October 16, 2024 • 15 mins
Join Anthony Karls and Matthew Hacker on 'Revenue Roadmap' as they dive into leadership development. Discover the 'Giant' program's impact on team building, revenue growth, and more. Explore the five leadership voices and the 70/30 principle for effective personal and professional growth.
00:00 Introduction and Welcome
00:18 Matt's Background and Leadership Insights
03:08 Leadership Development Program Overview
03:50 Discovering Your Leadership Voice
04:52 The Five Voices Explained
11:06 Building Confidence in Your Leadership Voice
13:17 Intentionality and the 70/30 Principle
14:59 Conclusion and Next Steps
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Anthony Karls (00:00):
All right.
Welcome.
Welcome everyone.
This is Revenue Roadmap where wetalk about driving revenue and
increasing profits in localbusinesses.
So I'm Anthony Carls and today Iam joined again, our friend, Mr.
Matthew Hawker.
Matt Hacker (00:14):
Hello, sir.
Anthony Karls (00:16):
Matt, thanks for being here with us today.
Matt Hacker (00:18):
Absolutely.
Anthony Karls (00:19):
So we're going to continue our conversation on
leadership development withMatt, uh, talking a little more
specifics about a giant program.
Um, how that helps build, buildteams.
Uh, increased revenue and all ofthose things.
Before we jump into that, Matt,I got a question for you.
Matt Hacker (00:35):
All right.
Anthony Karls (00:36):
not about a hat like we did last time.
So no more melon questions.
Um, so tell me, tell, tell meand our audience, what's
something about your story thatmost people navigated to where
you are today?
Matt Hacker (00:54):
Hoof something about my story that most people
don't know.
Um, I think that's a really goodquestion.
So there's so many things.
Um, one thing I'm going to saywas, I feel, uh, I feel like I
(01:16):
am pretty good at where I amtoday about, like, dealing with,
like, unknowns.
And, uh, I think a big part ofthat is for 13 years, I was a
volunteer firefighter.
And whenever our pager went off,here's the thing, right?
Somebody calls 9 1 1, they'renot having a good day,
Anthony Karls (01:34):
No.
Matt Hacker (01:35):
right?
It's nobody calls 9 1 1 to say,Hey, I just want to let you know
I'm doing well.
Anthony Karls (01:39):
Yeah.
Thank you.
for what you're doing.
You're going to probably get alot of those, those
Matt Hacker (01:43):
right.
So never really knew what wewere going to get into, right?
Dispatcher would tell us like,Oh, we got this car accident and
somebody's hurt.
Like they never really know likehow hurt
Anthony Karls (01:52):
Mm hmm.
Matt Hacker (01:53):
they're live or like if there's something
involving kids, it's like.
That could go a variety ofdifferent ways.
Cause then you got parentsinvolved, you got screaming
children.
So we had to deal in order to bea successful firefighter, you
have to deal with a lot ofambiguity and being okay with
not knowing until you get to thepoint where, you know, and I
(02:13):
think that has helped me becomethe, the leader and the person
that I am today is, is that 13years of experience in doing
that?
Anthony Karls (02:22):
I'm sure there's, we can, we could probably dive
down.
Really interesting rabbit trailthere.
Um, but I would imagine thatwould be a really good place to
like stress test some leadershipskills, learn some stuff about
yourself,
Matt Hacker (02:35):
Absolutely.
Anthony Karls (02:36):
learn stuff about others.
Matt Hacker (02:38):
The people next to you literally trust you with
their life and ultimately, atthe end of the day, that's why I
left the department is becausewe had some new people come on
the department.
And at the end of the day, Ididn't trust my life in their
hands because of their workethic and because of their,
their lack of leadership.
And I wasn't about to put myfamily in that position to get a
phone call that I'm not cominghome.
(02:59):
So that's why I left.
Anthony Karls (03:04):
That's it.
That's awesome.
Appreciate you sharing that.
Um, all right.
So last time we talked aboutlast time we talked.
We talked about our leadershipdevelopment program, and we have
two, uh, we started talkingabout the workshop transforming
team communication.
So today the first module ofthat, or the first, I don't
know, three to four weeks ofthat is the discovering your
(03:30):
leadership voice.
So we're gonna talk a little bitoverview, future episodes.
We'll go a little deeper intothat.
So tell us a little bit aboutkind of this section of the
training that we do with ourteam.
So what does it look like?
To discover your leadershipvoice here at RocketClicks.
What does that even mean?
Yeah.
Matt Hacker (03:50):
So at the beginning of this section, one of the
things that.
The big things that weintroduced to our team is a
concept of know yourself to leadyourself.
And basically the premise behindthat is, is that we all have
natural tendencies that thenlead to us doing certain things,
which are, which are our actionsand those actions have
(04:11):
consequences.
And then those consequences thenshape the current reality that
we're in.
So if you can think about likean infinity and infinity loop
like this, that's what thislooks like.
So.
The that reality is then goingto lead us back into like what
our natural tendencies are tolike deal with that current
reality And then our actions andconsequences and reality again,
(04:32):
so know yourself to leadyourself We talked about that at
the very beginning because inorder for somebody to
successfully get through giantLike that's a core concept that
they need to learn and they willlearn along the way And that's
what the premise of like, what,one of the big things that giant
is going to teach everybody onour team.
(04:52):
So we start with that and thenit's really getting into
recognizing what the five voicesare.
So there's five voices.
Each of the voices have naturaltendencies within giant.
We all have those naturaltendencies built within us,
right?
At the end of the day, we'reall, all of the voices have some
(05:13):
tendencies that lean strongertowards a certain type of voice.
That's called our foundationalvoice, which we'll talk about in
a second, but, uh, the fivevoices are nurturer, connector,
pioneer, guardian, and creative,and each one of those has
different tendencies or actsdifferently in certain
(05:34):
situations, acts differently tocertain types of information,
lives in the now versus lives inthe future.
That's what we learn the verybeginning of Giant, after we
figure out like, what is it,what's it like to know yourself,
to be yourself.
Anthony Karls (05:48):
So, uh, for the, for the audience, what is your,
what's your foundationalleadership voice?
Matt Hacker (05:56):
My foundational leadership voice is a connector,
so I am all about people and,like, inspiring people through
my communication.
Um, connectors are the peoplethat, like, you ever, uh, you
ever have anything going wrongat home?
Like, maybe a pipe breaks andyou're like, man, I Who am I
(06:18):
going to get a hold of to fixthis?
Like, I'll tell you, get a holdof a connector because they know
a guy.
Like, connectors know somebodyfor every situation.
Oh, you need that?
Don't worry about it.
I know a guy, right?
They're able to, uh, at a veryhigh level, engage with a whole
bunch of different relationshipsat one time.
Um, We do have our downfallsthough.
(06:39):
Uh, we aren't always great atreceiving like critical at
receiving or giving criticalfeedback because we're all about
the people and like harmony andkeeping that, um, uh, keeping
that in check, but I'm aconnector.
I know a lot of people that's atthe end of the day, that's what
it is.
Anthony Karls (06:56):
Nice.
Awesome.
So what does it, what does itlook like when our team starts
to kind of identify theirfoundational voice?
You talked a little bit aboutthat for yourself.
Like what are, what do we reallywant them to come out of that?
Matt Hacker (07:10):
so we want we want our team to identify what their
foundational voice is.
And the way that we do that iswe go through.
So through the process of giant,there is a, uh, throughout the
process of our class, People gothrough and like, we'll talk
through each voice, like thenatural tendencies of each
voice, and then we'll have themrate what they think that voice
(07:31):
is to them on, uh, on a, on acolor scale, similar to a
stoplight.
So it's like red, green, andyellow, like.
Like, yep, that's me.
If you could be like a greenyellow, where it's like most of
that is me, but there's parts ofit that aren't right.
And then there's yellow.
It's like, uh, I, some of thisis yes.
(07:51):
And then red is like, yeah, thisisn't me.
I don't connect with any ofthese things very well.
So we have people go through andwhy it's so important for people
to understand what theirfoundational voice is, is
because the outcome of this.
It teaches everybody.
The things that were naturallyfoundationally good at just as
important.
It teaches us the things thatwere foundationally not great
(08:13):
at.
And that's where we have to leanon other people of our team.
Like maybe I'm not great atdoing something, but Tony is
really good at doing something.
So I'm going to lean on Tony forhis strengths because his
strengths are my weaknesses.
And once our team kind ofunderstands and learns what
their foundational voices, thenthey can kind of figure out and
see where they fit within theteam.
(08:34):
The rest of the team.
And the output of that as thebusiness owner is you're going
to have one of the mostcohesive, cohesive, hardworking
teams that work together andunderstand each other than
anybody else in your market.
Anthony Karls (08:46):
Yeah, the, like one of the, one of the big
benefits will be a higher,higher engagement with your team
because you're doing this witheverybody.
Uh, I think when we talked lasttime, you mentioned, uh, leaders
aren't involved with us andthey're not like drinking the
Kool Aid of the program.
You will not see the impacts.
So like, don't, don't, don'ttake the program, try to
(09:08):
implement it and be like, Allright.
Hands off.
I'm not doing this and I'm stillgoing to act, act the same.
I'm not going to get involved.
This probably won't work.
Uh, but so if everybody investsin like, all right, we all have
different viewpoints of theworld, but we're going to like,
here's, here's our new commonlanguage that we're going to
adopt, uh, together.
We'll learn it and we cancommunicate around it.
Uh, Some really magical thingshappen and one of those is
(09:30):
engagement with the team.
I think, I think retentionincreases, uh, an interesting
byproduct is institutionalknowledge, which is really,
really hard to lose,
Matt Hacker (09:40):
Okay.
Anthony Karls (09:40):
especially at a smaller businesses.
When you're a small business,you're not necessarily
documenting as much as youshould because you don't have
the time.
Maybe you're not good at it.
So maybe you're not, maybe it'snot just a time issue.
Maybe it's also a, I don't knowwhat an SOP should look like.
So there's three steps.
Step one, step two, and stepthree.
And then a, uh, more detailoriented person is going to say,
(10:02):
well, what happens between stepone and step two?
It seems like there are 19 stepshere.
Matt Hacker (10:06):
Yeah.
Anthony Karls (10:28):
you can have the time to document some of this
stuff.
Matt Hacker (10:31):
Absolutely.
Anthony Karls (10:32):
Um, so the team goes through and they, they kind
of like, they do a red, yellow,green with different shadings,
um, of all the voices.
And they kind of put these thenin order at the end.
Uh, they also take an assessmentprior to the prior to this, this
very specific portion of theworkshop.
Um, and then we do that.
Then we do a comparison so thatwe can like, it's a test, right?
(10:55):
Uh, it's usually accurate, butthere are times when it's, when
it's off.
We, we compare it so that we canget, we can get everybody
feeling as if they're seen inthis workshop.
Um, I know one of the bigger,another point in this is like
building confidence in yourleadership voice.
You kind of hinted at it alittle bit earlier.
What does that mean?
Matt Hacker (11:14):
So really, what that means is for a person to
become the best version ofthemselves, whether that's at
work or whether that's in theirpersonal lives, or just being a
human being.
Right?
Naturally, we want to do thethings.
That are easiest for us to dothat.
Bring us joy that we might bebetter at than other things that
(11:38):
we're not as good at.
So that within giant itself,there's a concept of the 70, 30
principle, where if we can live,so 70 and 30 is a hundred.
So think of those percentages,right?
So if we can live our life,work, play, whatever in 70
percent of the time, doing thethings that are enjoyable to us,
(11:58):
then overall are, we're notgoing to be burnt out.
We're going to have time to dothe things that are that are
important to us like family,friends, you know, creating
relationships, what have you,maybe some people it's gaming,
whatever it is, right?
But if we can stay as much inthat 70 opposed to the 30
percent of the things that aremore difficult for us to do.
(12:18):
We're going to we're going tolast longer as a company.
We're going to last longer withretention because you're not
asking your employees to dothings that are aren't in their
wheelhouse, right?
That's another way.
You could think of the 70 likethe 70 is like our wheelhouse.
We all have things that are inour natural wheelhouse.
And the more that we can staythere, it's The happier we're
(12:41):
going to be.
That doesn't mean now you haveto be careful though, because
you don't want to stay a hundredpercent in your wheelhouse
because then you never grow.
Right.
Sometimes the growth happens.
The B the best growth a personcan have is in that 30.
So that's why the 30 is like tostretch people.
The 70 percent is where you'recomfortable.
The 30 percent is where you getstretched and that's where you
grow.
And then eventually that, thatcould come over.
(13:02):
And become part of your 70.
Um, but that's really how youbuild confidence is continuously
doing things that live in your70 while dabbling in the 30 and
growing in that space to makeyour 70 even bigger.
Anthony Karls (13:17):
Yeah.
Let's start.
Uh, I think another good way,they, they phrase it in the
giant program is, uh,intentional versus accidental.
Like, are you, how intentionalare you about your 70 30?
Are you aware of where you are?
Are you aware of what you'reworking on?
Like, how does that line up withwhere you're trying to go?
How does this add value in thefuture?
(13:37):
Cause oftentimes in every aspectof life, whether you're playing
a sport or you're, you're,you're, uh, in a career or
you're a parent, like there areparts of everything you enjoy.
So, um, and parts of those arelike, you don't enjoy them
because you're not good at themyet.
Um, or like maybe you're, maybeyou need this thing to be a C
(13:58):
and you're, you're really like aD minus F already.
Like you're just, you're notdoing real well here.
So how do we bring that up?
So it's not, it's not such a,such a bad experience.
Matt Hacker (14:09):
That intentionality piece is huge too, like, you're
right, like, we all have thingsin our life at work, at home, at
school, or have you, that wedon't enjoy doing.
Like, knowing the 70 30, like,if we're making a conscious
decision, like, you know what,I'm not great at this, so I'm
(14:31):
going to be in this 30, and I'mdoing that on purpose, that's
different than having somebody,having something like forced
upon you to do something thatyou don't even know that, that,
that's like a, a, a tough spotfor you to be in until it's too
late and you're burned out.
Or if it's too late and then yougive up, right?
Um, understanding that andmaking that conscious decision
(14:53):
is huge.
And that's what that's withwork.
That's with your health.
That's with, that's witheverything.
Anthony Karls (14:58):
Awesome.
Appreciate it, Matt.
So next time we, next time we,uh, get together here, we're
going to talk a little more indepth about each of the voices,
uh, talk about each of those.
Matt Hacker (15:07):
Absolutely.
Anthony Karls (15:09):
And we'll
Matt Hacker (15:09):
Can't wait.
Anthony Karls (15:10):
continue down this path.
So any, uh, any closing thoughtshere before we, before we wrap
up?
Matt Hacker (15:16):
Uh, no, I'm excited for us to continue to meet and
talk and get into each one ofthe individual voices.
Uh, I have a feeling like aslisteners are listening to these
podcasts, they're going to betalking, we'll be talking about
the voices and they'll be like,oh, that's me.
And that's me.
Yeah.
And then they're going to hearthe next one like, Oh, but
that's me.
But wait, I thought it was partof the first one that we talked
about.
We're all part of all of thevoices.
(15:38):
We just have certain parts ofthem that, that, that, that come
out in us more.
So it's going to be a reallycool thing.
I'm super excited to come back.
Anthony Karls (15:46):
Appreciate it, Matt.
Thank you.
Matt Hacker (15:47):
Thanks, sir.
All right.
Welcome.
Welcome everyone.
This is Revenue Roadmap where wetalk about driving revenue and
increasing profits in localbusinesses.
So I'm Anthony Carls and today Iam joined again, our friend, Mr.
Matthew Hawker.
Matt Hacker (00:14):
Hello, sir.
Anthony Karls (00:16):
Matt, thanks for being here with us today.
Matt Hacker (00:18):
Absolutely.
Anthony Karls (00:19):
So we're going to continue our conversation on
leadership development withMatt, uh, talking a little more
specifics about a giant program.
Um, how that helps build, buildteams.
Uh, increased revenue and all ofthose things.
Before we jump into that, Matt,I got a question for you.
Matt Hacker (00:35):
All right.
Anthony Karls (00:36):
not about a hat like we did last time.
So no more melon questions.
Um, so tell me, tell, tell meand our audience, what's
something about your story thatmost people navigated to where
you are today?
Matt Hacker (00:54):
Hoof something about my story that most people
don't know.
Um, I think that's a really goodquestion.
So there's so many things.
Um, one thing I'm going to saywas, I feel, uh, I feel like I
(01:16):
am pretty good at where I amtoday about, like, dealing with,
like, unknowns.
And, uh, I think a big part ofthat is for 13 years, I was a
volunteer firefighter.
And whenever our pager went off,here's the thing, right?
Somebody calls 9 1 1, they'renot having a good day,
Anthony Karls (01:34):
No.
Matt Hacker (01:35):
right?
It's nobody calls 9 1 1 to say,Hey, I just want to let you know
I'm doing well.
Anthony Karls (01:39):
Yeah.
Thank you.
for what you're doing.
You're going to probably get alot of those, those
Matt Hacker (01:43):
right.
So never really knew what wewere going to get into, right?
Dispatcher would tell us like,Oh, we got this car accident and
somebody's hurt.
Like they never really know likehow hurt
Anthony Karls (01:52):
Mm hmm.
Matt Hacker (01:53):
they're live or like if there's something
involving kids, it's like.
That could go a variety ofdifferent ways.
Cause then you got parentsinvolved, you got screaming
children.
So we had to deal in order to bea successful firefighter, you
have to deal with a lot ofambiguity and being okay with
not knowing until you get to thepoint where, you know, and I
(02:13):
think that has helped me becomethe, the leader and the person
that I am today is, is that 13years of experience in doing
that?
Anthony Karls (02:22):
I'm sure there's, we can, we could probably dive
down.
Really interesting rabbit trailthere.
Um, but I would imagine thatwould be a really good place to
like stress test some leadershipskills, learn some stuff about
yourself,
Matt Hacker (02:35):
Absolutely.
Anthony Karls (02:36):
learn stuff about others.
Matt Hacker (02:38):
The people next to you literally trust you with
their life and ultimately, atthe end of the day, that's why I
left the department is becausewe had some new people come on
the department.
And at the end of the day, Ididn't trust my life in their
hands because of their workethic and because of their,
their lack of leadership.
And I wasn't about to put myfamily in that position to get a
phone call that I'm not cominghome.
(02:59):
So that's why I left.
Anthony Karls (03:04):
That's it.
That's awesome.
Appreciate you sharing that.
Um, all right.
So last time we talked aboutlast time we talked.
We talked about our leadershipdevelopment program, and we have
two, uh, we started talkingabout the workshop transforming
team communication.
So today the first module ofthat, or the first, I don't
know, three to four weeks ofthat is the discovering your
(03:30):
leadership voice.
So we're gonna talk a little bitoverview, future episodes.
We'll go a little deeper intothat.
So tell us a little bit aboutkind of this section of the
training that we do with ourteam.
So what does it look like?
To discover your leadershipvoice here at RocketClicks.
What does that even mean?
Yeah.
Matt Hacker (03:50):
So at the beginning of this section, one of the
things that.
The big things that weintroduced to our team is a
concept of know yourself to leadyourself.
And basically the premise behindthat is, is that we all have
natural tendencies that thenlead to us doing certain things,
which are, which are our actionsand those actions have
(04:11):
consequences.
And then those consequences thenshape the current reality that
we're in.
So if you can think about likean infinity and infinity loop
like this, that's what thislooks like.
So.
The that reality is then goingto lead us back into like what
our natural tendencies are tolike deal with that current
reality And then our actions andconsequences and reality again,
(04:32):
so know yourself to leadyourself We talked about that at
the very beginning because inorder for somebody to
successfully get through giantLike that's a core concept that
they need to learn and they willlearn along the way And that's
what the premise of like, what,one of the big things that giant
is going to teach everybody onour team.
(04:52):
So we start with that and thenit's really getting into
recognizing what the five voicesare.
So there's five voices.
Each of the voices have naturaltendencies within giant.
We all have those naturaltendencies built within us,
right?
At the end of the day, we'reall, all of the voices have some
(05:13):
tendencies that lean strongertowards a certain type of voice.
That's called our foundationalvoice, which we'll talk about in
a second, but, uh, the fivevoices are nurturer, connector,
pioneer, guardian, and creative,and each one of those has
different tendencies or actsdifferently in certain
(05:34):
situations, acts differently tocertain types of information,
lives in the now versus lives inthe future.
That's what we learn the verybeginning of Giant, after we
figure out like, what is it,what's it like to know yourself,
to be yourself.
Anthony Karls (05:48):
So, uh, for the, for the audience, what is your,
what's your foundationalleadership voice?
Matt Hacker (05:56):
My foundational leadership voice is a connector,
so I am all about people and,like, inspiring people through
my communication.
Um, connectors are the peoplethat, like, you ever, uh, you
ever have anything going wrongat home?
Like, maybe a pipe breaks andyou're like, man, I Who am I
(06:18):
going to get a hold of to fixthis?
Like, I'll tell you, get a holdof a connector because they know
a guy.
Like, connectors know somebodyfor every situation.
Oh, you need that?
Don't worry about it.
I know a guy, right?
They're able to, uh, at a veryhigh level, engage with a whole
bunch of different relationshipsat one time.
Um, We do have our downfallsthough.
(06:39):
Uh, we aren't always great atreceiving like critical at
receiving or giving criticalfeedback because we're all about
the people and like harmony andkeeping that, um, uh, keeping
that in check, but I'm aconnector.
I know a lot of people that's atthe end of the day, that's what
it is.
Anthony Karls (06:56):
Nice.
Awesome.
So what does it, what does itlook like when our team starts
to kind of identify theirfoundational voice?
You talked a little bit aboutthat for yourself.
Like what are, what do we reallywant them to come out of that?
Matt Hacker (07:10):
so we want we want our team to identify what their
foundational voice is.
And the way that we do that iswe go through.
So through the process of giant,there is a, uh, throughout the
process of our class, People gothrough and like, we'll talk
through each voice, like thenatural tendencies of each
voice, and then we'll have themrate what they think that voice
(07:31):
is to them on, uh, on a, on acolor scale, similar to a
stoplight.
So it's like red, green, andyellow, like.
Like, yep, that's me.
If you could be like a greenyellow, where it's like most of
that is me, but there's parts ofit that aren't right.
And then there's yellow.
It's like, uh, I, some of thisis yes.
(07:51):
And then red is like, yeah, thisisn't me.
I don't connect with any ofthese things very well.
So we have people go through andwhy it's so important for people
to understand what theirfoundational voice is, is
because the outcome of this.
It teaches everybody.
The things that were naturallyfoundationally good at just as
important.
It teaches us the things thatwere foundationally not great
(08:13):
at.
And that's where we have to leanon other people of our team.
Like maybe I'm not great atdoing something, but Tony is
really good at doing something.
So I'm going to lean on Tony forhis strengths because his
strengths are my weaknesses.
And once our team kind ofunderstands and learns what
their foundational voices, thenthey can kind of figure out and
see where they fit within theteam.
(08:34):
The rest of the team.
And the output of that as thebusiness owner is you're going
to have one of the mostcohesive, cohesive, hardworking
teams that work together andunderstand each other than
anybody else in your market.
Anthony Karls (08:46):
Yeah, the, like one of the, one of the big
benefits will be a higher,higher engagement with your team
because you're doing this witheverybody.
Uh, I think when we talked lasttime, you mentioned, uh, leaders
aren't involved with us andthey're not like drinking the
Kool Aid of the program.
You will not see the impacts.
So like, don't, don't, don'ttake the program, try to
(09:08):
implement it and be like, Allright.
Hands off.
I'm not doing this and I'm stillgoing to act, act the same.
I'm not going to get involved.
This probably won't work.
Uh, but so if everybody investsin like, all right, we all have
different viewpoints of theworld, but we're going to like,
here's, here's our new commonlanguage that we're going to
adopt, uh, together.
We'll learn it and we cancommunicate around it.
Uh, Some really magical thingshappen and one of those is
(09:30):
engagement with the team.
I think, I think retentionincreases, uh, an interesting
byproduct is institutionalknowledge, which is really,
really hard to lose,
Matt Hacker (09:40):
Okay.
Anthony Karls (09:40):
especially at a smaller businesses.
When you're a small business,you're not necessarily
documenting as much as youshould because you don't have
the time.
Maybe you're not good at it.
So maybe you're not, maybe it'snot just a time issue.
Maybe it's also a, I don't knowwhat an SOP should look like.
So there's three steps.
Step one, step two, and stepthree.
And then a, uh, more detailoriented person is going to say,
(10:02):
well, what happens between stepone and step two?
It seems like there are 19 stepshere.
Matt Hacker (10:06):
Yeah.
Anthony Karls (10:28):
you can have the time to document some of this
stuff.
Matt Hacker (10:31):
Absolutely.
Anthony Karls (10:32):
Um, so the team goes through and they, they kind
of like, they do a red, yellow,green with different shadings,
um, of all the voices.
And they kind of put these thenin order at the end.
Uh, they also take an assessmentprior to the prior to this, this
very specific portion of theworkshop.
Um, and then we do that.
Then we do a comparison so thatwe can like, it's a test, right?
(10:55):
Uh, it's usually accurate, butthere are times when it's, when
it's off.
We, we compare it so that we canget, we can get everybody
feeling as if they're seen inthis workshop.
Um, I know one of the bigger,another point in this is like
building confidence in yourleadership voice.
You kind of hinted at it alittle bit earlier.
What does that mean?
Matt Hacker (11:14):
So really, what that means is for a person to
become the best version ofthemselves, whether that's at
work or whether that's in theirpersonal lives, or just being a
human being.
Right?
Naturally, we want to do thethings.
That are easiest for us to dothat.
Bring us joy that we might bebetter at than other things that
(11:38):
we're not as good at.
So that within giant itself,there's a concept of the 70, 30
principle, where if we can live,so 70 and 30 is a hundred.
So think of those percentages,right?
So if we can live our life,work, play, whatever in 70
percent of the time, doing thethings that are enjoyable to us,
(11:58):
then overall are, we're notgoing to be burnt out.
We're going to have time to dothe things that are that are
important to us like family,friends, you know, creating
relationships, what have you,maybe some people it's gaming,
whatever it is, right?
But if we can stay as much inthat 70 opposed to the 30
percent of the things that aremore difficult for us to do.
(12:18):
We're going to we're going tolast longer as a company.
We're going to last longer withretention because you're not
asking your employees to dothings that are aren't in their
wheelhouse, right?
That's another way.
You could think of the 70 likethe 70 is like our wheelhouse.
We all have things that are inour natural wheelhouse.
And the more that we can staythere, it's The happier we're
(12:41):
going to be.
That doesn't mean now you haveto be careful though, because
you don't want to stay a hundredpercent in your wheelhouse
because then you never grow.
Right.
Sometimes the growth happens.
The B the best growth a personcan have is in that 30.
So that's why the 30 is like tostretch people.
The 70 percent is where you'recomfortable.
The 30 percent is where you getstretched and that's where you
grow.
And then eventually that, thatcould come over.
(13:02):
And become part of your 70.
Um, but that's really how youbuild confidence is continuously
doing things that live in your70 while dabbling in the 30 and
growing in that space to makeyour 70 even bigger.
Anthony Karls (13:17):
Yeah.
Let's start.
Uh, I think another good way,they, they phrase it in the
giant program is, uh,intentional versus accidental.
Like, are you, how intentionalare you about your 70 30?
Are you aware of where you are?
Are you aware of what you'reworking on?
Like, how does that line up withwhere you're trying to go?
How does this add value in thefuture?
(13:37):
Cause oftentimes in every aspectof life, whether you're playing
a sport or you're, you're,you're, uh, in a career or
you're a parent, like there areparts of everything you enjoy.
So, um, and parts of those arelike, you don't enjoy them
because you're not good at themyet.
Um, or like maybe you're, maybeyou need this thing to be a C
(13:58):
and you're, you're really like aD minus F already.
Like you're just, you're notdoing real well here.
So how do we bring that up?
So it's not, it's not such a,such a bad experience.
Matt Hacker (14:09):
That intentionality piece is huge too, like, you're
right, like, we all have thingsin our life at work, at home, at
school, or have you, that wedon't enjoy doing.
Like, knowing the 70 30, like,if we're making a conscious
decision, like, you know what,I'm not great at this, so I'm
(14:31):
going to be in this 30, and I'mdoing that on purpose, that's
different than having somebody,having something like forced
upon you to do something thatyou don't even know that, that,
that's like a, a, a tough spotfor you to be in until it's too
late and you're burned out.
Or if it's too late and then yougive up, right?
Um, understanding that andmaking that conscious decision
(14:53):
is huge.
And that's what that's withwork.
That's with your health.
That's with, that's witheverything.
Anthony Karls (14:58):
Awesome.
Appreciate it, Matt.
So next time we, next time we,uh, get together here, we're
going to talk a little more indepth about each of the voices,
uh, talk about each of those.
Matt Hacker (15:07):
Absolutely.
Anthony Karls (15:09):
And we'll
Matt Hacker (15:09):
Can't wait.
Anthony Karls (15:10):
continue down this path.
So any, uh, any closing thoughtshere before we, before we wrap
up?
Matt Hacker (15:16):
Uh, no, I'm excited for us to continue to meet and
talk and get into each one ofthe individual voices.
Uh, I have a feeling like aslisteners are listening to these
podcasts, they're going to betalking, we'll be talking about
the voices and they'll be like,oh, that's me.
And that's me.
Yeah.
And then they're going to hearthe next one like, Oh, but
that's me.
But wait, I thought it was partof the first one that we talked
about.
We're all part of all of thevoices.
(15:38):
We just have certain parts ofthem that, that, that, that come
out in us more.
So it's going to be a reallycool thing.
I'm super excited to come back.
Anthony Karls (15:46):
Appreciate it, Matt.
Thank you.
Matt Hacker (15:47):
Thanks, sir.
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