is the number onedestroyer of value or quality.
And I'll just say this, losingtop leaders decimates an
organization. It's one thing tolose a top rung frontline worker
(20:50):
as opposed to, hey, a greatleader. That's a big hit.
Talented people don't quit theorganization normally. They quit
the leader.
After training thousands ofleaders, over 10,000 this I
(21:10):
actually stopped counting at acertain point. I'm always taken
a bit back when they don't seethe connection between
themselves and the retention ofstaff. And there's this tendency
to blame other factors and notrecognize that they are the
factor. Like I spent a coupledays with one organization, they
(21:32):
had all 40 of their top leadersthere. We went through it.
And then finally, one of theleaders said, you know, Andrew,
we just have a hard time keepingpeople. I mean, we had this
great aid come and she didn'teven get through orientation or
boreentation before she quit.And I said, well, did you happen
(21:53):
to go meet with her To makefriends? To sit down next to her
and say, hey, this is going tobe great. That idea had never
even crossed her mind.
Even the way that question wasphrased, we, our organization,
(22:18):
can't retain clinicians oremployees. Okay. So, what do we
know from Gallup? Seventypercent of an employee's
development, morale andretention will come from the
relationship of that employeewith the immediate supervisor.
(22:40):
So, there's that retention rightthere.
70% of it has to do with thatrather than benefits, pay, all
that. People would rather have acrappy job working for a great
manager than a great job for acrappy manager. I mean, no
(23:01):
matter how much money you paypeople, you will lose them if
they don't feel that their livesor work is significant. And that
comes from that leader, thatvision. Why are we doing this?
Why does this make sense? Why isthis profound? And that's why
for a lot of organizations,people would take a pay cut just
(23:24):
to work in an incredibleenvironment that gives them
life. But I'm saying most of thetime that's actually a silly
idea because if people managewell, they can pay well. Okay.
So, employees don't usually quitbecause they are overworked or
burnout. But rather they losetheir sense of meaning and
(23:47):
purpose. Of why are they doingthis? Is this significant? And
then that's just a picture of uswinning our sector mount from
Baldridge.
Very proud day of that. But oneof the things was like, you
know, the design of org chart.And I had this Wall Street
(24:08):
investment company said, Andrew,we want to make a whole
revolutionary healthcare orgchart. And this is basically
what we came up with. And so atthe top of the org chart is the
boss, patients and families,community.
They will write every paycheckwe will ever receive. And then
it goes right down the frontlines and then the super secret
(24:28):
sauce and it's why we're talkingand focusing on leadership today
because we want to get crystalclear that the 70 percenters are
right here and that's where weneed to focus. So when we were
building that Baldrige winningorganization, the only one in
the home care space, Normansaid, I read in Gallup that 70%
(24:53):
of the development morale andretention come from that
relationship of the immediatesupervisor. Let's focus on that.
Boom.
And that's why leadershipdevelopment and even what we're
talking about today is soimportant to where the light
bulb goes off. This issignificant work. And here, and
(25:16):
then it goes down to COO, yourpeople development, and then all
your supporting functions, HR,finance, IT, marketing, board of
directors, what have you. Andhere's another way to stylize
it. How do like this?
The patient chair, the customerchair, whatever. At the top, all
focusing on the feelings, theemotional things, the basis or
(25:38):
foundation of all memory recallat the top. There's the boss's
chair. Oh, that's pretty sexy.We need to do that.
And then cascading down.Leadership. Characteristics and
qualities. Why should you learnwhat happens in the trenches and
(26:00):
frontlines? In a healthcarecontext, why should you learn
the perfect visit or the visitstructure of your organization?
Why should frontline employeeslisten to you if you don't
intimately know what they do? Alot of people are confused when
(26:25):
they come to the mountaintop. Wesay go down to the first level
recording studio. We're goinghave you teach an aspect of the
perfect visit. Four, two, threeminutes or whatever, or a very
short period of time.
The reason we do this is for onereason. This word right here,
(26:47):
trust. A leader needs to betrusted. A leader needs to be
trustworthy. If you want peopleto really get behind you.
This is why leaders, I don'tcare what you're doing. I mean,
(27:11):
you're in a health care thing,you better go out on visits. You
better see what it looks likewhen people die. You better see
whatever if you're making aproduct or whatever, get down
there in the factory. Put on thescrubs, whatever.
Get in the trenches if you don'tknow. It'll do great things for
(27:34):
you. It'll increase your yourconfidence. Rather than saying,
well, I think product, know, CFOcomes in there or CF No comes in
there and goes, well I thinkproductivity needs to be X and
Y. And they you know and thenthe nurses or clinicians go or
physicians or whatever go.
You don't know anything. Howmany many visits have you been
(27:55):
on? So there's great value ofgetting in the trenches. And I'm
not saying you have to masterall I'm talking about it within
the reasons of whatever, but youbetter get very familiar with
what's going on. So, trust iswhat is needed.
(28:21):
And employees need to know thatyou know the business and you
know what they do. And here'sthe acid test if whether people
trust you. You know that you'retrusted if you can fairly easily
convince employees to move to anew compensation system that
involves accountability andpain. That is a takeaway if the
(28:41):
job's not done. That's how youknow you're trusted.
And if you're gonna go, well, wecan't. Well, I guess, I mean,
you're being trusted with theirlivelihood. It better be fair.
(29:03):
I've never had much problemputting in a comp system and
we've done tons and tons andtons of them. And this is what
one of the main things MultiViewdoes Because it's so effective.
But that's the acid test. Theother characteristics are a few
others that employees arelooking at. When they're looking
at their leaders. The firstthing they're evaluating,
(29:25):
they're seeing he or she comethrough the door. Is this person
bright?
Do they have intelligence,horsepower? Again, because
nobody's gonna get behind themif they're not. Next, what's
their level of energy? And Ithink there's a couple levels of
energy. Obviously, there's theirpersonal dynamics, vibration
(29:46):
that they throw off, that theleader always has to be
conscious of.
As well as well, I guess that'sprobably the main one is that we
know that when anybody humanbeing comes into the room, at
least three happens. There'sthis atmospheric thing is really
(30:07):
what I'm talking about as far asthe leader. But also, when any
time somebody comes in the roompeople are really thinking three
things can happen. Like, oh,Betty Jo's here energy up. Or is
it just Betty Jo's here, youknow, neutral.
Or is it like, oh my God, BettyJo's here. Hope she doesn't
(30:28):
start talking, you know, energysuck. Again, level of energy.
That's a big thing. And thenintegrity.
Am I working for a liar? Iconsider any exaggeration of the
truth to be a lie. And all of usare prone sometimes to misspeak.
(30:53):
I've gotten way better. Andthat's kind of a maturity thing
where you just learn how to tameyour language a little bit,
leave a little more gaps fordifferent things, get away from
always, must, you know, should.
(31:14):
But this integrity thing of justknowing that when you say
things, you mean it. And thatyour, you know, your intentions
are in the best place and you'regoing to look out for people
really for the right reasons.But it's just hard to get behind
a liar. And you can look at allthis stuff like you're trying to
make it, you'll say, let's putin a military thing. You're
(31:36):
trying to take a hill.
Yeah. We're going to take thathill. If again, you got some
dumb guy says, hey, let's justjust everyone charge up and I'll
follow. You know, it's hard toget behind that, you know. And
then the energy.
No, I'm gonna be in front. Oh,great energy. And then, hey,
listen, maybe we shouldn't dolike the frontal attack like why
(31:58):
don't we have a diversion likeyou you guys start the fire over
here and then we'll sneak aroundback. Then less of us will get
killed. That's what people arelooking for in the leader.
But all of these converge intothe quality of the most
successful people on the planet.This has been demonstrated in
(32:20):
studies by Duke, WesternKentucky, Stanford, whatever.
And that's the quality of selfcontrol or self regulation. The
ability to focus on singularthings to the exclusion of all
thing other things in ourconsciousness. And this is where
you find the Elon Musks, theSteve Jobs, the Sam Walton's.
(32:45):
Just to name a few people thathave been spectacularly, the
Martha Stewart. It also can becalled focus or love. Okay. So
Apple, for example, became themost valuable company on the
planet within a few years afteralmost being bankrupt because of
the focus of one guy, the leaderSteve Jobs in his second run at
(33:09):
leadership said, we're going getrid of all of these silly
products that Sugarman fromPepsiCo CEO introduced, trying
to get more market share, we'reonly going to focus on three
things and that was one of histhings, always minimalistic.
Boom.
And that focus of that guy withlaser beam focus turned Apple
(33:32):
into the most successful companyin just a few years. So, focus
is rapid. But most organizationsare exactly the opposite of
that. I mean, people arebringing, I mean, they're coming
to meeting after meeting, andwe'll talk about that with their
(33:53):
cell phones, they're answeringtexts, they're doing whatever. I
mean, the antithesis.
The day is an antithesis offocus. And there is power to say
no to distracting opportunitiesand say no, this is where we're
going. Because every time we adda business segment or a product
(34:14):
or whatever, we dissipate ourfocus. If I were to boil down
the truly effective leader, atthis point it's going to come
down to a few points. First, theability to focus.
That is and you know, peoplealways say, well, how do you
increase quality? Well, it'senough by throwing more money at
(34:38):
it. The government's tried that.How's that working for them?
It's by caring enough to do agood job.
Which says, I am going to justbe meticulous about doing this.
I'm going to shut off my cellphone. I'm going to whatever.
I'm going to work on a weekend.I'm going to do whatever.
(35:03):
So the ability to focus. Next.Effective communication or the
teacher. Somehow you've got toget the ideas from your mind as
the leader into the minds ofothers. So, we're focusing on
this folks.
Boom. Here's where we're going.Communication. And then creating
(35:26):
this high accountability culturethat this is what I need for you
to do. Okay, you're monitoringthat.
You're focused on it. Hey, wegot that done. Great. That's
off. Next.
Or hey, this isn't happening.You need to get this done like
tomorrow. And if not, I'll findsomeone else that can. I mean
that relentlessness. So selfcontrol is the characteristic of
(35:55):
the most successful people onthe planet.
You can also call it selfregulation, focus, discipline,
even love. Things we love, wepay attention to, we focus on.
Yes. Now, other aspects of selfcontrol. Your emotions are the
number one thing as a leaderthat you use self control on.
(36:20):
As bad and permanently scarringan employee with interactions
can result when you lose yourself control. I've done this at
least twice over the last tendays where I step too hard on
folks, wounding them so well. Imean sometimes with actually
some pretty good benefit. Butyou always as a leader after you
(36:44):
squash someone pretty good, it'slike, God, did I step too hard?
Know, because knowing that ifyou squash somebody too hard,
you could lose them.
And if they're talented, youknow, you've lost a whole bunch
of talent just because youcouldn't control your own issue
(37:04):
or whatever. So, it's great tobe cool in these situations. So,
controlling your emotions.Again, no matter how much you
pay someone, you will lose themif you wound them badly. And
probably most of us can lookback and find examples of that.
(37:29):
Self control. You hold yourself,okay, if you're in a low energy
state, you hold your asstogether. Stuff, of course.
Until you get a gap where youcan let your hair down and then
you can bawl and cry and allthat. But when you're in front
of the group, you need to bestrong most of the time.
(37:53):
I'm not saying there's sometimesthat you show your emotions
about things. But you got tohold it together. Self control.
Choose your time and place ofbattle. This has to do with good
judgment.
For example, don't fire thebiller until after the billing
(38:16):
has gone out. Okay, or sometimessomeone's not quite doing it,
but they're still giving youenough value that you shouldn't
like kill them off like rightaway. Okay, so if you make that
determination, you're gonna letthis person live for a while. My
advice is to go to your team andsay, hey, I know, you know, he's
(38:36):
not getting it done, but he'sdoing this for us and I'm not
gonna kill him off now. What doyou think?
Whatever. Normally, they'll sayno, keep him on for a while
anyway and then go ahead and doit, you know. When we get a
replacement in here. But thatbut you're what you wanna do is
get that communication voidfilled with here's why we're not
(38:57):
even though this person isn'tdoing the standards of the
organization, we still need themin some way. But then, at the
right time, we choose our placeof battle and say, you're fired.
Please clean your desk. Boom.Okay. Self control, a little
(39:22):
more because it's so important.Self control in a six sigma
quality, and we were veryconscious of this when we won
that award, that it's actuallypart of the position design
process where we design thisposition state of self control
(39:42):
or self regulation into the jobsbecause by designing it into
this position state, we don'thave to hire silly supervisors
or leaders to hover over and dothe inspection of work all the
time because people canregulate.
They know oops, I went too farhere. I can self regulate get
(40:04):
back. Went too far here. I canself regulate get back. And
there's the beauty of using ourbrains to design it into the
system as part of ourstandardization process, really.
And if we're dealing in the postacute care space, hospice, home
care, whatever, most of our workis being done autonomously
(40:27):
anyway. And so we can't have amanager supervising or lowering
over every visit. Okay. Sodesign that self control, into
the job position.
Speaker 1 (40:47):
We hope you are having the best day of your
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