November 4, 2024 • 22 mins
What drives you to get out of bed each morning? Are we truly lazy, or is it the lack of inspiration that holds us back? On this episode of the Reckless CEO podcast, I, Michael McGovern, unravel the myth of inherent laziness by sharing my personal journey of finding motivation through purpose. From the temporary drive of getting fit for a vacation to the enduring passion sparked by my love for hockey, we discuss how discovering what excites us can naturally propel us forward without the need for external pressure.
Join me as I recount how adversity became a catalyst for discovering my purpose through the RPM method—Reason, Purpose, and Massive Action Plan. Reflecting on my transition from a failing sophomore year at Catholic school to thriving in public school, I explore how challenges can ignite an unexpected passion for learning and connecting with others. Together, we examine the importance of presence in our interactions, a quality often missing in today’s fast-paced world, and how my past struggles have inspired a deeper commitment to education and meaningful engagement.
What’s the true reason behind our commitments, and how can we align them with our deeper motivations? This episode also offers practical strategies for clarifying our purpose by employing the "five whys" technique and avoiding over-commitment. We wrap up by encouraging a proactive approach to action planning, asking why our goals matter to us, and considering their broader impact. Let’s uncover the driving force behind our actions and set a course for a life filled with purpose and fulfillment.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Right, you're like that buzzer ain't rang, that
game ain't over with, so keepgoing.
I have thrived in that chaos.
How could this be happening?
Did any of you guys payattention to anything I said
(00:26):
anything?
I said like get arrested, guess, until they get the message.
Welcome back to the recklessceo podcast, where we keep it
real raw and reckless aboutbusiness and life.
They ain't really gotten thesauce and I ain't got.
You know what I mean it's like.
Here is your host, the recklessceo himself, michael mcgovern.
Welcome back to the RecklessCEO podcast.
(00:52):
Today we're going to be talkingabout this idea that I don't
believe that people arenaturally or inherently lazy.
I think that most people justhaven't.
They haven't been inspired,they haven't been able to find
the thing that fulfills them,that gives them purpose, that
they're constantly seeking.
I think one of the things ofjust the human development is
(01:14):
that we all thrive more and aredriven more when we are inspired
by something, when we aremotivated by something, when
we've got an end result, evendown to thinking about going on
vacation.
How many people are out ofshape all year round and then
they know they got 60 days andall of a sudden they're going to
get in shape for vacation,because they've got a purpose
(01:36):
when they could have been doingit the whole time.
They could have been settingthat standard initially, but
they just choose not to.
And so I think that a big partof it is just understanding, you
know, what is it that makes youtick, what are the things that
you know you get excited for?
And I thought about all of this,because this is this has always
been something that you knowI've had.
(01:57):
I've had I've had conversationsaround, you know, and I look
back over my life and it and itwas a reminder this morning as I
was talking to a friend of mineand you know we had had, we
were having a conversation therelast night and I'd sent over a
book that wasn't looked at untilthis morning, right, and you
know she was like oh, that's a,that's a lot of information at 6
(02:18):
am and you know, and I got tostart thinking I'm like, oh yeah
, you know, sorry about that, Ijust sometimes I can to start
thinking I'm like, oh yeah, youknow, sorry about that, I just
sometimes I can get a little,just get excited, right, we were
in a having a deep conversationand it was just, you know all
of these things and you know, aswe had, you know as her and I
were kind of going back andforth on that, and I just
started to think about, you know, there was a time in my life
when I you know I've always been, you know, a guy that that like
(02:42):
to speak, right, but I wasn't aperson that loved, you know,
education or educating people,or, you know, learning more
about things and understandingthings and getting to, you know,
getting to first principles,and just constantly, you know,
evolving, you know, as a person,and so for me, it's like I feel
(03:03):
directly connected to this,because for a lot of my life now
, when I played sports and wasin that, like, yes, I was
training and I loved it rightnow, and I went like hockey, for
me, that was my purpose for along time, right, that was the
thing that I love doing morethan anything, and like you
never had to get me up out ofbed to go practice, you never
(03:29):
had to.
You know, get me up.
You know, make sure I'm on time, or maybe I had to make sure I
was on time.
That's always.
I don't think that's a purposething, though, right, but you
know it was something I wasalways driven for, just because
I loved it and I loved gettingbetter and I loved practicing
right.
And so I say this because youknow we all need to find that
purpose right.
And today I'm going to go highlevel on a thing called the RPM
(03:49):
method and I will dive deeperinto this in the future just
because this is something thatprobably needs its own podcast
to really just go through andwork through what exactly that
is right.
But part of that practice isthe idea of that.
You know you have, you need areason, you need your purpose
and then you need a massiveaction plan, right.
And because there's so manythings that we you know on a
daily basis or weekly that wedon't get done, we get
(04:13):
frustrated with ourselves and weask ourselves why and it's
because we just we don't have apurpose to getting them done
right.
Not everything is somethingthat we're excited to do right.
And so, you know, this morning,when I was talking to her, I
thought back and I said you knowwhen I was, you know I look at
where I'm at now and how excitedI am to jump on here and share,
or, you know, educate, educateour team and constantly making
(04:37):
you know content or studying,and it's like I truly love it.
I'm a student of the game.
I loved being a student, right.
But I look back at my sophomoreyear of high school.
I was going to a Catholicschool and at the end of that
school year I had two options.
One option stay at the Catholicschool and get held back a
(05:02):
grade because I failed At mygrades.
I wasn't going to pass mysophomore year high school or
transfer to a public schoolbecause the grade spectrum was
different and my grades wouldactually pass to go to the
public school.
And so I look at where I'm atnow and all these things Like I
failed sophomore year of highschool.
I never took an ACT, I nevertook an SAT, I never got
(05:26):
accepted to a single college.
I never even applied to acollege.
I think I might have applied toone, never applied to anything.
I couldn't think back of a timewhere education or school was
ever an important thing.
Really in my household.
We were sports people.
In my mind, I was going to goto the NHL and that was all she
wrote, right.
(05:51):
And so I share all this becauseI see where I'm at now and how
excited I am and how driven I amto like want to learn and
constantly like just feedingpeople and sometimes it's too
much right, I think for me a lotof times it's hard to actually
have surface level conversations, like it's hard for me to not
want to get you know deep withsomebody and go deep into a
conversation and really learnthem and understand them and you
(06:11):
know and just with everybodyand everything right.
I shared a few weeks or a fewdays ago or last week about the
ketamine thing, right To me, oneof my biggest takeaways is that
how present that has made meright.
It has detached me from needingto know what's going on next,
right?
Where do I wish I was right now?
(06:32):
What do I wish I had?
Where do I?
Like you know, we're veryrarely ever present.
Think about how many timesyou're sitting in a room with
somebody, right?
Are you having conversationsabout what's happening in that
moment and going deep and all ofthese things?
Or are you on your phone andthey're on their phone and
there's no connection andthere's no conversation?
(06:52):
How often does that happen Allthe time, right, and so it's
like I have a problem with notlike I always want to learn more
about everybody, right.
So like that's a filter thatI'm learning too.
But as, like I said, thismorning I had this conversation
I'm like wow, there was a timewhere, you know, I I was
legitimately being held back ifI wouldn't have transferred
(07:14):
schools.
And now I look at it and theremight be some people out there
that say I might be a kind of asmart guy.
I still don't see that.
Sometimes I do, but it is whatit is right.
And so what I want to talk abouttoday is that we need to start
to one about when we're jumpinginto things and we're committing
to things.
We need to make sure that wehave a reason to that and we
(07:37):
have a purpose to that.
And so that's what the RPMmethod is right, so kind of high
level.
We'll talk about it.
No matter what you do right,you need to start with you know
what's the purpose, right, whydo I want this thing right?
(07:59):
And it's getting deep enough tosay, like it's the five whys
it's.
You know, why do you want this?
Because we're so wired torespond with the response that
we think people want to hear.
We're so wired to actually nottruly say the real reason to why
we want things right.
And so when you're going throughthis exercise and really start
(08:19):
thinking about it, say, okay,what's the reason you want this?
We'll take you know.
Say you've got a project thatyou need to do.
You know, maybe it's rollingout a podcast.
Right, what's the reason forrolling out a podcast?
You might say, oh, because Iwanna you know, I wanna be an
influencer.
All right, cool.
So what's really the reason?
Oh well, because I want toshare my message, Okay, cool.
(08:41):
So what's really that reason?
Why do you want to share yourmessage?
Right, and just continuing topeel back these layers?
Because what we'll realize isthat we're all driven by human
needs.
Right, we're all driven by someform of it.
Right, for me, it's asignificance thing.
I talk about that, right, Iknow that, for me, I feel
fulfilled when I feel like I'msignificant, when I feel like
(09:05):
I'm providing value to people,when I feel like I'm being
impactful, when I feel like I'mbeing a leader.
I love that.
So that's my reason to a lot ofthings.
And this can broken down as assimple as doing administrative
tasks.
Right, you need to.
You need to start to.
Before you commit, before youjump in anything, think about
(09:27):
what is the reason I'm doingthis?
And it can be a high levelexercise of just saying like,
hey, asking yourself thatquestion, getting clear on it.
Right, we talked the other dayabout the commitments that we
have and how we get overcommitted or we get half
committed.
Right, this is this kind of isa snowball effect of that, right
, because if you commit tothings without knowing the
(09:48):
reason why you commit, if youcommit to things without knowing
the reason why you commit andthere's no purpose behind
committing, and then you have noplan behind committing, you're
probably not going to get thatthing done.
And it's.
And what happens is is that webeat ourselves up about it.
Right, we, we commit tosomething, we say want to get
this thing done, we're going todo it in the moment, we might
(10:09):
commit, we might be excited, andthen, two or three days later,
we're like, damn, why did I?
Why did I commit to that?
I wish I just would have saidno, but I was in the moment, I
wanted to feel significant, Iwanted to be, you know,
contributing to everythingthat's going on.
So I said yes.
For me, an exercise that hasreally helped me with less
commitments is I will incommitments or agreements or
(10:34):
disagreements, right, I havebeen very conscious of any time.
If I'm having a meeting andsomeone's like, mike, I think we
need to do this, I havepracticed to not really respond
to that and I'll still give theman answer Like, oh, that's a
good idea, or maybe that's not agreat idea, but I'm never
giving a sure yes or no in themoment and I'm not committing to
(10:59):
something in the moment.
If someone says, hey, mike,let's go golfing tomorrow, I
would have said, all right,sweet.
And then I commit.
And then I look at my calendarin the morning and I'm like I
don't know how I'm going to gogolf and now I got to cancel,
right.
So so often, because we want toget that affirmation that we
feel from other people, whensomeone asks us to do something,
we want to commit, we want toconnect, so we say yes and then
(11:21):
all of a sudden, there's noreason, there's no purpose, we
got no plan, things don't getdone Right.
And so think of a.
You know, we will kind of workthrough an exercise on this
Right.
And so just to even start, lookat your calendar Right, start
to categorize out your calendarRight From a side of saying what
a side of saying have a colorfor business, have a color for
(11:44):
fitness, have a color foradministration or meetings.
Start to color code yourcalendar, because what this is
going to do is it's going togive you feedback on the things
that isn't getting done.
Feedback on the things thatisn't getting done.
Another thing is when you reallydetermine what that reason why
you're doing it and the purposewhile you're doing it right, you
(12:05):
create that plan.
Don't leave that meeting, don'tleave that session, that
brainstorm, without puttingsomething on your calendar.
And when you put something onyour calendar in that moment,
make sure you put that reason,make sure you put that purpose
right.
Because these are because,because when that thing pops up
on your calendar and you go toskip it, but you see, the reason
(12:28):
is is that you want to changelives and the purpose is is
because you want to be a betterversion of you, so that you can
lead and impact people on thehighest level.
It's hard to ignore that right.
So you need to make sure thatyou're keeping these things in
front of you and then being ableto go back through over a week
and say what things didn't I getdone?
Why didn't I get that thingdone and don't beat yourself up
(12:53):
about it.
Right, be able to continue tolook at it and say everything
that I'm committing, toeverything that I'm doing, I
need to make sure I'm having areason and a purpose to it,
because that's how you're goingto continue to grow and really
dial in on the version of youthat you want to become.
So many of us don't actuallyknow what we love.
We don't really know what we'regreat at.
(13:14):
We don't really know our uniqueabilities, we don't really know
how we fit into the day-to-day,into the daily scheme of things
, Because we haven't reallytaken that time to start to
understand those things.
And so, before you start toagain commit to anything, jump
into anything, start to askyourself what is that reason?
(13:35):
And really dig deep and askyour people the same thing.
Right, if you have employeesand you're working with them and
they have a big project.
Right, because as you gothrough this, you'll realize
that you know it might seemmonotonous at first to say, man,
every time I got to dosomething, mike, I got to ask
myself why, five times and thenI got to tie a purpose to it.
Right, it's like, yes, at thebeginning it is monotonous, but
(13:58):
over time it just becomes aprocess, it just becomes a
pattern, it becomes a way thatyou just think and you operate.
You will naturally start to askyourself those whys.
And the more that you can startto lean into this, the more
that you'll see of how often wejust say why because we think
it's what somebody wants to hear.
And even then, from a businessstandpoint, right, you being
(14:22):
able to get into, like, firstprinciple thinking, right.
I had a conversation with one ofour guys the other day and he
said that you know, I mean, whatdo you think about, you know,
employees not being in theoffice?
And I said, well, I mean, youknow, I think that what are you
bouncing back?
What do you think aboutemployees not being in the
office?
Right, his response was well,you know these people, they're
(14:45):
committed to, you know, 40 hours.
They need to be working 40hours, that's you know.
I think we need to like, setthat framework to make sure that
we're getting it out of them.
No-transcript.
(15:06):
I personally don't believe that, right, I think that it's much
deeper than that.
It's first principle, right,everything has to come from
something, everything derivesfrom one thing.
Right, there's the analogy whenyou get into first principle
thinking, it's thinking about anapple tree, right, with an
apple tree, right.
(15:26):
You could say, well, I want toplant an apple tree, all right,
awesome.
Well, you just go out and youstore seeds out and you get an
apple tree and you pick an appleand eat it.
Yes, but if you don't have agood soil to start with, then it
doesn't matter how great of anapple seed you get, it doesn't
matter how much rain you have,it don't matter how great your
location is.
If you have bad soil, the appletree will never grow.
(15:49):
Have bad soil, the apple treewill never grow.
Right, and so, in this scenario, right, to be able to, you know
, ask him those same questionsof like okay, well, why do you
think that?
Oh, I think that because weneed more performance.
Okay, well, why do we need moreperformance?
Well, we're not hitting ournumbers.
Okay, well, why aren't wehitting our numbers?
I just feel like everyone feelsdisconnected and not unified.
Well, why do you thinkeveryone's disconnected and not
unified?
Is it the 40 hours?
(16:10):
Probably not.
It's probably a culture thing.
It's probably where we got toget people more connected.
We need to get people drivenaround the same mission.
I don't think that requiringeverybody to work eight hours a
day in their desk is the thingthat's going to change that.
Maybe it is.
But you see that you have tostart to weed through these
(16:32):
things right, because you've gotto get down to the reasons of
why you want something, and thenyou've got to start leaning
into that purpose and saying,well, what is the purpose?
Because for every one of us, weall want to be a part of
something bigger than ourselves.
Every one of us wants to beimpactful and significant and,
you know, contribute to theworld at mass.
(16:54):
And so we have to start to weedthrough these things to really
understand what is the purposefor me doing these things Right?
Because I think that thatthat's where everything lies,
right, if you are feeling likeyou're dragging in something and
it's not fitting you and you'renot getting things done and you
know every week is back on theto do list and you just keep
(17:15):
kicking the can down the road,it's like okay, awesome.
Like, don't look at that as afailure.
Don't look at that, as you know, being frustrated with yourself
.
Look at that as a feedback loop.
There's a reason that you aren'tdoing certain things, and that
reason is that it's not, there'snot enough why.
For you, there is no purpose toit.
That's the thing that you candelegate, right, like.
(17:36):
That's where the power ofdelegation starts to come.
And that's not to say that, hey, man, this thing needs to get
done, but I don't have a reasonto it and I don't have a purpose
to it, so I don't want to do itat all.
No, that's a great thing to setaside, to say that's something
that needs to be delegated,right.
You need to constantly belooking at the commitments you
have, the things that you'redoing or not doing, right, and
then continuing to lean back andto say, like, what is it that I
(17:58):
love to do and I'm great at?
What is it that I love to doand I'm great at?
And for so many of us, it's hardto determine what that thing is
, because when you are actuallyin that state, when you are
doing the thing that you lovemore than anything else, it
doesn't feel like work, itdoesn't feel like effort, it's a
flow state.
And so for many of us, it'shard to actually recognize it,
(18:21):
because we don't feel like we'reactually doing anything.
We don't feel like we'reactually putting value into
things, because, for most of us,we're used to work being
something that we don't enjoy.
We got to get through it.
We got to clock in, we clockout, and it's just like this
monotonous day in and day out.
That's what we've been taughtto think.
Work is.
(18:41):
Work can be effortless, easy,exponential.
It doesn't have to be hard, butyou have to start to understand
is why and what are the thingsthat make you tick.
And so I'll kind of recapeverything to wrap us up here.
Right, thinking about it, right,if you've got people on your
(19:01):
team that you feel like they'renot clicking, they're not
getting going, right, have thatconversation with them.
Hey, why do you think thisisn't working?
Is there something that I cando different?
Is there something that wemisaligned?
So often we don't spend enoughtime with our people and truly
understanding what it is thatmakes them tick, and so we think
we got the wrong person in thewrong seat.
(19:23):
We might have the right personin the wrong seat, right, they
might be the right person.
They just need to be shifted.
They just need to have a littlemore direction.
Maybe they need to discovertheir purpose a little bit.
Maybe they feel like they'rechasing your purpose and they're
not chasing theirs, right, andso when you have people that you
feel like, again, they're notclicking, they're not getting
rolling, ask yourself why thatis, ask them why that is.
(19:46):
Can we change their direction?
Like I said, I don't think thatanyone is necessarily inherently
lazy.
Now, there might be cases,right, but I've seen I mean,
hell, take a crack head, forinstance right, they, they, they
.
You could say that they're lazy, they don't work, they don't do
nothing, but what they wantsome crack, they're working hard
.
Anybody I know they're going tofind it Right, and so it's.
(20:07):
You know is, is, is messed upas that is, it's like it's the.
That's the truest analogy,right, a person that is lazy,
that can't keep a job, can't dothis.
But if they have an addictionand they need to get their fix,
they will go through the depthsof the earth to find that thing.
It's no different for all of us.
We just have to find that thingthat we're obsessed with, that
(20:31):
we're addicted to, that we wantto achieve so bad Like.
We all have that thing buriedinside of us, and so does
everybody else around us, andyour job as a leader is to help
pull that out of people.
Your job as a leader is to helpto recognize that, to see it,
to be aware of it, to be present, to be having these
conversations and pulling thesethings out of your people so
(20:52):
that you can help to get themmotivated and get them excited.
Right, so we're going to gothrough what's the reason and
peeling those layers back.
Don't stop at the first.
Why really ask yourself, why doI want this thing?
Why do I really want this thing?
What is it about this thatmakes me want it?
All right.
Then, leaning into your purposewhat's the purpose behind this?
What is this about this thatmakes me want it?
All right.
Then, leaning into your purposewhat's the purpose behind this?
(21:13):
What is this going to do for me?
What is this going to do forthe people around me?
What fulfillment is this goingto bring me and bring my people
and bring the culture and get meto the next level?
And then, what's my massiveaction plan?
Right, that massive action planis going to be something where
we're going to go and say, allright, I've already achieved
this thing.
We start to look at it from alens of, hey, I've already got
(21:35):
it.
And I look back and say, well,how did I get it?
What were the steps I had totake in order to achieve this?
And just make sure to thenevaluate your calendar,
categorize out each of thesethings, these different
categories of life or businesses, right, break them down and
start to be hyper aware ofreflecting and looking back and
(21:56):
saying what things am I notgetting done?
Why am I not getting them done?
And then, who is the rightperson to get these things done?
Reckless CEO out.
Right, you're like that buzzer ain't rang, that
game ain't over with, so keepgoing.
I have thrived in that chaos.
How could this be happening?
Did any of you guys payattention to anything I said
(00:26):
anything?
I said like get arrested, guess, until they get the message.
Welcome back to the recklessceo podcast, where we keep it
real raw and reckless aboutbusiness and life.
They ain't really gotten thesauce and I ain't got.
You know what I mean it's like.
Here is your host, the recklessceo himself, michael mcgovern.
Welcome back to the RecklessCEO podcast.
(00:52):
Today we're going to be talkingabout this idea that I don't
believe that people arenaturally or inherently lazy.
I think that most people justhaven't.
They haven't been inspired,they haven't been able to find
the thing that fulfills them,that gives them purpose, that
they're constantly seeking.
I think one of the things ofjust the human development is
(01:14):
that we all thrive more and aredriven more when we are inspired
by something, when we aremotivated by something, when
we've got an end result, evendown to thinking about going on
vacation.
How many people are out ofshape all year round and then
they know they got 60 days andall of a sudden they're going to
get in shape for vacation,because they've got a purpose
(01:36):
when they could have been doingit the whole time.
They could have been settingthat standard initially, but
they just choose not to.
And so I think that a big partof it is just understanding, you
know, what is it that makes youtick, what are the things that
you know you get excited for?
And I thought about all of this,because this is this has always
been something that you knowI've had.
(01:57):
I've had I've had conversationsaround, you know, and I look
back over my life and it and itwas a reminder this morning as I
was talking to a friend of mineand you know we had had, we
were having a conversation therelast night and I'd sent over a
book that wasn't looked at untilthis morning, right, and you
know she was like oh, that's a,that's a lot of information at 6
(02:18):
am and you know, and I got tostart thinking I'm like, oh yeah
, you know, sorry about that, Ijust sometimes I can to start
thinking I'm like, oh yeah, youknow, sorry about that, I just
sometimes I can get a little,just get excited, right, we were
in a having a deep conversationand it was just, you know all
of these things and you know, aswe had, you know as her and I
were kind of going back andforth on that, and I just
started to think about, you know, there was a time in my life
when I you know I've always been, you know, a guy that that like
(02:42):
to speak, right, but I wasn't aperson that loved, you know,
education or educating people,or, you know, learning more
about things and understandingthings and getting to, you know,
getting to first principles,and just constantly, you know,
evolving, you know, as a person,and so for me, it's like I feel
(03:03):
directly connected to this,because for a lot of my life now
, when I played sports and wasin that, like, yes, I was
training and I loved it rightnow, and I went like hockey, for
me, that was my purpose for along time, right, that was the
thing that I love doing morethan anything, and like you
never had to get me up out ofbed to go practice, you never
(03:29):
had to.
You know, get me up.
You know, make sure I'm on time, or maybe I had to make sure I
was on time.
That's always.
I don't think that's a purposething, though, right, but you
know it was something I wasalways driven for, just because
I loved it and I loved gettingbetter and I loved practicing
right.
And so I say this because youknow we all need to find that
purpose right.
And today I'm going to go highlevel on a thing called the RPM
(03:49):
method and I will dive deeperinto this in the future just
because this is something thatprobably needs its own podcast
to really just go through andwork through what exactly that
is right.
But part of that practice isthe idea of that.
You know you have, you need areason, you need your purpose
and then you need a massiveaction plan, right.
And because there's so manythings that we you know on a
daily basis or weekly that wedon't get done, we get
(04:13):
frustrated with ourselves and weask ourselves why and it's
because we just we don't have apurpose to getting them done
right.
Not everything is somethingthat we're excited to do right.
And so, you know, this morning,when I was talking to her, I
thought back and I said you knowwhen I was, you know I look at
where I'm at now and how excitedI am to jump on here and share,
or, you know, educate, educateour team and constantly making
(04:37):
you know content or studying,and it's like I truly love it.
I'm a student of the game.
I loved being a student, right.
But I look back at my sophomoreyear of high school.
I was going to a Catholicschool and at the end of that
school year I had two options.
One option stay at the Catholicschool and get held back a
(05:02):
grade because I failed At mygrades.
I wasn't going to pass mysophomore year high school or
transfer to a public schoolbecause the grade spectrum was
different and my grades wouldactually pass to go to the
public school.
And so I look at where I'm atnow and all these things Like I
failed sophomore year of highschool.
I never took an ACT, I nevertook an SAT, I never got
(05:26):
accepted to a single college.
I never even applied to acollege.
I think I might have applied toone, never applied to anything.
I couldn't think back of a timewhere education or school was
ever an important thing.
Really in my household.
We were sports people.
In my mind, I was going to goto the NHL and that was all she
wrote, right.
(05:51):
And so I share all this becauseI see where I'm at now and how
excited I am and how driven I amto like want to learn and
constantly like just feedingpeople and sometimes it's too
much right, I think for me a lotof times it's hard to actually
have surface level conversations, like it's hard for me to not
want to get you know deep withsomebody and go deep into a
conversation and really learnthem and understand them and you
(06:11):
know and just with everybodyand everything right.
I shared a few weeks or a fewdays ago or last week about the
ketamine thing, right To me, oneof my biggest takeaways is that
how present that has made meright.
It has detached me from needingto know what's going on next,
right?
Where do I wish I was right now?
(06:32):
What do I wish I had?
Where do I?
Like you know, we're veryrarely ever present.
Think about how many timesyou're sitting in a room with
somebody, right?
Are you having conversationsabout what's happening in that
moment and going deep and all ofthese things?
Or are you on your phone andthey're on their phone and
there's no connection andthere's no conversation?
(06:52):
How often does that happen Allthe time, right, and so it's
like I have a problem with notlike I always want to learn more
about everybody, right.
So like that's a filter thatI'm learning too.
But as, like I said, thismorning I had this conversation
I'm like wow, there was a timewhere, you know, I I was
legitimately being held back ifI wouldn't have transferred
(07:14):
schools.
And now I look at it and theremight be some people out there
that say I might be a kind of asmart guy.
I still don't see that.
Sometimes I do, but it is whatit is right.
And so what I want to talk abouttoday is that we need to start
to one about when we're jumpinginto things and we're committing
to things.
We need to make sure that wehave a reason to that and we
(07:37):
have a purpose to that.
And so that's what the RPMmethod is right, so kind of high
level.
We'll talk about it.
No matter what you do right,you need to start with you know
what's the purpose, right, whydo I want this thing right?
(07:59):
And it's getting deep enough tosay, like it's the five whys
it's.
You know, why do you want this?
Because we're so wired torespond with the response that
we think people want to hear.
We're so wired to actually nottruly say the real reason to why
we want things right.
And so when you're going throughthis exercise and really start
(08:19):
thinking about it, say, okay,what's the reason you want this?
We'll take you know.
Say you've got a project thatyou need to do.
You know, maybe it's rollingout a podcast.
Right, what's the reason forrolling out a podcast?
You might say, oh, because Iwanna you know, I wanna be an
influencer.
All right, cool.
So what's really the reason?
Oh well, because I want toshare my message, Okay, cool.
(08:41):
So what's really that reason?
Why do you want to share yourmessage?
Right, and just continuing topeel back these layers?
Because what we'll realize isthat we're all driven by human
needs.
Right, we're all driven by someform of it.
Right, for me, it's asignificance thing.
I talk about that, right, Iknow that, for me, I feel
fulfilled when I feel like I'msignificant, when I feel like
(09:05):
I'm providing value to people,when I feel like I'm being
impactful, when I feel like I'mbeing a leader.
I love that.
So that's my reason to a lot ofthings.
And this can broken down as assimple as doing administrative
tasks.
Right, you need to.
You need to start to.
Before you commit, before youjump in anything, think about
(09:27):
what is the reason I'm doingthis?
And it can be a high levelexercise of just saying like,
hey, asking yourself thatquestion, getting clear on it.
Right, we talked the other dayabout the commitments that we
have and how we get overcommitted or we get half
committed.
Right, this is this kind of isa snowball effect of that, right
, because if you commit tothings without knowing the
(09:48):
reason why you commit, if youcommit to things without knowing
the reason why you commit andthere's no purpose behind
committing, and then you have noplan behind committing, you're
probably not going to get thatthing done.
And it's.
And what happens is is that webeat ourselves up about it.
Right, we, we commit tosomething, we say want to get
this thing done, we're going todo it in the moment, we might
(10:09):
commit, we might be excited, andthen, two or three days later,
we're like, damn, why did I?
Why did I commit to that?
I wish I just would have saidno, but I was in the moment, I
wanted to feel significant, Iwanted to be, you know,
contributing to everythingthat's going on.
So I said yes.
For me, an exercise that hasreally helped me with less
commitments is I will incommitments or agreements or
(10:34):
disagreements, right, I havebeen very conscious of any time.
If I'm having a meeting andsomeone's like, mike, I think we
need to do this, I havepracticed to not really respond
to that and I'll still give theman answer Like, oh, that's a
good idea, or maybe that's not agreat idea, but I'm never
giving a sure yes or no in themoment and I'm not committing to
(10:59):
something in the moment.
If someone says, hey, mike,let's go golfing tomorrow, I
would have said, all right,sweet.
And then I commit.
And then I look at my calendarin the morning and I'm like I
don't know how I'm going to gogolf and now I got to cancel,
right.
So so often, because we want toget that affirmation that we
feel from other people, whensomeone asks us to do something,
we want to commit, we want toconnect, so we say yes and then
(11:21):
all of a sudden, there's noreason, there's no purpose, we
got no plan, things don't getdone Right.
And so think of a.
You know, we will kind of workthrough an exercise on this
Right.
And so just to even start, lookat your calendar Right, start
to categorize out your calendarRight From a side of saying what
a side of saying have a colorfor business, have a color for
(11:44):
fitness, have a color foradministration or meetings.
Start to color code yourcalendar, because what this is
going to do is it's going togive you feedback on the things
that isn't getting done.
Feedback on the things thatisn't getting done.
Another thing is when you reallydetermine what that reason why
you're doing it and the purposewhile you're doing it right, you
(12:05):
create that plan.
Don't leave that meeting, don'tleave that session, that
brainstorm, without puttingsomething on your calendar.
And when you put something onyour calendar in that moment,
make sure you put that reason,make sure you put that purpose
right.
Because these are because,because when that thing pops up
on your calendar and you go toskip it, but you see, the reason
(12:28):
is is that you want to changelives and the purpose is is
because you want to be a betterversion of you, so that you can
lead and impact people on thehighest level.
It's hard to ignore that right.
So you need to make sure thatyou're keeping these things in
front of you and then being ableto go back through over a week
and say what things didn't I getdone?
Why didn't I get that thingdone and don't beat yourself up
(12:53):
about it.
Right, be able to continue tolook at it and say everything
that I'm committing, toeverything that I'm doing, I
need to make sure I'm having areason and a purpose to it,
because that's how you're goingto continue to grow and really
dial in on the version of youthat you want to become.
So many of us don't actuallyknow what we love.
We don't really know what we'regreat at.
(13:14):
We don't really know our uniqueabilities, we don't really know
how we fit into the day-to-day,into the daily scheme of things
, Because we haven't reallytaken that time to start to
understand those things.
And so, before you start toagain commit to anything, jump
into anything, start to askyourself what is that reason?
(13:35):
And really dig deep and askyour people the same thing.
Right, if you have employeesand you're working with them and
they have a big project.
Right, because as you gothrough this, you'll realize
that you know it might seemmonotonous at first to say, man,
every time I got to dosomething, mike, I got to ask
myself why, five times and thenI got to tie a purpose to it.
Right, it's like, yes, at thebeginning it is monotonous, but
(13:58):
over time it just becomes aprocess, it just becomes a
pattern, it becomes a way thatyou just think and you operate.
You will naturally start to askyourself those whys.
And the more that you can startto lean into this, the more
that you'll see of how often wejust say why because we think
it's what somebody wants to hear.
And even then, from a businessstandpoint, right, you being
(14:22):
able to get into, like, firstprinciple thinking, right.
I had a conversation with one ofour guys the other day and he
said that you know, I mean, whatdo you think about, you know,
employees not being in theoffice?
And I said, well, I mean, youknow, I think that what are you
bouncing back?
What do you think aboutemployees not being in the
office?
Right, his response was well,you know these people, they're
(14:45):
committed to, you know, 40 hours.
They need to be working 40hours, that's you know.
I think we need to like, setthat framework to make sure that
we're getting it out of them.
No-transcript.
(15:06):
I personally don't believe that, right, I think that it's much
deeper than that.
It's first principle, right,everything has to come from
something, everything derivesfrom one thing.
Right, there's the analogy whenyou get into first principle
thinking, it's thinking about anapple tree, right, with an
apple tree, right.
(15:26):
You could say, well, I want toplant an apple tree, all right,
awesome.
Well, you just go out and youstore seeds out and you get an
apple tree and you pick an appleand eat it.
Yes, but if you don't have agood soil to start with, then it
doesn't matter how great of anapple seed you get, it doesn't
matter how much rain you have,it don't matter how great your
location is.
If you have bad soil, the appletree will never grow.
(15:49):
Have bad soil, the apple treewill never grow.
Right, and so, in this scenario, right, to be able to, you know
, ask him those same questionsof like okay, well, why do you
think that?
Oh, I think that because weneed more performance.
Okay, well, why do we need moreperformance?
Well, we're not hitting ournumbers.
Okay, well, why aren't wehitting our numbers?
I just feel like everyone feelsdisconnected and not unified.
Well, why do you thinkeveryone's disconnected and not
unified?
Is it the 40 hours?
(16:10):
Probably not.
It's probably a culture thing.
It's probably where we got toget people more connected.
We need to get people drivenaround the same mission.
I don't think that requiringeverybody to work eight hours a
day in their desk is the thingthat's going to change that.
Maybe it is.
But you see that you have tostart to weed through these
(16:32):
things right, because you've gotto get down to the reasons of
why you want something, and thenyou've got to start leaning
into that purpose and saying,well, what is the purpose?
Because for every one of us, weall want to be a part of
something bigger than ourselves.
Every one of us wants to beimpactful and significant and,
you know, contribute to theworld at mass.
(16:54):
And so we have to start to weedthrough these things to really
understand what is the purposefor me doing these things Right?
Because I think that thatthat's where everything lies,
right, if you are feeling likeyou're dragging in something and
it's not fitting you and you'renot getting things done and you
know every week is back on theto do list and you just keep
(17:15):
kicking the can down the road,it's like okay, awesome.
Like, don't look at that as afailure.
Don't look at that, as you know, being frustrated with yourself
.
Look at that as a feedback loop.
There's a reason that you aren'tdoing certain things, and that
reason is that it's not, there'snot enough why.
For you, there is no purpose toit.
That's the thing that you candelegate, right, like.
(17:36):
That's where the power ofdelegation starts to come.
And that's not to say that, hey, man, this thing needs to get
done, but I don't have a reasonto it and I don't have a purpose
to it, so I don't want to do itat all.
No, that's a great thing to setaside, to say that's something
that needs to be delegated,right.
You need to constantly belooking at the commitments you
have, the things that you'redoing or not doing, right, and
then continuing to lean back andto say, like, what is it that I
(17:58):
love to do and I'm great at?
What is it that I love to doand I'm great at?
And for so many of us, it's hardto determine what that thing is
, because when you are actuallyin that state, when you are
doing the thing that you lovemore than anything else, it
doesn't feel like work, itdoesn't feel like effort, it's a
flow state.
And so for many of us, it'shard to actually recognize it,
(18:21):
because we don't feel like we'reactually doing anything.
We don't feel like we'reactually putting value into
things, because, for most of us,we're used to work being
something that we don't enjoy.
We got to get through it.
We got to clock in, we clockout, and it's just like this
monotonous day in and day out.
That's what we've been taughtto think.
Work is.
(18:41):
Work can be effortless, easy,exponential.
It doesn't have to be hard, butyou have to start to understand
is why and what are the thingsthat make you tick.
And so I'll kind of recapeverything to wrap us up here.
Right, thinking about it, right,if you've got people on your
(19:01):
team that you feel like they'renot clicking, they're not
getting going, right, have thatconversation with them.
Hey, why do you think thisisn't working?
Is there something that I cando different?
Is there something that wemisaligned?
So often we don't spend enoughtime with our people and truly
understanding what it is thatmakes them tick, and so we think
we got the wrong person in thewrong seat.
(19:23):
We might have the right personin the wrong seat, right, they
might be the right person.
They just need to be shifted.
They just need to have a littlemore direction.
Maybe they need to discovertheir purpose a little bit.
Maybe they feel like they'rechasing your purpose and they're
not chasing theirs, right, andso when you have people that you
feel like, again, they're notclicking, they're not getting
rolling, ask yourself why thatis, ask them why that is.
(19:46):
Can we change their direction?
Like I said, I don't think thatanyone is necessarily inherently
lazy.
Now, there might be cases,right, but I've seen I mean,
hell, take a crack head, forinstance right, they, they, they
.
You could say that they're lazy, they don't work, they don't do
nothing, but what they wantsome crack, they're working hard
.
Anybody I know they're going tofind it Right, and so it's.
(20:07):
You know is, is, is messed upas that is, it's like it's the.
That's the truest analogy,right, a person that is lazy,
that can't keep a job, can't dothis.
But if they have an addictionand they need to get their fix,
they will go through the depthsof the earth to find that thing.
It's no different for all of us.
We just have to find that thingthat we're obsessed with, that
(20:31):
we're addicted to, that we wantto achieve so bad Like.
We all have that thing buriedinside of us, and so does
everybody else around us, andyour job as a leader is to help
pull that out of people.
Your job as a leader is to helpto recognize that, to see it,
to be aware of it, to be present, to be having these
conversations and pulling thesethings out of your people so
(20:52):
that you can help to get themmotivated and get them excited.
Right, so we're going to gothrough what's the reason and
peeling those layers back.
Don't stop at the first.
Why really ask yourself, why doI want this thing?
Why do I really want this thing?
What is it about this thatmakes me want it?
All right.
Then, leaning into your purposewhat's the purpose behind this?
What is this about this thatmakes me want it?
All right.
Then, leaning into your purposewhat's the purpose behind this?
(21:13):
What is this going to do for me?
What is this going to do forthe people around me?
What fulfillment is this goingto bring me and bring my people
and bring the culture and get meto the next level?
And then, what's my massiveaction plan?
Right, that massive action planis going to be something where
we're going to go and say, allright, I've already achieved
this thing.
We start to look at it from alens of, hey, I've already got
(21:35):
it.
And I look back and say, well,how did I get it?
What were the steps I had totake in order to achieve this?
And just make sure to thenevaluate your calendar,
categorize out each of thesethings, these different
categories of life or businesses, right, break them down and
start to be hyper aware ofreflecting and looking back and
(21:56):
saying what things am I notgetting done?
Why am I not getting them done?
And then, who is the rightperson to get these things done?
Reckless CEO out.
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