February 20, 2026 • 21 mins
Add value, not noise. Leadership expert Monte Wyatt offers actionable leadership advice on how to scale the leader to grow the business, boost profits, and enhance employee engagement and retention. Get access to effective mindset tools such as abundance mentality and ownership, as well as emotional intelligence techniques that give leaders a competitive advantage in the AI era. Find effective management tools and techniques that build a high-performance culture.
Amazon purchase book- Pulling Profits Out of a Hat: Adding Zeros to Your Company Isn't Magic
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SPEAKER_00 (00:10):
Hi everyone, welcome to the Jumping Entrepreneurship
Podcast.
Today we have Monty Wyatt.
Today's guest is someone whohelps leaders stop spinning
their wheels and start addingzeros.
Monty Wyatt is the CEO of addingzeros in security development
and one of the world's topcoaches in organizational
(00:30):
development.
In 2025, he was ranked as numberthree global guru for
organizational cultureprofessionals, a testament to
the impact uh he's had onleaders and companies worldwide.
Um, with one uh more than 25years of experience in
leadership, business, andpersonal development.
(00:52):
Monty um works directly withCEOs and executive teams who are
serious about scaling theirperformance and having uh their
impact multiplied.
His brand promise is bold andclear.
Advanced carriers transformcompanies deliver exceptional
results.
Welcome, Monty.
SPEAKER_01 (01:13):
Thank you for uh the opportunity to chat chat with
you.
Look forward to it.
SPEAKER_00 (01:18):
Great.
I gave a snippet of yourgigantic accomplishments, but do
you want to add anything more?
SPEAKER_01 (01:27):
No, you you did a great job.
It's uh it's been a greatcareer.
Look forward to talking moreabout it.
So, no, you did a wonderful job.
SPEAKER_00 (01:34):
Thank you so much, Monty.
Um, let's talk about this addingzeros.
How did you come up with theidea of starting this company?
SPEAKER_01 (01:43):
Well, for the last uh 22 years, I have been working
with CEOs and executive teams onuh bringing clarity to how they
lead and manage theirorganizations.
And the outcome of what I do isthat we add zeros to their
bottom line, to their top line,and to every aspect of their
business, from culture to uh uhto engagement to retention to
(02:08):
acquisition of customers.
So my goal is to add zeros inevery aspect of my customer's
business, and that's what wefocus on.
unknown (02:17):
Okay.
SPEAKER_00 (02:18):
Um can you elaborate when you mean adding zeros?
What with what perspective?
From what perspective are youactually seeing adding zeros?
SPEAKER_01 (02:27):
So in adding zeros, I want to help grow, uh, grow
their bottom line and grow theirimpact that they're having with
their team.
And that's the whole point ofadding a zero instead of 100,
it's 1,000.
Instead of 1 million, it's 10million.
And so we are we're adding zerosto the impact of the
organization and the resultsthey're getting in every area.
(02:48):
And and I think it's importantjust to note that the we add
zeros in not just results offinancials, but in results of
how people are interacting andengaged and how they're building
the culture and environment ofan organization because that
drives the results of a businessas well.
SPEAKER_00 (03:08):
That sums it up very greatly.
Thank you.
Um when you said 25 years ofexperience in leadership, that's
a lot of experience.
So how did you graph out yourexperience with your ups and
downs?
And how did you actually end upwith this idea of creating the
(03:29):
company and helping others?
What motivated you during thisjourney?
SPEAKER_01 (03:34):
Well, I I started out in the agricultural chemical
industry.
Uh, and I I spent 14 years inthat in that industry with the
same company, but survived threedifferent mergers and seven
different moves and about fivedifferent positions in the
organization.
And after the third merger, umit really wasn't the culture
(03:56):
that I wanted to be a part of.
It wasn't the leadership that Ihad hoped to work for.
And so that really was a driverfor me to go out on my own and
help organizations be betterleaders and better managers for
their organizations.
Because I really believe that ateam is a reflection of the
manager.
And if the manager is weak, theteam is going to be weak.
(04:19):
So we have to grow the managers,we have to grow the leaders, and
that's what I focus on ishelping folks.
But I that that's why I got intoit was really because I was in
an organization that did nothave the leadership that I
wanted to be a part of.
And uh, so that's I I I want tocreate that atmosphere in every
business that I work with.
(04:39):
And so that's what I've beendoing for the last uh 22 years
is adding zeros, but uh 14 yearsbefore that in different roles
within that company.
SPEAKER_00 (04:50):
I think that shows a true leadership quality in you
um because um if somebody, mostof the people, when they um come
up um with a problem um or theyexperience a problem, they will
try to find the reasons for it.
And there is another set ofpeople who say, hey, this is a
(05:11):
problem I went through.
Um, this is the possiblesolution, and I can bring in,
and I can help others also moveout from that problem.
And I think that's what yourcompany is truly about, isn't
it?
SPEAKER_01 (05:25):
Absolutely.
And when I when I think of theproblems that a business faces,
I I always look at is it apeople problem or a process
problem?
And uh we can fix processes byimproving the process, but we
fix the people problem byleadership.
We fix the people problem bymanagement.
And I think both are needed morethan ever today.
(05:46):
And I I define leadership andmanagement a little different
than everybody else.
I view leadership as influencewith passion and focus.
You you have to be a greatleader.
You have to be able to influenceothers with passion and with
focus.
That's the emotion side.
The management side, a manageris responsible for creating
competent and productive teammembers.
(06:07):
And I think that's the thelogical side.
So you have to balance theemotion side and the logical
side as a leader and a manager.
You need both skill sets.
You can be a strong leader, buta weak manager, and you can be a
strong manager and a weakleader.
We need strength in both areas,and that's that's really what I
help my clients do is grow intheir leadership and their
(06:28):
management skills by teachingthem new aspects, by helping
them see them uh reflection ofwhat they're doing with their
team and for more awareness, andto help them create better uh
influence with their team andorganization so they get greater
results.
SPEAKER_00 (06:46):
Yeah, that's that I think is a very, very important
aspect as um we are growing intothis uh very volatile market um
in corporate and other teams.
There is more pressure not onlyjust for individual contributors
but also for the management andhigher leadership.
(07:08):
Um you have been working withthe leadership for over 25
years.
What is the kind oftransformation in the leadership
mindset that you have seen inthe past five years with the uh
technology improvements, withthe new set of uh Gen C uh
(07:29):
coming into place aroundleadership?
What did you find the differencein leadership mindset?
SPEAKER_01 (07:35):
I think there's a a lot of a mindset that you have
to have.
And first of all, it's anabundance mindset.
And an abundance mindset isthere's more than enough.
The opposite is scarcity, wherethere's not enough.
And when I think aboutleadership in a business,
abundance says there's always ananswer.
How can we?
How can we find a way wherescarcity says we don't know how?
(08:00):
And I think that's veryimportant to have a mindset of
abundance so we can look foropportunities, we can find
solutions to those challenges.
And I think that's what leadersare are responsible for today.
You know, you we've got AI outthere.
Uh, AI can't take care of thehuman aspect of it.
And that's that's a big part ofbecoming a strong leader.
(08:21):
I think leadership skills aregoing to be more important in
the future because of that,where AI can do a lot of things,
but it can't add that humanaspect of it where we need to be
helping others, we need to besupporting others, we need to be
challenging others, we need tobe coaching others to really
that human aspect of success.
So I think an abundant mindsetis very powerful.
(08:45):
The the second mindset that Ithink is is huge is what I call
ownership for success.
There's two components to that.
One is we have to define whatsuccess is.
So we have to be clear on how dowe know if we're successful, how
do we know if we're winning?
Because everybody wants to win.
Everybody wants to besuccessful.
And the second part is takingownership of that result that
(09:06):
we're after.
So ownership for success.
You've got to define it, andthen you've got to commit to it.
That's ownership for success.
So between those two points ofmindset, I think it's a
different way of thinking.
I think it's a different way ofgetting results and finding a
leadership trait in every one ofus that can help fulfill the
(09:28):
needs that are within our teamand within their
characteristics.
SPEAKER_00 (09:34):
Yeah, yeah, that is so true.
Um, I see a lot of articles nowmentioning about the challenges
that leaders are facing uh withthe new transformation of AI,
uh, talking that the empathy,the emotional intelligence are
the two major missing factors umin upcoming leaders nowadays.
(10:00):
And it's not just about thedeadlines, as you said, it's
about how you handle thepersonalities.
Uh, if you see around five orten years back, people used to
say, Hey, I can you know umtrain them on the personality,
how to build the personality,but I need their technical
skills, and now it's down thepresent thing, hey, I want them
(10:25):
to have a particular personalitytrait, I can change train them
technical skills, right?
So it became quite opposite withwith the transformation of AI.
Um do you see that pattern ofemotional intelligence and
empathy being the key factor inleadership?
(10:46):
And if you compare one leaderwith low emotional intelligence
or empathy versus the leader whohave medium to high score of
empathy and emotionalintelligence, how do you think
it actually impacts how theyhandle the team?
SPEAKER_01 (11:05):
You know, when I when I think of emotional
intelligence, I think aboutunderstanding our own emotions
and why we respond the way wedo, but also understanding other
people's emotions and why theyrespond the way they do.
And the big part of emotionalintelligence is how to adapt to
that.
And so I think that is a huge,huge skill set that needs to be
(11:28):
trained and can be trained andlearned from every leader out
there.
And I think that's a emotionalintelligence is is really the
understanding of emotions inourselves and with others.
And when you do that, you'rebuilding greater trust, you're
able to influence moreeffectively, and you're getting
the results that you wantbecause you're connecting with
(11:50):
that individual more clearly.
So I I really think emotionalintelligence is a huge trait
that everybody can work on, thateverybody can grow in, because
it's it is not onlyunderstanding ourselves, but
it's understanding the peoplethat we're working with so that
we can maximize their skillsets, maximize their
characteristics and the waythey're thinking so we can get
the results that we're after.
SPEAKER_00 (12:12):
Yeah, that does make a lot of sense.
Thank you, Monty.
Um we have most of our audiencesare parents who are chuggling um
their work-life balance or whoare starting their own company
or having their own adventure.
Um, any tips for them from theangle of um personal development
(12:37):
and from the angle of leadershipqualities uh that can help them
to grow up in the ladder?
SPEAKER_01 (12:43):
You know, everybody talks about being better at time
management.
We really can't manage time.
We've all got the same amount oftime every day.
We've got to manage ourschedule.
And I think that's a powerfulthing is making sure that every
leader, especially if you have ayoung family, uh you're you're
balancing your family and yourwork time, you've got to uh
(13:05):
control as much of your scheduleas you can.
And when I say control, you'vegot to guide it.
How long are your meetings thatyou're having?
How long are the conversationsthat you're conducting?
And making sure that you'resticking to your schedule.
It's not always possible, butyou you've got to do the best
that you can.
You block off time to work onprojects, just like they're a
meeting that you're attending.
(13:27):
You've got to be intentionalwith your time so you can manage
that aspect of your schedule.
And again, you can't managetime, you can only manage your
schedule.
So, how are you influencing whothough who those that you're
interacting with so you cancontrol that energy, control
your time, and make sure thatyou are getting the results that
(13:47):
you want from the time thatyou're able to put in.
And, you know, raising a youngfamily is is definitely a good
balancing act uh because you youyou may come home for work, you
spend some time with your kids,and then you go back to work.
Uh you get your computer out,you start working some more.
And I think you've got to findfind your balance uh of that.
(14:07):
But in the same breath, balanceis a is a tricky word.
There's there's differentjourneys and different time
frames in our life or differentseasons in our life when that we
need more time in certain areas,that we need greater influence.
So uh I'm not a big fan of theword balance.
Uh I like it more of there'sseasons that we've got to spend
(14:28):
different areas of our time indifferent places so we get the
results that we're after.
SPEAKER_00 (14:37):
That is a very sharp but very practical answer and
suggestion.
Thank you, Monty.
And uh to the audience who don'tknow, Monty is also a very great
um book author.
Um, his book is also on um thetop US plus.
Um, and do you want to shareanything about your um book and
(15:01):
your experience with it?
Any tips for the audience?
SPEAKER_01 (15:03):
You bet.
Uh the name of my book isPulling Profits Out of a Hat.
And it's all about uh the thingsI've learned over the last 25
years of how businesses need togrow.
And I call it the fivedisciplines.
It's the five disciplines ofexponential growth.
And those five disciplines touchevery aspect of the business,
and I view it as discipline anddiscipline in strategy,
(15:27):
discipline in businessdevelopment, discipline in how
we work with our people,discipline in execution, and
discipline in our mission of ourorganization.
And throughout the book, we givegreat examples of how uh large
and small businesses haveimplemented uh these areas of
discipline and what kind ofimpact that they they have had
on their growth and what itmeans to their retention of
(15:49):
employees, their acquisition ofcustomers.
And it touches every aspect.
And when I when I say everyaspect, it touches every aspect
from leadership to management tohiring and training your team to
systems and efficiencies tosales and marketing.
And so you you really, as anentrepreneur, as a business
leader, as a CEO or executiveteam member, you've got to be
(16:11):
able to think about every aspectof the business, not just one
area, because every area isconnected to the other.
When you you make a sale, you'vegot to deal with production.
When you make a when you domarketing efforts, you've got to
make sure that your salespeopleare connected to it.
So everything is connected.
And that's a big part of uhpulling profits out of a hat.
(16:32):
It makes it look simple, butit's a lot of hard work in the
back end.
And uh this was a great book,uh, like I said, of the last 20,
25 years of my experience ofworking with business leaders
and the impact that uh you canhave and the different
disciplines that make it happen.
And uh I I want to encourage youto really think about how
(16:53):
disciplined is your organizationin every aspect of it and where
you can grow in that disciplinearea, because I think that's a
that's a powerful thing.
This is a an exercise of writingthe book was a was a two-year
process, a little over twoyears.
And uh I I think I I learned alot by doing it, just by getting
(17:13):
my examples and getting myinteractions with my customers,
just to make sure that it wastold telling good stories.
And so it's a it's a great tool.
I use it more as a resourceguide or recommend it as a
resource guide than just a bookto read from front to cut uh
front cover to back cover.
It's more of a resource guide.
When you need something onbusiness development, you look
(17:33):
in the business developmentarea.
If you need something inculture, you look in the mission
area.
So it's uh it's a great concept,and I I think it's something
that every every leader canmanage and and learn from uh in
their growth as a leader.
SPEAKER_00 (17:48):
So again, to the audience, uh the book name is
Pulling Prophets Out of the Hat.
If you get some time, please doget it.
I think it's going to be anamazing book.
Again, it's Wall Street Journaland USA Today Bestseller.
So thank you, Monty, for sharingyour experience through your
book and through the podcast.
(18:09):
Um, as we wrap up, I was alsolooking at your recent article
on accountability in today'sgeneration and today's
workplace.
Um, why can't we wrap up thecall around your suggestions on
accountability?
SPEAKER_01 (18:24):
You know, when I think of accountability, uh
there's two different views ofhow people think of
accountability.
One is it's a negative, uh, anegative where you hold someone
accountable, that there's apunishment at the end if they
didn't achieve something.
I view it the opposite way.
Accountability is takingownership for success.
And uh part of a accountabilityis being committed to an outcome
(18:48):
or committed to certain actionsthat you're going to take.
And I take accountability forthat result.
I take accountability for mysuccess.
I take accountability for theactions that I commit to.
And if I don't achieve it or ifI have a problem, I'm
responsible for finding asolution.
(19:08):
And uh I'm responsible forfixing it if there's something
that didn't go well.
And so accountability needs tobe viewed as a positive.
We want to take accountability,we should take accountability
for success.
Uh and we gotta we gotta takethat commitment and really grab
a hold of it and take ownershipfor success.
Going back to that mindset pieceis you gotta have that ownership
(19:30):
for success to really be trulyaccountable to your commitments.
SPEAKER_00 (19:38):
Accountability, yeah, very powerful word, uh,
very easily misunderstood, but Ilove the way you have defined
it.
So, again, everyone, uh MontyWyatt.
Monty, again, thank you for yourtime and sharing a great nuggets
and reminding us that scaling abusiness starts with scaling the
(20:00):
leader.
If you want to add zeros to yourresults, start by elevating your
awareness, execution, anddiscipline.
SPEAKER_01 (20:08):
Absolutely, absolutely.
You know, I I just want to sharea couple last things that I
would encourage.
You know, part of part of uhgrowing a business and scaling
the leader is having alignmentin the leadership team.
And I think alignment as aleadership team is more than
just being in agreement.
Alignment is about that we areall working towards the same
(20:30):
goal, we're working toward thesame outcome, and we're not
putting one department overanother.
We are aligned in growing thebusiness as a whole.
And I I want to give a resourcethat each one of you can use to
see how aligned your team is.
And if you go to coachmonti.comslash podcast, you will get a
(20:53):
complementary uh alignmentscorecard that you can use with
your executive team to see whatareas that you are clearly
aligned and areas you need togrow in your alignment.
Uh, but again, that'scoachmony.com slash podcast.
SPEAKER_00 (21:11):
Thank you again, Monty.
Lot of great resources you haveshared with our audience from
the podcast to the books to yourgolden nuggets of um uh you know
wisdom in the podcast.
Thank you once again, MontyWhite, everyone.
Hi everyone, welcome to the Jumping Entrepreneurship
Podcast.
Today we have Monty Wyatt.
Today's guest is someone whohelps leaders stop spinning
their wheels and start addingzeros.
Monty Wyatt is the CEO of addingzeros in security development
and one of the world's topcoaches in organizational
(00:30):
development.
In 2025, he was ranked as numberthree global guru for
organizational cultureprofessionals, a testament to
the impact uh he's had onleaders and companies worldwide.
Um, with one uh more than 25years of experience in
leadership, business, andpersonal development.
(00:52):
Monty um works directly withCEOs and executive teams who are
serious about scaling theirperformance and having uh their
impact multiplied.
His brand promise is bold andclear.
Advanced carriers transformcompanies deliver exceptional
results.
Welcome, Monty.
SPEAKER_01 (01:13):
Thank you for uh the opportunity to chat chat with
you.
Look forward to it.
SPEAKER_00 (01:18):
Great.
I gave a snippet of yourgigantic accomplishments, but do
you want to add anything more?
SPEAKER_01 (01:27):
No, you you did a great job.
It's uh it's been a greatcareer.
Look forward to talking moreabout it.
So, no, you did a wonderful job.
SPEAKER_00 (01:34):
Thank you so much, Monty.
Um, let's talk about this addingzeros.
How did you come up with theidea of starting this company?
SPEAKER_01 (01:43):
Well, for the last uh 22 years, I have been working
with CEOs and executive teams onuh bringing clarity to how they
lead and manage theirorganizations.
And the outcome of what I do isthat we add zeros to their
bottom line, to their top line,and to every aspect of their
business, from culture to uh uhto engagement to retention to
(02:08):
acquisition of customers.
So my goal is to add zeros inevery aspect of my customer's
business, and that's what wefocus on.
unknown (02:17):
Okay.
SPEAKER_00 (02:18):
Um can you elaborate when you mean adding zeros?
What with what perspective?
From what perspective are youactually seeing adding zeros?
SPEAKER_01 (02:27):
So in adding zeros, I want to help grow, uh, grow
their bottom line and grow theirimpact that they're having with
their team.
And that's the whole point ofadding a zero instead of 100,
it's 1,000.
Instead of 1 million, it's 10million.
And so we are we're adding zerosto the impact of the
organization and the resultsthey're getting in every area.
(02:48):
And and I think it's importantjust to note that the we add
zeros in not just results offinancials, but in results of
how people are interacting andengaged and how they're building
the culture and environment ofan organization because that
drives the results of a businessas well.
SPEAKER_00 (03:08):
That sums it up very greatly.
Thank you.
Um when you said 25 years ofexperience in leadership, that's
a lot of experience.
So how did you graph out yourexperience with your ups and
downs?
And how did you actually end upwith this idea of creating the
(03:29):
company and helping others?
What motivated you during thisjourney?
SPEAKER_01 (03:34):
Well, I I started out in the agricultural chemical
industry.
Uh, and I I spent 14 years inthat in that industry with the
same company, but survived threedifferent mergers and seven
different moves and about fivedifferent positions in the
organization.
And after the third merger, umit really wasn't the culture
(03:56):
that I wanted to be a part of.
It wasn't the leadership that Ihad hoped to work for.
And so that really was a driverfor me to go out on my own and
help organizations be betterleaders and better managers for
their organizations.
Because I really believe that ateam is a reflection of the
manager.
And if the manager is weak, theteam is going to be weak.
(04:19):
So we have to grow the managers,we have to grow the leaders, and
that's what I focus on ishelping folks.
But I that that's why I got intoit was really because I was in
an organization that did nothave the leadership that I
wanted to be a part of.
And uh, so that's I I I want tocreate that atmosphere in every
business that I work with.
(04:39):
And so that's what I've beendoing for the last uh 22 years
is adding zeros, but uh 14 yearsbefore that in different roles
within that company.
SPEAKER_00 (04:50):
I think that shows a true leadership quality in you
um because um if somebody, mostof the people, when they um come
up um with a problem um or theyexperience a problem, they will
try to find the reasons for it.
And there is another set ofpeople who say, hey, this is a
(05:11):
problem I went through.
Um, this is the possiblesolution, and I can bring in,
and I can help others also moveout from that problem.
And I think that's what yourcompany is truly about, isn't
it?
SPEAKER_01 (05:25):
Absolutely.
And when I when I think of theproblems that a business faces,
I I always look at is it apeople problem or a process
problem?
And uh we can fix processes byimproving the process, but we
fix the people problem byleadership.
We fix the people problem bymanagement.
And I think both are needed morethan ever today.
(05:46):
And I I define leadership andmanagement a little different
than everybody else.
I view leadership as influencewith passion and focus.
You you have to be a greatleader.
You have to be able to influenceothers with passion and with
focus.
That's the emotion side.
The management side, a manageris responsible for creating
competent and productive teammembers.
(06:07):
And I think that's the thelogical side.
So you have to balance theemotion side and the logical
side as a leader and a manager.
You need both skill sets.
You can be a strong leader, buta weak manager, and you can be a
strong manager and a weakleader.
We need strength in both areas,and that's that's really what I
help my clients do is grow intheir leadership and their
(06:28):
management skills by teachingthem new aspects, by helping
them see them uh reflection ofwhat they're doing with their
team and for more awareness, andto help them create better uh
influence with their team andorganization so they get greater
results.
SPEAKER_00 (06:46):
Yeah, that's that I think is a very, very important
aspect as um we are growing intothis uh very volatile market um
in corporate and other teams.
There is more pressure not onlyjust for individual contributors
but also for the management andhigher leadership.
(07:08):
Um you have been working withthe leadership for over 25
years.
What is the kind oftransformation in the leadership
mindset that you have seen inthe past five years with the uh
technology improvements, withthe new set of uh Gen C uh
(07:29):
coming into place aroundleadership?
What did you find the differencein leadership mindset?
SPEAKER_01 (07:35):
I think there's a a lot of a mindset that you have
to have.
And first of all, it's anabundance mindset.
And an abundance mindset isthere's more than enough.
The opposite is scarcity, wherethere's not enough.
And when I think aboutleadership in a business,
abundance says there's always ananswer.
How can we?
How can we find a way wherescarcity says we don't know how?
(08:00):
And I think that's veryimportant to have a mindset of
abundance so we can look foropportunities, we can find
solutions to those challenges.
And I think that's what leadersare are responsible for today.
You know, you we've got AI outthere.
Uh, AI can't take care of thehuman aspect of it.
And that's that's a big part ofbecoming a strong leader.
(08:21):
I think leadership skills aregoing to be more important in
the future because of that,where AI can do a lot of things,
but it can't add that humanaspect of it where we need to be
helping others, we need to besupporting others, we need to be
challenging others, we need tobe coaching others to really
that human aspect of success.
So I think an abundant mindsetis very powerful.
(08:45):
The the second mindset that Ithink is is huge is what I call
ownership for success.
There's two components to that.
One is we have to define whatsuccess is.
So we have to be clear on how dowe know if we're successful, how
do we know if we're winning?
Because everybody wants to win.
Everybody wants to besuccessful.
And the second part is takingownership of that result that
(09:06):
we're after.
So ownership for success.
You've got to define it, andthen you've got to commit to it.
That's ownership for success.
So between those two points ofmindset, I think it's a
different way of thinking.
I think it's a different way ofgetting results and finding a
leadership trait in every one ofus that can help fulfill the
(09:28):
needs that are within our teamand within their
characteristics.
SPEAKER_00 (09:34):
Yeah, yeah, that is so true.
Um, I see a lot of articles nowmentioning about the challenges
that leaders are facing uh withthe new transformation of AI,
uh, talking that the empathy,the emotional intelligence are
the two major missing factors umin upcoming leaders nowadays.
(10:00):
And it's not just about thedeadlines, as you said, it's
about how you handle thepersonalities.
Uh, if you see around five orten years back, people used to
say, Hey, I can you know umtrain them on the personality,
how to build the personality,but I need their technical
skills, and now it's down thepresent thing, hey, I want them
(10:25):
to have a particular personalitytrait, I can change train them
technical skills, right?
So it became quite opposite withwith the transformation of AI.
Um do you see that pattern ofemotional intelligence and
empathy being the key factor inleadership?
(10:46):
And if you compare one leaderwith low emotional intelligence
or empathy versus the leader whohave medium to high score of
empathy and emotionalintelligence, how do you think
it actually impacts how theyhandle the team?
SPEAKER_01 (11:05):
You know, when I when I think of emotional
intelligence, I think aboutunderstanding our own emotions
and why we respond the way wedo, but also understanding other
people's emotions and why theyrespond the way they do.
And the big part of emotionalintelligence is how to adapt to
that.
And so I think that is a huge,huge skill set that needs to be
(11:28):
trained and can be trained andlearned from every leader out
there.
And I think that's a emotionalintelligence is is really the
understanding of emotions inourselves and with others.
And when you do that, you'rebuilding greater trust, you're
able to influence moreeffectively, and you're getting
the results that you wantbecause you're connecting with
(11:50):
that individual more clearly.
So I I really think emotionalintelligence is a huge trait
that everybody can work on, thateverybody can grow in, because
it's it is not onlyunderstanding ourselves, but
it's understanding the peoplethat we're working with so that
we can maximize their skillsets, maximize their
characteristics and the waythey're thinking so we can get
the results that we're after.
SPEAKER_00 (12:12):
Yeah, that does make a lot of sense.
Thank you, Monty.
Um we have most of our audiencesare parents who are chuggling um
their work-life balance or whoare starting their own company
or having their own adventure.
Um, any tips for them from theangle of um personal development
(12:37):
and from the angle of leadershipqualities uh that can help them
to grow up in the ladder?
SPEAKER_01 (12:43):
You know, everybody talks about being better at time
management.
We really can't manage time.
We've all got the same amount oftime every day.
We've got to manage ourschedule.
And I think that's a powerfulthing is making sure that every
leader, especially if you have ayoung family, uh you're you're
balancing your family and yourwork time, you've got to uh
(13:05):
control as much of your scheduleas you can.
And when I say control, you'vegot to guide it.
How long are your meetings thatyou're having?
How long are the conversationsthat you're conducting?
And making sure that you'resticking to your schedule.
It's not always possible, butyou you've got to do the best
that you can.
You block off time to work onprojects, just like they're a
meeting that you're attending.
(13:27):
You've got to be intentionalwith your time so you can manage
that aspect of your schedule.
And again, you can't managetime, you can only manage your
schedule.
So, how are you influencing whothough who those that you're
interacting with so you cancontrol that energy, control
your time, and make sure thatyou are getting the results that
(13:47):
you want from the time thatyou're able to put in.
And, you know, raising a youngfamily is is definitely a good
balancing act uh because you youyou may come home for work, you
spend some time with your kids,and then you go back to work.
Uh you get your computer out,you start working some more.
And I think you've got to findfind your balance uh of that.
(14:07):
But in the same breath, balanceis a is a tricky word.
There's there's differentjourneys and different time
frames in our life or differentseasons in our life when that we
need more time in certain areas,that we need greater influence.
So uh I'm not a big fan of theword balance.
Uh I like it more of there'sseasons that we've got to spend
(14:28):
different areas of our time indifferent places so we get the
results that we're after.
SPEAKER_00 (14:37):
That is a very sharp but very practical answer and
suggestion.
Thank you, Monty.
And uh to the audience who don'tknow, Monty is also a very great
um book author.
Um, his book is also on um thetop US plus.
Um, and do you want to shareanything about your um book and
(15:01):
your experience with it?
Any tips for the audience?
SPEAKER_01 (15:03):
You bet.
Uh the name of my book isPulling Profits Out of a Hat.
And it's all about uh the thingsI've learned over the last 25
years of how businesses need togrow.
And I call it the fivedisciplines.
It's the five disciplines ofexponential growth.
And those five disciplines touchevery aspect of the business,
and I view it as discipline anddiscipline in strategy,
(15:27):
discipline in businessdevelopment, discipline in how
we work with our people,discipline in execution, and
discipline in our mission of ourorganization.
And throughout the book, we givegreat examples of how uh large
and small businesses haveimplemented uh these areas of
discipline and what kind ofimpact that they they have had
on their growth and what itmeans to their retention of
(15:49):
employees, their acquisition ofcustomers.
And it touches every aspect.
And when I when I say everyaspect, it touches every aspect
from leadership to management tohiring and training your team to
systems and efficiencies tosales and marketing.
And so you you really, as anentrepreneur, as a business
leader, as a CEO or executiveteam member, you've got to be
(16:11):
able to think about every aspectof the business, not just one
area, because every area isconnected to the other.
When you you make a sale, you'vegot to deal with production.
When you make a when you domarketing efforts, you've got to
make sure that your salespeopleare connected to it.
So everything is connected.
And that's a big part of uhpulling profits out of a hat.
(16:32):
It makes it look simple, butit's a lot of hard work in the
back end.
And uh this was a great book,uh, like I said, of the last 20,
25 years of my experience ofworking with business leaders
and the impact that uh you canhave and the different
disciplines that make it happen.
And uh I I want to encourage youto really think about how
(16:53):
disciplined is your organizationin every aspect of it and where
you can grow in that disciplinearea, because I think that's a
that's a powerful thing.
This is a an exercise of writingthe book was a was a two-year
process, a little over twoyears.
And uh I I think I I learned alot by doing it, just by getting
(17:13):
my examples and getting myinteractions with my customers,
just to make sure that it wastold telling good stories.
And so it's a it's a great tool.
I use it more as a resourceguide or recommend it as a
resource guide than just a bookto read from front to cut uh
front cover to back cover.
It's more of a resource guide.
When you need something onbusiness development, you look
(17:33):
in the business developmentarea.
If you need something inculture, you look in the mission
area.
So it's uh it's a great concept,and I I think it's something
that every every leader canmanage and and learn from uh in
their growth as a leader.
SPEAKER_00 (17:48):
So again, to the audience, uh the book name is
Pulling Prophets Out of the Hat.
If you get some time, please doget it.
I think it's going to be anamazing book.
Again, it's Wall Street Journaland USA Today Bestseller.
So thank you, Monty, for sharingyour experience through your
book and through the podcast.
(18:09):
Um, as we wrap up, I was alsolooking at your recent article
on accountability in today'sgeneration and today's
workplace.
Um, why can't we wrap up thecall around your suggestions on
accountability?
SPEAKER_01 (18:24):
You know, when I think of accountability, uh
there's two different views ofhow people think of
accountability.
One is it's a negative, uh, anegative where you hold someone
accountable, that there's apunishment at the end if they
didn't achieve something.
I view it the opposite way.
Accountability is takingownership for success.
And uh part of a accountabilityis being committed to an outcome
(18:48):
or committed to certain actionsthat you're going to take.
And I take accountability forthat result.
I take accountability for mysuccess.
I take accountability for theactions that I commit to.
And if I don't achieve it or ifI have a problem, I'm
responsible for finding asolution.
(19:08):
And uh I'm responsible forfixing it if there's something
that didn't go well.
And so accountability needs tobe viewed as a positive.
We want to take accountability,we should take accountability
for success.
Uh and we gotta we gotta takethat commitment and really grab
a hold of it and take ownershipfor success.
Going back to that mindset pieceis you gotta have that ownership
(19:30):
for success to really be trulyaccountable to your commitments.
SPEAKER_00 (19:38):
Accountability, yeah, very powerful word, uh,
very easily misunderstood, but Ilove the way you have defined
it.
So, again, everyone, uh MontyWyatt.
Monty, again, thank you for yourtime and sharing a great nuggets
and reminding us that scaling abusiness starts with scaling the
(20:00):
leader.
If you want to add zeros to yourresults, start by elevating your
awareness, execution, anddiscipline.
SPEAKER_01 (20:08):
Absolutely, absolutely.
You know, I I just want to sharea couple last things that I
would encourage.
You know, part of part of uhgrowing a business and scaling
the leader is having alignmentin the leadership team.
And I think alignment as aleadership team is more than
just being in agreement.
Alignment is about that we areall working towards the same
(20:30):
goal, we're working toward thesame outcome, and we're not
putting one department overanother.
We are aligned in growing thebusiness as a whole.
And I I want to give a resourcethat each one of you can use to
see how aligned your team is.
And if you go to coachmonti.comslash podcast, you will get a
(20:53):
complementary uh alignmentscorecard that you can use with
your executive team to see whatareas that you are clearly
aligned and areas you need togrow in your alignment.
Uh, but again, that'scoachmony.com slash podcast.
SPEAKER_00 (21:11):
Thank you again, Monty.
Lot of great resources you haveshared with our audience from
the podcast to the books to yourgolden nuggets of um uh you know
wisdom in the podcast.
Thank you once again, MontyWhite, everyone.
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