How to Ignite Ownership with Bruno Guévremont | S01E04 - Cultivate your Culture

Episode Transcript
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Bruno Guevremont (00:00):
How do we determine what's the culture?

(00:02):
And is this going to serve themission statement or our goals?
And and that's how I establishedthis because I find today,
nobody discusses theirdefinition of.

Zoran Stojkovic (00:17):
Hello, I'm your host, Zoran Stojkovic and
welcome to cultivate yourculture. This podcast we'll be
discussing how leaders can buildconnected high performing teams
and business in sport usingactionable tools, evidence based
systems and simple processes.
Today on this show, we haveBruno Guvremont. And Bruno

(00:38):
builds and rebuilds eliteperformers. He continues to
inspire greatness onbattlefields and in boardrooms,
building high performanceleaders and organizations in
every arena he enters,rekindling and sparkling
greatness, bridging generationsand connecting those in uniforms
with those in power suits.

(01:00):
Today, Bruno helps high profileCEOs, executives, managers, and
organizations navigate a clearpath to their next level of
greatness. Sustainable peakperformance is achievable, and
Bruno will take you there.
Bruno, my friend, how are youdoing?

I'm very good Zoran. Thank you very much for
having me today.

Yeah, thank you for taking the time to speak to
our listeners. Can you tell us alittle bit about your journey?
Because you have quite afascinating story. And I'd love
to hear it.

Oh, yeah, absolutely. You know, what it's
it is quite, you know, there'sthis great address that Steve
Jobs did that it says you canonly connect the dots looking
backwards. And basically was asyou go through your life, you
don't realize the amount ofthings you're either achieved,
or which fork in the road ledyou to, to to where you're
going. But as you look back, youcan see that. So basically, it

(01:50):
you know, if I would tell myjourney, I was very fortunate
grew up in Quebec, in a Frenchfamily, I got to travel there,
when I was a kid, I was 10 yearsold, I went and lived in Zaire
now is the decrement, DemocraticRepublic of the Congo. And it
was kind of an eye opener. Andfrom there, I decided that I was

(02:12):
going to serve pretty much allmy life in different roles. And
then I joined the military. AndI got to do 15 years there, did
some really very exciting stuffexactly what they were
advertising on TV is basically,you know, do more before 530
than everybody does all day.
And, you know, I got to jump outof planes dive underwater, learn

(02:32):
about explosives, weapons,everything two tours in
Afghanistan. It was very, very,a very good platform for
somebody who was looking forhimself and was looking for
direction in life. And thenafter that, I decided to open my
own gym ran that for five years.

(02:53):
And then I noticed that myimpact as a coach was more
powerful off the floor than onthe floor. Because the work that
we do as trainers, as PhysicalFitness Trainers, the work that
we do actually is very effectiveoff the floor. You know, because
everybody could work out like asyou know, everybody could
workouts everywhere out there onthe internet. It's free. It's

(03:15):
all these things, but it's whythey're not working out or what
do they need to feel like whatthey're doing is good. And I
think we'll talk about thattoday without going any further.
But I was very, very lucky. Igot to be team captain for the
Invictus teams, for Team Canada,with Prince Harry, and I got to
travel and didn't do anexpedition to the North Pole.

(03:37):
That's where I met all thosebusiness leaders and started
learning about the corporateworld and what was needed out
there. And then here we aretoday running my own business
and, you know, executive coachand consultant, and, and helping
veterans and people from mentalhealth. I'm a bill that stuck.
Ambassador, opening up theconversation about mental

(03:57):
health.

That's an impressive, man. That's quite an
impressive background. Wow. Andthe North Pole thing is just
like "Hey, you know, I've beento the North Pole, right?" It's
like.

Funny enough, unless people bring it up. I
wouldn't bring that up in theconversation. The way that you
put it. "Hey, just so you know,my name is Bruno, I've been to
the North Pole".

That's a great conversation starter makes them
memorable makes you verymemorable. So Bruno, you've been
part of teams, and you've youyou helped shape cultures. So
I'm wondering how do you defineteam culture? What does that
mean to you?

Oh, man, that is such a good question. How do
we define culture? Right? How dowe define culture in today's
world, especially from differentgenerations, because at every at
every turn, we have what thisculture means. So now when we
read books, you and I, we wereyou know, we constantly reading
books, we're constantly workingon our growth, we're doing these

(04:53):
things. But the thing is, isthat you know, the culture that
was even five years ago is notthe same culture today. Now in
the workplace. It's not the sameculture in teams. There's a
dynamic that change. You know, aperfect example is when you're
looking at the Netflixdocumentary called the what is
it the last dance with MichaelJordan, you can see the dynamics
of culture back then. And today,even, you know what they say

(05:17):
some people attributed tofashion to music to everything
that's there. So is that allencompassing in culture? What I
like to find is when I go intoan organization, is that what is
the culture of the team? And isthere one, and what's also the
call the culture of the, theorganization? Right? So, you

(05:37):
know, perfect example, LuluLemon, right. So Lulu Lemon has
a great culture, great missionstatement. They're doing great
things out there. But also theirteam struggles, because they're
composed of human beings andhuman beings all have their own
culture and their own backgroundand all wants to narrow needs.
Now, how do we make the tohappen? Right, because as a

(05:59):
team, you need to come together?
And which one do you affectfirst? Right? How do we
determine what's the culture?
And is this going to serve themission statement? Or our goals?
And and that's how I establishedthis? Because I find today,
nobody discusses theirdefinition of Does that make
sense? So you need to elicitthat from your team, you need to

(06:21):
elicit that from your athletesfrom your, from your team
players from your highperformance, what is your
culture? What do you mean byculture? And what brick? What
does culture bring to yourorganization as well? Right?
Because when we're readingbooks, like catching fire, you
know, a book about the flow ofin the workplace, and they use
Silicon Valley. And they alsouse the SEAL Team Six, which I

(06:45):
can speak on both right, beingin the military, and then also
being in the corporate world,and says, How did these cross
train and bring and exchangepieces of culture? Because they
all have good points? So itdepends on what you want to do
with it. Does that answer thequestion?

it definitely does. So one thing I found,
there's a lot of gems in there.
But one thing that spoke to mewas this how, what are the
personal values of anindividual? And then what are
the team values? And then nowyou're talking about
organizational values? And Imean, do those have to be in
alignment Bruno? Like, do thosehave to be in integrity? Like do
people have to live there? Youknow, pick organizations to work

(07:22):
in that are in alignment andclick with their personal
values?

Once again, Zoran, you're coming out some
some golden questions over here.
That's amazing. That's awesome.
Good question. Absolutely.
Here's what I'm going to tellyou. The thing is, is that we
have organizations that are outthere, especially with the
transition of generations now.
Right? The, the Okay, boomers,the boomers are getting out
Generation X, my generation arefully in there, the CEOs, now

(07:51):
they're coming on these things.
And then we have generation Zed,I think and millennials. And now
I'm not too sure which one, thenew one is called. But
basically, how do you wantsomebody to adopt your values
and your beliefs if you don'tunderstand theirs? Does that
make sense? Right. And mostpeople, younger people, we're
going to say, right, becausewe're probably going to have

(08:13):
some discussion about, you know,coaches, and CEOs and team
leaders and all these things andworking our way down. But the
thing is, is that if you if theperson was in front of you, and
this is one of the things that Inoticed in organization in the
younger generation, is that Iasked them about their beliefs
and values, and most of them.
And I'm not saying all of them,obviously, aren't too sure how

(08:34):
to answer that, because they'renot aware of what a dose things
and then when you explain onceagain, to education, through
guidance, mentoring, you explainto them what it does, and then
they actually realize what theirvalues and beliefs are. Now,
when somebody has that power,and realizes what it means and
what it should look like, andwhat it would be, then when you

(08:55):
do implement your team values,and then your organizational
values. Now they're way morebought in. Does that make sense?
Because now they understandthey're not just not taking your
word for it. And I'm findingthat there's a lot of flack for
that, oh, you should know whatvalues are. And here's the
mission statement on the posteron the wall, and go ahead and,

(09:16):
and make this organizationgreat. But there needs to be at
just a little bit more of adiscussion around these things.
And if the person if you wantthem to adopt your values as an
organization, then I believethat it needs to align. And I
think that's, that's done at theinterviews. process. Right. And
you got to make sure thatthey're aligned, or can they

(09:37):
align as well.

Yeah, that's, that's huge. And so when you're
talking about it is important tobuild this culture and to only
lead people into the culture whoyou think can align with it and
for you as an individual to workand be part of organizations and
movements that are in alignmentwith and in synergy with who you
are. Why is it important tocultivate the culture of a team
in business or sports?

Why is it important? Well, the reason why
it would be important, it goeswith the mission, right? It goes
into how what kind ofenvironment you want to produce,
you know, we're seeing this. Andmaybe it is because of, you
know, I'm a little bit older,and I work in this. And I've
worked in the service industryand the customer service and all
these things. But we're finding,there's less and less of that

(10:22):
everybody's very, to the point,let's get it, I can buy for
Amazon, there's no need to talkto anybody, they know these
things. But then when somethinggoes wrong, they want to talk to
an a human, right, because nowsomething's wrong. Now you need
to pay attention to me, and Iwant you to talk to a human and
then your dog goes with yourculture, that's important.
Because the person that's goingto do this customer service for

(10:45):
you, is representing yourorganization. And if they're not
bought into the culture toeverything you've been on those
calls, or everybody has, wherethe person on the other end
doesn't care, right? And then,and then you're like screaming
at them or something like that,or, you know, and escalate that
way. And it's because theemployees aren't understanding

(11:06):
the culture, they're notunderstanding what needs to be
done. Once again, people aregetting hired today, there's
less than less training, there'sless taken under, like, I had
these discussions with differenttypes of CEOs out there. And we
were talking and they werealways coming out. One of the
recurrent theme was the new kidscoming in, they don't have any

(11:27):
work ethics. They're not drivenby climbing the ladder and all
these things. And I'm like,okay, so Well, let me ask you a
question. Did when you came inat the bottom rung, let's talk
about the ladder, did somebodytake you under their wing, and
mentored you and guided you andshowed you work ethics and
everything? Where did you learnyour work ethics? And then they

(11:48):
reflect and they go, Well, youknow, it started with my father,
and then went to this and thenwent to that, and I learned from
this guy and all these, okay, Isaid, Okay, so are you providing
that for these new kids? Isthere somebody mentoring them,
and all these things? And thenthey go, Oh, wait a minute. No,
no, they're not right. Or maybethere is right? It depends on
the organization, obviously. Butthat's all part of the culture.

(12:11):
It's all part of your missionstatement. Right? Everybody's
everything. So mechanics rightnow. Because, you know, there's
so many books, there's so manypeople out there and they're
saying, Okay, well, you know,from from zero, the great from
bootstrapping, for 100 bucks,or, you know, Guy Kawasaki are
all these guys. And they gothrough the list. And they
affect that without taking abreeder and realizing about the

(12:32):
people who are working for them.
The people who compose theorganization, that's your
culture. Does that make sense?

Yeah, does.

Culture means people.

Culture means people, and what I'm hearing you
say is, it's important to mentorthose people to support them, to
listen to them, because at theend, it is going to move the
bottom line up, isn't it?

That's what's gonna make you successful.

That's it, that's a byproduct. And
essentially, it makes results,better results more likely, in a
team doesn't it because when youbond before battle, you battle
well together,

When the time when the times are gonna get
tough, your culture is going toget through through, get you,
your organization through thosetough times. But also, it's a
domino effect. If the top takescare of the bottom, like, you
know, all the way down. And thenthe people who are facing the
clients are all also going toreflect that. Right? I can

(13:27):
pretty sure right now ask you doyou which place do you like to
go shopping? And why? Or whichplace do you like to go eat and
why? And all these things, it'sbecause it's, it's a cross, like
when I ran my gym, now, it was aCrossFit gym, which was on every
corner, right? There was aCrossFit everywhere. And it was
like their phase, and it wascrazy. And everything. I did
CrossFit for 12 years, and I ranmy gym for five years now, I had

(13:51):
been to many, many gyms aroundthe world, everywhere I'd go, I
go to a new gym to see how theywere, where were they doing
great, where were they doinggood? What were they doing that?
And you know, kind of say howcan I improve my product
innovation, all these things?
And the thing is, is what Irealized was and CrossFit really
had captured the culture part.
Because you know, if somethingyou know the joke out there, you

(14:15):
know if you're a vegan and acrossfader, which one do you
tell first? Right? Everybodytold you, right? You knew a
crossfitter was in a roombecause gime him five minutes,
they'll tell you. That's right.
So basically.

Referrals, word of mouth.

Exactly word of mouth and everything
everybody knew, but I knew thatI also had listen to what people
didn't like about the culture.
Like everybody had their shirtsoff, it was dirty. It was all
these things. So I made surethat everybody kept their shirts
at my gym. Everybody, you know,put the equipment back and took
care of the equipment and wipethe equipment down with Lysol
wipes and wood everything evenbefore the whole COVID thing. So

(14:49):
my gym was really clean wasalways organized. My coaches
knew what to do. Everything wasran like a real business. And
what that in turn did is that itmade the gym extremely
successful because people wantedto stay people wanted to come
back and the word of mouth was Inever did marketing. I I

(15:09):
attempted it with people like tosay, well, maybe it'll bring
more. But all it brought morewas just the people that we
didn't want, right? Like thegroupons, and all these things,
everything else was word ofmouth. And I'm going to tell you
that is the best out there thata reflector of your culture
basically what it is.

Yeah, because people bring in people like
themselves. And and that's whatyou ultimately want more of you
want more of those people. Andso when we're talking about
organizations, sports teams,businesses, how can culture be
cultivated Bruno? And likewhat's what's the starting
place? Who has to sit in onthese conversations?

Right, right.
Well, it depends on the type oforganizations you have, right?
And how many levels and if youhave supervisors and everything,
but somebody in a leadershiprole should be driving this
culture, right, it should comefrom, you know, from the top
down, obviously, and I don'tlike using that analogy, but
right now in the way that thingsare ran, it's what it is. So
basically, the CEO, and theboard establishes what they

(16:08):
want, you know, with theproducts, they're selling, what
they think and what is theculture going to be. Now, once
that is being, you know,established, obviously, they
started the company andeverything as they hired the
hiring process, you hiredsomebody who's going to fit
within your culture, but at thesame time, this needs to be a
two way street. What does thecall that the the core group

(16:29):
wants as well as in a culture,right? And, and, and building
out from there and it willevolve, it needs to evolve, it
needs to change, nothing staysthe same. And if you need to
have those conversation, reallyopen hearted conversation with
your people at all levels, aboutwhat the culture represent.
Because we've seen it we've seenyou remember the time where, you

(16:51):
know, Facebook started, and itwas beanbags everywhere. And it
was you know, and what was MarkZuckerberg motto at a time, move
fast break things. But now ifyou ask him the same thing, he's
like, let's let's move fast.
Let's do things. Right, right.
And so the culture has evolved,and that's changed. And the
beanbags change for pods and forother things. And they're

(17:13):
constantly evolving. And that'sbecause they're having open
discussion about what it shouldbe and evolving the culture with
that nothing is set in stonewhen it comes to that, because
we're dealing once again withhuman beings.

Yeah, you're that's quite interesting that
you mentioned a team that'sstarting up or an organization
that's starting up and kind ofgoing top down in existing
organizations, I think, I don'tknow if it has to be top down.
You know, like Simon Sinek says,be the leader you always wish
you had. And I think people havepeople are afraid to do things.

(17:50):
And people don't do things. Andeverybody within an organization
has a big influence or not a biginfluence, but it has it has
influence over the culture. Andthey're part of the part of the
puzzle. I think if somebodywants to see a change, they
should just make it happen. Andthen ask questions later and
apologize later, if they know ifthey mess up. And if it works,
great, share it.

And you're absolutely right. The thing is,
is that you brought up your ownlanguage, you said, Simon Sinek
says, you know, be the leaderyou want to see in the world.
And then you said people areafraid to do things or to bring
up things and ever. Well, that'the culture, why are the
afraid? Because you'vestablished that why are the
afraid to bring something upRight? So so that's part of th

(18:33):
culture, those are thconversation you need to have
right? Everybody in today'world because of the way tha
social media was designed ancontinues to move on, are no
more worried about what othepeople are going to think about
How do we test that? Well, yoknow, when you ask people an
I'm going to be out, go out othe limb here to dance naked i
their living rooms, they go, NoI'm not going to do that. Wha

(18:53):
in case if the neighbor sees mthrough the window, they're i
their own house and they're nodoing it? You understand wha
I'm saying? So people, that'what you need to elicit fro
people. So now if people arafraid to say on how they ca
improve, which to me should byour number one, you always g
to your frontline people, what'working really well what'

(19:14):
working good and what's noworking? What could we d
better? And right now in biorganization, that's no
happening. The conversation isis mostly one one way it's no
coming up. Other organizationsthough. I've heard recentl
talking to a mentor of minethat they're doing revers
mentoring that actually CEOs anC level suite executive ar

(19:36):
asking the brand new peoplcoming in and door can yo
mentor me on the culture welland that to me is telling m
somebody who's listenin somewher

The person choosing to be reverse mentored
would have to be very humble.
And I think that's that's a verythat's a that's the way to do
it. Because we all learn fromeach other, don't we?

Humble, humble...I find it funny that
you use that word well. Yeah,somebody would need to be humble
and

Well, I mean, just like not let the ego get in
the way and say, oh, I've beenin the business for 40 years,
you're not gonna tell me you'regonna tell me how to how to run
a culture.

Be a regular, compassionate human human?
[LAUGHTER] Is that what youmeant by being humble? Yeah. You
mean being open about growth ona daily basis?

Open?
vulnerable?

Wow, you're throwing some big words out.

Yeah, man. big words is about reverse mentoring
you talking about asking peoplehow they're doing. what's
working, what's not. So that nowwe're talking about measuring
and assessing team culture,which is very can be very lucid
and airy fairy and peopleobjective and yeah,

Totally, absolutely.

People don't think that we can put a pin on
it. But how? How can leadersmeasure and assess team culture?
Bruno, as you're mentioning,you're already ahead of me a
little bit with this, in that,you say, Okay, you got to met,
you got to ask. And then yougotta you got to change things.
Like you gotta you got to dosomething different with do
something with the data. So how,what do you think measuring,
assessing?

Well, that's the thing, right? So if we came
up with we took culture, right?
And we said, okay, what do wewant? is always my first go to
question what do you want? Like,when you say culture? What does
that mean to you and try tounderstand, I'm always any
client, I mean, whether it's anindividual, an organization, a
team, whatever, I always ask,what do they want? Right?

(21:27):
Because then it's gonna give youand with other questions around
that it's going to give me apicture of their model of their
world, their beliefs, theirvalues, how do they see this
organization out? They seeoutside or they see, you know, I
asked them, you know, what doesa purple giraffe with orange
polka dot looks like, right?
Because I'm seeing where they'reaccessing the information.

(21:49):
They're doing all these thingsnow, too. I said, Okay, so what
are what do you need to makethis your What happened? Right?
So what do you need? And thenthe powerful question is, how
will you know you have it? Sohow will we know as an
organization, we've reachedthat. And once again, the thing
about metrics and measurement isthat people go back to the books

(22:11):
and they go, Okay, well, a keypoint indicator, or, you know,
key performance indicator KPI isgoing to be like, boom, this is
what we got here. So it shouldbe right, it's easy in fitness,
you know, you're either losingweight, you're lifting more,
you're faster. You're so that'sall right. And in business, they
go by the bottom line cost, whatare we saving? What you know,

(22:33):
what, what are they gotdifferent metrics, but when you
come to humans, right to humanbeings as something as elusive,
like you said, fluid andsubjective as culture, then you
establish your metric thateverybody can measure by. So you
ask those, how will when or howwill we know we have achieved

(22:53):
our goals for our culture? Doesthat make any sense?

Yes, it does.
So, what do you need or where doyou want to go? What do you
want? And then how will you knowthat you have it in the sense
that like, that's the successmeasure?

That's the success measure right there.
Right me for my clients, whetherit's an individual or a
business? That's how I establishunderstanding, when will they
know as a client? When will youknow you have it? Now, if they
come up with something? Well,you know, I want a red car,
right? Obviously, I'll walk themdown to finding out why they
want that red car, right?
Because it's going to bring meto the actual what they're
looking for, right what theyactually want. But the thing is,

(23:29):
is that that would be too easy.
If the person or the team staysat their surface, they said,
Well, you know, it's when wereach 50,000 a month of sales,
well, then that's too easy toestablish, there's no brain
power than with the news here.
We just say it's 50,000. It'sgreat. It's awesome. But if you
say okay, as a culture, what doyou want as an organization?

(23:50):
What does work coming to worklook like for you? Right? And
what do we need to make thathappen for you? Right? So for
let's go back to Facebook, itwas pods. It was working from
home, it was working remote. Itwas, you know, I want this much
thing. Okay. That's our culture.
Oh, great. Okay, how will weknow we have that? When we have

(24:11):
the pods when we have peopleworking from home, when we have
these things and productivitygoes up? Lucky for us in a
certain way. COVID has actuallypushed that because a lot of
CEOs were saying What is it withthese kids, they want to work
from home, they want to gotravel, they want to they see
how much time they can get offand do these things. And I said,
I need them chained to a deskbecause I know that I can

(24:32):
control that productivity. Allof a sudden they go home, the
rent goes down, cost goes down,productivity goes up because
people stay in pajamas. Theycan't they don't need to go to
traffic to face all of thatstuff outside. So once again,
it's this dance that needs tohappen between the generations
the way of seeing things and alot of perceptual positioning

(24:53):
here that needs to happen on alllevels. What is you know, what
does the boss mean by that andwhat does the employee sees when
I say so? Something like that.
Let me bring you back around alittle bit with the military, if
I can use this, because we'regoing to talk about subjective
and how things are run. And itshould be a two way street. But
when you have a bigorganization, you need some
order and some discipline andways to do things and some

(25:15):
structure and guidance and whatwe call standard operating
procedures and all these things.
And this is the way it is to, toensure standardization all
across, we understand thatright. So up till now. So when
you first joined the military,you within the ranks, so you
basically follow orders, you youyou dress, the way they tell
you, you do these things, butevery level that you go up,

(25:39):
these things change. Does thatmake sense? So as you go up in
rank, and also as you go up inspecialty, so let's say you were
talking about here, you know,reki paratrooper and then you go
up to snipers and, and then yougo up to special forces and
clearance divers and counter IDand you know, all these special
teams, what happens is that it'sstill you're still in the

(26:01):
military, you're still followingorders, you're doing this safe,
there's just a better back andforth. Because now people know
who you are. They know thatyou're dedicated. They know your
standards, they know that youkeep yourself at a higher
standard, they know that you'rea professional, they know that
you're these things. So it comesdown to first name basis, right?
It comes down to like you wereasking about my beard. Now they

(26:23):
can grow beard, their hairslonger, they're more left on
their own, because they said youknow what we don't need to do to
look after all these things.
Because we don't need to keepthese people in line. These
people already know what to do.
Right? So now bring that backinto the organization's any
organization at the beginningwhen everybody comes in, and

(26:44):
when there's a lot of peoplethat needs to be structured and
standardized. But at one point,it needs to also be a back and
forth. How am I doing as asupervisor? Is it working?
Right? And then it needs to go?
It's, you know, like,performance evaluation doesn't
always go down. It should alsocome back up. Right? And not a
lot of organizations do that.

(27:04):
But the ones that do areactually very successful.

Absolutely. So you're...

Went on a little bit of a rant there.

Oh, no, I love it. I love it. There's a lot of
a lot of nuggets in there a lotof golden nuggets in there. And
it seems like you you are andyou have helped shaped team
cultures. I'm wondering abouthow how you've done that. And
what is it specifically that youthat you do when you go into
these organizations?

Oh, well, now you're asking for Colonel
Sanders 57 spice recipe.
[LAUGHER] Did you call Tim Cookto ask him how he makes the
iPhone?

That's the next episode.

Absolutely.
No, no, no, it's it's absolutelyopen source. It's out there.
Basically, when I go in one ofmy first trick, and that's for
any coaches out there anyprofessional practitioners or
whoever you are, I suggest doingsomething like this before you
enter a room, especially if youare called to watch this fix
something right. Company callsyou in Q3. They want you to make

(28:13):
them ready for Q4 because theyhaven't reached their goals, all
these things? Where are yougoing? Most people will walk in
and say okay, I gotta go fixthese problems. When I walk into
a room. I'm there's one, there'snothing to fix to everybody in
that room has the solution.
Right? Compared to everybody inthat room has a problem.

(28:33):
Everybody in that room has asolution. So that sets me up
already in a different mindset.
Then I walk in there, and then Ielicit questions about what it
is that they're looking for. ButI also within my questioning, I
question their values andbeliefs, personal ones, because
now I can understand how theysee things. And all I need to do
is for them to let's take forexample, the dilemma like right

(28:56):
when I went to the store, I had12 individuals were like, but we
had 12 individuals going in 12different direction thinking
they're all following thismission statement. Right? But
nobody, nobody thought aboutchecking. So I checked I said
what does that mean to you? Whatis this mean? Half of them
didn't know it. The other halfnot too sure. And all these
things. So now we're figuringout what's happening, right? And

(29:16):
then what I did for them so idid and i reestablish and
reframe so at first I did it forthem personally with the team.
What are your goals? Well whatdo you mean? I thought we're
working on the store or thecompany goal? Yeah, but let's
first let's start with yours.
What are your goals? What areyour values, your beliefs and
everything and elicit that andreally clarify that and get them

(29:38):
to work on that? Becausesomebody who has goals somebody
has direction is driven. Right?
So now they're driven personallydriven in their family. So what
and you know, I heard that fromfrom a mentor of mine, he says
what you want is yourorganization to hire multiple
meaning organizations, right?
They want you want to hirepeople running as entrepreneur

(29:59):
with In your business, right?
They're driven, they want morethings they want to see they
reach their goals and all thesethings. So every time that I
have staff or I have peopleworking with me, I promote them.
Like I said, I'm What do youwant? What do you? What do you
need? How will we know we getthere? What are your goals? What
are your things, and then Idrive that once they understand
the process of creating goal ofcreating that culture of
creating all that, then whathappens is that they understand

(30:22):
how to do it for the store forthe organization. That's exactly
what it is. So at that pointdown, you can do a reframe, what
does it mean for you now to workfor this organization, because
at the beginning, nobody wantedto buy a new car, or a new
summer home or whatever, for theevil people at the top. But the
thing they weren't seeing isthat they were making themselves

(30:42):
suffer, just to not provide thatfor these people. So now what I
did is that I reframed that, andI said, No, actually, you're
working for you here. Right? Yougot student debts, you want to
travel, you want to do thesethings. Let's make that happen.
And then so it was just areframe a switch in the mindset
of why am I in thisorganization? Because when I
asked them, Why are you workingfor Lululemon? They said it's

(31:02):
the coolest company out there.
But it was there was someincongruency there about working
for the coolest company outthere. And what does it mean to
court for the coolest companyout? Right?

Yes.

Does that make sense?

Values and behaviors weren't aligning. And
the way you helped shape some ofthese organizations is by going
in and asking some of thosetough questions, getting people
to question their values,getting people to understand
more about themselves, and thenhow they fit into contributing
towards the company's mission,but also towards their own
personal mission and objectives.

Right. Align your personal mission and
objective with the company'smission and objective like
right, align yourself with that.
That's where we were talking toat the beginning of the podcast,
how did these align? Well, ifthe person you're hiring, is
brand new, we're talking intheir early 20s. Here, brand new
into the workforce doing thesethings, they just finished a
degree or something like that.

(31:55):
And now they're ready to take onthe world. Right? If you don't,
if you're not looking at what ifyour values are aligning, if
that's going to work? That's whythere's so much kind of like
head butting right now. There'sso much divisiveness and a gap
in the generations, which I'mlucky because that established
me has the bridge, right?
[LAUGHER]

Oh, man, I love your stories. And we've touched
up on a couple of well, not acouple, like a bunch of really
good things that really goodcultures are made of but what
behaviors are toxic for Teamculture? And how how have you
dealt with them? And how do youequip leaders to deal with them?
When they come up?

Oh, wow. Yeah, no, no, no, no. So obviously, in
every environment, and, and, andeven more so today, right, with
everything that's going on withCOVID, with the elections in the
States and Canada, across theworld, everybody's kind of like,
you know, is is is listening tothese shift, let's just say

(32:59):
throughout the world, and at thebasic of everything. Everybody
wants to belong to a tribe.
That's the only way we'vesurvived tree history. Now
they're trying to put themselvesin a tribe, especially when
you're a young person cominginto your organization after
finishing University. And weknow what goes on in the
university these days lately,right about all these different
groups and factions and allthese things. So you know, and

(33:20):
then now they're in theworkplace, and they're finding
it's a totally different world,right? And now, it's different
generations. And it's differentpoint of view. And it's
different thinking, and it'sdifferent. So what do we do
there? Right? How do we bringthat up? And what was your
question again, so that we gothere?

What are toxic behaviors? toxic behavior and
team culture? And how, how haveyou dealt with them? Or how have
you equipped leaders to dealwith them?

Mm hmm. So I was lucky in my organizations
like I, my gym, and all thesethings, we didn't have any of
that. Because once you startunderstanding your people's
worlds and their needs and theirwants, and their beliefs and
values, it kind of eliminatesthat. Because if you ask those
kinds of question, the personthat you're asking these types

(34:04):
of question, not just questionsabout, do you want to get the
job and you know, like thistypical, you know, panel
interviews, or whatever that is,you're asking question, like,
you're actually for real careabout them. Most people will
kind of align with you're like,Man, these people care, and
they, they really, they reallywant to do something good here,
and then kind of like shift andand mold themselves to the

(34:30):
organization to fit within thatbecause it's a good tribe. That
makes sense. There's a reallygood book out there called
tribes by Sebastian younger. Hestarts with the Native American
native, the natives and then hegoes up to the military, and he
followed the US military, true,Iraq, Afghanistan, all these
things and he talks about theBosnian wars and all these

(34:53):
things and how people are alwayslooking for a tribe to belong,
and why it's mind blowing. It'sreally Fascinating, especially
about psychology of organizationis really good for that. But a
toxic environment, you need toaddress that right away. We see
that lately, if I can say thiswhen people that they're not too

(35:14):
sure about how to address nowpeople with genders, write his
there's, there's them all thesethings. So what's happening is
that there's some people thatdon't want to deal with that,
right? There's the oldergeneration says, I don't
understand, I don't want to dealwith that. So they're not
learning about it, they're noteducating themselves. On the

(35:34):
other hand, you have the peoplethat are coming up with this,
that are coming in with a chipon their shoulders, and they're
just looking for people to usethe wrong pronoun. Right? And
you're like, dude, you'realready walking in, head down.
fists up, like, you know, I'msaying like, because now you're,
all you need is you're alreadyyour fuse is already lit. The

(35:55):
only thing we're needing now issomebody to address you the
wrong way. Right.
So now that's create toxicity.
But what I've seen when I gointo organizations, and I talk
to people is that this kind ofgets put aside and everything
when you genuinely ask and careabout your people, and you
create that culture that is openthat isn't, but right now,

(36:16):
people aren't having discussionson it. They're not sitting down.
People are afraid to talk abouttough things. They're afraid to
talk about tough topics and asktough questions and everything
like look at what has happenedsince the me to movement
toxicity of masculine energy andeverything. Now men do not want
to be in boardrooms alone withwomen, they don't want to go on

(36:37):
business trip with women again,they actually now do not want to
be to understand the samethey're changing the way that
they're operating at work,because of what's happening.
That creates a toxicenvironment. How do we stop
that? Right? And that might be atopic right now, for some of
your listeners that arelistening. That's a difficult
topic. How do we address that?

(36:57):
Just like the where we're doing?
Let's have a discussion aboutplease educate me on what you're
seeing what your you know, yourmodel of the world is so that I
can learn? And then I will tellyou about my model of the world?
And where's Where can we meet sothat we can both live happily?
And I think that those are thediscussions that are not
happening, right. It's on you toopen up these conversations.

Yeah, it is. It is and understanding like
interrogating reality together,like what is the reality of the
situation? And thenunderstanding the different
perspectives, and then actuallydoing something about it. Like,
how will we know when we've madethe change that we want to make?
And then Okay, cool. what's thewhat's the most potent step we

(37:42):
can take tomorrow to go towardsthat change? Because that's what
it's about, we can have theseconversations all we want runo.
But if something doesn't getdone, if there's no action that
gets put in place consistently,we're not we're not going to get
anywhere. And they say it'sbetter to do a little a lot than
a lot a little.

Mm hmm.

Right. So you know, these teams will go on on
retreats. They'll have teambuilding exercises, like once a
year. And it's like, no, thatdoesn't work. It's like, what
are you doing on a daily basis?
How are your communication? Whatchannels are you communicating
through? You know, are you doingcheck ins with your employees?
And that's massive? And doingthat very frequently? How are
you reminding people what thevalues of the company are? How

(38:22):
are you as a CEO living thevalues of the company. Okay, one
of our values is respect, allright. Late to every meeting,

Right. And we do that right, in the logical
levels of thinking right? Now,who the why the show how the
what the what, know, when andwhere, and all these things, and
we go down there. A lot oftimes, you know, the C suite
executives and everything, theygot the vision, and they're on
it, because they create it andthey're like, you know, in it,
when when you start going downon the workers and all these
things, they're caught in thewhat and where and how and all

(38:54):
these things, and they get lostin the weeds. And sometimes,
they're there, their eyes arepulled away from the vision. So
that's when the momentum startsslowing down. That's when things
are all these if you don't haveconstant, and I'm not talking
about micromanaging here, I'mnot talking about constantly
getting a feedback or somethinglike that. But if you don't have
any check ins and saying, Hey,guys, are you still seeing this?

(39:16):
Are we still on that whenproductivity goes down? What's
happening? And that's onceagain, part of how you build a
culture right? So saying, Hey,man, we got our eyes is off the
prize right? Or the guys at thetop they're always seem that I
can speak to that because I'm abig picture kind of guy. So I'm
way I'm always up there in thein the, the why the who and all

(39:39):
that. But you know, they don'tknow what's happening down
below. So people that arerunning and problems and
everything and saying they'restuck and things aren't getting
done. There's a lot offrustration teams aren't working
together different departments.
And then somehow the people atthe top don't even know about
that. And they're like divisionis here. We're going this way to
go in this way, but they don'tknow that they lost the wheel on
their vehicle, right? They don'tknow that, you know, the, the

(40:03):
gas pump, the momentum of the isplugged. And so that that
information is not coming backup because like you said earlier
people are afraid to talk. I'vebeen in no organization when you
go in and you go, Okay, so wewere supposed to achieve this on
this date one didn't happen. Andthen I go at every level and
everybody says, Well, it wasbecause of it. And and it knows

(40:24):
sales. No, it was that. Soeverybody's passing the buck.
Nobody went to the personthey're waiting for to check,
Hey, can I help you? What'shappening? Are you stuck?
There's no communication, nozero communication happening.
And everybody says not my fault.
It's I'm waiting for it. I'mready to go boss, right? Well,
why didn't you go check, right.
And sometimes that's what I missabout the military. That's what

(40:45):
I miss about this team cohesion,this whole thing of structure,
the structure is that I need toknow your job, you need to know
my job because his somethinggoes sideways, I need to know
how to operate the radio. Andyou need to know how to operate
my vehicle and all these things.
And that's what it is. So in themilitary, we have specialists,
right? Like I was, I was aparatrooper as a weapon

(41:07):
specialist of counter ID adiver, right. But the thing is,
is that when I was on my smallteams, counter ID digging bombs
in Afghanistan, we had aelectronic countermeasure guy,
when a radio guy, we had adriver, we had two operators,
myself, and on that we had atactical exploitation team. We
knew how to do everybody's jobs.
But we were specialists at one.
Does that make sense? So ifsomething goes down, we can take

(41:31):
over, which did happen multipletimes, right? So the thing is,
is that in organization, it'sgoing to happen here, people are
going to get sick, people aregoing to have family problems.
Mental health is one of thoseCOVID all that stuff. If you
know that you're waiting for itto send you to code or to send
you the software. And it'ssupposed to be here on this

(41:52):
date. No, it's notmicromanaging, to go and check
in and say, Hey, how are thingsgoing? Are we flowing? Are we
going can I expect to get itthat day? And to go? And if not,
can I assist? Because anotherthing about having this type of
communication? Once again, we'retalking still about culture
right now, is what I found isthat a lot of people were
saying, well, it was struggling,or sales were struggling and

(42:14):
everything and I said, Okay, howcan we improve this situation?
And the the answer came fromanother department. Oh, have you
guys ever looked at doingsomething like this? And I was
like, oh, man, that's genius.
And they were like, Yeah, but assomebody that's not even in the
problem, they were in adifferent position at the 30
feet 30,000 foot view and couldsee, oh, guys, have you thought

(42:36):
about doing this? Buteverybody's so worried about
their value within the team?
That they want to do it alone?
Because if I don't get it, thenI don't get the reward or I
don't maybe I'll get fired. Whenonce again, that's part of the
culture Zoran.

Bruno, you're you're you're tugging on a lot
of cool ideas here. And youknow, before you talked about
fear of people's opinions, FOPOin that instance, there's this
fear of people's opinions. Sopeople don't say they haven't
done a certain thing, or thechallenge that's getting in the
way or the blocker as they callit in the tech world. Like,
what's the blocker? Is it aperson? Is it an external

(43:16):
partner you're waiting on? Andwhat is going on with it? And
how, you know, how can weaccelerate it to go forward? But
again, I think it really comesdown to communication all the
time, like because it'sultimately about having these
conversations. And then yeah,you go and do your work. But the
conversations give us synergyand alignment. And they give us
the tool like speaking andasking really good questions to

(43:38):
the right people in the rightways. Give us the tools to
change things, to questionthings, to do things better, to
improve. And to the organizationforward.

Communication within organizations is probably
my number one issue. Every timeI go into an organization. The
flow of communication. Who do Italk to? Some people don't even
know they work for anorganization for years. And they
like I'm facing this problem.
And who do you talk to?
I don't even know. That'sespecially when the

(44:10):
organization's are bigger,multi-national. Right. We're
talking about that. And thething is, is that Yeah,
communication breakdown is theworse is is it happens all the
time. And and this this attitudeof, it's not my problem. It's
somebody else. I'm here to dothis job and not look at, you
know, well, you know, that we'reour team, and we're an

(44:32):
organization I never, you know,as a young kid, I never
understood these things, right?
Did the strikes and the and Iwant more money and I want more
of this and I want more of that.
And I'm like, man, like what?
You're biting the hand thatfeeds here. How do we, how do we
communicate what's needed andmost of the time, I'm going to
tell you, especially with thenew generations coming in, it's
not about money. They don't wantmore money. They want to be

(44:54):
challenged, they want to besignificant. They want to be
part of have a greater impact.
They want to make bigger thingsthey want to be able to, for the
greater good. That's thementality today, it's not for
the gold watch to see, you know,it's not for the status. It's
not for the, you know, for thepension, it's it's different

(45:15):
drivers. And you need to be ableto elicit that from your staff,
from your people from yourculture. That's what's that's
what create culture is for youto be fully immersed in it and
say, What is it that you wantand ask the questions earlier,
you ask the question, how dopeople do that? How do leaders
do that? And basically, I asked,I said, Well, have you asked,
because there was a big turnoverat one of the organizations that

(45:37):
I was part of a big turnover ofkey ladies walking out. And I'm
like, What's going on here?
These are all like all starplayers, and they're all walking
on a big mass exodus. And Isaid, What's going on? Oh, they
said, Well, you know, they'relooking for their jobs, and they
wanted more pay and all thesethings. And I said, is that what
they told you? Well, you know,they they mostly come up first
one is more pay. And a secondone, I don't think that's it.

(45:58):
And after that, it was like,well, they wanted to have an
impact. And they wanted to bechallenged, and they wanted to
be part of something bigger thanthemselves. I said, Did you
offer those opportunities? And Isaid, Well, I don't even know
where to start. What are thoseopportunities, Bruno? And we're
talking about CEOs who arerunning multi million dollar
companies. And I'm like, Whatabout a meeting with a

(46:19):
whiteboard? And you have yourstaff? How can we improve this
business? How can we improve howwe do things? Right? The
immediate answer was why I ain'tgot time for that I got 10
meetings with these shareholdersand these things and all that.
And I said, I get it. But do youhave time to train new staff?
How what's your cost peracquisition? What? How much
money? Are you losing here likethat? Which Which one? Do you

(46:41):
have time because you got tomake time for one or the other.
And everybody's aboutacquisition, never about
retention, and never abouttraining and the cost and all
these, not everybody again,you're poor listeners, because
I'm all over the place here. Butthe thing is, is this instead,
well then pegs someone in a highposition who can do that. And
then you sit your staff, and itdoesn't matter what they're

(47:03):
saying, okay, and I'm notdiscarding what people are
saying. But here's what thewhole gist of the exercise would
do, is that you have awhiteboard, you ask people, how
can we improve this business?
How can we improve the culture?
How can we make things better?
And if Janet down the road says,I think on Mondays we should
wear a yellow shirt? You writethat stuff on the board? Right?

(47:26):
You write it yellow shirts onMonday? Great move on, let's go
to the next one. Oh, I think weshould have you know, these
meetings, at least, you know,every quarter, if not every
month would be great. And allthese things. And you write that
down on the board, you write outthese things? Well, what does
that show Zoran?

Well, it shows that you know, what, you
validate the idea, it shows thatyou understand that person's
challenge and reality.

You show them I am listening to you. I'm
taking in your idea. And we'reputting it there, no matter what
it sounds like, no matter whatit looks like you put it on
there. And then you ask theteam, which one of these do you
think is going to make thebiggest impact? It's going to
move us forward? Which one ofthese can we action

(48:08):
realistically, and they're goingto tell him and then the
decision didn't come for you tocut those, those other ones,
that yellow shirt, whatever, itcame from peers, it came from
the team.
And at the end of the day, as aC suite executive or as the CEO,
you still make the decision. Butwhat it showed is that I'm here,

(48:30):
I'm listening. And then and thenthe people that you choose their
ideas, what do you think they'regonna do? Remember what I said
significance? impact, they'regonna go back home, tell all
their family, put it on socialmedia, it's promoting your
business is doing these things.
Look at what I implemented in myorganization today.

Oh, they're gonna feel great, they're gonna
feel energized, then.

How much did that cost you? Nothing?

Nothing? Well, yeah, you're an hour of your
time and things like that. Butwhat's, what's the benefit going
to be? Well, it's going to behuge. But if you actually do
something about it, right, Imean, writing those ideas on the
board and then not not actuallymaking it happen, and maybe not
allocating some more resourcesto, to bring in the yellow shirt

(49:15):
Monday to life is, is gonna loseyou more credibility. So one of
my last questions for you Brunohere is what does cultivating
your culture mean to you?

What does cultivating my culture mean to
me? Caring about your people,making your organization a place
that people wake up in themorning and want to come to work
or work for you. It gets peopleto buy in. It gets people to be
part of it, right? Everybody'sfollowing like you know, the
grant cardones The GaryVee allthese guys. GaryVee said "if you

(49:50):
can find somebody that is 40%bought into your company, like
only at a 40% keep those becausethat means 40% of their time is
going to be dedicated to yourbusiness." Right. But I, you
know, that's a very easy, quick,you know, snippet out there. It
looks nice on Pinterest, right?
But the thing is, is thatactually care for your people

(50:11):
actually ask the questions thatyou know, are important. And the
questions are important, aren'tin the business aren't part of
your MBA, they're not part ofyour, you know, they're not part
of your coaching program.
They're part of you being ahuman being, you know, how's
your day going? What are yourfavorite hobbies? Do you have a

(50:33):
partner? Do you have pets? Doyou have things and actually
listen? Right?

Listening and then a week later saying, oh,
how's your dog doing? Hey, howare the kids? How's your son
daughter? How did the move go?
But Bruno, that that's what itcomes down to? It's not It's not
rocket science.

You know, there was this book written in,
I think, 1930. How to WinFriends and Influence People by
Dale Carnegie. read that book.
It's going to make you the bestleader, it's going to make you
the best human out there. It'sgoing to be you're going to read
that book and say, Okay, Ialready do half of this. So now
I understand what's behind thisis genuinely caring about the
other person you're talking to.

(51:15):
And listening when intent likeattentively, right, going like,
Oh, wow. And reflecting whatyou've heard to them. That's
what the whiteboard does. Right?
It's just reflecting I haveheard you, and I have taken in
in consideration your idea.
makes people feel great. Whywould people leave work like
that they leave work because badleaders, bad managers, toxic

(51:38):
environment. And everybody says,oh, it'll fix itself. Okay,
great, fantastic. If you can'tfix it, if it can't fix itself,
give me a call. [LAUGHTER]

bruto you're talking about really good,
really good book here. And I'mwondering if there's a there's
an another book or resource thathas shaped your understanding of
culture and leadership?

Oh, man, there's so many so many. You
know what, that is one of myfavorite of how to actually be a
really good human. You know, howto win friends and influence
people. And here's what I'mgoing to tell you the real story
about that book, every time Iwould see it. I read it for the
first time in 2015. Every time Iwould see that title, on the

(52:20):
shelf, I was offended. How toWin Friends and Influence People
think about that, um, likerelation manipulation. I was
like, what how? What do youmean, when friends, you make
friends, you don't win friends,and influence people? Right?
That's the nice word formanipulation. So I was actually

(52:41):
driven away from that. Butsomebody you know, I have a rule
of three. And some of mymentors, three of them told me
to get the book. And I was like,how good could it be? It's
written in the 1930s. [LAUGHER]What did they know in the 1930s?
[LAUGHER]Right? Well, it was one of the

(53:03):
it's one of the best books.
other books are really, that arereally, really good out there.
You know, Joe dispenza, has gota couple Mike Dooley, he's got
some really good, I'm obviouslyreally driven towards behaviors
and patterns, right for myself.
That's what I do. Anything thathas to do with mindset and

(53:25):
performance that's out there,but don't get lost into that,
because they're very, it's veryeasy to get lost into that and
to buy in or drinking the KoolAid or something like that. And
be very mechanical about it.
Very, right. And you know what Imean by that, right, you see
them, you see those guys thatare up there, and they're
telling you these bullet pointthings, and they're saying, at

(53:47):
the end of the day, even if Iwent to organizations that have
multiple location, right, like,let's say, Bell, right, by the
way, right, the bell, that oneof the biggest companies in
Canada, one of the biggestemployers everything, but every
time I go to a certain place,either it's Winnipeg or
whatever, it's a differentculture. Even though that bell
said, we have a culture withinbell. It's the people that are

(54:10):
there. And every time I gothere, even though I'm going
there for mental health, peoplehave their own problems, their
own things, and then you got toelicit it from there. You got to
to look. So yes, the books helpthe books get you to knowledge,
the book gets you that, but howdo you practice this is between
you and I, and understandingyou? Right? Because we could

(54:32):
say, you know, people used tosay that. You've seen one
veteran, you send them allyou've seen one athlete, you
send them all No, actuallyyou've seen one athlete, you've
seen a podcaster you've seenthem all know, you've seen one
podcaster that's all it isbecause that person does this
podcast differently than theother guy even though if it's
the same topic or the same kindof direction. That's the beauty

(54:55):
of humanity. Right? Does thatmake sense? Like crossfit.
CrossFit, there was five othergyms in Victoria. Mine was
totally different from everybodyelse, right? Because of the way
I did things.

And I think it was Tony Robbins that said,
knowledge isn't power. executionis the power. And so reading and
upgrading our knowledge, whichis important, that's the
starting place, and thenactually doing doing something
about it, having a conversation,leading a conversation
differently, leading a teammeeting differently, talking
about topics that are reallyhard to talk about, where it's

(55:30):
gonna get messy and fierce andchallenging.

Well, that's it right. People are afraid to
say things, people are afraid todo things and what's going to
come back. But let me give youanother little secret about
Tony. Because as you know, I'vetrained with Tony, I've worked
with him. I've been to Fiji.
I've been to Date with Destinyand work there.
So the thing is, is this is thatit's execution. That is great
once again, but it's that whatdoes that mean to you? How do

(55:53):
you execute? Right? A lot ofpeople get lost there to get all
the knowledge in and then whatdoes that look like when you
execute? So the first thing heshowed me, right? was when you
learn something, go teach itright away? Go coach it, right.
And people go, Well, no, no, Ineed to fully understand what

(56:14):
I'm talking about, I get that.
But the thing is, is that youwill buy coaching. So every time
I would learn something forTony, that's why I went to, to,
you know, to work for him at hisevents, because we would learn
it, and I would coach it, wewould learn it, I would coach
it. And that's the best way toreturn it to retain it and to
see what works and what doesn't.
Right. Does that make sense?
Because everybody's got theirpersonal style. Right? So nobody

(56:35):
out there wants another Tony?
They'll never be another Tony.
No. But there'll be othercoaches that are as effective if
not more, because of whatthey've learned from him. That
makes sense.

Yeah. With their own unique style. And
Bruno, what's, what's onepractical tool leaders can use
tomorrow or today to cultivatethe culture of their team?

Mm hmm. Well, it's the it's one of the tenants
of leadership's in the military.
Know your people and promotetheir welfare, that sets it know
your people and promote theirwelfare. You'll know you'll
never lose, people will followyou into battle.

That's awesome, man. I'm curious about about
your company. Tell me about..Doyou call it BG?

It's Bruno Guvremont. Right. Yeah,
totally. Absolutely. So youknow, when you go for branding,
and for try to create somethingwhere people can capture
everything that we do, becauseif you're me, and you got ADD,
and you're all over the place,and you're doing all these
things, sometimes havingmultiple companies kind of
throws people off a little bit.
So I just use me and you know,obviously, as you know, like,

(57:43):
just like you, I have a podcastcoming, and all that stuff. But
the thing is, is this is that mycompany, what we do upfront is
that we are executive coaches,we go into and consultant for
companies, we go in, and we doexactly that. We do culture, we
train people to what does itmean to them to reach their

(58:04):
quotas, and all these things ina human way? Right, the
foundation of it. And what isbeautiful is that my other side
of my work, which is pro bono onpaid for is all mental health,
Veterans Health, all thesethings, where I actually go out
there and open up theconversation, but I'm going to
tell you, that's the foundationof my work as a consultant, I

(58:26):
come in, and I make sureeverybody's mental health is on
par. And if not, let's firstsettle that up. And then from
there, we can build these levelsof work to get them to to make
sure that your organization isskyrocketing. Right? And that's
the thing because people like,you know, they always want to
hear I remember my first fewpitches, right? Well, what are

(58:47):
you going to do for my bottomline? What are you going to do
for my performance? What are yougoing to do for my quotas? What
are you going to do for thesetarget goals? And how come
you're not asking that? Becauseright now, if even if we ask
your staff, what does it meanabout reaching this 50,000 a
month goal and everything butthey're all struggling with the
toxic environment or withsomething? Why are we shooting
that? Right? Because that's yourdriver. That's what your

(59:09):
measurement is your metric. Butlet's find out how what they how
they're going to achieve thatright. General Patton's set of
things is "never tell the guyshow to do a thing. Tell them
what you want to achieve. Andlet him Let him try to figure it
out. Because most of them willcome up with even better ways of
doing it." Right?

creativity and supporting that autonomy. You're
supporting that autonomy you'resharing here, here's the vision,
you find a path. And there's alot of different paths, right?
Where can people find you Bruno?

They can find me either at

https (59:42):
//brunoguevremont.com/.
They can find me on all socialmedia, you know, Instagram,
Facebook, LinkedIn, but rightnow we're in November, towards
December, I'm rebranding. I'mkind of like cleaning things up
and kind of going really to thenext level with these things. So
a lot of LinkedIn, a lot ofstuff like And we'll we'll be
able to see more videos and moreof this thing. But, you know,

(01:00:02):
people like you that areactually going out there and
asking the people for their,their secret sauce. This is how
we learn, right? We're not alleverybody's now paying attention
to the podcasts and the videosand the YouTube, because people
like you and I that are in thedirt in the trenches doing these
things, saying, This is how I doit. And, and, and and people are
learning. That's all it is. It'sall about education. It's all

(01:00:26):
about, you know, that there's,you know how they say you can't
bring money with you when youdie. Well, you can't bring
knowledge with you. Right. LesBrown, a motivational speaker
said a very powerful thing hesays. He asked his audience what
is the most expensive place onearth? People are throwing?
Where do you think it is Zoran?

(01:00:47):
I'm gonna ask you actually,let's play this game. What's the
most expensive place on earth?

Zoran Stojkovic (01:00:51):
Most expensive place on earth? I know it's not
gonna be a physical place. It'sgonna be like,

Bruno Guevremont (01:00:55):
No no, of course, don't overthink it.
Right, right.

Dubai. Yeah.
Monaco Dubai, Beverly Hills.
Yeah.

They'll say you know, some suburbs, some
houses, some places, you know,New York and New York, all these
places. Actually, it's thecemetery. Because that's where
all the inventions that didn'tget invented. That's where all
the books that didn't getwritten. That's what all the
products that could have helpedthe cures, and all these things

(01:01:26):
of people that were too afraid,went and died and stayed there.

Whoa...

That's the most expensive

See, I knew it was gonna be something good.
[LAUGHER]

Right? So for me, right, the secret of living
is giving that's from Tony, thesecret of living as good as
giving is that is that the twoneeds you must fulfill every day
is growth and contribution. SoI'm going to learn something and
I'm going to give it away.
Because anything that I don'tgive away, I'm going to take
with me and be lost forever. SoI might as well teach. I might
as well put it out there. Right?

(01:01:57):
Does that make sense? Becausethat's the thing. Everybody
wants to be an expert. But thething is, is that you don't
become an expert by wanting tobe an expert. Everybody in this
world is 7 billion people. Theyall have a piece of the puzzle.
It's for you to find whichpieces fit your puzzle.

Oh, man, that is a great thing to end on my
friend. Thank you so much fortaking the time to share and be
honest and vulnerable and sharesome of these trade secrets with
the with the listeners. And I'mso excited to you know, every
time we talk and and thanks fortaking the time. I really
appreciate it.

Zoran, man, I love this I could do this for
hours. And obviously I hope youryour audience can slow down the
speed because I know that my ADDtakes me there and everything.
But I guarantee you when I comeinto your organization, you love
that. [LAUGHER]I'm flying 100 miles an hour. So
much those were really goodquestions. You can see very much

(01:02:54):
that you're switched on to whereyou actually want to drive the
questioning and it's reallyreally good. So thank you.

Thanks.
the podcast as well as theguests information can be found
on the show www.kizo.ca/podcast.
Here's a sneak peek of what'scoming up in our episode next
week.

Monique Kavelaars (01:03:33):
I think the best starting place is
recognizing the behaviors thatare the right, right what are
the rules of engagement? Whatare the rights to play so I you
know, we can look at decisionmaking and hierarchy and you
know how people communicate. Butthose can all be boiled down
into behaviors of how weactually what's expected of us.

(01:03:54):
I had recently posted somethingthat I thought was fun. I'd seen
the Norwegian ski team duringthe Olympics in Korea had had
three simple rules to theirculture, which was no jerks
allowed, basically be humble.
And anyone can sit anywheremeaning if you had won the day
before or lost. It doesn'tmatter. You don't get extra
privileges. We're all equal. AndFriday night, taco night.

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.css-14f5ked{margin:0;word-break:break-word;display:-webkit-box;-webkit-box-orient:vertical;box-orient:vertical;-webkit-line-clamp:2;overflow:hidden;}How to Ignite Ownership with Bruno Guévremont | S01E04