November 15, 2024 • 14 mins
Can lessons from a family business and EOS principles transform your leadership and drive organizational performance?
In this episode of Leadership Levers, Kyle Danner, CEO of Kyle Danner Consulting and a Professional EOS Implementer, shares his journey from managing the complexities of a family business to guiding organizations in building thriving cultures.
Drawing from his personal experience in the family business & succession planning sector, Kyle explores how family business dynamics shape leadership strategies and organizational success.
Kyle highlights the importance of aligning leadership teams with a clear vision and fostering open communication to overcome challenges and drive success. His practical advice, rooted in real-world examples, is valuable for leaders across multiple industries.
This episode reveals how intentional culture-building lays the foundation for sustained growth. Kyle’s insights offer actionable lessons for creating cohesive, high-performing teams.
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Seeking to align your culture, boost performance & impact your bottom line? Let’s chat—no sales, just real talk about your challenges. Not ready? Join our PL3 Community for free insights & connections.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
William Gladhart (00:00):
Welcome to the Leadership Levers Podcast.
I'm your host, Will Gladhart,CMO at the Culture Think Tank.
At the Culture Think Tank, weempower leaders with metrics
that strengthen culture, driveperformance and return.
We're here today to learn aboutthe actions leaders have taken
to address organizational change.
(00:21):
Our guest today is Kyle Danner,CEO of Kyle Danner Consulting
and EOS Implementer.
Thanks so much for taking thetime to join us.
Kyle Danner (00:32):
Thanks so much Will happy to be here with you today
.
William Gladhart (00:35):
Excellent.
Let's start by having you sharewith our audience a bit about
yourself, your background andyour organization.
Kyle Danner (00:41):
Sure, I started my entrepreneurial journey in my
family's business, joinedfull-time right out of college.
At that point, the familybusiness was a small print shop
that my brother and sister ownedtogether.
We grew it to be the fifthlargest printing company in
Kansas City, growing it fromabout a couple million in
revenue to over 18 million andfrom about 12 employees to over
80 employees.
And so, first of all, I'mbragging about what we
(01:04):
accomplished.
I'm really proud of what we didas a family and we also had a
really great group of peoplehelping us along the way.
But that's a lot of growth andthat's a lot of change, and one
of the changes is that thefamily business and I we're no
longer a fit.
So, recognizing that, I sold myinterest in 2010, struck out on
my own, ended up going back toschool for a degree in
counseling.
Now say whatever you want about17 years in family business and
(01:29):
decide you need to be atherapist afterwards.
But along the way, I found Ikind of discovered this area
that the family businessadvisors, people who work, help
both the family and the businesswork better together.
And ended up talking to somereally good friends and they
said you should go do that.
And I said you know you'reright, I should go do it.
(01:50):
I should go do that, notrecognizing what go do that
meant.
So I went out, started working,coaching other advisors,
facilitating family meetings,helping out wherever I could,
and in so many cases, businessowners were absolutely
frustrated because there are allthese people coming in from the
outside telling them everythingthat was wrong with the
business and you, being abusiness owner yourself, don't
you appreciate that conversation?
But they weren't really givingthe tools to fix it.
(02:11):
And so, recognizing that, Ireally went looking for a
solution, because up to thatpoint I'd really focused on the
family and now I was being askedwhat could I do for the
business, went looking for asolution and I found EOS, which
is the Entrepreneurial OperatingSystem.
So if you're familiar with thebook Traction, get a Grip on
your Business by Gino Wickman, Ibecame what's called an EOS
implementer.
So I joined a community there'swe Are 800 Strong as of today.
(02:35):
Worldwide we help leadershipteams get better at three things
.
We call vision, traction andhealthy.
Vision is getting the team 100%on the same page of where
they're going and a plan to getthere.
Traction is about bringing thatvision down to the ground and
instilling that discipline andaccountability so they're always
executing towards it.
And healthy is helping themmake a more open, functional,
cohesive, healthy leadershipteam, because most of the times
(02:58):
they're not.
And then from there theleadership team takes it and
rolls out into the rest of theorganization.
So everybody's on the same pageof the vision, everybody's
executing on that vision andyou've created a culture of
people you really enjoy spendingtime with.
William Gladhart (03:11):
Yeah, well, I love that you share that because
, full disclosure, many yearsago you and I sat down, I think,
over a cocktail and this was asyou were finishing your degree
and talking about familybusiness, talking about all the
other pieces and, as you said,friends encouraged you to go do
this.
And going and doing this didn'treally have any sort of model
(03:32):
or what it was going to looklike, and kudos to you for kind
of blazing the path on that,taking what you learned from the
family business, building thatinto the cultural element, but
also the process, the otherpieces.
So, kyle, we'll be discussingthree questions today as a
warm-up to our conversation.
Would you share why you believea healthy culture is critical?
Kyle Danner (03:51):
Well, it starts and ends with your people.
If you don't have a healthyculture and typically the way
that I look at defining ahealthy culture is it's really
having the right people, thosepeople who share your core
values which we'll talk a littlebit later on in our
conversation today that arereally a culture fit and they're
paired with the right job, jobsthat they really want, they
(04:14):
understand they can execute on.
Without those two thingstogether, you just you can get
things done, but it turns into aslog and you have a never
ending list of issues you've gotto deal with.
So either you can invest in thefront end of really developing
and growing and having a healthyculture or you can deal with it
(04:34):
in the back end, with continualchurn for employees, churn in
customers, folks not followingprocess, unclear, I mean.
The list just goes on.
So really a healthy culture iscritical.
William Gladhart (04:47):
Yeah, I think you touched on and I know you'll
touch on this more aboutclarity of role understanding,
communication within theorganization and what's the
approach?
Is it really on the front endand tackling those before it
gets to the back end and too farout of the process to be able
to control?
So you know, it's been ourexperience that leaders tend to
(05:08):
struggle in three key areaspeople, process or profit.
In your role, not only as aleader, but also in working with
other CEOs and leaders, couldyou identify which one of these
three areas represented achallenge of an organization
that you worked with?
Kyle Danner (05:24):
It's people, consistently it's people.
Now, of course, I coachleadership teams, so I come in
with that lens of reallythinking about the people that
not only are at the top, but thepeople throughout the rest of
the organization.
So for me, it's always thepeople.
William Gladhart (05:43):
Yeah, so was there a specific challenge,
either in your own familybusiness or not to disclose any
additional information, but in aleadership group or company
that you worked with thatnegatively impacted the
organization?
Kyle Danner (05:56):
I'll give you my personal story.
So you know folks, I gave youthe nice little marketing
version of helping grow abusiness.
I joined the family business,like I said, right out of
college.
My plan was to stay one year.
I ended up staying 17 years.
So really a role in business,or at least a role in the family
business, was never for me.
It was a great entrepreneurialjourney.
(06:17):
I learned so much.
I had more responsibility, morereward and I was at the head of
the table helping makedecisions.
But ultimately it wasn't thebest place for me.
And my last position there Willand you know the story and, by
the way, gang, for those of youlistening today, will's actually
the one who kind of told me togo really get into the
(06:39):
succession planning for familybusinesses.
So guilty as charged Will.
William Gladhart (06:44):
Well, yeah, occasionally I make a really
good mistake.
Kyle Danner (06:49):
It was a really good mistake, but really it
wasn't the place for me.
In my last role, I was directorof IT, or I think we called it
the chief information officer.
I know nothing about IT I'm aterrible project manager but I
grew into this role.
It just kind of is how itformed, and we were faced with a
(07:10):
really exciting opportunity,the type of opportunity that
challenges us to grow, andthrough that opportunity it
became very clear I was thewrong person for this job.
Through that opportunity, itbecame very clear I was the
wrong person for this job.
I had no interest in gettingthe skills needed.
I didn't want to do the job andI didn't have the experience.
And as I looked around thefamily business there was no
(07:32):
other place for me.
And as I look back on that time, it became really clear that I
was the one who was in the wayand it wasn't fair to myself.
It wasn't fair to my family,our employees, our customers I
mean, it just impactedeverything.
And so that's when I decided toleave the family business.
I see that over and over again,not just in a family business,
for any business.
Someone is in a position thatthey shouldn't be in and
(07:55):
everybody's afraid to talk aboutit because they don't want to
upset the other person, theydon't want to upset the Apple
car, whatever, or they justcan't have that conversation
because essentially, in my case,I needed to be fired.
When I say fired, really exitthe company and there are ways
in which you can help peopleexit well, or maybe they're just
(08:15):
not in the right seat, maybeyou need to find another place
for them in the organization.
But it's this fear about havingthose really hard conversations
.
It's what Patrick Lencionicalls about entering the danger.
And it's about entering thedanger and having those hard
conversations Because we thinkabout firing somebody as kind of
cruel.
Well, what's more cruel?
(08:36):
Keeping them in a position towhere you know they're failing?
They probably know they'refailing and everybody around
them knows that they're failing.
How awful is that.
William Gladhart (08:48):
Yeah, I mean what a detriment not only to the
person but to the company andto everybody else.
I appreciate you bring that up.
We've had a handful of leadersshare on the podcast
specifically about thatparticular challenge of either
the wrong fit, the wrongemployee, a toxic employee and
when that conversation was had,and either when that person was
(09:09):
exited or found to be a betterfit in another role in the
company that people stepped up,people actually offered to help,
there was a review of process,there was a review of people.
There were all these thingsthat, as you brought up very
well said that nobody wanted totalk about, no one wanted to
address, and as soon as thatlinchpin kind of popped out of
(09:30):
the whole deal, all of a suddenall of these opportunities
cascaded for the company and theprofitability and performance
skyrocketed within six to 12months.
So I think having those verycritical conversations and being
aware as leaders to have thatconversation is absolutely
critical.
So you've shared a little bitabout kind of that negative
(09:51):
impact, but maybe what was theone thing you identified with
either a client or in theorganization that impacted the
culture positively or in theorganization?
Kyle Danner (10:00):
that impacted the culture positively.
Oh, I go back to thinking abouta client I was working with as
a professional services firm.
The leader was very much avisionary entrepreneur, could
think 10 to 20, 30 years ahead,but was absolutely frustrated
because they had a couple of keyhires that just weren't getting
it running into all kinds ofproblems.
(10:23):
And this is not a person who ispatient, because it's never
fast enough for them.
And it's not that they weremean or rude or anything, it's
just they couldn't get therefast enough.
They had this vision, theywanted to see the vision, and
they just couldn't get therefast enough.
And so we're going through anEOS.
We walk through core valuesexercise.
I know this is recorded, but Ican already hear the eyes roll
(10:45):
about core values because it'sunfortunately one of those
things that's just been beatento death in business.
It means so much but it doesn'tmean anything because everybody
sees so much of theinauthenticity in core values.
Well, we walked through corevalues exercise to get really
clear what are thecharacteristics that you're
looking for?
And halfway through thisexercise, the leader realized
(11:09):
why these two people weren't afit and weren't a culture fit.
And then, just once thatunlocked, they now felt better
about what they needed to lookfor, because they knew they had
to hire a couple morereplacements for these people
because they were on their wayout.
But now they had a clearerpicture of what they had to look
for in terms of culture andthat alone.
(11:32):
And this was a professionalservice firm where salary
started at the six-figure level.
So you think about these folkswere around for a year or two
your level.
So you think about these folkswho were around for a year or
two, what that did to the bottomline.
Well, once the leader discoveredwhat the real issue was, was
able to change their hiringprocess, and their next round of
people that they hired weresuch a stronger fit, and so they
(11:55):
were able to hit the groundrunning and they didn't feel
like they had to babysit themthat much, because one of the
issues is they wanted people whowere high in autonomy, like
they could hit the groundrunning, that they didn't need a
lot of handholding, and so thenthey were able to specifically
look for and hire for that inthis next round and they were
able to grow because, as aresult of it, yeah, I think that
(12:15):
really speaks to helping theleader identify the type of
personality, the type ofindividual, but also the fit for
their company, becausesometimes it's really difficult,
especially for visionaryleaders, to communicate that
element either to hiring manageror to an outsourced firm that
they're working with.
William Gladhart (12:36):
So, again, that truly identifies the power
of some of the EOSimplementation, as well as
helping those leaders being ableto step back, take a moment,
think around people and processand then start to put the right
people on the right team.
As you know, Jim Collins alwayssaid the right people on the
bus going all the samedirections.
So is there anything else you'dlike to share, Kyle, as an
(12:59):
advice for fellow leaders?
Kyle Danner (13:02):
You know the whole challenge with people.
I mean it's the number onechallenge for any business owner
, especially now in today'senvironment.
But I think we have to rememberthat people really they want to
feel like the folks you have onyour team.
They have to know where you'regoing and they have to know what
the meaning is like, what isthe impact of their position.
(13:23):
And so one and recently talkingto a leadership team, it was
really helping people understandwhat is the purpose of their
position, what is the impact.
So I mean there's that Peoplealso want to be good at their
job.
They want to have the resources, the training, the development
to really be awesome at whatthey do.
And then they also want to beleft alone so they can kind of
(13:44):
do it.
They want to be able to do iton their own, they don't want to
be micromanaged and they justwant to be trusted.
And so I would say for leadersand it goes back to that, three,
the three things mastery,autonomy and purpose they want
to be great, they want to knowit has impact and they want to
be able to do it on their ownbut know they have support when
they need it.
William Gladhart (14:05):
Yeah, I think that's some really sage advice.
So, Kyle, I've enjoyed havingyou on our Leadership Levers
podcast.
Thank you again for yourinsights.
Kyle Danner (14:12):
I appreciate the time Will.
Thanks so much.
William Gladhart (14:17):
Thank you for joining us on the Leadership
Levers podcast.
Find all our Leadership Leversepisodes on the Culture Think
Tank website at www.
theculturethinktank.
com or listen on your favoritestreaming platform.
We'd love to hear from youabout the challenges you have
faced as a leader.
Tune in weekly as we inviteleaders to share their
(14:40):
experiences in strengtheningculture and performance, one
action at a time.
Welcome to the Leadership Levers Podcast.
I'm your host, Will Gladhart,CMO at the Culture Think Tank.
At the Culture Think Tank, weempower leaders with metrics
that strengthen culture, driveperformance and return.
We're here today to learn aboutthe actions leaders have taken
to address organizational change.
(00:21):
Our guest today is Kyle Danner,CEO of Kyle Danner Consulting
and EOS Implementer.
Thanks so much for taking thetime to join us.
Kyle Danner (00:32):
Thanks so much Will happy to be here with you today
.
William Gladhart (00:35):
Excellent.
Let's start by having you sharewith our audience a bit about
yourself, your background andyour organization.
Kyle Danner (00:41):
Sure, I started my entrepreneurial journey in my
family's business, joinedfull-time right out of college.
At that point, the familybusiness was a small print shop
that my brother and sister ownedtogether.
We grew it to be the fifthlargest printing company in
Kansas City, growing it fromabout a couple million in
revenue to over 18 million andfrom about 12 employees to over
80 employees.
And so, first of all, I'mbragging about what we
(01:04):
accomplished.
I'm really proud of what we didas a family and we also had a
really great group of peoplehelping us along the way.
But that's a lot of growth andthat's a lot of change, and one
of the changes is that thefamily business and I we're no
longer a fit.
So, recognizing that, I sold myinterest in 2010, struck out on
my own, ended up going back toschool for a degree in
counseling.
Now say whatever you want about17 years in family business and
(01:29):
decide you need to be atherapist afterwards.
But along the way, I found Ikind of discovered this area
that the family businessadvisors, people who work, help
both the family and the businesswork better together.
And ended up talking to somereally good friends and they
said you should go do that.
And I said you know you'reright, I should go do it.
(01:50):
I should go do that, notrecognizing what go do that
meant.
So I went out, started working,coaching other advisors,
facilitating family meetings,helping out wherever I could,
and in so many cases, businessowners were absolutely
frustrated because there are allthese people coming in from the
outside telling them everythingthat was wrong with the
business and you, being abusiness owner yourself, don't
you appreciate that conversation?
But they weren't really givingthe tools to fix it.
(02:11):
And so, recognizing that, Ireally went looking for a
solution, because up to thatpoint I'd really focused on the
family and now I was being askedwhat could I do for the
business, went looking for asolution and I found EOS, which
is the Entrepreneurial OperatingSystem.
So if you're familiar with thebook Traction, get a Grip on
your Business by Gino Wickman, Ibecame what's called an EOS
implementer.
So I joined a community there'swe Are 800 Strong as of today.
(02:35):
Worldwide we help leadershipteams get better at three things
.
We call vision, traction andhealthy.
Vision is getting the team 100%on the same page of where
they're going and a plan to getthere.
Traction is about bringing thatvision down to the ground and
instilling that discipline andaccountability so they're always
executing towards it.
And healthy is helping themmake a more open, functional,
cohesive, healthy leadershipteam, because most of the times
(02:58):
they're not.
And then from there theleadership team takes it and
rolls out into the rest of theorganization.
So everybody's on the same pageof the vision, everybody's
executing on that vision andyou've created a culture of
people you really enjoy spendingtime with.
William Gladhart (03:11):
Yeah, well, I love that you share that because
, full disclosure, many yearsago you and I sat down, I think,
over a cocktail and this was asyou were finishing your degree
and talking about familybusiness, talking about all the
other pieces and, as you said,friends encouraged you to go do
this.
And going and doing this didn'treally have any sort of model
(03:32):
or what it was going to looklike, and kudos to you for kind
of blazing the path on that,taking what you learned from the
family business, building thatinto the cultural element, but
also the process, the otherpieces.
So, kyle, we'll be discussingthree questions today as a
warm-up to our conversation.
Would you share why you believea healthy culture is critical?
Kyle Danner (03:51):
Well, it starts and ends with your people.
If you don't have a healthyculture and typically the way
that I look at defining ahealthy culture is it's really
having the right people, thosepeople who share your core
values which we'll talk a littlebit later on in our
conversation today that arereally a culture fit and they're
paired with the right job, jobsthat they really want, they
(04:14):
understand they can execute on.
Without those two thingstogether, you just you can get
things done, but it turns into aslog and you have a never
ending list of issues you've gotto deal with.
So either you can invest in thefront end of really developing
and growing and having a healthyculture or you can deal with it
(04:34):
in the back end, with continualchurn for employees, churn in
customers, folks not followingprocess, unclear, I mean.
The list just goes on.
So really a healthy culture iscritical.
William Gladhart (04:47):
Yeah, I think you touched on and I know you'll
touch on this more aboutclarity of role understanding,
communication within theorganization and what's the
approach?
Is it really on the front endand tackling those before it
gets to the back end and too farout of the process to be able
to control?
So you know, it's been ourexperience that leaders tend to
(05:08):
struggle in three key areaspeople, process or profit.
In your role, not only as aleader, but also in working with
other CEOs and leaders, couldyou identify which one of these
three areas represented achallenge of an organization
that you worked with?
Kyle Danner (05:24):
It's people, consistently it's people.
Now, of course, I coachleadership teams, so I come in
with that lens of reallythinking about the people that
not only are at the top, but thepeople throughout the rest of
the organization.
So for me, it's always thepeople.
William Gladhart (05:43):
Yeah, so was there a specific challenge,
either in your own familybusiness or not to disclose any
additional information, but in aleadership group or company
that you worked with thatnegatively impacted the
organization?
Kyle Danner (05:56):
I'll give you my personal story.
So you know folks, I gave youthe nice little marketing
version of helping grow abusiness.
I joined the family business,like I said, right out of
college.
My plan was to stay one year.
I ended up staying 17 years.
So really a role in business,or at least a role in the family
business, was never for me.
It was a great entrepreneurialjourney.
(06:17):
I learned so much.
I had more responsibility, morereward and I was at the head of
the table helping makedecisions.
But ultimately it wasn't thebest place for me.
And my last position there Willand you know the story and, by
the way, gang, for those of youlistening today, will's actually
the one who kind of told me togo really get into the
(06:39):
succession planning for familybusinesses.
So guilty as charged Will.
William Gladhart (06:44):
Well, yeah, occasionally I make a really
good mistake.
Kyle Danner (06:49):
It was a really good mistake, but really it
wasn't the place for me.
In my last role, I was directorof IT, or I think we called it
the chief information officer.
I know nothing about IT I'm aterrible project manager but I
grew into this role.
It just kind of is how itformed, and we were faced with a
(07:10):
really exciting opportunity,the type of opportunity that
challenges us to grow, andthrough that opportunity it
became very clear I was thewrong person for this job.
Through that opportunity, itbecame very clear I was the
wrong person for this job.
I had no interest in gettingthe skills needed.
I didn't want to do the job andI didn't have the experience.
And as I looked around thefamily business there was no
(07:32):
other place for me.
And as I look back on that time, it became really clear that I
was the one who was in the wayand it wasn't fair to myself.
It wasn't fair to my family,our employees, our customers I
mean, it just impactedeverything.
And so that's when I decided toleave the family business.
I see that over and over again,not just in a family business,
for any business.
Someone is in a position thatthey shouldn't be in and
(07:55):
everybody's afraid to talk aboutit because they don't want to
upset the other person, theydon't want to upset the Apple
car, whatever, or they justcan't have that conversation
because essentially, in my case,I needed to be fired.
When I say fired, really exitthe company and there are ways
in which you can help peopleexit well, or maybe they're just
(08:15):
not in the right seat, maybeyou need to find another place
for them in the organization.
But it's this fear about havingthose really hard conversations
.
It's what Patrick Lencionicalls about entering the danger.
And it's about entering thedanger and having those hard
conversations Because we thinkabout firing somebody as kind of
cruel.
Well, what's more cruel?
(08:36):
Keeping them in a position towhere you know they're failing?
They probably know they'refailing and everybody around
them knows that they're failing.
How awful is that.
William Gladhart (08:48):
Yeah, I mean what a detriment not only to the
person but to the company andto everybody else.
I appreciate you bring that up.
We've had a handful of leadersshare on the podcast
specifically about thatparticular challenge of either
the wrong fit, the wrongemployee, a toxic employee and
when that conversation was had,and either when that person was
(09:09):
exited or found to be a betterfit in another role in the
company that people stepped up,people actually offered to help,
there was a review of process,there was a review of people.
There were all these thingsthat, as you brought up very
well said that nobody wanted totalk about, no one wanted to
address, and as soon as thatlinchpin kind of popped out of
(09:30):
the whole deal, all of a suddenall of these opportunities
cascaded for the company and theprofitability and performance
skyrocketed within six to 12months.
So I think having those verycritical conversations and being
aware as leaders to have thatconversation is absolutely
critical.
So you've shared a little bitabout kind of that negative
(09:51):
impact, but maybe what was theone thing you identified with
either a client or in theorganization that impacted the
culture positively or in theorganization?
Kyle Danner (10:00):
that impacted the culture positively.
Oh, I go back to thinking abouta client I was working with as
a professional services firm.
The leader was very much avisionary entrepreneur, could
think 10 to 20, 30 years ahead,but was absolutely frustrated
because they had a couple of keyhires that just weren't getting
it running into all kinds ofproblems.
(10:23):
And this is not a person who ispatient, because it's never
fast enough for them.
And it's not that they weremean or rude or anything, it's
just they couldn't get therefast enough.
They had this vision, theywanted to see the vision, and
they just couldn't get therefast enough.
And so we're going through anEOS.
We walk through core valuesexercise.
I know this is recorded, but Ican already hear the eyes roll
(10:45):
about core values because it'sunfortunately one of those
things that's just been beatento death in business.
It means so much but it doesn'tmean anything because everybody
sees so much of theinauthenticity in core values.
Well, we walked through corevalues exercise to get really
clear what are thecharacteristics that you're
looking for?
And halfway through thisexercise, the leader realized
(11:09):
why these two people weren't afit and weren't a culture fit.
And then, just once thatunlocked, they now felt better
about what they needed to lookfor, because they knew they had
to hire a couple morereplacements for these people
because they were on their wayout.
But now they had a clearerpicture of what they had to look
for in terms of culture andthat alone.
(11:32):
And this was a professionalservice firm where salary
started at the six-figure level.
So you think about these folkswere around for a year or two
your level.
So you think about these folkswho were around for a year or
two, what that did to the bottomline.
Well, once the leader discoveredwhat the real issue was, was
able to change their hiringprocess, and their next round of
people that they hired weresuch a stronger fit, and so they
(11:55):
were able to hit the groundrunning and they didn't feel
like they had to babysit themthat much, because one of the
issues is they wanted people whowere high in autonomy, like
they could hit the groundrunning, that they didn't need a
lot of handholding, and so thenthey were able to specifically
look for and hire for that inthis next round and they were
able to grow because, as aresult of it, yeah, I think that
(12:15):
really speaks to helping theleader identify the type of
personality, the type ofindividual, but also the fit for
their company, becausesometimes it's really difficult,
especially for visionaryleaders, to communicate that
element either to hiring manageror to an outsourced firm that
they're working with.
William Gladhart (12:36):
So, again, that truly identifies the power
of some of the EOSimplementation, as well as
helping those leaders being ableto step back, take a moment,
think around people and processand then start to put the right
people on the right team.
As you know, Jim Collins alwayssaid the right people on the
bus going all the samedirections.
So is there anything else you'dlike to share, Kyle, as an
(12:59):
advice for fellow leaders?
Kyle Danner (13:02):
You know the whole challenge with people.
I mean it's the number onechallenge for any business owner
, especially now in today'senvironment.
But I think we have to rememberthat people really they want to
feel like the folks you have onyour team.
They have to know where you'regoing and they have to know what
the meaning is like, what isthe impact of their position.
(13:23):
And so one and recently talkingto a leadership team, it was
really helping people understandwhat is the purpose of their
position, what is the impact.
So I mean there's that Peoplealso want to be good at their
job.
They want to have the resources, the training, the development
to really be awesome at whatthey do.
And then they also want to beleft alone so they can kind of
(13:44):
do it.
They want to be able to do iton their own, they don't want to
be micromanaged and they justwant to be trusted.
And so I would say for leadersand it goes back to that, three,
the three things mastery,autonomy and purpose they want
to be great, they want to knowit has impact and they want to
be able to do it on their ownbut know they have support when
they need it.
William Gladhart (14:05):
Yeah, I think that's some really sage advice.
So, Kyle, I've enjoyed havingyou on our Leadership Levers
podcast.
Thank you again for yourinsights.
Kyle Danner (14:12):
I appreciate the time Will.
Thanks so much.
William Gladhart (14:17):
Thank you for joining us on the Leadership
Levers podcast.
Find all our Leadership Leversepisodes on the Culture Think
Tank website at www.
theculturethinktank.
com or listen on your favoritestreaming platform.
We'd love to hear from youabout the challenges you have
faced as a leader.
Tune in weekly as we inviteleaders to share their
(14:40):
experiences in strengtheningculture and performance, one
action at a time.
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