Delegation Decoded: Freeing Up Your Time with Michelle Bambenek

Feeling overwhelmed and burned out? Michelle Bambenek, CEO of Rockstar Consulting and Will's former business partner, is here to help! In this episode of the Will Power podcast, Michelle breaks down the critical difference between delegation and "dumping" tasks.

Drawing from her years of experience as a leader and a "clinic director whisperer," Michelle shares practical, actionable advice on how to empower your team to become leaders themselves. This isn't just about freeing up your time; it's about creating a purpose-driven culture where everyone knows how to win.

What You'll Learn:

• The crucial difference between delegation and dumping and how to avoid the "no one can do it better than me" trap.
• How to use accountability and responsibility to foster a sense of ownership within your team.
• The power of "painting it done" and how clear communication can set your team up for success.
• Practical tools and techniques—from paper scoreboards to AI-powered software—that can streamline your delegation process.
• Why your team's understanding of the "why" behind a task is more important than the "how."

This episode will change the way you think about offloading work, whether you're working with your in-house team, a virtual assistant (VA), or even artificial intelligence (AI). Michelle shares her take on which one she’d choose in the ultimate rapid-fire question of the season!

Connect with Michelle: To learn more about Michelle's work and Rockstar Consulting, feel free to email her at [e-mail]. 

Don't Miss the Rockstar Summit! Join us March 6-8 in sunny Arizona for the Rockstar Summit! This event is all about helping you recruit, train, and retain top-tier talent. Visit virtualrockstar.com/events to learn more and secure your spot!

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Episode Transcript

Speaker 1 (00:00):
Welcome back to another episode in our season of
AI versus VA.
Today we have Michelle Bambinec, who is an expert at not only
delegating to people, buthelping other people learn to
delegate to other people.
Michelle has been on the showrepeatedly and I'm so excited
for you to listen to thispowerful episode.
It's going to teach youeverything you wish you knew

(00:21):
about delegation, everythingyou're doing right and all the
things you could be doing betterto get you freed up.
We're going to talk about VAs.
We're going to talk aboutartificial intelligence and how
the same techniques thatsuccessfully allow us to free
ourself up with regular in-statehuman beings are the same
things that we're going to dowith VAs overseas, as well as

(00:41):
artificial intelligence.
It is a game-changing episode.
Let's jump in.
Well, michelle, thank you somuch for being back on Willpower
.
I'm so grateful that you choseto come back.
I know most people know who youare, but why don't you
introduce yourself again andreally, this time, highlight

(01:01):
your company?
I don't think we've ever reallytalked about your company.

Speaker 2 (01:04):
Well, I appreciate it .
It's always nice to be back.
I am the CEO of RockstarConsulting.
Rockstar Consulting is acompany that really assists
practice owners in the physicaltherapy space on really growing
their teams and hiring, trainingand retaining their team
members, and I'm primarily knownfor working with clinical
directors and admin teams andreally empowering them to build

(01:25):
their practices and help offloadthe owners.

Speaker 1 (01:28):
Yeah, you've been doing this for years now.
I remember when we werepartners in our old rehab
company how you know, I justtold you you were like the
clinic director whisper repeatlisteners will remember that but
like now, you've done it.
Like, how many people do youthink you've, how many companies
do you think you've helped overthe last three years?

Speaker 2 (01:43):
Oh gosh, that's a good question and it's one that
I should probably go back andlook at.
But, um, you know, when I lookback at just seeing how um
impactful it is, it seems likemillions.
I mean it seems like it's notenough, right.
You know it's one of thosethings that, like there's so
much within our um space in ourindustry that that is untapped

(02:06):
that I just feel like I'mscratching the surface.
Although it's a number ofpeople that I've been benefited
by being able to to aid andsupport, um, it's not enough.
You got a lot of people outthere who are desperately trying
to get help.

Speaker 1 (02:17):
Obviously you know you've helped dozens and dozens
and for today's episode, youknow we're in this ai versus va
space of debating that but theglobal thing about this show,
with this new season and thisrebrand, is about freeing people
up.
That's right.
So this is something you'vehelped.
Obviously other people do.
You've done it for yourself,Right.
What drives you With yourcurrent role as CEO of Rockstar
Consulting?
What is your passion?

(02:38):
Why did you choose to go intothat?

Speaker 2 (02:40):
You know what I really love empowering people,

(03:06):
and it started with empoweringmyself to be a better version of
myself on a day-to-day basisand being a leader in and for a
company and an organization, theway that it grows, but also how
that extends to the patients inthe community, and that's a bit
of why I want to do andcontinue to do what I do is
because I see so much of anability to impact a greater
number of people by empoweringpeople in individual leadership.
So you and I always talk aboutthe primary purpose of a leader

(03:28):
is to grow other leaders, andthat's what I feel like I'm on
this earth to do.

Speaker 1 (03:32):
Yeah, man, it's so cool to watch it happen too, and
obviously we've been connectednow for a long time.
We just hit another workanniversary together a few weeks
ago.
How many years is that now?
14 years Come on.
If hiring employees feels likedating apps, full of ghosting
and disappointment, you need tobe at the Rockstar Summit, march
6th through 8th, right here insunny Arizona.

(03:53):
This event is laser focused onone thing helping you recruit,
train and retain top tier talent.
So your practice runs like adream instead of a dumpster fire
tier talent so your practiceruns like a dream instead of a
dumpster fire.
You'll get proven systems, realworld strategies and a
community that gets it, plusjust enough fun to make it feel
like a reward, not a retreat.

(04:14):
So visit wwwvirtualrockstarcombackslash events to secure your
spot before we sell out, and wewill sell out out.
See you in March, rockstar.
It's so interesting to see howwe have the shared passion over
building teams and how that'sthe solution ultimately for
becoming free.
But we're going to talk aboutlots of different things today,

(04:36):
rockstar, as you're listening,because Michelle is a delegation
expert, so we're going to hitinto that.
But we're going to talk abouthow this delegation thing goes
into virtual assistants and AI,but just concepts in general
around how to delegate, how toget things off our plate, the
difference maybe betweendelegation and dumping, all of
those things.
Let's start with that, michellewhat do you think the difference

(04:57):
is between delegation anddumping?

Speaker 2 (04:59):
Delegation and dumping is very distinct in the
fact that delegation is explicitwith instructions and it is
very spelled out on exactly whatdone looks like.
So you're like painting donethe exact product the end in
mind like the ideal scene.
What does it look like to havethis completed activity process?

(05:20):
You know, whatever that work isbeing done, you know maybe
system meeting rhythm, whateverit is, it's actually outlined
specifically.
Dumping is a flyby like hey, Ineed you to do that, and it's
like there's no deadlineattached, there's no specifics,
so people are left to assumekind of what that leader or that
person that kind of did.
That flyby dumping, right, islike asking of them like well,

(05:44):
do they want it tomorrow?
Do they want?
Well, do they want it tomorrow?
Do they want it yesterday?
Do they want it next week?
How much time do I have to doit?
Am I spending a week on it?
Is this two hours right?
Like those are the types ofthings that are really helpful
in, like, the delegation versusdumping phase.
You know Bernie Brown calls itpainting it done Like what does
a done finished product looklike?

(06:04):
If you're asking for me to pullstats, is that bi-weekly?
Is that monthly?
Is that year over year stats?
Things like that that arehelpful in aiding our team
members on what really is neededand wanted from them.

Speaker 1 (06:16):
Yeah, that's a big separation there, and it's
interesting because we stillhave to apply some of these
things you talked about whenworking with artificial
intelligence.
Oh for sure, chatgpt is only asgood as the prompts In this
case I would say, theinformation that we would use in
delegation to do that.
So do you find that most ofyour clients, when it comes to
delegation, are they the oneswho struggle with it?

(06:37):
Is it just because it's neverbeen taught to them before?
Is it a style thing?
Like what do you think?
Is it a mindset thing?
Like what do you think gets inthe way of people who aren't
successfully delegating, who aretrying?

Speaker 2 (06:48):
You know what I think ?
Delegation is born out of anecessity and sometimes it's at
the level to where it's now likean urgent need and it becomes
dumping.

Speaker 1 (06:58):
So I think oh, like they're burned out and they're
just kind of like hey, I can'tdo this anymore, john, you're on
it.

Speaker 2 (07:08):
I need it off my plate.
Like it's yours, like you'vecome in, I've hired my director
and now this is yours.
When that's that director comesin and they're like I don't
even know what yours means.
What does that even look liketo?
me and so, um, this idea ofhaving somebody come in, um,
even for a PT, like you hiresomebody, we get really excited
about a new hire that's comingin.
They may not even know the EMRand we've got them stacked with

(07:30):
like 12 patients, 18 patients aday, and it's like I don't even
know up from down or where theTheraBand is right.
Like that's also a difficulty inmaking sure that we're setting
our team up for success.
So, although, like delegationis like an important and very
necessary thing for leaders todo, if not done correctly, we
err on the dumping, and I thinkit's because we wait too long to

(07:54):
realize, like, what is it thatI should own, what is it that I
need off my plate, what is itthat gives me joy and energy and
what is it that is pulling awayfrom my greatest capacity in
driving this business forward?
And who is it that is pullingaway from my, like, greatest
capacity and driving thisbusiness forward, and who can I
give this to?

Speaker 1 (08:09):
Yeah, it feels like dumping is a reactive mechanism
is how you described it whenpeople are burned out versus
delegation is a intentional,proactive activity.

Speaker 2 (08:18):
Is that fair to say yeah, very fair.

Speaker 1 (08:19):
So why?
Why do people wait so long?

Speaker 2 (08:21):
That's a really good question and quite honestly, I
think a number of things playinto why people wait so long.
I think there is a pride thingthat might run into it.

Speaker 1 (08:31):
Like no one can do it better than me.

Speaker 2 (08:32):
No, one can do it better than me.
A control thing that also runsin that same vein.
There might be a cost pointlike who is going to take this
on?
There might be an idea of likeI don't even know what this is,
so how can I really effectivelypass?

Speaker 1 (08:45):
this off.
How can you delegate somethingyou don't understand?

Speaker 2 (08:47):
Which is very true, and that's really a hard thing
to do.
So there's a number ofdifferent things that can lead
to that.
Um, those are a few that comeoff the top of my head, you know
one thing that I know for me.

Speaker 1 (08:59):
Recently I was in charge of something um Sure and
for me at a company.
I don't feel like I feel likeI've mastered delegation at a
company level, but I waited toolong because I was just too
afraid there you go.
I was too afraid.
I was worried about, likeburning people out, and I don't
know if that wasn't true for meas a leader back when we were
partners at Rise Rehab as well,because, you know, back when I

(09:19):
felt like the team wasn't quitethe rockstar team that we ended
up having, it was one of thosewhere I was always worried about
people quitting anyway, Forsure.
So I only would delegate when itwas such burnout that I just
needed help and frankly, I wasfrustrated Like I'd be in that
energy of like frustration andanger and I always wondered and
then it like perpetuated the lie, which is that no one can do it
better than me, because I wasonly dumping it when I was at a

(09:42):
burnout point.
I was only dumping it when I wasat a burnout point.
So, for you, tell the audiencehow you understand this element,
because you and I were partnersin a multi-location private
practice.
Tell me about a time when youwere really feeling that
overwhelm and how you finallyrealized that you had to do
something about that.

Speaker 2 (09:58):
Well, I think it was born really off the idea of
seeing that through ourrelationship and realizing that
there, um, there was this beautyof like, how we work together
in this protection of each other.
I think we all do this, asleaders too of like.
I don't want to give that tothem because they're
overburdened.
You mentioned this right Like.
I'm just like.
I don't want to lose them, Idon't want to overburden them,
so I'll take that.

Speaker 1 (10:19):
Yeah.

Speaker 2 (10:19):
Well, if you're working closely with your
partner and you're seeing thatlike and you honor each other
for the humanity that you bring,you start to realize like, okay
, like I see you and you see me.
Well, what can I do to supportyou so that you can grow this
bigger thing for us together?

Speaker 1 (10:36):
Right, so you take your piece, I take mine.
We grow it together.

Speaker 2 (10:38):
We grow it together.
So it was like in this momentwhere you know this was before I
had grown into my partnershiplevel and I was a clinical
director I was like my biggestability to get there is to
offload you so that I could getto a position where I was
running the clinics and you weregrowing the practice.

Speaker 1 (10:58):
So your beginning of that was really helping.
So I didn't realize that andthis is very touching that the
first step into like gettingmore control was to help offload
me, because of who you are, andI'm sure everyone's like, well,
how do I hire a Michelle?
And it's like you know that'strue that like when you
offloaded me, then I was able tosupport you better and then we
worked together to gettingthings off of your plate through
this thing called delegation,absolutely.

(11:20):
So what would you say were someof the key like looking
backwards at riser rehab, whatwould you say were some of the
key things that that you did todelegate to a team of you know
of directors with multiplelocations?
Like what were some of thosethings that you did successfully
to delegate those duties?
They didn't have they weren'ton your plate.

Speaker 2 (11:38):
Yeah sure, good question.
First of all, it was outliningthe ideal scene of the company
as a whole.
Where was it that we were goingRight?
And in that moment, like beingable to realize like every
single person has a componentpart within that.
So having a strategy in placefor everyone and have knowing
that every single one person isno more important than the other
and everybody has an equalability to carry the load, and

(12:00):
so that looked likeaccountability for every single
team member across the board.
And so so you so you sayaccountability.

Speaker 1 (12:04):
What did that look like?
Accountability for every singleteam member across the board.

Speaker 2 (12:06):
So you say accountability, what did that
look like?
Yeah, that's a good question.
So that looked like reportingstatistics, making sure that you
were showing up to your shifton time, that you were honoring
meeting times and meetingrhythms, and you were really
just kind of supporting the team, the mission and purpose and
values, and just living as amember of the team as a whole.
It's like we're all marketers.

(12:27):
We all have, um, uh, a play inmaking sure that we're getting
team members um busy and gettingnew patients in the door.
So it was just like this liftthat wasn't so heavy because
everybody was a part of it, yeah, and so that was a delegation
of, of an ownership to everybody.
Not like ownership isn'tdoership, but there is one.
So that was a delegation of, ofan ownership to everybody, not
like ownership isn't doership.

(12:47):
But there is one person thatwas in charge of making sure
things were going right, but itdidn't mean that everybody
didn't have a responsibility tomake sure things were going
right.

Speaker 1 (12:56):
Okay, that's a huge point.
Let's double.
Let's dig on that a little bit.
Ownership isn't doership.
What does that look like?
Like?
Give us an illustration.

Speaker 2 (13:04):
examples Okay, so let's just say for a clinical
director, we have a target for acompany to hit a certain metric
, right, knowing that everysingle metric is tied to
humanity, right, that people andthe community that we get to
impact.
So you have a targetoperationally to hit X number of
visits.

Speaker 1 (13:24):
Yeah, and I like that you're highlighting this thing,
michelle, about like keepingyou said that at the beginning
what was the first step indelegation that you mentioned?
It was like having a clearvision.

Speaker 2 (13:31):
Yeah.

Speaker 1 (13:31):
Like if you don't have an overarching culture and
vision, and so you mentionedthat right going back to this
example of a director clinicthat you're working with,
together with that person, thatthey know how that aligns with
the end in mind.

Speaker 2 (13:42):
So that's a big piece of that Always right, like why
precedes how, always.
If we don't have the why, it'snext to impossible to be able to
effectively delegate and getyour team to actually back it up
.

Speaker 1 (13:52):
Maybe that's why people delegate and they don't
feel like people aren't doing asgood of a job.

Speaker 2 (13:56):
It's because they don't understand the why I
wonder.
No, I mean liked that Say more.

Speaker 1 (14:05):
No, I just think, I'm just.
I actually just said that,because you said it.

Speaker 2 (14:08):
So what I'll say about it?

Speaker 1 (14:09):
the way it landed for me when you said that was when
we can, when we can delegatefrom a place of having it align
with why it matters, then peopleare more open to do it.
Because for me, when I'mdumping and I'm just like drive
by dumping, as you call it,where?

Speaker 2 (14:23):
it's like I need you to do these five things.

Speaker 1 (14:25):
I'm in a position where I'm not like saying hey,
john, this is why I want, thisis the, this is the task.
Here's how it aligns with whatwe're doing, short or long-term.
Here's the why behind it.
Here's why I am asking you todo it.
And and it's interestingbecause in um, the first episode
of this season was with LanceGross oh cool.
And he could not say the worddelegate.
He has multiple companies.

(14:47):
He took two weeks basically inthe Bahamas and came back to no
work oh nice.
So he's mastered delegation.
Good for him.
But he couldn't say delegateand I said why is that?
And he goes, because it's notdelegation, it's empowering
others to progress.
He goes.
If I'm holding onto it in thatperspective and mind shift was
so big.
So, like that would be a whyversus a how.

(15:08):
It's like hey, instead of aproblem being solved and who,
who's the unfortunate soul?
It's like hey, who's on theteam?
That would benefit fromlearning how to figure this out
for me or do the task itself.

Speaker 2 (15:17):
Yeah.

Speaker 1 (15:17):
So maybe that's why people aren't successful in
delegating us, because theydon't communicate that.

Speaker 2 (15:22):
They don't communicate the why, yeah, in
delegating us, because theydon't communicate that, they
don't communicate the why, yeah,and and we're working without a
why or a purpose or even atarget of which to achieve.
It's kind of fruitless, right,yeah.
So, um, so, to continue theillustration right Like, you
have that purpose and that drivefor that clinic and um.
It's understanding that andrealizing that every single team
member has a component part toplay in that.
So it's having that clinicallead, disseminate that

(15:45):
information, cascade that downto each one of the, the team
members of physical therapists,physical therapists, assistants,
showing the rehab coaches orthe technicians and and
everybody how they play animpact in that and making sure
that they have a statisticthat's tied to it so that when
they come to our team meetingand we're able to, like, show
how we influenced that in apositive direction.

(16:06):
That is the um doership, notnecessarily the ownership, right
Like, going to the owner.
They're actually not the onesthat are on the hook for the
total visit count at the end ofthe week, even though they are
reporting that and have theirownership piece to the clinical
director.

Speaker 1 (16:21):
Okay, so the director would own the total visits,
correct, but he wouldn't, he orshe wouldn't own the total
visits per person, right, thatwould be the PTs owning that,
owning that, and so the ownerwould own what the gross and net
income Is that their stats.

Speaker 2 (16:37):
Okay, so they have.

Speaker 1 (16:37):
so everyone owns their stats.
But tell me now about thatrelationship, because now that
we have different owners, I'msure everyone listening rock
stars can relate to someonesaying that's not my job, Right?
So how does ownership and anddoership, or accountability and
responsibility, related to eachother?

Speaker 2 (16:52):
Yeah, so accountability being the person
that counts, the person thatcarries that statistic, that is
the person that owns that areaof work, that is the person that
is going to have to answer tothat.
If that's an upstat or a, itdoesn't mean people don't
celebrate with them and peoplearen't necessarily on a position
of like having to answer totheir component part of it if it
doesn't go right.
But just like we're not thejanitors of you know our

(17:17):
facility if we see a piece ofpaper on the floor in the middle
of our clinic, we don't walkover it, we pick that up.
It is our responsibility to makesure that our, our facility is
clean and presentable for our,for our company, for our clients
, for our team members, likeit's a presentable thing, it's
it's doing right by the company.
And that's our responsibilityas team members who are

(17:40):
purpose-driven and value aligned, that are working towards a
uniform goal and target.
And so there's just thisuniformity of like, hey, if I
can make your life easier, thatconcept of who's our customer,
right, if I can do anything andeverything to assist you in your
job and making it better oreasier, then I want to do that

(18:00):
Right, and it's not at theexpense of mine, right it's not
like.
I'm bleeding out because I'm I'mjust going to like, serve
others.
But in serving and serving youget that give and take from the
concept of like, give and takefrom Adam Grant right.
Like you give and give, andyou'll see that reciprocity come
right back to you and so theaccountability and
responsibility.

(18:21):
I kind of went on a tangent,but it's, it's a good one.
It's a good one.
So, um, accountability, you,you're the one that answers to
that, but other people alongyour communication line are also
responsible for making that goright.

Speaker 1 (18:34):
Okay, so here's here.
That's a great point.
I love that analogy of pickingover the, stepping over the
paper and cleaning it up, cause,like, that's everyone's
responsible.
So like the, the PT or themedical professional who says,
well, it's not my job to get newpatients, it's like no, that's
all of our jobs, you're just notaccountable for it.
Meaning, if there's a marketingeffort when you're slow, you're
responsible for helping thingsgo right.
That's right.

(18:54):
But here's the big but.
Let's use that example ofsomeone stepping over that piece
of trash.
Like the CEO is walking out atthe end of the night and there's
a piece of trash, they decideI'm responsible, I'm as equal
across the board as everyoneelse.
I pick up that trash and throwit away.
How is that not enabling theemployee who was responsible for
keeping the clinic clean fromnot doing their job correctly?

Speaker 2 (19:15):
Sure.

Speaker 1 (19:15):
That's a kind of just a devil's advocate question for
you.

Speaker 2 (19:17):
Yeah, I guess in those types of situations I
would look for consistency inthat manner, like at that point
I'm like by demonstration,showing that I'm not above that
situation where I'm going to beable to, to you know, graciously
pick down and pick up the trash.
Now, if that becomes a repeatedprocess, then at that point I'm
having a conversation with theperson who is having that as
their job.

Speaker 1 (19:36):
So it's a crucial.
It's both things it's a crucialconversation and it's stepping
in at the same time.

Speaker 2 (19:41):
Yeah, 100%.

Speaker 1 (19:42):
Yeah.

Speaker 2 (19:43):
So if it's a you and it's stepping in at the same
time, yeah, 100% yeah.
So if it's, you know it mightbe an opportunity of like, oh,
I'll get that, you know, andsomebody sees you or you know
you've done this and I've donethis before and people are like
oh, I'll get that.
And you're like, it's okay, Igot the, I got the laundry, it
can change it.
I've been changing laundry inthe back office.
It's like no, it's okay, I'mhere, I can fix it yeah.

Speaker 1 (20:03):
There's an opportunity at that point to
serve on a selected individualbasis, as long as we're not like
the person like never eventhinks about well, she's doing
it.
Who cares?
Yes, like that's the differencein that element there.
That's really powerful indelegation because, as we're
looking at just freeing peopleup as the global theme that has
come up repeatedly in theprevious episodes Okay, in the

(20:25):
previous episodes so you beingan expert in that has been very
useful.
And then I think what we'regoing to get to here, rockstars,
as you're listening, is howdelegation concepts that we're
teaching aren't just going tofree up in your immediate team,
but how you're going to leveragetechnology like AI and MBAs to
do that.
So let's talk about like toolsyou talked about like what it
looks like to delegate andaccountability and meetings, but
what tools do you use tocommunicate or to delegate?

Speaker 2 (20:46):
To delegate.
So there's different thingsthat you can utilize to delegate
, there's different softwaresystems and now, being far
removed from being in a clinicmyself, Right, you're no longer
in person with people.

Speaker 1 (20:56):
I'm no longer in a clinic.

Speaker 2 (20:57):
I work with a lot of clinic teams and they use
different types of software tokind of do a scoreboard type of
thing.
I know we've used Zoho that hasa lot of stat tracking and
things like that.
Well, which will actuallycreate like an accountability,
which in essence is a little bitof a delegation by
demonstration, but alsovisibility.

Speaker 1 (21:17):
So you're trying like a job, like you say.
Did you say job scorecard ordid you say scoreboard,
scoreboard?

Speaker 2 (21:22):
sorry.

Speaker 1 (21:22):
That's what Alex Hermosy was telling me.
He was saying how having avisible display?
Of the statistics is animmediate accountability holder
and immediately implies certaindelegations.

Speaker 2 (21:34):
Oh, 100%, you've been watching basketball, right,
yeah, okay.
How many times are you lookingat a scoreboard Constantly?

Speaker 1 (21:41):
Constantly right.
I'm actually at the point nowwhere I've got those apps and
I'm looking at individual statsRight why?
Because it helps me understandwhat's happening.

Speaker 2 (21:48):
Okay, what else?

Speaker 1 (21:50):
It's super exciting and it's fun to see I can root
for the players, For me, certainplayers man, step it up Because
you don't know when you're justwatching the game, right,
because all you see is themovement and you have a sense of
what's going on.
But the stats tell the story.

Speaker 2 (22:04):
Tells the story, right, okay, and what does that
tell the team?

Speaker 1 (22:07):
Oh, what needs to happen?
Decisions to make how they'regoing to win.

Speaker 2 (22:10):
Ah, how can we expect our frontline team members to
know how to win, if Hmm?

Speaker 1 (22:18):
So it's interesting how technology is is utilized to
help create accountability andeven delegation.

Speaker 2 (22:24):
Yeah, it's not why we do the thing right.
Like we're here to impact livesand change them for the better.
But it's how we know we'remaking that impact.
Right, like, and that's where,like, it's misconceived that
these like, oh, you're justabout stats, and it's like, no,
we leverage these tools, theseAIs, and like these scoreboards

(22:44):
and things like that, so that wecan make a greater impact.
Right, it's actually freeing usup.
We're not there doing the statsand we're pulling them on our
own.
Like, let's leverage AI andlet's leverage our VAs to help
us pull those, so that we canput our time and attention on
the skills we went to school tolearn.

Speaker 1 (23:00):
Yeah.

Speaker 2 (23:01):
Right and it's like that is the power of leveraging
those types of services andthose that type of industry to
make us that much more efficientand be able to I mean those are
delegations right, like in thatdirection, but it's also
showing us like how we winbetter.

Speaker 1 (23:17):
It's a total mindset thing I'm realizing, because you
can have AI and VA, from whatyou just said, supporting you in
this journey of getting free,but if you're not clear on, like
you know, empowering versusdelegating and definitely
delegating versus dumping, yesand you don't understand the
power of these things likemetrics, then it really isn't
going to make that big of adifference for most of our

(23:37):
listeners, because they have tounderstand these concepts prior
to even utilizing it, becausewhat those things are doing is
VA.
For example, you've got to knowhow to delegate really well,
otherwise a VA is not going tocome and magically figure things
out.
No, like they might have aknowledge base you don't have,
or AI might have a knowledgebase you don't have, but if you
don't know how to properlyassess delegation and
responsibility andaccountability, you're screwed.

Speaker 2 (23:58):
Absolutely.
It's going to take a veryspecific and very unique
individual to come in and readyour mind.

Speaker 1 (24:04):
Right, I think they're called fortune tellers,
yeah.

Speaker 2 (24:07):
To know effectively what you're going to do, or what
you want to do, or what yourtarget is or where you're going
in your business like.
You need to have that outlinedand delineated for them to be
successful in their position.
Yeah, which is the truth foranybody in our organization, vas
and aside, right Like anyone sooftentimes, even just our team
members, our PTs and our frontoffice team members if they

(24:29):
don't know those things, they'renot going to be successful in
their positions.
And so this delegation, thisconcept of delegation, goes all
the way back to your vision,your purpose, values and knowing
exactly what you're wanting toachieve through your
organization, your business.

Speaker 1 (24:44):
Yeah, and it's interesting because I remember
the tools that we used to use atRise Rehab.
We'd actually have a paperscoreboard where we'd print out
graphs, whereas now there's,like these, digital ones that
you can do through Zoho.
Zoho is one.
There's a whole bunch of others.
Are there any other tools,whether they be paper or whether
they be digital, that you useto helping delegate?

Speaker 2 (25:02):
Yeah, so I still leverage even just Excel or
Google Sheets, stat sheets.
So, those are just a means ofcommunication from clinical team
members to clinical directorswhere they'll go in and input
their stats for the week.
So there's a visualrepresentation of how they're
tracking.
So then that can be representedand put into like a Zoho or any

(25:23):
type of scoreboarding um statsheet.
So and some of our EMRs willhave that too They'll have a
running you know sheet on them.
I'm not sure exactly all ofthose because I've been removed
from them, but I know that someof them have a dashboard, so to
speak, that keeps that um ontrack.
But I find whenever we have ourteam members actually
physically entering in theirnumbers, there's a greater sense

(25:45):
of ownership but also anacknowledgement of their work
towards it.
Okay, and then there's a bitmore, I think, initiative
towards achieving a goal versusa retrospective look at like, oh
, I guess I didn't hit it.
Or oh, yeah, I hit bonus.
It's like they are continuallyworking towards that target that
they have.

Speaker 1 (26:03):
I love that, yeah, an agreement with the company.
Yeah, I'm going to.
Before we get into the VA AI,specific elements of offloading
our listeners and the rock stars.
I think it'd be really fun ifwe did a role play where you
delegate something to me.
Oh gosh, so let's do a role playwhere you were delegating to me
, as someone who's a directreport of yours, to get

(26:23):
something done.
Maybe you're the CEO, I'm aclinic director and you're
asking me to do something small,so it's not like this ongoing
metric thing, it's more of atask, let's just do a simple
task that you're delegating me.
What would be a good task?

Speaker 2 (26:37):
I'm going to have you communicate the new PTO policy
to the team.

Speaker 1 (26:42):
Okay.
So we have a new PTO policy andyou're delegating to me, the
clinic director, how that works.
So demonstrate for the rockstars here, what that
conversation would look like andthen whatever else you tell,
then tell me what else you woulddo behind it, like if there's
any written communication.

Speaker 2 (26:58):
Yeah, for sure, Okay.
So first of all I would comeprepared with the communication.
Yeah, for sure, Okay, so.
Um, so first of all I wouldcome prepared with the new
written up PTO policy.

Speaker 1 (27:06):
Okay, okay, so assuming we've had conversations
on this already and I'vealready accepted it, but you're
just, I'm just wanting me tocommunicate it, so okay.

Speaker 2 (27:12):
So you're already in agreement of knowing what it is.

Speaker 1 (27:15):
Yes, okay, so I know what it is and I agree to it.
Definitely save time.

Speaker 2 (27:18):
Okay, rock stars, I've cleared all disagreements
or questions that he might have,because that's important in the
delegation, because if he hasquestions that are unanswered,
he is going to likely not beable to support it as
effectively if he doesn't.

Speaker 1 (27:34):
I see.
So, no matter how small it is,like a PTO policy is a big one,
so especially in a case likethis.
But even if it's as small aslike hey, I want you to go find
a new treadmill, yeah.

Speaker 2 (27:48):
Like you're just wanting to make sure you're
saying the importance ofclearing any out points, cause
if you're not clear, as my firstperson in in like connection
with me, and you have adisagreement about it, and
you're now going to the rest ofthe team and communicating it
and you're not online with me,right, how effective are you
going?

Speaker 1 (28:02):
to be I'm going to stink at it, you're going to
stink.
I might even use it to kind oflike be like hey, this is what
she wants this is what ownershipwants.

Speaker 2 (28:08):
This is what the ceo if I'm a c player, yeah so, but
here's my other question, here'smy counter question.

Speaker 1 (28:13):
Then what's the difference between that and like
asking permission for them?
What's the difference betweengetting their buy-in versus like
making sure that I approve likeyou know what I'm saying, cause
I'm I'm thinking about the rockstars who are listening going
what's the difference betweenclearing any issues they might
have on it versus like makingsure, like just asking for their
permission, which is kind of adifferent level.

Speaker 2 (28:33):
Sure.
So in this communication whereI would have with my clinical
director as a CEO, it's reallycommunication.
Your duplication of that equalsunderstanding, yeah Right.
So from five dysfunctions of ateam, we recognize that their
communication, um uh,understanding doesn't always
mean agreement.
Got it Right, agreement.

Speaker 1 (28:53):
I can, I can understand it, but it doesn't
necessarily mean I agree.
But you're still wanting tohear that anyway.

Speaker 2 (28:58):
Right.
So you're to know that youunderstand agreement.
You have to agree and commit.
Ah Right, so understanding.
So communication plusduplication equals understanding
.
That's level one Say thatslower.
Okay.

Speaker 1 (29:12):
That was great.
I'm not an editing thing, Iwant you to say it for the
audience.

Speaker 2 (29:16):
Yeah, okay, so communication plus duplication
equals understanding.
So that's essential fordelegation 100% Okay, Because
how many times have you been ina conversation and you say
something and then they saysomething back to you and you're
like I didn't say that at all?

Speaker 1 (29:32):
Recently that happened today.

Speaker 2 (29:33):
Right.

Speaker 1 (29:34):
Yeah.

Speaker 2 (29:34):
You're like that's not what I said at all.
And you're like okay, well,like, let's clear this up.

Speaker 1 (29:38):
Yeah.

Speaker 2 (29:43):
So many times we say something and don't actually get
a response in return or anacknowledgement in return, and
we expect it as received, justas we delivered it.

Speaker 1 (29:49):
It's a game of telephone.
Yeah, totally Right.

Speaker 2 (29:51):
Yeah, okay.
So the duplication meansunderstanding.
There doesn't always have to bean agreement on the other side
of it.
Now, that's ideal, right.
Like you, I would ideally lovefor you to agree with the PTO
policy.

Speaker 1 (30:04):
Yeah, and, knowing you, you used to give space for
your team to be really vocalabout whatever it is that they
had, but you couldn't.
You didn't always makedecisions based on a complete
uniformity of approval.

Speaker 2 (30:13):
You quite honestly, can't right.
It would be out of balance withwhat is appropriate for the,
for the clinic and the company.
At most often, if we're makingdecisions solely based off of
what is right for the employee,then the company is ultimately
going to lose.

Speaker 1 (30:26):
Yeah, we're prioritizing the team over the
company, which is two separateentities.

Speaker 2 (30:30):
Right, right.
But if we make decisions basedoff of what's best for the
company and the company isprospering, more often than not,
if not almost always, Everytime, every time.
Let me just erase that.
Every time the employee isgoing to win yeah, totally every
every time.
So essentially, what I I'mtrying to say is that agreement,
you can disagree and commit yes, got it, so you've already

(30:54):
cleared the policy of it.
Now you're giving me adelegation of just how to
communicate okay, so, so, onceyou have um, so essentially,
what I would have have you do isokay, well, I need you to
communicate to the team umduring the team meeting this
week, wednesday um, that we'regoing to change a new the policy
of PTO.
Oh, the one that we went overlast week, yep, the one that we

(31:15):
went over last week, um, uh,here's the written policy.
I want you to make sure thatevery team member has a written
copy of it.
Okay, okay, so present it tothem on Wednesday.
Okay, I do want a signed copyof that policy so that I can put
that in their employee file.
Got it Okay?
Deadline for that is not untilFriday, so please allow them

(31:37):
space to ask any questions thatthey might have of you in
between now and Friday.
But we'll need those collectedby end of day Friday.
Got it Okay?
So make sure that every singleteam member is communicated this
PTO policy on Wednesday has awritten copy and signed return

(31:58):
by Friday.
You got it Okay?
Great, any questions?
Ah, yes, so am I supposed to um,what about people who are sick
that day?
Yeah, that's a really goodquestion.
So, um, you can reach out tothem via email and then we can
try and make a new agreementthat works out for me, and you
can just put me on a CC withthem.
Okay, what if they don't likeit?

(32:18):
Um, that's a really goodquestion as well.
So, unfortunately, this is thepolicy that we have decided is
going to be best for the companymoving forward.
If you're unable to answer aquestion that they might have,
based off of conversations youand I have had, I'd be happy to
discuss that.
So I would answer that and thenI'd give it to you if I can't
handle it.
Okay.

Speaker 1 (32:36):
I feel pretty good about that.
Okay, yeah, I think I got it.
Okay, very good.
Okay, thank you.
You're welcome.
Great.
And then how would you followthat up in terms of anything in
writing, like what would you do?

Speaker 2 (32:51):
Would you do anything in writing?
Yeah, so, generally speaking,if there is a delegation like
that we were in the practice atRise Rehab where we would follow
up hey, this is a writtenfollow-up to the verbal
communication that we hadregarding the PTO policy we
would write kind of like asummary of it with what I had
said verbally, and then at thebottom I'd say just return
acknowledgement that you've gotthis.

Speaker 1 (33:12):
So, having something I like, that you have that piece
there.
So, yeah, that's a greatexample of how to delegate, and
I wonder how often we take thetime for that step.
I think what most people wouldprobably do is just like hey,
listen, michelle, we just wentover this PTO policy.
Here it is Would you mind goingover that with your team on
Wednesday?
Yep, and without any of thoseother details space for
questions, room fordisagreements, clarity,

(33:33):
understanding those elementsmake a big difference.
I can see that.

Speaker 2 (33:36):
Yep Deadlines and acknowledgments too.

Speaker 1 (33:38):
Deadlines and acknowledgments.

Speaker 2 (33:45):
What Deadlines and acknowledgements too.
Deadlines and acknowledgementswhy?
What do you mean?
Yeah, so if we're not attachinga deadline to that and I just
say I need you to deliver thisPTO policy.
It's becoming effective on July1st and you're delivering it on
June 29th and not leaving anyspace.
You know, like that we're justlike pushing the deadline right
when I'm trying to give enoughtime and space, or whatever it
is that's.
You know, um, it's just, itdoesn't.
It's not good.

Speaker 1 (34:03):
Yeah, my biggest, my personal experience and the
biggest thing that happens in myworld when I'm trying to
delegate something to have it gowrong is I forget to give a
deadline and it totally changesthe urgency, the clarity, the
necessity of it, to the pointwhere oftentimes I get into that
mode of like didn't I give thisto somebody?
Yep, didn't I ask somebody todo this?
And then I start going to thatplace of like well, no one can
do it better than me.
Right, I guess I'm the only onewho has to do these things

(34:25):
because I'm so amazing, likethat kind of stuff that just
starts to float up for me.

Speaker 2 (34:28):
But it also miscommunicates.
Um, you know, okay, let mebacktrack a little bit.
So, like our, our level ofurgency will likely be different
than that of our team members,right, as a business owner, as a
clinical director, and thingslike that.
So we have to recognize thatunless we communicate that,
they're not going to understandthat.

(34:48):
And so for us to realize that,like we need this by a certain
deadline for us to be able tocontinue along our work, or our
next cycle of action to becompleted, we have to at least
let them know what it is that weneed in the timeframe that we
need it.
Otherwise they're just likeokay, well, they told us to do
this and they didn't tell methat it was a 10 out of 10

(35:09):
urgency, so I'll just do it onmy timeline.
I'm busy, I've got notes, I'vegot 10 evals this week.
That's taking priority in theirmind when we're really needing
to do this for an insurancething or whatever like that.

Speaker 1 (35:21):
Okay, so yeah, Really powerful.
Let's talk now about how thisall applies to the VA AI, these
two fastest growing trends inhealthcare piece.
So how does this change, if atall, for virtual assistants?
Let's start with that.

Speaker 2 (35:35):
Yeah Well, I think it's really important in terms
of knowing what you have andwhat you want to delegate in
order to be effective.
With a virtual assistant, itkind of goes back to the thought
that we had previously aroundin order for a VA to be
successful and be as powerful asI know them to be.

Speaker 1 (35:53):
Yeah.

Speaker 2 (35:54):
They have to know exactly what is being required
of them.
Now they can work tons of magicindependently on their own.

Speaker 1 (36:00):
Yeah.

Speaker 2 (36:01):
But the more that you give them, the better they're
able to successfully adhere towhat it is that you're looking
for and also probably next levelto what you're expecting.

Speaker 1 (36:10):
Interesting what you've worked with VAs.
What barriers in delegation oftasks have you found in working
with someone remotely versussomeone in person?

Speaker 2 (36:21):
Underestimating how much they can get done.

Speaker 1 (36:24):
Interesting.
Talk to me about that.

Speaker 2 (36:25):
Yeah, I've been so surprised at the level of
quality of work that they'vebeen able to accomplish in the
time that they've been able toget it done.

Speaker 1 (36:35):
Interesting so the parameters that you're used to
giving to a virtual assistantshift because of just the
necessity and the urgency aroundwhat they're putting into their
work.

Speaker 2 (36:43):
Yeah, interesting yeah.

Speaker 1 (36:45):
Huh, what about?
Have you noticed and I'm beingvery serious, like I don't know
if you have and if you haven't,that's fine, but have you
noticed any delegation issuesthat have occurred up from the
cultural differences from havingsomeone work in a different
country?

Speaker 2 (36:58):
To my, you know, not to my.
In my experience, as of rightnow.
The only difficulty that Ithink that might occur sometimes
is just being clear on timezone differences and when you
expect them to be online andwhen you expect them to be
facilitating work.
Sometimes people like them umworking us hours and some people

(37:18):
are like I love to wake up tocompleted work that I delegated
the day before I see.

Speaker 1 (37:23):
So that is a factor they have to consider.
Because another thing I guess,in being clear on delegation,
like I need it, five o'clock onFriday, done by five o'clock on
Friday, are you talking about.

Speaker 2 (37:32):
US?
Us, which time?
Yeah, where are we talkingabout?
If it's the Philippines, you'retalking about late Thursday
night.
Yes, if it's the Philippinestime, exactly Interesting.

Speaker 1 (37:39):
Okay, very cool.
And then what about AI?
You know, as you're learninghow to delegate tasks and
responsibilities to AI.
I don't know if you have a lotof insight on that, but do you
have any experience in terms oflike, what that's like to
delegate to people who are usingAI, like, is there anything
that you've shown up as kind oflike an issue or something you
should be aware of?

Speaker 2 (38:02):
You know what my experience with AI?
I've leveraged ChatGPT to kindof help facilitate some
processes that I put into placeand things like that.
I don't know if I'm fullyanswering your question.
That was a bad question.

Speaker 1 (38:13):
I think it was.
I was thinking here's where Iwas going.
The first question I was goingto ask was what AI have you used
to help you in delegation?
Let's start with that one Cause.
The second question I had wasmore about when you delegate to
people you know and they'reusing AI.
Does that change any of it?
Does it help?
Does?

Speaker 2 (38:29):
it hurt.

Speaker 1 (38:29):
But let's start with this one Like how, how have AI
tools helped you in this?
This thing called delegation.

Speaker 2 (38:33):
Yeah, so I.
For all of my meetings, mycoaching calls and things of
that nature.
When I work with practiceowners, they're key leaders and
directors or admin team members.
I really leverage readai.
It's a software that actuallyrecords the meetings.
I found them to be reallyhelpful because they not only
transcript and record the videoof what's occurring, they also
put action items on there oh mygosh.

Speaker 1 (38:55):
It has, like the delegation tools on it.

Speaker 2 (38:56):
Yes, oh my gosh so what that does is not only
assists me like when I'm runningback to back to back, I can go
back and reference that and knowwhat I've promised other people
so I can make good on that butit also allows me to follow up
with anybody that I have askedsomething of them.
So if I have, you know,delegated to one of my clients,

(39:17):
you know that they need to havea crucial conversation with
someone and I need to follow up,then I can now go back and
follow up with them or put thatin my calendar or things like
that.
So it kind of keeps me honestwith the things that I have
communicated.
So it just makes me moreeffective as a coach and I think
it makes me more effective asan accountability partner for my
clients.

Speaker 1 (39:35):
It's interesting you say that Cause, like for me, I
think we all have organicstrengths and weaknesses around
this thing called delegating,because delegation is totally
the empowerment of anotherperson.
It's an expression ofleadership.
So, for me, I suck at detail.
I'm really bad at rememberingdetails.
She knows all this, by the way.

Speaker 2 (39:50):
This is like Michelle we could have an episode.

Speaker 1 (39:53):
Just going best practices of how many details I
forget because of the speed inwhich I like to operate, but
it's one of those where I love,when we have notes in our
meetings, to just be able tohave it there and like for me on
a delegation sense, to copy andor download the transcript,
throw it in a chat GPT and belike, yeah, send out three
emails, create all the emailsneeded to delegate all the

(40:17):
things that were covered in thismeeting and then copy paste,
send, like it talks aboutreducing to eliminating the time
of delegation.

Speaker 2 (40:22):
Oh, I've also leveraged chat GPT to also be
like what am I missing in this?

Speaker 1 (40:27):
Oh yeah.

Speaker 2 (40:27):
Like in this, in this outline, like what is it that
I'm missing in in making this aneffective process?

Speaker 1 (40:34):
Interesting.

Speaker 2 (40:34):
Yeah, and so I found that to be like well, you could
make it a little bit more clearif you did it, and it's like OK,
great, that makes it next level.
So interesting.

Speaker 1 (40:45):
Ok, you know it's.
I have like five questions thathit me at the same time and
I've lost all of them, becausethe idea of like using this tool
to open up our capabilities fordelegation and empowering
others is so great, because itdoesn't forget the details, it
allows us to do these steps in avery quick and efficient way,
and I think that's so empowering.
And then my thought was abouton the VA side of things it's
just knowing how to empowerthese other people who are, like

(41:05):
you said, so capable ofstepping in and doing more than
you can imagine.
So it's in this debate of whichis going to be more powerful.
I'm curious to see where youland.
Let's go to this other thingthat I did have this idea, and
this is me kind of leading you alittle bit, because I've had
experiences where I've delegatedto people to do things and they
use AI.
Sure, oh, we have someone inmind, you and I.

(41:26):
We can't mention their name.

Speaker 2 (41:27):
No, we won't, but like, literally I was trying to
cause.

Speaker 1 (41:29):
I think that's why it came to mind, michelle, cause
you and I worked with somebodywho would ask get something done
, and they leveraged AI, and itwasn't necessarily always the
most effective way, no, so let'stalk about what is an effective
way for someone to work with AIversus not.

Speaker 2 (41:42):
Yeah.
So I find that AI can be such agreat tool.
Like you, and I havecountlessly said that it can
take us faster, right, but Ifind that it can be detrimental
when it starts to lose our voice.
Interesting when it starts tolose our voice Interesting.

(42:05):
So I think that there's atendency for it to then like,
adapt in a way of conversatingor communicating that is
inauthentic to how we expressourselves or historically have
represented ourselves, or how weas even as an organization, how
we communicate or how thingshave previously historically
gone, and it's like man that'sway formal, or man that's really

(42:26):
lighthearted, or that's like itjust doesn't feel right and you
can feel there's an automationbehind it that isn't authentic.

Speaker 1 (42:36):
Yeah, I love how you said that.
That was so much morearticulate than what I was
thinking.
Here's what I was thinking.
It feels like they didn't tryRight.
That's true.
It's like when I can tellsomeone has chat GPT things.
I've been doing this gratitudething on LinkedIn where I've
been typing things in and Imight use a little bit of like
editing software for likegrammar, because otherwise, you
know, yeah, no one couldunderstand what I post.
But apart from that, I actuallyput the bottom from the heart

(42:58):
no AI, because I want people toreally know that I wrote that
with my intention of my heart,because, yeah, it's getting
better.
But back in the day, I meanpeople who just like be rock
stars be mindful of just copyingand pasting in.
I got it.
This is true.
I had a letter from fromsomebody.
It was.
It was like a high stressfulsituation and they forgot to
delete.

(43:18):
You know how chat GPT will atthe end say do you want me to
also offer this in French?
Like they'll give yousuggestions.
So it was like that and it hadthe chat GPT prompt and I just
remember going.
First of all, it was super weak.
I remember having lots ofjudgment on the person for not
caring enough about it.

Speaker 2 (43:33):
It just came across as super unprofessional, despite
the amazing letter, andultimately I felt like, oh, this
is not a great showing ofpersonal integrity is how it
kind of came across to me, right, yeah, which is unfortunate
because that's probably not thefull encapsulation of that human
being, but that shows up rightin that moment.
Right, it's like in that moment, a heated conversation or a

(43:56):
maybe stressful, you know,conversation, there wasn't even
enough like behind it that youwouldn't authentically it didn't
seem like there was effort,effort, and it doesn't seem like
their heart.
Yeah exactly it's like I.

Speaker 1 (44:08):
I understand that completely because yeah, it kind
of reminds me of clothes wewear like we shan't, we shan't
we shan't, we shan't we shouldnever judge someone based on
their appearance.
But if you're, and if you'reshowing, if someone shows up to
work, uh, in a swimsuit, yeah,then that sends a message and
you have to be mindful of thatand, frankly, in that case

(44:29):
that's a bad example, becausethere's standards and things,
but just on the streets, like we, we have to recognize that we
are choosing to come across acertain way and what we, what we
decide to communicate, is partof that piece, so it ai can be a
limitation in that regard yeahyeah.
So it's interesting that youwere able to balance the pros
and the cons of of ai anddelegation and empowering,
because you know if we delegatesomething to someone and they

(44:49):
come back with a chat gpt, itcan either accelerate the impact
or completely nullify andunderwhelm the person who did
the delegation.

Speaker 2 (44:58):
I find to be most successful when I actually
create something on my own andthen put it in for refinement.
Okay, right.
So it's like if I have aprocess that I've written or
even an email that I've written,and then I say, okay, help me
refine this, or help me makesure that this is communicating
all the things that I need to do, and give it an appropriate

(45:19):
prompt and it can refine it forme.
And then I can then edit itfurther and say, eh, that's not
a word I'd ever use and kind ofmake sure that it's mine.

Speaker 1 (45:29):
I think the number one prompt I put in JAT GPT is
make this better.
Yes, I think the number oneprompt I put in chat GPT is make
this better.

Speaker 2 (45:33):
Yes.

Speaker 1 (45:34):
I'll copy something I put in there and make it better
, but if I don't know where tostart.
I will do it the other way,where I'll say hey, write a
letter, you know, terminating mylease or whatever.

Speaker 2 (45:43):
Yeah, sure that's fair.

Speaker 1 (45:44):
And then they write that and then I might you know,
and I know it comes across alittle chat GPT, but at the same
time it is hitting the legalbullet points, which is cool.

Speaker 2 (45:51):
There's some formal letters that are, I mean, you
could certainly leverage forthat regard.
Now, if I'm going into apersonal relationship type of
communication, then that's goingto be a little bit different
than how I leverage AI.

Speaker 1 (46:01):
Yeah.

Speaker 2 (46:01):
Right, I'll probably take a stab at it before I go in
and just use AI, but I mean,everybody has a way of of using
it, and that's my personal takeon it.

Speaker 1 (46:10):
Okay, I love it.
So this has been a fantasticinterview.
I don't even know what time itis.
Okay, let me see where we are.
Okay, oh, this is good.
So we're going to do the rapidfire questions, are you?

Speaker 2 (46:19):
ready for these.

Speaker 1 (46:20):
Yeah, okay, michelle, rapid fire, okay, top book,
that's blown your mind.

Speaker 2 (46:25):
Six types of working genius.

Speaker 1 (46:28):
I love that book.

Speaker 2 (46:29):
I love that book.

Speaker 1 (46:30):
Okay, what's your top time saver hack?

Speaker 2 (46:34):
Egg cooker.

Speaker 1 (46:39):
I'm not laughing because it's a bad example.
It's how you said it.

Speaker 2 (46:44):
Egg cooker.
That's a great hack.
It is.

Speaker 1 (46:47):
Why is that a top saver?

Speaker 2 (46:48):
Well, I just find that I can make so many meals
with my egg cooker.

Speaker 1 (46:51):
That's a great.
This is what this is for.
That's a beautiful example, butthe way you delivered it, I
thought you were in pain.

Speaker 2 (46:56):
I just didn't know like this kind of podcast is
going to get an egg cookerresponse.
But here you go.

Speaker 1 (47:01):
I actually I actually I love that Cause it's like
real useful things.
Some of my favorite things I doare on the personal side of
things that are like save metime in my personal world.

Speaker 2 (47:10):
I'd love that.
Oh my gosh.
If you guys need recipes, letme know Michelle is an expert.

Speaker 1 (47:15):
Number three what's one thing you wish you'd stop
doing way sooner in yourbusiness?

Speaker 2 (47:22):
Self-judgment.

Speaker 1 (47:24):
That's an episode.
Hey, rock stars, as you'relistening to these things, go to
the comments If you like.
I want an episode on howMichelle stopped self-judgment.
We'll do an episode.

Speaker 2 (47:32):
We'll do it yeah.

Speaker 1 (47:32):
Um number four, most time consuming task you secretly
enjoy.
This is like a a dirtyorganization.
I feel like you should push upyour glasses.

Speaker 2 (47:43):
No, what do you mean by?

Speaker 1 (47:44):
organization Cause I know, what that means, but I
just love organizing stuff.

Speaker 2 (47:48):
I just like putting things, tabbing things, like I
don't know filing things like Idon't know.

Speaker 1 (47:57):
Filing things like I so excited for people who are
excited with you on that.
They're losing their mindsright now, like take me to an
office supply store I feel likethis is like a deep undercover
reality show on who you reallyare as a person.
No, um, all right.
Number five, latest thing youdelegated oh or empowered others
to do.
I should say oh, um.

Speaker 2 (48:18):
I had a really, really powerful conversation
with one of my clinicaldirectors on a dismissal that
I'm really proud of um thatperson and very, very
nerve-wracking for thisindividual, and I think they um
hit it out of the park.
It was was one of their first,it was their first and I was
just really proud.
They didn't wait on it likethey thought they were going to,

(48:41):
and just having thatcommunication creating some
realities, and I couldn't bemore elated with who they showed
up to be.

Speaker 1 (48:51):
What a beautiful example of how delegation is
empowering.
Because you know you werecoaching them, so it's not like
you were giving it to them to do, but you were doing what a
great owner, a great leader of acompany would be doing.
That's what we do with coachesyeah.
And this is why people loveworking with you is because
they're so spread thin and maybethey don't even know how to do
it well.

(49:14):
So they work with you to takethe role over of of the
empowering section of delegation, by teaching them and
empowering them.
How'd that person feelafterwards?
Oh, I think I mean not theperson who got fired, the person
who did the firing.

Speaker 2 (49:22):
We know how they feel , I think, relieved, I think
kind of shell shocked still atthat point.
But, um, immediately after theythey did it, they poloed me, so
I think that there was a senseof like you know, like
satisfaction and wanting toshare it with their coach, and I
felt really excited about thatand, um, really proud of them
and I'm going to call them alittle bit later.

(49:43):
They were still in treatinghours when, um, I was headed
over here but, um, but that'sexactly right what you talked
about, like their, their owner,um, it was in a position where
they delegated that to me and Iwas able to delegate and coach
that individual to take that on,and so it was really a really
good experience.

Speaker 1 (49:59):
Yeah, this is a hard sell into the camera.
If you want, if you're wantingto have someone else to take
that over for you and delegateit.
Michelle, you can talk to herabout Rockstar.
There, you go Number number six.
This is the ultimate rapid firequestion of the season.
This is where it all comes downto it.
What is it?
Ai or VAs VAs?
Really, that was even ahesitation.
Why do you say that?

Speaker 2 (50:20):
I just think that VAs have this humanistic component
that I still love working withpeople.
There's never going to be aspace where I don't love people
over technology, and I thinkthey have the capability of
leveraging the AI, so I willalways take my people.

Speaker 1 (50:38):
You are the heart of a business.
You are the heart of hearts.
I can see why you always aregoing to pick the more human
element of this in that debate.
So you heard it here, seth.
For those of you who arelistening, since we film these
things you know, not in order,necessarily, I don't even know
where we are by the time we getto episode eight, which will be
you.
But, seth, can you please showon YouTube or the people who are

(51:01):
watching, what the score is ofwho's winning AI versus VAs?
Michelle, you've been awesome.
Let's give you some final words.
We'll put in the show noteseverything to get ahold of you
and how they can learn moreabout Rockstar.
But parting thoughts.

Speaker 2 (51:12):
No, just a joy to be with you and enjoy this
conversation and happy tosupport anything that anyone
needs.
I love that.

Speaker 1 (51:21):
Thanks for tuning into the Willpower Podcast.
As always, this is WillHumphries, reminding you to lead
with love, live on purpose andnever give up your freedom.
Until next time.