June 9, 2025 • 42 mins
Recorded in the Japan House overlooking the middle pond in the Awakened Forest with a group of CEOs and Chief Educational Officers, Andrew Reed merely “scratches” the surface of MVI’s meticulous work on Extraordinary People Development Systems, explaining “The 3 Questions” used to start meetings to help create a mature, healthy and life-changing culture! People Development is Profound and Transformational! Reed references Workbook #13 (1 of 20 manuals), a 722-page comprehensive manual, that goes DEEP into this #1 Strategic Area.
ALL OF YOUR QUALITY WILL COME FROM THE QUALITY OF YOUR PEOPLE DEVELOPMENT SYSTEMS, NO MORE, NO LESS… Most companies are DELUSIONAL about their level of quality.
Chapter Markers
(00:00) Patterns in Nature & the Intelligence of Systems
(06:37) Why We Must Emphasize the Negative
(11:19) People Systems Over People Solutions
(17:19) Teaching, Sales, and Accountability in Learning
(23:11) The Bar for Quality Is Your People System
(28:57) The Three Questions That Start Every Meeting
(31:10) Memory, Emotion, and Teaching Effectiveness
(34:11) Calling on People: Engagement Through Expectation
(36:33) "What Day Is It?" and Training for Positivity
(38:13) The Subtle Power of Daily Accountability
Song: If All the World Were Right - andrew reed & the liberation
Album: If All the World Were Right (Trilogy II Album 1)
Social Media Links
Official Website: www.multiviewinc.com
YouTube: https://www.youtube.com/user/mvimedia
LinkedIn: https://www.linkedin.com/company/mviteachers/?viewAsMember=true
Facebook: https://www.facebook.com/multiview.incorporated
Instagram: https://www.instagram.com/multi.viewinc/?hl=en
MVI Phone #: (828) 698-5885
Click here to view the episode transcript.
Watch out for the next message, every two weeks on Monday @ 7:01am EST!
“The truth about quality is that an organization can have no more or less quality than the quality of its people development system.”
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:16):
The MultiView Inc. This content is based on MBI's
work with over 1,300organizations extracting nine
eighty nine data elements withnine twenty two cross
calculations over twenty sevenyears on a monthly basis, and
then systematizing theoperational success patterns of
(00:39):
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
Awakened Forest to concerts,national conferences, and
(01:02):
broadcasts.
Speaker 2 (01:08):
We're surrounded by the truth and and that's the
whole thing about this wholeawakened forest complex as we
build up all the things and wereconstitute the lonely
hermitages up on the sides ofthe mountain and stuff for
people really to to come tothemselves because a lot of
times you have to be surroundedwith the truth. Now I'm not
(01:30):
saying everything is not thetruth, but I'm saying nature
especially in its rawest form,is about as close to the truth
about of about how life actuallyoperates on this planet as
you're going to find. And, it'sit's a natural system of what?
(01:55):
Pattern and mutual reliance. Twokeywords that I talk about a
lot.
Pattern or pattern recognitionis what? You've most of you
heard this is intelligence. Twowords. Pattern recognition. And
when people realize that randomdoes not exist and you start to
incorporate those patterns, theyhave what?
(02:18):
They have success value, profitvalue, survival value. You learn
that there's these things calledseasons, and that there's a time
when food is plenty, and thenyou find that later on there's
not so much, Then there's thistime where there's nothing. And
so you start to say yourself,this is a repeating pattern.
Perhaps I should hold back someof my nuts and not just gobble
(02:41):
them up. That's intelligence.
And again, destroying the ideaagain of random. Random does not
exist. There are meteors thathit the earth that extinguish a
third of all life. They happenon a regular basis, or I mean,
depending on your definition oftime, but a meteor that hits the
(03:06):
earth makes a big crater,extinguishes half of all life or
a third of all life at one timehappen. They just haven't
happened recently.
But the this planet is full ofpotholes. Or if you go out and
have a fender bender, well thathappens thousands times a day,
just not to you. Random is ahuman idea, has no basis in
(03:31):
reality. Just like most of ourmeasurement. We don't trip
across lines of longitude.
They are made up. Hell, withtemperature, we have Celsius, we
have Fahrenheit. Pick pick yourmeasurement. These are human
inventions with utility value,but language, and again we'll
(03:52):
talk about a lot about languagebecause that's how we
communicate so much. So thetruth is you know we're
surrounded by this.
And also again that it is asystem of mutual alliance,
that's the other thing too. Justlike a human organization, here
we have various bodies thatsomehow if in a model we want
(04:14):
them all to work in a harmoniouswhole, integrated, coherent,
where all the parts are servingthe main function, and that all
are linked together so theydon't silo and say, Oh I'm in
finance, I really don't haveanything to do with clinical. Oh
I'm in this, I don't do this.And then I wonder why the
(04:37):
organization doesn't functionvery well because it's not it's
not functioning like nature orhuman organism, depending on
whatever your level ofmagnification you want to focus
on. We'll be going deep andprofound.
(05:00):
And one of the things I likeabout end of life work, or this
particular form of healthcare,as opposed with work with large
health systems and those jadedindividuals, although I will say
the, that's creeping in heretoo, is that we have this
opportunities to easily make ourwork profound. To give
(05:21):
incredible meaning and purposeto the workforce. If any
organization is actually has anykind of turnover problem, you
you're having an issue teachingmeaning and purpose basically.
There's something off. It couldbe our hiring practices, it
(05:41):
could be whatever, know, likeyou know, like the silly idea.
Let's just pump up the salariesand we're going to load this
thing up and like stupid. Butit's just easier for us to link
a profoundness, and becausebecause what human desire And
we're gonna be talking a lotabout like this blunt reality,
(06:02):
probably more than we do inother programs about the human
animal. The fact, you know, weconsider we have all the parts
of a pig, or a horse, or aninsect. Yeah, yeah, yeah, we're
this thing, and that, yeah,we're part of this death
transition from one state oflife to the next. Whereas if
(06:27):
you're making shoes, it's alittle bit more like someone
could trip.
You better do a good
Speaker 3 (06:33):
job with the stitching there. That doesn't
look cool.
Speaker 2 (06:37):
I mean, whatever. So it's it's kind of easier. And
then the ultimate questionagain, how do people actually
learn? That that is always Ithink the central thing that we
evolve over time. And I will saythis, I think it because the
negative, and I'll be overemphasizing the negative.
(06:59):
Why? Because it's it's there'sso many, our media, our systems
of training all focus on thepositive, success, da da da da.
We got, you know, we have to doall this. The negative just gets
robbed of its value really. Andso people don't learn to
(07:20):
appreciate the negative.
So I'll be overemphasizing itwhich that's what you will do as
well because you're basicallygoing to mimic a lot whatever
you can pick up from me that youfeel like would be useful. Learn
to exaggerate even the negativeso that people have a better
life, a more reconciled life youmight say.
Speaker 3 (07:43):
And if you really get to the place of like Jim back
here, the unfazed life.
Speaker 2 (07:52):
Thank you Jim for getting everybody in here.
Hopefully no major issues. No,it's a very very bold and
adventuresome crowd. There wasnobody stressed that I could
tell.
Speaker 3 (08:04):
Okay. Groovy.
Speaker 2 (08:09):
Okay. So the question. And again the
question's actually this we'relooking for answers but
questions are where the actionis. I mean that's where the
juice and the life is and evenknowing that there's no ultimate
oasis or destination kind ofkeeps the game going. Because if
(08:31):
there was an ultimate and thenlike dead stop, we would all
just be bored out of our minds.
So I like this. And the factthat in this small setting we
can all multi view together. Youknow, we all it's just easier to
network here, than it than it isin larger facilities and and all
(08:55):
that. I've done this thing for,you know, where there have been
hundreds of people and it's justnot quite the same experience,
you know. So Okay.
Virtually all of our problems,issues, challenges come from our
people systems which is directlywhat we're involved with. And
they are quality issues and thequality of our people systems
(09:18):
Because we're humanorganizations, of course it's
coming from our people systems.And the one thing I'll
emphasize, I may not have aslide that details this, I want
us to focus on system solutionsrather than people solutions. In
fact, let me say it like this,by focusing on system solutions
it will cure your people'ssolutions you're looking for.
(09:41):
But if people have this thesenaive ideas, I'm gonna bring in
this change agent, and I'm notsaying there's not times you
bring in the change agent.
I mean, MultiView is a changeagent organization. Nancy goes
in and will transform things orcan't or or whatever. There's
times you need that jolt of ofsome bold statement or vision or
(10:07):
a person, you know, directingthat or helping with that. But
the naive executives and CEOssay, Oh, I'm going to hire this
person. They're going to fix myproblems here.
They're going to do this. Andand yeah, you'll get lucky once
in a while, but not everyone's agreat picker. And so by focusing
(10:33):
on the system solution that is,you know, putting intelligence,
pattern recognition again and onall these cases where we're
intelligence. The big thing, Ithink I'll just say this, the
big thing that people arepurchasing from multi view
really is intelligence. Patternrecognition.
Our whole business model isbased on identification through
(10:55):
quantification, investigation,documenting whatever that
success pattern of this distinctminority because anything in the
ninetieth percentile is adistinct minority. Document it
in a six sigma type way becausewithout this is fantasy land.
It'll never get operationalized.It becomes an oral narrative.
(11:16):
And then bringing it to to ourclients.
And we do this with, I meanother organizations and there's
best known ways to do it allover the place. But but yes, but
intelligence, but taking thisintelligence, applying it to our
people system. Who gets in theclub? What are the best ads to
(11:36):
run? What will give us a 400%increase in the people that want
to work with us?
And this is all known. I meanit's all over our stuff, you
know. And then of those peoplethat want to get in into the
club, how do we spend the leastamount of effort sizing them up,
(11:57):
evaluating them, and thengetting them into production. So
you're starting out with goodmaterial, good raw material, and
and then taking yourextraordinary, methods of
actually elevating that talent,that consciousness really. And
then how do you keep them?
(12:18):
Because it does us no good,again four processes there. It
does us no good to invest inthese people, train them up in
our proprietary methods, andthen have them go to a
competitor and have them usethem against us. So, you know,
but but really looking at thosepatterns. So focus on people or
(12:41):
system solutions rather thanpeople solutions. If your
organization has issues hiringor retaining clinicians, it's
directly linked to your peoplesystems.
That's just it. It explains whysome leaders have hardly any, I
mean when I say hardly any, liketen years, they've only lost a
(13:03):
few nurses. And it's onlybecause that someone had the,
you know, your husband orwhatever got a job in another
state, but just ultra low. Andof course setting you know all
kinds of benchmarks of qualityand all this. It's all going to
(13:27):
come from this.
So what are we? We are a centerexperiencing life as a center in
a multi centered universewithout a center, which is
infinite. There is no centerfolks. There's no center. Center
doesn't exist.
As far as I can tell the centerof the universe is right here
(13:48):
with you, and with you, and withyou, you know. That's the only
way this world has beenconstructed that it's
experienced. No two things canretain the same position even.
And a human organization is amulti centered thing and somehow
(14:08):
we have to get everyone going inthe same direction, even though
each one has a slightlydifferent view of the world. I
mean you can go to whatevercongregation or church you want
and I can guarantee the personin the next pew right next to
you has a different view of theworld than you do you have.
Now I don't know if there's somekind of bare minimum you got to
(14:30):
believe to get past thethreshold of heaven or whatever
to get accepted. But all of themnot no two of them are equal or
the same you might say. Okay.Didn't mean to blow our minds
right out of the gate, butanyway, it's something to think
(14:51):
about. We don't even know reallywhere our thoughts come from.
Again, is where the illusions ofthese fantasy guys or gals that
are trying to be these hyperspiritualized people. That's
just a phase. It's a good phase.It's a positive phase. It's
(15:12):
almost an all good phase like,
Speaker 3 (15:15):
but you know you pass through that at some point.
Speaker 2 (15:19):
But we don't really know where our thoughts come
from. They just appear. And thisis a strange thing I think about
learning why it confuses us on acertain level because you know
we want everything to be somechanical that this and this
and this happened and and allthis. But you just don't know
(15:40):
when the divine revelation orbreakthrough or Damascus
experience is going to happen.When the learning's going to
take root where, I get it.
It is beyond your control whichfor the master teacher brings a
great deal of relief, becauseyou realize that you cannot,
(16:05):
control the learning of thestudent as beyond your command.
And there has but you're youhave that professional
obligation to teach with thebest you know at that time, and
then trust in the sovereign ofthis universe, the divine
intelligence be that fuels thisuniverse to do the rest of the
(16:28):
job. That your job is to becompletely prepared and all in
all forms you can, and do yourbest. And everybody's really
trying to do their best when youget down to it. Right?
So we don't even really knowwhere our decisions come from.
(16:49):
We think we're logical creaturesbut we're not. Our emotions,
which is really strange eventhough we talk about two equal
sides of the brain, our emotionsor, the right hemisphere tends
to be the dominant in decisionmaking. What feels good, you
(17:14):
know? And then secondarily therational.
This is why in the sales job,which teaching is a sales job,
so we're going be we'll probablygo into sales. Big money there
folks. Is that again you appealto the emotion first, make the
(17:37):
sale on an intellectual or on aemotional level first, and then
you provide the intellectualjustification. So on their ride
home they're going, that wassuch a good decision. I'm saving
money.
I'll have a happier culture. Andall that. And let's face it, we
(18:02):
don't really even know how aperson learns. Not really. I
mean we suspect a few thingshere.
So why are we here? By the way,if we didn't think we could
learn, why are we doing this? Imean, let's all just go home.
Let's go down to the bar. I canopen it up.
We're fully stocked. There therewould be no point. So we have to
(18:29):
believe that people can learn,but but there's also an element
that we just have to get honestand say we really don't know
how. And if people can't learnand grow then there's no hope
for humanity. Right?
(18:58):
So the best topics thattransform lives, this is in the
book but it's not directly inthe book, so don't don't worry
about it. Can get you whatever,here, but, these topics of
accountability, you know, thisis we teach it all the time and
one of the things in the design,the DNA of your people system,
(19:20):
you've got to super soak withaccountability. You've to
destroy victimhood, blame,excuse for your life. All the
weenies and whinies got to goand that's you have to do that
every meeting. Every singlemeeting.
That's why the three questions,you know, are are so important
and we'll go through those. Butyou want to build strong self
(19:45):
reliant human beings. Justimagine your kids. Again, you
want strong self reliant capablekids. That's the mindset.
The power of attitude. Since wecan't control our thoughts, the
one thing that we do have is thehuman will, which has to do with
(20:06):
attitude. Where we can have ahostile attitude of the world or
we can have a more benign or oror even feel like, have an
attitude that it's a helpfuluniverse. It's designed for my
personal advancement. Well justthe way that you look at things
transforms the thoughts and andso you start having these great
(20:34):
thoughts.
Those thoughts that you dwell inbecome beliefs. Those beliefs
that we have tend to produceactions, and those better
actions if they're betterresults, or or if if they're
better thoughts produce betterresults. That's the sequence. It
all starts with attitude and notwith the thought. And and that's
(21:00):
something that's overlooked alot.
And then the topic ofcompensation realizing that all
of life is life is compensation.And it's not just to be
delegated or relegated I shouldsay to the domain of financial.
Compensation, in fact thehighest compensation of life and
(21:23):
a workforce or environment isthe compensation of the
experience or environment. Thepeople we work with, the
attitudes, the vibe. Because youcan pay people millions of
bucks.
People have done that with withme where they're mean I'm like
their figurehead in the corner,and I'm getting a check every
(21:44):
month even if we're not usingour stuff that much. After a
while I'll quit, because like,what's the whole point? The
money will not hold people. Theenvironment will. And usually
you can pay so well.
If we manage well, we can paywell. So it's not like we have
to forego one for the other, butrealizing that all of life is a
(22:08):
payoff. Even when you touch thehot stove, that's some kind of
payoff. It's a painful payoff.Woah.
You know, or result that goes, Iprobably am not going to be
setting my hand on that hotburner anytime soon. But there's
a payoff there. The other thing,and this is a very good thought
(22:41):
here, is sometimes we getfrustrated in organizations and
with people, or working withpeople, because we ask people to
do what they can't do. That'sbeyond their consciousness,
beyond their intelligence,beyond, you know, their their
skill levels, and and and we getfrustrated with this. But a lot
(23:02):
of times that comes really to,again, lack of training, maybe
lack of recognizing where theygo.
With that said, I think that wehave to be disappointed. And and
that's a prerequisite of anytime we we work with people that
you know you especially aleader, have to be prepared to
(23:24):
have your heart broken, becauseyou don't know what people's
limits are. So I'm alwaysputting people in very
uncomfortable positions, forcingthem to go outside the box,
because that's the only waythey're really going to grow.
But with that said, know,they're going to like mess
things up along the way, and soyou kind of got to be okay with
(23:45):
that. But for the teacher inparticular, it's just like, God,
Speaker 3 (23:52):
we we've covered this. How could you miss this?
Like how could you forgot to dothis, you know, in in this step
of the visit or, the way we
Speaker 2 (24:04):
do this setup here or or whatever. But a lot of times
you're just asking people.Sometimes they just don't have
the capacity. So the truth aboutquality is that an organization
can have no or less quality thanthe quality of its people
development system, right? So ifour people system is here, so I
(24:26):
got my little arm extended here,our quality cannot be any more
or less than that.
I mean it's going to be do this.Okay. So we start to incorporate
system seven, Working on, theexperience, the phone
interactions, our physicalappearance, our manuals, you
(24:47):
know, our physical products, ourvisits, and suddenly, we have
demanding, we start testing, soour people system is elevated,
so therefore our quality ishere. But then we get busy
because we grow to, you know,from a hundred patients a day to
a thousand patients a day, wehave ever worked, and then oh we
need to get some people on,let's hire them fast. They don't
(25:08):
get trained quite as well, don'tget the same attention.
Okay, so we de evolve andthere's our quality. So it's
that this is really the bar ofour quality, our quality of our
people. Development system canbe no more or less. And your
(25:30):
managers, especially yourintermediate managers, are your
number one student, notfrontline. Let's destroy that
idea that it's frontlineworkers, machine workers, or
clinicians, or whatever.
That's what you're focusing on.You're not. Your absolute number
(25:50):
one numero uno is your clinicalleader, your site leaders, your
whatever, because that's where70% of the training is going to
happen, not with you. When wewere winning the Baldrige, again
the only end of life company todo that, again there's two of
(26:12):
the world's leading awards ofquality, extremely hard to get,
the Demings award and theBaldrige, and of course we did
the Baldrige for our area.Norman said, hey, I read in
Gallup that 70% of thedevelopment around retention of
(26:33):
frontline employees comes fromthe relationship with immediate
managers.
Let's focus on that. And that'show we did it. You're
replicators. So that's whyyou've got to have rock stars.
If they're not rock stars, ifyou don't look at that person
and go, man that person isinspiring.
I want to work with them. Icould get some benefit. This
(26:55):
would be way cool. Don't putthem in the position unless they
are just legend. I mean, whenwhen they walk in the room, you
know, the let the the vibrationjust goes up.
If it's neutral. And it's notlike they have to be these
(27:16):
charismatic individuals. Theyjust have to have the vibration
that's attractive. And, so it'snot about the pump and the
glitter and production and allthat. It really has to do with
what they've evolved to becauseyou can have a very mild
(27:39):
disposition.
But if people know you're thereal deal, they'll get behind
it. Okay. One of the old oldnormally since we're dealing
(28:00):
with natural disasters here, butwe would have the manual, your
testing sheets, number twopencils, nice eraser, your name
thing, all this, you know, justset up and and this is what I
would probably do with my myhospices as well or my
organizations, And then all ofthis. And the the value of
(28:24):
testing, again you think aboutit, it's such a a basic concept
and most of us have had that inschool, right? But yet, we go
into organizations and they'renot given tests.
And I think that anyone thatdoesn't test and intensively
test is a joke. Of coursethey're a joke. Cause you don't
(28:46):
know what people know or whatthey don't know. Okay. Let's
keep it going here.
What are you?
Speaker 3 (28:57):
A feeling.
Speaker 2 (28:58):
Okay. Let's do this with more power folks. We're
we're going through the threequestions here folks. What are
you?
Speaker 3 (29:06):
A feeling.
Speaker 2 (29:07):
Let's do this and then what are you? A feeling.
There we go. That's much better.And then, this is what you this
is how you start every IDTmeeting.
And and this is where you've gotjust to be like the enforcer
person. And when you're trainingyour clinical leaders it's like
here's how you run a meeting inyour it's again it's a sequence
(29:30):
sequence of success. Alwaysstarts with the first question,
what are you? Then secondquestion, what do you see
yourself out? Ask and the thirdquestion, what day is it?
So this question and all theseare centering questions. So what
are you? You are a feeling. Andthen you do the uncomfortable
(29:52):
call out, which a master teacherdoes, where you want to put that
pressure on some individual.Because if you just say what
does that mean and you allow thegroup, well some people are just
going to hide out.
Right? So you want to lookaround and and you know use your
(30:12):
platform to single someone outand say, What's that mean?
What's that mean?
Speaker 4 (30:20):
Have a feeling. Yeah. Everything that moves us,
inspires us, are negative, toyou leave people with a feeling
when you leave that visit. Theydon't remember much about you or
your name, but they'll rememberhow you made them feel.
Speaker 2 (30:34):
Okay. And these and these are all true. This is one
area though with your call listyou're looking for specific
language. So what you say istrue? Z woman.
What what what is it with this?I'm a feeling.
Speaker 3 (30:51):
It's because feeling is the basis of all memory and
recall.
Speaker 2 (30:54):
Right. So that's what we're looking for. That's the
exact language in the NBI worldand folks that really hardcore
model. Feelings are the basis ofall memory and recall. Obviously
we can constitute it in allkinds of different directions.
This normally says I am afeeling, but it is peeled off.
(31:15):
It has had too much feeling.
Speaker 3 (31:19):
We need to reconstitute the
Speaker 2 (31:24):
sticker there. But yes, it's the basis of all
memory and recall. Veryimportant for educators, you
know, people in art because ifthat's the whole thing, that
means that somehow if we wantpeople to remember things, we've
got to harness this reality. Andagain you can prove it. I always
(31:45):
prove it with the same twoquestions.
Where were you when you got thenews about 09:11? For some of
us, you're just kids, like, youknow. Sure. Don't know. Oh my
gosh.
Yeah. So that that kind of, youknow, so that that question's
kind of the shelf life isrunning out, Expiration date.
(32:08):
But I was going to say is that,but most of us that were alive
in that time, did were aren'tanyone still thinking about it?
I mean, we got it inmilliseconds. Cindy, you take a
second.
Okay. Let's contrast that withthe question, what did you have
for lunch two weeks ago onWednesday? Okay. And you can't
(32:30):
remember that. Okay.
Let's two different life events,but yeah, you can remember
something that happened manyyears ago, decades ago, and
something that happened a mere,you know, fourteen days ago we
don't remember, or thirteen.Okay. So what's the difference?
(32:54):
The feeling. And in fact thatthat was a negative feeling.
And I had incredible image oftowers coming down, which as we
go through this 90 between 8593%of all communication is image.
The mind works in image. Like ifI say, whatever you do, do not
(33:17):
think of the purple elephant.Just don't let that image come
in your mind. Whatever.
You can't even help yourself.You're looking, I mean, that
erupted, whatever your versionof that is. Those are the
realities that we're talkingabout in in that we just have to
face and harness to be toughempowers. Try to get rid of the
(33:46):
educator thing, you know. So whoam I So what are you?
A feeling. Okay. Basis of all,or foundation of all memory and
recall. And then the nextquestion is what do you see
yourself as?
Speaker 3 (34:07):
A teacher.
Speaker 2 (34:08):
Let's do that a little more strength. What do
you see yourself as?
Speaker 3 (34:11):
A teacher. A teacher. What's with that?
Speaker 4 (34:17):
I consider myself an empower.
Speaker 2 (34:21):
Yeah. I like that. Mhmm. And this is one we'll take
two different levels. But again,the thing is the pattern here I
call on an individual, don't letthem hang out.
This also keeps everybody ontheir toes. Mhmm. Right? Oh my
god, they might call on me. Andif you see someone nodding off,
(34:43):
that is your target.
Right. Okay Nancy, what doesthat mean? I I'm a teacher.
What's with that?
Speaker 5 (34:53):
So we are replicators. Our job is to teach
the caregiver what they need toknow. The benefit was never
designed for us to provide thecare, but for us
Speaker 6 (35:02):
to teach the caregiver what they need
Speaker 2 (35:05):
to know. Yeah. And she's hit that on two different
levels. I'm a teacher that weare empowers, and and I find
that at every single IDT we haveto deprogram clinicians who
think that they provide thecare. Get rid of it.
You don't provide the care. Thatis not the job. I don't care if
(35:25):
you're a CNA or whatever. You'rethere is to empower people to do
the care in our absence, and itapplies especially to hospice,
to home health. Most of our homecare type health care have to do
really with this empowermentthing, and what's the evidence?
(35:46):
Let me just put it out there.What is the evidence that we are
not not paying you to do thecare, but we are paying you to
teach? Primarily. What's it? Areare caps I mean you take a look
at 18 of those questions, wecome back to our ability to
(36:07):
teach.
Less, there's your sales job tothe CEO, say hey, we need to get
a little more juice going in ourpeople, the development stuff.
This is great ROI. We're beingif we want to certain this is
why we don't have any problemsurging someone to a five star
hospice in a relatively shortperiod of time. I mean, Ann, do
you want to testify?
Speaker 5 (36:28):
Yeah. Several of the hospices that we've worked with
have increased our intake on
Speaker 3 (36:33):
five stars.
Speaker 2 (36:34):
Yeah, was just hers alone, I mean there's just all
kinds of them. So And then thethird question is what day is
it? And what what day is it?
Speaker 3 (36:48):
The best day of my life.
Speaker 2 (36:50):
Oh my God. What what what is up with that one? Can
can you enlighten? I mean, Kev,you've not seen the news? How
can you say it's the best day ofyour life?
Speaker 3 (37:01):
I'd ignore the news so I don't believe it's the best
day of my life.
Speaker 2 (37:04):
Yeah. What's with that?
Speaker 3 (37:07):
I mean I think it's a good way to strive to be for
sure. Like if you can startevery day with a good attitude
and you're passing out thatpositivity and, you know, can't
get bogged down in the negative.
Speaker 2 (37:21):
Okay. That's all good? Sir, what do you think?
Speaker 7 (37:25):
Tomorrow's never promised. What we had and what
we can do today is is what we'vegot, so we've gotta make the
best of that day because whoknows if we'll be here tomorrow.
Speaker 2 (37:35):
Okay. That's also good.
Speaker 6 (37:39):
I'm just gonna replicate.
Speaker 2 (37:40):
Hey, and I will say this, okay. There's another
here's another thing though thatyou'll notice I'm doing here. If
someone doesn't get it,sometimes I'll call on people I
know it like just for theexpedient, way of getting to the
answers. A lot of times I willabsolutely torture the groups.
I'll start out and and you know,if they keep missing us, it's
(38:02):
just I'll go next, next, you,you, you, and then I'll bail
them out if if I need to.
But, Alex, what's it mean? Imean I mean, how can you say
it's the best day of my life?Not the best day ever, best day
(38:24):
of my life. Well it's all aboutaccountability. There you go.
I'm looking for that word,accountability. This is where
you can incorporate at leastevery two weeks that they get
reminded that they have to owntheir life. And they got to own
their attitude probably aboveall things. And the other thing
about a day rather than I seesome organizations change it to
(38:48):
best day ever, but see no oneknows what ever means. Where and
so it has less power than weknow that a day starts by
waking, and there's a time whenwe go to sleep and that day
ends, and so within that timeframe can we be fully
accountable for that day, andfor our attitude, and our
(39:09):
responses to things.
And this seems so subtle, butthis is such a perfect
illustration of the power offocusing on your people systems
and exactly what we do. Becausehere we're benignly manipulating
the workforce. And what happenswhen people start to own their
(39:32):
lives? Help me out here. I gotan IQ of 40 folks.
I keep 20 on each side just tokeep it balanced. What happens
when you start teachingaccountability? It's the best
day of my life?
Speaker 3 (39:47):
They start taking action.
Speaker 2 (39:49):
What's that?
Speaker 3 (39:50):
They start taking action.
Speaker 2 (39:51):
What kind of action?
Speaker 3 (39:53):
Like self driven action.
Speaker 2 (39:55):
Yeah. More proactive?
Speaker 3 (39:58):
More responsible. They become more responsible.
Speaker 2 (40:03):
More responsible.
Speaker 3 (40:04):
Self reliant.
Speaker 2 (40:05):
Self reliant. Ownership. Ownership. Doing
their job. Less blaming.
Less complaining. And blaming.Yep. And blaming. Bitch factor
goes down.
What happens to the workatmosphere and culture?
Speaker 3 (40:23):
It's more positivity.
Speaker 2 (40:25):
No. Okay. Retention goes up. Happier people tend to
do better jobs. I mean all thisis coming from one innovation of
language asking the questiondemanding a precise set of words
(40:45):
in this case, a precisedefinition, not squishy because
otherwise if you there arecertain things you have to just
establish.
This is our definition ofculture. This is our definition
of accountability. Owning ourlives without blaming others or
circumstances. And thatprecision, again, it it it's
(41:10):
just radically helpful. Again,there's a time for paraphrasing
where we can have whatever, butthen there's that time of the
master teacher where you knowthe difference of exactly what
you're going for.
Speaker 1 (41:24):
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
(41:45):
competent real person. Thank youfor listening.
The MultiView Inc. This content is based on MBI's
work with over 1,300organizations extracting nine
eighty nine data elements withnine twenty two cross
calculations over twenty sevenyears on a monthly basis, and
then systematizing theoperational success patterns of
(00:39):
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
Awakened Forest to concerts,national conferences, and
(01:02):
broadcasts.
Speaker 2 (01:08):
We're surrounded by the truth and and that's the
whole thing about this wholeawakened forest complex as we
build up all the things and wereconstitute the lonely
hermitages up on the sides ofthe mountain and stuff for
people really to to come tothemselves because a lot of
times you have to be surroundedwith the truth. Now I'm not
(01:30):
saying everything is not thetruth, but I'm saying nature
especially in its rawest form,is about as close to the truth
about of about how life actuallyoperates on this planet as
you're going to find. And, it'sit's a natural system of what?
(01:55):
Pattern and mutual reliance. Twokeywords that I talk about a
lot.
Pattern or pattern recognitionis what? You've most of you
heard this is intelligence. Twowords. Pattern recognition. And
when people realize that randomdoes not exist and you start to
incorporate those patterns, theyhave what?
(02:18):
They have success value, profitvalue, survival value. You learn
that there's these things calledseasons, and that there's a time
when food is plenty, and thenyou find that later on there's
not so much, Then there's thistime where there's nothing. And
so you start to say yourself,this is a repeating pattern.
Perhaps I should hold back someof my nuts and not just gobble
(02:41):
them up. That's intelligence.
And again, destroying the ideaagain of random. Random does not
exist. There are meteors thathit the earth that extinguish a
third of all life. They happenon a regular basis, or I mean,
depending on your definition oftime, but a meteor that hits the
(03:06):
earth makes a big crater,extinguishes half of all life or
a third of all life at one timehappen. They just haven't
happened recently.
But the this planet is full ofpotholes. Or if you go out and
have a fender bender, well thathappens thousands times a day,
just not to you. Random is ahuman idea, has no basis in
(03:31):
reality. Just like most of ourmeasurement. We don't trip
across lines of longitude.
They are made up. Hell, withtemperature, we have Celsius, we
have Fahrenheit. Pick pick yourmeasurement. These are human
inventions with utility value,but language, and again we'll
(03:52):
talk about a lot about languagebecause that's how we
communicate so much. So thetruth is you know we're
surrounded by this.
And also again that it is asystem of mutual alliance,
that's the other thing too. Justlike a human organization, here
we have various bodies thatsomehow if in a model we want
(04:14):
them all to work in a harmoniouswhole, integrated, coherent,
where all the parts are servingthe main function, and that all
are linked together so theydon't silo and say, Oh I'm in
finance, I really don't haveanything to do with clinical. Oh
I'm in this, I don't do this.And then I wonder why the
(04:37):
organization doesn't functionvery well because it's not it's
not functioning like nature orhuman organism, depending on
whatever your level ofmagnification you want to focus
on. We'll be going deep andprofound.
(05:00):
And one of the things I likeabout end of life work, or this
particular form of healthcare,as opposed with work with large
health systems and those jadedindividuals, although I will say
the, that's creeping in heretoo, is that we have this
opportunities to easily make ourwork profound. To give
(05:21):
incredible meaning and purposeto the workforce. If any
organization is actually has anykind of turnover problem, you
you're having an issue teachingmeaning and purpose basically.
There's something off. It couldbe our hiring practices, it
(05:41):
could be whatever, know, likeyou know, like the silly idea.
Let's just pump up the salariesand we're going to load this
thing up and like stupid. Butit's just easier for us to link
a profoundness, and becausebecause what human desire And
we're gonna be talking a lotabout like this blunt reality,
(06:02):
probably more than we do inother programs about the human
animal. The fact, you know, weconsider we have all the parts
of a pig, or a horse, or aninsect. Yeah, yeah, yeah, we're
this thing, and that, yeah,we're part of this death
transition from one state oflife to the next. Whereas if
(06:27):
you're making shoes, it's alittle bit more like someone
could trip.
You better do a good
Speaker 3 (06:33):
job with the stitching there. That doesn't
look cool.
Speaker 2 (06:37):
I mean, whatever. So it's it's kind of easier. And
then the ultimate questionagain, how do people actually
learn? That that is always Ithink the central thing that we
evolve over time. And I will saythis, I think it because the
negative, and I'll be overemphasizing the negative.
(06:59):
Why? Because it's it's there'sso many, our media, our systems
of training all focus on thepositive, success, da da da da.
We got, you know, we have to doall this. The negative just gets
robbed of its value really. Andso people don't learn to
(07:20):
appreciate the negative.
So I'll be overemphasizing itwhich that's what you will do as
well because you're basicallygoing to mimic a lot whatever
you can pick up from me that youfeel like would be useful. Learn
to exaggerate even the negativeso that people have a better
life, a more reconciled life youmight say.
Speaker 3 (07:43):
And if you really get to the place of like Jim back
here, the unfazed life.
Speaker 2 (07:52):
Thank you Jim for getting everybody in here.
Hopefully no major issues. No,it's a very very bold and
adventuresome crowd. There wasnobody stressed that I could
tell.
Speaker 3 (08:04):
Okay. Groovy.
Speaker 2 (08:09):
Okay. So the question. And again the
question's actually this we'relooking for answers but
questions are where the actionis. I mean that's where the
juice and the life is and evenknowing that there's no ultimate
oasis or destination kind ofkeeps the game going. Because if
(08:31):
there was an ultimate and thenlike dead stop, we would all
just be bored out of our minds.
So I like this. And the factthat in this small setting we
can all multi view together. Youknow, we all it's just easier to
network here, than it than it isin larger facilities and and all
(08:55):
that. I've done this thing for,you know, where there have been
hundreds of people and it's justnot quite the same experience,
you know. So Okay.
Virtually all of our problems,issues, challenges come from our
people systems which is directlywhat we're involved with. And
they are quality issues and thequality of our people systems
(09:18):
Because we're humanorganizations, of course it's
coming from our people systems.And the one thing I'll
emphasize, I may not have aslide that details this, I want
us to focus on system solutionsrather than people solutions. In
fact, let me say it like this,by focusing on system solutions
it will cure your people'ssolutions you're looking for.
(09:41):
But if people have this thesenaive ideas, I'm gonna bring in
this change agent, and I'm notsaying there's not times you
bring in the change agent.
I mean, MultiView is a changeagent organization. Nancy goes
in and will transform things orcan't or or whatever. There's
times you need that jolt of ofsome bold statement or vision or
(10:07):
a person, you know, directingthat or helping with that. But
the naive executives and CEOssay, Oh, I'm going to hire this
person. They're going to fix myproblems here.
They're going to do this. Andand yeah, you'll get lucky once
in a while, but not everyone's agreat picker. And so by focusing
(10:33):
on the system solution that is,you know, putting intelligence,
pattern recognition again and onall these cases where we're
intelligence. The big thing, Ithink I'll just say this, the
big thing that people arepurchasing from multi view
really is intelligence. Patternrecognition.
Our whole business model isbased on identification through
(10:55):
quantification, investigation,documenting whatever that
success pattern of this distinctminority because anything in the
ninetieth percentile is adistinct minority. Document it
in a six sigma type way becausewithout this is fantasy land.
It'll never get operationalized.It becomes an oral narrative.
(11:16):
And then bringing it to to ourclients.
And we do this with, I meanother organizations and there's
best known ways to do it allover the place. But but yes, but
intelligence, but taking thisintelligence, applying it to our
people system. Who gets in theclub? What are the best ads to
(11:36):
run? What will give us a 400%increase in the people that want
to work with us?
And this is all known. I meanit's all over our stuff, you
know. And then of those peoplethat want to get in into the
club, how do we spend the leastamount of effort sizing them up,
(11:57):
evaluating them, and thengetting them into production. So
you're starting out with goodmaterial, good raw material, and
and then taking yourextraordinary, methods of
actually elevating that talent,that consciousness really. And
then how do you keep them?
(12:18):
Because it does us no good,again four processes there. It
does us no good to invest inthese people, train them up in
our proprietary methods, andthen have them go to a
competitor and have them usethem against us. So, you know,
but but really looking at thosepatterns. So focus on people or
(12:41):
system solutions rather thanpeople solutions. If your
organization has issues hiringor retaining clinicians, it's
directly linked to your peoplesystems.
That's just it. It explains whysome leaders have hardly any, I
mean when I say hardly any, liketen years, they've only lost a
(13:03):
few nurses. And it's onlybecause that someone had the,
you know, your husband orwhatever got a job in another
state, but just ultra low. Andof course setting you know all
kinds of benchmarks of qualityand all this. It's all going to
(13:27):
come from this.
So what are we? We are a centerexperiencing life as a center in
a multi centered universewithout a center, which is
infinite. There is no centerfolks. There's no center. Center
doesn't exist.
As far as I can tell the centerof the universe is right here
(13:48):
with you, and with you, and withyou, you know. That's the only
way this world has beenconstructed that it's
experienced. No two things canretain the same position even.
And a human organization is amulti centered thing and somehow
(14:08):
we have to get everyone going inthe same direction, even though
each one has a slightlydifferent view of the world. I
mean you can go to whatevercongregation or church you want
and I can guarantee the personin the next pew right next to
you has a different view of theworld than you do you have.
Now I don't know if there's somekind of bare minimum you got to
(14:30):
believe to get past thethreshold of heaven or whatever
to get accepted. But all of themnot no two of them are equal or
the same you might say. Okay.Didn't mean to blow our minds
right out of the gate, butanyway, it's something to think
(14:51):
about. We don't even know reallywhere our thoughts come from.
Again, is where the illusions ofthese fantasy guys or gals that
are trying to be these hyperspiritualized people. That's
just a phase. It's a good phase.It's a positive phase. It's
(15:12):
almost an all good phase like,
Speaker 3 (15:15):
but you know you pass through that at some point.
Speaker 2 (15:19):
But we don't really know where our thoughts come
from. They just appear. And thisis a strange thing I think about
learning why it confuses us on acertain level because you know
we want everything to be somechanical that this and this
and this happened and and allthis. But you just don't know
(15:40):
when the divine revelation orbreakthrough or Damascus
experience is going to happen.When the learning's going to
take root where, I get it.
It is beyond your control whichfor the master teacher brings a
great deal of relief, becauseyou realize that you cannot,
(16:05):
control the learning of thestudent as beyond your command.
And there has but you're youhave that professional
obligation to teach with thebest you know at that time, and
then trust in the sovereign ofthis universe, the divine
intelligence be that fuels thisuniverse to do the rest of the
(16:28):
job. That your job is to becompletely prepared and all in
all forms you can, and do yourbest. And everybody's really
trying to do their best when youget down to it. Right?
So we don't even really knowwhere our decisions come from.
(16:49):
We think we're logical creaturesbut we're not. Our emotions,
which is really strange eventhough we talk about two equal
sides of the brain, our emotionsor, the right hemisphere tends
to be the dominant in decisionmaking. What feels good, you
(17:14):
know? And then secondarily therational.
This is why in the sales job,which teaching is a sales job,
so we're going be we'll probablygo into sales. Big money there
folks. Is that again you appealto the emotion first, make the
(17:37):
sale on an intellectual or on aemotional level first, and then
you provide the intellectualjustification. So on their ride
home they're going, that wassuch a good decision. I'm saving
money.
I'll have a happier culture. Andall that. And let's face it, we
(18:02):
don't really even know how aperson learns. Not really. I
mean we suspect a few thingshere.
So why are we here? By the way,if we didn't think we could
learn, why are we doing this? Imean, let's all just go home.
Let's go down to the bar. I canopen it up.
We're fully stocked. There therewould be no point. So we have to
(18:29):
believe that people can learn,but but there's also an element
that we just have to get honestand say we really don't know
how. And if people can't learnand grow then there's no hope
for humanity. Right?
(18:58):
So the best topics thattransform lives, this is in the
book but it's not directly inthe book, so don't don't worry
about it. Can get you whatever,here, but, these topics of
accountability, you know, thisis we teach it all the time and
one of the things in the design,the DNA of your people system,
(19:20):
you've got to super soak withaccountability. You've to
destroy victimhood, blame,excuse for your life. All the
weenies and whinies got to goand that's you have to do that
every meeting. Every singlemeeting.
That's why the three questions,you know, are are so important
and we'll go through those. Butyou want to build strong self
(19:45):
reliant human beings. Justimagine your kids. Again, you
want strong self reliant capablekids. That's the mindset.
The power of attitude. Since wecan't control our thoughts, the
one thing that we do have is thehuman will, which has to do with
(20:06):
attitude. Where we can have ahostile attitude of the world or
we can have a more benign or oror even feel like, have an
attitude that it's a helpfuluniverse. It's designed for my
personal advancement. Well justthe way that you look at things
transforms the thoughts and andso you start having these great
(20:34):
thoughts.
Those thoughts that you dwell inbecome beliefs. Those beliefs
that we have tend to produceactions, and those better
actions if they're betterresults, or or if if they're
better thoughts produce betterresults. That's the sequence. It
all starts with attitude and notwith the thought. And and that's
(21:00):
something that's overlooked alot.
And then the topic ofcompensation realizing that all
of life is life is compensation.And it's not just to be
delegated or relegated I shouldsay to the domain of financial.
Compensation, in fact thehighest compensation of life and
(21:23):
a workforce or environment isthe compensation of the
experience or environment. Thepeople we work with, the
attitudes, the vibe. Because youcan pay people millions of
bucks.
People have done that with withme where they're mean I'm like
their figurehead in the corner,and I'm getting a check every
(21:44):
month even if we're not usingour stuff that much. After a
while I'll quit, because like,what's the whole point? The
money will not hold people. Theenvironment will. And usually
you can pay so well.
If we manage well, we can paywell. So it's not like we have
to forego one for the other, butrealizing that all of life is a
(22:08):
payoff. Even when you touch thehot stove, that's some kind of
payoff. It's a painful payoff.Woah.
You know, or result that goes, Iprobably am not going to be
setting my hand on that hotburner anytime soon. But there's
a payoff there. The other thing,and this is a very good thought
(22:41):
here, is sometimes we getfrustrated in organizations and
with people, or working withpeople, because we ask people to
do what they can't do. That'sbeyond their consciousness,
beyond their intelligence,beyond, you know, their their
skill levels, and and and we getfrustrated with this. But a lot
(23:02):
of times that comes really to,again, lack of training, maybe
lack of recognizing where theygo.
With that said, I think that wehave to be disappointed. And and
that's a prerequisite of anytime we we work with people that
you know you especially aleader, have to be prepared to
(23:24):
have your heart broken, becauseyou don't know what people's
limits are. So I'm alwaysputting people in very
uncomfortable positions, forcingthem to go outside the box,
because that's the only waythey're really going to grow.
But with that said, know,they're going to like mess
things up along the way, and soyou kind of got to be okay with
(23:45):
that. But for the teacher inparticular, it's just like, God,
Speaker 3 (23:52):
we we've covered this. How could you miss this?
Like how could you forgot to dothis, you know, in in this step
of the visit or, the way we
Speaker 2 (24:04):
do this setup here or or whatever. But a lot of times
you're just asking people.Sometimes they just don't have
the capacity. So the truth aboutquality is that an organization
can have no or less quality thanthe quality of its people
development system, right? So ifour people system is here, so I
(24:26):
got my little arm extended here,our quality cannot be any more
or less than that.
I mean it's going to be do this.Okay. So we start to incorporate
system seven, Working on, theexperience, the phone
interactions, our physicalappearance, our manuals, you
(24:47):
know, our physical products, ourvisits, and suddenly, we have
demanding, we start testing, soour people system is elevated,
so therefore our quality ishere. But then we get busy
because we grow to, you know,from a hundred patients a day to
a thousand patients a day, wehave ever worked, and then oh we
need to get some people on,let's hire them fast. They don't
(25:08):
get trained quite as well, don'tget the same attention.
Okay, so we de evolve andthere's our quality. So it's
that this is really the bar ofour quality, our quality of our
people. Development system canbe no more or less. And your
(25:30):
managers, especially yourintermediate managers, are your
number one student, notfrontline. Let's destroy that
idea that it's frontlineworkers, machine workers, or
clinicians, or whatever.
That's what you're focusing on.You're not. Your absolute number
(25:50):
one numero uno is your clinicalleader, your site leaders, your
whatever, because that's where70% of the training is going to
happen, not with you. When wewere winning the Baldrige, again
the only end of life company todo that, again there's two of
(26:12):
the world's leading awards ofquality, extremely hard to get,
the Demings award and theBaldrige, and of course we did
the Baldrige for our area.Norman said, hey, I read in
Gallup that 70% of thedevelopment around retention of
(26:33):
frontline employees comes fromthe relationship with immediate
managers.
Let's focus on that. And that'show we did it. You're
replicators. So that's whyyou've got to have rock stars.
If they're not rock stars, ifyou don't look at that person
and go, man that person isinspiring.
I want to work with them. Icould get some benefit. This
(26:55):
would be way cool. Don't putthem in the position unless they
are just legend. I mean, whenwhen they walk in the room, you
know, the let the the vibrationjust goes up.
If it's neutral. And it's notlike they have to be these
(27:16):
charismatic individuals. Theyjust have to have the vibration
that's attractive. And, so it'snot about the pump and the
glitter and production and allthat. It really has to do with
what they've evolved to becauseyou can have a very mild
(27:39):
disposition.
But if people know you're thereal deal, they'll get behind
it. Okay. One of the old oldnormally since we're dealing
(28:00):
with natural disasters here, butwe would have the manual, your
testing sheets, number twopencils, nice eraser, your name
thing, all this, you know, justset up and and this is what I
would probably do with my myhospices as well or my
organizations, And then all ofthis. And the the value of
(28:24):
testing, again you think aboutit, it's such a a basic concept
and most of us have had that inschool, right? But yet, we go
into organizations and they'renot given tests.
And I think that anyone thatdoesn't test and intensively
test is a joke. Of coursethey're a joke. Cause you don't
(28:46):
know what people know or whatthey don't know. Okay. Let's
keep it going here.
What are you?
Speaker 3 (28:57):
A feeling.
Speaker 2 (28:58):
Okay. Let's do this with more power folks. We're
we're going through the threequestions here folks. What are
you?
Speaker 3 (29:06):
A feeling.
Speaker 2 (29:07):
Let's do this and then what are you? A feeling.
There we go. That's much better.And then, this is what you this
is how you start every IDTmeeting.
And and this is where you've gotjust to be like the enforcer
person. And when you're trainingyour clinical leaders it's like
here's how you run a meeting inyour it's again it's a sequence
(29:30):
sequence of success. Alwaysstarts with the first question,
what are you? Then secondquestion, what do you see
yourself out? Ask and the thirdquestion, what day is it?
So this question and all theseare centering questions. So what
are you? You are a feeling. Andthen you do the uncomfortable
(29:52):
call out, which a master teacherdoes, where you want to put that
pressure on some individual.Because if you just say what
does that mean and you allow thegroup, well some people are just
going to hide out.
Right? So you want to lookaround and and you know use your
(30:12):
platform to single someone outand say, What's that mean?
What's that mean?
Speaker 4 (30:20):
Have a feeling. Yeah. Everything that moves us,
inspires us, are negative, toyou leave people with a feeling
when you leave that visit. Theydon't remember much about you or
your name, but they'll rememberhow you made them feel.
Speaker 2 (30:34):
Okay. And these and these are all true. This is one
area though with your call listyou're looking for specific
language. So what you say istrue? Z woman.
What what what is it with this?I'm a feeling.
Speaker 3 (30:51):
It's because feeling is the basis of all memory and
recall.
Speaker 2 (30:54):
Right. So that's what we're looking for. That's the
exact language in the NBI worldand folks that really hardcore
model. Feelings are the basis ofall memory and recall. Obviously
we can constitute it in allkinds of different directions.
This normally says I am afeeling, but it is peeled off.
(31:15):
It has had too much feeling.
Speaker 3 (31:19):
We need to reconstitute the
Speaker 2 (31:24):
sticker there. But yes, it's the basis of all
memory and recall. Veryimportant for educators, you
know, people in art because ifthat's the whole thing, that
means that somehow if we wantpeople to remember things, we've
got to harness this reality. Andagain you can prove it. I always
(31:45):
prove it with the same twoquestions.
Where were you when you got thenews about 09:11? For some of
us, you're just kids, like, youknow. Sure. Don't know. Oh my
gosh.
Yeah. So that that kind of, youknow, so that that question's
kind of the shelf life isrunning out, Expiration date.
(32:08):
But I was going to say is that,but most of us that were alive
in that time, did were aren'tanyone still thinking about it?
I mean, we got it inmilliseconds. Cindy, you take a
second.
Okay. Let's contrast that withthe question, what did you have
for lunch two weeks ago onWednesday? Okay. And you can't
(32:30):
remember that. Okay.
Let's two different life events,but yeah, you can remember
something that happened manyyears ago, decades ago, and
something that happened a mere,you know, fourteen days ago we
don't remember, or thirteen.Okay. So what's the difference?
(32:54):
The feeling. And in fact thatthat was a negative feeling.
And I had incredible image oftowers coming down, which as we
go through this 90 between 8593%of all communication is image.
The mind works in image. Like ifI say, whatever you do, do not
(33:17):
think of the purple elephant.Just don't let that image come
in your mind. Whatever.
You can't even help yourself.You're looking, I mean, that
erupted, whatever your versionof that is. Those are the
realities that we're talkingabout in in that we just have to
face and harness to be toughempowers. Try to get rid of the
(33:46):
educator thing, you know. So whoam I So what are you?
A feeling. Okay. Basis of all,or foundation of all memory and
recall. And then the nextquestion is what do you see
yourself as?
Speaker 3 (34:07):
A teacher.
Speaker 2 (34:08):
Let's do that a little more strength. What do
you see yourself as?
Speaker 3 (34:11):
A teacher. A teacher. What's with that?
Speaker 4 (34:17):
I consider myself an empower.
Speaker 2 (34:21):
Yeah. I like that. Mhmm. And this is one we'll take
two different levels. But again,the thing is the pattern here I
call on an individual, don't letthem hang out.
This also keeps everybody ontheir toes. Mhmm. Right? Oh my
god, they might call on me. Andif you see someone nodding off,
(34:43):
that is your target.
Right. Okay Nancy, what doesthat mean? I I'm a teacher.
What's with that?
Speaker 5 (34:53):
So we are replicators. Our job is to teach
the caregiver what they need toknow. The benefit was never
designed for us to provide thecare, but for us
Speaker 6 (35:02):
to teach the caregiver what they need
Speaker 2 (35:05):
to know. Yeah. And she's hit that on two different
levels. I'm a teacher that weare empowers, and and I find
that at every single IDT we haveto deprogram clinicians who
think that they provide thecare. Get rid of it.
You don't provide the care. Thatis not the job. I don't care if
(35:25):
you're a CNA or whatever. You'rethere is to empower people to do
the care in our absence, and itapplies especially to hospice,
to home health. Most of our homecare type health care have to do
really with this empowermentthing, and what's the evidence?
(35:46):
Let me just put it out there.What is the evidence that we are
not not paying you to do thecare, but we are paying you to
teach? Primarily. What's it? Areare caps I mean you take a look
at 18 of those questions, wecome back to our ability to
(36:07):
teach.
Less, there's your sales job tothe CEO, say hey, we need to get
a little more juice going in ourpeople, the development stuff.
This is great ROI. We're beingif we want to certain this is
why we don't have any problemsurging someone to a five star
hospice in a relatively shortperiod of time. I mean, Ann, do
you want to testify?
Speaker 5 (36:28):
Yeah. Several of the hospices that we've worked with
have increased our intake on
Speaker 3 (36:33):
five stars.
Speaker 2 (36:34):
Yeah, was just hers alone, I mean there's just all
kinds of them. So And then thethird question is what day is
it? And what what day is it?
Speaker 3 (36:48):
The best day of my life.
Speaker 2 (36:50):
Oh my God. What what what is up with that one? Can
can you enlighten? I mean, Kev,you've not seen the news? How
can you say it's the best day ofyour life?
Speaker 3 (37:01):
I'd ignore the news so I don't believe it's the best
day of my life.
Speaker 2 (37:04):
Yeah. What's with that?
Speaker 3 (37:07):
I mean I think it's a good way to strive to be for
sure. Like if you can startevery day with a good attitude
and you're passing out thatpositivity and, you know, can't
get bogged down in the negative.
Speaker 2 (37:21):
Okay. That's all good? Sir, what do you think?
Speaker 7 (37:25):
Tomorrow's never promised. What we had and what
we can do today is is what we'vegot, so we've gotta make the
best of that day because whoknows if we'll be here tomorrow.
Speaker 2 (37:35):
Okay. That's also good.
Speaker 6 (37:39):
I'm just gonna replicate.
Speaker 2 (37:40):
Hey, and I will say this, okay. There's another
here's another thing though thatyou'll notice I'm doing here. If
someone doesn't get it,sometimes I'll call on people I
know it like just for theexpedient, way of getting to the
answers. A lot of times I willabsolutely torture the groups.
I'll start out and and you know,if they keep missing us, it's
(38:02):
just I'll go next, next, you,you, you, and then I'll bail
them out if if I need to.
But, Alex, what's it mean? Imean I mean, how can you say
it's the best day of my life?Not the best day ever, best day
(38:24):
of my life. Well it's all aboutaccountability. There you go.
I'm looking for that word,accountability. This is where
you can incorporate at leastevery two weeks that they get
reminded that they have to owntheir life. And they got to own
their attitude probably aboveall things. And the other thing
about a day rather than I seesome organizations change it to
(38:48):
best day ever, but see no oneknows what ever means. Where and
so it has less power than weknow that a day starts by
waking, and there's a time whenwe go to sleep and that day
ends, and so within that timeframe can we be fully
accountable for that day, andfor our attitude, and our
(39:09):
responses to things.
And this seems so subtle, butthis is such a perfect
illustration of the power offocusing on your people systems
and exactly what we do. Becausehere we're benignly manipulating
the workforce. And what happenswhen people start to own their
(39:32):
lives? Help me out here. I gotan IQ of 40 folks.
I keep 20 on each side just tokeep it balanced. What happens
when you start teachingaccountability? It's the best
day of my life?
Speaker 3 (39:47):
They start taking action.
Speaker 2 (39:49):
What's that?
Speaker 3 (39:50):
They start taking action.
Speaker 2 (39:51):
What kind of action?
Speaker 3 (39:53):
Like self driven action.
Speaker 2 (39:55):
Yeah. More proactive?
Speaker 3 (39:58):
More responsible. They become more responsible.
Speaker 2 (40:03):
More responsible.
Speaker 3 (40:04):
Self reliant.
Speaker 2 (40:05):
Self reliant. Ownership. Ownership. Doing
their job. Less blaming.
Less complaining. And blaming.Yep. And blaming. Bitch factor
goes down.
What happens to the workatmosphere and culture?
Speaker 3 (40:23):
It's more positivity.
Speaker 2 (40:25):
No. Okay. Retention goes up. Happier people tend to
do better jobs. I mean all thisis coming from one innovation of
language asking the questiondemanding a precise set of words
(40:45):
in this case, a precisedefinition, not squishy because
otherwise if you there arecertain things you have to just
establish.
This is our definition ofculture. This is our definition
of accountability. Owning ourlives without blaming others or
circumstances. And thatprecision, again, it it it's
(41:10):
just radically helpful. Again,there's a time for paraphrasing
where we can have whatever, butthen there's that time of the
master teacher where you knowthe difference of exactly what
you're going for.
Speaker 1 (41:24):
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
(41:45):
competent real person. Thank youfor listening.
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