Episode Transcript
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Speaker 1 (00:01):
Welcome to Unpacked
Podcast with your host
leadership consultant, ronHarvey of Global Core Strategies
and Consulting.
Ron believes that leadership isthe fundamental driver towards
making a difference.
So now to find out more of whatit means to unpack leadership,
here's your host, ron Harvey.
Speaker 2 (00:20):
Good morning.
This is Ron Harvey.
I'm the vice president, chiefoperating officer of Global Core
Strategies and Consulting, aprofessional leadership
development firm.
We spend all our time helpingorganizations create sustainable
leaders to run yourorganization for the foreseeable
future.
That's the reality, and whatwe've done when I first started
in leadership is not what I cando today and expect to be around
(00:40):
tomorrow.
So we talk about how has itchanged and what do leaders need
to embrace, and we spend all ofour time doing that.
We love it.
We enjoy it.
I'm a veteran.
My wife and I run the company.
I've been doing it for 11 yearsbut we found a nice opportunity
to share with you some of thethings that we've learned over
the course of all that time fromour military time to our
company that we share on thispodcast.
The beauty of it is I bringpeople from all walks of life,
(01:03):
from all around the globe totalk about their own experience,
and that's why it's calledUnpacked.
So I'm happy to say that we'regoing to talk.
We're going to talk openly, butwe will talk leadership and I
give our guests a chance toreally share their perspective,
and I love that.
Our community accepts it's aperspective and everybody has
that.
So we want to ask Ken to comeon off a mute.
I'm going to hand him themicrophone.
(01:23):
He's out in Austin Texas,another hot place like South
Carolina.
That's right, it's a differenthot, it's a different hot, it's
a different barbecue too.
So, right Well, thank you, man,for joining us.
Let me hand you the microphone.
Speaker 3 (01:43):
However, you want to
introduce yourself, I invite you
to do so and then we'll diveinto some of the fun stuff.
Yeah, ron, thanks so much forhaving me on.
I love talking, leadership andjust learning from each other.
I think it's so great andthat's what I've learned in the
last 20 years plus of being apart of franchises Applebee's,
bailey's, sports Bar and Grill,been in nonprofit world for
almost 20 years now, and beforegetting into all that, I was
(02:05):
coaching basketball, so learninghow to coach and lead people
from right out of college allthe way through my professional
career.
So I love helping people, Ilove helping organizations and
really I like to dive into kindof team dynamics right, like how
is your team functioning?
What are the pain points thatyou're experiencing?
(02:27):
I think a lot of times, whatwe'll see as leaders and we'll
see as bosses will usually haveone or two employees where the
best plan that they have is dobetter.
But do better is not a plan.
Speaker 2 (02:42):
And so what I?
Speaker 3 (02:43):
try to do is I try to
come alongside them and say
what is your plan to help yourteam actually do better?
And that is one of the thingsthat people like to.
People like to ask a lot ofquestions around Like that is a
good question.
I have only told them just tobe be be better at what they're
doing, rather than giving theman action plan following up with
(03:04):
accountability and giving themreal practical steps in becoming
a better individual as well asa better team member.
So I love doing that and lovelearning from guys like you as
well.
Speaker 2 (03:17):
Yeah, appreciate it,
ken.
I mean, we'll learn from eachother on here, and that's the
beauty of it is, school isalways class is always in
session on this podcast, sowe're going to learn from each
other.
Have fun.
You're also in the ministry too, aren't you, ken?
Yes, yes.
Speaker 3 (03:31):
Yes, I'm an executive
pastor currently at Life Family
Church.
We have seven differentlocations, about 3,500 people on
a weekend and 50 employees, sowe've got we've got a lot going
on and I've learned a lot of howto translate from a nonprofit
world to for-profit world andback and forth.
So it's great.
Speaker 2 (03:53):
Yeah, yeah, yeah.
And when you're in that space,you know you got to know
leadership and you got tounderstand team dynamics.
So you know and I'm glad youshare that, I mean because it's
it's team dynamics yeah, you gotto know how to do that.
So I want to dive in.
You know, when you think about,you know the work that you're
doing and you know, based on theexperience that you share you
had to start really young butyou've had a wealth of
experience, going from profit tononprofit, to organizations to
(04:15):
a ministry.
You know what is the thing thatwhen you think of leadership,
what's the thing that's uniqueacross all of those different
organizations or industries ordisciplines?
What role does leadership play?
That you found that's prettycommon, regardless of whether
it's for profit, not profitministry, corporate America.
What's pretty common aboutleadership and all those?
Speaker 3 (04:35):
Yeah, leaders are our
leaders, and the best ones
actually lead other leaders.
And so, when you think of areplication, when you think of
empowerment, when you think oftrusting your team and raising
them up, leading them to leadthemselves and then lead others,
(04:56):
that really is the thing thatprobably is the same across all
walks of same across all walksof organizations.
The ones that end up pausing ortaking a step back or just not
moving forward in the future isbecause they're not embracing
the opportunity to release theirleadership, to let other people
(05:19):
lead, and I see that over andover and over I'm sure you do as
well where you did the stop gap, the bottleneck, whatever you
want to call it, continues to be.
Well, I have to be the one thatmakes the decision, or I have
to be the one that makes surethat I know what is being done.
I'm micromanaging, I'moveranalyzing and instead of
(05:41):
doing that, the organizationsthat are moving forward faster
and they're being moreproductive and their teams are
being more productive, are theones that are saying I'm going
to develop you, I'm going totrust you, I'm going to let you
fail forward, which will lead tomore success as as an
organization, and and I thinkthat you've probably seen a lot
(06:05):
of that in your line of work aswell, yeah, yeah.
Speaker 2 (06:06):
Well, let's unpack.
I mean you gave a lot to unpack.
You know, which I love aboutour guests all the time is they
give us stuff to really havereal conversations about.
That People don't necessarilyalways talk about in the
boardroom or an open forum likewe do on this on this platform.
Trust is at an all time low.
Yeah, you know, people arereally.
You know, trust is we saideasily, but it's not as easy as
it is to say it.
Speaker 1 (06:38):
You know, if you
built this company or?
Speaker 2 (06:39):
you're the, you know
you're the pastor or you built
this organization andeverything's riding on your
brand and your reputation andyour revenue and the longevity
or livelihood of yourorganization.
For, in reality, how do you getpast the fact that that maybe
you've been burnt once or twiceand maybe someone has let you
down and maybe you at some pointhad to micromanage because your
team wasn't up to par yet?
How do you get to be moretrusting of your team so you can
literally do the things thatyou should be doing and stop
doing the things you shouldn'tbe doing?
How do you build that muscle totrust your team better?
Speaker 3 (07:02):
Well, I think what
I've experienced is there's
especially now, in the worldthat we live in today, we're
looking for more resumes than weare replication, and we are not
replicating our own leadership.
We're not developing people.
We're not taking the timebecause it takes time to develop
(07:23):
people.
You're not just going to sendthem through an onboarding,
you're not just going to sendthem to a class or a
certification.
You're not just going to getthem straight out of college and
they're ready to go.
It takes time to develop peopleand what we want is we want a
shiny resume that they'vealready come prepackaged and
ready to go, and then we getfrustrated why they aren't
(07:46):
succeeding or they're notleading at the way that they
should.
So I feel like the number onething that leaders can do is
spend time developing theirstaff, and that means regular
one-on-ones, that meanscheck-ins, that means setting
clear goals and expectations,that means setting clear
(08:06):
deadlines and expectations forthose deadlines.
And when we don't do thosethings, there's that expectation
gap that continues to grow andgrow and grow and that leads to
CEOs or founders or executives,c-suite, whoever, even
managerial staff right at alower level, to get into the
(08:27):
details that they reallyshouldn't be in because they
haven't spent time developing onthe front end.
And the more that they spendtime, the more that again it's a
trudge right, like you're justkind of trudging through the mud
.
It feels like, oh, is this guyever going to get it, is this
girl ever going to get it?
(08:48):
Well, you, I would say you would.
You should probably take a goodsix months of intentional
leadership development andassess that leadership
development in those one-on-ones, in those small goals.
Give them something that theycan accomplish.
Hey, follow up with these threepeople.
And if they didn't follow upwith those three people, then
(09:11):
you can quickly in aregular-based one-on-one, you
can quickly adjust them or youcan quickly assess them.
And I think too often again, wejust kind of let people run down
the road and we're like, okay,great, you're hired, here's your
job, go.
And then three months later,six months later, we've not even
had one conversation with themon what their goals were, what
(09:34):
those expectations were, and.
But we see that they're failing.
And now we see that they'refailing.
We say, okay, it's time to moveon from you.
We say, ok, it's time to moveon from you.
And I got to go find anothershiny new resume where if I had
spent that six months indevelopment and intentionality,
then that person is probablygoing to have built my trust
over those six months and now Ican give them more because I
(09:56):
know that they can be successful.
Speaker 2 (09:57):
Wow, I mean I love
that you land on a model in
which I always ask people thatyou know we on the podcast
what's the model?
What's the steps?
You know practical steps andthere's a lot behind doing all
this stuff.
But I think you're hitting on alot of things, ken, that are
super important.
Is the developmental piece ofyour workforce, your talent, you
know, and how much time do youspend in getting people ramped
up and understandingexpectations?
(10:19):
Where do you get to as a leaderafter those six months?
Where's the line in the sandwhere this person is not a good
fit?
Is there a time window thatyou're working hard?
You're doing the onboardingright?
You're doing the development?
How long do you keep someonethat you see that's not a good
fit, that just they're notmeeting the mark for you?
Speaker 3 (10:38):
Yeah, one of the
things that I love to do is I'm
actually a working geniusfacilitator to do is I'm
actually a working geniusfacilitator, pat.
Pat Lencioni developed this acouple of years ago actually
almost six years ago now and Iwas one of those first
facilitators for him learningand gaining knowledge, and what
we've done is we've done this.
(10:58):
Working geniuses is there's alot of personality assessments
out there.
There's a lot of things thatare kind of like oh, who am I?
Enneagrams, myers-briggs, allthat stuff, and those are great
things.
You want to make sure thatyou're continuing to discover
who you are for sure, but youalso need to be able to discover
how you do things right.
How do you get work done?
(11:19):
How do we accomplish thesetasks?
And the Working Genius that's agreat framework for that and
gives you an opportunity todiscover more of that right fit,
as you, as you mentioned, right.
So it's like maybe you have theright person, but they're not
in the right role, and we'll letgo of somebody because they're
(11:43):
not in the right role, but maybeit's just because you need to
move them in a different area.
I'll use this example in salesa lot.
We see this right.
So in sales, you'll seesomebody that is just crushing
the sales goals.
They are like the number onetop performer and then you put
them into a management or aleadership role.
Speaker 1 (12:05):
Yes.
Speaker 3 (12:05):
And they are terrible
at it, right, they don't follow
up with any of their team.
They're like, oh I don'tunderstand why they're not as
good as me, and they getfrustrated with their team not
being as good as them because,they're not a good manager,
they're not a good developer,they're a good performer, but
they're not a good manager ordeveloper.
And I've seen this in resumes.
I'm sure you have over and overagain that, especially in that
(12:29):
sales kind of funnel, right theygo sales to management and then
they then they don't work outin management and they go back
into sales Right, and then theygo sales great salesperson back
into management and then theythey work for three or four
different companies and theykeep going back and forth.
And again I believe back tothat first point is that
management team didn't spendtime developing that salesperson
(12:52):
to be a good manager.
They just promoted them basedon their results.
And you can promote peoplebased on results, but you need
to also make sure you have adevelopment plan for them to be
successful.
Some people can never be inmanagement and that's OK.
You need them to be the drivingforce, the workforce, the sales
(13:13):
leaders.
But you might you're, you're alower end sales leader, sales
performer might actually make agreat leader of a team, might
actually make a great leader ofa team.
You've got to develop andunderstand what their working
genius is, to say why are youworking in that way?
How are you working and how canwe set you up for success, to
(13:36):
be successful in our company and, ultimately, our company to be
more successful?
Because you and I know too thetrain that keeps rolling, keep
going down of like, oh, we'rehiring somebody, well, now you
spend all this money on hiringand then that person doesn't
work out.
And now you got to hiresomebody else and you spend all
that money on hiring and you'respending more money on training,
(13:58):
on development, on onboarding,than you are.
Or just on onboarding, not ondevelopment, onboarding, then
you are.
Or just on onboarding, not ondevelopment, just on finding
resumes and onboarding ratherthan developing who.
You've got to stay there forthe long term.
Speaker 2 (14:13):
Yeah, I mean you're
spot on.
I mean I think there's a lot ofmoney associated with turnover,
and how much turnover can weattribute to we just didn't
develop people at the end of theday, or do we have the people
in the right seat for what theyare good at versus what we need?
And I felt you know I've donethat before, I need this, so let
me just move Ken over here andhe'll get it and I'll teach him
(14:36):
and I'll train him, but it's notthe best place to have him.
So the right person in theright seat, doing the thing that
they thrive at they do withtheir eyes closed.
It right seat doing the thingthat they thrive at they do with
their eyes closed.
It's their sweet spot.
Like you said, it's the geniuspart of how they get things done
, and so that's important.
So you think of leadership andyou think of coming into
(14:56):
organizations.
What do you help leaders dothat?
Go from manager to someexecutive level, where now their
technical skills won't helpthem be great.
Speaker 1 (15:02):
How do you help?
Speaker 2 (15:03):
them make that
transition where they don't feel
less than and they don't keepreverting back to their old, old
job or task, so they can feelgood about themselves.
Speaker 3 (15:10):
Yeah, you know,
executive leadership or C-suite
leadership is is really thatempowering, like I trust I am
making sure that I havedeveloped and I'm in a
continually developing mindset.
So if there is somebody new, ifthere's somebody different, if
there's somebody that needs toonboard, how am I helping them
(15:34):
succeed?
I might be two layers removedfrom them, but if I can get down
to that layer and say, hey,what is it that you're
struggling with?
How can I help you?
Because their immediate manageris probably in so many details
of the day-to-day or theweek-to-week they're like, hey,
if I can just get them to gettheir job done, then that's good
(15:56):
enough, but that's not reallydevelopment.
And so if I'm developing thatmanager to lead at a different
level, if I'm developing thatperson, even underneath them, to
think at a different level,that executive leadership is not
.
A lot of times people are likewhat?
They just sit in their officeand they don't do anything.
They just check emails or theysit in meetings.
(16:18):
The executive level leader isusually the decision maker level
leader is usually the decisionmaker.
You have to be able to makedecisions that are data-driven,
that move your organizationforward without emotion attached
and again, with a lot ofentrepreneurs with a lot of
(16:39):
founders.
That's hard to do, right?
This is my baby, this is mything, this is what I've got to
do.
However, your ability to saylet's strategically and
non-emotion set drive decisionsthat will help you and your
(17:00):
organization move forward.
Because you say I need morepeople in the room than just me,
right, I need whether it's aboard, whether it's again a
C-suite, whoever it is that yousay I trust these people.
It gets back to trust, right, Itrust these people that we are
making the decision together onwhat we need to do moving
(17:22):
forward for this organization,because if it's just based on me
, that's going to be a problem.
Speaker 2 (17:29):
Yeah, I mean you're
right.
I mean because when you get tothat level, your skill set will
not be enough to help theorganization be sustainable or
scalable and you got to be okaywith what's your new function or
your role.
Speaker 3 (17:41):
I think that failure
piece is huge.
It's like well, I don't want tofail, I don't want to fail, I
don't want my team to fail, Idon't want this, I don't want
that.
Over and over again in history,it could be anyone.
You've probably heard thesaying.
It's like Michael Jordan saidit, jay-z said it.
People have said it over andover the more I fail, the more I
(18:02):
set myself up to succeed,because I learned what not to do
.
Speaker 2 (18:08):
Yeah.
Speaker 3 (18:08):
Yeah, I've learned
how to manage this Right.
So I think that, as foundersand as leaders, if we're not set
our setting ourselves up to tonot fail to, the company goes
under but take small risks,calculated risks, that allow you
to say, man, that we failed atthat, but we learned something
(18:29):
and and I'm moving forward andmy team is moving forward
because of it- Absolutely.
Speaker 2 (18:34):
How much does you
know when you're in a leadership
role?
Does your presence and, beingmindful of that, how much does
the executive presence helpenable the team or be
destructive to the team?
Because there's a way we showup that can work for the team or
can be very destructive.
So when you're thinking aboutit, you work hard to get here
all of a sudden you're there.
(18:54):
How much does how you show up,your presence, have an impact on
the team.
Speaker 3 (19:00):
I think it's critical
, it really is.
Again, executive leaders ifthey are absent, then we're not
really moving the organizationforward.
You're not moving your teamforward.
Again, I told you I was abasketball coach for several
(19:21):
years.
Like I love the athletesmindset of I'm going to get in
the gym, I'm going to workharder than anyone else is going
to work.
I'm not just going to rely onmy talent or my own decision
making.
I'm going to make sure that mymy work ethic matches my talent
or even maybe over over states,overcomes some of my talent.
(19:49):
And I'm not sure if Kobe was themost talented player, but he
definitely was the hardestworking and his talent plus his
work ethic allowed him to begreat and allowed him to set the
precedent.
For if you're again abasketball fan, a Dream Team fan
, he took that Dream Team, thatsecond dream team.
He took them to the gold and heset a precedent for all of them
(20:12):
.
Where they were going, theywere coming back from the
parties and you know they weregoing, they were, they were out
clubbing or whatever it was.
And when they're coming back tothe hotel, kobe's coming out
the door, going to the gym andhe set that leadership mindset,
and I think executives need todo that.
They need to say look, I'm inbefore you, I'm out after you,
(20:35):
I'm doing, I'm moving thisorganization forward as much or
more than you are, because whenwe set a bar, whatever that bar
is set, the people will probablyoften miss that bar.
I'm working out and my traineris setting a bar and I miss that
bar a lot.
Dude, you are killing me, bro.
(20:56):
I cannot do this right now.
But if he were to set the barwhere I'm always beating it or
I'm overachieving, then I'm notstretching, I'm not pushing
myself to the limits that Icould.
So I think executives have gotto push that limit and say I'm
going to set this bar so you canstrive to continue to be great.
Speaker 2 (21:19):
I love it.
I mean because you're thinkingabout, you know the work ethic
of it and, as an executive, youknow people are watching you all
the time.
I mean you're the most visiblein the organization.
How do you help?
You know if you and I areworking together and we're peers
and then you get promoted andyou're now you.
We used to hang out, we used togo to that party together.
(21:43):
You know, I know my dirt andnow you're my boss.
How do you help, which is ahard transition.
I'm a veteran.
That's one of the mostdifficult things to do is become
the supervisor of someone thatwas once a peer.
What are some tricks that youcan share with people that are
listening?
If that's the transition you'remaking and now you're leading
people that used to go to lunchwith a hangout and all those
things, how do you make thattransition without feeling
guilty or without beingdestructive?
Speaker 3 (22:01):
Yeah, I try to go
straight into coach mode a
little bit.
First, I'm their friend, right,as you mentioned, we're friends
.
So if, ron, I'm going to cometo you and I'm going to say, hey
man, I got this promotion, Iwant us to still hang out, I
want us to still be friends Iknow it's going to be a little
bit awkward at the office for acouple months, but I want to
(22:22):
know how do you feel about this?
Do you feel like you werelooked over?
Do you feel like you were morequalified than I was?
I'm going to be there for youas a friend and as a teammate
and I think just kind of squashsome of that jealousy, some of
that envy that just builds upover time.
And naturally I think people arelike look, I got the promotion,
(22:46):
you should be happy for me.
Well, that's not always thecase.
And that's like let's meet eachother with grace, let's meet
each other on a friendship level, and then let's squash some of
that, that chatter, Right, andif we get squashed some of that
chatter, then it, then it'llhelp, I think, overall be better
together and then if I'mcommitted to our friendship,
(23:07):
then I can also be committed toyour development.
Hey, man, I want to make surethat you are up for the next
promotion that's availablewithin our company, you know,
the next executive or the nextmanagement, whatever leadership
position, whatever you want tostrive for, I want to help you
get there.
So don't see me as the enemy.
See me as your guide, see me asyour helper, see me as your
(23:28):
supporter, because I'm in yourcorner.
Speaker 2 (23:31):
Yeah, I love it.
I mean because that's achallenging time and I know
someone's listening to that thatgoes through that and you're
trying to figure out how tonavigate.
It won't be comfortable.
So what?
I love that you didn't say,yeah, this is going to be easy.
No, it's not.
Yeah, they're going to be likeopen arms.
Let's have this conversation.
Some will, some won't, you know, and you don't know what that
person.
So meet them where they are andmeet them with grace and try to
help them navigate those waters.
(23:52):
And I love that you're going tothem versus waiting for it just
to show up and then you got todeal with it.
So you're some secrets.
I mean you sound like you'redoing well.
I mean you're doing work, youknow, with the genius, you're in
the churches, you're in thecommunities and you're having
fun.
What are some of the thingsthat have made you successful as
(24:13):
a leader?
Speaker 3 (24:18):
I would say humility
is probably the.
You know it's hard to say thatyou're humble, but I would say
humility is probably the.
You know it's hard to say thatyou're humble, but humility is
one of those things that you say.
If I'm always constantlylearning, I have not got this
figured out.
I need to learn from you, ron.
I need to learn from otherleaders.
I need to be reading.
I need to be going toconferences, I need to be taking
certificate programs, I need totake continuing education.
(24:40):
Leadership is ever evolving.
Speaker 2 (24:48):
And if you think that
you've got it all figured out,
well then you are a terribleleader.
Speaker 3 (24:51):
You're in trouble.
I got it all figured out.
Well, that's a terrible leaderright there.
So I need to be always learning, always open and always humble
enough to learn from someoneelse.
Speaker 2 (25:03):
Awesome, Awesome.
As you look at your journey andI'm sure you've made a mistake.
What's a mistake that you madethat you learned from that and
you know that you'll never makethat again, Because sometimes we
make it look easy.
Honestly, we were perfect andwe've never gotten it wrong and
we've always had.
When people look at us and it'sintimidating, we all know if
you're that person.
It's not true.
First of all, let's be real.
(25:26):
I remember a community that'snever gotten it wrong and did it
right all the time.
What's a mistake you made thatstill sticks with you today?
That is a guiding principle foryou to be effective.
Speaker 3 (25:31):
Yeah, one of my
struggles, and it will continue
to be.
I always say it's a tension tomanage, right?
There's always tensions inleadership and this is one that
I'm constantly managing.
I haven't figured it out and Ifail often at it, but I try to
get better at it and that isover committing.
I oftentimes I'll say yes tothree meetings when I should
(25:57):
really only say yes to one,right.
I'll say yes to four podcastswhen I should only say yes to
one, yes to one, right.
I'll say yes to four podcastswhen I should only say yes to
one, right.
So it's like man, how do, how?
How I need to manage my ownexpectations.
Um, that will allow me, cause Irealized when I overcommit,
then I'm ultimately lettingsomeone down, which then breaks
(26:17):
that trust that I'm trying tobuild.
My dad told me and I'm sureyour coaches or influences, your
father, may have told yousomething similar you can build
trust for years, but you canlose it in minutes.
Speaker 2 (26:33):
Yeah, it is the one
thing that I've learned over
time, Ken, that when you lose it, you're in trouble.
When you lose the locker roomthat's what I tell people.
I'm a sports guy too.
When you lose the locker room,you're about to lose a lot of
games.
That's right.
Speaker 1 (26:45):
Yes.
Speaker 2 (26:46):
People are going to
be in uniform, but they're not
going to be playing.
They're going to be out on thatfield and the quarterback it's
like a quarterback that doesn'trespect the offensive line man.
You're going to get hit moretimes and sacked more times and
threatened more times andbecause it may look like they're
blocking as well as you wantthem to block, but you'll know
that you're not when you findyourself on your back more than
(27:06):
you probably should be.
Yeah, you know, so I love thatyou're saying, hey, you know
what I got to not overcommit,because it's easy to especially,
most leaders are servers Like,honestly, and when you're a
server and you have a server'sheart, you tend to want to help
everybody and you can't.
It's just not possible.
I love that you said, hey, Igot to figure out how to manage
(27:27):
this and navigate this the onlyway.
I've done it and beensuccessful at it.
My team controls my calendar.
I'm like nope, Ron, you can'tdo that.
Nope, you got to come here.
Nope, you got to hand that off.
I live by calendar.
It's the only way so I can notlet people down and I can live
up to what my degree of how goodI want to be.
I got to be mindful how muchI'm trying to do.
Speaker 3 (27:47):
Yeah, and I would say
the same thing.
Like calendar is everything Ilive and ultimately die by that.
Yeah, and block scheduling isvery is something you've got to.
If you don't know what blockscheduling is, google it, chat,
gbt it, whatever you got to do,find somebody on your team that
knows what it is.
But blocking out your time willmake you more effective.
(28:11):
Block out your time even foryou to get your head around your
tasks, what you need tocomplete all the meetings that
you have coming up.
Block out that time, don't letanybody else take that from you.
And then again I would saycommit to commit.
Yes, so if I am over committed,then I am not actually
committed.
Right, I've got to commit tocommit.
(28:33):
And if I'm going to have aconversation with Ron today, I'm
committed to that conversation.
That's it.
I'm not blocking, I'm notscheduling anything else.
And then I'm going to commit mynext time to whatever is next.
Right, I've got a team meetingright after this and I texted my
team last night I said hey,I've got something.
I'm going to move some thingsaround for us to spend some
(28:55):
extra time together todaybecause I'm a commit to you.
Speaker 1 (29:00):
And when we commit to
commit.
Speaker 3 (29:02):
Then people will
build their trust in us as
leaders yeah, I love it.
Speaker 2 (29:06):
The one thing that
I've learned, ken, over time, is
there's the one thing you cangive to people that are super
important is time.
And if I can spend 10 minutesand it doesn't have to be
leaders I say look, if you don'tcheck in with your team, you're
showing them that they're notas important as you say they are
.
If you don't have time for me,it sends a signal, no matter who
.
If you're talking to your childor your wife or your partner or
your church members, or yourbusiness or your client.
(29:27):
When you say I don't have timefor you, or you step on time.
It sends a signal that itwasn't that important.
So I would tell every leadermake sure that you intentionally
build time to be committed.
You know, as Kenneth said, thething that I was like be present
.
Speaker 3 (29:42):
Right, be present
with that, because you and I
we've had a great conversation.
Because we're present.
We're not checking textmessages, we're not email, we're
not scrolling through socialmedia or LinkedIn or whatever.
It is Like we're here and we'reintentional, we're present,
having this conversation andthat's what.
That's what people want.
They want, they want you to bepresent.
Speaker 2 (30:02):
Yeah, the phrase I
use in the kid.
You know you, you triggerthoughts that you, you're having
this conversation.
I use this phrase.
I say be where your feet are.
And people are like what I saidif your feet are in front of me
, I want your head and yourheart in front of me too.
You know I don't want you to behere, but you me like right now
for 10 minutes, something thatthat so you mentioned on there.
(30:24):
Ken, as we get ready to wrap up, you mentioned block your time.
How important is it that youdon't stack meetings like you
jump up here in three minutes?
You got to be on anothermeeting, right, you can get
yourself together.
How important is it to blocktime after the time?
Speaker 3 (30:42):
Yes, yes, I do that.
I do that regularly as well, asI actually use a.
I'm not great at it, so I tryto use tools.
I think finding tools orfinding people to help you be
good at the things that you'renot good at is is part of
leadership as well, right?
So when I schedule something,my my tool that I use is motion
and that motion calendar that Iuse is motion and that motion
(31:06):
calendar.
It connects to all my tasks,but it also blocks out.
When I book something, itautomatically blocks a 15 minute
window.
So 15 minutes after thismeeting.
So that gives me space.
If our conversation goes alittle bit longer, then now I've
got space.
If our conversation goesshorter or is it directly on
time, now I still have 15minutes.
I have space before my nextmeeting.
To you know, take care of mypersonal needs, get something to
(31:29):
drink, whatever it is like, setmy mind in the right preset to
go into this next meeting.
Um, so I think that that thatintentional, intentional
blocking of extra time if you'vegot a 45 minute meeting,
schedule it for an hour.
Schedule that 15 minutes ofextra space to process and to
(31:50):
prepare for what's next.
Speaker 2 (31:51):
Absolutely love it.
Well, ken, it's been great man.
I mean you shared a lot ofgreat things.
I love it.
You know, thank you for beingpresent with us and having fun
with us as well and droppingsome real tips.
You know how do people, if theywant to get in touch with you,
what are some things that you'redoing that you know that
companies will be going through?
Say, hey, give Ken a call,what's some things that will be
happening in our company thatsays I can use your service.
Speaker 3 (32:11):
Yeah, as I mentioned
before that Working Genius
facilitation, I just finished upwith a group of about 20, a
nonprofit organization that isgrowing and they're trying to
figure out adding to their teamand where their team is and
where they need to grow, and Ijust did a full day session with
(32:31):
them, a facilitation session,to say discover your genius,
discover your team, how theywork together, how they need to
work together better and wheremaybe you need to put some
people on your team in adifferent seat.
So I would encourage you youknow, if you want to dive into
it yourself, take that work,ingenious assessment If you want
(32:53):
me to help you or help yourteam understand that better, to
be able to partner with you andhelp you become a better team
together to to really reach thegoals that you've set ahead of
yourself.
So best way to reach me is isdirect message, right, I love
(33:13):
the direct message.
That's how we got connected,right?
Just a direct message, so youcan direct message me on
LinkedIn.
You can send me an Instagrammessage as well, if you prefer
that Instagram, just so you knowyou're going to see more of my
family on Instagram, right?
You're going to see more of meprofessionally on LinkedIn, but
whatever is more comfortable foryou, I'm sure Ron will drop
(33:36):
that in the notes, in thesession notes as well, but we'd
love to connect with you andhelp your team really be
successful in 2025.
Speaker 2 (33:44):
Yeah, I love it.
Thanks, Ken, and thanks fordropping that other nugget that
your Instagram and your LinkedInshouldn't look the same.
He dropped that in there foryou.
That's what he's really tellingus.
I love here.
I don't want to see your familyon LinkedIn.
This is professional.
Speaker 3 (33:56):
Right, right, know
your platform.
Speaker 2 (33:57):
Yes, yes, get it
right.
People, if you're listening, wewant to have fun with you, but
we also want to educate you, somake sure your LinkedIn and your
Instagram don't look the sameand if you use the Facebook, the
three of them don't look thesame.
All of them have a differentreason and you want to use it
for the right reasons, or youturn off some people that don't
want to see it.
You know Facebook.
(34:25):
You want to drop a meal.
We don't want to see it.
Yes, yes, well, thank y'all somuch.
Ken.
It's been a lot of fun and, asKen told you, definitely he's a
working genius and I'm familiarwith Pat's team and I know the
program is really really solid.
So, if you're trying to build ateam and you need to figure out
how to do that, we got a lot ofpersonality assessments, but
this is more about your team andhow you work, so it's a
phenomenal tool and resource.
You can always find me onLinkedIn as well.
(34:46):
That's that's my primary sourceof reaching me.
Or go to our company's Web page, and you'll always be able to
find us there.
Thank you for everyone thathung in and that listened to
this podcast with Ken and I.
We had a phenomenal time.
Hope you did as well.
Hopefully we gave you somethingto make you more effective.
Until next time, ken and I aregoing to sign off and tell you
to have a wonderful day and welook forward to you joining us
on the next podcast.
Speaker 1 (35:11):
Have a good one,
everyone.
Well, we hope you enjoyed thisedition of Unpacked Podcast with
leadership consultant RonHarvey.
Remember to join us everyMonday as Ron unpacks sound
advice, providing real answersfor real leadership challenges.
Until next time, remember toadd value and make a difference,
where you are, for the peopleyou serve, because people always
(35:33):
matter.