October 11, 2024 • 44 mins
In this episode of The Wayfinder Show, host Luis Hernandez talks with John Gallagher from The Uncommon Leader podcast. John is an executive coach and performance consultant. He shares insights from his 15 years of consulting experience.
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Episode Transcript
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(00:05):
The road to uncommon leadershipreally to me is paved by the
decision to choose thediscomfort of change over the
displeasure of remaining thesame.
You've got to have a, frankly,you've got to have a discomfort
of the status quo.
You got to be thinking aboutgrowing yourself all the time
through that journey.
Once you've made that decision,once you believe you've
(00:27):
committed to it and youunderstand why you want to do
that, then you go through thenext steps in the process.
Welcome to The Wayfinder Showwith Luis Hernandez, where
guests discuss the why and howof making changes that led them
(00:48):
down a more authentic path orallow them to level up in some
area of their life.
Our goal is to dig deep andprovide not only knowledge, but
actionable advice to help youget from where you are to where
you want to be.
Come join us and find the way toyour dream life.
(01:15):
Welcome back to the Wayfindershow.
I'm your host, Louis Hernandez,and I'm here with John
Gallagher.
John's an executive coach,performance consultant, and
advisor to some of the world'sleading organizations.
As a founder and CEO of GrowingChampions Coaching and
Consulting, John has serveddozens of renowned global
entities and their top leadersat places such as IBM,
(01:38):
Mitsubishi Electric, EatonCorporation, Harvard university
and several billion dollarhealthcare system.
John specializes in achievingexceptional results in the area
of people development,productivity, improvement,
profitability, and growth.
John, welcome to the way findershow.
Louie.
It's great to be here.
(01:58):
I appreciate the opportunity tobe on your show.
So how'd you start doingconsulting for some of these
companies?
I got into consulting about 15years ago.
it was something I'd beentrained by consultants for 10
years in the Toyota productionsystem, which is the primary
methodology lean that I use toconsult now with my clients.
I got out of manufacturing oroperations for a little while
(02:20):
and got into real estate,followed that all the way down
to the bottom in 2009 and said,I guess I'm going to try and get
back into operations again.
Many of the people that I'dworked with said, why don't you
get into consulting?
I'm like, my goodness, I don'tknow if I want to be in
consulting with.
The travel that they have to doand things like that, while I
like the work, I don't knowthat's really what I want to do.
(02:43):
And the third time they calledme and said, why don't you think
about doing it in healthcare,which was ultimately teaching
the Toyota production system inhospitals and clinics.
I thought, wow, I mightactually, be naive enough to
believe I could make adifference in that space,
knowing how much troublehealthcare was in at that point
in time.
And it still is today in termsof how healthcare was being
(03:03):
provided for patients, both inhospitals and clinics.
So I can do that for a couple ofyears and then I get back into
operation somewhere again.
That was 15 years ago.
Oh, and here I am still inconsulting and coaching.
I just found that.
I really had a knack for it, agift for influencing and
advising other organizations tosucceed and found a love for it.
(03:24):
When I think of lean there's acouple of ways I want to go with
this, but when I think of lean,I think of manufacturing, right?
In the Toyota ways.
And I know they totallyrevolutionized the way we do
manufacturing and made it waymore efficient.
I believe they came up with ajust in time inventory and all
that.
Am I right for my days?
And it's been a while since I'vebeen in business school, but I
remember some of these things.
(03:45):
Six Sigma came out of that aswell.
Am I right?
It's one of the tools that'sused within lean.
They would debate each other andDeming would get in an argument
probably if he were still aroundto be able to argue about it
with lean, but they combine,sometimes they combine lean and
six sigma together.
They call it lean sigma, a lotof different things.
Ultimately it's about continuousimprovement and respect for
people.
(04:05):
Let's think about it this way.
I define lean as the passionatepursuit of the elimination of
waste.
And if you think about the lasttime you went to a doctor's
office or to a hospital as apatient if you tried to schedule
an appointment in a healthcaresystem, did you see there was
any waste in those processes?
ultimately, lean is identifyingthose different processes that
(04:25):
exist and eliminating the nonvalue added activities, those
activities that the customer isnot willing to pay for.
One of the biggest wastes that'sdefined in lean is the waste of
waiting.
And what's the largest room inany hospital or any clinic that
you walk into?
It's the waiting room.
Yeah.
It's the biggest waste room thatexists.
(04:47):
So for an opportunity for aconsultant to go in and work
with physicians and staff toreduce the waste that's
happening in their processes asthey care for patients and
standardize the way they dothings, it can be very much
aligned with how it's done inmanufacturing.
Nope, we're not building cars asToyota would talk about or
(05:07):
actually treating people, butit's really about those
processes that exist around thepeople that we work to improve.
I was surprised in it as well.
I'm like, I thought this is amanufacturing business system,
but really it's just ultimatelyI've used it in real estate.
I've used it in health care,financial services,
manufacturing electricalcontracting, so many different
(05:29):
ways.
Because it's really just aboutlooking for eliminating waste.
Now that you say that, I guess Ihadn't thought of it
consciously, but I don't findmyself waiting in a waiting room
long hours.
As a kid, I remember that beingjust a painful experience.
Now I, yeah you check in andwithin a few minutes you get
called in, right?
So is that your fault?
I hope to have some type ofinfluence on it, but I think,
(05:51):
that industry 15 years ago, whenI got into it, I would say there
was probably 10 to 15 percent ofthe organizations in healthcare,
healthcare systems that wereusing tools like lean, like that
sort of production system.
It's hard to find one today thatdoesn't talk about it as a
method in which they solveproblems.
How have you used it in realestate?
Again it's the standardizationof processes.
(06:11):
So I was a residential realestate sales agent for five
years.
And when I think about theprocess of listing a home for
sale and what are the differentsteps, I had a 37 step process
that we use to in essence.
Create a and market each of thelistings that we had, where if
we documented that process andthe standard work, we were less
(06:34):
likely to miss important stepsin the journey.
So whether you call it achecklist that was developed,
but it's standard work that wasthere.
And that's how we use that as acompetitive advantage.
I had actually teamed up with mymother in law in real estate for
five years, and we were one ofthe top performing teams in the
area It's just an opportunityagain, to look at processes that
exist.
And where's the waste in thoseprocesses?
(06:55):
How can you make it moreefficient?
Very neat.
Yeah.
So how, I'm curious more, howYou know, how would we do that?
You know when if for anybody inany industry would you know,
generically speaking, how can weapply that?
It's a good display again.
I think about any process so asan entrepreneur now, it's a
little bit different But i'malways looking at those things
(07:17):
whether it's the lead generationprocess that I have and i'm not
just talking about technologythat exists To make it easier,
but i'm talking about the peoplethat get involved in those
processes that they are theactual mapping You Of the
process from a start to finishoff and call it the trigger and
the done what starts the processand what ends the process I can
(07:37):
make it as simple as, thepodcast production that I do for
the uncommon leader podcast andwhat are the steps that I have
written down on page 141 of myjournal that allow me to.
Reduce the time that it takes meto produce all of the social
media activities that need to bedone and launching each podcast
(07:59):
each week.
That's just standardizing thosesteps and then trying to
eliminate those as much as youcan.
Coffee Kaizen Louie, I literallymade it becomes part of who you
are.
And so when I'm making coffee inthe morning and when I evaluate
how many steps I have to walk toget the coffee and then to go
over and get the grinder andfill the water, all of those
(08:21):
things are things that I try tolook at eliminating non value
added activities so that I canget my coffee earlier in the
morning than it takes me.
On a regular day.
So you start looking for wasteinside of any of those processes
that you look at and how you canmake it happen.
Once you start to learn thesesteps, you start to evaluate
(08:41):
every process from that lens,whether it's restaurants that
you go to grocery store linesthat you go through and how
people handle them or, the bankthat you go through each day.
Just different things that aregoing on.
Are there any programs that youlike to use or apps or such to
help facilitate this process?
I think from a lean standpoint,I wouldn't say that there's
(09:02):
necessarily apps.
I'll say this.
Any of our activities I thinkcan be broken down into daily,
weekly, and monthly habits oractivities that we need to get
done to be successful.
For me personally, I can usethat and take that really to my
health journey that I started in2017 and I've been able to over
the last few years ultimately toLose 80 pounds and then keep
(09:25):
that off over the series ofthose years But it was daily
weekly and monthly tasks that Ihad to do whether it's using the
lose it app to track thecalories I eat on a daily basis
and what my target is Did I getto the gym?
Four days this week and I checkit off or did I get to sleep by
nine 30 each night and try tocheck that off from a habit
(09:46):
tracker.
So those are two apps that I useon a regular basis that allow me
to visually see, am I doing thethings I need to do daily,
weekly and monthly to besuccessful?
That's amazing.
I could imagine you being 80pounds heavier.
Yeah.
That's what a lot of people toldme.
80 pounds ago.
Oh, you're not heavy.
You're not fat.
Oh, you're just big bone.
(10:07):
And I might, I look back on thatnow.
I'm like, you all were lying tome.
I was fat.
There's no doubt about it.
Wow.
You look great now, John.
No, I appreciate it.
Yeah.
I've been I'm very interested inall of the Japanese ways, I
guess we should say I went toJapan earlier this year was in
Tokyo and Kyoto around that timewhen you know, you're going
(10:30):
somewhere, you start to studyeverything about it and
everything catches yourattention about it.
I read an article about thebaseball player ohtani, and it
asked how he went about becomingthe best player in the world at
both sides of the plate, Whichwas incredible, He's a phenom.
he talked about a gentlemannamed, Harada.
Have you heard of this?
The Harada method?
Okay.
(10:50):
Go ahead, keep going.
Help me out, Louie, I'd like tolearn it myself.
So he mentioned this and Istarted going deep diving into
it, and it turns out he was across country coach in Osaka,
Japan.
And he was a coach for thepoorest, most undisciplined,
school in all of Osaka, right?
within a year, he turned hisschool into a national
(11:10):
competitor.
they were winning all kinds oftournament, races and all this
stuff, And he taught him thismethodology of visualizing how
they can be the best they canbe.
And it comes down to these 64points.
I'm in the middle of the booknow.
It's actually very interesting.
it's a way of visualizing andthen setting in all of the
systems and processes But what Ifound most interesting and Tani
(11:31):
talked about this is how heworked within this you gotta
think one of the pillars is tobecome a better hitter.
What do you do to become abetter hitter?
You work on your footwork or,these little things.
But one of'em that he made amain pillar was his breathing.
And I just thought who wouldthink, I'm not a baseball
player?
I played as a kid a little bit,So I don't know if this is
being.
(11:51):
Taught now in the major leaguesor anything, but who would think
that he would take Breathing tosuch an extreme that he just
worked on his breathingtechnique during the at bat to
become the best breather at theplate I just thought that was
fascinating stuff they're alwayslooking for those keys and just
as a former high school athletein terms of playing sports To be
(12:11):
able to control your heart ratewhile you're at the plate with a
hundred mile an hour fastballcoming at you.
Sure.
That you would want to be calmand ready for something like
that.
One of the tools, the Japanesewords I would imagine is in
there as well is HANSEI, deepreflection.
One of the tools within lean orany problem solving methodology
that is there when you completesomething, you really take a
(12:33):
look and say what went well andwhat could have gone better.
In that process, it's that deepreflection at the end in terms
of your learnings so that youcan not repeat that.
I would imagine Ohtani does someregular reflection just on each
at bat when he watched himselfand how things are going.
So you're right.
I think the Japanese Or theAmericans brought the toilet of
production system and lean overhere back in the mid seventies,
(12:58):
we taught them a lot of it goingway back even before that Ford
really taught them what washappening.
It's just that we lostultimately we, as Americans were
too stubborn to continuouslyimprove.
And that's the word Kaizen atits best, which is change for
the better continuousimprovement.
So those are things that arevery important that they got
really good at.
Absolutely.
(13:18):
John, you have a podcast aswell, right?
Called The Uncommon Leader?
Yeah.
Can you tell us a little bitabout that?
Sure.
The goal, and you mentioned thecompany as well, Growing
Champions.
And one of my mission is toinspire, encourage, and equip
other leaders to grow themselvesand to grow other leaders, hence
the term Growing Champions.
the thought of starting theUncommon Leader podcast was to
(13:40):
really get a chance to learn andto grow.
the stories of other uncommonleaders so that they could share
with others, encourage others,and inspire them to be even
greater leaders.
So that's something that overthe past two and a half years
I've done.
It's transformed a little bit inthe last year or so to many
authors who have stories to tellabout leadership and how they've
(14:02):
overcome the obstacles They getin their way and how they really
had to make a change from deathand their family to things that
are frankly as simple as havingto lose 80 pounds to make sure
that they can be healthy fortheir grandkids one day in terms
of overcoming that.
And it really starts in thatleadership journey with that
(14:23):
decision, with that choice tosay, ultimately I'm sick and
tired of being sick and tired.
And many leaders who aresuccessful today have had to
overcome some barrier.
to their success.
I think if I go back and Ireally look at the leadership
journey that started out, Louis,one of those things, and it goes
back to me when I had my firstleadership opportunity where I
(14:46):
actually had responsibility formultiple individuals reporting
to me, and I had a mentor thatinvested in me.
he purchased a book, the 21irrefutable laws of leadership
by John Maxwell, gave me thatbook and then walked through
that book with me chapter bychapter.
I got to tell you, I didn't knowhow to spell leadership.
When I first got started on thatjourney, I really didn't know
what it meant to be a leader.
(15:07):
I was in my late twenties and Ijust was existing in terms of
how things happen.
But there was a, something thathe saw in me and he and I today,
almost 30 years later.
Continue to be good friends andhe still continues to be my
mentor.
Some leader invested in me, madethat choice to invest time both
in terms of purchasing a bookfor me at the time, but also to
(15:29):
invest the time to review thatbook with me chapter by chapter
to make that happen.
Gentlemen, I know that RoryVaden has made this quote
famous.
He says, you are most powerfullypositioned to help the person
that you used to be.
And I want to help that personthat I was back at 28 years old,
who really didn't know how tospell leadership.
But I also want to help thatleader who sat across from me
(15:50):
and say, you need to invest inthe lives of other leaders.
And you do that through booksand you do that through podcasts
and you do that throughcontinuously pouring into them
what you've learned over theyears so that they grow into
champions as well.
our country is leadership sadright now, whether you compare
(16:10):
this to the politics that aregoing on in our country or the
wars that are happening in ourworld, We need leaders in our
homes and our communities.
In our churches to rise up andbe more successful.
And it's going to take otherleaders to invest in them to
make that happen.
Yeah.
I think you're right.
We were recording this on a daywhen there's quite a bit of
(16:32):
tumultuousness coming to a headright in many different areas.
Yes.
And I think it is a big reasonfor that is that there's a big
leadership void, right?
And when you see strongleadership, you're seeing,
countries that are thriving andcompanies that are thriving, but
it seems like there's a big voidin the world right now.
Amongst many of the.
Countries that we have.
(16:52):
So what are some of thestrategies you use for this?
Is it just chronicling theirjourney through your podcast or
do you consult with themdirectly still to this day as
well?
Yeah.
Yeah.
Yeah.
I have a process that I utilizeLouis, it's seven steps, whether
it's solving a problem in amanufacturing process or a flow,
or it's a leader solving theprocess.
(17:15):
I call it the seven D's.
Ultimately, I talked about thatfirst one already.
It's that decision you've got tomake the decision, the road to
uncommon leadership really, tome, is paved by the decision to.
Choose the discomfort of changeover the displeasure of
remaining the same.
You've got to have a frankly,you've got to have a discomfort
(17:35):
of the status quo.
You got to be thinking aboutgrowing yourself all the time
through that journey.
Once you've made that decision,once you believe you've
committed to it and youunderstand why you want to do
that, then you go through thenext six steps in the process.
You create a dashboard of goalsand what you measure you can
manage.
And then you create a diagnosis.
What are the things that aregetting in your way?
(17:57):
You design a solution thathappens, you create the
disciplines, we talked aboutthose daily, weekly, monthly
disciplines, and then you dwell,you reflect every quarter or
every 30 days or whatever it isthat choosing that cadence of
reflection to understand what'sgoing well, and what could be
going better, those six stepsare really important, and then
(18:19):
it's the seventh step that'sreally critical and that's the
do it again step once you thinkyou're done, you've just begun
and it's an opportunity to say,once I've gone through that
cycle, whether it's a process orwhether it's my own personal
development journey, I can'tsettle for where I am.
I've got to have this continuousimprovement mindset that I
always want to get better.
Celebrate wins absolutely, butdon't get too lured by success
(18:44):
because you get yourself intomediocrity.
There's so many distractionsthat are out there that keep us
from being successful.
But if we can repeat thatprocess over and over again, I
know that we can reachexcellence, How long will a
typical cycle of these 70s last?
it depends on the scope.
When I work with a coachingclient one on one, I think
(19:05):
there's a six month process thatthey go through to go through
the first full cycle ofdesigning that running
experiments in terms of thosedisciplines and having a chance
to really reflect once you getthrough that though.
I think those cycles actuallycan happen.
You mentioned lean in a weeklong Kaizen.
Activity, or frankly, thoseprocesses, you can get through
(19:26):
all seven steps in a workout inone hour.
Where you think about, I'mmaking the decision to get to
the gym.
And I'm going to do 27 reps andI don't care if, the door is
heavier than I need it to be.
I got to push my way through thedoor and then ultimately get
through my reps and take a lookat what I did.
And so those cycles.
Are different for all of thedifferent activities.
(19:48):
But I would say again, when Ithink about the one on one
coaching journey it's a journeyfor me.
It's something that probablyhappened in a personal
transformation over the courseof 47 months.
Okay.
But again, I think leaders canmake a tremendous impact.
we underestimate what we can doin the short term.
That's one of the hacks that Italk about in terms of folks say
(20:10):
they're distracted.
Look, just take 47 minutes in a60 minute block, turn off all
the distractions, turn off yourphone.
Your email, text messages, yoursocial media, and focus on one
activity for 47 minutes.
If you can't find the time tobe, focused on one task for 47
minutes I think you are going tostruggle to get through that.
(20:34):
once that 47 minute timer goesoff, then stop, go ahead and
reenter and take a look at thosetext messages that you missed or
those phone calls you might'vemissed.
But look, if somebody can't bewithout you for 47 minutes, if
you're the leader of thatorganization, you're not
developing that team to getthings done that need to be
done.
Interesting.
So do you set, I assume there'sa bigger goal to all of these
(20:57):
that is usually a longertimeframe, right?
Pounds, you want to lose 80pounds, you could break it down
into each workout or meal orwhat have you for the day, Yeah.
I assume that the bigoverarching goal was 80 pounds,
and you had to set a good longterm timeline for that.
You don't want to do that in aday, right?
When you think about that secondstep again, you've made the
choice, right?
You made a decision you want toimprove they got to create that
(21:19):
dashboard.
And that dashboard has timelygoals to your point, they have
outcome metrics that you'retrying to achieve that you
measure.
Such as losing 80 pounds oversome period of time.
And then there are drivermetrics that you choose to
measure as well.
I'm likely not going to achievethat But what are the
disciplines that I need to trackon a daily and weekly basis?
How many calories am I eatingeach day?
(21:41):
How many workouts am I doingeach week and how many calories
am I burning during thoseworkouts?
How many podcasts am I listeningto learn from trainers?
That know a lot more aboutnutrition and exercise that,
that I do that I need to listento each week or each month to be
successful.
So it's setting that outcomemetric, but it's also setting
(22:02):
that process or driver metric toget that, get things done, look
good intentions.
And everybody's, I believe atthe start of something like
that, whether it's a new year'sresolution or a goal, that's a
stretch goal without discipline,good intentions lead to excuses.
But with discipline, withintention leads to excellence.
(22:23):
And that's what I really like totalk about with my clients.
You can have really goodintention.
I don't want folks to walk awayfrom that, but if you have good
intentions without discipline,you're just going to come up
with excuses why things aren'tworking for you.
That's right.
it sounds also like a lot ofthese are part of it is
developing while you talk aboutdisciplines is one of those
seventies, right?
(22:43):
That sounds a lot to me likehabits and routines.
Yes, absolutely.
All the time and I wanted tobecome a morning person and now
I get up and run at five everymorning, right?
And that was very difficult.
Sometimes it still is.
Any good suggestions for how togo about, creating this?
Here's the list.
Everything worth doing isuphill.
anything worth accomplishing isdoing uphill.
(23:03):
So back to the front end andunderstanding that decision,
there's a framework that I liketo talk about that will
ultimately get you out of bedeach day to get you to do that
and it's really the so that.
Framework that I talk aboutyou've got to identify what
opportunity you are looking tocreate whether that's in your
fitness In your faith in yourcareer work in your family,
(23:25):
whatever that is What is thething that I want?
What's the opportunity I want tocreate in the middle of that
framework?
You need to say okay, thereforeI must change, I must improve,
ultimately I must get better.
I must Kaizen thoseopportunities that are there.
But really the third step inthat framework is the most
important.
Why must you get better?
It's the so that.
(23:45):
I must improve my health so thatin the future I'll be able to
enjoy the time with mygrandchildren, if I have
grandchildren one day.
So that I can be the husbandthat I want to be.
So that's, so that statement hasgot to be the thing that gets
you out of bed each day and getsyou to hit the floor and not hit
(24:08):
the snooze button when thatalarm goes off and you want to
be a morning person, look, Idon't like working out, I don't
like going to the gymnecessarily, but I love having
worked out because I know thatit contributes to my, so that I
want to live.
In a healthy way to have animpact on my grandchildren.
Absolutely.
So that's, so that framework isso important on the front end
(24:31):
that you've got that, why definereally well, that'll get you
going each time without a goodwhy, yeah, you're going to find
the snooze button.
You're going to find it easierto stay up late and not get up
in the mornings.
Absolutely.
I've never heard of the comingup with the why in that way
that's really powerful.
(24:51):
I know Simon Sinek made it veryfamous.
start with why, but it can behard to figure that out, right?
But your framework is verysimple in which must make it
highly effective.
I love it.
So I want, this blank, right?
If I got this right, I'm justreiterating.
I want blank.
Yeah.
So I must blank so that I blank,right?
(25:12):
Three steps.
Amazing.
Yeah.
And I'd love to say that Iinvented that Louis, but it's
not, it's biblical for me.
John three 16 is in that exactframework.
God so loved the world, right?
He wanted to create that for hispeople that he gave.
So he gave his one and only sonso that those who believe in him
(25:32):
would have eternal life.
I'd say there's no morepowerful.
So that framework statementanywhere.
in my coaching journey, I'vebeen, with my own company here
for four years, but ultimatelyon the consulting side, wherever
you are on your faith journey,those three simple steps, Can
create such a powerful purposefor you to be ready to go.
(25:55):
I love that.
Incredible.
What about the others?
You mentioned a dashboard.
You figure out the leadingindicators and then you track
them, right?
And the dashboard is again, thesimple statement is this, what
you measure, you can manage andwhat you don't measure you
accept.
Sure.
Okay.
And that's the challenge.
If you don't measure it.
Some is not a number and soon isnot a time.
(26:15):
I'm sure you've heard thatbefore in terms of smart goals.
It's as simple as saying some isnot a number and soon is not a
time.
I want to lose some weight.
Okay.
If you lose one pound, that issome weight, but is that what
you really wanted to achieve?
I want to increase ourprofitability as an
organization.
Okay.
If you make one more dollar, isthat the impact you're looking
(26:35):
for?
We want you to put a time boundto it as well.
And that, with creating folks,taking them out of their comfort
zone when setting those goals onthose dashboard metrics is very
important as well.
I don't want them in their paniczone when they set those goals
that they paralyzed them.
And they're like, that's justtoo hard.
I'll never get there.
But I also don't want them kindof sitting back in their chair
(26:57):
and oh yeah, that's easy.
That won't take any effort atall to make that done.
To when you get there withregards to the dashboard, I
think the diagnostic is veryimportant as well.
It's identifying the gap fromwhere you want to be, and where
you are, what is the size ofthat chasm?
It's going to get you there.
You need to be able to see thatfrom a picture standpoint, is it
80 pounds?
And what does that really mean?
(27:17):
And I think that helps todetermine the timeliness of it.
So many times we get into thesemodes of.
Trying to make these huge leapsthat it certainly manifests
itself as New Year'sresolutions.
That's probably not realistic,but let's start small.
Let's go out and get the gymmembership first.
And then we'll worry abouttrying to get up and get in
(27:38):
there twice a week.
Cause if you haven't been inthere once for the last five
years, trying to get there everyday is probably not something
that's going to get you there.
So what are those things thatare getting in your way?
those barriers that are keepingyou from going there.
Okay.
And then design solution.
if I do something, then I expectto move toward my goal, right?
That's the designing of thesolution that you want to go
(28:01):
forward.
And the important part here isprioritization as well.
You just can't do everything youwant.
So what are those ideas that aregoing to have a bigger impact
again, whether it's transformingyour business.
We're transforming you as anindividual.
You got to think about theeffort and the impact on those
goals to look at those ideas ofprioritizing.
(28:21):
Some folks say there are no badideas.
I'm here to tell you there arebad ideas that we need to get
out.
If they're going to be lowimpact and high effort.
So those are not going to bethings that we want to
prioritize.
So that's in that The designphase and ultimately once you
figure out those things you wantto try, then you got to get it
onto your calendar.
It's those disciplines.
(28:41):
Am I going to do those thingsdaily, weekly or monthly?
Show me your calendar for thepast 30 days that showed me
you've done though that designidea and tried it out.
Until you show it to me on yourcalendar look if you don't plan
your time somebody else will Sothat's the critical impact
that's needed for thosedisciplines.
You got to write them down Yougot to get on the calendar and
(29:04):
plan them out to make thathappen What isn't going well is
the first step in thatreflection process, that Hanse,
that deep reflection.
And then from those pluses andminuses, what do I need to keep
doing?
Start doing.
And stop doing three simplequestions to ask that tell you,
if there's things that are goingwell, I want to keep doing those
(29:24):
things.
If there's things that are notgoing well, what do I need to
start doing to eliminate thosethings that are not going well?
And frankly, sometimes the stopis just as important because we
can't continue to just start newthings.
That stop is very important aswell.
Cause you only have so manyhours in a day.
Everybody gets the same numberof hours and we can't just
(29:45):
continue to add on top and burnourselves out.
Yeah.
Good to great.
Jim Collins.
B Hags, right?
Yeah.
Absolutely.
And how would this apply to,because sometimes these B Hags
are so unrealistic when youfirst come up with them, right?
And there's many examples inhistory, I had a big one for me,
which was like to run a BostonMarathon qualifier when it
(30:07):
seemed unrealistic, right?
I was a five hour marathoner.
I thought, hey, there's no way,but I set it as a really long
term and I had no idea how toget there, right?
And eventually I did, and now Iactually qualify pretty easily.
I'm proud to say, but it becamea big, what do you think of
those?
And how can you set those?
Other really the other six afterthe decisions what's a smart way
(30:29):
of doing that to get there?
Yeah, it's a good question.
Again, and if you think aboutthis, okay, back to their lean
terminology, whether it's theJapanese word of Hoshinkanri or
it's strategy deployment.
So how do I deploy thatstrategy?
Yeah, if you're setting a visiontype, BHAG type metric, we want
to be number one in themarketplace.
We want to be number one.
(30:49):
Double our business every yearfor the next 10 years.
Like those are vision type behag, big, hairy, audacious goals
that organizations need to putout there as a North star for
people to think about and movetoward.
what that forces us to do isthink differently in the
process.
So if I set that five year goalin the Hoshinkanri and deploy
(31:10):
that strategy, okay, if I'mgoing to move closer to that
goal, what do I need to do thisyear?
That's when you get a little bitmore realistic with that goal,
is to break it down into smallertime increments to get you.
So what's, if I want to get to ahundred million in sales as an
organization, and I'm 20 milliontoday, but I want to get there
in five years, I'm not going toget there next year.
(31:33):
What do I want to get in thenext year?
I'd like to be at 30 million.
Okay.
And sales for the next year.
So then I have the goal for thenext year.
I can start thinking about howI'm going to get there Folks see
those big, hairy, audaciousgoals, and they see that the
design is just so far out, theycan't think of what that's going
to look like, but if you seteasy goals.
(31:54):
What it also doesn't do is upsetthe status quo.
It's just going to be everybodyworking your way through it.
As leaders, we are meant to bothbe reality setters.
Okay, but we also need tostretch folks beyond what they
would be able to see as wellwith regards to that journey.
So I think it's breaking thatBHAG down into timely buckets
(32:16):
that you might be able to shootfor.
In the case of a leader, youmight set up.
Audacious goal, even for theyear, but breaking that down
into quarterly goals that willmove you toward that versus
trying to eat that elephant allat one time in the first month
is very important.
Yeah, we'll put, how do you knowif that, if it's just something
(32:38):
that's too big, right?
How do you know if you've setsomething to just it's back into
those zones, right?
The panic zone and you'll findpeople will lose faith.
Okay.
And that's one of the things youdo not want to lose as a core
value for me.
it's believing a little bit ofwhat they can't see, but it's
not so much that they itparalyzes them and they can't
move at all.
(32:59):
And so I don't, I don't knowthat there's an indicator,
specific, I could say this isthe exactly what happens, but
you start to see it and again,that's understanding your team,
understanding your family.
When they start to panic thethree different learning zones
that we have.
We have our comfort zone, wehave the learning zone and we
have the panic zone and you haveto know when they get to the
(33:22):
panic zone because thepersonalities change, arguments
start to ensue that are notfixable, but you want people in
their learning zone that's goingto cause them to think
differently and challenge eachother.
So there's a line that's there.
Louis, I wish I knew exactlywhere it was where I could tell
people not to go there.
In terms of what's realisticversus what's stretch.
(33:46):
I think you learn it prettyquickly when folks say, I don't
even know how to go after thatgoal like that.
It's just very difficult to do.
Look, I'm six foot three, andthere are a lot of six, three
basketball players in the NBA.
Okay, not a bunch, but enoughthat, if I said, I want to play
in the NBA in five years, likethat would probably be a BHAG
(34:10):
that's not attainable.
Considering I'm now in my midfifties, I'll be a 60 year old
by then, I never really was thatgood in basketball, although I
like the game.
And that would be one of thosegoals that could be set, that
might be a dream, it might be avision but it's a little too
big.
As coaches, as consultants, weare absolutely designed to or
(34:32):
should be working to designsystems in the organization
where they go faster and drivearound the turn, but they're not
going to drive off the cliff.
Okay, you're not going to takethem there.
Coaches are absolutely ones whoshould take folks farther than
they would go on their own, butnot so far that they drive off
the cliff.
It's a balance you always haveto watch.
(34:54):
I am a huge admirer of thoseleaders who are so visionary
that it just doesn't seem likeit's reality, but yet they make
it happen.
Elon Musk is a great example,the fact that he's sending
Rocket ships to Mars now, andthey come back and they can go
back up again, and he said wewould do this.
Nobody imagined that this couldbe a reality and now here we
(35:14):
are.
It's just amazing.
Absolutely.
John, on that note, I know yougot to get going soon, so I'd
love to hop over to our worldfamous Wayfinder 4.
So John, give us a hack.
I teased him a little bit insideof the podcast just a little
(35:34):
bit.
I think that 47 minutes the 47most productive minutes in a
leader's day.
Set that timer for 47 minutesand turn all those distractions
off.
I believe distraction is thelargest thief of productivity.
In our workplaces today we knowthat the distractions that exist
it takes us 15 minutes.
The science has proven takes us15 minutes to get back on the
(35:56):
task.
So don't get caught up in thegot a minute phenomenon, which
is somebody knocks on your doorand says, you got a minute.
If you don't have a minute,reschedule the time with them.
Wow.
Could that be any time of theday?
I think it could.
Absolutely.
You could schedule that in themorning.
You could do it two or threetimes during the day if you find
it productive.
I like to try to do it at leastonce a day if there's a specific
(36:17):
project that I need to get sometasks completed or some menial
tasks that I need to work my waythrough clean up my email and
try to do that undistracted orplan my travel for the next 30
days and be undistracted withit.
It's very important to do.
And why 47?
That seems like a very specificnumber.
Yeah.
I wish it was a science thingfor me.
(36:38):
A little bit of what we talkedabout before.
I was 47 years old when Istarted my personal fitness
transformation journey.
there was a coach, a trainer whohad the 47 day transformation
plan.
And so that number just stuckwith me in that journey.
So there's no science to that.
47 probably just been a numberthat's stuck with me a little
bit.
I know the Pomodoro techniquetalks about 25 minutes and using
(37:01):
the five minute break.
I don't think that's enough timeto get into flow.
I think 47 minutes gives you anopportunity to get in flow and
like I said, there's a lot ofthings we can do in 47 seconds,
47 minutes, 47 hours, 47 days,even 47 weeks and 47 months in
terms of transformation.
And I just think it's a numberthat stuck with me.
Interesting.
(37:22):
Easier to remember, too, by theway.
It is.
We actually, that's an infamousnumber in our house.
Like some while back, one of usrandomly just said the number
47.
We just use it to answereverything.
I don't know why.
But it's ironic that you use it,too.
What about a favorite?
Yeah.
So I saw this in your favoritefour, and I'd say I've had a
book that's really impacted merecently, and it's called The
(37:42):
Power of Ownership.
It's written by JustinRothlingshofer and while it's
been the next step of continuousimprovement for me in terms of
health, taking ownership of myhealth and really starting to
get into the details of heartrate variability.
it's been something that's beenvery important in the different
hacks that exist for improvingyour sleep.
(38:05):
It's been something that's beenvery, you mentioned, different
ways to continuously improvesleep's been a primary focus for
me in 2024 and improving thequality of my sleep.
And he talks a lot about thosedifferent tips in there, whether
it's going to bed at the sametime and getting up at the same
time every day, Red lighttherapy that you wake up in the
morning and use that differentways to make that happen But
(38:25):
I've really appreciated thatbook by Justin.
What about a piece of advice foryour younger self?
The advice would be thateverything worth doing is
uphill.
It's gonna be hard.
It may be simple, but it's noteasy Everything worth doing is
uphill.
Love that.
What about a limiting belief oran opportunity?
(38:46):
Yeah.
You can choose either one.
I'm gonna, I think, limitingbelief is something that, I'm in
an accountability group with afew guys, and we taught one of
our hashtags last year washashtag no limiting beliefs.
I'm going to talk about alimiting belief that I've had to
overcome.
It's been something that wasingrained in me from the start
and something that I've foughtthrough in life and that's the
(39:09):
limiting belief of that's mylife story.
And so I think about somethingas simple as.
Choosing which line to get in ata traffic light.
And sure enough, I'll get in theline on the left and the line on
the right will go throughfaster.
And the limiting belief wouldsay, see, that's just the luck
that you've been dealt in yourlife.
(39:31):
But the opportunity is, Hey,what opportunity did I have to
have a conversation with someonebefore I moved?
Or what opportunity did I havethat the timing of the, Moving
through there might get mesomewhere else and meet someone
that I need to at a differenttime.
So turning that limiting beliefInto an opportunity and
realizing it doesn't happen tome.
It happens for me.
So yeah, I love that I actuallystopped using the limiting
(39:54):
belief question But I knew whenyou booked with us it was still
on there is to one.
There were a certain few peoplewe've talked to and one of them
wasn't on the show, but I got tomeet him at a conference who is
a Bill Ackman CEO of PershingSquare.
and then we had a couple ofpeople on the show who were just
incredibly successful.
And when I ask them thequestion, they just look at me
cross-eyed like what is alimiting belief?
(40:15):
And you can tell in theirdemeanor and response that they
really just didn't have it.
What do you mean a limitingbelief?
And it just occurred to me withBill in particular that,
somebody who can justenergetically move mountains
like that just doesn't believein any, and so then I was like,
all right What is the other sideof that?
And that's why we started askingabout big opportunity.
Oh the opportunity Yeah,absolutely and it in our
(40:37):
newsletter that we release everyweek to our listeners We talked
about that today because youknow We saw over the weekend a
lot of tumultuousness that wasgonna hit this week, right?
and we're probably gonna havethis moving forward with the
elections and what have you sureYes And I think it creates such
a level of fear and and limitingbeliefs, right?
And I just thought my, my, myadvice, from that was just to be
(41:01):
curious about what theopportunities are out there,
right?
Because I agree.
there's going to be so manypeople who become ridiculously
wealthy from what's happeningtoday when everybody else is
just worried about, what's goingon.
So how do we get curious?
how do we find thoseopportunities?
We got to stay out there and becurious, right?
So Ted Lasso, be curious, notjudgmental, right?
(41:22):
Oh, yeah, that's right.
I love that.
John, this has been a lot offun.
I know you got to go.
Can you just leave our listenerswith a little bit more about
where to find you?
And also, please have them pointthem to your podcast.
If folks want to learn moreabout me, I'd be more than happy
to chat with them.
They can go tocoachjohngallagher.
com and there you can actuallyschedule a free call with me if
you want to learn more aboutthose seven D's or understand
(41:45):
that a little bit more.
Certainly there's a podcast linkis on there.
It's the Uncommon LeaderPodcast.
And I also have a weeklynewsletter called the Champions
Brew.
That's on there as my blog.
You can subscribe to that andget the weekly newsletter.
Excellent.
Thank you so much, John.
And it's been a real joy for metoo.
So I really appreciate it.
I hope we stay in touch andbecome good friends.
(42:06):
And Hey man if there's anybodywho I know will it could be
realistic for to still get inthe NBA at six three after
losing 80 pounds, I think it's,so there's another limiting
belief, right?
Absolutely.
That's right.
So reframing it for me.
Be well, Louie.
(42:28):
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If you got value from thisepisode, please take a few
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This will allow us to help morepeople find their way to live
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We'll catch you on the nextepisode.
The road to uncommon leadershipreally to me is paved by the
decision to choose thediscomfort of change over the
displeasure of remaining thesame.
You've got to have a, frankly,you've got to have a discomfort
of the status quo.
You got to be thinking aboutgrowing yourself all the time
through that journey.
Once you've made that decision,once you believe you've
(00:27):
committed to it and youunderstand why you want to do
that, then you go through thenext steps in the process.
Welcome to The Wayfinder Showwith Luis Hernandez, where
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(00:48):
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Our goal is to dig deep andprovide not only knowledge, but
actionable advice to help youget from where you are to where
you want to be.
Come join us and find the way toyour dream life.
(01:15):
Welcome back to the Wayfindershow.
I'm your host, Louis Hernandez,and I'm here with John
Gallagher.
John's an executive coach,performance consultant, and
advisor to some of the world'sleading organizations.
As a founder and CEO of GrowingChampions Coaching and
Consulting, John has serveddozens of renowned global
entities and their top leadersat places such as IBM,
(01:38):
Mitsubishi Electric, EatonCorporation, Harvard university
and several billion dollarhealthcare system.
John specializes in achievingexceptional results in the area
of people development,productivity, improvement,
profitability, and growth.
John, welcome to the way findershow.
Louie.
It's great to be here.
(01:58):
I appreciate the opportunity tobe on your show.
So how'd you start doingconsulting for some of these
companies?
I got into consulting about 15years ago.
it was something I'd beentrained by consultants for 10
years in the Toyota productionsystem, which is the primary
methodology lean that I use toconsult now with my clients.
I got out of manufacturing oroperations for a little while
(02:20):
and got into real estate,followed that all the way down
to the bottom in 2009 and said,I guess I'm going to try and get
back into operations again.
Many of the people that I'dworked with said, why don't you
get into consulting?
I'm like, my goodness, I don'tknow if I want to be in
consulting with.
The travel that they have to doand things like that, while I
like the work, I don't knowthat's really what I want to do.
(02:43):
And the third time they calledme and said, why don't you think
about doing it in healthcare,which was ultimately teaching
the Toyota production system inhospitals and clinics.
I thought, wow, I mightactually, be naive enough to
believe I could make adifference in that space,
knowing how much troublehealthcare was in at that point
in time.
And it still is today in termsof how healthcare was being
(03:03):
provided for patients, both inhospitals and clinics.
So I can do that for a couple ofyears and then I get back into
operation somewhere again.
That was 15 years ago.
Oh, and here I am still inconsulting and coaching.
I just found that.
I really had a knack for it, agift for influencing and
advising other organizations tosucceed and found a love for it.
(03:24):
When I think of lean there's acouple of ways I want to go with
this, but when I think of lean,I think of manufacturing, right?
In the Toyota ways.
And I know they totallyrevolutionized the way we do
manufacturing and made it waymore efficient.
I believe they came up with ajust in time inventory and all
that.
Am I right for my days?
And it's been a while since I'vebeen in business school, but I
remember some of these things.
(03:45):
Six Sigma came out of that aswell.
Am I right?
It's one of the tools that'sused within lean.
They would debate each other andDeming would get in an argument
probably if he were still aroundto be able to argue about it
with lean, but they combine,sometimes they combine lean and
six sigma together.
They call it lean sigma, a lotof different things.
Ultimately it's about continuousimprovement and respect for
people.
(04:05):
Let's think about it this way.
I define lean as the passionatepursuit of the elimination of
waste.
And if you think about the lasttime you went to a doctor's
office or to a hospital as apatient if you tried to schedule
an appointment in a healthcaresystem, did you see there was
any waste in those processes?
ultimately, lean is identifyingthose different processes that
(04:25):
exist and eliminating the nonvalue added activities, those
activities that the customer isnot willing to pay for.
One of the biggest wastes that'sdefined in lean is the waste of
waiting.
And what's the largest room inany hospital or any clinic that
you walk into?
It's the waiting room.
Yeah.
It's the biggest waste room thatexists.
(04:47):
So for an opportunity for aconsultant to go in and work
with physicians and staff toreduce the waste that's
happening in their processes asthey care for patients and
standardize the way they dothings, it can be very much
aligned with how it's done inmanufacturing.
Nope, we're not building cars asToyota would talk about or
(05:07):
actually treating people, butit's really about those
processes that exist around thepeople that we work to improve.
I was surprised in it as well.
I'm like, I thought this is amanufacturing business system,
but really it's just ultimatelyI've used it in real estate.
I've used it in health care,financial services,
manufacturing electricalcontracting, so many different
(05:29):
ways.
Because it's really just aboutlooking for eliminating waste.
Now that you say that, I guess Ihadn't thought of it
consciously, but I don't findmyself waiting in a waiting room
long hours.
As a kid, I remember that beingjust a painful experience.
Now I, yeah you check in andwithin a few minutes you get
called in, right?
So is that your fault?
I hope to have some type ofinfluence on it, but I think,
(05:51):
that industry 15 years ago, whenI got into it, I would say there
was probably 10 to 15 percent ofthe organizations in healthcare,
healthcare systems that wereusing tools like lean, like that
sort of production system.
It's hard to find one today thatdoesn't talk about it as a
method in which they solveproblems.
How have you used it in realestate?
Again it's the standardizationof processes.
(06:11):
So I was a residential realestate sales agent for five
years.
And when I think about theprocess of listing a home for
sale and what are the differentsteps, I had a 37 step process
that we use to in essence.
Create a and market each of thelistings that we had, where if
we documented that process andthe standard work, we were less
(06:34):
likely to miss important stepsin the journey.
So whether you call it achecklist that was developed,
but it's standard work that wasthere.
And that's how we use that as acompetitive advantage.
I had actually teamed up with mymother in law in real estate for
five years, and we were one ofthe top performing teams in the
area It's just an opportunityagain, to look at processes that
exist.
And where's the waste in thoseprocesses?
(06:55):
How can you make it moreefficient?
Very neat.
Yeah.
So how, I'm curious more, howYou know, how would we do that?
You know when if for anybody inany industry would you know,
generically speaking, how can weapply that?
It's a good display again.
I think about any process so asan entrepreneur now, it's a
little bit different But i'malways looking at those things
(07:17):
whether it's the lead generationprocess that I have and i'm not
just talking about technologythat exists To make it easier,
but i'm talking about the peoplethat get involved in those
processes that they are theactual mapping You Of the
process from a start to finishoff and call it the trigger and
the done what starts the processand what ends the process I can
(07:37):
make it as simple as, thepodcast production that I do for
the uncommon leader podcast andwhat are the steps that I have
written down on page 141 of myjournal that allow me to.
Reduce the time that it takes meto produce all of the social
media activities that need to bedone and launching each podcast
(07:59):
each week.
That's just standardizing thosesteps and then trying to
eliminate those as much as youcan.
Coffee Kaizen Louie, I literallymade it becomes part of who you
are.
And so when I'm making coffee inthe morning and when I evaluate
how many steps I have to walk toget the coffee and then to go
over and get the grinder andfill the water, all of those
(08:21):
things are things that I try tolook at eliminating non value
added activities so that I canget my coffee earlier in the
morning than it takes me.
On a regular day.
So you start looking for wasteinside of any of those processes
that you look at and how you canmake it happen.
Once you start to learn thesesteps, you start to evaluate
(08:41):
every process from that lens,whether it's restaurants that
you go to grocery store linesthat you go through and how
people handle them or, the bankthat you go through each day.
Just different things that aregoing on.
Are there any programs that youlike to use or apps or such to
help facilitate this process?
I think from a lean standpoint,I wouldn't say that there's
(09:02):
necessarily apps.
I'll say this.
Any of our activities I thinkcan be broken down into daily,
weekly, and monthly habits oractivities that we need to get
done to be successful.
For me personally, I can usethat and take that really to my
health journey that I started in2017 and I've been able to over
the last few years ultimately toLose 80 pounds and then keep
(09:25):
that off over the series ofthose years But it was daily
weekly and monthly tasks that Ihad to do whether it's using the
lose it app to track thecalories I eat on a daily basis
and what my target is Did I getto the gym?
Four days this week and I checkit off or did I get to sleep by
nine 30 each night and try tocheck that off from a habit
(09:46):
tracker.
So those are two apps that I useon a regular basis that allow me
to visually see, am I doing thethings I need to do daily,
weekly and monthly to besuccessful?
That's amazing.
I could imagine you being 80pounds heavier.
Yeah.
That's what a lot of people toldme.
80 pounds ago.
Oh, you're not heavy.
You're not fat.
Oh, you're just big bone.
(10:07):
And I might, I look back on thatnow.
I'm like, you all were lying tome.
I was fat.
There's no doubt about it.
Wow.
You look great now, John.
No, I appreciate it.
Yeah.
I've been I'm very interested inall of the Japanese ways, I
guess we should say I went toJapan earlier this year was in
Tokyo and Kyoto around that timewhen you know, you're going
(10:30):
somewhere, you start to studyeverything about it and
everything catches yourattention about it.
I read an article about thebaseball player ohtani, and it
asked how he went about becomingthe best player in the world at
both sides of the plate, Whichwas incredible, He's a phenom.
he talked about a gentlemannamed, Harada.
Have you heard of this?
The Harada method?
Okay.
(10:50):
Go ahead, keep going.
Help me out, Louie, I'd like tolearn it myself.
So he mentioned this and Istarted going deep diving into
it, and it turns out he was across country coach in Osaka,
Japan.
And he was a coach for thepoorest, most undisciplined,
school in all of Osaka, right?
within a year, he turned hisschool into a national
(11:10):
competitor.
they were winning all kinds oftournament, races and all this
stuff, And he taught him thismethodology of visualizing how
they can be the best they canbe.
And it comes down to these 64points.
I'm in the middle of the booknow.
It's actually very interesting.
it's a way of visualizing andthen setting in all of the
systems and processes But what Ifound most interesting and Tani
(11:31):
talked about this is how heworked within this you gotta
think one of the pillars is tobecome a better hitter.
What do you do to become abetter hitter?
You work on your footwork or,these little things.
But one of'em that he made amain pillar was his breathing.
And I just thought who wouldthink, I'm not a baseball
player?
I played as a kid a little bit,So I don't know if this is
being.
(11:51):
Taught now in the major leaguesor anything, but who would think
that he would take Breathing tosuch an extreme that he just
worked on his breathingtechnique during the at bat to
become the best breather at theplate I just thought that was
fascinating stuff they're alwayslooking for those keys and just
as a former high school athletein terms of playing sports To be
(12:11):
able to control your heart ratewhile you're at the plate with a
hundred mile an hour fastballcoming at you.
Sure.
That you would want to be calmand ready for something like
that.
One of the tools, the Japanesewords I would imagine is in
there as well is HANSEI, deepreflection.
One of the tools within lean orany problem solving methodology
that is there when you completesomething, you really take a
(12:33):
look and say what went well andwhat could have gone better.
In that process, it's that deepreflection at the end in terms
of your learnings so that youcan not repeat that.
I would imagine Ohtani does someregular reflection just on each
at bat when he watched himselfand how things are going.
So you're right.
I think the Japanese Or theAmericans brought the toilet of
production system and lean overhere back in the mid seventies,
(12:58):
we taught them a lot of it goingway back even before that Ford
really taught them what washappening.
It's just that we lostultimately we, as Americans were
too stubborn to continuouslyimprove.
And that's the word Kaizen atits best, which is change for
the better continuousimprovement.
So those are things that arevery important that they got
really good at.
Absolutely.
(13:18):
John, you have a podcast aswell, right?
Called The Uncommon Leader?
Yeah.
Can you tell us a little bitabout that?
Sure.
The goal, and you mentioned thecompany as well, Growing
Champions.
And one of my mission is toinspire, encourage, and equip
other leaders to grow themselvesand to grow other leaders, hence
the term Growing Champions.
the thought of starting theUncommon Leader podcast was to
(13:40):
really get a chance to learn andto grow.
the stories of other uncommonleaders so that they could share
with others, encourage others,and inspire them to be even
greater leaders.
So that's something that overthe past two and a half years
I've done.
It's transformed a little bit inthe last year or so to many
authors who have stories to tellabout leadership and how they've
(14:02):
overcome the obstacles They getin their way and how they really
had to make a change from deathand their family to things that
are frankly as simple as havingto lose 80 pounds to make sure
that they can be healthy fortheir grandkids one day in terms
of overcoming that.
And it really starts in thatleadership journey with that
(14:23):
decision, with that choice tosay, ultimately I'm sick and
tired of being sick and tired.
And many leaders who aresuccessful today have had to
overcome some barrier.
to their success.
I think if I go back and Ireally look at the leadership
journey that started out, Louis,one of those things, and it goes
back to me when I had my firstleadership opportunity where I
(14:46):
actually had responsibility formultiple individuals reporting
to me, and I had a mentor thatinvested in me.
he purchased a book, the 21irrefutable laws of leadership
by John Maxwell, gave me thatbook and then walked through
that book with me chapter bychapter.
I got to tell you, I didn't knowhow to spell leadership.
When I first got started on thatjourney, I really didn't know
what it meant to be a leader.
(15:07):
I was in my late twenties and Ijust was existing in terms of
how things happen.
But there was a, something thathe saw in me and he and I today,
almost 30 years later.
Continue to be good friends andhe still continues to be my
mentor.
Some leader invested in me, madethat choice to invest time both
in terms of purchasing a bookfor me at the time, but also to
(15:29):
invest the time to review thatbook with me chapter by chapter
to make that happen.
Gentlemen, I know that RoryVaden has made this quote
famous.
He says, you are most powerfullypositioned to help the person
that you used to be.
And I want to help that personthat I was back at 28 years old,
who really didn't know how tospell leadership.
But I also want to help thatleader who sat across from me
(15:50):
and say, you need to invest inthe lives of other leaders.
And you do that through booksand you do that through podcasts
and you do that throughcontinuously pouring into them
what you've learned over theyears so that they grow into
champions as well.
our country is leadership sadright now, whether you compare
(16:10):
this to the politics that aregoing on in our country or the
wars that are happening in ourworld, We need leaders in our
homes and our communities.
In our churches to rise up andbe more successful.
And it's going to take otherleaders to invest in them to
make that happen.
Yeah.
I think you're right.
We were recording this on a daywhen there's quite a bit of
(16:32):
tumultuousness coming to a headright in many different areas.
Yes.
And I think it is a big reasonfor that is that there's a big
leadership void, right?
And when you see strongleadership, you're seeing,
countries that are thriving andcompanies that are thriving, but
it seems like there's a big voidin the world right now.
Amongst many of the.
Countries that we have.
(16:52):
So what are some of thestrategies you use for this?
Is it just chronicling theirjourney through your podcast or
do you consult with themdirectly still to this day as
well?
Yeah.
Yeah.
Yeah.
I have a process that I utilizeLouis, it's seven steps, whether
it's solving a problem in amanufacturing process or a flow,
or it's a leader solving theprocess.
(17:15):
I call it the seven D's.
Ultimately, I talked about thatfirst one already.
It's that decision you've got tomake the decision, the road to
uncommon leadership really, tome, is paved by the decision to.
Choose the discomfort of changeover the displeasure of
remaining the same.
You've got to have a frankly,you've got to have a discomfort
(17:35):
of the status quo.
You got to be thinking aboutgrowing yourself all the time
through that journey.
Once you've made that decision,once you believe you've
committed to it and youunderstand why you want to do
that, then you go through thenext six steps in the process.
You create a dashboard of goalsand what you measure you can
manage.
And then you create a diagnosis.
What are the things that aregetting in your way?
(17:57):
You design a solution thathappens, you create the
disciplines, we talked aboutthose daily, weekly, monthly
disciplines, and then you dwell,you reflect every quarter or
every 30 days or whatever it isthat choosing that cadence of
reflection to understand what'sgoing well, and what could be
going better, those six stepsare really important, and then
(18:19):
it's the seventh step that'sreally critical and that's the
do it again step once you thinkyou're done, you've just begun
and it's an opportunity to say,once I've gone through that
cycle, whether it's a process orwhether it's my own personal
development journey, I can'tsettle for where I am.
I've got to have this continuousimprovement mindset that I
always want to get better.
Celebrate wins absolutely, butdon't get too lured by success
(18:44):
because you get yourself intomediocrity.
There's so many distractionsthat are out there that keep us
from being successful.
But if we can repeat thatprocess over and over again, I
know that we can reachexcellence, How long will a
typical cycle of these 70s last?
it depends on the scope.
When I work with a coachingclient one on one, I think
(19:05):
there's a six month process thatthey go through to go through
the first full cycle ofdesigning that running
experiments in terms of thosedisciplines and having a chance
to really reflect once you getthrough that though.
I think those cycles actuallycan happen.
You mentioned lean in a weeklong Kaizen.
Activity, or frankly, thoseprocesses, you can get through
(19:26):
all seven steps in a workout inone hour.
Where you think about, I'mmaking the decision to get to
the gym.
And I'm going to do 27 reps andI don't care if, the door is
heavier than I need it to be.
I got to push my way through thedoor and then ultimately get
through my reps and take a lookat what I did.
And so those cycles.
Are different for all of thedifferent activities.
(19:48):
But I would say again, when Ithink about the one on one
coaching journey it's a journeyfor me.
It's something that probablyhappened in a personal
transformation over the courseof 47 months.
Okay.
But again, I think leaders canmake a tremendous impact.
we underestimate what we can doin the short term.
That's one of the hacks that Italk about in terms of folks say
(20:10):
they're distracted.
Look, just take 47 minutes in a60 minute block, turn off all
the distractions, turn off yourphone.
Your email, text messages, yoursocial media, and focus on one
activity for 47 minutes.
If you can't find the time tobe, focused on one task for 47
minutes I think you are going tostruggle to get through that.
(20:34):
once that 47 minute timer goesoff, then stop, go ahead and
reenter and take a look at thosetext messages that you missed or
those phone calls you might'vemissed.
But look, if somebody can't bewithout you for 47 minutes, if
you're the leader of thatorganization, you're not
developing that team to getthings done that need to be
done.
Interesting.
So do you set, I assume there'sa bigger goal to all of these
(20:57):
that is usually a longertimeframe, right?
Pounds, you want to lose 80pounds, you could break it down
into each workout or meal orwhat have you for the day, Yeah.
I assume that the bigoverarching goal was 80 pounds,
and you had to set a good longterm timeline for that.
You don't want to do that in aday, right?
When you think about that secondstep again, you've made the
choice, right?
You made a decision you want toimprove they got to create that
(21:19):
dashboard.
And that dashboard has timelygoals to your point, they have
outcome metrics that you'retrying to achieve that you
measure.
Such as losing 80 pounds oversome period of time.
And then there are drivermetrics that you choose to
measure as well.
I'm likely not going to achievethat But what are the
disciplines that I need to trackon a daily and weekly basis?
How many calories am I eatingeach day?
(21:41):
How many workouts am I doingeach week and how many calories
am I burning during thoseworkouts?
How many podcasts am I listeningto learn from trainers?
That know a lot more aboutnutrition and exercise that,
that I do that I need to listento each week or each month to be
successful.
So it's setting that outcomemetric, but it's also setting
(22:02):
that process or driver metric toget that, get things done, look
good intentions.
And everybody's, I believe atthe start of something like
that, whether it's a new year'sresolution or a goal, that's a
stretch goal without discipline,good intentions lead to excuses.
But with discipline, withintention leads to excellence.
(22:23):
And that's what I really like totalk about with my clients.
You can have really goodintention.
I don't want folks to walk awayfrom that, but if you have good
intentions without discipline,you're just going to come up
with excuses why things aren'tworking for you.
That's right.
it sounds also like a lot ofthese are part of it is
developing while you talk aboutdisciplines is one of those
seventies, right?
(22:43):
That sounds a lot to me likehabits and routines.
Yes, absolutely.
All the time and I wanted tobecome a morning person and now
I get up and run at five everymorning, right?
And that was very difficult.
Sometimes it still is.
Any good suggestions for how togo about, creating this?
Here's the list.
Everything worth doing isuphill.
anything worth accomplishing isdoing uphill.
(23:03):
So back to the front end andunderstanding that decision,
there's a framework that I liketo talk about that will
ultimately get you out of bedeach day to get you to do that
and it's really the so that.
Framework that I talk aboutyou've got to identify what
opportunity you are looking tocreate whether that's in your
fitness In your faith in yourcareer work in your family,
(23:25):
whatever that is What is thething that I want?
What's the opportunity I want tocreate in the middle of that
framework?
You need to say okay, thereforeI must change, I must improve,
ultimately I must get better.
I must Kaizen thoseopportunities that are there.
But really the third step inthat framework is the most
important.
Why must you get better?
It's the so that.
(23:45):
I must improve my health so thatin the future I'll be able to
enjoy the time with mygrandchildren, if I have
grandchildren one day.
So that I can be the husbandthat I want to be.
So that's, so that statement hasgot to be the thing that gets
you out of bed each day and getsyou to hit the floor and not hit
(24:08):
the snooze button when thatalarm goes off and you want to
be a morning person, look, Idon't like working out, I don't
like going to the gymnecessarily, but I love having
worked out because I know thatit contributes to my, so that I
want to live.
In a healthy way to have animpact on my grandchildren.
Absolutely.
So that's, so that framework isso important on the front end
(24:31):
that you've got that, why definereally well, that'll get you
going each time without a goodwhy, yeah, you're going to find
the snooze button.
You're going to find it easierto stay up late and not get up
in the mornings.
Absolutely.
I've never heard of the comingup with the why in that way
that's really powerful.
(24:51):
I know Simon Sinek made it veryfamous.
start with why, but it can behard to figure that out, right?
But your framework is verysimple in which must make it
highly effective.
I love it.
So I want, this blank, right?
If I got this right, I'm justreiterating.
I want blank.
Yeah.
So I must blank so that I blank,right?
(25:12):
Three steps.
Amazing.
Yeah.
And I'd love to say that Iinvented that Louis, but it's
not, it's biblical for me.
John three 16 is in that exactframework.
God so loved the world, right?
He wanted to create that for hispeople that he gave.
So he gave his one and only sonso that those who believe in him
(25:32):
would have eternal life.
I'd say there's no morepowerful.
So that framework statementanywhere.
in my coaching journey, I'vebeen, with my own company here
for four years, but ultimatelyon the consulting side, wherever
you are on your faith journey,those three simple steps, Can
create such a powerful purposefor you to be ready to go.
(25:55):
I love that.
Incredible.
What about the others?
You mentioned a dashboard.
You figure out the leadingindicators and then you track
them, right?
And the dashboard is again, thesimple statement is this, what
you measure, you can manage andwhat you don't measure you
accept.
Sure.
Okay.
And that's the challenge.
If you don't measure it.
Some is not a number and soon isnot a time.
(26:15):
I'm sure you've heard thatbefore in terms of smart goals.
It's as simple as saying some isnot a number and soon is not a
time.
I want to lose some weight.
Okay.
If you lose one pound, that issome weight, but is that what
you really wanted to achieve?
I want to increase ourprofitability as an
organization.
Okay.
If you make one more dollar, isthat the impact you're looking
(26:35):
for?
We want you to put a time boundto it as well.
And that, with creating folks,taking them out of their comfort
zone when setting those goals onthose dashboard metrics is very
important as well.
I don't want them in their paniczone when they set those goals
that they paralyzed them.
And they're like, that's justtoo hard.
I'll never get there.
But I also don't want them kindof sitting back in their chair
(26:57):
and oh yeah, that's easy.
That won't take any effort atall to make that done.
To when you get there withregards to the dashboard, I
think the diagnostic is veryimportant as well.
It's identifying the gap fromwhere you want to be, and where
you are, what is the size ofthat chasm?
It's going to get you there.
You need to be able to see thatfrom a picture standpoint, is it
80 pounds?
And what does that really mean?
(27:17):
And I think that helps todetermine the timeliness of it.
So many times we get into thesemodes of.
Trying to make these huge leapsthat it certainly manifests
itself as New Year'sresolutions.
That's probably not realistic,but let's start small.
Let's go out and get the gymmembership first.
And then we'll worry abouttrying to get up and get in
(27:38):
there twice a week.
Cause if you haven't been inthere once for the last five
years, trying to get there everyday is probably not something
that's going to get you there.
So what are those things thatare getting in your way?
those barriers that are keepingyou from going there.
Okay.
And then design solution.
if I do something, then I expectto move toward my goal, right?
That's the designing of thesolution that you want to go
(28:01):
forward.
And the important part here isprioritization as well.
You just can't do everything youwant.
So what are those ideas that aregoing to have a bigger impact
again, whether it's transformingyour business.
We're transforming you as anindividual.
You got to think about theeffort and the impact on those
goals to look at those ideas ofprioritizing.
(28:21):
Some folks say there are no badideas.
I'm here to tell you there arebad ideas that we need to get
out.
If they're going to be lowimpact and high effort.
So those are not going to bethings that we want to
prioritize.
So that's in that The designphase and ultimately once you
figure out those things you wantto try, then you got to get it
onto your calendar.
It's those disciplines.
(28:41):
Am I going to do those thingsdaily, weekly or monthly?
Show me your calendar for thepast 30 days that showed me
you've done though that designidea and tried it out.
Until you show it to me on yourcalendar look if you don't plan
your time somebody else will Sothat's the critical impact
that's needed for thosedisciplines.
You got to write them down Yougot to get on the calendar and
(29:04):
plan them out to make thathappen What isn't going well is
the first step in thatreflection process, that Hanse,
that deep reflection.
And then from those pluses andminuses, what do I need to keep
doing?
Start doing.
And stop doing three simplequestions to ask that tell you,
if there's things that are goingwell, I want to keep doing those
(29:24):
things.
If there's things that are notgoing well, what do I need to
start doing to eliminate thosethings that are not going well?
And frankly, sometimes the stopis just as important because we
can't continue to just start newthings.
That stop is very important aswell.
Cause you only have so manyhours in a day.
Everybody gets the same numberof hours and we can't just
(29:45):
continue to add on top and burnourselves out.
Yeah.
Good to great.
Jim Collins.
B Hags, right?
Yeah.
Absolutely.
And how would this apply to,because sometimes these B Hags
are so unrealistic when youfirst come up with them, right?
And there's many examples inhistory, I had a big one for me,
which was like to run a BostonMarathon qualifier when it
(30:07):
seemed unrealistic, right?
I was a five hour marathoner.
I thought, hey, there's no way,but I set it as a really long
term and I had no idea how toget there, right?
And eventually I did, and now Iactually qualify pretty easily.
I'm proud to say, but it becamea big, what do you think of
those?
And how can you set those?
Other really the other six afterthe decisions what's a smart way
(30:29):
of doing that to get there?
Yeah, it's a good question.
Again, and if you think aboutthis, okay, back to their lean
terminology, whether it's theJapanese word of Hoshinkanri or
it's strategy deployment.
So how do I deploy thatstrategy?
Yeah, if you're setting a visiontype, BHAG type metric, we want
to be number one in themarketplace.
We want to be number one.
(30:49):
Double our business every yearfor the next 10 years.
Like those are vision type behag, big, hairy, audacious goals
that organizations need to putout there as a North star for
people to think about and movetoward.
what that forces us to do isthink differently in the
process.
So if I set that five year goalin the Hoshinkanri and deploy
(31:10):
that strategy, okay, if I'mgoing to move closer to that
goal, what do I need to do thisyear?
That's when you get a little bitmore realistic with that goal,
is to break it down into smallertime increments to get you.
So what's, if I want to get to ahundred million in sales as an
organization, and I'm 20 milliontoday, but I want to get there
in five years, I'm not going toget there next year.
(31:33):
What do I want to get in thenext year?
I'd like to be at 30 million.
Okay.
And sales for the next year.
So then I have the goal for thenext year.
I can start thinking about howI'm going to get there Folks see
those big, hairy, audaciousgoals, and they see that the
design is just so far out, theycan't think of what that's going
to look like, but if you seteasy goals.
(31:54):
What it also doesn't do is upsetthe status quo.
It's just going to be everybodyworking your way through it.
As leaders, we are meant to bothbe reality setters.
Okay, but we also need tostretch folks beyond what they
would be able to see as wellwith regards to that journey.
So I think it's breaking thatBHAG down into timely buckets
(32:16):
that you might be able to shootfor.
In the case of a leader, youmight set up.
Audacious goal, even for theyear, but breaking that down
into quarterly goals that willmove you toward that versus
trying to eat that elephant allat one time in the first month
is very important.
Yeah, we'll put, how do you knowif that, if it's just something
(32:38):
that's too big, right?
How do you know if you've setsomething to just it's back into
those zones, right?
The panic zone and you'll findpeople will lose faith.
Okay.
And that's one of the things youdo not want to lose as a core
value for me.
it's believing a little bit ofwhat they can't see, but it's
not so much that they itparalyzes them and they can't
move at all.
(32:59):
And so I don't, I don't knowthat there's an indicator,
specific, I could say this isthe exactly what happens, but
you start to see it and again,that's understanding your team,
understanding your family.
When they start to panic thethree different learning zones
that we have.
We have our comfort zone, wehave the learning zone and we
have the panic zone and you haveto know when they get to the
(33:22):
panic zone because thepersonalities change, arguments
start to ensue that are notfixable, but you want people in
their learning zone that's goingto cause them to think
differently and challenge eachother.
So there's a line that's there.
Louis, I wish I knew exactlywhere it was where I could tell
people not to go there.
In terms of what's realisticversus what's stretch.
(33:46):
I think you learn it prettyquickly when folks say, I don't
even know how to go after thatgoal like that.
It's just very difficult to do.
Look, I'm six foot three, andthere are a lot of six, three
basketball players in the NBA.
Okay, not a bunch, but enoughthat, if I said, I want to play
in the NBA in five years, likethat would probably be a BHAG
(34:10):
that's not attainable.
Considering I'm now in my midfifties, I'll be a 60 year old
by then, I never really was thatgood in basketball, although I
like the game.
And that would be one of thosegoals that could be set, that
might be a dream, it might be avision but it's a little too
big.
As coaches, as consultants, weare absolutely designed to or
(34:32):
should be working to designsystems in the organization
where they go faster and drivearound the turn, but they're not
going to drive off the cliff.
Okay, you're not going to takethem there.
Coaches are absolutely ones whoshould take folks farther than
they would go on their own, butnot so far that they drive off
the cliff.
It's a balance you always haveto watch.
(34:54):
I am a huge admirer of thoseleaders who are so visionary
that it just doesn't seem likeit's reality, but yet they make
it happen.
Elon Musk is a great example,the fact that he's sending
Rocket ships to Mars now, andthey come back and they can go
back up again, and he said wewould do this.
Nobody imagined that this couldbe a reality and now here we
(35:14):
are.
It's just amazing.
Absolutely.
John, on that note, I know yougot to get going soon, so I'd
love to hop over to our worldfamous Wayfinder 4.
So John, give us a hack.
I teased him a little bit insideof the podcast just a little
(35:34):
bit.
I think that 47 minutes the 47most productive minutes in a
leader's day.
Set that timer for 47 minutesand turn all those distractions
off.
I believe distraction is thelargest thief of productivity.
In our workplaces today we knowthat the distractions that exist
it takes us 15 minutes.
The science has proven takes us15 minutes to get back on the
(35:56):
task.
So don't get caught up in thegot a minute phenomenon, which
is somebody knocks on your doorand says, you got a minute.
If you don't have a minute,reschedule the time with them.
Wow.
Could that be any time of theday?
I think it could.
Absolutely.
You could schedule that in themorning.
You could do it two or threetimes during the day if you find
it productive.
I like to try to do it at leastonce a day if there's a specific
(36:17):
project that I need to get sometasks completed or some menial
tasks that I need to work my waythrough clean up my email and
try to do that undistracted orplan my travel for the next 30
days and be undistracted withit.
It's very important to do.
And why 47?
That seems like a very specificnumber.
Yeah.
I wish it was a science thingfor me.
(36:38):
A little bit of what we talkedabout before.
I was 47 years old when Istarted my personal fitness
transformation journey.
there was a coach, a trainer whohad the 47 day transformation
plan.
And so that number just stuckwith me in that journey.
So there's no science to that.
47 probably just been a numberthat's stuck with me a little
bit.
I know the Pomodoro techniquetalks about 25 minutes and using
(37:01):
the five minute break.
I don't think that's enough timeto get into flow.
I think 47 minutes gives you anopportunity to get in flow and
like I said, there's a lot ofthings we can do in 47 seconds,
47 minutes, 47 hours, 47 days,even 47 weeks and 47 months in
terms of transformation.
And I just think it's a numberthat stuck with me.
Interesting.
(37:22):
Easier to remember, too, by theway.
It is.
We actually, that's an infamousnumber in our house.
Like some while back, one of usrandomly just said the number
47.
We just use it to answereverything.
I don't know why.
But it's ironic that you use it,too.
What about a favorite?
Yeah.
So I saw this in your favoritefour, and I'd say I've had a
book that's really impacted merecently, and it's called The
(37:42):
Power of Ownership.
It's written by JustinRothlingshofer and while it's
been the next step of continuousimprovement for me in terms of
health, taking ownership of myhealth and really starting to
get into the details of heartrate variability.
it's been something that's beenvery important in the different
hacks that exist for improvingyour sleep.
(38:05):
It's been something that's beenvery, you mentioned, different
ways to continuously improvesleep's been a primary focus for
me in 2024 and improving thequality of my sleep.
And he talks a lot about thosedifferent tips in there, whether
it's going to bed at the sametime and getting up at the same
time every day, Red lighttherapy that you wake up in the
morning and use that differentways to make that happen But
(38:25):
I've really appreciated thatbook by Justin.
What about a piece of advice foryour younger self?
The advice would be thateverything worth doing is
uphill.
It's gonna be hard.
It may be simple, but it's noteasy Everything worth doing is
uphill.
Love that.
What about a limiting belief oran opportunity?
(38:46):
Yeah.
You can choose either one.
I'm gonna, I think, limitingbelief is something that, I'm in
an accountability group with afew guys, and we taught one of
our hashtags last year washashtag no limiting beliefs.
I'm going to talk about alimiting belief that I've had to
overcome.
It's been something that wasingrained in me from the start
and something that I've foughtthrough in life and that's the
(39:09):
limiting belief of that's mylife story.
And so I think about somethingas simple as.
Choosing which line to get in ata traffic light.
And sure enough, I'll get in theline on the left and the line on
the right will go throughfaster.
And the limiting belief wouldsay, see, that's just the luck
that you've been dealt in yourlife.
(39:31):
But the opportunity is, Hey,what opportunity did I have to
have a conversation with someonebefore I moved?
Or what opportunity did I havethat the timing of the, Moving
through there might get mesomewhere else and meet someone
that I need to at a differenttime.
So turning that limiting beliefInto an opportunity and
realizing it doesn't happen tome.
It happens for me.
So yeah, I love that I actuallystopped using the limiting
(39:54):
belief question But I knew whenyou booked with us it was still
on there is to one.
There were a certain few peoplewe've talked to and one of them
wasn't on the show, but I got tomeet him at a conference who is
a Bill Ackman CEO of PershingSquare.
and then we had a couple ofpeople on the show who were just
incredibly successful.
And when I ask them thequestion, they just look at me
cross-eyed like what is alimiting belief?
(40:15):
And you can tell in theirdemeanor and response that they
really just didn't have it.
What do you mean a limitingbelief?
And it just occurred to me withBill in particular that,
somebody who can justenergetically move mountains
like that just doesn't believein any, and so then I was like,
all right What is the other sideof that?
And that's why we started askingabout big opportunity.
Oh the opportunity Yeah,absolutely and it in our
(40:37):
newsletter that we release everyweek to our listeners We talked
about that today because youknow We saw over the weekend a
lot of tumultuousness that wasgonna hit this week, right?
and we're probably gonna havethis moving forward with the
elections and what have you sureYes And I think it creates such
a level of fear and and limitingbeliefs, right?
And I just thought my, my, myadvice, from that was just to be
(41:01):
curious about what theopportunities are out there,
right?
Because I agree.
there's going to be so manypeople who become ridiculously
wealthy from what's happeningtoday when everybody else is
just worried about, what's goingon.
So how do we get curious?
how do we find thoseopportunities?
We got to stay out there and becurious, right?
So Ted Lasso, be curious, notjudgmental, right?
(41:22):
Oh, yeah, that's right.
I love that.
John, this has been a lot offun.
I know you got to go.
Can you just leave our listenerswith a little bit more about
where to find you?
And also, please have them pointthem to your podcast.
If folks want to learn moreabout me, I'd be more than happy
to chat with them.
They can go tocoachjohngallagher.
com and there you can actuallyschedule a free call with me if
you want to learn more aboutthose seven D's or understand
(41:45):
that a little bit more.
Certainly there's a podcast linkis on there.
It's the Uncommon LeaderPodcast.
And I also have a weeklynewsletter called the Champions
Brew.
That's on there as my blog.
You can subscribe to that andget the weekly newsletter.
Excellent.
Thank you so much, John.
And it's been a real joy for metoo.
So I really appreciate it.
I hope we stay in touch andbecome good friends.
(42:06):
And Hey man if there's anybodywho I know will it could be
realistic for to still get inthe NBA at six three after
losing 80 pounds, I think it's,so there's another limiting
belief, right?
Absolutely.
That's right.
So reframing it for me.
Be well, Louie.
(42:28):
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