June 2, 2025 • 50 mins
In this fourth and final installment, Andrew Reed talks about Standardization, how to run Meetings, and also covers a lot of way to view Leadership to make it better(or easier!).
This isn’t a motivational pep talk. It’s the final reality check in a series that dismantles surface-level Leadership theory. Reed pulls no punches as he describes the emotional isolation, the burden of clarity, and the cost of consistency. If you want to build something that actually works — and lasts — this is the kind of leadership you’ll need.
Chapter Markers
(00:12) – Welcome & Series Context
(05:43) – The Importance of Maintenance
Why organizations decline after early success, and how maintenance and accountability preserve excellence.
(10:44) – Standardization
A breakdown of the essential steps to create and sustain operational standards that drive performance.
(15:43) – Authority to Act on Standards
Employees must have the right to correct missteps — an example from Powell’s fast food illustrates this principle.
(20:41) – Professional Judgment in Action
Lessons from a United Airlines incident: how leadership decisions affect perception, equity, and outcomes.
(25:52) – The Importance of Communication
Why strong leaders must master various forms of communication and prioritize clarity across all channels.
(31:34) – How to Run a Meeting That Matters
Andrew critiques committees and outlines how to lead focused, mission-centered, high-accountability meetings.
(34:43) – Managing Your Emotional Energy
Accountability starts with mindset — and your ability to choose how you respond shapes your impact.
(38:47) – Pain, Growth, and Leadership
A story-driven segment about how accountability, discomfort, and responsibility create personal and organizational growth.
(44:39) – 8 Types of Leadership
From project-based to standards-based leadership, Andrew breaks down the archetypes every organization needs.
(49:40) – Closing Message
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 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 (01:10):
Welcome again to creating the perfect company,
and this is
Speaker 3 (01:15):
the fourth
Speaker 2 (01:15):
installment of the seldom spoken aspects of
leadership. It was a nationalbroadcast. There's hundreds of
leaders in on it. It really hadtremendous impact, and I
remember the feedback wastremendous. And of course, it
was done from our broadcastingfacility at our headquarters in
(01:36):
Hendersonville.
And without further ado, here isthe fourth and final installment
of this series.
Speaker 3 (01:44):
Standardization is not something that's taught on a
regular basis in mostorganizations. So let's get
clear about what that is. Soleadership systems, processes,
and standardization. Just so wehave a foundational base of
(02:05):
knowledge which to operate. Nowone of the things we have
developed at MultiView that isactually the first thing when
we're certifying leaders is wehave a standardization
leadership.
And because that is which thatis really the foundation of
everything is understandingthis. Suddenly the light bulb
(02:28):
goes up. Oh, I understand whywe're doing perfect visits. Oh,
I understand why we're doingperfect phones. I understand,
dressing to the standards or orwhatever.
So again, great foundationalknowledge. Most of your
solutions to your frustrationsand problems are gonna lie in
(02:49):
your systems and processes.Okay. Standardization just makes
work easier and reduces stress.No company has ever achieved and
maintained world class qualityand performance without
(03:12):
standardization.
I'm just putting out somerealities just like a two by
four right now. No company hasever achieved and maintained
world class quality andperformance without
standardization. What dointelligent leaders focus on?
Systems and processes. So we'refocusing less on people and more
(03:40):
on processes.
So what we're saying is mostorganizations are fixated or
hypnotized that if I get betterpeople, I'm going to have a
better organization. There'scertainly some truth to that,
But more of your success isgonna lie in the way that you're
organized, your systems andprocesses, rather than the
(04:04):
people solution. So I'm sayingto focus more on the process or
system solution rather than thepeople solution. And and that's
a big paradigm shift for for alot of people. Because in our
(04:25):
world, people want to do a goodjob normally.
But they are failed by thesystems and processes provided
by the organization. Now, thingabout standardization and
processes, superior processes,those processes used by the
(04:47):
ninetieth percentile, like MBIshares or tries to share, These
processes tend to de evolve overtime as less enlightened or
average people come or passthrough the organization. And
this happens over and over andexplains why nobody can stay at
(05:08):
the top forever. Nancy is also,I mean, you just all the MBI
staff we see where we'll takesomeone from, let's say, 12%
loss to a 20%, margin. That's a30 some percent movement.
Yay, we throw a party. Wecelebrate it. And then it
(05:28):
doesn't take that much timebefore suddenly that, well, it's
eighteen, it's sixteen. Itstarts to de evolve because, you
know, there's probably some turnof people over time. People
retire, whatever.
Average people come in and say,what do you mean we're not doing
budgets? What's this modelthing? We've got to go back to
(05:49):
budgets because everybody doesbudgets. Oh, we can't do a
compensation system like that.Oh, no.
You know? And and suddenly, thethings that got you there are
dismantled over time. Why? Allthings almost in this world need
maintenance. From relationshipsto your body, you know, your
(06:17):
human organism, toorganizations.
And that's why a lot of times weput people on what we call
maintenance, or we have this newthing that's called objective
monitoring, that we get someonethere and we basically hold the
organization accountable andgive them an objective view
(06:39):
constantly of where they're at.And that will keep an
organization straight andperforming at that very, very
ultra high level. But withoutthat, you know, it's hard to do.
The thing is here, nature doesnot tolerate neglect or misuse.
(07:05):
Nature will not allow things tobe mismanaged for long.
So anything that's notmaintained, like that garden,
that weed, weeds are gonna come.Okay. So understanding the value
(07:26):
of standardization. Here we go.This is what it looks like,
folks.
Limited colors. When you see thepeople, you know where they're
from, and everybody feels betterwhen they're served by people in
a great look. Right? Well, Ieven have my MBI thing. Don't
think I don't have it on here.
(07:50):
Okay. And this is another thisis one of the hospice where that
I owned. Again, won many manyawards for quality and
satisfaction and all that, butthis shows you our the extent of
our standardization. So thesteps for standardization. I'm
going to go through thismaterial fairly fast because
we've got other things and againto move on to and we've got a
(08:12):
lot of material on this.
You define the standards, whicha lot of organizations they
don't have. I say give me yourstandards and what? Okay.
Written documentation tocommonize really our work
processes and all this. Thiswould have written sequences,
flow charts.
This is a visual or tangiblething that creates belief. But
(08:36):
you can't rely on an oralnarrative. So you also want to
enable independent study. Sowritten documentation to
commonize the topics. Three, thecreation of materials for,
system seven or in six sigmaintensive training.
This would include everythingyou need to support your system
seven, PowerPoints, flashcards,tests because you have to
(08:58):
measure all of your peopledevelopment is a joke. If you
don't use written tests and tothe extent that you can have
your synthetic labs to createthe habits and the confidence
through successful repetition tocreate those defaults in people.
(09:22):
You're a joke if you don't dothis. And I know that's being
harsh, but that's kind of my jobif we're not doing that. I'm
basically saying if we're gonnahave higher quality, it's not
gonna come out of thin air.
It's gonna become from pressingyour people, putting them in
stress conditions, makingcertain they can do the job,
(09:43):
making it binary. Either theycan do the job or not. That's
why all testing is done to 100%.Okay. So we create everything
for intensive training, oursystem seven.
Then we do the intensivetraining. Usually in groups of
(10:05):
four to six is what we found tobe a great way to do it. System
seven, which we've already wentthrough. And then we have this
position observation. Thishappens in the labs first.
We watch them. And then thiswould happen in our ride alongs
as we're certifying. But we'reputting our eyeballs on the
(10:29):
different folks that wentthrough our training systems.
And this is done on a regularbasis. And then of course,
analysis of our measurements,our complaints, or what we will
call gifts.
And then we do this of coursefrequently or regularly to see
where we're going or trending.What are the requirements for
(10:53):
standardization? Five things. Weadopt a set of best known
practices. This is why you usemulti view or you get it from
wherever you can because wedon't have the whole enchilada.
Two, we document them inoperational terms through our
manuals. Three, establish clearperformance expectations. Again,
(11:14):
the standards. Four, design intoposition a state of self
control, which we've talkedabout, so that you don't have to
lord over people. Five, traineveryone until they can do 100%
of the standards, 100% of thetime on a day to day basis, and
at a % census volume or sales orwhatever you want to call it.
(11:40):
There you go. What are thecharacteristics of every
standard that you create? First,they are clear. Everybody knows
them. Two, they are impressive.
Wow. These are cool. So allphone calls answers within three
rings by a real person. We don'tget an automated machine. You go
(12:01):
how many thousands of visitswithout a single screw?
Yes. Wow. Impressive. Three.They are sustainable.
They are based on the realitiesof human beings. All work done
in an eight hour day. Overtimeis evil. We are not here to burn
you out and grind you down to anub. Sustainable.
(12:24):
I will take when makingstandards, I will take
sustainable, you know, stuffthat's normally 200 or 300%
higher than the median in thatbusiness sector and put that
there. But optimal is probablynot where you want to go because
(12:47):
optimal tends to break. What'ssustainable? What's not going to
completely fry people? I'll takethat any day of the week.
Okay. Achieving or designing aposition state of self control.
(13:08):
Number one. Know what you aresupposed to do and why you are
doing it. To create clientdelight, measurements, all this.
All this comes from ourintensive training, our system
seven. What are we doing? Why amI doing it? And you have to give
the why. The why is aphilosophical explanation behind
(13:30):
everything you're doing becauseotherwise you devolve into the
lowest level of teaching sayingdo this, do this, do this and
the ignorant person will go,well, let's get rid of this.
I don't see why we're doingthis. And you wonder why you
lose 50% of the value ofsomething. Because you omitted
(13:51):
something. Because you didn'texplain why. Two, you know know
if you're doing it to standardwith emphasis on visual controls
or IRMs or what we call imagerecall mechanisms.
Visual controls are things youcan look at. They can look at
(14:11):
lists or they're things that yousurround yourself in the work
environment to increasepredictability. And this is why
you don't want to keep your listof your daily to do on your
phone if you're trying to focuson important work to increase
quality or accomplish somethingbecause this thing again is the
(14:33):
antithesis of focus because ofthe text, pop ups, the emails,
the phone calls that are comingyour way, the news flashes, and
we wonder why we don't completewhatever whatever rather than
going off in the woods with nodistractions into a lonely
herbinage cabin and saying, I'mgoing figure out how to do this.
(14:56):
I'm going to solve this problem.So it comes down to focus.
But these visual controls helpus in a chaotic world where
often you're fighting againstall kinds, the static of
personalities and distractions.And we use these all over the
(15:22):
place. If you're a machineoperator, you may have, you
know, tendency to fall asleep orwhatever. Hey, how do we do
this? If we're working asynthetic visit lab in a
healthcare context, you know, weplace things in the environment
to cue our behaviors.
(15:43):
Three, have the ability andauthority to regulate for long
term client delight. And whatthis means is that everybody
knows the standards and thatthey can basically stop the
production line if the standardsare not being done. I'll use a
(16:04):
fast food Baldridge winningorganization, Powell's sudden
service. And again, let's sayyou're the rapper guy. You know,
that's your position and theburger comes your way and it's
supposed to have pickles on it.
And the pickles are supposed tobe three specifically just like
(16:24):
this. But pickle guy sends it toyou and there's only two. Well,
you just wrap it up and send iton. No. You were taught self
control, self discipline.
You pass it back to pickle guyand say, pickle guy, get your
act together. Nothing's gettingby me. Tell this to the
standards of this organization.So pickle guy adds the other
(16:46):
pickle. Now you can wrap it.
And you wonder how they can gothousands of transactions just
way higher than any fast foodenterprise, McDonald's, any of
these things. And it's like,wow. Such predictability, which
(17:07):
is always what you're sellingwith the service. You know, for
their product or service orwhatever, predictability. Visual
controls.
But I go to organizations. Well,you know, this isn't done
regularly and whatever. And Igo, okay, where's your visual
controls? What's a visualcontrol? I mean, IRAM.
(17:30):
What's I mean oh. Anyway. Andthen four, refresh at least
annually. The purpose of theposition state with self
regulation. What it means.
Three things you need to do toactually implement
(17:50):
standardization. Clearly defineeach standard. We teach each
standard by system seven, sothere we eliminate all knowledge
deficits. Three, we attachuniform accountability to each
standard. Uniformaccountability.
(18:10):
This is how you actually make italive. This means if you don't
do a standard in every site orlocation, this is what happens.
Here is the consequence of that.Therefore, we like to grow our
own leaders in the world classorganization. That is unless you
need a change agent, and Iunderstand that.
(18:33):
But much, much preferable to getall your leaders from inside
because if you hire Billy Bobfrom a competitor or from
another organization because hewas quite a great leader and you
don't have your own leadershipdevelopment, Billy Bob is going
to proceed to break everystandard you have probably, bust
(18:55):
your system as everybody triesto be a hero in the Billy Bob
system because you don't have asystem. It's not uniform. And
Billy Bob's innocent, by theway. He's just doing what Billy
Bob does. Just like T Rex, youknow, the big dinosaur.
(19:15):
Well, it's designed to eat stuffand destroy stuff, and that's
its job. Nothing wrong with TRex and Billy Bob, there's
nothing wrong with Billy Bobeither. He's just doing what
Billy Bob does. And compensationis by far the easiest and most
effective way to doaccountability. Because we have
(19:38):
accepted the fact that leadersand managers will not hold
people accountable.
At least with the intensity andthey as they will normally delay
addressing issues which furtherdamages the company. It's not
done immediately. Where if wesensitize our EMR, our financial
(19:59):
systems to that extent, thosecan be automated. And the
accountability can be donethrough that as soon as it
happens. It's just it shows upin the next paycheck, but
immediately they get a nonwounding email to the employee,
manager copied, so the managerdoesn't have to break the bad
(20:21):
news.
Oh, you got the email. Let mehelp you. Transforming and and
giving great ease and making thejob of the leader much easier
rather than, you know, oh, Igotta have the talk with her
today. This is gonna be a badday. This is gonna be rough,
know, boom.
The system does it for you. Themanager, though, still has to
(20:45):
uphold the accountability forbehavioral issues. The bad
attitude, the late to meeting,those types of things. Boom.
Okay.
Just a few more areas and you'regoing, thank God. Like I say,
(21:05):
this is almost an undefinabletopic, but I know it's worth
doing. Professional judgment. Agood leader has a sense of fair
play and equity and knows thatthere's two sides to every
(21:26):
story. And there's usually thetruth somewhere in the middle.
That's a good leader. The senseof fair play and equity because
you're gonna have to arbitratethings. And this all comes down
to what I'll call judgment orprofessional judgment. So let's
(21:46):
talk about the importance ofprofessional judgment. And I'll
use this illustration and if youcan see this slide, those just
listening through audio won'tsee it, but we see United
Airlines here and we see themouth guard.
And that represents what? The2017 incident where there is a
(22:09):
flight, flight thirty foureleven going back to Chicago,
and they had overbooked it andthey told this doc that was
going back, hey, you got tosurrender your seat. And he
said, no, I got patience I needto see. You're not taking my
seat. And so there's all thisscuffle, security came on, the
(22:36):
guy lost a few teeth in theincident.
It was nasty. Hit the news. Theylost millions of dollars in the
process. Let's analyze thissituation because it's such a
good illustration ofprofessional judgment. Or when
really not, I mean, to have goodjudgment.
(22:57):
Okay. Were the people workingthat gate, that united gate,
trying to do the policy andstandards of United? Yes. They
oversold it, which they doroutinely. And this is their way
of extracting the patient offthe unfortunate customer.
(23:19):
Okay. So they were trying to dotheir job. What about the
security people? Were theytrying to do their job? Of
course.
What happened? Well, really,probably someone at that working
that gate should have said, thisis not going to work out well.
(23:42):
Okay. And then quick thinking.Hey, how much money is
everything I got here?
Okay, can we get $500 here? Hey,I got $500 cash here for anyone
here who wants to give up theirseat. Okay, this is not the
standards of the organization.But it would have avoided that
situation if someone would havetaken them out. And we'll get
(24:05):
you a free flight out of thenext deal, whatever.
Well, in a case where you go offof standards, because some
people, you know, standards,hey, they're black and white.
Well, are black and white exceptwhen it's gonna work out bad. So
(24:25):
at that point, the person'sobligation is to own the
deviation from the standards,but then say this is what I did
and why I did it. And then thesmart executive goes, whew, good
job. There's probably apromotable person there because
of their quick thinking.
(24:46):
So it's time to do the standardsand when not to, but
professional judgment kicks in.So leaders have to have great
judgment. In fact, leaders needto have better judgment than
those that they lead. But thereare also times when the right
thing to do is to not do thestandard, but then own it when
(25:10):
it's deviated from and explainwhy. When is your professional
judgment bad?
Okay, avoid making decisions,especially big decisions, when
you're tired or in a bad stateof mind or in a low energy
(25:33):
state. Do not decide to get thedivorce just after a really bad
day. Or whatever, know, waittill you can think about it or
whatever. That's an example of abig thing. Or, you know, to quit
your job or whatever.
But when you're in low energy,say again, your judgment is bad
(25:56):
and you make bad decisions.Okay. That's about all I want to
say about professional judgment.Leadership. A few words on
communications.
Leaders always have to beevolving really their
communication skills. And I'mnot talking about just your
oral. I'm talking about yourpublic speaking, your body
(26:18):
language, written. Again, yourintelligence is being developed
by this as you learn how tolanguage different things to
different types of audiences,different consciousnesses and
intelligence. Communication.
So you work on this. Becausewe've got to get our ideas out
of here, our own head, and intothose that we lead. And then, of
(26:40):
course, our organizationalskills and our ability to
prioritize. Again, this isreally our planning. Again, what
is the highest value we can dofor today versus lower value
things?
Of those things, sometimes thethings that are what I'll call
quick kills are things that youcan cross off your list, just
because they're rapid, whichgives you that great feeling
rather than having somethingthat's so big in front that you
(27:03):
never get to some of the otherthings because the one thing is
consuming all your energy. Okay.But lack of communication breeds
vain imaginations or creates avoid that your employees or the
people you lead will fill if youdon't. This is why if you don't
(27:25):
again, if you allow the subperformer to survive because
they're fulfilling thisparticular function that's
needed or do harm to the companyto get rid of them, you explain
to your team why you'retolerating that substandard. So
you don't have the vainimaginations, well geez, so and
(27:48):
so is really a loser now and Idon't know what happened to her
standards and so it seems likewe're de evolving here.
I hear she's looking for anotherjob. I don't know, she seems to
be distracted. Maybe they'regetting into divorce. You know,
the gossip thing happens. Socommunication and regular
communication important.
The other thing aboutcommunication, yes, the leader
(28:11):
is a salesperson constantlyselling ideas, practices,
mindsets, policy. And if noone's buying, you have an issue
with your communication. Unlesswhatever you're selling is crap.
So, some other And to me thisalso could go in the category of
(28:35):
conditions for success. But ourcommunications: delightful,
satisfying cooperationcommunication.
To eliminate these voids. Followthrough. Say what you mean.
Meaning what you say. Record it.
(28:56):
Anyway, that's that's reallyprobably enough on that. But
regular document, also beingsuccinct. To me, this whole
program is probably going on alittle bit longer than I'd like,
but I I wanna get it out there.But brevity is golden. Respond.
Just good old customer serviceinternally. You you know, if an
(29:20):
employee asks for something, getback with them. Don't don't
don't shove it off. It's that'sa huge dissatisfier. As well as
proactive status updates.
Where are we on this project?You know, if you put out one
thing, hey, we're gonna do thisand then people never hear about
it again. Well, that's an aspectof your follow through
communication and stuff. And,well, it's just the, you know,
(29:42):
program or flavor of the day.And just stick around long
enough and it'll be gone.
And we'll be on to the next one.Meetings and leadership. Most
organizations have what we callmeeting hell and is a
dissatisfier. Meetings areessentially a group or
(30:08):
organization. Anyway, to methat's pretty long winded.
I gotta keep going. Anyway, it'sa way Meetings are normally a
waste and a source of a lot offrustration in a lot of
organizations because you canjust feel your life being fitted
(30:30):
away rehashing the same issuesand frustrations over, over and
over again with nothing reallybeing accomplished except for
going to meet about the problemagain. When we're introducing
the idea of perfect visits withperfect documentation, We resist
meetings because we'll have abunch of people that are not
(30:53):
experienced in doing this andthey'll bring all these ideas
and there'll be so manyconcessions, and appeasements
made that you end up with thisneutered thing and all the value
has been taken out from these.So we resist this and say, hey,
just take what we're giving youright now based on years and
(31:14):
years and years of development,write it for a while and then
come together after you gainsome experience. Because right
now, you're gonna probablyinnocently and ignorantly take
out the high value nutrientsfrom the Wonder Bread.
So there are definitions, acommittee, a noun where people
(31:39):
get together as a group andspend enormous amounts of time
making concessions, showing howclever they are, neutering out
important nutrients, devastatingvalue and ending up with a
mediocre result. That's whatmost committees do. And
(32:00):
normally, one of the biggestfactors is they lack
accountability because it'sreally hard to fire the
committee. Government usescommittees all the time. I mean,
how's that working again?
No. One person owns the topic.Their head rolls if this thing
doesn't work. They have to beand obviously, if they're smart,
they bring people togetherbecause they need others to make
(32:23):
it happen. Right?
But somebody's got to beaccountable. So meeting points.
Designate a leader to run theleader. A person that
understands standardization. Sothat's a prerequisite.
You have your clear late jarthat if someone is even one
minute late they put the $5 or$10 in because time is life and
(32:46):
we want people to be there andit's just absolutely
disrespectful to be late tomeetings. That's why the word
respect is on the clear glassjar. Normally no cell phones as
they introduce, intrude on focusand special time. We start with
the three questions to centerand endear people to basically
(33:06):
the core of the mission. And wehave focus with some type of
written document, whatever, thenprocess, what are our goals,
what are we working on?
What are those three questions?And I'm not gonna go through
these in any detail. There'senough on those. The first
(33:27):
question, we start the meetingat, first of all, an odd time,
just like we started today atwhat? 01:01, which emphasizes
time and you we use that allover even for scheduling
external meetings.
Hey, doc. When can we meet?Well, I can do can do 10:15.
(33:49):
Well, I can't do that. Can we do10:14?
Or I can even fifteen at 10:13.And of course the doc laughs.
And what is with that? Well, I'mso glad you asked, Doctor.
Smith.
We respect time so much and ifwe're late at meetings, we're
late at visits probably orwhatever we Oh, you know.
(34:10):
Everything is designed for amarketing result, of course.
Okay. All our teams together,the first question is, what are
you? And they all say a feeling.
And then we do then we make acall up. And Jim, what is meant
by, or what's behind that?What's that mean? Well, it's
just an acknowledgement thatfeelings are important and
(34:32):
they're the basis of all memoryand recall. Perfect.
Okay. Second question. What doyou see yourself as? Nancy.
Speaker 4 (34:40):
A teacher.
Speaker 3 (34:41):
Well, what's with that?
Speaker 4 (34:43):
I am a teacher because I'm a replicator. And
also taking it a layer deeper,the Medicare benefit was never
intended for us to provide thecare. We are there to teach the
caregiver what they need to knowso that they can take care of
their loved one in our absence.
Speaker 3 (34:58):
But there we go. So just think about this, every
meeting. What are you, afeeling? We're learning about
how to invoke feelings, endearourselves with feelings, what to
see ourselves out. So we got thegroup response.
And then what what day is it?The group response is? That's
very nice. And what's with that,Bernie?
Speaker 1 (35:19):
Just taking accountability that, whatever
happens throughout the day, Idon't have to react to what
happens because I'm accountablefor how I feel.
Speaker 3 (35:28):
Okay, there we go. So accountability is the precise
language we're looking for. I'mgonna own my life. I'm not gonna
be a victim. And there we go.
And right there, life getsbetter, culture gets better,
happiness goes up. Through thehabitual habit of having a
standardized way of running yourmeans, of kicking them off and
(35:52):
getting those core things thatyou want in everybody. And those
three questions would be greatfor any organization. And
they'll change people's lives.Okay, leadership.
And it's linked to personalgrowth. Again, you have an
obligation to grow and to belearning if you're a leader.
(36:12):
Growth comes from facing orovercoming fears. Resistance,
struggle. Again, if we're goingto build a muscle, we've got to
exercise it.
Leadership is also a highspiritual path. So there's all
kinds of things in the spiritualdomain that we can learn to
(36:35):
evolve our leadership. With thatsaid, in our leadership journey,
we should expect periods of epicand dry. Mother Teresa used to
talk about this. There are timeswhen you don't think much is
happening.
You know, you're in the desert.But believe me, something's
(36:55):
happening. And then you havethese times where you break
through, you get to the oasis,the epic periods and you go,
man, I've made such big progressor distance. Personal growth. So
many people or so many of ourproblems come from trying to fix
people.
This is an unrealistic idea orbelief that leads to really
(37:20):
crush expectations. So that'sanother growth thing for a human
being. You're not gonna fixeverybody. Again, conditions for
success. Consciousness.
As we evolve ourselves, we'reevolving our consciousness, or
(37:43):
I'll say working on our own BS.You know, expanding our views of
the world and all that. And Iwill say this, the leadership,
there's no magic wand or thing,quick magic water we can put on
anybody to accelerate this. Thepace of the development I find
(38:05):
with leadership is almost anagricultural pace rather than a
high-tech instant thing. Ithappens just when it happens.
And so it's just not an instantgratification. And it's an
(38:25):
unending process. Okay. Theleader willfully puts the people
they lead in uncomfortablesituations and presses them as
he or she knows that it is theirbest opportunity for growth.
This is why when I press onpeople to accomplish things, I
do not feel bad about it.
(38:47):
You know, you kind of have toevolve your consciousness or
even your leadership style whereyou're kind of the good guru.
Giving people these almostimpossible tasks sometimes. But
you know kind of what you're upto, that you're pressing them to
go beyond their normal comfortzones. And that in doing that,
(39:09):
they're going to have a betterlife. And they're going to
realize how strong they are.
So we have to be willing topress and sometimes stress your
people if you're going to growthem. And along this line, there
(39:30):
is a surprising link betweenhappiness, pain and
accountability and attitude.Let's say that a little bit
different here. There's a linkbetween pain and happiness. And
pain, could say, is linked toaccountability, right?
Holding people accountable. Buta lot of people think that
(39:55):
giving people things makes themhappy. And these are kind of
one-sided people. And oneillustration that helps
demonstrate this is, you know,there's this kid in I think the
movie Captain courageous. Again,the millionaire boy is swept
(40:18):
overboard and he ends up beingpicked up by a fishing boat,
which isn't gonna go back toland for months.
And he says, oh, my dad couldbuy this boat and I demand that
you take me there. He's just aspoiled brat because he's been
given everything his whole lifeand he's miserable. And they
(40:38):
say, if you don't work, don'teat around here, boy. You know,
if you don't help out, you don'twhatever. So he starves.
He has some pain. Then finally,it's like, I'm really hungry.
I'll do start working in thekitchen a little bit. Well,
suddenly this kid starts todevelop like relationships and
(40:59):
the crew starts to accept himbecause he's baiting hooks and
cleaning and learning how towork the boat and all this. And
then they finally they get backto their home port and the kid
doesn't want to leave.
And they say, well, here's youryou know, they're dishing out
the wages like they do onfishing boats. I worked on a
fishing boat for ten years, youknow, so I know how that works.
(41:19):
Here's your check, boy. And theygave him, you know, like $8 for
the small amount of money andthis that $8 was worth
everything. And he says, no.
I I don't wanna go home. This iswhy? He paid a price and has
this feeling of accomplishment,of progress, of growth. So when
(41:40):
you you go too easy on peopleand have this one-sided view
that I need to give people, Ineed to soften the standards, I
need to be squishy or whatever,you are robbing them of growth
opportunities is what I'msaying. Better to push your
people, know what you're doing,and after a while they get it.
(42:03):
The growth normally again,there's a price. Leadership.
Ways you can better experienceleadership. And these are things
that have helped me. See eachperson you lead as a lesson for
your benefit.
(42:24):
To me this goes a long way toeasing the emotional burden of
leadership, especially in hardtimes. And it also helps you
remain cool in tough situations.Every human being is almost like
a deck of cards. You don't knowexactly what you're going to
get. So I look at everybody as alesson.
And I'll just say this,situations where I've had a
(42:47):
painful situation, I actuallyhave a file folder that, you
know, this was the Billy Boblesson that I can refer back to.
Oh yeah, I learned that. Thatway I don't hopefully step in
the same hole again. Anotherhelpful thing to do is to see
what you're doing as the garden,as I've described, that you're
(43:10):
cultivating. And that you'redoing your best, you're putting
your best inputs, creating theconditions for success, but then
we are trusting God or divinityfor the result or outcome.
Another helpful thing is to seework or the work of the
(43:30):
organization as a ministry or amonastery or a mission. Really
cultivating this idea of meaningand purpose. And the one thing
that almost all businesses andenterprises can do is at least
have the meaning purpose ofserving other human beings with
(43:51):
ultra high standards andextraordinary customer service.
Goodness. That is sufficient tocarry most anybody whether
you're making shoes or workingconvenience stores or sea stores
as we call them.
(44:11):
Or we're working in health care.Okay. Another helpful thing. Can
you be okay with muddlingthrough life or muddling through
your leadership journey ratherthan just thinking we have to
have it all together all thetime? Again, plan, but know that
(44:33):
your plan is always going tohave to interface with all the
events and circumstances of lifeas they come at us.
All these variables. The typesof leadership. There's project
leadership that is specific.Skill set. It could be a
programming or new service lineor whatever.
(44:54):
People leadership is normallywhat we think about. I'm leading
a department or division orwhatever. There's informal
leadership and this is basicallyusually your very productive
employees that basically lead byexample, have voices with some
(45:16):
strength that's respected. Evenmeasurement leadership that we
can be a leader in ourindustries just because we are
measuring different things andwe have great metrics. There can
be office leadership.
(45:37):
Bernie is a great example ofthat. That when Bernie comes in
the office, it gets better. Jim,you're another example of that.
People love people love it whenyou come in the office because
of your great disposition andupbeatness and all that. Crisis
leadership.
This is where the external worldsummons our powers. And as we
(45:57):
rise to the occasion and someonecan see how to get out of this
pickle or jam that we've gotinto. Financial leadership. The
CFO has to have this becausemost people are not thinking
about the numbers or thefinancial ramifications in great
detail. And this person isfocused on that and can give
that guidance.
(46:19):
You know, especially to otherleaders of how to manage their
departments, how to do this, howit equates to the bottom line
and the sustaining of thatorganization. There could be
standards leadership where youactually set the standards
within a field of endeavor or anindustry, making up new
standards for the huddled massesor the herd or fiftieth
(46:42):
percentile to follow. Okay, justa few slides left. Realities.
Leadership realities.
In my opinion, a leader needs tobe yet completely pragmatic and
real. And again, nature gives usmost of the cues of how, again,
(47:06):
life actually works on thisplanet. It gets way beyond, to
me, all these theories of how torun things. And it gets us past
a lot of what I'll callphilosophical BS. Reality.
To grow your people, they mustovercome resistance, the
(47:28):
negative. And nature teaches usthat strength comes from
struggle. Reality. The negativeregisters at approximately 200%
over the positive. We reallydon't know quite what that
number is.
But we just know that when wetouch the hot stove, our
(47:49):
likelihood of touching that hotstove again is not very high
because of the high value ofpain. Whereas we do something
that succeeds and suddenly westop doing that or we, you know,
we'll do it for a while, butthen after a while it's like,
this is boring. Let's dosomething else and the best
practice goes away. So, again, agood leader uses both sides of
(48:17):
the yin and yang. Light side andthe dark side.
Leaders, the study ofcompensation is really the study
of motivation. That's all oflife is some form of
compensation. It's just notfinancial compensation. It's the
experience of life iscompensation. There's some type
of payoff for our behaviors.
(48:40):
Reality. All an organization isa system of incentives. And if
we provide the right incentive,we will get our result. It also
could be a disincentive. Well, Ithink that's about it.
(49:04):
We are about at the end.Leadership. I hope this all was
was helpful. And it went alittle longer than I thought. I
apologize for that.
So that's, boy, that's aboutwhere I wanna wrap this up.
Again, it's not a topic I, loveto teach because it seems
squishy and it's almostindescribable, but it's one that
(49:28):
it does need to be addressed.Okay. Then there we go. Thank
you for your time, everybody,and have the best day of your
life.
Speaker 1 (49:40):
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 (01:10):
Welcome again to creating the perfect company,
and this is
Speaker 3 (01:15):
the fourth
Speaker 2 (01:15):
installment of the seldom spoken aspects of
leadership. It was a nationalbroadcast. There's hundreds of
leaders in on it. It really hadtremendous impact, and I
remember the feedback wastremendous. And of course, it
was done from our broadcastingfacility at our headquarters in
(01:36):
Hendersonville.
And without further ado, here isthe fourth and final installment
of this series.
Speaker 3 (01:44):
Standardization is not something that's taught on a
regular basis in mostorganizations. So let's get
clear about what that is. Soleadership systems, processes,
and standardization. Just so wehave a foundational base of
(02:05):
knowledge which to operate. Nowone of the things we have
developed at MultiView that isactually the first thing when
we're certifying leaders is wehave a standardization
leadership.
And because that is which thatis really the foundation of
everything is understandingthis. Suddenly the light bulb
(02:28):
goes up. Oh, I understand whywe're doing perfect visits. Oh,
I understand why we're doingperfect phones. I understand,
dressing to the standards or orwhatever.
So again, great foundationalknowledge. Most of your
solutions to your frustrationsand problems are gonna lie in
(02:49):
your systems and processes.Okay. Standardization just makes
work easier and reduces stress.No company has ever achieved and
maintained world class qualityand performance without
(03:12):
standardization.
I'm just putting out somerealities just like a two by
four right now. No company hasever achieved and maintained
world class quality andperformance without
standardization. What dointelligent leaders focus on?
Systems and processes. So we'refocusing less on people and more
(03:40):
on processes.
So what we're saying is mostorganizations are fixated or
hypnotized that if I get betterpeople, I'm going to have a
better organization. There'scertainly some truth to that,
But more of your success isgonna lie in the way that you're
organized, your systems andprocesses, rather than the
(04:04):
people solution. So I'm sayingto focus more on the process or
system solution rather than thepeople solution. And and that's
a big paradigm shift for for alot of people. Because in our
(04:25):
world, people want to do a goodjob normally.
But they are failed by thesystems and processes provided
by the organization. Now, thingabout standardization and
processes, superior processes,those processes used by the
(04:47):
ninetieth percentile, like MBIshares or tries to share, These
processes tend to de evolve overtime as less enlightened or
average people come or passthrough the organization. And
this happens over and over andexplains why nobody can stay at
(05:08):
the top forever. Nancy is also,I mean, you just all the MBI
staff we see where we'll takesomeone from, let's say, 12%
loss to a 20%, margin. That's a30 some percent movement.
Yay, we throw a party. Wecelebrate it. And then it
(05:28):
doesn't take that much timebefore suddenly that, well, it's
eighteen, it's sixteen. Itstarts to de evolve because, you
know, there's probably some turnof people over time. People
retire, whatever.
Average people come in and say,what do you mean we're not doing
budgets? What's this modelthing? We've got to go back to
(05:49):
budgets because everybody doesbudgets. Oh, we can't do a
compensation system like that.Oh, no.
You know? And and suddenly, thethings that got you there are
dismantled over time. Why? Allthings almost in this world need
maintenance. From relationshipsto your body, you know, your
(06:17):
human organism, toorganizations.
And that's why a lot of times weput people on what we call
maintenance, or we have this newthing that's called objective
monitoring, that we get someonethere and we basically hold the
organization accountable andgive them an objective view
(06:39):
constantly of where they're at.And that will keep an
organization straight andperforming at that very, very
ultra high level. But withoutthat, you know, it's hard to do.
The thing is here, nature doesnot tolerate neglect or misuse.
(07:05):
Nature will not allow things tobe mismanaged for long.
So anything that's notmaintained, like that garden,
that weed, weeds are gonna come.Okay. So understanding the value
(07:26):
of standardization. Here we go.This is what it looks like,
folks.
Limited colors. When you see thepeople, you know where they're
from, and everybody feels betterwhen they're served by people in
a great look. Right? Well, Ieven have my MBI thing. Don't
think I don't have it on here.
(07:50):
Okay. And this is another thisis one of the hospice where that
I owned. Again, won many manyawards for quality and
satisfaction and all that, butthis shows you our the extent of
our standardization. So thesteps for standardization. I'm
going to go through thismaterial fairly fast because
we've got other things and againto move on to and we've got a
(08:12):
lot of material on this.
You define the standards, whicha lot of organizations they
don't have. I say give me yourstandards and what? Okay.
Written documentation tocommonize really our work
processes and all this. Thiswould have written sequences,
flow charts.
This is a visual or tangiblething that creates belief. But
(08:36):
you can't rely on an oralnarrative. So you also want to
enable independent study. Sowritten documentation to
commonize the topics. Three, thecreation of materials for,
system seven or in six sigmaintensive training.
This would include everythingyou need to support your system
seven, PowerPoints, flashcards,tests because you have to
(08:58):
measure all of your peopledevelopment is a joke. If you
don't use written tests and tothe extent that you can have
your synthetic labs to createthe habits and the confidence
through successful repetition tocreate those defaults in people.
(09:22):
You're a joke if you don't dothis. And I know that's being
harsh, but that's kind of my jobif we're not doing that. I'm
basically saying if we're gonnahave higher quality, it's not
gonna come out of thin air.
It's gonna become from pressingyour people, putting them in
stress conditions, makingcertain they can do the job,
(09:43):
making it binary. Either theycan do the job or not. That's
why all testing is done to 100%.Okay. So we create everything
for intensive training, oursystem seven.
Then we do the intensivetraining. Usually in groups of
(10:05):
four to six is what we found tobe a great way to do it. System
seven, which we've already wentthrough. And then we have this
position observation. Thishappens in the labs first.
We watch them. And then thiswould happen in our ride alongs
as we're certifying. But we'reputting our eyeballs on the
(10:29):
different folks that wentthrough our training systems.
And this is done on a regularbasis. And then of course,
analysis of our measurements,our complaints, or what we will
call gifts.
And then we do this of coursefrequently or regularly to see
where we're going or trending.What are the requirements for
(10:53):
standardization? Five things. Weadopt a set of best known
practices. This is why you usemulti view or you get it from
wherever you can because wedon't have the whole enchilada.
Two, we document them inoperational terms through our
manuals. Three, establish clearperformance expectations. Again,
(11:14):
the standards. Four, design intoposition a state of self
control, which we've talkedabout, so that you don't have to
lord over people. Five, traineveryone until they can do 100%
of the standards, 100% of thetime on a day to day basis, and
at a % census volume or sales orwhatever you want to call it.
(11:40):
There you go. What are thecharacteristics of every
standard that you create? First,they are clear. Everybody knows
them. Two, they are impressive.
Wow. These are cool. So allphone calls answers within three
rings by a real person. We don'tget an automated machine. You go
(12:01):
how many thousands of visitswithout a single screw?
Yes. Wow. Impressive. Three.They are sustainable.
They are based on the realitiesof human beings. All work done
in an eight hour day. Overtimeis evil. We are not here to burn
you out and grind you down to anub. Sustainable.
(12:24):
I will take when makingstandards, I will take
sustainable, you know, stuffthat's normally 200 or 300%
higher than the median in thatbusiness sector and put that
there. But optimal is probablynot where you want to go because
(12:47):
optimal tends to break. What'ssustainable? What's not going to
completely fry people? I'll takethat any day of the week.
Okay. Achieving or designing aposition state of self control.
(13:08):
Number one. Know what you aresupposed to do and why you are
doing it. To create clientdelight, measurements, all this.
All this comes from ourintensive training, our system
seven. What are we doing? Why amI doing it? And you have to give
the why. The why is aphilosophical explanation behind
(13:30):
everything you're doing becauseotherwise you devolve into the
lowest level of teaching sayingdo this, do this, do this and
the ignorant person will go,well, let's get rid of this.
I don't see why we're doingthis. And you wonder why you
lose 50% of the value ofsomething. Because you omitted
(13:51):
something. Because you didn'texplain why. Two, you know know
if you're doing it to standardwith emphasis on visual controls
or IRMs or what we call imagerecall mechanisms.
Visual controls are things youcan look at. They can look at
(14:11):
lists or they're things that yousurround yourself in the work
environment to increasepredictability. And this is why
you don't want to keep your listof your daily to do on your
phone if you're trying to focuson important work to increase
quality or accomplish somethingbecause this thing again is the
(14:33):
antithesis of focus because ofthe text, pop ups, the emails,
the phone calls that are comingyour way, the news flashes, and
we wonder why we don't completewhatever whatever rather than
going off in the woods with nodistractions into a lonely
herbinage cabin and saying, I'mgoing figure out how to do this.
(14:56):
I'm going to solve this problem.So it comes down to focus.
But these visual controls helpus in a chaotic world where
often you're fighting againstall kinds, the static of
personalities and distractions.And we use these all over the
(15:22):
place. If you're a machineoperator, you may have, you
know, tendency to fall asleep orwhatever. Hey, how do we do
this? If we're working asynthetic visit lab in a
healthcare context, you know, weplace things in the environment
to cue our behaviors.
(15:43):
Three, have the ability andauthority to regulate for long
term client delight. And whatthis means is that everybody
knows the standards and thatthey can basically stop the
production line if the standardsare not being done. I'll use a
(16:04):
fast food Baldridge winningorganization, Powell's sudden
service. And again, let's sayyou're the rapper guy. You know,
that's your position and theburger comes your way and it's
supposed to have pickles on it.
And the pickles are supposed tobe three specifically just like
(16:24):
this. But pickle guy sends it toyou and there's only two. Well,
you just wrap it up and send iton. No. You were taught self
control, self discipline.
You pass it back to pickle guyand say, pickle guy, get your
act together. Nothing's gettingby me. Tell this to the
standards of this organization.So pickle guy adds the other
(16:46):
pickle. Now you can wrap it.
And you wonder how they can gothousands of transactions just
way higher than any fast foodenterprise, McDonald's, any of
these things. And it's like,wow. Such predictability, which
(17:07):
is always what you're sellingwith the service. You know, for
their product or service orwhatever, predictability. Visual
controls.
But I go to organizations. Well,you know, this isn't done
regularly and whatever. And Igo, okay, where's your visual
controls? What's a visualcontrol? I mean, IRAM.
(17:30):
What's I mean oh. Anyway. Andthen four, refresh at least
annually. The purpose of theposition state with self
regulation. What it means.
Three things you need to do toactually implement
(17:50):
standardization. Clearly defineeach standard. We teach each
standard by system seven, sothere we eliminate all knowledge
deficits. Three, we attachuniform accountability to each
standard. Uniformaccountability.
(18:10):
This is how you actually make italive. This means if you don't
do a standard in every site orlocation, this is what happens.
Here is the consequence of that.Therefore, we like to grow our
own leaders in the world classorganization. That is unless you
need a change agent, and Iunderstand that.
(18:33):
But much, much preferable to getall your leaders from inside
because if you hire Billy Bobfrom a competitor or from
another organization because hewas quite a great leader and you
don't have your own leadershipdevelopment, Billy Bob is going
to proceed to break everystandard you have probably, bust
(18:55):
your system as everybody triesto be a hero in the Billy Bob
system because you don't have asystem. It's not uniform. And
Billy Bob's innocent, by theway. He's just doing what Billy
Bob does. Just like T Rex, youknow, the big dinosaur.
(19:15):
Well, it's designed to eat stuffand destroy stuff, and that's
its job. Nothing wrong with TRex and Billy Bob, there's
nothing wrong with Billy Bobeither. He's just doing what
Billy Bob does. And compensationis by far the easiest and most
effective way to doaccountability. Because we have
(19:38):
accepted the fact that leadersand managers will not hold
people accountable.
At least with the intensity andthey as they will normally delay
addressing issues which furtherdamages the company. It's not
done immediately. Where if wesensitize our EMR, our financial
(19:59):
systems to that extent, thosecan be automated. And the
accountability can be donethrough that as soon as it
happens. It's just it shows upin the next paycheck, but
immediately they get a nonwounding email to the employee,
manager copied, so the managerdoesn't have to break the bad
(20:21):
news.
Oh, you got the email. Let mehelp you. Transforming and and
giving great ease and making thejob of the leader much easier
rather than, you know, oh, Igotta have the talk with her
today. This is gonna be a badday. This is gonna be rough,
know, boom.
The system does it for you. Themanager, though, still has to
(20:45):
uphold the accountability forbehavioral issues. The bad
attitude, the late to meeting,those types of things. Boom.
Okay.
Just a few more areas and you'regoing, thank God. Like I say,
(21:05):
this is almost an undefinabletopic, but I know it's worth
doing. Professional judgment. Agood leader has a sense of fair
play and equity and knows thatthere's two sides to every
(21:26):
story. And there's usually thetruth somewhere in the middle.
That's a good leader. The senseof fair play and equity because
you're gonna have to arbitratethings. And this all comes down
to what I'll call judgment orprofessional judgment. So let's
(21:46):
talk about the importance ofprofessional judgment. And I'll
use this illustration and if youcan see this slide, those just
listening through audio won'tsee it, but we see United
Airlines here and we see themouth guard.
And that represents what? The2017 incident where there is a
(22:09):
flight, flight thirty foureleven going back to Chicago,
and they had overbooked it andthey told this doc that was
going back, hey, you got tosurrender your seat. And he
said, no, I got patience I needto see. You're not taking my
seat. And so there's all thisscuffle, security came on, the
(22:36):
guy lost a few teeth in theincident.
It was nasty. Hit the news. Theylost millions of dollars in the
process. Let's analyze thissituation because it's such a
good illustration ofprofessional judgment. Or when
really not, I mean, to have goodjudgment.
(22:57):
Okay. Were the people workingthat gate, that united gate,
trying to do the policy andstandards of United? Yes. They
oversold it, which they doroutinely. And this is their way
of extracting the patient offthe unfortunate customer.
(23:19):
Okay. So they were trying to dotheir job. What about the
security people? Were theytrying to do their job? Of
course.
What happened? Well, really,probably someone at that working
that gate should have said, thisis not going to work out well.
(23:42):
Okay. And then quick thinking.Hey, how much money is
everything I got here?
Okay, can we get $500 here? Hey,I got $500 cash here for anyone
here who wants to give up theirseat. Okay, this is not the
standards of the organization.But it would have avoided that
situation if someone would havetaken them out. And we'll get
(24:05):
you a free flight out of thenext deal, whatever.
Well, in a case where you go offof standards, because some
people, you know, standards,hey, they're black and white.
Well, are black and white exceptwhen it's gonna work out bad. So
(24:25):
at that point, the person'sobligation is to own the
deviation from the standards,but then say this is what I did
and why I did it. And then thesmart executive goes, whew, good
job. There's probably apromotable person there because
of their quick thinking.
(24:46):
So it's time to do the standardsand when not to, but
professional judgment kicks in.So leaders have to have great
judgment. In fact, leaders needto have better judgment than
those that they lead. But thereare also times when the right
thing to do is to not do thestandard, but then own it when
(25:10):
it's deviated from and explainwhy. When is your professional
judgment bad?
Okay, avoid making decisions,especially big decisions, when
you're tired or in a bad stateof mind or in a low energy
(25:33):
state. Do not decide to get thedivorce just after a really bad
day. Or whatever, know, waittill you can think about it or
whatever. That's an example of abig thing. Or, you know, to quit
your job or whatever.
But when you're in low energy,say again, your judgment is bad
(25:56):
and you make bad decisions.Okay. That's about all I want to
say about professional judgment.Leadership. A few words on
communications.
Leaders always have to beevolving really their
communication skills. And I'mnot talking about just your
oral. I'm talking about yourpublic speaking, your body
(26:18):
language, written. Again, yourintelligence is being developed
by this as you learn how tolanguage different things to
different types of audiences,different consciousnesses and
intelligence. Communication.
So you work on this. Becausewe've got to get our ideas out
of here, our own head, and intothose that we lead. And then, of
(26:40):
course, our organizationalskills and our ability to
prioritize. Again, this isreally our planning. Again, what
is the highest value we can dofor today versus lower value
things?
Of those things, sometimes thethings that are what I'll call
quick kills are things that youcan cross off your list, just
because they're rapid, whichgives you that great feeling
rather than having somethingthat's so big in front that you
(27:03):
never get to some of the otherthings because the one thing is
consuming all your energy. Okay.But lack of communication breeds
vain imaginations or creates avoid that your employees or the
people you lead will fill if youdon't. This is why if you don't
(27:25):
again, if you allow the subperformer to survive because
they're fulfilling thisparticular function that's
needed or do harm to the companyto get rid of them, you explain
to your team why you'retolerating that substandard. So
you don't have the vainimaginations, well geez, so and
(27:48):
so is really a loser now and Idon't know what happened to her
standards and so it seems likewe're de evolving here.
I hear she's looking for anotherjob. I don't know, she seems to
be distracted. Maybe they'regetting into divorce. You know,
the gossip thing happens. Socommunication and regular
communication important.
The other thing aboutcommunication, yes, the leader
(28:11):
is a salesperson constantlyselling ideas, practices,
mindsets, policy. And if noone's buying, you have an issue
with your communication. Unlesswhatever you're selling is crap.
So, some other And to me thisalso could go in the category of
(28:35):
conditions for success. But ourcommunications: delightful,
satisfying cooperationcommunication.
To eliminate these voids. Followthrough. Say what you mean.
Meaning what you say. Record it.
(28:56):
Anyway, that's that's reallyprobably enough on that. But
regular document, also beingsuccinct. To me, this whole
program is probably going on alittle bit longer than I'd like,
but I I wanna get it out there.But brevity is golden. Respond.
Just good old customer serviceinternally. You you know, if an
(29:20):
employee asks for something, getback with them. Don't don't
don't shove it off. It's that'sa huge dissatisfier. As well as
proactive status updates.
Where are we on this project?You know, if you put out one
thing, hey, we're gonna do thisand then people never hear about
it again. Well, that's an aspectof your follow through
communication and stuff. And,well, it's just the, you know,
(29:42):
program or flavor of the day.And just stick around long
enough and it'll be gone.
And we'll be on to the next one.Meetings and leadership. Most
organizations have what we callmeeting hell and is a
dissatisfier. Meetings areessentially a group or
(30:08):
organization. Anyway, to methat's pretty long winded.
I gotta keep going. Anyway, it'sa way Meetings are normally a
waste and a source of a lot offrustration in a lot of
organizations because you canjust feel your life being fitted
(30:30):
away rehashing the same issuesand frustrations over, over and
over again with nothing reallybeing accomplished except for
going to meet about the problemagain. When we're introducing
the idea of perfect visits withperfect documentation, We resist
meetings because we'll have abunch of people that are not
(30:53):
experienced in doing this andthey'll bring all these ideas
and there'll be so manyconcessions, and appeasements
made that you end up with thisneutered thing and all the value
has been taken out from these.So we resist this and say, hey,
just take what we're giving youright now based on years and
(31:14):
years and years of development,write it for a while and then
come together after you gainsome experience. Because right
now, you're gonna probablyinnocently and ignorantly take
out the high value nutrientsfrom the Wonder Bread.
So there are definitions, acommittee, a noun where people
(31:39):
get together as a group andspend enormous amounts of time
making concessions, showing howclever they are, neutering out
important nutrients, devastatingvalue and ending up with a
mediocre result. That's whatmost committees do. And
(32:00):
normally, one of the biggestfactors is they lack
accountability because it'sreally hard to fire the
committee. Government usescommittees all the time. I mean,
how's that working again?
No. One person owns the topic.Their head rolls if this thing
doesn't work. They have to beand obviously, if they're smart,
they bring people togetherbecause they need others to make
(32:23):
it happen. Right?
But somebody's got to beaccountable. So meeting points.
Designate a leader to run theleader. A person that
understands standardization. Sothat's a prerequisite.
You have your clear late jarthat if someone is even one
minute late they put the $5 or$10 in because time is life and
(32:46):
we want people to be there andit's just absolutely
disrespectful to be late tomeetings. That's why the word
respect is on the clear glassjar. Normally no cell phones as
they introduce, intrude on focusand special time. We start with
the three questions to centerand endear people to basically
(33:06):
the core of the mission. And wehave focus with some type of
written document, whatever, thenprocess, what are our goals,
what are we working on?
What are those three questions?And I'm not gonna go through
these in any detail. There'senough on those. The first
(33:27):
question, we start the meetingat, first of all, an odd time,
just like we started today atwhat? 01:01, which emphasizes
time and you we use that allover even for scheduling
external meetings.
Hey, doc. When can we meet?Well, I can do can do 10:15.
(33:49):
Well, I can't do that. Can we do10:14?
Or I can even fifteen at 10:13.And of course the doc laughs.
And what is with that? Well, I'mso glad you asked, Doctor.
Smith.
We respect time so much and ifwe're late at meetings, we're
late at visits probably orwhatever we Oh, you know.
(34:10):
Everything is designed for amarketing result, of course.
Okay. All our teams together,the first question is, what are
you? And they all say a feeling.
And then we do then we make acall up. And Jim, what is meant
by, or what's behind that?What's that mean? Well, it's
just an acknowledgement thatfeelings are important and
(34:32):
they're the basis of all memoryand recall. Perfect.
Okay. Second question. What doyou see yourself as? Nancy.
Speaker 4 (34:40):
A teacher.
Speaker 3 (34:41):
Well, what's with that?
Speaker 4 (34:43):
I am a teacher because I'm a replicator. And
also taking it a layer deeper,the Medicare benefit was never
intended for us to provide thecare. We are there to teach the
caregiver what they need to knowso that they can take care of
their loved one in our absence.
Speaker 3 (34:58):
But there we go. So just think about this, every
meeting. What are you, afeeling? We're learning about
how to invoke feelings, endearourselves with feelings, what to
see ourselves out. So we got thegroup response.
And then what what day is it?The group response is? That's
very nice. And what's with that,Bernie?
Speaker 1 (35:19):
Just taking accountability that, whatever
happens throughout the day, Idon't have to react to what
happens because I'm accountablefor how I feel.
Speaker 3 (35:28):
Okay, there we go. So accountability is the precise
language we're looking for. I'mgonna own my life. I'm not gonna
be a victim. And there we go.
And right there, life getsbetter, culture gets better,
happiness goes up. Through thehabitual habit of having a
standardized way of running yourmeans, of kicking them off and
(35:52):
getting those core things thatyou want in everybody. And those
three questions would be greatfor any organization. And
they'll change people's lives.Okay, leadership.
And it's linked to personalgrowth. Again, you have an
obligation to grow and to belearning if you're a leader.
(36:12):
Growth comes from facing orovercoming fears. Resistance,
struggle. Again, if we're goingto build a muscle, we've got to
exercise it.
Leadership is also a highspiritual path. So there's all
kinds of things in the spiritualdomain that we can learn to
(36:35):
evolve our leadership. With thatsaid, in our leadership journey,
we should expect periods of epicand dry. Mother Teresa used to
talk about this. There are timeswhen you don't think much is
happening.
You know, you're in the desert.But believe me, something's
(36:55):
happening. And then you havethese times where you break
through, you get to the oasis,the epic periods and you go,
man, I've made such big progressor distance. Personal growth. So
many people or so many of ourproblems come from trying to fix
people.
This is an unrealistic idea orbelief that leads to really
(37:20):
crush expectations. So that'sanother growth thing for a human
being. You're not gonna fixeverybody. Again, conditions for
success. Consciousness.
As we evolve ourselves, we'reevolving our consciousness, or
(37:43):
I'll say working on our own BS.You know, expanding our views of
the world and all that. And Iwill say this, the leadership,
there's no magic wand or thing,quick magic water we can put on
anybody to accelerate this. Thepace of the development I find
(38:05):
with leadership is almost anagricultural pace rather than a
high-tech instant thing. Ithappens just when it happens.
And so it's just not an instantgratification. And it's an
(38:25):
unending process. Okay. Theleader willfully puts the people
they lead in uncomfortablesituations and presses them as
he or she knows that it is theirbest opportunity for growth.
This is why when I press onpeople to accomplish things, I
do not feel bad about it.
(38:47):
You know, you kind of have toevolve your consciousness or
even your leadership style whereyou're kind of the good guru.
Giving people these almostimpossible tasks sometimes. But
you know kind of what you're upto, that you're pressing them to
go beyond their normal comfortzones. And that in doing that,
(39:09):
they're going to have a betterlife. And they're going to
realize how strong they are.
So we have to be willing topress and sometimes stress your
people if you're going to growthem. And along this line, there
(39:30):
is a surprising link betweenhappiness, pain and
accountability and attitude.Let's say that a little bit
different here. There's a linkbetween pain and happiness. And
pain, could say, is linked toaccountability, right?
Holding people accountable. Buta lot of people think that
(39:55):
giving people things makes themhappy. And these are kind of
one-sided people. And oneillustration that helps
demonstrate this is, you know,there's this kid in I think the
movie Captain courageous. Again,the millionaire boy is swept
(40:18):
overboard and he ends up beingpicked up by a fishing boat,
which isn't gonna go back toland for months.
And he says, oh, my dad couldbuy this boat and I demand that
you take me there. He's just aspoiled brat because he's been
given everything his whole lifeand he's miserable. And they
(40:38):
say, if you don't work, don'teat around here, boy. You know,
if you don't help out, you don'twhatever. So he starves.
He has some pain. Then finally,it's like, I'm really hungry.
I'll do start working in thekitchen a little bit. Well,
suddenly this kid starts todevelop like relationships and
(40:59):
the crew starts to accept himbecause he's baiting hooks and
cleaning and learning how towork the boat and all this. And
then they finally they get backto their home port and the kid
doesn't want to leave.
And they say, well, here's youryou know, they're dishing out
the wages like they do onfishing boats. I worked on a
fishing boat for ten years, youknow, so I know how that works.
(41:19):
Here's your check, boy. And theygave him, you know, like $8 for
the small amount of money andthis that $8 was worth
everything. And he says, no.
I I don't wanna go home. This iswhy? He paid a price and has
this feeling of accomplishment,of progress, of growth. So when
(41:40):
you you go too easy on peopleand have this one-sided view
that I need to give people, Ineed to soften the standards, I
need to be squishy or whatever,you are robbing them of growth
opportunities is what I'msaying. Better to push your
people, know what you're doing,and after a while they get it.
(42:03):
The growth normally again,there's a price. Leadership.
Ways you can better experienceleadership. And these are things
that have helped me. See eachperson you lead as a lesson for
your benefit.
(42:24):
To me this goes a long way toeasing the emotional burden of
leadership, especially in hardtimes. And it also helps you
remain cool in tough situations.Every human being is almost like
a deck of cards. You don't knowexactly what you're going to
get. So I look at everybody as alesson.
And I'll just say this,situations where I've had a
(42:47):
painful situation, I actuallyhave a file folder that, you
know, this was the Billy Boblesson that I can refer back to.
Oh yeah, I learned that. Thatway I don't hopefully step in
the same hole again. Anotherhelpful thing to do is to see
what you're doing as the garden,as I've described, that you're
(43:10):
cultivating. And that you'redoing your best, you're putting
your best inputs, creating theconditions for success, but then
we are trusting God or divinityfor the result or outcome.
Another helpful thing is to seework or the work of the
(43:30):
organization as a ministry or amonastery or a mission. Really
cultivating this idea of meaningand purpose. And the one thing
that almost all businesses andenterprises can do is at least
have the meaning purpose ofserving other human beings with
(43:51):
ultra high standards andextraordinary customer service.
Goodness. That is sufficient tocarry most anybody whether
you're making shoes or workingconvenience stores or sea stores
as we call them.
(44:11):
Or we're working in health care.Okay. Another helpful thing. Can
you be okay with muddlingthrough life or muddling through
your leadership journey ratherthan just thinking we have to
have it all together all thetime? Again, plan, but know that
(44:33):
your plan is always going tohave to interface with all the
events and circumstances of lifeas they come at us.
All these variables. The typesof leadership. There's project
leadership that is specific.Skill set. It could be a
programming or new service lineor whatever.
(44:54):
People leadership is normallywhat we think about. I'm leading
a department or division orwhatever. There's informal
leadership and this is basicallyusually your very productive
employees that basically lead byexample, have voices with some
(45:16):
strength that's respected. Evenmeasurement leadership that we
can be a leader in ourindustries just because we are
measuring different things andwe have great metrics. There can
be office leadership.
(45:37):
Bernie is a great example ofthat. That when Bernie comes in
the office, it gets better. Jim,you're another example of that.
People love people love it whenyou come in the office because
of your great disposition andupbeatness and all that. Crisis
leadership.
This is where the external worldsummons our powers. And as we
(45:57):
rise to the occasion and someonecan see how to get out of this
pickle or jam that we've gotinto. Financial leadership. The
CFO has to have this becausemost people are not thinking
about the numbers or thefinancial ramifications in great
detail. And this person isfocused on that and can give
that guidance.
(46:19):
You know, especially to otherleaders of how to manage their
departments, how to do this, howit equates to the bottom line
and the sustaining of thatorganization. There could be
standards leadership where youactually set the standards
within a field of endeavor or anindustry, making up new
standards for the huddled massesor the herd or fiftieth
(46:42):
percentile to follow. Okay, justa few slides left. Realities.
Leadership realities.
In my opinion, a leader needs tobe yet completely pragmatic and
real. And again, nature gives usmost of the cues of how, again,
(47:06):
life actually works on thisplanet. It gets way beyond, to
me, all these theories of how torun things. And it gets us past
a lot of what I'll callphilosophical BS. Reality.
To grow your people, they mustovercome resistance, the
(47:28):
negative. And nature teaches usthat strength comes from
struggle. Reality. The negativeregisters at approximately 200%
over the positive. We reallydon't know quite what that
number is.
But we just know that when wetouch the hot stove, our
(47:49):
likelihood of touching that hotstove again is not very high
because of the high value ofpain. Whereas we do something
that succeeds and suddenly westop doing that or we, you know,
we'll do it for a while, butthen after a while it's like,
this is boring. Let's dosomething else and the best
practice goes away. So, again, agood leader uses both sides of
(48:17):
the yin and yang. Light side andthe dark side.
Leaders, the study ofcompensation is really the study
of motivation. That's all oflife is some form of
compensation. It's just notfinancial compensation. It's the
experience of life iscompensation. There's some type
of payoff for our behaviors.
(48:40):
Reality. All an organization isa system of incentives. And if
we provide the right incentive,we will get our result. It also
could be a disincentive. Well, Ithink that's about it.
(49:04):
We are about at the end.Leadership. I hope this all was
was helpful. And it went alittle longer than I thought. I
apologize for that.
So that's, boy, that's aboutwhere I wanna wrap this up.
Again, it's not a topic I, loveto teach because it seems
squishy and it's almostindescribable, but it's one that
(49:28):
it does need to be addressed.Okay. Then there we go. Thank
you for your time, everybody,and have the best day of your
life.
Speaker 1 (49:40):
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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