March 21, 2025 • 49 mins
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I took inspiration from Dan Britton on this one, especially when he introduced me to a serious disease… VDL Disease. The good news is that there is a cure!
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Episode Transcript
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(00:04):
Welcome back to the Podcast.
I am Keaton Turner.
Thank you guys so much for tuning back in.
Some of you guys listen to this every singlemorning.
Man, really appreciate it.
Some of you guys, you cram this.
Right?
You'll you'll miss several days.
You'll miss a week or so, and then you'lllisten to several in a row.
I I hear from some of you guys.
(00:26):
Doesn't matter if you've listened to three ofthese or all 80 plus of them.
I think we're approaching the 90 mark.
Thank you guys for listening.
I I really do appreciate it.
I get a kick out of all the messages,especially the video the video messages that
some of you guys send me on Instagram or youtext me a video message.
If you if you're getting enjoyment out of this,send me a message, preferably a video message.
(00:53):
You know, Scott Lidster sends the shirtlessvideo messages, which are the highlight of my
week usually.
Send me a send me a video message, or or justshoot me a text, send me an email.
I love getting emails on the, the per diememail, and that that email address is
podcast@prayforperdiem.com.
(01:17):
Shoot me an email if you're getting if you'regetting value out of this.
And thanks for leaving the reviews.
Some of you guys have left some reviews lately.
I'll catch up on those later.
Today, I wanna share with you guys somethingthat I got a ton of value out of, and I haven't
made many of these meetings yet, but you'veheard me talk about the Rise community.
This is not gonna be sales y.
(01:38):
I'm not giving them any more free promo oranything like that.
I was in the Rise meeting this Monday, and andI don't make every single one of them.
Usually, my calendar's kinda chaotic andsometimes I'm traveling.
But anyway, I jumped on this Monday's Risemeeting.
And Rise, for those of you who aren't familiarwith it, if you didn't listen to my Rise
(02:00):
podcast where I kinda gave them a shout out,Rise is just a community of business leaders,
CEOs, executives, know, men of faith, if youwill, maybe not all of them are men of faith, I
think most of them probably are, people thatare just trying to sharpen iron sharpens iron,
and they're just people trying to sharpen eachother.
And so this past meeting, there was a guestspeaker.
(02:25):
These meetings are one hour virtual meetingsevery Monday at noon eastern.
And and if you wanna learn more, go toRise,rise-community.com.
You can learn all about it.
I highly recommend it.
And here's why I highly recommend it.
I'm gonna tell you guys what this past Monday'smeeting was about because I got a ton of value
(02:48):
out of it.
I'm gonna steal a lot of the content and shareit with you guys today because not all of you
guys or or maybe none of you guys are in Rise.
So you didn't hear this and you haven't heardthis yet.
The guest speaker was Dan Britton.
Look him up.
He's got several best selling books.
Really cool guy.
I knew nothing about Dan, had never heard ofDan.
(03:09):
Maybe I have read one of his books.
One of the covers looked familiar, but Inormally don't pay attention to the authors
when I'm reading a book.
Again, guys, I'm not a detail person for themost part.
But Dan, Dan opened up the call, opened up themeeting with VDL.
(03:31):
He said, you know, he looks around, and hetalks to, you know, he talks to all kinds of
companies.
He's a speaker.
He's an author.
He's been in business.
He was part of Fellowship Christian AthletesFCA.
A lot of you guys have probably heard of that.
And he talks about this disease, this deadlydisease, VDL disease.
VDL stands for vision draining leader.
(03:54):
And he starts to talk about it and he's like,know, there's I I go around, I I talk to these
businesses, I talk to these leadership, youknow, leadership teams, I talk to these
executives, and there are so many people withVDL disease.
Their leaders are vision draining, and my earsperked up.
I'm like, oh shoot, I'm a leader.
(04:17):
I like to think of myself as, motivational,inspirational, legit, good looking, all the
things.
Right?
That's that's how I like to think of myself.
But when he said there's people that have VDLdisease and don't even know it, I thought, I
wonder if I have had or do currently have VDLdisease, vision draining leader disease.
(04:43):
He kinda put that topic on ice for a second andthen he he moved on.
And he said, you know, the one thing he askedthe audience of the people, the guys on the
call, and there's again, there's a lot of legitguys on this call.
He said, what's the one thing you can't be badat in life?
You know, people in the chat box on the rightside are typing in all kinds of things.
Right?
(05:03):
You can't be bad at marriage.
Can't be bad at friendships.
Can't be bad at finances, whatever.
I typed in in capital letters cooking withthree exclamation marks.
Dan got a laugh out of that.
So I succeeded in making somebody laugh.
I I really do believe if you're bad at cooking,probably need to stay away from me.
(05:27):
I take my cooking very seriously.
So I I put cooking.
You cannot be bad at cooking.
But there was a lot of really good answers.
And and ultimately, he said of leaders acrossthe globe, the one thing leaders cannot be bad
(05:47):
at, cannot afford to be bad at, is vision.
Leaders cannot afford to be bad at vision.
And again, I hear this and I'm like, oh, man,my ears perk up.
You know, a lot of times I find myself on aZoom call trying to multitask, right?
(06:08):
I'm kinda halfway paying attention to the calland then I'm on Slack or in email or looking at
my phone because someone's texting me aboutsomething.
I was locked into this.
I put my phone away.
I shut, you know, my email browser down and Iwas like locked in on what Dan Britton was
saying about leadership.
(06:29):
Anytime I can get around people who can speakintelligently and with real experience on
leadership, that is, man, that is the content Ieat up, whether it's a book, podcast, and this
is the one thing I'm loving so much about thisRise community is learning from people.
(06:49):
This guy does this for a living.
He teaches leaders for a living.
He says, The one thing you cannot be bad at isvision.
He says there is a kind of remedy, if you will,a magic potion, a secret pill to this VDL
disease, vision draining leader disease.
(07:10):
And when he says that, I'm you know, again, I'mlike, dude, come on the edge of my seat.
What do you got for me?
I want this magic potion.
What is the cure for being a a vision drainingleader?
And he says, it is a vision replenishingleader.
Vision replenishing leader.
I'm like, what the heck does that mean?
Vision replenishing leader.
(07:33):
And he goes on to say, you know, there'sthere's all kinds of people across their career
journeys, and this you could probably relay allthis to marriage.
You guys hear me talk about business andmarriage kind of hand in hand all the time.
There are so many people that are doing goodwork.
They're working hard.
They're putting in a ton of hours, putting in aton of effort, but no one is giving them clear
(07:57):
vision on where they're going, what they'reworking towards, why they're doing it, why is
their job important.
I think this is I you guys heard me on a recentpodcast say, I think this is the number one
issue with marriages on planet earth, isthere's no one leading the marriage.
I just fully believe that there should be aleader in the marriage, and it should be the
(08:24):
male.
Again, I believe in biblical principles.
That might ruffle some of your guys' feathers.
Don't you know, woke police, don't don't callme.
Don't text me.
I believe leadership is the most critical thingin a marriage and in a business.
So goes leadership, so goes the company.
(08:45):
So goes leadership, so goes the team.
So goes leadership, so goes the marriage.
And that's why I say every day to my my kids,you know, when I drop them off, when I'm
dropping them off to go play somewhere, I dropthem off at school, be a leader.
I think it's the number one variable missingfrom society from from so many young men.
(09:09):
And even I would even say young women.
I want my I want my young girls to grow up tobe leaders.
Leadership is the magic potion.
And so, you know, the one thing that Dan talkedabout kinda over and over was vision.
Obviously, I'm I'm I'm kinda honing in on theleadership thing, but I think one of the most
(09:30):
critical components of being a real leader ishaving vision and using your vision.
Using it to inspire others, using it to paintclear paths for others.
It's critical.
And so I you know, he he goes on to say, nopoor talk.
This is one of the things he said.
I wrote down a whole page worth of notes.
(09:52):
I don't know if I'm gonna be able to getthrough all of them.
I'm trying to I'm trying to distill down whathe said and give you guys kind of the spark
notes or the cliff notes version because it wasan hour long call packed full of stuff.
One of the things he said with visionreplenishing leaders is they don't have poor
(10:12):
talk.
They don't talk about all the things that can'thappen.
Well, we don't have enough money for this.
Well, we we I don't have we don't have time asa team to do this.
We don't have the right people to go do this.
Right?
That would be a really cool thing if we wentand did that as a company.
We just don't have the we don't have the time.
(10:32):
We don't have the money.
We don't have the people.
Vision replenishing leaders do not allow poortalk.
I I would kind of translate this into thevictim and creator mode.
This is the drama triangle I've told you guysabout.
Go look this up.
(10:53):
You know, I'll speak on this in more detail,hopefully, on on one of the podcasts and get
in, like, real deep.
I learned this in Stegen, the drama triangle.
It's learning to go from being a victim, sayingthings like, we don't have enough time or
people or money.
I can't do this.
My team's not capable enough.
My marriage sucks.
My wife's nagging me.
(11:15):
I picked the wrong person.
Vision replenishing leaders are able to go taketheir team, take their subject, take whoever
they're talking to, and translate them frombeing in a or transition them from being in a
victim mindset to a creator mindset.
(11:39):
I think vision replenishing leaders take thepeople that are in victim mode, and they
convince them, we've got plenty of time.
We've got plenty of resources.
We have plenty of money.
We've got the right people.
I am married to the right person.
I just need to I just need to create theoutcome I want.
(12:01):
I need to look at the situation, not thinknegatively about it.
Think what could be, not what is, not what hasbeen.
I'm I'm gonna sound like Kamala now.
Not what is, not what has been, but what couldbe, what should be.
Some of the most inspirational leaders thatI've listened to and watched and listened to
podcasts, they built it all with very littleresources.
(12:26):
They built their career.
They built their team.
They built a successful marriage.
They built an organization with a lot lessresources than some of the big fortune 500
companies have.
Dan was very clear on no poor talk.
Vision replenishing leaders do not allow theirteams to participate in poor talk.
(12:55):
He also said that and I wrote this down.
I love this.
When vision leaks, the mission drifts.
Again, this was this was so impactful for mebecause over the years, you guys have heard me
talk about my own leadership failures, and I'mdealing with one right now, a big one.
I put a bunch of awesome people on the team.
(13:17):
It's the third, kind of iteration of ourmanagement team over the years, over eight
years, you know, three different regimes ineight years.
You you gotta wonder what the heck's going on.
I I think it's clear what's going on.
I there's there's there's a common denominatorin those eight years, and that common
denominator is Keaton Turner.
And so I've done a really poor job at times ofclearly laying out our vision.
(13:43):
Not only like big company vision, like likegrand, you know, big strategy, like little
tactical quarterly vision or monthly vision forfor my leadership team.
I told my guys just the other day, we're we'rehaving month every Monday, we have an exec
leadership team meeting Monday mornings, 8AM,and and I told them, like, look.
(14:04):
I've I haven't given you guys clear vision.
You're all working really hard.
You're doing great things.
You're all working on your own things with yourown teams.
The results of your hard work are not quitealigning with where the company needs to go
this year.
So I have failed on giving clear vision.
(14:26):
As Dan says, when vision leaks, the missiondrifts.
Where in March, I could clearly see without ashadow of a doubt that when we started the year
in January with the vision of our execleadership team, what said we wanted to do, we
have slightly drifted from that already inMarch.
(14:49):
And if I don't sit the team down and realignthe vision of where we wanna go this year, what
would happen is we'll get to the end of theyear, and we will have drifted way off course
because we didn't all have clear vision.
And so this was I mean, Dan's message hit homefor me.
It's, you know, never waste a crisis issomething we say around the office.
(15:11):
Never waste a crisis.
You know, I am really trying hard to apply someof these things that I'm hearing and seeing and
learning to be a vision replenishing leader andnot be a vision draining leader, and we'll get
in a little bit here in a second to what avision draining leader is, but I I'm really
trying hard to be a vision replenishing leader,helping realign the teams on where we're going,
(15:37):
High level strategy, but then also tactictactically, what does it take of our leaders
and our leadership team and our ops team andour accounting team, our sales team?
What does it take to get us accomplishing ourmission this year?
He he pulled up a slide.
This this was a this was a killer quote.
(15:58):
I've never seen this quote, and I'm a I'm kindof a quote junkie.
I love to write them down.
I got a whole whole note in my phone, Tons Imean, probably hundreds of quotes that I've
written down over the years.
The only thing worse than being blind is havingsight but no vision.
(16:18):
That's Helen Keller.
The only thing worse than being blind is havingsight but no vision.
And, you know, I think, again, not not to getnot to get too preachy on this, I've lived
through this.
Like, I can see where I want our organizationto go.
I can, like, in my mind, I can I can picturewhat I want it to be?
(16:42):
I can picture the next big win.
I can picture what the fleet would look like,what the finances would look like, what the
team looks like.
I I can see it pretty clearly a lot of times.
Can everybody else see it?
Have I have I taken that vision that I've gotin my mind and distilled it down and translated
that to the other people on the team who arehead down working?
(17:05):
A lot of times, the answer is no.
I have not done near near as good a job ascasting that vision into other people.
Again, I'm just I'm just gonna rattle off someof things I wrote down, and and I know this is
kinda seem jumbled.
Dan did a way better job at presenting thisinformation than I'm going to do.
He's a professional at doing this.
(17:26):
I'm not.
I'm a professional dirt mover.
Okay?
So, or or a dirt orchestrator.
I'm I don't even move dirt anymore.
The other thing I wrote down was a visionwithout action is a daydream, but action
without vision is a nightmare.
A vision without action is a daydream, butaction without vision is a nightmare.
(17:53):
So true.
% believe it.
That's that's Japanese proverb.
Again, that's one I never heard.
There's a lot of times, and I I really strugglewith this one.
I've got this this kind of new business thing Iwanna get off the ground.
I think it'd be really cool.
It's an idea I came up with last year.
It's probably almost a year old now, this idea,and I think it'd be awesome.
(18:20):
I've put very little action to it, and so whatwhat does that mean?
It was just kind of a daydream.
Right?
Like, there's no fruit there.
I it's not I haven't built it into anything.
Like, I haven't I haven't prioritized anyaction there, and so it just it just lives on
the shelf as a daydream.
(18:41):
And I've also done the opposite.
We you know, our our team has has ran towardsbig things really fast with a lot of effort and
action, but we didn't have kind of the rightvision, and we ended up in a nightmare.
I think our Salt Lake City office, the threeyears that we had that office was probably a
(19:03):
good example of that.
We put a ton of action towards it.
Right?
We hired a staff out there, got a nice got anice office space, overlooked the mountains and
a nice area.
A lot of really good things came out of it.
I'm not throwing the baby out with thebathwater, but I don't think the vision was
quite defined, laid out, clear.
(19:26):
Like, I I I think I just had this wildassumption that if you you pull really good
talented people off the shelf and stick them inthe game, it'll all work out.
And I did a poor job at that stage of ourbusiness in laying out the clear vision.
What was that office there to accomplish?
What were what was the leadership team supposedto accomplish?
(19:51):
Why are we doing it?
But if you ask a lot of the people out there,they they'd all have different answers on the
vision of the company.
And so, you know, for me, action without visioncan easily and quickly become a nightmare.
Very easily.
It's amazing how quick it can happen.
He has this slide.
Right?
(20:11):
This guy's a marathon.
Dan was a marathon runner or is a marathonrunner.
He's done the Boston Marathon twice.
So he had this slide about, you know, marathonrunners.
And he's he asked the question.
He said, what what is the mile marker in whichthe fewest runners quit a marathon?
(20:33):
Like, if you had to guess, the two spots in a26.2 mile marathon, I think it's 26.2, whatever
it is, what what is the what are the two milemarkers where the fewest number of people give
up?
Well, I mean, it's easy.
Right?
The fewest number of people give up on mile oneand mile 26.
(20:56):
Right?
They get they they don't give up in thebeginning because they just started, and they
don't give up right at the end.
They can see the finish line.
It's right there.
I'm just gonna go a little bit further.
Where do the most people give up in a marathon?
I didn't know the answer.
(21:17):
He says it's somewhere between the halfwaypoint and the end.
A lot of people guess the halfway point.
He said, really, it's honestly not the halfwaypoint.
It's just beyond the halfway point.
You're you're more than halfway there, but youstill have far than far enough to go.
You cannot see the finish line, and a lot ofpeople give up.
(21:42):
You know, mile 15 to 18, mile 19, mile 20.
Like, a lot of people give up when they can'tsee the end, and they give up in the middle.
You know?
They they get through a lot of the hard stuff,but they give up in the middle, and and a lot
of it is because they don't have they don'thave vision of the of the end.
(22:05):
They don't have vision of of the end result,the end goal.
They can't see if they could just see thefinish line, like, again, most marathons, I've
never ran a marathon.
Unfortunately, my body, I have not built mybody to be marathon capable, so I I I don't run
marathons, but I'm guessing that if you couldsee the finish line from mile 15, a lot fewer
(22:29):
people would give up if you had vision intointo where the finish line was.
You could kinda see it.
You're running towards it.
A lot of people, they can't see it, and so andso they give up.
One of the questions I wrote down or one of thestatements I wrote down, he asked the audience.
He said, is your vision big enough that otherpeople start laughing when you share it?
(22:57):
It's a super interesting question.
I remember when I started Turner Mining Group,I think I got a few chuckles.
I definitely got one big chuckle from Ishouldn't say chuckle, that's gonna sound mean.
I definitely don't think the family, the peopleinvolved in the family business that I left, I
(23:19):
don't think they thought I would make it.
I don't think they were chuckling.
Maybe they were, but I also had some otherpeople, you know, some equipment dealers that
chuckled.
I had some friends that chuckled a little bit.
I might have had, you know, even some familybehind closed doors like, what's this fricking
kid doing?
He doesn't know anything.
So yeah, I I would say I love this.
(23:40):
I love this question.
Is your vision, is your dream, are your goalsso big that other people laugh when you tell
them about it?
He he, Dan, believes if they don't laugh, it'snot big enough.
You know, if you tell someone your vision foryour life and they don't laugh, it's probably
(24:03):
too small.
He wants the leaders that he talks to, he wantstheir vision to be god sized, and he he, like,
emphasized the god sized part.
And and and a couple guys asked, well, whatdoes that mean, god sized?
He said, well, it means that the only way youaccomplish the vision is if God shows up and
(24:24):
goes to work and something, you know, somethingamazing happens.
I would say that's true for my life.
That's true for Turner Mining Group.
We should have failed probably a dozen times bynow, at least half a dozen.
The vision was big.
The swings were big.
I think God has shown up in in my business, inmy life countless times.
Probably times I didn't even realize it or givehim recognition for it.
(24:47):
And so I love that question.
Is your vision big enough that other peoplestart laughing, when you share it?
Let's see.
I'm running through these notes here.
I know we're at twenty four minutes.
I'm trying to keep these I'm trying to keepthese shorter.
I'm hoping you guys are getting some value outof this.
One of the things I wrote down is vision has tobe wide.
Your vision has to be wide, not narrow.
(25:10):
Can't be just about you.
Dan really emphasized this.
Vision, like a real vision, should touch onother people you're impacting.
Other people.
So this vision that you have in mind, don'tmake it just narrow.
Don't make it selfish and just about you.
(25:30):
Well, I'm gonna build a business, and then I'mgonna buy my yacht, or I'm gonna buy my house.
I'm gonna build my family.
I'm gonna have $10,000,000 in the bank, andthen I'm gonna retire and play golf.
Like, that's a narrow vision.
It's a cool vision.
I like it, but it's too narrow.
(25:52):
Dan really suggests a wide vision.
Whose life are you going to impact?
What kind of people are you gonna surroundyourself with?
How can you make a bigger impact on the worldor your community, your state, your country
than just you retiring a millionaire andplaying golf in Florida.
(26:14):
So he, you know, he really emphasized, youknow, Rise and again, he kinda used Rise, the
Rise community as an example.
Right?
Like, Corey had a pretty wide vision.
He wants to impact a lot of guys.
I'm I'm getting impact from it.
I didn't even know Corey six months ago or oror seven months ago, however long it's been.
(26:37):
And so, you know, Dan reiterates vision is ateam sport, not a solo sport.
With your vision, you should be thinking aboutother people you're impacting.
Don't be selfish with the vision.
Be big and wide and grand.
And the last thing he you know, I kinda wrotedown is vision has to be clear.
(27:01):
You have to write it down.
You have to make it crystal clear.
Like, get real specific.
What color of the thing are you chasing?
What what specific like like, the the cleareryou can picture your vision, I think the better
chance you have of it working out.
Truck's beeping at me.
(27:21):
The clearer picture of the vision you have, thebetter chance you have of it working out.
If you're if you're talking about a company,like, what's the what's the company look like?
Where is the office?
What's the office look like?
What what color equipment?
What color pickup trucks?
You know, if you're if you got a vision foryour career, what's what does it look like?
(27:46):
Where specifically are you working?
What house are you living in?
Like, you know, what kind of car?
I'm getting I'm getting materialistic, but, youknow, what young person are you mentoring and
bringing up with you and casting vision into?
For your marriage, like, what do you want yourmarriage to look like?
What's a win look like?
(28:07):
What's success look like there?
So write it down.
It has to be clear.
Has to be clear.
And then so I we go back because I I kindaquestioned him a little bit.
I said, hey.
What what in the world does it mean to be youknow, Dan got through his his whole thing,
(28:28):
forty forty five minutes or so speaking, fewminutes left for q and a at the end.
I said, Dan, you talked a lot about being avision replenishing leader.
Love it.
I'm gonna steal a lot of this stuff.
I'm gonna start using it.
I've got it all written down.
But I'm more concerned with me being a visiondraining leader not even knowing it.
(28:50):
What, in kind of your perspective, Dan, what isa vision draining leader?
Who is a vision draining leader?
What are they doing?
What makes you a vision draining leader?
And he kind of gives several opinions or takeson what a vision draining leader was.
Again, he referred back to the poor talk thing,the negativity.
(29:14):
You know, he takes people from being a victimto being a creator.
But one of the things he said, and I thought itwas really cool, because I'm surrounded by, you
know, I'll get personal here for a second.
I'm surrounded by very smart people who arepractical and and who love data and look at
(29:35):
data, I'm gonna say almost to a detrimentsometimes.
I'm surrounded by engineers.
I love engineers.
Engineers are smart.
Right?
We got we got a guy that went to Purdue.
You know, I I won't say anything on Purdue,Jeff.
I'll leave that one alone.
We've got several engineers.
(29:55):
You know, one of my business partners went toYale.
The other one went to Harvard.
Like, really smart people.
Awesome guys.
Legit people.
He said the one thing he tries to get visiondraining leaders to do is suspend belief for a
second.
So so he kinda brought this to life, and hesaid I'm like, well, what does that mean,
(30:19):
suspend belief?
He's like, how many times do you enter into ameeting and you're sitting there talking about
the issue, the topic, whatever, and the smartpeople in the room say all the things we can't
do.
Right?
Well, we can't do this or we can't do that.
We don't have the thing to do this.
Like, the customer won't let us do that.
(30:41):
He said, vision draining leaders, like, stickto the x's and o's and and stay really tactical
and practical and do not do a good job ofsuspending belief for a second and thinking
big.
Vision draining leaders think small.
They think tactical.
(31:02):
They think inside the box.
Vision replenishing leaders blow the box up.
They think way outside the box.
They suspend belief.
And so, you know, his example of this wasgetting into a meeting where you got a bunch of
smart engineers saying all the things that wecan and can't do.
We have to live inside this box.
(31:23):
And he says, the best vision replenishingleaders tell their team, just for a few
minutes, let's just suspend our belief of whatis, and let's think about what could happen.
Right?
Like, in in in big picture world, fairy taleworld, rainbows and unicorns, like, what if
(31:49):
what if we could do this?
What if we could do that?
What if this happened?
Vision is a preferred future that producespassion for others.
That's the key.
That's what vision is.
It is a future that you really, really, reallywant that if illustrated clearly to your team
(32:19):
gets them excited, ignites passion, gets themrunning towards it.
That's what vision is.
Now the challenge is when you have really smartpeople who think practically and tactically and
live in x's and o's and operate with inside,contract agreements or whatever, like,
(32:42):
sometimes it can be hard for them to see theforest for the tree.
Sometimes it's hard for them to get out of theweeds and see a preferred future that then gets
them excited.
It's really easy for our guys to show up at theoffice every day, work on their thing.
The customer's demanding this.
(33:03):
I have to do this.
I've got this report.
I've got this process.
Like, sometimes it's really hard for them topull themselves out of the day to day in the
business stuff and think high level what wouldhappen if I suspended belief about my current
situation, current issue.
(33:24):
So many times, I will, my team will bring me anissue because that's, you know, at where I sit,
I get very little of the good.
Most of the time, if we're if I'm having ameeting or there's an issue or, like, most of
the time, I'm dealing with stuff that just, youknow, other people haven't dealt with, don't
(33:47):
know how, don't wanna be the final say on, orjust or just can't or shouldn't be the final
say on.
So I'm normally dealing with issues, problems.
And in my best moments, what I try to do isback everyone way up and say, how do we get
creative here?
We got a problem.
We have a contract.
We've got a process.
We've got a whatever.
(34:08):
We've got a box we're supposed to live in.
How do we get outside this box and solve thisproblem differently?
In my worst moments as a leader, a visiondraining leader, I'm egotistical.
I'm saying all the things we can't do.
I'm talking about the money.
I'm talking about our resources and how we'relimited.
I'm victim.
(34:30):
A vision draining leader is living inside thebox.
A vision replenishing leader is someone wholives outside the box.
Still have to have some practicality.
Still have to have some common sense.
You can't be one of these foo foo kumbayaleaders that just lives up in the clouds and is
so out of touch with reality.
But I think a lot of times, some of our biggestproblems in business, we can solve as vision
(34:57):
replenishing leaders, helping helping ourteams, helping our people that are out there
fighting all the fires, help lift them up for aminute and thinking thinking outside the box
and giving them a glimpse into a preferredfuture that produces passion.
(35:18):
You know, every time there's a big issue, it'sit's kind of a really easy hack.
Like, if there's a big issue, okay, what is ourpreferred future?
What's our preferred outcome here?
Forget what the contract says.
Forget what the customer says.
Forget what the employee's doing.
Forget the lawsuit, the lawyers for a second.
(35:38):
What is the preferred future here?
If we could have anything we want, what's theoutcome look like?
And some of the smart people look around,they're like, well, geez.
I mean, I don't know.
I guess if you ask it that way, here's what Iwould do.
And it's like, okay, cool.
That's what you think the preferred future is?
If we could do that, does that get you excited?
(35:59):
Like, yeah.
It gets me excited.
That would be amazing.
But we can't do that, boss.
We got x y.
I'm like, no.
No.
No.
No.
Hold up.
If that's the preferred future, let's liveoutside the box for a second.
Are there ways we can get this done?
I am facing a massive challenge right now.
I can't talk a bunch about it.
And and by the way, I'm done with my noteshere.
Thanks, Dan Britton.
(36:20):
Sorry.
I'm I'm stealing all this and using it from myown from my own audience.
But go look Dan up.
Dan Britton, b r I t t o n.
Look up his books.
Awesome stuff.
I just bought one.
I'll I'll read it and then give you my guys myreview.
I have a massive, massive issue looming.
It's not here yet.
Hold on.
(36:43):
Sip of coffee.
Massive issue looming.
It's not here yet, but I have been advised byseveral really smart people that are very
expensive people that we have a big problemcoming.
If you work in our business, if you're on ourteam, don't get worried.
(37:03):
We're not selling the company, we're not goingout of business, there's nothing like that.
It's small in the grand scheme of big problems,but it's a significant challenge that I am
going to be faced with making some decisionsaround.
Our leadership team's gonna be faced withmaking some decisions around, in the near
future.
And, you know, it's funny when and man, I'm I'mI'm again, maybe I live up in the clouds a
(37:29):
little too much sometimes, but it's funny whenyou get really smart people that tell you what
you can and can't do.
Attorneys, advisers, consultants, there's wholegroups of organizations that live to take your
money and tell you what to do.
Every time I pay one of these organizations,whether it's a consultant, someone just
(37:54):
advising on something, a lawyer, whatever, it'salways funny to me how hard it is for them to
get outside the box, color outside the lines.
Now, I would I would say, first and foremost,that's why they're not an entrepreneur.
It's why they're a consultant or a lawyer orwhatever is because they do really well at
playing inside the box.
(38:16):
But man, it can be frustrating.
When I see big, hairy, nasty challenges, thefirst thing I do, almost to a default, is
ignore all the rules.
And and this makes people squirm sometimes.
This makes some of my team members squirm.
I ask the dumb questions.
I'm like, well, hey, mister lawyer.
Hey, mister consultant.
(38:37):
Hey, mister adviser.
Why can't we do this?
And they'll look at you like, well, nobody'sever done that.
No, we don't do that that way.
That's not how it works.
I'm like, well, why not?
Why can't we do it that way?
Well, I don't know.
We'll have to get back to you.
(38:57):
We don't, that's not, that's just not how it'sbeen done.
I'm like, that's what we are paying you to dois to get creative.
Be a vision replenishing leader.
I'm paying you to lead me through thissituation.
Why am I paying you?
(39:18):
You're draining.
You're you're draining me not only from cash.
Like, I'm not only am I paying you, you'redraining my pocket.
You're draining my team's vision on what itcould what we could do.
What are the potentials?
Like, let's think way outside the box here.
And turning into a slight rant here.
I apologize.
(39:38):
This this Sunday, I'll talk about this issuewhen I'm when I'm able to.
We're not we're not there yet.
It's not an issue yet.
But there's so many times I'm like I'm like,man, people struggle.
Even at the highest level, people struggle tothink outside the box, to think big, to step
(40:00):
back for a second and say, what is my preferredoutcome here?
If if if I could paint with a wand, Dan Brittongives the example of handing someone a pen.
If you're in a real big pickle in life, inbusiness, whatever, he hands them a pen and
says, this is a magic wand.
Wave it in the air and tell me your exact wish.
Tell me your exact outcome you desire here onthis problem.
(40:23):
Tell me your exact what's this look like if youcould just wave this wand and make it all go
exactly the way you want it to go?
And they do that exercise, and he says, okay.
Cool.
That is a vision replenishing leader.
You are casting a vision for what could be.
Now let's apply some let's apply somepracticality to it.
(40:45):
Now let's let's let's get into how do we makethat outcome work.
Sometimes you just can't.
Right?
Sometimes there's laws, there's legalities,there's process, there's red tape from a
customer, you know, whatever.
Sometimes there are just limiting factors thatwon't allow that ideal outcome, but the
exercise alone, just doing the exercise willhelp you think differently.
(41:10):
I I can't wait to use this.
I I kinda already do some of this.
I don't do it necessarily in the way that Danhas outlined it, but I already do some of this
for my team when we have a big hairy problem.
Like, what do we want to get like, forget allthe rules.
What do we want?
And let's work backward from there.
(41:31):
I don't like rule Keaton Turner does not likerules just as a just no pun intended.
As a rule of thumb, I hate rules.
If someone comes in with a problem and says,here are the rules, I'm like, okay.
Let's break those rules.
As long as we're not breaking the law, likeknowingly committing fraud or extortion or
(41:53):
like, like, you obviously, there, there aresome, some rules you just cannot break.
But like, if it's a dumb rule, if it's a dumbrule that someone just put in place twenty
years ago and no one's ever challenged it it'sone of the things I love about reading Elon
Musk's biography, Walter Isaacson.
(42:13):
You gotta read it.
It's like 800 pages.
It's a big thick read.
The guy hates rules, specifically within ourgovernment.
Government contracts, like you can read theTeslas or the SpaceX stuff.
It's awesome.
(42:33):
Vision replenishing leaders put all realityaside for a second and think big and get the
team thinking big.
And what that does is fuels passion in theteam, and then the team can then go get
creative around the solution.
Vision draining leaders don't think big.
(42:54):
They think inside the box.
The team isn't passionate.
There's no one pulling them up out of the weedsfor a second, and and then there's no creative
solution ever.
Vision draining leaders run operations and runcompanies and run organizations that never get
creative and those organizations get beat everysingle day by companies who do get creative.
(43:19):
%.
The companies that cannot get creative becausethey don't have a vision, they don't have a
leader, The companies that cannot get creativeare getting beat every single day by the
companies who do get creative, who do coloroutside the lines a little bit, who are willing
to break some rules and prove that rule isinsignificant and a dumb rule to begin with.
(43:45):
So I'm going to get myself in trouble on thisone.
Don't go break the rules and then tell someone,Well, I heard Keaton on a podcast, so you
should break rules.
Don't do that.
I'm not advising you to go break rules, Butthink about a big vision for a second in your
situation, your problem, what's going on?
What's the preferred outcome?
(44:05):
That should get you passionate.
That should light some fire on like, okay,cool.
Now I know what the preferred outcome is.
Let me try to paint outside the lines to getthat thing done.
Huge thanks to Dan.
I I got a ton of value out of it.
Go look him up.
I'm sure he's all over, LinkedIn.
I mean, he's got, I don't know, several booksout.
(44:25):
He's legit.
So I wanted to share that.
Also, huge shout out to Corey Carlson andstarting Rise Community.
I would have never heard any of that.
That would have never impacted me and myleadership journey without Corey assembling a
team of leaders and people and having peoplelike Dan to come on and talk.
If if you got any value out of what I justsaid, this group meets every Monday at noon.
(44:51):
Every Monday at noon.
This one little bitty message, this forty fiveminute speech I heard from Dan was worth the
$295 this month, and I get three more sessionsthis month.
That was just one session, and it was I wouldhave paid if I knew if I had known I was gonna
(45:13):
hear this message, I would have paid $295 forit, but then I get three more sessions this
month.
So again, it's kind of a I know I'm selling youguys here.
I don't get I don't get anything to to tell youthis other than my hope is if you're getting
value I'm not gonna do this every single call,every single Rise community call I'm on.
(45:35):
I'm not gonna, like, sit here and rehash thecall.
You're not gonna get it for free from me.
But this one was impactful for me.
And if you got any ounce of value, especiallyif you're a leader, I mean, just making one
decision differently because of hearing whatDan said is worth $295.
(45:56):
And think of how many other I I've alreadymissed several other guest speakers that have
been on and added value.
And so, again, they do this every Monday, 52Mondays in the year.
It's $295 a month.
I know you can cut $295 a month out of yourbudget somewhere, especially if you're trying
(46:17):
to develop yourself.
It's it's funny.
Micro rant because I gotta go.
It's funny how many people complain.
I didn't get the promotion.
I didn't get the raise.
They didn't give me the shot.
You complain, you complain, you complain.
You're not doing anything to be a betterleader.
Like, what books have you read?
(46:38):
Listening to this podcast doesn't count.
This is entertainment.
This isn't really even leader.
Like, this is just an entertaining podcast formost of you guys.
You know, you don't you don't have six pack absand you complain, well, when's the last time
you worked out or did crunches or whatever?
Like, you you you don't get the leadership rolein your organization.
(46:59):
Well, when when's the last time you invested inthe leadership muscle?
Seriously.
Like, you wanna lead a company and it'd besuccessful and print cash and afford you the
freedom to live your life on your own terms.
Like, okay.
When's the last time you invested in yourselfto becoming a better leader to to lead your
(47:21):
organization?
$295 a month is cheap.
Stagen's thirty five grand.
Like like, real leadership executive coaches,you can spend $50 a year.
So, again, I'm ranting a little bit because Ihear all the time, I didn't get the promotion.
(47:41):
Like, I didn't get they overlooked me.
They got somebody else.
Well, the other guy is better than you.
It's why they got it's why they picked him.
Sure.
There may be some politics going on, butchances are he's just better than you.
Maybe he's got a coach.
Maybe he's got a community.
Maybe he's surrounded by other legit people.
Maybe he's got a mentor that you don't knowabout.
(48:03):
Like, so many people complain about notadvancing, not moving.
Their company's not doing what they want.
They're do they're not advancing in theircareer.
Who are you surrounding yourself with?
What are you investing your time and moneyinto?
If you're investing it into Fortnite and you'reinvesting it into, you know, like, stupid
(48:27):
activities that aren't making you better, bro,you got your priorities mixed up.
So anyway, micro rant.
Thank you guys listening.
Thank you Dan Britton for the inspiration.
I'm gonna go be a values sorry, a visionreplenishing leader.
I'm gonna do that by using our our values.
(48:50):
The rest of you guys, if you got any value outof it, go follow Dan.
Go buy one of his books.
And then meet me back here tomorrow.
We'll do this again.
Praying you're getting your pretty end.
Thanks, guys.
Welcome back to the Podcast.
I am Keaton Turner.
Thank you guys so much for tuning back in.
Some of you guys listen to this every singlemorning.
Man, really appreciate it.
Some of you guys, you cram this.
Right?
You'll you'll miss several days.
You'll miss a week or so, and then you'lllisten to several in a row.
I I hear from some of you guys.
(00:26):
Doesn't matter if you've listened to three ofthese or all 80 plus of them.
I think we're approaching the 90 mark.
Thank you guys for listening.
I I really do appreciate it.
I get a kick out of all the messages,especially the video the video messages that
some of you guys send me on Instagram or youtext me a video message.
If you if you're getting enjoyment out of this,send me a message, preferably a video message.
(00:53):
You know, Scott Lidster sends the shirtlessvideo messages, which are the highlight of my
week usually.
Send me a send me a video message, or or justshoot me a text, send me an email.
I love getting emails on the, the per diememail, and that that email address is
podcast@prayforperdiem.com.
(01:17):
Shoot me an email if you're getting if you'regetting value out of this.
And thanks for leaving the reviews.
Some of you guys have left some reviews lately.
I'll catch up on those later.
Today, I wanna share with you guys somethingthat I got a ton of value out of, and I haven't
made many of these meetings yet, but you'veheard me talk about the Rise community.
This is not gonna be sales y.
(01:38):
I'm not giving them any more free promo oranything like that.
I was in the Rise meeting this Monday, and andI don't make every single one of them.
Usually, my calendar's kinda chaotic andsometimes I'm traveling.
But anyway, I jumped on this Monday's Risemeeting.
And Rise, for those of you who aren't familiarwith it, if you didn't listen to my Rise
(02:00):
podcast where I kinda gave them a shout out,Rise is just a community of business leaders,
CEOs, executives, know, men of faith, if youwill, maybe not all of them are men of faith, I
think most of them probably are, people thatare just trying to sharpen iron sharpens iron,
and they're just people trying to sharpen eachother.
And so this past meeting, there was a guestspeaker.
(02:25):
These meetings are one hour virtual meetingsevery Monday at noon eastern.
And and if you wanna learn more, go toRise,rise-community.com.
You can learn all about it.
I highly recommend it.
And here's why I highly recommend it.
I'm gonna tell you guys what this past Monday'smeeting was about because I got a ton of value
(02:48):
out of it.
I'm gonna steal a lot of the content and shareit with you guys today because not all of you
guys or or maybe none of you guys are in Rise.
So you didn't hear this and you haven't heardthis yet.
The guest speaker was Dan Britton.
Look him up.
He's got several best selling books.
Really cool guy.
I knew nothing about Dan, had never heard ofDan.
(03:09):
Maybe I have read one of his books.
One of the covers looked familiar, but Inormally don't pay attention to the authors
when I'm reading a book.
Again, guys, I'm not a detail person for themost part.
But Dan, Dan opened up the call, opened up themeeting with VDL.
(03:31):
He said, you know, he looks around, and hetalks to, you know, he talks to all kinds of
companies.
He's a speaker.
He's an author.
He's been in business.
He was part of Fellowship Christian AthletesFCA.
A lot of you guys have probably heard of that.
And he talks about this disease, this deadlydisease, VDL disease.
VDL stands for vision draining leader.
(03:54):
And he starts to talk about it and he's like,know, there's I I go around, I I talk to these
businesses, I talk to these leadership, youknow, leadership teams, I talk to these
executives, and there are so many people withVDL disease.
Their leaders are vision draining, and my earsperked up.
I'm like, oh shoot, I'm a leader.
(04:17):
I like to think of myself as, motivational,inspirational, legit, good looking, all the
things.
Right?
That's that's how I like to think of myself.
But when he said there's people that have VDLdisease and don't even know it, I thought, I
wonder if I have had or do currently have VDLdisease, vision draining leader disease.
(04:43):
He kinda put that topic on ice for a second andthen he he moved on.
And he said, you know, the one thing he askedthe audience of the people, the guys on the
call, and there's again, there's a lot of legitguys on this call.
He said, what's the one thing you can't be badat in life?
You know, people in the chat box on the rightside are typing in all kinds of things.
Right?
(05:03):
You can't be bad at marriage.
Can't be bad at friendships.
Can't be bad at finances, whatever.
I typed in in capital letters cooking withthree exclamation marks.
Dan got a laugh out of that.
So I succeeded in making somebody laugh.
I I really do believe if you're bad at cooking,probably need to stay away from me.
(05:27):
I take my cooking very seriously.
So I I put cooking.
You cannot be bad at cooking.
But there was a lot of really good answers.
And and ultimately, he said of leaders acrossthe globe, the one thing leaders cannot be bad
(05:47):
at, cannot afford to be bad at, is vision.
Leaders cannot afford to be bad at vision.
And again, I hear this and I'm like, oh, man,my ears perk up.
You know, a lot of times I find myself on aZoom call trying to multitask, right?
(06:08):
I'm kinda halfway paying attention to the calland then I'm on Slack or in email or looking at
my phone because someone's texting me aboutsomething.
I was locked into this.
I put my phone away.
I shut, you know, my email browser down and Iwas like locked in on what Dan Britton was
saying about leadership.
(06:29):
Anytime I can get around people who can speakintelligently and with real experience on
leadership, that is, man, that is the content Ieat up, whether it's a book, podcast, and this
is the one thing I'm loving so much about thisRise community is learning from people.
(06:49):
This guy does this for a living.
He teaches leaders for a living.
He says, The one thing you cannot be bad at isvision.
He says there is a kind of remedy, if you will,a magic potion, a secret pill to this VDL
disease, vision draining leader disease.
(07:10):
And when he says that, I'm you know, again, I'mlike, dude, come on the edge of my seat.
What do you got for me?
I want this magic potion.
What is the cure for being a a vision drainingleader?
And he says, it is a vision replenishingleader.
Vision replenishing leader.
I'm like, what the heck does that mean?
Vision replenishing leader.
(07:33):
And he goes on to say, you know, there'sthere's all kinds of people across their career
journeys, and this you could probably relay allthis to marriage.
You guys hear me talk about business andmarriage kind of hand in hand all the time.
There are so many people that are doing goodwork.
They're working hard.
They're putting in a ton of hours, putting in aton of effort, but no one is giving them clear
(07:57):
vision on where they're going, what they'reworking towards, why they're doing it, why is
their job important.
I think this is I you guys heard me on a recentpodcast say, I think this is the number one
issue with marriages on planet earth, isthere's no one leading the marriage.
I just fully believe that there should be aleader in the marriage, and it should be the
(08:24):
male.
Again, I believe in biblical principles.
That might ruffle some of your guys' feathers.
Don't you know, woke police, don't don't callme.
Don't text me.
I believe leadership is the most critical thingin a marriage and in a business.
So goes leadership, so goes the company.
(08:45):
So goes leadership, so goes the team.
So goes leadership, so goes the marriage.
And that's why I say every day to my my kids,you know, when I drop them off, when I'm
dropping them off to go play somewhere, I dropthem off at school, be a leader.
I think it's the number one variable missingfrom society from from so many young men.
(09:09):
And even I would even say young women.
I want my I want my young girls to grow up tobe leaders.
Leadership is the magic potion.
And so, you know, the one thing that Dan talkedabout kinda over and over was vision.
Obviously, I'm I'm I'm kinda honing in on theleadership thing, but I think one of the most
(09:30):
critical components of being a real leader ishaving vision and using your vision.
Using it to inspire others, using it to paintclear paths for others.
It's critical.
And so I you know, he he goes on to say, nopoor talk.
This is one of the things he said.
I wrote down a whole page worth of notes.
(09:52):
I don't know if I'm gonna be able to getthrough all of them.
I'm trying to I'm trying to distill down whathe said and give you guys kind of the spark
notes or the cliff notes version because it wasan hour long call packed full of stuff.
One of the things he said with visionreplenishing leaders is they don't have poor
(10:12):
talk.
They don't talk about all the things that can'thappen.
Well, we don't have enough money for this.
Well, we we I don't have we don't have time asa team to do this.
We don't have the right people to go do this.
Right?
That would be a really cool thing if we wentand did that as a company.
We just don't have the we don't have the time.
(10:32):
We don't have the money.
We don't have the people.
Vision replenishing leaders do not allow poortalk.
I I would kind of translate this into thevictim and creator mode.
This is the drama triangle I've told you guysabout.
Go look this up.
(10:53):
You know, I'll speak on this in more detail,hopefully, on on one of the podcasts and get
in, like, real deep.
I learned this in Stegen, the drama triangle.
It's learning to go from being a victim, sayingthings like, we don't have enough time or
people or money.
I can't do this.
My team's not capable enough.
My marriage sucks.
My wife's nagging me.
(11:15):
I picked the wrong person.
Vision replenishing leaders are able to go taketheir team, take their subject, take whoever
they're talking to, and translate them frombeing in a or transition them from being in a
victim mindset to a creator mindset.
(11:39):
I think vision replenishing leaders take thepeople that are in victim mode, and they
convince them, we've got plenty of time.
We've got plenty of resources.
We have plenty of money.
We've got the right people.
I am married to the right person.
I just need to I just need to create theoutcome I want.
(12:01):
I need to look at the situation, not thinknegatively about it.
Think what could be, not what is, not what hasbeen.
I'm I'm gonna sound like Kamala now.
Not what is, not what has been, but what couldbe, what should be.
Some of the most inspirational leaders thatI've listened to and watched and listened to
podcasts, they built it all with very littleresources.
(12:26):
They built their career.
They built their team.
They built a successful marriage.
They built an organization with a lot lessresources than some of the big fortune 500
companies have.
Dan was very clear on no poor talk.
Vision replenishing leaders do not allow theirteams to participate in poor talk.
(12:55):
He also said that and I wrote this down.
I love this.
When vision leaks, the mission drifts.
Again, this was this was so impactful for mebecause over the years, you guys have heard me
talk about my own leadership failures, and I'mdealing with one right now, a big one.
I put a bunch of awesome people on the team.
(13:17):
It's the third, kind of iteration of ourmanagement team over the years, over eight
years, you know, three different regimes ineight years.
You you gotta wonder what the heck's going on.
I I think it's clear what's going on.
I there's there's there's a common denominatorin those eight years, and that common
denominator is Keaton Turner.
And so I've done a really poor job at times ofclearly laying out our vision.
(13:43):
Not only like big company vision, like likegrand, you know, big strategy, like little
tactical quarterly vision or monthly vision forfor my leadership team.
I told my guys just the other day, we're we'rehaving month every Monday, we have an exec
leadership team meeting Monday mornings, 8AM,and and I told them, like, look.
(14:04):
I've I haven't given you guys clear vision.
You're all working really hard.
You're doing great things.
You're all working on your own things with yourown teams.
The results of your hard work are not quitealigning with where the company needs to go
this year.
So I have failed on giving clear vision.
(14:26):
As Dan says, when vision leaks, the missiondrifts.
Where in March, I could clearly see without ashadow of a doubt that when we started the year
in January with the vision of our execleadership team, what said we wanted to do, we
have slightly drifted from that already inMarch.
(14:49):
And if I don't sit the team down and realignthe vision of where we wanna go this year, what
would happen is we'll get to the end of theyear, and we will have drifted way off course
because we didn't all have clear vision.
And so this was I mean, Dan's message hit homefor me.
It's, you know, never waste a crisis issomething we say around the office.
(15:11):
Never waste a crisis.
You know, I am really trying hard to apply someof these things that I'm hearing and seeing and
learning to be a vision replenishing leader andnot be a vision draining leader, and we'll get
in a little bit here in a second to what avision draining leader is, but I I'm really
trying hard to be a vision replenishing leader,helping realign the teams on where we're going,
(15:37):
High level strategy, but then also tactictactically, what does it take of our leaders
and our leadership team and our ops team andour accounting team, our sales team?
What does it take to get us accomplishing ourmission this year?
He he pulled up a slide.
This this was a this was a killer quote.
(15:58):
I've never seen this quote, and I'm a I'm kindof a quote junkie.
I love to write them down.
I got a whole whole note in my phone, Tons Imean, probably hundreds of quotes that I've
written down over the years.
The only thing worse than being blind is havingsight but no vision.
(16:18):
That's Helen Keller.
The only thing worse than being blind is havingsight but no vision.
And, you know, I think, again, not not to getnot to get too preachy on this, I've lived
through this.
Like, I can see where I want our organizationto go.
I can, like, in my mind, I can I can picturewhat I want it to be?
(16:42):
I can picture the next big win.
I can picture what the fleet would look like,what the finances would look like, what the
team looks like.
I I can see it pretty clearly a lot of times.
Can everybody else see it?
Have I have I taken that vision that I've gotin my mind and distilled it down and translated
that to the other people on the team who arehead down working?
(17:05):
A lot of times, the answer is no.
I have not done near near as good a job ascasting that vision into other people.
Again, I'm just I'm just gonna rattle off someof things I wrote down, and and I know this is
kinda seem jumbled.
Dan did a way better job at presenting thisinformation than I'm going to do.
He's a professional at doing this.
(17:26):
I'm not.
I'm a professional dirt mover.
Okay?
So, or or a dirt orchestrator.
I'm I don't even move dirt anymore.
The other thing I wrote down was a visionwithout action is a daydream, but action
without vision is a nightmare.
A vision without action is a daydream, butaction without vision is a nightmare.
(17:53):
So true.
% believe it.
That's that's Japanese proverb.
Again, that's one I never heard.
There's a lot of times, and I I really strugglewith this one.
I've got this this kind of new business thing Iwanna get off the ground.
I think it'd be really cool.
It's an idea I came up with last year.
It's probably almost a year old now, this idea,and I think it'd be awesome.
(18:20):
I've put very little action to it, and so whatwhat does that mean?
It was just kind of a daydream.
Right?
Like, there's no fruit there.
I it's not I haven't built it into anything.
Like, I haven't I haven't prioritized anyaction there, and so it just it just lives on
the shelf as a daydream.
(18:41):
And I've also done the opposite.
We you know, our our team has has ran towardsbig things really fast with a lot of effort and
action, but we didn't have kind of the rightvision, and we ended up in a nightmare.
I think our Salt Lake City office, the threeyears that we had that office was probably a
(19:03):
good example of that.
We put a ton of action towards it.
Right?
We hired a staff out there, got a nice got anice office space, overlooked the mountains and
a nice area.
A lot of really good things came out of it.
I'm not throwing the baby out with thebathwater, but I don't think the vision was
quite defined, laid out, clear.
(19:26):
Like, I I I think I just had this wildassumption that if you you pull really good
talented people off the shelf and stick them inthe game, it'll all work out.
And I did a poor job at that stage of ourbusiness in laying out the clear vision.
What was that office there to accomplish?
What were what was the leadership team supposedto accomplish?
(19:51):
Why are we doing it?
But if you ask a lot of the people out there,they they'd all have different answers on the
vision of the company.
And so, you know, for me, action without visioncan easily and quickly become a nightmare.
Very easily.
It's amazing how quick it can happen.
He has this slide.
Right?
(20:11):
This guy's a marathon.
Dan was a marathon runner or is a marathonrunner.
He's done the Boston Marathon twice.
So he had this slide about, you know, marathonrunners.
And he's he asked the question.
He said, what what is the mile marker in whichthe fewest runners quit a marathon?
(20:33):
Like, if you had to guess, the two spots in a26.2 mile marathon, I think it's 26.2, whatever
it is, what what is the what are the two milemarkers where the fewest number of people give
up?
Well, I mean, it's easy.
Right?
The fewest number of people give up on mile oneand mile 26.
(20:56):
Right?
They get they they don't give up in thebeginning because they just started, and they
don't give up right at the end.
They can see the finish line.
It's right there.
I'm just gonna go a little bit further.
Where do the most people give up in a marathon?
I didn't know the answer.
(21:17):
He says it's somewhere between the halfwaypoint and the end.
A lot of people guess the halfway point.
He said, really, it's honestly not the halfwaypoint.
It's just beyond the halfway point.
You're you're more than halfway there, but youstill have far than far enough to go.
You cannot see the finish line, and a lot ofpeople give up.
(21:42):
You know, mile 15 to 18, mile 19, mile 20.
Like, a lot of people give up when they can'tsee the end, and they give up in the middle.
You know?
They they get through a lot of the hard stuff,but they give up in the middle, and and a lot
of it is because they don't have they don'thave vision of the of the end.
(22:05):
They don't have vision of of the end result,the end goal.
They can't see if they could just see thefinish line, like, again, most marathons, I've
never ran a marathon.
Unfortunately, my body, I have not built mybody to be marathon capable, so I I I don't run
marathons, but I'm guessing that if you couldsee the finish line from mile 15, a lot fewer
(22:29):
people would give up if you had vision intointo where the finish line was.
You could kinda see it.
You're running towards it.
A lot of people, they can't see it, and so andso they give up.
One of the questions I wrote down or one of thestatements I wrote down, he asked the audience.
He said, is your vision big enough that otherpeople start laughing when you share it?
(22:57):
It's a super interesting question.
I remember when I started Turner Mining Group,I think I got a few chuckles.
I definitely got one big chuckle from Ishouldn't say chuckle, that's gonna sound mean.
I definitely don't think the family, the peopleinvolved in the family business that I left, I
(23:19):
don't think they thought I would make it.
I don't think they were chuckling.
Maybe they were, but I also had some otherpeople, you know, some equipment dealers that
chuckled.
I had some friends that chuckled a little bit.
I might have had, you know, even some familybehind closed doors like, what's this fricking
kid doing?
He doesn't know anything.
So yeah, I I would say I love this.
(23:40):
I love this question.
Is your vision, is your dream, are your goalsso big that other people laugh when you tell
them about it?
He he, Dan, believes if they don't laugh, it'snot big enough.
You know, if you tell someone your vision foryour life and they don't laugh, it's probably
(24:03):
too small.
He wants the leaders that he talks to, he wantstheir vision to be god sized, and he he, like,
emphasized the god sized part.
And and and a couple guys asked, well, whatdoes that mean, god sized?
He said, well, it means that the only way youaccomplish the vision is if God shows up and
(24:24):
goes to work and something, you know, somethingamazing happens.
I would say that's true for my life.
That's true for Turner Mining Group.
We should have failed probably a dozen times bynow, at least half a dozen.
The vision was big.
The swings were big.
I think God has shown up in in my business, inmy life countless times.
Probably times I didn't even realize it or givehim recognition for it.
(24:47):
And so I love that question.
Is your vision big enough that other peoplestart laughing, when you share it?
Let's see.
I'm running through these notes here.
I know we're at twenty four minutes.
I'm trying to keep these I'm trying to keepthese shorter.
I'm hoping you guys are getting some value outof this.
One of the things I wrote down is vision has tobe wide.
Your vision has to be wide, not narrow.
(25:10):
Can't be just about you.
Dan really emphasized this.
Vision, like a real vision, should touch onother people you're impacting.
Other people.
So this vision that you have in mind, don'tmake it just narrow.
Don't make it selfish and just about you.
(25:30):
Well, I'm gonna build a business, and then I'mgonna buy my yacht, or I'm gonna buy my house.
I'm gonna build my family.
I'm gonna have $10,000,000 in the bank, andthen I'm gonna retire and play golf.
Like, that's a narrow vision.
It's a cool vision.
I like it, but it's too narrow.
(25:52):
Dan really suggests a wide vision.
Whose life are you going to impact?
What kind of people are you gonna surroundyourself with?
How can you make a bigger impact on the worldor your community, your state, your country
than just you retiring a millionaire andplaying golf in Florida.
(26:14):
So he, you know, he really emphasized, youknow, Rise and again, he kinda used Rise, the
Rise community as an example.
Right?
Like, Corey had a pretty wide vision.
He wants to impact a lot of guys.
I'm I'm getting impact from it.
I didn't even know Corey six months ago or oror seven months ago, however long it's been.
(26:37):
And so, you know, Dan reiterates vision is ateam sport, not a solo sport.
With your vision, you should be thinking aboutother people you're impacting.
Don't be selfish with the vision.
Be big and wide and grand.
And the last thing he you know, I kinda wrotedown is vision has to be clear.
(27:01):
You have to write it down.
You have to make it crystal clear.
Like, get real specific.
What color of the thing are you chasing?
What what specific like like, the the cleareryou can picture your vision, I think the better
chance you have of it working out.
Truck's beeping at me.
(27:21):
The clearer picture of the vision you have, thebetter chance you have of it working out.
If you're if you're talking about a company,like, what's the what's the company look like?
Where is the office?
What's the office look like?
What what color equipment?
What color pickup trucks?
You know, if you're if you got a vision foryour career, what's what does it look like?
(27:46):
Where specifically are you working?
What house are you living in?
Like, you know, what kind of car?
I'm getting I'm getting materialistic, but, youknow, what young person are you mentoring and
bringing up with you and casting vision into?
For your marriage, like, what do you want yourmarriage to look like?
What's a win look like?
(28:07):
What's success look like there?
So write it down.
It has to be clear.
Has to be clear.
And then so I we go back because I I kindaquestioned him a little bit.
I said, hey.
What what in the world does it mean to be youknow, Dan got through his his whole thing,
(28:28):
forty forty five minutes or so speaking, fewminutes left for q and a at the end.
I said, Dan, you talked a lot about being avision replenishing leader.
Love it.
I'm gonna steal a lot of this stuff.
I'm gonna start using it.
I've got it all written down.
But I'm more concerned with me being a visiondraining leader not even knowing it.
(28:50):
What, in kind of your perspective, Dan, what isa vision draining leader?
Who is a vision draining leader?
What are they doing?
What makes you a vision draining leader?
And he kind of gives several opinions or takeson what a vision draining leader was.
Again, he referred back to the poor talk thing,the negativity.
(29:14):
You know, he takes people from being a victimto being a creator.
But one of the things he said, and I thought itwas really cool, because I'm surrounded by, you
know, I'll get personal here for a second.
I'm surrounded by very smart people who arepractical and and who love data and look at
(29:35):
data, I'm gonna say almost to a detrimentsometimes.
I'm surrounded by engineers.
I love engineers.
Engineers are smart.
Right?
We got we got a guy that went to Purdue.
You know, I I won't say anything on Purdue,Jeff.
I'll leave that one alone.
We've got several engineers.
(29:55):
You know, one of my business partners went toYale.
The other one went to Harvard.
Like, really smart people.
Awesome guys.
Legit people.
He said the one thing he tries to get visiondraining leaders to do is suspend belief for a
second.
So so he kinda brought this to life, and hesaid I'm like, well, what does that mean,
(30:19):
suspend belief?
He's like, how many times do you enter into ameeting and you're sitting there talking about
the issue, the topic, whatever, and the smartpeople in the room say all the things we can't
do.
Right?
Well, we can't do this or we can't do that.
We don't have the thing to do this.
Like, the customer won't let us do that.
(30:41):
He said, vision draining leaders, like, stickto the x's and o's and and stay really tactical
and practical and do not do a good job ofsuspending belief for a second and thinking
big.
Vision draining leaders think small.
They think tactical.
(31:02):
They think inside the box.
Vision replenishing leaders blow the box up.
They think way outside the box.
They suspend belief.
And so, you know, his example of this wasgetting into a meeting where you got a bunch of
smart engineers saying all the things that wecan and can't do.
We have to live inside this box.
(31:23):
And he says, the best vision replenishingleaders tell their team, just for a few
minutes, let's just suspend our belief of whatis, and let's think about what could happen.
Right?
Like, in in in big picture world, fairy taleworld, rainbows and unicorns, like, what if
(31:49):
what if we could do this?
What if we could do that?
What if this happened?
Vision is a preferred future that producespassion for others.
That's the key.
That's what vision is.
It is a future that you really, really, reallywant that if illustrated clearly to your team
(32:19):
gets them excited, ignites passion, gets themrunning towards it.
That's what vision is.
Now the challenge is when you have really smartpeople who think practically and tactically and
live in x's and o's and operate with inside,contract agreements or whatever, like,
(32:42):
sometimes it can be hard for them to see theforest for the tree.
Sometimes it's hard for them to get out of theweeds and see a preferred future that then gets
them excited.
It's really easy for our guys to show up at theoffice every day, work on their thing.
The customer's demanding this.
(33:03):
I have to do this.
I've got this report.
I've got this process.
Like, sometimes it's really hard for them topull themselves out of the day to day in the
business stuff and think high level what wouldhappen if I suspended belief about my current
situation, current issue.
(33:24):
So many times, I will, my team will bring me anissue because that's, you know, at where I sit,
I get very little of the good.
Most of the time, if we're if I'm having ameeting or there's an issue or, like, most of
the time, I'm dealing with stuff that just, youknow, other people haven't dealt with, don't
(33:47):
know how, don't wanna be the final say on, orjust or just can't or shouldn't be the final
say on.
So I'm normally dealing with issues, problems.
And in my best moments, what I try to do isback everyone way up and say, how do we get
creative here?
We got a problem.
We have a contract.
We've got a process.
We've got a whatever.
(34:08):
We've got a box we're supposed to live in.
How do we get outside this box and solve thisproblem differently?
In my worst moments as a leader, a visiondraining leader, I'm egotistical.
I'm saying all the things we can't do.
I'm talking about the money.
I'm talking about our resources and how we'relimited.
I'm victim.
(34:30):
A vision draining leader is living inside thebox.
A vision replenishing leader is someone wholives outside the box.
Still have to have some practicality.
Still have to have some common sense.
You can't be one of these foo foo kumbayaleaders that just lives up in the clouds and is
so out of touch with reality.
But I think a lot of times, some of our biggestproblems in business, we can solve as vision
(34:57):
replenishing leaders, helping helping ourteams, helping our people that are out there
fighting all the fires, help lift them up for aminute and thinking thinking outside the box
and giving them a glimpse into a preferredfuture that produces passion.
(35:18):
You know, every time there's a big issue, it'sit's kind of a really easy hack.
Like, if there's a big issue, okay, what is ourpreferred future?
What's our preferred outcome here?
Forget what the contract says.
Forget what the customer says.
Forget what the employee's doing.
Forget the lawsuit, the lawyers for a second.
(35:38):
What is the preferred future here?
If we could have anything we want, what's theoutcome look like?
And some of the smart people look around,they're like, well, geez.
I mean, I don't know.
I guess if you ask it that way, here's what Iwould do.
And it's like, okay, cool.
That's what you think the preferred future is?
If we could do that, does that get you excited?
(35:59):
Like, yeah.
It gets me excited.
That would be amazing.
But we can't do that, boss.
We got x y.
I'm like, no.
No.
No.
No.
Hold up.
If that's the preferred future, let's liveoutside the box for a second.
Are there ways we can get this done?
I am facing a massive challenge right now.
I can't talk a bunch about it.
And and by the way, I'm done with my noteshere.
Thanks, Dan Britton.
(36:20):
Sorry.
I'm I'm stealing all this and using it from myown from my own audience.
But go look Dan up.
Dan Britton, b r I t t o n.
Look up his books.
Awesome stuff.
I just bought one.
I'll I'll read it and then give you my guys myreview.
I have a massive, massive issue looming.
It's not here yet.
Hold on.
(36:43):
Sip of coffee.
Massive issue looming.
It's not here yet, but I have been advised byseveral really smart people that are very
expensive people that we have a big problemcoming.
If you work in our business, if you're on ourteam, don't get worried.
(37:03):
We're not selling the company, we're not goingout of business, there's nothing like that.
It's small in the grand scheme of big problems,but it's a significant challenge that I am
going to be faced with making some decisionsaround.
Our leadership team's gonna be faced withmaking some decisions around, in the near
future.
And, you know, it's funny when and man, I'm I'mI'm again, maybe I live up in the clouds a
(37:29):
little too much sometimes, but it's funny whenyou get really smart people that tell you what
you can and can't do.
Attorneys, advisers, consultants, there's wholegroups of organizations that live to take your
money and tell you what to do.
Every time I pay one of these organizations,whether it's a consultant, someone just
(37:54):
advising on something, a lawyer, whatever, it'salways funny to me how hard it is for them to
get outside the box, color outside the lines.
Now, I would I would say, first and foremost,that's why they're not an entrepreneur.
It's why they're a consultant or a lawyer orwhatever is because they do really well at
playing inside the box.
(38:16):
But man, it can be frustrating.
When I see big, hairy, nasty challenges, thefirst thing I do, almost to a default, is
ignore all the rules.
And and this makes people squirm sometimes.
This makes some of my team members squirm.
I ask the dumb questions.
I'm like, well, hey, mister lawyer.
Hey, mister consultant.
(38:37):
Hey, mister adviser.
Why can't we do this?
And they'll look at you like, well, nobody'sever done that.
No, we don't do that that way.
That's not how it works.
I'm like, well, why not?
Why can't we do it that way?
Well, I don't know.
We'll have to get back to you.
(38:57):
We don't, that's not, that's just not how it'sbeen done.
I'm like, that's what we are paying you to dois to get creative.
Be a vision replenishing leader.
I'm paying you to lead me through thissituation.
Why am I paying you?
(39:18):
You're draining.
You're you're draining me not only from cash.
Like, I'm not only am I paying you, you'redraining my pocket.
You're draining my team's vision on what itcould what we could do.
What are the potentials?
Like, let's think way outside the box here.
And turning into a slight rant here.
I apologize.
(39:38):
This this Sunday, I'll talk about this issuewhen I'm when I'm able to.
We're not we're not there yet.
It's not an issue yet.
But there's so many times I'm like I'm like,man, people struggle.
Even at the highest level, people struggle tothink outside the box, to think big, to step
(40:00):
back for a second and say, what is my preferredoutcome here?
If if if I could paint with a wand, Dan Brittongives the example of handing someone a pen.
If you're in a real big pickle in life, inbusiness, whatever, he hands them a pen and
says, this is a magic wand.
Wave it in the air and tell me your exact wish.
Tell me your exact outcome you desire here onthis problem.
(40:23):
Tell me your exact what's this look like if youcould just wave this wand and make it all go
exactly the way you want it to go?
And they do that exercise, and he says, okay.
Cool.
That is a vision replenishing leader.
You are casting a vision for what could be.
Now let's apply some let's apply somepracticality to it.
(40:45):
Now let's let's let's get into how do we makethat outcome work.
Sometimes you just can't.
Right?
Sometimes there's laws, there's legalities,there's process, there's red tape from a
customer, you know, whatever.
Sometimes there are just limiting factors thatwon't allow that ideal outcome, but the
exercise alone, just doing the exercise willhelp you think differently.
(41:10):
I I can't wait to use this.
I I kinda already do some of this.
I don't do it necessarily in the way that Danhas outlined it, but I already do some of this
for my team when we have a big hairy problem.
Like, what do we want to get like, forget allthe rules.
What do we want?
And let's work backward from there.
(41:31):
I don't like rule Keaton Turner does not likerules just as a just no pun intended.
As a rule of thumb, I hate rules.
If someone comes in with a problem and says,here are the rules, I'm like, okay.
Let's break those rules.
As long as we're not breaking the law, likeknowingly committing fraud or extortion or
(41:53):
like, like, you obviously, there, there aresome, some rules you just cannot break.
But like, if it's a dumb rule, if it's a dumbrule that someone just put in place twenty
years ago and no one's ever challenged it it'sone of the things I love about reading Elon
Musk's biography, Walter Isaacson.
(42:13):
You gotta read it.
It's like 800 pages.
It's a big thick read.
The guy hates rules, specifically within ourgovernment.
Government contracts, like you can read theTeslas or the SpaceX stuff.
It's awesome.
(42:33):
Vision replenishing leaders put all realityaside for a second and think big and get the
team thinking big.
And what that does is fuels passion in theteam, and then the team can then go get
creative around the solution.
Vision draining leaders don't think big.
(42:54):
They think inside the box.
The team isn't passionate.
There's no one pulling them up out of the weedsfor a second, and and then there's no creative
solution ever.
Vision draining leaders run operations and runcompanies and run organizations that never get
creative and those organizations get beat everysingle day by companies who do get creative.
(43:19):
%.
The companies that cannot get creative becausethey don't have a vision, they don't have a
leader, The companies that cannot get creativeare getting beat every single day by the
companies who do get creative, who do coloroutside the lines a little bit, who are willing
to break some rules and prove that rule isinsignificant and a dumb rule to begin with.
(43:45):
So I'm going to get myself in trouble on thisone.
Don't go break the rules and then tell someone,Well, I heard Keaton on a podcast, so you
should break rules.
Don't do that.
I'm not advising you to go break rules, Butthink about a big vision for a second in your
situation, your problem, what's going on?
What's the preferred outcome?
(44:05):
That should get you passionate.
That should light some fire on like, okay,cool.
Now I know what the preferred outcome is.
Let me try to paint outside the lines to getthat thing done.
Huge thanks to Dan.
I I got a ton of value out of it.
Go look him up.
I'm sure he's all over, LinkedIn.
I mean, he's got, I don't know, several booksout.
(44:25):
He's legit.
So I wanted to share that.
Also, huge shout out to Corey Carlson andstarting Rise Community.
I would have never heard any of that.
That would have never impacted me and myleadership journey without Corey assembling a
team of leaders and people and having peoplelike Dan to come on and talk.
If if you got any value out of what I justsaid, this group meets every Monday at noon.
(44:51):
Every Monday at noon.
This one little bitty message, this forty fiveminute speech I heard from Dan was worth the
$295 this month, and I get three more sessionsthis month.
That was just one session, and it was I wouldhave paid if I knew if I had known I was gonna
(45:13):
hear this message, I would have paid $295 forit, but then I get three more sessions this
month.
So again, it's kind of a I know I'm selling youguys here.
I don't get I don't get anything to to tell youthis other than my hope is if you're getting
value I'm not gonna do this every single call,every single Rise community call I'm on.
(45:35):
I'm not gonna, like, sit here and rehash thecall.
You're not gonna get it for free from me.
But this one was impactful for me.
And if you got any ounce of value, especiallyif you're a leader, I mean, just making one
decision differently because of hearing whatDan said is worth $295.
(45:56):
And think of how many other I I've alreadymissed several other guest speakers that have
been on and added value.
And so, again, they do this every Monday, 52Mondays in the year.
It's $295 a month.
I know you can cut $295 a month out of yourbudget somewhere, especially if you're trying
(46:17):
to develop yourself.
It's it's funny.
Micro rant because I gotta go.
It's funny how many people complain.
I didn't get the promotion.
I didn't get the raise.
They didn't give me the shot.
You complain, you complain, you complain.
You're not doing anything to be a betterleader.
Like, what books have you read?
(46:38):
Listening to this podcast doesn't count.
This is entertainment.
This isn't really even leader.
Like, this is just an entertaining podcast formost of you guys.
You know, you don't you don't have six pack absand you complain, well, when's the last time
you worked out or did crunches or whatever?
Like, you you you don't get the leadership rolein your organization.
(46:59):
Well, when when's the last time you invested inthe leadership muscle?
Seriously.
Like, you wanna lead a company and it'd besuccessful and print cash and afford you the
freedom to live your life on your own terms.
Like, okay.
When's the last time you invested in yourselfto becoming a better leader to to lead your
(47:21):
organization?
$295 a month is cheap.
Stagen's thirty five grand.
Like like, real leadership executive coaches,you can spend $50 a year.
So, again, I'm ranting a little bit because Ihear all the time, I didn't get the promotion.
(47:41):
Like, I didn't get they overlooked me.
They got somebody else.
Well, the other guy is better than you.
It's why they got it's why they picked him.
Sure.
There may be some politics going on, butchances are he's just better than you.
Maybe he's got a coach.
Maybe he's got a community.
Maybe he's surrounded by other legit people.
Maybe he's got a mentor that you don't knowabout.
(48:03):
Like, so many people complain about notadvancing, not moving.
Their company's not doing what they want.
They're do they're not advancing in theircareer.
Who are you surrounding yourself with?
What are you investing your time and moneyinto?
If you're investing it into Fortnite and you'reinvesting it into, you know, like, stupid
(48:27):
activities that aren't making you better, bro,you got your priorities mixed up.
So anyway, micro rant.
Thank you guys listening.
Thank you Dan Britton for the inspiration.
I'm gonna go be a values sorry, a visionreplenishing leader.
I'm gonna do that by using our our values.
(48:50):
The rest of you guys, if you got any value outof it, go follow Dan.
Go buy one of his books.
And then meet me back here tomorrow.
We'll do this again.
Praying you're getting your pretty end.
Thanks, guys.
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