May 26, 2025 • 40 mins
“Leadership isn’t about control — it’s about creating the 'Conditions for Success'.”
In this third installment, Andrew Reed goes into the Burden of Leadership, the aspects of Leadership that are unconsidered with pedestrian views of the topic. Reed strips away the polish and dives into REALITY. It’s not about charisma or command — it’s about clarity, Standards, and the willingness to do what others won’t.
Whether you're building a company or leading a team, this episode is a practical and deeply human reminder that real Leadership is built in the hard and difficult times — through hard decisions, Accountability, and seeing what others don't.
Chapter Markers
(00:00) – Intro & The Burden of Leadership
(03:27) – Self-Evaluation & Organizational Value
(05:13) – Growing Out of Your Role
(07:18) – High Standards & Internal Drive
(08:35) – Leading from the Front
(09:22) – Accountability Without Losing Talent
(10:19) – Trust and the Pain of Disappointment
(12:42) – Strategic Thinking & Pattern Anticipation
(17:07) – Unpopular Decisions & Cultural Resistance
(22:03) – Leadership Revealed in Crisis
(25:15) – Firing Fast, Not Foolish
(28:13) – Conditions for Success
(35:54) – Inspiring Through Accountability
(37:58) – Confidence Through Practice
(39:30) – Final Thoughts: Intentional Cultures Win
Song: If All the World Were Right - andrew reed & the liberation
Album: If All the World Were Right (Trilogy II Album 1)
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Instagram: https://www.instagram.com/multi.viewinc/?hl=en
MVI Phone #: (828) 698-5885
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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 MultiView 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 again to Creating the Perfect Company.
And this is the thirdinstallment of the seldom spoken
aspects of leadership. Again,this was a national broadcast
from the MBI broadcastingfacilities in Hendersonville at
(01:28):
the headquarters. And withoutfurther ado, here's the third
part. Okay.
Now we're going to go into lightand delightful topic of the
burden of leadership. Okay. Sostrap on your rubber underwear
for this one. The burden ofleadership. First, as discussed,
(01:57):
winning and consistentlywinning.
We will not win all the time,but we have to win enough. Next,
being pragmatic, anticipatingand facing the realities of this
world. Also, I'll call thisaccurate thinking. Rather than,
(02:19):
hey, oh, I would like the worldto be like this. I would like
this to happen.
No. What is the bruised realityof how human beings, you know,
they wake up in the morning,they have their car, you know,
what are the. And and harnessingthat. Next, nearly always being
(02:40):
up, strong, consistent,dependable. Right?
The leader sees the big pictureand creates the plan how to do
it. A plan stimulates faith,belief in wherever we're going.
(03:09):
Next, the leader criticallyevaluates its people. Or you
critically evaluate your peopleand their value or contribution
to the company. And you may likesomebody, Not enough of a reason
to keep them.
They may have been there at yourcompany for twenty three years.
(03:31):
That is not sufficient reason tokeep somebody. And this is where
when we design clever ways ofcompensating people and they're
not producing, theyautomatically eject. Creating
what? A self regulating system,which is ideal.
But what value are they reallycontributing? In their position?
(03:55):
Do I need to reposition them?Recognizing your own weaknesses,
constraints, shortcomings,willingness to take Criticism.
And I'm surprised how many CEOsare not willing to do this.
I I was done all kinds of thingsand and sometimes, you know,
(04:18):
people get back theirevaluations and go, oh, oh, that
doesn't really count because mystuff is so high level. Just
common people don't understandreally what I'm saying, you
know, or or whatever. Peoplehave all their justifications.
So, the ability to takecriticism, but recognizing
(04:40):
again, nobody just has the wholething and you know, should be
hiring the smartest people youcan. People that are brighter
than you.
Mean, I've got Nancy doing allkinds of stuff that only she can
do. Bernie's over here, Jim,Alex. I mean, these are all role
players in this organism, thishuman organism, you know, called
(05:04):
multi view. You know, we allneed each other. Even if
everyone's gotta be 10 yearsapart.
I hear MultiView Recognizing barweaknesses. Hey, we need to
backfill here. Like thirty yearsof And I'll just say this. We
all evolve as humans Like no oneelse. I always tell people to
(05:25):
work your way out of your job.
You know, at the beginning ofMultiView, I was doing GL work
and installing the financialsystem, sign the support, doing
the first cost report ever done.But after a while it's like,
okay, that tech support, youknow, okay, well, I've done a
(05:47):
lot of that now. Let's getsomeone else to do this. Okay,
let's start doing this aspect ofbenchmarking and quantification.
And you just work your way outas you progress.
And that applies to leadershiptoo. All I know is it's just
like down at Palm Beach, youknow, I've finance and then it's
(06:09):
like, okay, you're a programmertoo. Okay, then you know, all
ITs, okay, reporting to you. Oh,and resell shops. You ever did
that?
Oh, okay. And then hey, thatbecomes a success. Okay. Oh,
inpatient unit. Oh, I'm not aclinician.
Okay, run this. Okay. Well, thatends up being a success. Oh, how
about medical records too? Know,so it seems like with leaders
(06:31):
and whatever, and this is one Idon't have a slide on this.
But if you have a very capableperson with tremendous personal
power, you will tend to loadthem up with more and more and
more. And there's a danger inthat. Just because what? You've
got their focus going in lots ofdifferent ways. Again, is it the
(06:52):
highest value?
Humility and openness, we'vealready talked about this. We
need to be open to other viewsof the world and other ways of
doing things. Pressingyourselves and holding yourself
to high standards. That isdefinitely a burden of
(07:13):
leadership, you know. Buthopefully that's a habitual
thing that we tend to be inintegris.
We tend to push ourselves. Wetend to come in with the plan
already made. I mean I did it onweekends. Hasn't been the I did
it with a screaming wife everyday. Yes, was knocking out my
CPA and all this stuff.
(07:35):
And then that ability to say,hey, that's not just good
enough. This needs to be great.Whatever your standards of
quality are. Leading from thefront. And I'll talk about that
a little bit more.
I mean, for example, I'llmention again. Let's say you
(07:56):
have an inpatient unit. Well,lot of inpatient units don't do
very well. If we're managingthem, they'll make money. Well,
CEO, why don't you move youroffice down to the inpatient
unit and run it?
Or you have a home healthdivision that's not working out
(08:17):
so well. Well, why don't you runit? Or you have x part of your
factory or whatever that's notworking. Well, get your butt
down there. Do a little ElonMusk and sleep down there.
Or Sam Walton, know. Get hislittle plane and go into the
(08:40):
problem spot. Okay. Leaning fromthe front. Holding people
accountable via pain and notlosing the talented people.
That's a skill. It's anuncomfortable thing. It's
something that you gain withpractice over time. You gain
(09:00):
confidence in how to do it. Youshould probably never like it
unless you're got a screw loosesomewhere or whatever.
Being it's a skill. How do youdo accountability? That is
administer pain, correctiveaction without losing that
talent. Again, some self controlin there and all that. Okay.
(09:22):
Trusting others as part of theburden of leadership. Trusting
others knowing your heart willbe broken repeatedly. If we're
going to grow anything, we'vegot to trust others and they
will fail you. You willoverestimate their intelligence,
their capable I shouldn't saycapability, I think more people,
(09:44):
they have just loads ofunexplored potential. They don't
know it.
But a lot of times a leader willask people to do that things
that you believe they could do,maybe and maybe they had the
capability, but they don't doit. Either through through lack
(10:05):
of confidence or maybe they'rejust not bright enough to do it.
You overestimate theirwillingness perhaps. So your
heart's going get broken. Butthat's just part of the job.
So, the leader must have theability to take criticism.
Again, we've talked about this.The king needed a court jester
just to point out the king'sshortcoming. Leadership is a lot
(10:32):
about being able to bear thepain of your bad decisions.
Because if you're going anywheretowards that ninetieth
percentile, You're going tobecome a distinct minority in
whatever business sector you'rein.
You are invariably going to havemistakes and missteps. But you
have to own it. Okay, ask or Andif it does its job, that scar is
(10:58):
a stronger spot. That brokenplace. And this is just part of
it.
But you have to be able to bearthat pain and be tough enough
just to plow through. Withleadership, part of the burden
is there is this duty of careobligation to others. And the
(11:24):
duty of care is really theobligation to have a genuine
interest in the welfare ofothers. I like to look at
MultiView or any of theorganizations that we have
equity positions or that we workwith, that we are a school. We
are a school of enlightenment,of consciousness.
(11:44):
That we can provide not onlygreat lifestyle and all this,
but ideas and mindsets that willactually liberate people to to
have a better experience oflife. And I don't care what
you're doing. You can do that.But that duty care. But it
(12:07):
starts with this genuineinterest in the welfare of
others.
A leader has again thisobligation of winning and
success. We've already talkedabout this. But it is an
obligation. The question for aleader is: The leader needs to
(12:27):
see and anticipate what needs tobe done and do it. With perhaps
the question, how do I overcomethe predictable human behavior
in this case or circumstance?
So here we're applying basicallyintelligence. This is
intelligence at work. Planning,anticipating the patterns of
(12:50):
life. How do we harness thembecause they are predictable? So
this intelligence at work, theleader has to plan.
That is anticipate all thepossibility, all the practical
possibilities I should say, oroutcomes of the decisions that
(13:12):
they're going to make. Thiscould happen. This could happen.
This could happen. This comes tohappen.
What if we're attacked from therear? What if we're attacked
from the side? What if this orthat happens? The point is, the
leader should not be caught offguard. Whenever I'm making
(13:35):
decisions, sometimes they makelittle pieces of paper that I
put that if the move goes thisway, then here are the three
things that could happen afterthat.
You're playing probabilities,but sometimes that outlier will
get you. I'll say this, but mostof the time it actually goes in
(13:55):
the direction you plan on, eventhough you've got some
unexpected events invariably.Don't be caught off guard. Every
time a leader approaches theirdesk or team, they should be
looking at the ROI or value.That is just assessing things.
(14:18):
Asking questions. Questions haveenergy. Do I have the right
people in the right places andthe right positions in the
organizations? What if X or Yhappen? Are we positioned for
managed care?
Are we positioned for this? Arewe positioned for that
competitor that's doing the MBImodel better than us that's
(14:39):
going to decimate us and halfour patient volume. Are we
prepared for that? What if welose that contract? What if
whatever?
Is the nurse that's been with usfor twenty three years still
providing enough value for whatshe's being paid? Are we failing
(15:02):
people because we aren'tproviding great training,
processes and systems? Those arethe ideas every day that need to
be on our mind when we'reapproaching our desk if we're
the CEO. And really, any of thesubunits as well. We're we're in
(15:24):
character a little bit.
Right? Or burden, really. Butcharacter can be defined as
follow through, dependability,as well as the willingness to
admit failures and missteps. ButI find there's all kinds of
leaders that are caught up inthis busy, busy, busy world.
(15:45):
They're not responsive.
They don't get back with yourapidly. And therefore these
voids are created. There'sfrustrations in all this. They
say they're going to dosomething. Oh, didn't.
I forgot about that. I guess youshould have written it down. But
(16:09):
a lot of people aren't evensmart enough to write things
down. They don't keep a physicallist. I'm going to put on my
phone.
This phone is going to remind mewhat I need to do. And you look
at a phone logically. It's thisantithesis of focus. Yeah, you
can have it there, but you know,it's going to have text, it's
(16:30):
going to have pop ups, you'regoing get phone calls, you're
going to get emails for some ofus. Don't even get them on my
mind.
And so you got this thing that'sjust taking you in all these
directions and you wonder whywe're not effective. Okay. Let's
keep it light here. Realleadership involves a lot of
(16:58):
advancing things that are noteven asked for or they're
unasked or directed. What am Isaying there?
I'm saying that you seesomething that just needs to be
done. You've not beenspecifically directed to do it,
and you just handle it. And thenown whatever result that you get
from you just taking thepersonal initiative to do it.
(17:23):
That's a leader. That's how oneof the steps moves that you can
identify promotable people intoleadership.
Let's just say this, part of theburden of leadership.
Leadership, important andsignificant decisions are rarely
popular. Why? You're upendingthings. You're saying we're
(17:45):
going to go in this newdirection.
We're going to put in this newquality initiative called multi
view. You're go we're gonna dothis and people are going to be
subjected to intensive trainingunder stress conditions when
they've been used to be pampthey're being used to be
pampered. These are big moves.You think everyone's going say,
(18:08):
hey, yeah, I can't wait to getmy butt paddled through that
thing and I can't wait to bestressed out doing that and even
though it's going to be good forme to take the medicine. That's
leadership, is it not?
So real leadership can be a verylonely place as it's not about
(18:30):
popularity. And often you'retaking people where they don't
want to go. Okay. Like, I'm I'musing an example here. NHPCO
banned me for life at one time.
I gave a talk and I used to talkevery year. I probably got a
little bored with it orwhatever. So 20 at the national
(18:55):
conference. And I was used tobeing booed and everything,
know, because what we're goingto talk about is not commonplace
stuff normally. Anyway, so Ipointed out some issues about
cherry pickers.
You know, that someorganizations are going to say,
(19:15):
hey, let's take all these cheappatients. This person is going
to cost a lot. Let's not takethem. And they point out
different aspects of division.Anyway, and there's a few other
things, just realities.
And then I was I got thisletter. You know, you you're
banned for life from ever. Youknow, coming to one of these
(19:37):
things or whatever. And then abunch of CEOs said, you know, I
don't think that's such a goodidea. So they basically forced
me back in or you know they putso much pressure on the national
organization that that's how Igot back in speaking.
And they reversed course. Butyou can't talk about this and
(19:59):
said, well, if I can't talkabout best known practices,
things that may disrupt things,then you know, have no place.
And I remember I hung up thephone again on them. And then,
you know, but I got back in. Soa lot of times, you're what
you're saying, especially truth,you can alienate people and
(20:24):
become very unpopular.
But I think a real leader is atruth seeker. What's the best
way of doing this or whatever?And like I said before,
leadership is this land ofbroken hearts. So prepare to
have your heart brokenrepeatedly by trusting others.
But there's no way to doanything on a material scale
(20:46):
without the help of others.
And I will say this, and thisgoes, I should have put this
with the other trust side.Trust. Trust is the basis of all
good relationships. But oncetrust is lost, it is difficult
to regain. You will spend somuch energy if you have deceived
(21:11):
somebody.
Especially if it's intentional.It's one thing if it's not
intentional. But even then, it'swhatever you're going to spend
all kinds of energy trying toregain that that relationship
and it's difficult to to regain.So, trust is a big thing. We've
got to have that and it'searned.
(21:31):
It's also part of the burden isthere's an interesting
relationship between risk andleadership. Your best leaders
have a rather high risktolerance. So they're more okay
with going in a different or abold direction. And again,
(21:53):
fortune favors the bold. Again,as long as they're not stupid
and they have some directionalcorrectness.
Leadership is also revealed intough times and hardships.
That's when you really know whatyou have. When you are being
decimated by a competitor. Whenyou have had some type of just
(22:19):
major hit experienced by theorganization. I mean, it a freak
out thing or is it no, here'swhat we're going to do.
But it's revealed. Because allbusinesses and organizations
that endure for any significantperiod of time are going to face
severe storms. It is not, again,all up, all light, all good, all
(22:45):
the time. No. There's times whensales are down.
There's time when you haveturnover. No matter how good a
leader you are, then you makethe bold move and you lose half
your workforce. I've never quiteseen it happen that
dramatically, but you get theidea. There's going to be times
(23:09):
when you change in the businessor whatever. When times will get
kind of tough.
Again, leadership. Now, I'vealready mentioned this. Leading
from the front. Moving youroffice to where the problem,
trouble, or action is. You know,and getting out of your out of
your desk or out from behindyour desk.
(23:33):
The leader must have strength,capability, and and again
coolness under fire. Again, isreally that could also could be
called self control. Coolness.That's a new word. Okay.
Leadership. How do you keepbusiness interesting? And I
(23:54):
think it's a combination ofbalance of a couple of things.
First of all, you needpredictability, dependability,
regular. Okay.
So you need some kind ofconsistent element in your
business. If it's just a crapshow, every time people come in,
you know, I mean everyone's justrunning around chaos. People
(24:16):
don't like that. They like itsome element of certainty.
Stability.
Here's how we do meetings.Here's how we do whatever work.
But they also want theinterjection of something new.
The surprise element. The newinitiative.
Whatever. So there's a balancingact to keep the business
interesting because you need toretain them and people will
(24:37):
leave when it becomes a bore.Many years ago, we had 80 CEOs
fly in to one of the localcolleges where we were doing a
leadership conference. And I hadthem all, I gave them all like
(24:58):
index cards and I said, what isyour number one frustration or
problem? And 70% of them thatcame back wrote that I held on
to poor performers for too long.
I think it's much better to bequick to fire people. Now,
(25:21):
you'll make some mistakes. I'vecertainly made mistakes, but
it's much better to be quick tofire. Then to say, well, let's
just give her another littlemore chance because we're gonna
I'm feeling a little squishytoday, feeling a little weenish.
Let's just play this out alittle longer.
So therefore, we lose moremoney. We have more suffering.
(25:41):
We lose lots more good people.And we're thinking we're being
kind or whatever but reallywe're just punting the can down
the road rather than saying wellthis isn't working out but we're
smart enough that there's anumber two already identified if
we're using the n value system.Boom.
She gets the job or he gets thejob or whatever. Ah. So that's
(26:04):
the planning for the tack. Ifthis happens, a replacement is
already designated. Howbrilliant.
Now, let me just say this. Thereare loads of people that could
be leaders in your hallwaysright now. I can go into a small
organization with 30 employees.Most people have not even paid
(26:26):
really have job. I can go into aI mean, I get these ridiculous
calls from CEOs that say,Andrew, I need X, I need Y.
And I go, You mean you've got athousand people working for you
and you can't find thisleadership position? I mean, I
get it if someone has some kindof technical aspect that is
(26:49):
uncommon, know, like how to codein, you know, certain computer
language or whatever. That's notthat many, but not for so many
of your operations. There arepeople that know and actually
want a shot at being able to doit. Someone had to take a bet on
me at some point in my life.
And say, know that snot noseReed guy. You know, he's kind of
(27:13):
a spunk, plunk, plucky guy, youknow, let's let's give him a
shot. I mean, let's not even getany more money. Let's just say,
you know, try this and see if itworks out. So be quicker to fire
and beware of holding on topeople too long.
(27:35):
And but and I'll say at thatpoint, gotta take out the mirror
and say, man, I'm being a weeniehere. Okay. I'm gonna keep
going. Let's talk aboutleadership. And there's a few
more, sections here in in this.
(27:59):
And I'm again, don't know howlong this will go. It won't go
that long. So, I'll get itgoing. But, I don't want to
leave anything out. Because Idon't want to to do this again.
Leadership conditions forsuccess. So a leader is
inherently a manager. And what amanager does is a person that
(28:24):
can direct energy and resourcesto create conditions for
success, because you can'tcontrol people. And it's always
in this order that you directenergy first and then resources.
Again, I use the illustration ofmoney.
You have a million dollarssitting in the bank. That money
doesn't go anywhere or to anypurpose without the energy of a
leader to say, hey, I wanted todo this. Put it in this or
(28:49):
whatever. So that's the numberone thing that you you regulate
and manage within yourself,within your organization. But to
create these conditions forsuccess.
Again, a manager can't controlother people. A manager can't
make a person a success. Youcannot make another person a
success. And I've been underthat spell or delusion so many
(29:12):
times in my life. And then I getslapped in the face and go, are
you gonna get this lessonfinally, Andrew?
Okay. So, a professional manageror leader understands what they
can control as well as what theycan't control. And this leads us
(29:33):
to this idea of conditions forsuccess. So the job of the
manager or the leader is toprovide conditions for success.
And that's really what you'redoing in an organization.
And that's going back to theillustration of the garden, the
seed. The seed which is youremployee that you plant. Again,
you can't control if they'regonna win the prize or droop
(29:55):
over or die or or whatever. So,what are some of those
conditions for success? Well,first is just providing people
standards about their job.
What are the standards of theorganization so that people can
self regulate and own theirbehavior and performance? Great
place to start. What's what arethe standards? But I go to most
organizations. What are yourstandards?
(30:17):
Well, I don't know. You know,they're not really written down.
You know? Well, are they arethey five? Are there 24 of
these?
Are they 16? No. We don't reallythem. Okay. And we wonder why we
have screw ups and stuff.
Okay. Next, knowledge deficitsare eliminated by a system
(30:39):
seven. That's, of course, an MBIsystem or in Six Sigma it would
be called intensive training. Wewant to transform the desire to
do well into a certainty that weare well trained. And so,
because our quality is going tobe no more than the quality of
our people systems.
So we want to eliminate allknowledge deficits. So, it
(31:02):
impossible for there to beknowledge deficits as far as the
job. Next condition for success,the compensation system. Tells
the employee via every paycheckor immediately whether they are
in or out of standard. And thishelps them again self regulate
(31:23):
on their work.
Work is simplified on all levelsand tools are provided to
support success. Especially ofyour centralized computer
system. Like in healthcare, itwould be an EMR. Right? An
electronic medical record, youknow, or whatever.
(31:45):
Because if people get frustratedwith the tools involved, well,
you're gonna lose those people.Okay. Five. Work is organized in
its natural order. You know, sothat, you know, if if you have
something, an item, let's sayit's in the trunk or whatever,
that's using your work.
The things that are usedfrequently are in the front. The
(32:08):
things are not that you have tostrain your back to get to are
in the back. Again, there's asystem of process. But these are
conditions for success.Eliminate as much as possible
discretion at the operatinglevel.
Yes, we don't want people tothink too much about routine and
normal things. You know, likewhen you have codes in the
(32:30):
computer system. Well, don'thave every possible code that
would ever happen. I mean, thatexponentially increases your
screw up factor. Minimize it tomaybe three or four.
Get like In N Out Burger orwhatever where there's just a
few things on the menu and yourerror rate decreases, you know,
(32:53):
just substantially from fromthis. Number seven.
Extraordinary clinical leaderprovides praise or extraordinary
manager provides praise forexcellent work and addresses non
standard performance or behaviorwithout delay. Clinicians or
(33:18):
employees with poor attitudes,non standard work are removed so
as not to disrespect thehardworking and standard
honoring employees. There's alot wrapped up in there.
But here we're talking aboutaccountability. That you do not
give up false praise. I don'ttell people they're doing a good
job if they're not doing a goodjob. I say let's have a talk.
(33:43):
Hey, do you know what thestandards are here?
Of course. Why aren't we doingthem? But you do without delay.
And because if you allow subperformers to remain at the
organization, you disrespect thehardworking. And suddenly, they
(34:03):
disrespect, first of all, you asa leader because you're a
wiener.
And it's like, wow. So thisperson will tolerate that. And
we always have to be carefulwhat we tolerate. But one of the
(34:25):
worst things we can do is allowsub performers to survive in a
culture. That is not a healthyculture.
Because, I mean, I'll use myclinical illustration here. So
you got a nurse, brand new inthe organization. She's, you
know, she's knocking out five,six visits a day. No problem.
Boom, boom, boom.
Great attitude. And she looksaround. This person is doing two
(34:50):
visits today. She's doing themorning visit and she's
squeezing in the afternoonvisit. And they're being paid
the same.
Well, what does your snappy newclinician say? Wow. You know, is
that a motivator? No, it's ademotivator. And she's letting
(35:12):
that get by.
Why am I busting my can whenthat's being tolerated? So in
this case, the clinician wouldstart to disrespect the leader,
then disrespect the entireorganization, and then you lose
them, and they go to work foryour competitor. And this is a
superstar. That's the price youpay for not addressing the
(35:37):
standards, not upholding thestandards, and it's part of
conditions for success. Betterto have a smaller talented team
than large and sloppy.
Okay. Eight. The leader isinspiring, life changing person.
(36:02):
Through teaching of what?Accountability or owning one's
life.
Nine. The student employeereceives attention. Normally on
a day to day basis or at leastenough that they feel
significant. Again, is allconditions for success. Each
(36:24):
employee, each clinician in thiscase receives a ride along every
sixty days minimum.
This physical environment isintentionally created to be
conducive and support success.And there we go. That's not a
comprehensive list, but it'senough that we get the idea that
we have to set people up forsuccess. But so much of that
(36:48):
success comes to that 70%principle of that leader. Making
sure these things are done.
Again, staff want to believethat they are talented and are
well trained. And we havetransformed this desire from a
want into a certainty. Systemseven with all its steps. This
(37:13):
creates what? Quality eliminatesthe possibility for knowledge
deficits through what?
Self learning modules for anytopic we want. Tell, again, the
physical demonstration of it.Show, imprinting in the brain,
the images that drive so much ofour lives. The testing, because
if people can't do somethingintellectually they can't do it.
(37:37):
The testing, evaluating oflearning.
Then step five, practice,demonstrate. And six, evaluate
that practice, that physicalacting out of. Then the
certification. That's acondition for success. Okay,
confidence.
(37:58):
Is an aspect of a condition forsuccess or you can even call it
quality of a leader. You needit. People get it. The reason
the only reason I can get up infront of us and talk the way I
do with some air of authority,which I hope is not off putting
or whatever. But I have visitedhundreds and hundreds and
(38:18):
hundreds of organizations justto the point of having four
physical breakdowns.
I've seen so many. And it'sreally from doing this for a
long time that you gain someauthority and some confidence.
And watching the patterns overand over. Nancy and I were just
(38:39):
talking about, we put in thesesuccess patterns. Practices as
some people say, and they'llalways produce a great result.
Not the same result, but asimilar result because it's
pattern based. So, how can youand that's why we have
confidence in what we teach. Buthow do you increase your
(39:06):
confidence? And probably thebest way is successful practice.
And if that successful practiceis not on actual clients, but is
done in a safe synthetic place,much better than destroying a
relationship or putting a badtaste in a client's mouth.
(39:30):
So, again, conditions forsuccess. Intentional creation of
a workplace is one of the mostunderutilized ideas in most
organizations. I don't allowpeople to put crap on the walls
or whatever. I mean, I went Ihad one new guy come one time,
and I just ripped everything hehad on and says, we just don't
(39:52):
do that there. Course, you know,he was gone the next day, but
Okay.
Speaker 1 (40:01):
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 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 again to Creating the Perfect Company.
And this is the thirdinstallment of the seldom spoken
aspects of leadership. Again,this was a national broadcast
from the MBI broadcastingfacilities in Hendersonville at
(01:28):
the headquarters. And withoutfurther ado, here's the third
part. Okay.
Now we're going to go into lightand delightful topic of the
burden of leadership. Okay. Sostrap on your rubber underwear
for this one. The burden ofleadership. First, as discussed,
(01:57):
winning and consistentlywinning.
We will not win all the time,but we have to win enough. Next,
being pragmatic, anticipatingand facing the realities of this
world. Also, I'll call thisaccurate thinking. Rather than,
(02:19):
hey, oh, I would like the worldto be like this. I would like
this to happen.
No. What is the bruised realityof how human beings, you know,
they wake up in the morning,they have their car, you know,
what are the. And and harnessingthat. Next, nearly always being
(02:40):
up, strong, consistent,dependable. Right?
The leader sees the big pictureand creates the plan how to do
it. A plan stimulates faith,belief in wherever we're going.
(03:09):
Next, the leader criticallyevaluates its people. Or you
critically evaluate your peopleand their value or contribution
to the company. And you may likesomebody, Not enough of a reason
to keep them.
They may have been there at yourcompany for twenty three years.
(03:31):
That is not sufficient reason tokeep somebody. And this is where
when we design clever ways ofcompensating people and they're
not producing, theyautomatically eject. Creating
what? A self regulating system,which is ideal.
But what value are they reallycontributing? In their position?
(03:55):
Do I need to reposition them?Recognizing your own weaknesses,
constraints, shortcomings,willingness to take Criticism.
And I'm surprised how many CEOsare not willing to do this.
I I was done all kinds of thingsand and sometimes, you know,
(04:18):
people get back theirevaluations and go, oh, oh, that
doesn't really count because mystuff is so high level. Just
common people don't understandreally what I'm saying, you
know, or or whatever. Peoplehave all their justifications.
So, the ability to takecriticism, but recognizing
(04:40):
again, nobody just has the wholething and you know, should be
hiring the smartest people youcan. People that are brighter
than you.
Mean, I've got Nancy doing allkinds of stuff that only she can
do. Bernie's over here, Jim,Alex. I mean, these are all role
players in this organism, thishuman organism, you know, called
(05:04):
multi view. You know, we allneed each other. Even if
everyone's gotta be 10 yearsapart.
I hear MultiView Recognizing barweaknesses. Hey, we need to
backfill here. Like thirty yearsof And I'll just say this. We
all evolve as humans Like no oneelse. I always tell people to
(05:25):
work your way out of your job.
You know, at the beginning ofMultiView, I was doing GL work
and installing the financialsystem, sign the support, doing
the first cost report ever done.But after a while it's like,
okay, that tech support, youknow, okay, well, I've done a
(05:47):
lot of that now. Let's getsomeone else to do this. Okay,
let's start doing this aspect ofbenchmarking and quantification.
And you just work your way outas you progress.
And that applies to leadershiptoo. All I know is it's just
like down at Palm Beach, youknow, I've finance and then it's
(06:09):
like, okay, you're a programmertoo. Okay, then you know, all
ITs, okay, reporting to you. Oh,and resell shops. You ever did
that?
Oh, okay. And then hey, thatbecomes a success. Okay. Oh,
inpatient unit. Oh, I'm not aclinician.
Okay, run this. Okay. Well, thatends up being a success. Oh, how
about medical records too? Know,so it seems like with leaders
(06:31):
and whatever, and this is one Idon't have a slide on this.
But if you have a very capableperson with tremendous personal
power, you will tend to loadthem up with more and more and
more. And there's a danger inthat. Just because what? You've
got their focus going in lots ofdifferent ways. Again, is it the
(06:52):
highest value?
Humility and openness, we'vealready talked about this. We
need to be open to other viewsof the world and other ways of
doing things. Pressingyourselves and holding yourself
to high standards. That isdefinitely a burden of
(07:13):
leadership, you know. Buthopefully that's a habitual
thing that we tend to be inintegris.
We tend to push ourselves. Wetend to come in with the plan
already made. I mean I did it onweekends. Hasn't been the I did
it with a screaming wife everyday. Yes, was knocking out my
CPA and all this stuff.
(07:35):
And then that ability to say,hey, that's not just good
enough. This needs to be great.Whatever your standards of
quality are. Leading from thefront. And I'll talk about that
a little bit more.
I mean, for example, I'llmention again. Let's say you
(07:56):
have an inpatient unit. Well,lot of inpatient units don't do
very well. If we're managingthem, they'll make money. Well,
CEO, why don't you move youroffice down to the inpatient
unit and run it?
Or you have a home healthdivision that's not working out
(08:17):
so well. Well, why don't you runit? Or you have x part of your
factory or whatever that's notworking. Well, get your butt
down there. Do a little ElonMusk and sleep down there.
Or Sam Walton, know. Get hislittle plane and go into the
(08:40):
problem spot. Okay. Leaning fromthe front. Holding people
accountable via pain and notlosing the talented people.
That's a skill. It's anuncomfortable thing. It's
something that you gain withpractice over time. You gain
(09:00):
confidence in how to do it. Youshould probably never like it
unless you're got a screw loosesomewhere or whatever.
Being it's a skill. How do youdo accountability? That is
administer pain, correctiveaction without losing that
talent. Again, some self controlin there and all that. Okay.
(09:22):
Trusting others as part of theburden of leadership. Trusting
others knowing your heart willbe broken repeatedly. If we're
going to grow anything, we'vegot to trust others and they
will fail you. You willoverestimate their intelligence,
their capable I shouldn't saycapability, I think more people,
(09:44):
they have just loads ofunexplored potential. They don't
know it.
But a lot of times a leader willask people to do that things
that you believe they could do,maybe and maybe they had the
capability, but they don't doit. Either through through lack
(10:05):
of confidence or maybe they'rejust not bright enough to do it.
You overestimate theirwillingness perhaps. So your
heart's going get broken. Butthat's just part of the job.
So, the leader must have theability to take criticism.
Again, we've talked about this.The king needed a court jester
just to point out the king'sshortcoming. Leadership is a lot
(10:32):
about being able to bear thepain of your bad decisions.
Because if you're going anywheretowards that ninetieth
percentile, You're going tobecome a distinct minority in
whatever business sector you'rein.
You are invariably going to havemistakes and missteps. But you
have to own it. Okay, ask or Andif it does its job, that scar is
(10:58):
a stronger spot. That brokenplace. And this is just part of
it.
But you have to be able to bearthat pain and be tough enough
just to plow through. Withleadership, part of the burden
is there is this duty of careobligation to others. And the
(11:24):
duty of care is really theobligation to have a genuine
interest in the welfare ofothers. I like to look at
MultiView or any of theorganizations that we have
equity positions or that we workwith, that we are a school. We
are a school of enlightenment,of consciousness.
(11:44):
That we can provide not onlygreat lifestyle and all this,
but ideas and mindsets that willactually liberate people to to
have a better experience oflife. And I don't care what
you're doing. You can do that.But that duty care. But it
(12:07):
starts with this genuineinterest in the welfare of
others.
A leader has again thisobligation of winning and
success. We've already talkedabout this. But it is an
obligation. The question for aleader is: The leader needs to
(12:27):
see and anticipate what needs tobe done and do it. With perhaps
the question, how do I overcomethe predictable human behavior
in this case or circumstance?
So here we're applying basicallyintelligence. This is
intelligence at work. Planning,anticipating the patterns of
(12:50):
life. How do we harness thembecause they are predictable? So
this intelligence at work, theleader has to plan.
That is anticipate all thepossibility, all the practical
possibilities I should say, oroutcomes of the decisions that
(13:12):
they're going to make. Thiscould happen. This could happen.
This could happen. This comes tohappen.
What if we're attacked from therear? What if we're attacked
from the side? What if this orthat happens? The point is, the
leader should not be caught offguard. Whenever I'm making
(13:35):
decisions, sometimes they makelittle pieces of paper that I
put that if the move goes thisway, then here are the three
things that could happen afterthat.
You're playing probabilities,but sometimes that outlier will
get you. I'll say this, but mostof the time it actually goes in
(13:55):
the direction you plan on, eventhough you've got some
unexpected events invariably.Don't be caught off guard. Every
time a leader approaches theirdesk or team, they should be
looking at the ROI or value.That is just assessing things.
(14:18):
Asking questions. Questions haveenergy. Do I have the right
people in the right places andthe right positions in the
organizations? What if X or Yhappen? Are we positioned for
managed care?
Are we positioned for this? Arewe positioned for that
competitor that's doing the MBImodel better than us that's
(14:39):
going to decimate us and halfour patient volume. Are we
prepared for that? What if welose that contract? What if
whatever?
Is the nurse that's been with usfor twenty three years still
providing enough value for whatshe's being paid? Are we failing
(15:02):
people because we aren'tproviding great training,
processes and systems? Those arethe ideas every day that need to
be on our mind when we'reapproaching our desk if we're
the CEO. And really, any of thesubunits as well. We're we're in
(15:24):
character a little bit.
Right? Or burden, really. Butcharacter can be defined as
follow through, dependability,as well as the willingness to
admit failures and missteps. ButI find there's all kinds of
leaders that are caught up inthis busy, busy, busy world.
(15:45):
They're not responsive.
They don't get back with yourapidly. And therefore these
voids are created. There'sfrustrations in all this. They
say they're going to dosomething. Oh, didn't.
I forgot about that. I guess youshould have written it down. But
(16:09):
a lot of people aren't evensmart enough to write things
down. They don't keep a physicallist. I'm going to put on my
phone.
This phone is going to remind mewhat I need to do. And you look
at a phone logically. It's thisantithesis of focus. Yeah, you
can have it there, but you know,it's going to have text, it's
(16:30):
going to have pop ups, you'regoing get phone calls, you're
going to get emails for some ofus. Don't even get them on my
mind.
And so you got this thing that'sjust taking you in all these
directions and you wonder whywe're not effective. Okay. Let's
keep it light here. Realleadership involves a lot of
(16:58):
advancing things that are noteven asked for or they're
unasked or directed. What am Isaying there?
I'm saying that you seesomething that just needs to be
done. You've not beenspecifically directed to do it,
and you just handle it. And thenown whatever result that you get
from you just taking thepersonal initiative to do it.
(17:23):
That's a leader. That's how oneof the steps moves that you can
identify promotable people intoleadership.
Let's just say this, part of theburden of leadership.
Leadership, important andsignificant decisions are rarely
popular. Why? You're upendingthings. You're saying we're
(17:45):
going to go in this newdirection.
We're going to put in this newquality initiative called multi
view. You're go we're gonna dothis and people are going to be
subjected to intensive trainingunder stress conditions when
they've been used to be pampthey're being used to be
pampered. These are big moves.You think everyone's going say,
(18:08):
hey, yeah, I can't wait to getmy butt paddled through that
thing and I can't wait to bestressed out doing that and even
though it's going to be good forme to take the medicine. That's
leadership, is it not?
So real leadership can be a verylonely place as it's not about
(18:30):
popularity. And often you'retaking people where they don't
want to go. Okay. Like, I'm I'musing an example here. NHPCO
banned me for life at one time.
I gave a talk and I used to talkevery year. I probably got a
little bored with it orwhatever. So 20 at the national
(18:55):
conference. And I was used tobeing booed and everything,
know, because what we're goingto talk about is not commonplace
stuff normally. Anyway, so Ipointed out some issues about
cherry pickers.
You know, that someorganizations are going to say,
(19:15):
hey, let's take all these cheappatients. This person is going
to cost a lot. Let's not takethem. And they point out
different aspects of division.Anyway, and there's a few other
things, just realities.
And then I was I got thisletter. You know, you you're
banned for life from ever. Youknow, coming to one of these
(19:37):
things or whatever. And then abunch of CEOs said, you know, I
don't think that's such a goodidea. So they basically forced
me back in or you know they putso much pressure on the national
organization that that's how Igot back in speaking.
And they reversed course. Butyou can't talk about this and
(19:59):
said, well, if I can't talkabout best known practices,
things that may disrupt things,then you know, have no place.
And I remember I hung up thephone again on them. And then,
you know, but I got back in. Soa lot of times, you're what
you're saying, especially truth,you can alienate people and
(20:24):
become very unpopular.
But I think a real leader is atruth seeker. What's the best
way of doing this or whatever?And like I said before,
leadership is this land ofbroken hearts. So prepare to
have your heart brokenrepeatedly by trusting others.
But there's no way to doanything on a material scale
(20:46):
without the help of others.
And I will say this, and thisgoes, I should have put this
with the other trust side.Trust. Trust is the basis of all
good relationships. But oncetrust is lost, it is difficult
to regain. You will spend somuch energy if you have deceived
(21:11):
somebody.
Especially if it's intentional.It's one thing if it's not
intentional. But even then, it'swhatever you're going to spend
all kinds of energy trying toregain that that relationship
and it's difficult to to regain.So, trust is a big thing. We've
got to have that and it'searned.
(21:31):
It's also part of the burden isthere's an interesting
relationship between risk andleadership. Your best leaders
have a rather high risktolerance. So they're more okay
with going in a different or abold direction. And again,
(21:53):
fortune favors the bold. Again,as long as they're not stupid
and they have some directionalcorrectness.
Leadership is also revealed intough times and hardships.
That's when you really know whatyou have. When you are being
decimated by a competitor. Whenyou have had some type of just
(22:19):
major hit experienced by theorganization. I mean, it a freak
out thing or is it no, here'swhat we're going to do.
But it's revealed. Because allbusinesses and organizations
that endure for any significantperiod of time are going to face
severe storms. It is not, again,all up, all light, all good, all
(22:45):
the time. No. There's times whensales are down.
There's time when you haveturnover. No matter how good a
leader you are, then you makethe bold move and you lose half
your workforce. I've never quiteseen it happen that
dramatically, but you get theidea. There's going to be times
(23:09):
when you change in the businessor whatever. When times will get
kind of tough.
Again, leadership. Now, I'vealready mentioned this. Leading
from the front. Moving youroffice to where the problem,
trouble, or action is. You know,and getting out of your out of
your desk or out from behindyour desk.
(23:33):
The leader must have strength,capability, and and again
coolness under fire. Again, isreally that could also could be
called self control. Coolness.That's a new word. Okay.
Leadership. How do you keepbusiness interesting? And I
(23:54):
think it's a combination ofbalance of a couple of things.
First of all, you needpredictability, dependability,
regular. Okay.
So you need some kind ofconsistent element in your
business. If it's just a crapshow, every time people come in,
you know, I mean everyone's justrunning around chaos. People
(24:16):
don't like that. They like itsome element of certainty.
Stability.
Here's how we do meetings.Here's how we do whatever work.
But they also want theinterjection of something new.
The surprise element. The newinitiative.
Whatever. So there's a balancingact to keep the business
interesting because you need toretain them and people will
(24:37):
leave when it becomes a bore.Many years ago, we had 80 CEOs
fly in to one of the localcolleges where we were doing a
leadership conference. And I hadthem all, I gave them all like
(24:58):
index cards and I said, what isyour number one frustration or
problem? And 70% of them thatcame back wrote that I held on
to poor performers for too long.
I think it's much better to bequick to fire people. Now,
(25:21):
you'll make some mistakes. I'vecertainly made mistakes, but
it's much better to be quick tofire. Then to say, well, let's
just give her another littlemore chance because we're gonna
I'm feeling a little squishytoday, feeling a little weenish.
Let's just play this out alittle longer.
So therefore, we lose moremoney. We have more suffering.
(25:41):
We lose lots more good people.And we're thinking we're being
kind or whatever but reallywe're just punting the can down
the road rather than saying wellthis isn't working out but we're
smart enough that there's anumber two already identified if
we're using the n value system.Boom.
She gets the job or he gets thejob or whatever. Ah. So that's
(26:04):
the planning for the tack. Ifthis happens, a replacement is
already designated. Howbrilliant.
Now, let me just say this. Thereare loads of people that could
be leaders in your hallwaysright now. I can go into a small
organization with 30 employees.Most people have not even paid
(26:26):
really have job. I can go into aI mean, I get these ridiculous
calls from CEOs that say,Andrew, I need X, I need Y.
And I go, You mean you've got athousand people working for you
and you can't find thisleadership position? I mean, I
get it if someone has some kindof technical aspect that is
(26:49):
uncommon, know, like how to codein, you know, certain computer
language or whatever. That's notthat many, but not for so many
of your operations. There arepeople that know and actually
want a shot at being able to doit. Someone had to take a bet on
me at some point in my life.
And say, know that snot noseReed guy. You know, he's kind of
(27:13):
a spunk, plunk, plucky guy, youknow, let's let's give him a
shot. I mean, let's not even getany more money. Let's just say,
you know, try this and see if itworks out. So be quicker to fire
and beware of holding on topeople too long.
(27:35):
And but and I'll say at thatpoint, gotta take out the mirror
and say, man, I'm being a weeniehere. Okay. I'm gonna keep
going. Let's talk aboutleadership. And there's a few
more, sections here in in this.
(27:59):
And I'm again, don't know howlong this will go. It won't go
that long. So, I'll get itgoing. But, I don't want to
leave anything out. Because Idon't want to to do this again.
Leadership conditions forsuccess. So a leader is
inherently a manager. And what amanager does is a person that
(28:24):
can direct energy and resourcesto create conditions for
success, because you can'tcontrol people. And it's always
in this order that you directenergy first and then resources.
Again, I use the illustration ofmoney.
You have a million dollarssitting in the bank. That money
doesn't go anywhere or to anypurpose without the energy of a
leader to say, hey, I wanted todo this. Put it in this or
(28:49):
whatever. So that's the numberone thing that you you regulate
and manage within yourself,within your organization. But to
create these conditions forsuccess.
Again, a manager can't controlother people. A manager can't
make a person a success. Youcannot make another person a
success. And I've been underthat spell or delusion so many
(29:12):
times in my life. And then I getslapped in the face and go, are
you gonna get this lessonfinally, Andrew?
Okay. So, a professional manageror leader understands what they
can control as well as what theycan't control. And this leads us
(29:33):
to this idea of conditions forsuccess. So the job of the
manager or the leader is toprovide conditions for success.
And that's really what you'redoing in an organization.
And that's going back to theillustration of the garden, the
seed. The seed which is youremployee that you plant. Again,
you can't control if they'regonna win the prize or droop
(29:55):
over or die or or whatever. So,what are some of those
conditions for success? Well,first is just providing people
standards about their job.
What are the standards of theorganization so that people can
self regulate and own theirbehavior and performance? Great
place to start. What's what arethe standards? But I go to most
organizations. What are yourstandards?
(30:17):
Well, I don't know. You know,they're not really written down.
You know? Well, are they arethey five? Are there 24 of
these?
Are they 16? No. We don't reallythem. Okay. And we wonder why we
have screw ups and stuff.
Okay. Next, knowledge deficitsare eliminated by a system
(30:39):
seven. That's, of course, an MBIsystem or in Six Sigma it would
be called intensive training. Wewant to transform the desire to
do well into a certainty that weare well trained. And so,
because our quality is going tobe no more than the quality of
our people systems.
So we want to eliminate allknowledge deficits. So, it
(31:02):
impossible for there to beknowledge deficits as far as the
job. Next condition for success,the compensation system. Tells
the employee via every paycheckor immediately whether they are
in or out of standard. And thishelps them again self regulate
(31:23):
on their work.
Work is simplified on all levelsand tools are provided to
support success. Especially ofyour centralized computer
system. Like in healthcare, itwould be an EMR. Right? An
electronic medical record, youknow, or whatever.
(31:45):
Because if people get frustratedwith the tools involved, well,
you're gonna lose those people.Okay. Five. Work is organized in
its natural order. You know, sothat, you know, if if you have
something, an item, let's sayit's in the trunk or whatever,
that's using your work.
The things that are usedfrequently are in the front. The
(32:08):
things are not that you have tostrain your back to get to are
in the back. Again, there's asystem of process. But these are
conditions for success.Eliminate as much as possible
discretion at the operatinglevel.
Yes, we don't want people tothink too much about routine and
normal things. You know, likewhen you have codes in the
(32:30):
computer system. Well, don'thave every possible code that
would ever happen. I mean, thatexponentially increases your
screw up factor. Minimize it tomaybe three or four.
Get like In N Out Burger orwhatever where there's just a
few things on the menu and yourerror rate decreases, you know,
(32:53):
just substantially from fromthis. Number seven.
Extraordinary clinical leaderprovides praise or extraordinary
manager provides praise forexcellent work and addresses non
standard performance or behaviorwithout delay. Clinicians or
(33:18):
employees with poor attitudes,non standard work are removed so
as not to disrespect thehardworking and standard
honoring employees. There's alot wrapped up in there.
But here we're talking aboutaccountability. That you do not
give up false praise. I don'ttell people they're doing a good
job if they're not doing a goodjob. I say let's have a talk.
(33:43):
Hey, do you know what thestandards are here?
Of course. Why aren't we doingthem? But you do without delay.
And because if you allow subperformers to remain at the
organization, you disrespect thehardworking. And suddenly, they
(34:03):
disrespect, first of all, you asa leader because you're a
wiener.
And it's like, wow. So thisperson will tolerate that. And
we always have to be carefulwhat we tolerate. But one of the
(34:25):
worst things we can do is allowsub performers to survive in a
culture. That is not a healthyculture.
Because, I mean, I'll use myclinical illustration here. So
you got a nurse, brand new inthe organization. She's, you
know, she's knocking out five,six visits a day. No problem.
Boom, boom, boom.
Great attitude. And she looksaround. This person is doing two
(34:50):
visits today. She's doing themorning visit and she's
squeezing in the afternoonvisit. And they're being paid
the same.
Well, what does your snappy newclinician say? Wow. You know, is
that a motivator? No, it's ademotivator. And she's letting
(35:12):
that get by.
Why am I busting my can whenthat's being tolerated? So in
this case, the clinician wouldstart to disrespect the leader,
then disrespect the entireorganization, and then you lose
them, and they go to work foryour competitor. And this is a
superstar. That's the price youpay for not addressing the
(35:37):
standards, not upholding thestandards, and it's part of
conditions for success. Betterto have a smaller talented team
than large and sloppy.
Okay. Eight. The leader isinspiring, life changing person.
(36:02):
Through teaching of what?Accountability or owning one's
life.
Nine. The student employeereceives attention. Normally on
a day to day basis or at leastenough that they feel
significant. Again, is allconditions for success. Each
(36:24):
employee, each clinician in thiscase receives a ride along every
sixty days minimum.
This physical environment isintentionally created to be
conducive and support success.And there we go. That's not a
comprehensive list, but it'senough that we get the idea that
we have to set people up forsuccess. But so much of that
(36:48):
success comes to that 70%principle of that leader. Making
sure these things are done.
Again, staff want to believethat they are talented and are
well trained. And we havetransformed this desire from a
want into a certainty. Systemseven with all its steps. This
(37:13):
creates what? Quality eliminatesthe possibility for knowledge
deficits through what?
Self learning modules for anytopic we want. Tell, again, the
physical demonstration of it.Show, imprinting in the brain,
the images that drive so much ofour lives. The testing, because
if people can't do somethingintellectually they can't do it.
(37:37):
The testing, evaluating oflearning.
Then step five, practice,demonstrate. And six, evaluate
that practice, that physicalacting out of. Then the
certification. That's acondition for success. Okay,
confidence.
(37:58):
Is an aspect of a condition forsuccess or you can even call it
quality of a leader. You needit. People get it. The reason
the only reason I can get up infront of us and talk the way I
do with some air of authority,which I hope is not off putting
or whatever. But I have visitedhundreds and hundreds and
(38:18):
hundreds of organizations justto the point of having four
physical breakdowns.
I've seen so many. And it'sreally from doing this for a
long time that you gain someauthority and some confidence.
And watching the patterns overand over. Nancy and I were just
(38:39):
talking about, we put in thesesuccess patterns. Practices as
some people say, and they'llalways produce a great result.
Not the same result, but asimilar result because it's
pattern based. So, how can youand that's why we have
confidence in what we teach. Buthow do you increase your
(39:06):
confidence? And probably thebest way is successful practice.
And if that successful practiceis not on actual clients, but is
done in a safe synthetic place,much better than destroying a
relationship or putting a badtaste in a client's mouth.
(39:30):
So, again, conditions forsuccess. Intentional creation of
a workplace is one of the mostunderutilized ideas in most
organizations. I don't allowpeople to put crap on the walls
or whatever. I mean, I went Ihad one new guy come one time,
and I just ripped everything hehad on and says, we just don't
(39:52):
do that there. Course, you know,he was gone the next day, but
Okay.
Speaker 1 (40:01):
We hope you are having the best day of your
life. If you need somethingfurther, just visit one of the
Multiview Incorporated websitesor contact us through social
media. Smoke signals, carrierpigeons, telepathy have not
proven reliable. All calls areanswered within three rings by a
competent real person. Thank youfor listening.
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