August 15, 2023 • 39 mins
Hey Uncommon Leaders, Welcome Back!
Imagine the power that lies within personal transformation. It all begins with a mindset shift and the influence of one mentor who helps you see potential you never knew existed. Today, I'm switching seats and sharing my own journey of growth and leadership. A special thanks to Christy Penninson for allowing me to share my story as told on her podcast, Inspiring Possible. I'll be unwrapping the gift of mentorship, unveiling personal anecdotes about my first mentor, and his powerful offering - the 21 Irrefutable Laws of Leadership.
Sometimes, the greatest inspiration comes from the person you see in the mirror. In this episode, I'll share the significance of finding mentors who are better than us and the importance of positive thinking. We'll explore the power of having an action plan and the disciplines that contribute to success. You'll hear the importance of being open, coachable, and intentional about growth.
Lastly, we dive into the world of books and the pivotal role they play in personal development. My approach to reading changed dramatically over the years, largely due to the influence of mentors. But it's not just about reading; it's about taking action. We'll discuss strategies for maintaining accountability, the importance of discipline, consistency, and the need to create habits that align with our goals. Don't just listen, take part in this engaging conversation about personal growth, positive thinking, and intentional living.
Thanks for listening in to the Uncommon Leader Podcast. Please take just a minute to share this podcast with that someone you know that you thought of when you heard this episode. One of the most valuable things you can do is to rate the podcast and leave a review. You can do that on Apple podcasts, or rate the podcast on Spotify or any other platform you listen.
Did you know that many of the things that I discuss on the Uncommon Leader Podcast are subjects that I coach other leaders and organizations ? If you would be interested in having me discuss 1:1 or group coaching with you, or know someone who is looking to move from Underperforming to Uncommon in their business or life, I would love to chat with you. Click this link to set up a FREE CALL to discuss how coaching might benefit you and your team)
Until next time, Go and Grow Champions!!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Hey, uncommon Leaders , welcome back.
This is the Uncommon LeaderPodcast and I'm your host, john
Gallagher.
Well, today I'm a guest and ahost, but mostly a guest.
I've got something a little bitdifferent store for you that I
think you're really going tolike.
Recently, I was interviewed onthe Inspiring Possible podcast
hosted by Kristi Penison, butshe was gracious enough to allow
me to share this story with you, the Uncommon Leader Podcast
(00:24):
Nation.
In this interview, you'll getto hear a different side of me,
as I share my personaldevelopment journey and the
impactful experiences that haveshaped me into the leader I am
today.
It's always enlightening tohear someone's story from a
different perspective, and Iwanted to provide you, the loyal
listeners, with that sameopportunity.
So join me as we dive into thiscaptivating conversation,
(00:44):
exploring personal growth,positive thinking, the power of
taking action and intentionalliving.
Let's get started.
Speaker 2 (00:56):
So thank you for coming on Inspiring Possible
today, John.
Speaker 1 (00:59):
Kristi, thank you for having me on the show.
It's an honor to be here and Ilook forward to having a
conversation with you, because Ithink you and I are well
aligned.
Speaker 2 (01:07):
So tell me a little bit about growing champions,
because I think a lot of thelisteners that are tuning in
right now.
I think they have a desire tomaybe do something different
with their life or do somethingmore or get unstuck, and I
really am passionate abouthelping people grow into
becoming their own champions andchampions for other people.
But where would you say peopleshould start in this whole
(01:31):
development journey?
Speaker 1 (01:33):
Yeah.
So let me share a story withyou how I ended up getting
started.
But first I appreciate yourcomment about the growing
champions organization.
That in and of itself is afunny story as I go forward, but
for me the genesis of growingchampions really started for me
in my journey about 20 years agomy own personal leadership
journey when I was sittingthrough a performance review
(01:53):
with my mentor, who's still mymentor today different role, but
as a mentor today and boss andhe was giving me a very truthful
performance review.
That was one of those that, asI was sitting there, I just kept
sitting back in my chair just alittle bit more here in the
feedback.
Speaker 2 (02:09):
It was something I was clenching it, I was, I was
very clenching the shirt.
Speaker 1 (02:12):
Well, I mean, the really bad part about clenching
it ultimately is that it led towhen we were finished.
First of all, there was nothingthat he said was wrong and it
was an opportunity for me toreceive feedback.
That was really good.
I was new in a position, I wasa young leader for the role that
I was in.
I remember sitting there afterthe performance review was
completed and he says what doyou, what do you think, what'd
you hear?
And I really couldn't talk andI actually found myself as a
(02:35):
young, grown man, two tearsrolling down my cheeks and I'm
like why is this happening interms of the feeling that I'm
having.
But ultimately I got to him andsaid I need help and it was
something that he was absolutelywilling to invest in At that
point in time.
I had gotten an executive coachagain 20 years ago who started
me on my personal developmentjourney, and I didn't even know
(02:57):
when the executive coach was 20years ago that probably wasn't
as well known as it is today.
It certainly wasn't.
Certainly the language therewasn't there.
I mean, I had heard about it alittle bit but I didn't know.
And once I had a chance to havean executive coach and
appreciated the process thatthis individual took me through
to really grow me on my businessskills and oddly enough he
(03:18):
started with me personally interms of going through that
journey that I knew that thatwas the methodology that I
really wanted to think aboutcoaching helping to develop
others, both help that personthat was receiving that
performance review and also bethe leader that my mentor was in
being truthful at givingheartfelt performance reviews so
that people could grow and growothers.
(03:38):
That's ultimately leading tothe organization called growing
champions that I started abouttwo and a half years ago.
Speaker 2 (03:44):
Wow, and we can dive into this because I think it is
a key point in creating anythingin your life, and that is
mentors.
So tell me a little bit aboutwhat you feel your mentor did
for you that you couldn't do foryourself, and you kind of
alluded to it.
But also, why are mentorsimportant?
Speaker 1 (04:02):
Sure, and I think they're different as well.
Mentors and coaches aredifferent.
In this case, as he mentors metoday, I find that those mentors
have significant experience inthe space that I'm working as
well.
So not only could he shareopportunities for me to grow as
a leader, he could give me booksor he could send me to a
workshop or whatever that was,but as a mentor he had those
(04:22):
experiences, he had those toughtimes in going through that.
He had learned, really throughmaking mistakes on his own, to
help me not make the samemistakes going on in the future.
But again, what I really thinkwhen you look at the overlap
between mentoring and coach, ishe was able to help me identify
the blind spots that I had as aleader Very early on.
(04:44):
When you get a title of aleader, I think it can be easy
from an ego standpoint to saywell, I'm the boss.
Speaker 2 (04:49):
I'm a leader now because I had the title too,
right.
Speaker 1 (04:52):
Exactly right.
The title makes it that way,but little do we know that
that's only the first part ofthe process in terms of that
level, and so those blind spotsare in.
How I build relationships, howI hold other people accountable
on their journey, is veryimportant.
So I think one of the otherthings that he really and I
touched on a little bit that Ijust found powerful I did, was
the truth in that he gave metough feedback, had the ability
(05:13):
to deliver that in a way that Iknow he cared about me in that
feedback and I wanted to be ableto give feedback like that, and
it's hence again starting thiscompany.
How do I make sure that thoseleaders see the importance in
receiving feedback and be ableto do something like that, but
also being able to give feedbackin a truthful way?
Oftentimes I have a currentclient that I work with.
They talk about the differencein being kind and being nice.
(05:36):
Being kind is something thatreally is.
The truth starts to come out,but being nice is making sure
you don't upset somebody.
We've got to be able to teachand coach, and those are the
mentors that can make you reallyunderstand what you need to do
to get better.
Speaker 2 (05:51):
Yeah, and I love that .
I've heard before and I'm sureyou've heard this before too,
john, but like clarity iskindness, right, and I would
even substitute what you justsaid truth is kindness.
And I think sometimes we areafraid of either seeking
feedback for ourselves or givingfeedback right, because right,
(06:14):
you want to be nice, but beingnice is not being kind.
And to help people grow, oreven for ourselves to grow, we
need truth.
If we don't know what it isthat's holding us back, I can
even think about it as a leader,or even if it's a goal that
you're going towards.
If you don't know that stuckplace you keep hitting and
nobody is being honest with youand you keep repeating that same
(06:38):
pattern, then it's not helpingyou and it's not helping the
people that you are doing thingswith.
Speaker 1 (06:45):
Absolutely, and it's a skill that even a friend talks
about candor inside of thatspace as well carrying candor in
such a way that people don'tcare how much you know until
they know how much you care.
It's one of my favorite quotesfrom one of my favorite authors,
john Maxwell.
But ultimately, deliveringtruth in a way that people know
you care about them is a lotdifferent than delivering truth
that ends up hurting somebody,and I think that in other sense,
(07:07):
in terms of the growing as aleader, is important to know as
well.
You touch on this.
We don't want to upset anybody,and the fact is that others
have to choose to be upset.
But if we can deliver it insuch a way that they accept that
feedback and realize they cangrow and get better, versus
being stark and having it comeacross as a hammer to get things
(07:27):
done, it can be so lasting interms of that feedback.
Speaker 2 (07:31):
Well, think about it, you wouldn't be here right now
if somebody hadn't given youthat truth right, absolutely, I
wouldn't be.
Maybe you would have.
No, I don't think I would havebeen.
Speaker 1 (07:38):
There's no doubt I would not have been and I think
about that, you know.
And going back, ultimately atthe highest level, growing
champions.
One of the methodologies or theultimate output that I talk
about is the greatest story evertold.
And if we can build a storyinside of our leadership where
years from now, some people callit legacy, I call it the
greatest story ever told.
But years from now, somebody'sasked you know who has made a
(08:00):
positive difference in theirlife, a lasting difference in
their life, and they write yourname on that list, even when you
don't know that they're doingthat.
To me, that's the greateststory ever told.
And you can be truthful and berude and obnoxious as a leader
and they're not going to writeyour name as a positive
difference.
But when you can be truthfuland be a mentor and show that
you care about people, thatgives you the opportunity to
make that happen in the futureand you've given them
(08:21):
opportunities to get better.
Speaker 2 (08:23):
Yeah, I think I honestly just got a little bit
of goosebumps right, because, Imean, you think about it,
especially if you are wanting tocreate impact, not only for
your own life but for the livesof others, in any industry that
you're in, in any kind ofsegment of life, whether it's
your family, or whether it'syour career, or whether it's
your friends, your faith,whatever that is, and somebody
(08:45):
can say, hey, this person is theone that helped me unlock my
potential, create things for mylife.
I mean, I feel like there's nogreater, greater story or
greater honor than to besomebody's, I guess, light or
guide along this journey.
Speaker 1 (09:04):
Absolutely.
There you go, Christy.
I'm going to have you write itfor me again because you just to
find what is really.
You know, the light that youtalk about is there.
I mean, one of the core valuesthat I have as an individual is
hope, and I know that's part ofyou know the positivity inside
of your podcast, and I actuallyput a definition to that hope.
It's an enduring flame thatlights the way for us through a
power that is our own that noone can ever take away.
(09:25):
Okay, and that's that lightthat exists, and when you can be
that light to someone else thatcan be really powerful
Absolutely, and when you canlive that out in your modeling
of life.
You touch on many things inyour faith how you handle your
finances, your friendships,where you have fun, and those
are all things that are veryimportant, not just your career
or your vocational choice, butin all the areas of life.
Speaker 2 (09:48):
Yeah, well, look, I have a question for you, because
I know not only have youdeveloped growing champions, but
I know this has been a journeyfor you as well.
What do you think has helpedyou become the greatest agent of
change, or or as I would call,as we're talking about, a hope
dealer?
Speaker 1 (10:04):
Right Hope dealer.
Speaker 2 (10:05):
What has helped you the most get to where you can be
the greatest agent of changewith the people that you're
either serving or working with,or just honestly, even for your,
for your own life.
Speaker 1 (10:16):
Well, I didn't know it.
I'm going to go back to thatsame mentor, because obviously
he would.
He would end up with his nameon my list.
But I was going back further.
In my very first leadershipopportunity that he gave me, he
sat down with me in a room andhe put a book across the desk
from me and said, hey, we'regoing to review this book
chapter by chapter.
It was the 21 Irrefutable Lawsof Leadership.
It was a book that I didn'trealize at the time but
(10:38):
ultimately it was going to leadme down a path and many
opportunities, many differentbooks and those that are
watching you look at that shelfup there that that specific
shelf is about everyone JohnMaxwell's books that he's
written.
The investment that that leadermade in me made a huge
difference.
So it's been primarily thepeople in my life that have
given me opportunities that havepoured into me to make a
difference.
(10:58):
And again, whether that's myfamily and friends outside of
work that are given those atchurch and church leadership,
they've given me opportunitiesto serve at church as well.
And those mentors and bossesthat have been in my life Look,
there's other ones that I've hadthat I would say that I learned
how not to be as well.
They weren't all perfect.
Speaker 2 (11:14):
And so I was going through that journey.
Speaker 1 (11:16):
There's no doubt about it there have been leaders
that I've we could probablywrite a book on those folks, no
doubt about it.
So you know, being intentional,though, with that personal
growth journey and that choice Imade after that first book I
have given has been the biggestdifference to me, and I think it
manifests itself inside of mein this what I sometimes refer
to as a healthy discontent forthe status quo.
(11:37):
I'm just not really settled withwhere I am today, that I do
want to always grow, and I'vegot people in my life that make
a difference.
I've got a small accountabilitygroup with several of my
friends that are in that.
That helped to hold meaccountable in my growth journey
.
I've got a coach myself thecoach of a coach, if you would.
That just says that you knowneed to make things happen.
I've had a fitness trainerthat's helped to teach me what I
(11:59):
need to do from a nutrition andfrom a training standpoint to
be the healthy person that Ineed to in my life as well.
So, understanding those peoplethat I and then again, being
intentional of choosing thosethe Jim Rohn quote that's really
powerful is you're the averageof the five people that you hang
around with the most.
I mean that is stuck around.
We've named our smallaccountability group Raise the
(12:20):
Average.
That really is making sure thatI'm working to intentionally
grow on a regular basis.
Speaker 2 (12:27):
And, as we're talking about this, I'm curious about
what's your thoughts on this,because what you said was that
one of the things that reallyhelped you grow was having these
mentors that spoke truth to youbut then also invested in your
growth essentially.
But I know that you had to be aperson that was open to that
(12:51):
investment of that person and Iknow you said the first thing
that you did when you're giventhat performance review was ask
and say, hey, I need help, and Ithink that is hard for a lot of
people, for most people, evenfor myself at times.
I'll go ahead and put myself onthat continuum.
But what would you say whenpeople are trying to seek out
(13:11):
and be intentional about havingthese five people that are going
to average and level you up andelevate you as a person?
What do you think a personneeds to have so they can be
coachable and be able to beinvested in?
Because I'm sure your mentorcould have.
If you would have reacteddifferently, they might have
been like, nope, not taking mytime to address.
Speaker 1 (13:30):
If I look at some of the model that I teach with
regards to my coaching model,the first step is making a
choice, having a desire to grow,and so, early on in the journey
, it's understanding where youwant to be in the future, and
for me, that was very important.
Let me use a story example frommy fitness journey as well.
You have to get to the pointwhere you're sick and tired of
(13:50):
being sick and tired, and I hada health scare about six or
seven years ago and it wassomething that I said.
I really need to make a choiceto be different.
If I'm going to watch my adultchildren grow up, potentially
have grandchildren in the future, and I want to be able to roll
around on the ground with them,and if I have a granddaughter,
having a tea party with her orbeing able to shoot basketball
(14:12):
with a grandson, however thatworks out, I need to make a
change in my life, and it wasn'tsomething that it was going to
be through a magazine orsomething else.
I had absolutely needed tounderstand that if I was going
to grow and where I needed to be, that I was going to need
somebody else that was betterthan me in that journey to help
me get there.
I think it's very important asleaders and it's always a
(14:33):
challenge.
I get caught up in a lot ofJohn isms, but if you find
yourself in a room all the timeand you're the smartest person
in the room all the time, you'reprobably in the wrong room.
I don't know if you're wrong.
Speaker 2 (14:43):
Yeah, get a different room, get a different room.
Speaker 1 (14:47):
I don't always do a good job of that.
I would have to say that I haveto choose to be that way.
I like the success that goesalong with some of the things
that are going there, but I haveto realize that there's no
point that retirement is in myvocabulary or what that means,
and so if I'm going tocontinuously grow, then I have
to seek out people that arebetter than me at what they do
(15:09):
so that I can continuously grow.
Speaker 2 (15:11):
Yeah, and that is true.
I think sometimes we often stayin our rooms, right, that we're
familiar with, because it'scomfortable.
And getting in a room withother people that may be five,
10 steps ahead of you in thiscertain area that you're seeking
their guidance on, it can be alittle unsettling or, you know,
(15:31):
it can cause discomfort at timesbecause you're like am I
supposed to be here?
I don't know if you've ever hadthat experience where you've
went into a room.
I know I have a people that Ijust in my mind perceive have
like figured out something thatI want to figure out.
And I'm in there and I'm likethis is amazing to be here, but
at the same time I am scared asall get out.
(15:53):
But I'm just going to go asksome good questions and
hopefully I'll learn some stuffin the process.
Speaker 1 (15:58):
I don't know if you ever had that experience or not,
but absolutely, I mean, I thinkagain, if those who are
committing to growth, if they'renot feeling that, then they're
probably lying to you in termsof what they're doing.
But I would say this there havebeen opportunities for me, and
I've listened to your otherpodcast and I appreciate what
you're doing in terms ofinspiring possible.
That's in there, that there's amindset that we have to have as
(16:20):
leaders.
That is positive, because we dohave that inner critic that
will exist, or whatever.
It is the little one that sitson our shoulder that tells us
we're not worthy, and that'sjust not true.
And one of the favorite booksthat I've read is called the
four eight principle, and itfocuses right from Philippians
four eight, where it talks aboutwhatever is true, whatever is
noble, whatever is pure,whatever is lovely, whatever is
(16:42):
admirable, if anything isexcellent or praiseworthy.
Think on those things.
So we have to have a positivemindset.
Oftentimes, though, folks stopat that point in time, and it's
verse four nine where theexcellence really happens,
though, in that space, andthat's when we talks about now.
Go out there and use whatyou've learned.
Go out there and use whatyou've thought about.
Okay, do not rest on what you'rethinking.
(17:04):
It's much easier to act yourway into a new way of thinking
than it is to think your way anew way of acting.
And if we get caught justsitting there thinking positive
thoughts thinking positivethoughts is a very good thing,
but if we don't act on that andmake a difference, then we're
going to be in the same spot,and that includes being in that
room that you're talking about,with people like do I really
need to be here?
But no, it's understanding thatI am on a growth trajectory and
(17:27):
I need to go, buildrelationships with these
individuals and think positivethat I do belong in this room
and I'm going to get better so Ican do some of the things that
they do.
Absolutely.
Speaker 2 (17:37):
Yeah, and I think we have to be brave enough.
Kind of what I'm hearing youtalk about is we have to be
brave enough to ask thequestions and put ourselves in
the room.
I love how you brought up thatverse, because I've thought of
that verse very often and evenin my work as a therapist.
You know there's a lot ofinterchange in that verse
because it really what you thinkon and dwell on and allow into
(18:00):
your head or who you surroundyourself with, really does shape
a lot of the narrative of whatyou believe about yourself,
other people, the world aroundyou.
And it can be very limiting ifyou don't put action.
So you can work on shifting thethoughts and thinking positive.
But I love how you said that ifyou don't go and take some
(18:22):
action that's aligned with thatthinking, then it's so easy to
fall right back in to those oldways of thinking that we are
just so familiar with.
Speaker 1 (18:32):
Right and I think there's two really most called
disciplines that I teach on aregular basis that make that
happen.
So once we've made the choice,once we understand, we made the
mindset and we've drawn the path, when our thoughts and in our
design what we need to do, thenit's a matter of executing that
or deploying that and sayingwhat are the daily disciplines I
need to do?
Weekly disciplines, monthlydisciplines to get things done,
(18:54):
and are they on my calendar?
And then finally, at the end ofsome time period, am I
reflecting and saying am Iactually doing those?
What's going well and whatisn't going well?
So, dwelling or reflecting onthose activities intentionally
and saying what do I need to dodifferently to make this happen,
because I believe that theseactions are going to make me
better?
But if I'm not actually makingthose happen whether there's
distraction that's getting myway or I've just chosen not to
(19:18):
do them because I'm lazy, that'sall on us.
That's not on a coach, it's noton a leader, it's not on a
therapist to make something orcounselor to make things happen.
That's on us as individuals totake responsibility for our
actions and do those things.
Speaker 2 (19:30):
Speaking of distractions, I feel that when
people are trying to create thispositive change in their life
or they're going towardssomething I know for even me
personally, it is very easy toget distracted.
I used to always say that Ihave the real bad squirrel.
Speaker 1 (19:50):
They're going to squirrel Right gone done.
Speaker 2 (19:54):
Like squirrel right over there.
I don't know what you'd call itsquirrel distraction.
I'm like big on the squirrel.
Speaker 1 (19:58):
This is one of the biggest squirrels in the world.
There's no doubt about it.
Is this little thing that wecarry around in our pockets all
the time?
Yes, the voice, Hello.
Speaker 2 (20:04):
I know I remember growing up.
I'm so thankful I grew up inthe generation where these
weren't there until I got toabout college.
But then some days I'm like Ilove it but I also wish it
wouldn't be here, this lovelylittle device we carry around in
our pocket.
But how do people Let go ofsome of these distractions or
find ways to still be able tostay intentional when we live in
(20:29):
a world full of distractions?
Wow.
Speaker 1 (20:32):
What a great question .
I mean, I think about this, youknow.
Going back to your thoughts,okay, and if you truly are
thinking positive thoughts, thenthat's and that drives your
behaviors.
If your thoughts are drivingyour behaviors, look, we are
what we consume.
Take a look at what we have thepotential to consume on a daily
basis on the Squawk boxtelevision set.
That is really not a good thingfor us to go forward through
(20:54):
that.
For the books that we tend toread, again, what are we reading
?
You mentioned already thepeople that we hang out with.
Oh, frankly, again this littlephone right here and tracking
how much time we end up spendingon this, looking down rather
than looking up at the peoplethat we're talking to.
Those distractions are not.
They're easy to get into thebad habits and unfortunately,
our brain doesn't know thedifference between a bad habit
(21:16):
and a good habit.
It just knows it's a habit.
We've got to replace that badhabit with something else.
We've got to take that time onour calendar to again to
intentionally plan somethingelse that can be positive.
So, rather than investing timegoing to sit down in front of
the TV, I need to put the keysin my hand and get in my car and
drive to the gym to make thathappen.
But that's why you need thataccountability person to help
(21:36):
you.
I mean, certainly, asindividuals we should be able to
do certain things on our own.
And you know, I mean thefitness industry or the
nutrition industry and thenumber of diets that are out
there where people lose a lot ofweight and then they put twice
the weight back on again.
It's because we're not changingour lifestyle to make those
things happen.
So they have to move towardlifestyle changes, both in the
way we study, the way we read,the way we eat, the way we
(21:59):
exercise.
That becomes part of who theyare.
It's the moving from the doinginto being.
It's what I do versus who I am.
And if we're not moving in thatdirection and having someone
help to tell us that we need togrow, that we need to get better
, back to that whole truthstatement says and I don't like
where you're hanging out, we'regoing to fall back into those
(22:20):
bad habits again.
So I don't.
I think the distractions arealways there.
I mean the challenge is to notput them in the room.
I've heard folks talk aboutputting their remote control,
you know, in the bedroom so theycan't turn this EV on on a
regular basis, or you know youdon't buy the food and put it in
your house, or you only buysingle servings amounts.
There's so many differentthings.
We can make it a lifestyle tomake those things easier for us.
(22:43):
But let's, let's be truthful,it's really as a simple equation
to go forward in a nutritionworld.
If I burn more calories than Itake in, I'm probably going to
lose weight.
Simple equation, but don'tmistake simple with easy.
Speaker 2 (22:58):
With easy, exactly.
So that's where I guess, whenyou're talking about
accountability, that's whereaccountability is so valuable.
I know for me, and I'm hearingfrom you, that that's something
that's been transformative foryou.
For me, I had to get to a pointto realize that, yes, my, I
have some willpower, but mywillpower is sometime limited by
(23:20):
my feelings.
Sure Right, so if I wake up inthe morning and I'm not feeling
like going to the gym or I canthink about the place that I go
work out pretty much most of thedays, the five days a week, and
every time I see the workoutI'm like I don't feel like doing
any of this.
They want me to run, like today.
(23:40):
They wanted me to jump overthis box, they wanted me to lift
this thing over my head.
I mean, it was kind of crazystuff.
I'm like do I pay these people?
But you know what I pay themfor?
Accountability.
Speaker 1 (23:50):
Yeah, so you put that .
You put some skin in the game.
Absolutely.
Speaker 2 (23:53):
If you didn't pay them and they do that teaching.
Speaker 1 (23:54):
You say I don't need to be there for that.
I mean I can sleep in a littlebit longer, hit the snooze two
or three more times, absolutely.
So you got to have skin in thegame, and that's part of the
accountability side as well.
Often think, though I love theanalogy inside of the fitness,
but I would have, I would havehashtags with my friends that
say I hate doing it, love havingdone it.
Okay In terms of when I'm done.
I know when I'm done I'm goingto feel better, and so
(24:15):
motivation is so hard to measure.
Okay, but discipline isn'tDiscipline.
You can measure.
Did I do the exercise five timesa week or not, whether or not I
was motivated.
You know I often talk about myleadership, standard work as I
teach.
It's doing what I need to dowhen I need to do it, even when
I don't feel like doing it.
But there's an output so that Ican do what I want to do when I
(24:38):
want to do it with who I wantto do it with.
I mean so if we keep that whyin front of us and that's so
that statement that I like torefer to pretty often then it's
not about motivation.
Once again, if there are 90% ofthe human beings in the country
say that I love to work out, Ilove to go to the gym, they're
lying to you, but they know thatthey lie.
Yeah, they absolutely lie toyou, and so that's okay.
(25:00):
But you show me on yourcalendar where you were using
the discipline to create whatyou want to create with regards
to that story, that, so that youcan accomplish something that
you want to accomplish.
Speaker 2 (25:11):
Yeah, and like you said, it's that simple, but it's
not that easy, but it is worthit right, absolutely.
And when you do have thatability that you can do that, so
that I can, and you've shown upconsistently then there's no
(25:33):
greater in my mind, sometimesfeeling I might not feel like
doing all the things that are inthe input, but then when I get
the output I'm like this iswhere it's at, but so many times
we want to not have as muchinput and we want the output.
Speaker 1 (25:50):
Yes, but it's the same thing what you put in comes
out.
Speaker 2 (25:54):
Yeah, yeah, disclaimer I'm sorry if you're
listening today and you werehoping to find a silver bullet
in this episode.
Yeah, that, we are not givingit to you.
Speaker 1 (26:04):
I'm guilty of it with books.
Okay, in terms of man, I seethe title of that book.
I'm like that's the one, that'sthe one that's going to change
me right now.
And I read it I'm like, yeah,there's probably some good
things there, but frankly,that's just another way to talk
about the seven habits of highlyeffective people.
You know, it's just another waythat says I have to do
something about it to makesomething good happen.
Speaker 2 (26:25):
Yes, thank you, john.
Thank you for staying that,because do you know how many
books you can't see it right nowthat I have sitting in front of
me and I'm like man, thatsounds so good.
Strategy, the common path touncommon success.
Greatness, my son.
Speaker 1 (26:41):
You read that one the common path to uncommon success
.
That's a good one.
I have it sitting up here rightnow.
I just used it to help teach aclass.
Speaker 2 (26:45):
Do you?
I haven't.
Well, let me tell you how Iread, john, and I'm going to
normalize this for anybody elsewho reads like this, that's
listening.
I read in stages and phases, soI'll read part of it and then
I'll go about my life and thenI'll pick it up again another
part.
But it's funny because myfriends will always say, christy
, you're always reading a bookand I'm like, yeah, the first
(27:06):
two chapters.
But I get the concept and thenI come back when I need it and I
know what it's about.
I think I got halfway throughthat two summers ago, but I put
it in front of me because I wantto read it.
Finish reading.
Speaker 1 (27:20):
Well, let me give you that.
You don't need any unsolicitedadvice, I'm sure, but the method
that I use and it isn't foreverybody.
There's two things that I have.
One is accountability again.
So we have our guys' group.
There's five of us in the groupand we'll text each other every
day whether or not we did areading for the day.
So it's just a picture oh, Ilove that.
It's just an emoji of a book orwhatever it is, and we know if
we got one guy that's fallingoff for three or four days, we
(27:41):
just check in with him, say, hey, what's going on?
I have a goal to read 24 booksthis year.
It would be double the numberof books that I read last year.
And it's not the number ofbooks, it is, it's the.
I believe it's the disciplinethat really goes into it.
And again, creating that habitbut I'll read 10 pages a day is
what my goal is in the morning,10 pages in the evening of a
separate book.
(28:01):
Most books I don't know how manyare in John Lee Dumas' book
there I'm a comment path, I'mcommon success are around 220 to
250 pages.
So if I can read 10 pages a day, which usually takes me
somewhere in the neighborhood ofeight to 10 minutes.
Then I can accomplish that goalby reading two books a month.
It's worked well so far thisyear as a discipline.
Now the other side of thatagain, as you know this, and
(28:24):
even when you put them back downis if that book's not driving
me to action, then it's reallyjust checking a box and saying
I'm reading a book, but what isdifferent when I'm done reading
the book, what is differentabout what I'll do?
I will undertake one of thosesuggestions in that book and
make it part of my run as anexperiment and make it part of
my leader's stand to work.
So that's really important asyou read through books as well.
So what are?
Speaker 2 (28:44):
those.
Yeah, I like that Well and Iknow the why behind reading
books for me, but even though Iread it very scatter.
But, john, what is the whybehind reading books for you and
why do you think it's important?
Speaker 1 (28:54):
to read.
Well again, if I haveintentional growth.
One of the methodologies inwhich I do that intentional
growth is investing in readingfrom authors that are a lot
smarter than I am.
There's no doubt about it.
So I have folks, friends, whosuggest books to me to really
grow.
One of the ones that I'veappreciated the most, that I
never thought I would like and Ifinished up and I'm going
through again is Think Like aRocket Scientist from and I
(29:16):
don't even know how to say itwas that, but I'll say it was
that last name.
But a fascinating book that Iwent through changed my thinking
in a big way in terms of how Igo into facilitate consulting
sessions that I do.
So I think there's experimentsthat I've used from that book.
So for me, going back to thathealthy discontent with the
status quo is I have acontinuous learning mindset.
(29:38):
I will have books that I won'tfinish.
I'll put them down.
If it's not clicking with me, Iwill put one of those books
down and I may try it againlater on.
But I have to admit I'm a bitof a book snob and if it's not
resonating with me I won'tpainstakingly take myself
through the book.
I'll start another one.
Speaker 2 (29:56):
Well, listen, john, if I ever write a book, I'm
going to send it to you and youneed to be honest with me with
that truth, and if you have toput it down, you just say,
christy, no you need to go back.
Speaker 1 (30:07):
So get it to me before you print all those books
out and make all the choices.
Speaker 2 (30:11):
I like what you said about how to take something and
then, after you read it, atleast find one action step that
you could implement, because Ilove reading, because I just get
such a different we're talkingabout what you fix your mind on
right, and when you getdifferent perspectives, opinions
, thoughts, ideas that you'venever considered in ways that
(30:32):
you've never considered, itreally can help you move the
needle forward and back to whatwe were talking about being in
the room.
It is the cheapest way to getin the room with somebody that
you want to learn from,absolutely.
Speaker 1 (30:45):
Right, absolutely.
Speaker 2 (30:46):
I mean, you may not be able to dialogue with them,
but you get so much from theirthought processes, their
experiences and then what'sworked for them in whatever
they're writing on to help movethe needle forward for whatever
it is that you're trying tocreate.
Speaker 1 (31:00):
One of the podcasts I listened to on a regular basis
is Ed Mylet's podcast, and hewrote the book.
I think it was last year, thePower of One More that I went
through, but he talks aboutbecome friends with the author
of the book that you're reading,because you and then I had
another coach Again.
Speaker 2 (31:17):
I'm full of.
Speaker 1 (31:18):
I have very little original stuff inside of my
coaching.
I have compiled and aggregatedmany things that I've been
taught over the years, but myfirst executive coach said John,
I want to challenge you Don'tread a book to agree or disagree
with what that book says, butjust read the book to learn and
to find somebody's differentperspective.
And I tell you that was lifechanging for me, and I was 15
(31:39):
years ago when he told me thatbecause I would.
I don't agree with anythingthis person says.
This author says I'm puttingthis book down and not learn
again.
That was selfish on my part asI, and again it's been.
A transformation for me is toreally just just read.
To learn Doesn't mean I go outthere and read biographies of
people.
I don't want to know anythingabout this, not what I do.
There are topics that I focuson in leadership that are
(32:01):
aligned with the coaching modelthat I teach or the core values
that I have, and so I don't.
I don't choose books thataren't generally aligned with
that, but I try to read to learna different perspective as well
, absolutely.
Speaker 2 (32:14):
Yeah, well, it's just taking that one nugget because
it's interesting that youbrought up Ed and my let the
power of one more.
I actually haven't read thebook, but I've heard him speak
on it a few times when he wasinterviewing for it and just
today as I was in the gym as wewere talking about it.
It just that one thing stuckwith me like one more, because I
really wanted to quit at onepoint, that I was like no, what
(32:37):
does Ed say?
Speaker 1 (32:38):
Yep, just one more One more, just do one more.
Just do one more rep orwhatever it is.
One more page.
Speaker 2 (32:43):
One more, whatever Don't sell, and really what he
talks about I remember in theinterview and I hope this is
what he said in the book, but itwas, you know, do it's more for
you to push yourself to do thatone more and most people
they'll go to what's expected.
Right, if they come in and saythis is what's expected of you,
most people can say, okay, well,I'll try to meet that
(33:05):
expectation.
But just being able to say okay, I'm going to meet that
expectation and I'm going to doone more, it really does pay off
in the end with developing amindset that helps you go the
distance and whatever you'retrying to do in life.
Speaker 1 (33:20):
Chris, you're spot on , and he did say that in the
book.
Absolutely so if you do get a,chance.
Speaker 2 (33:24):
Oh, he had an even bigger book.
Speaker 1 (33:25):
Look most of his.
He did some podcast interviewswhen he was on that book tour
and it was spot on in terms of,you know, understanding what was
inside the book, what I loveabout listening to it and I'm a
podcast fan as well I love aboutlistening to the podcast or
listening to a speaker and thenwhen I read the book, like I'm
reading the book in their voice.
I really appreciate that, andif I've seen them speak before,
(33:46):
then I see them talking as wellwhen I'm reading the words, and
that's part of that making afriend with the author.
But I think it can be prettypowerful when you've had a
chance to hear them also.
I mean a good podcast and I,christy you got to stick with
this one.
at least one more, it's going tobe good podcast.
Speaker 2 (34:03):
People need your message.
Speaking of another goodpodcast, there is this other
podcast I heard about called theUncommon Leader podcast.
Speaker 1 (34:11):
Yes, that is one that I think is pretty good that
folks should take a look at orlisten to.
Speaker 2 (34:17):
Yeah, that's right.
Well, I have one more questionfor you, john, before we wrap up
today.
But I'm curious if you were togo back and give advice or tell
your younger self some words ofwisdom, to say, hey, this is
what I think you should do, orthis is what advice I'd give you
(34:37):
, so that you can createpossibilities for your life, but
also grow champions.
What would you tell a younger?
Speaker 1 (34:46):
How far back do I go to my younger?
You?
Speaker 2 (34:48):
You can pick.
Speaker 1 (34:49):
Personality.
Speaker 2 (34:50):
Yeah.
Speaker 1 (34:52):
So you know, there was a time when I sat through, I
was having a pizza dinner withone of my bosses and I took him
through this idea I had and Ididn't have growing champions in
the title at the time, but Ihad this picture of a tree.
It was an event I had gone toback in 2009 and started to
(35:12):
codify some of the what I wouldcall frameworks today I didn't
know what to call them back then, but some of my thoughts and
ideas about who I was as aleader and who I wanted to make
an impact on.
So let's go back 15 years interms of that person, and I sat
down with my boss and took himthrough that presentation, if
you will, in terms of what mythoughts were.
I was working for a largecompany at the time and I said
(35:33):
look, these are the types ofthings that I'd like to teach
inside of the organization.
Would it be possible for me toteach some of that?
He said, John, I think theseare some great things.
There's no doubt about it and Idon't think you can teach them
here.
It just wasn't part of thatcompany.
That was there, and I reallyregret the strong word, but I
(35:54):
tucked that away and you'vetalked about this before in
terms of limiting beliefsbecause I was nervous to get
things started on my own toreally make that happen.
I didn't know 15 years ago whatit meant really to be an
entrepreneur.
I had two young children theywere coming up through school
and was just nervous about it.
I had that fear.
But I would say that if I hadadvice to that younger person 15
(36:17):
years ago and I still wasn'tyoung at that point in time
would be to trust your heart,because I knew it was right and
I've started 10 years later, soI have some catch up to do but
just trust your heart in termsof following where you are and
not settle.
That's that limiting beliefthat exists.
I mean, I had that mantra Itold you about that in a note
that I sent to you before amantra in 2021, not to have any
(36:39):
limiting beliefs, and that's amuscle that I always have to
exercise, Going back to when Iwas a kid.
You wouldn't necessarily have alot.
I had this conversation with mymom just a couple of nights ago.
We talked about when we got oursummer clothes.
We laid them away at the HillsDepartment Store in Wintersville
, Ohio.
We didn't go out and buy things, like we did today, any time we
wanted to.
It was like getting ready forthe summer.
(37:00):
You get your four pair ofshorts and your four shirts for
the summer and that was what yougot, and so there was that
mindset of scarcity that existedfor me.
That really was.
Now this is an abundancemindset.
I got to learn to haveconfidence in myself and move
forward, and there's a lot ofopportunity out there, so trust
your heart.
Speaker 2 (37:17):
Yeah Well, john, I wanted to just acknowledge you
and appreciate you for trustingyour heart.
I know it might have not beenas soon as you, in hindsight,
wish you would have, but you didend up trusting your heart,
which is why you're here today.
But appreciate you coming onand just talking about how
encouraging all of us not tosettle in a lot of ways and then
(37:40):
be able to lean into truth sothat we can grow and become not
only effective and transformedof leaders, but that, hopefully,
will all be a part of thatgreatest what did you call it?
The greatest story.
Speaker 1 (37:55):
Greatest story ever told, absolutely.
Speaker 2 (37:57):
Greatest story ever told, and so well, if people
want to connect with you or findout more about you or listen to
this cool podcast we weretalking about, where can they
find you at, John?
Speaker 1 (38:10):
Christie, thank you so much for the opportunity to
be on your podcast today.
You're doing well and do onemore.
Whatever you got to do to gothere, you're doing some good
things.
Folks need to hear this messageand don't let any inner critic
tell you that there's alreadytoo many other podcasts like
this out there, because youraudience needs to hear it, and I
appreciate having theopportunity to just share just a
little bit about who I am.
Having said that, ifindividuals who are listening
(38:32):
want to learn a little bit moreabout me, then go to my website
at coachjohngallaghercom andthere's a few things they can do
.
They can find the blog that Iwrite, a weekly newsletter
called the Champion's Brew, alink to the Uncommon Leader
podcast that's on there as well,and then, finally, if they have
any interest in the coachingmodel that I use, feel free to
set up a free call with me thatthey can go a 30-minute call and
(38:53):
learn a little bit more aboutwhat we can do from a coaching
and consulting standpoint.
Speaker 2 (38:56):
All right, well, awesome.
Thank you, john for being ontoday, and I'm excited about us.
I'll go on to write ourgreatest story ever told.
And so, guys, I hope you tooksome valuable things from our
conversation today and if therewas something that stood out to
you, definitely reach out toJohn.
Let him know what kind of hityou, or reach out to me and let
(39:18):
me know what kind of inspiredyou.
Speaker 1 (39:27):
Well, that's all for today's episode of the Uncommon
Leader podcast.
Thanks for listening in.
Please take just a minute toshare this podcast with that
someone you know that youthought of when you heard this
episode.
One of the most valuable thingsyou can do is to rate the
podcast and leave a review.
You can do that on ApplePodcasts or you can rate the
podcast on Spotify or any otherplatform you listen.
Until next time, go and growchampions.
Hey, uncommon Leaders , welcome back.
This is the Uncommon LeaderPodcast and I'm your host, john
Gallagher.
Well, today I'm a guest and ahost, but mostly a guest.
I've got something a little bitdifferent store for you that I
think you're really going tolike.
Recently, I was interviewed onthe Inspiring Possible podcast
hosted by Kristi Penison, butshe was gracious enough to allow
me to share this story with you, the Uncommon Leader Podcast
(00:24):
Nation.
In this interview, you'll getto hear a different side of me,
as I share my personaldevelopment journey and the
impactful experiences that haveshaped me into the leader I am
today.
It's always enlightening tohear someone's story from a
different perspective, and Iwanted to provide you, the loyal
listeners, with that sameopportunity.
So join me as we dive into thiscaptivating conversation,
(00:44):
exploring personal growth,positive thinking, the power of
taking action and intentionalliving.
Let's get started.
Speaker 2 (00:56):
So thank you for coming on Inspiring Possible
today, John.
Speaker 1 (00:59):
Kristi, thank you for having me on the show.
It's an honor to be here and Ilook forward to having a
conversation with you, because Ithink you and I are well
aligned.
Speaker 2 (01:07):
So tell me a little bit about growing champions,
because I think a lot of thelisteners that are tuning in
right now.
I think they have a desire tomaybe do something different
with their life or do somethingmore or get unstuck, and I
really am passionate abouthelping people grow into
becoming their own champions andchampions for other people.
But where would you say peopleshould start in this whole
(01:31):
development journey?
Speaker 1 (01:33):
Yeah.
So let me share a story withyou how I ended up getting
started.
But first I appreciate yourcomment about the growing
champions organization.
That in and of itself is afunny story as I go forward, but
for me the genesis of growingchampions really started for me
in my journey about 20 years agomy own personal leadership
journey when I was sittingthrough a performance review
(01:53):
with my mentor, who's still mymentor today different role, but
as a mentor today and boss andhe was giving me a very truthful
performance review.
That was one of those that, asI was sitting there, I just kept
sitting back in my chair just alittle bit more here in the
feedback.
Speaker 2 (02:09):
It was something I was clenching it, I was, I was
very clenching the shirt.
Speaker 1 (02:12):
Well, I mean, the really bad part about clenching
it ultimately is that it led towhen we were finished.
First of all, there was nothingthat he said was wrong and it
was an opportunity for me toreceive feedback.
That was really good.
I was new in a position, I wasa young leader for the role that
I was in.
I remember sitting there afterthe performance review was
completed and he says what doyou, what do you think, what'd
you hear?
And I really couldn't talk andI actually found myself as a
(02:35):
young, grown man, two tearsrolling down my cheeks and I'm
like why is this happening interms of the feeling that I'm
having.
But ultimately I got to him andsaid I need help and it was
something that he was absolutelywilling to invest in At that
point in time.
I had gotten an executive coachagain 20 years ago who started
me on my personal developmentjourney, and I didn't even know
(02:57):
when the executive coach was 20years ago that probably wasn't
as well known as it is today.
It certainly wasn't.
Certainly the language therewasn't there.
I mean, I had heard about it alittle bit but I didn't know.
And once I had a chance to havean executive coach and
appreciated the process thatthis individual took me through
to really grow me on my businessskills and oddly enough he
(03:18):
started with me personally interms of going through that
journey that I knew that thatwas the methodology that I
really wanted to think aboutcoaching helping to develop
others, both help that personthat was receiving that
performance review and also bethe leader that my mentor was in
being truthful at givingheartfelt performance reviews so
that people could grow and growothers.
(03:38):
That's ultimately leading tothe organization called growing
champions that I started abouttwo and a half years ago.
Speaker 2 (03:44):
Wow, and we can dive into this because I think it is
a key point in creating anythingin your life, and that is
mentors.
So tell me a little bit aboutwhat you feel your mentor did
for you that you couldn't do foryourself, and you kind of
alluded to it.
But also, why are mentorsimportant?
Speaker 1 (04:02):
Sure, and I think they're different as well.
Mentors and coaches aredifferent.
In this case, as he mentors metoday, I find that those mentors
have significant experience inthe space that I'm working as
well.
So not only could he shareopportunities for me to grow as
a leader, he could give me booksor he could send me to a
workshop or whatever that was,but as a mentor he had those
(04:22):
experiences, he had those toughtimes in going through that.
He had learned, really throughmaking mistakes on his own, to
help me not make the samemistakes going on in the future.
But again, what I really thinkwhen you look at the overlap
between mentoring and coach, ishe was able to help me identify
the blind spots that I had as aleader Very early on.
(04:44):
When you get a title of aleader, I think it can be easy
from an ego standpoint to saywell, I'm the boss.
Speaker 2 (04:49):
I'm a leader now because I had the title too,
right.
Speaker 1 (04:52):
Exactly right.
The title makes it that way,but little do we know that
that's only the first part ofthe process in terms of that
level, and so those blind spotsare in.
How I build relationships, howI hold other people accountable
on their journey, is veryimportant.
So I think one of the otherthings that he really and I
touched on a little bit that Ijust found powerful I did, was
the truth in that he gave metough feedback, had the ability
(05:13):
to deliver that in a way that Iknow he cared about me in that
feedback and I wanted to be ableto give feedback like that, and
it's hence again starting thiscompany.
How do I make sure that thoseleaders see the importance in
receiving feedback and be ableto do something like that, but
also being able to give feedbackin a truthful way?
Oftentimes I have a currentclient that I work with.
They talk about the differencein being kind and being nice.
(05:36):
Being kind is something thatreally is.
The truth starts to come out,but being nice is making sure
you don't upset somebody.
We've got to be able to teachand coach, and those are the
mentors that can make you reallyunderstand what you need to do
to get better.
Speaker 2 (05:51):
Yeah, and I love that .
I've heard before and I'm sureyou've heard this before too,
john, but like clarity iskindness, right, and I would
even substitute what you justsaid truth is kindness.
And I think sometimes we areafraid of either seeking
feedback for ourselves or givingfeedback right, because right,
(06:14):
you want to be nice, but beingnice is not being kind.
And to help people grow, oreven for ourselves to grow, we
need truth.
If we don't know what it isthat's holding us back, I can
even think about it as a leader,or even if it's a goal that
you're going towards.
If you don't know that stuckplace you keep hitting and
nobody is being honest with youand you keep repeating that same
(06:38):
pattern, then it's not helpingyou and it's not helping the
people that you are doing thingswith.
Speaker 1 (06:45):
Absolutely, and it's a skill that even a friend talks
about candor inside of thatspace as well carrying candor in
such a way that people don'tcare how much you know until
they know how much you care.
It's one of my favorite quotesfrom one of my favorite authors,
john Maxwell.
But ultimately, deliveringtruth in a way that people know
you care about them is a lotdifferent than delivering truth
that ends up hurting somebody,and I think that in other sense,
(07:07):
in terms of the growing as aleader, is important to know as
well.
You touch on this.
We don't want to upset anybody,and the fact is that others
have to choose to be upset.
But if we can deliver it insuch a way that they accept that
feedback and realize they cangrow and get better, versus
being stark and having it comeacross as a hammer to get things
(07:27):
done, it can be so lasting interms of that feedback.
Speaker 2 (07:31):
Well, think about it, you wouldn't be here right now
if somebody hadn't given youthat truth right, absolutely, I
wouldn't be.
Maybe you would have.
No, I don't think I would havebeen.
Speaker 1 (07:38):
There's no doubt I would not have been and I think
about that, you know.
And going back, ultimately atthe highest level, growing
champions.
One of the methodologies or theultimate output that I talk
about is the greatest story evertold.
And if we can build a storyinside of our leadership where
years from now, some people callit legacy, I call it the
greatest story ever told.
But years from now, somebody'sasked you know who has made a
(08:00):
positive difference in theirlife, a lasting difference in
their life, and they write yourname on that list, even when you
don't know that they're doingthat.
To me, that's the greateststory ever told.
And you can be truthful and berude and obnoxious as a leader
and they're not going to writeyour name as a positive
difference.
But when you can be truthfuland be a mentor and show that
you care about people, thatgives you the opportunity to
make that happen in the futureand you've given them
(08:21):
opportunities to get better.
Speaker 2 (08:23):
Yeah, I think I honestly just got a little bit
of goosebumps right, because, Imean, you think about it,
especially if you are wanting tocreate impact, not only for
your own life but for the livesof others, in any industry that
you're in, in any kind ofsegment of life, whether it's
your family, or whether it'syour career, or whether it's
your friends, your faith,whatever that is, and somebody
(08:45):
can say, hey, this person is theone that helped me unlock my
potential, create things for mylife.
I mean, I feel like there's nogreater, greater story or
greater honor than to besomebody's, I guess, light or
guide along this journey.
Speaker 1 (09:04):
Absolutely.
There you go, Christy.
I'm going to have you write itfor me again because you just to
find what is really.
You know, the light that youtalk about is there.
I mean, one of the core valuesthat I have as an individual is
hope, and I know that's part ofyou know the positivity inside
of your podcast, and I actuallyput a definition to that hope.
It's an enduring flame thatlights the way for us through a
power that is our own that noone can ever take away.
(09:25):
Okay, and that's that lightthat exists, and when you can be
that light to someone else thatcan be really powerful
Absolutely, and when you canlive that out in your modeling
of life.
You touch on many things inyour faith how you handle your
finances, your friendships,where you have fun, and those
are all things that are veryimportant, not just your career
or your vocational choice, butin all the areas of life.
Speaker 2 (09:48):
Yeah, well, look, I have a question for you, because
I know not only have youdeveloped growing champions, but
I know this has been a journeyfor you as well.
What do you think has helpedyou become the greatest agent of
change, or or as I would call,as we're talking about, a hope
dealer?
Speaker 1 (10:04):
Right Hope dealer.
Speaker 2 (10:05):
What has helped you the most get to where you can be
the greatest agent of changewith the people that you're
either serving or working with,or just honestly, even for your,
for your own life.
Speaker 1 (10:16):
Well, I didn't know it.
I'm going to go back to thatsame mentor, because obviously
he would.
He would end up with his nameon my list.
But I was going back further.
In my very first leadershipopportunity that he gave me, he
sat down with me in a room andhe put a book across the desk
from me and said, hey, we'regoing to review this book
chapter by chapter.
It was the 21 Irrefutable Lawsof Leadership.
It was a book that I didn'trealize at the time but
(10:38):
ultimately it was going to leadme down a path and many
opportunities, many differentbooks and those that are
watching you look at that shelfup there that that specific
shelf is about everyone JohnMaxwell's books that he's
written.
The investment that that leadermade in me made a huge
difference.
So it's been primarily thepeople in my life that have
given me opportunities that havepoured into me to make a
difference.
(10:58):
And again, whether that's myfamily and friends outside of
work that are given those atchurch and church leadership,
they've given me opportunitiesto serve at church as well.
And those mentors and bossesthat have been in my life Look,
there's other ones that I've hadthat I would say that I learned
how not to be as well.
They weren't all perfect.
Speaker 2 (11:14):
And so I was going through that journey.
Speaker 1 (11:16):
There's no doubt about it there have been leaders
that I've we could probablywrite a book on those folks, no
doubt about it.
So you know, being intentional,though, with that personal
growth journey and that choice Imade after that first book I
have given has been the biggestdifference to me, and I think it
manifests itself inside of mein this what I sometimes refer
to as a healthy discontent forthe status quo.
(11:37):
I'm just not really settled withwhere I am today, that I do
want to always grow, and I'vegot people in my life that make
a difference.
I've got a small accountabilitygroup with several of my
friends that are in that.
That helped to hold meaccountable in my growth journey
.
I've got a coach myself thecoach of a coach, if you would.
That just says that you knowneed to make things happen.
I've had a fitness trainerthat's helped to teach me what I
(11:59):
need to do from a nutrition andfrom a training standpoint to
be the healthy person that Ineed to in my life as well.
So, understanding those peoplethat I and then again, being
intentional of choosing thosethe Jim Rohn quote that's really
powerful is you're the averageof the five people that you hang
around with the most.
I mean that is stuck around.
We've named our smallaccountability group Raise the
(12:20):
Average.
That really is making sure thatI'm working to intentionally
grow on a regular basis.
Speaker 2 (12:27):
And, as we're talking about this, I'm curious about
what's your thoughts on this,because what you said was that
one of the things that reallyhelped you grow was having these
mentors that spoke truth to youbut then also invested in your
growth essentially.
But I know that you had to be aperson that was open to that
(12:51):
investment of that person and Iknow you said the first thing
that you did when you're giventhat performance review was ask
and say, hey, I need help, and Ithink that is hard for a lot of
people, for most people, evenfor myself at times.
I'll go ahead and put myself onthat continuum.
But what would you say whenpeople are trying to seek out
(13:11):
and be intentional about havingthese five people that are going
to average and level you up andelevate you as a person?
What do you think a personneeds to have so they can be
coachable and be able to beinvested in?
Because I'm sure your mentorcould have.
If you would have reacteddifferently, they might have
been like, nope, not taking mytime to address.
Speaker 1 (13:30):
If I look at some of the model that I teach with
regards to my coaching model,the first step is making a
choice, having a desire to grow,and so, early on in the journey
, it's understanding where youwant to be in the future, and
for me, that was very important.
Let me use a story example frommy fitness journey as well.
You have to get to the pointwhere you're sick and tired of
(13:50):
being sick and tired, and I hada health scare about six or
seven years ago and it wassomething that I said.
I really need to make a choiceto be different.
If I'm going to watch my adultchildren grow up, potentially
have grandchildren in the future, and I want to be able to roll
around on the ground with them,and if I have a granddaughter,
having a tea party with her orbeing able to shoot basketball
(14:12):
with a grandson, however thatworks out, I need to make a
change in my life, and it wasn'tsomething that it was going to
be through a magazine orsomething else.
I had absolutely needed tounderstand that if I was going
to grow and where I needed to be, that I was going to need
somebody else that was betterthan me in that journey to help
me get there.
I think it's very important asleaders and it's always a
(14:33):
challenge.
I get caught up in a lot ofJohn isms, but if you find
yourself in a room all the timeand you're the smartest person
in the room all the time, you'reprobably in the wrong room.
I don't know if you're wrong.
Speaker 2 (14:43):
Yeah, get a different room, get a different room.
Speaker 1 (14:47):
I don't always do a good job of that.
I would have to say that I haveto choose to be that way.
I like the success that goesalong with some of the things
that are going there, but I haveto realize that there's no
point that retirement is in myvocabulary or what that means,
and so if I'm going tocontinuously grow, then I have
to seek out people that arebetter than me at what they do
(15:09):
so that I can continuously grow.
Speaker 2 (15:11):
Yeah, and that is true.
I think sometimes we often stayin our rooms, right, that we're
familiar with, because it'scomfortable.
And getting in a room withother people that may be five,
10 steps ahead of you in thiscertain area that you're seeking
their guidance on, it can be alittle unsettling or, you know,
(15:31):
it can cause discomfort at timesbecause you're like am I
supposed to be here?
I don't know if you've ever hadthat experience where you've
went into a room.
I know I have a people that Ijust in my mind perceive have
like figured out something thatI want to figure out.
And I'm in there and I'm likethis is amazing to be here, but
at the same time I am scared asall get out.
(15:53):
But I'm just going to go asksome good questions and
hopefully I'll learn some stuffin the process.
Speaker 1 (15:58):
I don't know if you ever had that experience or not,
but absolutely, I mean, I thinkagain, if those who are
committing to growth, if they'renot feeling that, then they're
probably lying to you in termsof what they're doing.
But I would say this there havebeen opportunities for me, and
I've listened to your otherpodcast and I appreciate what
you're doing in terms ofinspiring possible.
That's in there, that there's amindset that we have to have as
(16:20):
leaders.
That is positive, because we dohave that inner critic that
will exist, or whatever.
It is the little one that sitson our shoulder that tells us
we're not worthy, and that'sjust not true.
And one of the favorite booksthat I've read is called the
four eight principle, and itfocuses right from Philippians
four eight, where it talks aboutwhatever is true, whatever is
noble, whatever is pure,whatever is lovely, whatever is
(16:42):
admirable, if anything isexcellent or praiseworthy.
Think on those things.
So we have to have a positivemindset.
Oftentimes, though, folks stopat that point in time, and it's
verse four nine where theexcellence really happens,
though, in that space, andthat's when we talks about now.
Go out there and use whatyou've learned.
Go out there and use whatyou've thought about.
Okay, do not rest on what you'rethinking.
(17:04):
It's much easier to act yourway into a new way of thinking
than it is to think your way anew way of acting.
And if we get caught justsitting there thinking positive
thoughts thinking positivethoughts is a very good thing,
but if we don't act on that andmake a difference, then we're
going to be in the same spot,and that includes being in that
room that you're talking about,with people like do I really
need to be here?
But no, it's understanding thatI am on a growth trajectory and
(17:27):
I need to go, buildrelationships with these
individuals and think positivethat I do belong in this room
and I'm going to get better so Ican do some of the things that
they do.
Absolutely.
Speaker 2 (17:37):
Yeah, and I think we have to be brave enough.
Kind of what I'm hearing youtalk about is we have to be
brave enough to ask thequestions and put ourselves in
the room.
I love how you brought up thatverse, because I've thought of
that verse very often and evenin my work as a therapist.
You know there's a lot ofinterchange in that verse
because it really what you thinkon and dwell on and allow into
(18:00):
your head or who you surroundyourself with, really does shape
a lot of the narrative of whatyou believe about yourself,
other people, the world aroundyou.
And it can be very limiting ifyou don't put action.
So you can work on shifting thethoughts and thinking positive.
But I love how you said that ifyou don't go and take some
(18:22):
action that's aligned with thatthinking, then it's so easy to
fall right back in to those oldways of thinking that we are
just so familiar with.
Speaker 1 (18:32):
Right and I think there's two really most called
disciplines that I teach on aregular basis that make that
happen.
So once we've made the choice,once we understand, we made the
mindset and we've drawn the path, when our thoughts and in our
design what we need to do, thenit's a matter of executing that
or deploying that and sayingwhat are the daily disciplines I
need to do?
Weekly disciplines, monthlydisciplines to get things done,
(18:54):
and are they on my calendar?
And then finally, at the end ofsome time period, am I
reflecting and saying am Iactually doing those?
What's going well and whatisn't going well?
So, dwelling or reflecting onthose activities intentionally
and saying what do I need to dodifferently to make this happen,
because I believe that theseactions are going to make me
better?
But if I'm not actually makingthose happen whether there's
distraction that's getting myway or I've just chosen not to
(19:18):
do them because I'm lazy, that'sall on us.
That's not on a coach, it's noton a leader, it's not on a
therapist to make something orcounselor to make things happen.
That's on us as individuals totake responsibility for our
actions and do those things.
Speaker 2 (19:30):
Speaking of distractions, I feel that when
people are trying to create thispositive change in their life
or they're going towardssomething I know for even me
personally, it is very easy toget distracted.
I used to always say that Ihave the real bad squirrel.
Speaker 1 (19:50):
They're going to squirrel Right gone done.
Speaker 2 (19:54):
Like squirrel right over there.
I don't know what you'd call itsquirrel distraction.
I'm like big on the squirrel.
Speaker 1 (19:58):
This is one of the biggest squirrels in the world.
There's no doubt about it.
Is this little thing that wecarry around in our pockets all
the time?
Yes, the voice, Hello.
Speaker 2 (20:04):
I know I remember growing up.
I'm so thankful I grew up inthe generation where these
weren't there until I got toabout college.
But then some days I'm like Ilove it but I also wish it
wouldn't be here, this lovelylittle device we carry around in
our pocket.
But how do people Let go ofsome of these distractions or
find ways to still be able tostay intentional when we live in
(20:29):
a world full of distractions?
Wow.
Speaker 1 (20:32):
What a great question .
I mean, I think about this, youknow.
Going back to your thoughts,okay, and if you truly are
thinking positive thoughts, thenthat's and that drives your
behaviors.
If your thoughts are drivingyour behaviors, look, we are
what we consume.
Take a look at what we have thepotential to consume on a daily
basis on the Squawk boxtelevision set.
That is really not a good thingfor us to go forward through
(20:54):
that.
For the books that we tend toread, again, what are we reading
?
You mentioned already thepeople that we hang out with.
Oh, frankly, again this littlephone right here and tracking
how much time we end up spendingon this, looking down rather
than looking up at the peoplethat we're talking to.
Those distractions are not.
They're easy to get into thebad habits and unfortunately,
our brain doesn't know thedifference between a bad habit
(21:16):
and a good habit.
It just knows it's a habit.
We've got to replace that badhabit with something else.
We've got to take that time onour calendar to again to
intentionally plan somethingelse that can be positive.
So, rather than investing timegoing to sit down in front of
the TV, I need to put the keysin my hand and get in my car and
drive to the gym to make thathappen.
But that's why you need thataccountability person to help
(21:36):
you.
I mean, certainly, asindividuals we should be able to
do certain things on our own.
And you know, I mean thefitness industry or the
nutrition industry and thenumber of diets that are out
there where people lose a lot ofweight and then they put twice
the weight back on again.
It's because we're not changingour lifestyle to make those
things happen.
So they have to move towardlifestyle changes, both in the
way we study, the way we read,the way we eat, the way we
(21:59):
exercise.
That becomes part of who theyare.
It's the moving from the doinginto being.
It's what I do versus who I am.
And if we're not moving in thatdirection and having someone
help to tell us that we need togrow, that we need to get better
, back to that whole truthstatement says and I don't like
where you're hanging out, we'regoing to fall back into those
(22:20):
bad habits again.
So I don't.
I think the distractions arealways there.
I mean the challenge is to notput them in the room.
I've heard folks talk aboutputting their remote control,
you know, in the bedroom so theycan't turn this EV on on a
regular basis, or you know youdon't buy the food and put it in
your house, or you only buysingle servings amounts.
There's so many differentthings.
We can make it a lifestyle tomake those things easier for us.
(22:43):
But let's, let's be truthful,it's really as a simple equation
to go forward in a nutritionworld.
If I burn more calories than Itake in, I'm probably going to
lose weight.
Simple equation, but don'tmistake simple with easy.
Speaker 2 (22:58):
With easy, exactly.
So that's where I guess, whenyou're talking about
accountability, that's whereaccountability is so valuable.
I know for me, and I'm hearingfrom you, that that's something
that's been transformative foryou.
For me, I had to get to a pointto realize that, yes, my, I
have some willpower, but mywillpower is sometime limited by
(23:20):
my feelings.
Sure Right, so if I wake up inthe morning and I'm not feeling
like going to the gym or I canthink about the place that I go
work out pretty much most of thedays, the five days a week, and
every time I see the workoutI'm like I don't feel like doing
any of this.
They want me to run, like today.
(23:40):
They wanted me to jump overthis box, they wanted me to lift
this thing over my head.
I mean, it was kind of crazystuff.
I'm like do I pay these people?
But you know what I pay themfor?
Accountability.
Speaker 1 (23:50):
Yeah, so you put that .
You put some skin in the game.
Absolutely.
Speaker 2 (23:53):
If you didn't pay them and they do that teaching.
Speaker 1 (23:54):
You say I don't need to be there for that.
I mean I can sleep in a littlebit longer, hit the snooze two
or three more times, absolutely.
So you got to have skin in thegame, and that's part of the
accountability side as well.
Often think, though I love theanalogy inside of the fitness,
but I would have, I would havehashtags with my friends that
say I hate doing it, love havingdone it.
Okay In terms of when I'm done.
I know when I'm done I'm goingto feel better, and so
(24:15):
motivation is so hard to measure.
Okay, but discipline isn'tDiscipline.
You can measure.
Did I do the exercise five timesa week or not, whether or not I
was motivated.
You know I often talk about myleadership, standard work as I
teach.
It's doing what I need to dowhen I need to do it, even when
I don't feel like doing it.
But there's an output so that Ican do what I want to do when I
(24:38):
want to do it with who I wantto do it with.
I mean so if we keep that whyin front of us and that's so
that statement that I like torefer to pretty often then it's
not about motivation.
Once again, if there are 90% ofthe human beings in the country
say that I love to work out, Ilove to go to the gym, they're
lying to you, but they know thatthey lie.
Yeah, they absolutely lie toyou, and so that's okay.
(25:00):
But you show me on yourcalendar where you were using
the discipline to create whatyou want to create with regards
to that story, that, so that youcan accomplish something that
you want to accomplish.
Speaker 2 (25:11):
Yeah, and like you said, it's that simple, but it's
not that easy, but it is worthit right, absolutely.
And when you do have thatability that you can do that, so
that I can, and you've shown upconsistently then there's no
(25:33):
greater in my mind, sometimesfeeling I might not feel like
doing all the things that are inthe input, but then when I get
the output I'm like this iswhere it's at, but so many times
we want to not have as muchinput and we want the output.
Speaker 1 (25:50):
Yes, but it's the same thing what you put in comes
out.
Speaker 2 (25:54):
Yeah, yeah, disclaimer I'm sorry if you're
listening today and you werehoping to find a silver bullet
in this episode.
Yeah, that, we are not givingit to you.
Speaker 1 (26:04):
I'm guilty of it with books.
Okay, in terms of man, I seethe title of that book.
I'm like that's the one, that'sthe one that's going to change
me right now.
And I read it I'm like, yeah,there's probably some good
things there, but frankly,that's just another way to talk
about the seven habits of highlyeffective people.
You know, it's just another waythat says I have to do
something about it to makesomething good happen.
Speaker 2 (26:25):
Yes, thank you, john.
Thank you for staying that,because do you know how many
books you can't see it right nowthat I have sitting in front of
me and I'm like man, thatsounds so good.
Strategy, the common path touncommon success.
Greatness, my son.
Speaker 1 (26:41):
You read that one the common path to uncommon success
.
That's a good one.
I have it sitting up here rightnow.
I just used it to help teach aclass.
Speaker 2 (26:45):
Do you?
I haven't.
Well, let me tell you how Iread, john, and I'm going to
normalize this for anybody elsewho reads like this, that's
listening.
I read in stages and phases, soI'll read part of it and then
I'll go about my life and thenI'll pick it up again another
part.
But it's funny because myfriends will always say, christy
, you're always reading a bookand I'm like, yeah, the first
(27:06):
two chapters.
But I get the concept and thenI come back when I need it and I
know what it's about.
I think I got halfway throughthat two summers ago, but I put
it in front of me because I wantto read it.
Finish reading.
Speaker 1 (27:20):
Well, let me give you that.
You don't need any unsolicitedadvice, I'm sure, but the method
that I use and it isn't foreverybody.
There's two things that I have.
One is accountability again.
So we have our guys' group.
There's five of us in the groupand we'll text each other every
day whether or not we did areading for the day.
So it's just a picture oh, Ilove that.
It's just an emoji of a book orwhatever it is, and we know if
we got one guy that's fallingoff for three or four days, we
(27:41):
just check in with him, say, hey, what's going on?
I have a goal to read 24 booksthis year.
It would be double the numberof books that I read last year.
And it's not the number ofbooks, it is, it's the.
I believe it's the disciplinethat really goes into it.
And again, creating that habitbut I'll read 10 pages a day is
what my goal is in the morning,10 pages in the evening of a
separate book.
(28:01):
Most books I don't know how manyare in John Lee Dumas' book
there I'm a comment path, I'mcommon success are around 220 to
250 pages.
So if I can read 10 pages a day, which usually takes me
somewhere in the neighborhood ofeight to 10 minutes.
Then I can accomplish that goalby reading two books a month.
It's worked well so far thisyear as a discipline.
Now the other side of thatagain, as you know this, and
(28:24):
even when you put them back downis if that book's not driving
me to action, then it's reallyjust checking a box and saying
I'm reading a book, but what isdifferent when I'm done reading
the book, what is differentabout what I'll do?
I will undertake one of thosesuggestions in that book and
make it part of my run as anexperiment and make it part of
my leader's stand to work.
So that's really important asyou read through books as well.
So what are?
Speaker 2 (28:44):
those.
Yeah, I like that Well and Iknow the why behind reading
books for me, but even though Iread it very scatter.
But, john, what is the whybehind reading books for you and
why do you think it's important?
Speaker 1 (28:54):
to read.
Well again, if I haveintentional growth.
One of the methodologies inwhich I do that intentional
growth is investing in readingfrom authors that are a lot
smarter than I am.
There's no doubt about it.
So I have folks, friends, whosuggest books to me to really
grow.
One of the ones that I'veappreciated the most, that I
never thought I would like and Ifinished up and I'm going
through again is Think Like aRocket Scientist from and I
(29:16):
don't even know how to say itwas that, but I'll say it was
that last name.
But a fascinating book that Iwent through changed my thinking
in a big way in terms of how Igo into facilitate consulting
sessions that I do.
So I think there's experimentsthat I've used from that book.
So for me, going back to thathealthy discontent with the
status quo is I have acontinuous learning mindset.
(29:38):
I will have books that I won'tfinish.
I'll put them down.
If it's not clicking with me, Iwill put one of those books
down and I may try it againlater on.
But I have to admit I'm a bitof a book snob and if it's not
resonating with me I won'tpainstakingly take myself
through the book.
I'll start another one.
Speaker 2 (29:56):
Well, listen, john, if I ever write a book, I'm
going to send it to you and youneed to be honest with me with
that truth, and if you have toput it down, you just say,
christy, no you need to go back.
Speaker 1 (30:07):
So get it to me before you print all those books
out and make all the choices.
Speaker 2 (30:11):
I like what you said about how to take something and
then, after you read it, atleast find one action step that
you could implement, because Ilove reading, because I just get
such a different we're talkingabout what you fix your mind on
right, and when you getdifferent perspectives, opinions
, thoughts, ideas that you'venever considered in ways that
(30:32):
you've never considered, itreally can help you move the
needle forward and back to whatwe were talking about being in
the room.
It is the cheapest way to getin the room with somebody that
you want to learn from,absolutely.
Speaker 1 (30:45):
Right, absolutely.
Speaker 2 (30:46):
I mean, you may not be able to dialogue with them,
but you get so much from theirthought processes, their
experiences and then what'sworked for them in whatever
they're writing on to help movethe needle forward for whatever
it is that you're trying tocreate.
Speaker 1 (31:00):
One of the podcasts I listened to on a regular basis
is Ed Mylet's podcast, and hewrote the book.
I think it was last year, thePower of One More that I went
through, but he talks aboutbecome friends with the author
of the book that you're reading,because you and then I had
another coach Again.
Speaker 2 (31:17):
I'm full of.
Speaker 1 (31:18):
I have very little original stuff inside of my
coaching.
I have compiled and aggregatedmany things that I've been
taught over the years, but myfirst executive coach said John,
I want to challenge you Don'tread a book to agree or disagree
with what that book says, butjust read the book to learn and
to find somebody's differentperspective.
And I tell you that was lifechanging for me, and I was 15
(31:39):
years ago when he told me thatbecause I would.
I don't agree with anythingthis person says.
This author says I'm puttingthis book down and not learn
again.
That was selfish on my part asI, and again it's been.
A transformation for me is toreally just just read.
To learn Doesn't mean I go outthere and read biographies of
people.
I don't want to know anythingabout this, not what I do.
There are topics that I focuson in leadership that are
(32:01):
aligned with the coaching modelthat I teach or the core values
that I have, and so I don't.
I don't choose books thataren't generally aligned with
that, but I try to read to learna different perspective as well
, absolutely.
Speaker 2 (32:14):
Yeah, well, it's just taking that one nugget because
it's interesting that youbrought up Ed and my let the
power of one more.
I actually haven't read thebook, but I've heard him speak
on it a few times when he wasinterviewing for it and just
today as I was in the gym as wewere talking about it.
It just that one thing stuckwith me like one more, because I
really wanted to quit at onepoint, that I was like no, what
(32:37):
does Ed say?
Speaker 1 (32:38):
Yep, just one more One more, just do one more.
Just do one more rep orwhatever it is.
One more page.
Speaker 2 (32:43):
One more, whatever Don't sell, and really what he
talks about I remember in theinterview and I hope this is
what he said in the book, but itwas, you know, do it's more for
you to push yourself to do thatone more and most people
they'll go to what's expected.
Right, if they come in and saythis is what's expected of you,
most people can say, okay, well,I'll try to meet that
(33:05):
expectation.
But just being able to say okay, I'm going to meet that
expectation and I'm going to doone more, it really does pay off
in the end with developing amindset that helps you go the
distance and whatever you'retrying to do in life.
Speaker 1 (33:20):
Chris, you're spot on , and he did say that in the
book.
Absolutely so if you do get a,chance.
Speaker 2 (33:24):
Oh, he had an even bigger book.
Speaker 1 (33:25):
Look most of his.
He did some podcast interviewswhen he was on that book tour
and it was spot on in terms of,you know, understanding what was
inside the book, what I loveabout listening to it and I'm a
podcast fan as well I love aboutlistening to the podcast or
listening to a speaker and thenwhen I read the book, like I'm
reading the book in their voice.
I really appreciate that, andif I've seen them speak before,
(33:46):
then I see them talking as wellwhen I'm reading the words, and
that's part of that making afriend with the author.
But I think it can be prettypowerful when you've had a
chance to hear them also.
I mean a good podcast and I,christy you got to stick with
this one.
at least one more, it's going tobe good podcast.
Speaker 2 (34:03):
People need your message.
Speaking of another goodpodcast, there is this other
podcast I heard about called theUncommon Leader podcast.
Speaker 1 (34:11):
Yes, that is one that I think is pretty good that
folks should take a look at orlisten to.
Speaker 2 (34:17):
Yeah, that's right.
Well, I have one more questionfor you, john, before we wrap up
today.
But I'm curious if you were togo back and give advice or tell
your younger self some words ofwisdom, to say, hey, this is
what I think you should do, orthis is what advice I'd give you
(34:37):
, so that you can createpossibilities for your life, but
also grow champions.
What would you tell a younger?
Speaker 1 (34:46):
How far back do I go to my younger?
You?
Speaker 2 (34:48):
You can pick.
Speaker 1 (34:49):
Personality.
Speaker 2 (34:50):
Yeah.
Speaker 1 (34:52):
So you know, there was a time when I sat through, I
was having a pizza dinner withone of my bosses and I took him
through this idea I had and Ididn't have growing champions in
the title at the time, but Ihad this picture of a tree.
It was an event I had gone toback in 2009 and started to
(35:12):
codify some of the what I wouldcall frameworks today I didn't
know what to call them back then, but some of my thoughts and
ideas about who I was as aleader and who I wanted to make
an impact on.
So let's go back 15 years interms of that person, and I sat
down with my boss and took himthrough that presentation, if
you will, in terms of what mythoughts were.
I was working for a largecompany at the time and I said
(35:33):
look, these are the types ofthings that I'd like to teach
inside of the organization.
Would it be possible for me toteach some of that?
He said, John, I think theseare some great things.
There's no doubt about it and Idon't think you can teach them
here.
It just wasn't part of thatcompany.
That was there, and I reallyregret the strong word, but I
(35:54):
tucked that away and you'vetalked about this before in
terms of limiting beliefsbecause I was nervous to get
things started on my own toreally make that happen.
I didn't know 15 years ago whatit meant really to be an
entrepreneur.
I had two young children theywere coming up through school
and was just nervous about it.
I had that fear.
But I would say that if I hadadvice to that younger person 15
(36:17):
years ago and I still wasn'tyoung at that point in time
would be to trust your heart,because I knew it was right and
I've started 10 years later, soI have some catch up to do but
just trust your heart in termsof following where you are and
not settle.
That's that limiting beliefthat exists.
I mean, I had that mantra Itold you about that in a note
that I sent to you before amantra in 2021, not to have any
(36:39):
limiting beliefs, and that's amuscle that I always have to
exercise, Going back to when Iwas a kid.
You wouldn't necessarily have alot.
I had this conversation with mymom just a couple of nights ago.
We talked about when we got oursummer clothes.
We laid them away at the HillsDepartment Store in Wintersville
, Ohio.
We didn't go out and buy things, like we did today, any time we
wanted to.
It was like getting ready forthe summer.
(37:00):
You get your four pair ofshorts and your four shirts for
the summer and that was what yougot, and so there was that
mindset of scarcity that existedfor me.
That really was.
Now this is an abundancemindset.
I got to learn to haveconfidence in myself and move
forward, and there's a lot ofopportunity out there, so trust
your heart.
Speaker 2 (37:17):
Yeah Well, john, I wanted to just acknowledge you
and appreciate you for trustingyour heart.
I know it might have not beenas soon as you, in hindsight,
wish you would have, but you didend up trusting your heart,
which is why you're here today.
But appreciate you coming onand just talking about how
encouraging all of us not tosettle in a lot of ways and then
(37:40):
be able to lean into truth sothat we can grow and become not
only effective and transformedof leaders, but that, hopefully,
will all be a part of thatgreatest what did you call it?
The greatest story.
Speaker 1 (37:55):
Greatest story ever told, absolutely.
Speaker 2 (37:57):
Greatest story ever told, and so well, if people
want to connect with you or findout more about you or listen to
this cool podcast we weretalking about, where can they
find you at, John?
Speaker 1 (38:10):
Christie, thank you so much for the opportunity to
be on your podcast today.
You're doing well and do onemore.
Whatever you got to do to gothere, you're doing some good
things.
Folks need to hear this messageand don't let any inner critic
tell you that there's alreadytoo many other podcasts like
this out there, because youraudience needs to hear it, and I
appreciate having theopportunity to just share just a
little bit about who I am.
Having said that, ifindividuals who are listening
(38:32):
want to learn a little bit moreabout me, then go to my website
at coachjohngallaghercom andthere's a few things they can do
.
They can find the blog that Iwrite, a weekly newsletter
called the Champion's Brew, alink to the Uncommon Leader
podcast that's on there as well,and then, finally, if they have
any interest in the coachingmodel that I use, feel free to
set up a free call with me thatthey can go a 30-minute call and
(38:53):
learn a little bit more aboutwhat we can do from a coaching
and consulting standpoint.
Speaker 2 (38:56):
All right, well, awesome.
Thank you, john for being ontoday, and I'm excited about us.
I'll go on to write ourgreatest story ever told.
And so, guys, I hope you tooksome valuable things from our
conversation today and if therewas something that stood out to
you, definitely reach out toJohn.
Let him know what kind of hityou, or reach out to me and let
(39:18):
me know what kind of inspiredyou.
Speaker 1 (39:27):
Well, that's all for today's episode of the Uncommon
Leader podcast.
Thanks for listening in.
Please take just a minute toshare this podcast with that
someone you know that youthought of when you heard this
episode.
One of the most valuable thingsyou can do is to rate the
podcast and leave a review.
You can do that on ApplePodcasts or you can rate the
podcast on Spotify or any otherplatform you listen.
Until next time, go and growchampions.
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