July 5, 2023 • 41 mins
Welcome to Into The Storm Leaders Podcast, where we dive deep into the world of leadership, workplace culture, and personal growth. In this introductory episode, your hosts Joe Jurec & Pete Honsberger share their vision for the podcast and the stories behind its inception. They reveal their passion for uncovering the remarkable journeys of leaders who have navigated through challenges, adversity, and uncertainty, emerging stronger and more influential than ever.
Get ready to gain some new tools and be inspired from relatable stories about courageous leadership. Whether you are an aspiring leader, seasoned professional, or lifelong learner, this podcast is your guide to unleashing your leadership potential and making a lasting impact.
Subscribe now to Into The Storm Leaders Podcast and be part of a community dedicated to growth, courage and leadership excellence.
Key Takeaways:
- Learn about the vision and purpose behind Into The Storm Leaders Podcast.
- Discover the power of an Into The Storm mindset.
- Get to know our hosts and how they got to where they are today.
- Unleash your own leadership potential and make a lasting impact.
Don't miss this insightful introductory episode that sets the stage for an incredible podcast journey. Subscribe, tune in, and get ready to navigate the storms of leadership with courage, resilience, and purpose.
Prefer to watch the video? Check it out at https://www.youtube.com/@cultureshoc/podcasts
Learn more about what we do at www.CultureShoc.com
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:01):
Welcome to Into The Storm Leaders,the NO BS podcast that ignites
leadership potential and sparksinnovation in the ever-evolving
business landscape we all work in.
I'm Joe Jurec, your hostand catalyst for growth.
Joined by my co-host and cultureshock senior coach Pete Honsberger.
Together we embark on a journey touncover the strategies, mindsets, and
(00:22):
actions that drive truly exceptionalleadership and winning culture.
Whether you're an emerging leaderlooking to level up in your career
or an accomplished executive seekingfresh perspectives, join us as we
uncover and inspiring stories andthought-provoking insights from proven
leaders and share practical takeawaysthat enable courageous leadership.
Get ready to charge into thestorm and become a catalyst
(00:43):
for better workplace culture.
Hey folks, Joe Jurec.
Pete Honsberger.
We are CultureShoc and we'reexcited to introduce to you the
Into the Storm Leaders Podcast.
We're based here in Westlake, Ohio.
Uh, we've worked together, the twoof us for the past year, but culture
(01:06):
shock's been around since 2014.
And in this introductory episode, uh,we want to give you an idea of what to
expect, why to tune in and subscribe.
And we'll go ahead and pin this towardsthe top of the profile so it that way.
If you're listening a little bit later,once we've already released more episodes,
you'll still be able to come back hereand get an idea of what to expect,
(01:26):
uh, whether we have a guest on for aninterview or it's just Peter, myself,
uh, coming to you live with an episode.
Yeah, we're excited.
We're in the brand newCultureShoc podcast studio.
This podcast is gonna be all about,uh, interaction between Joe and myself.
Sharing stories of leadership, sharingstories of people charging into their
storms in both a professional and apersonal setting, as well as hearing
(01:46):
from some of our clients and otherindustry professionals, leaders.
Maybe we'll get some fromdifferent industries as well as.
Uh, even athletics and,and all walks of life.
The point is we wanna figure out whatit takes to charge into a storm, what
that actually means, and what's onthe other side of that storm too.
So in, in this episode, I wannatalk about our why, you know,
(02:07):
what, what we're doing here.
Uh, what gave us the inspiration tostart a podcast and start sharing,
uh, and really what, what we'vedone that got up to this point.
And let's kick it off.
Uh, we'll, we'll try to havesome fun when we do it too.
We'll surely fall on ourfaces a couple times.
Uh, this, we've not run a bunchof podcasts before, no question,
but we'll figure stuff out.
We're totally all right withthat, knowing that something,
(02:29):
something is better than nothing.
Perfect.
Right?
If you're always waitingfor something to be.
Uh, a hundred percentperfect before you get going.
You never get going.
So, uh, well this is a storm, right?
This is a storm for usthat we're charging into.
So I, we just feel like there's so muchthat we've accumulated over the last
10 to 15 years of our own careers, aswell as client stories that we've heard,
(02:51):
and in some cases participated in that.
The world should hear for sure.
Often some of the best storiesgo untold because they're not
by these thought leaders and,and gurus and things like that.
And in our own network, we've workedwith over 300 clients, uh, as, as a
team at CultureShoc since we startedand hear them every single day.
Uh, and we'll, we'll tell you what wemean about charging into storms and
(03:13):
all that, but I guess let, let's tell'em a little bit more about ourselves.
Pete.
Uh, I'd love if youwould kick it off for us.
Just tell us, uh, kinda howyou got to where you are today.
Uh, what inspires you?
Anything that you wanna share?
Yeah, basically, you know,why, why listen to us?
You know, we, we work for anorganization that, that cares about
developing leaders, and we talk aboutdiscover, engage, and grow leaders
(03:34):
as, as our, our mission statementof why we exist as an organization.
And, you know, my journey starts inathletics and that's why I started.
To really see leadershipand team dynamics at play.
And I saw really good leadersor coaches in different sports.
I saw a lot of really strong teamsand some of the main characteristics
showed up time and time again asto why, why is a team cohesive?
(03:55):
And then some teams that I was apart of, not very successful, where,
you know, it wasn't as cohesive.
And so I started to ask questionslike, why is that throughout those,
you know, 20 plus years playing sports.
And as I got a little bit older into highschool and, and college athletics, You
know, I started to pick up on the thingsas I became, you know, closer to an adult.
(04:15):
You know, why, what should I beexhibiting to some of the younger
players And, and, uh, one of thethings that I wanna make sure I'm
not, and what, what do I wanna be?
And then, you know, joining the workforcepretty quickly you start to see different
types of leaders and one of our favorite.
Uh, client activities called thePeak Leadership Experience, where
we identify characteristics ofleaders that we really admire.
(04:36):
Well, I started doing that withoutreally knowing I was doing it,
and then trying to, trying to bemore like that over the years.
And so, you know, my background's in,in not only athletics, but coaching.
As well as communicationstudies and, and have been with
cultureshoc over 10 years now.
And so, um, it's been an interestingjourney and, and we've had a chance to
work with a ton of different clients inor in, and, you know, both for-profit,
(05:00):
nonprofit, um, public sector, private,um, and it, and everything in between.
But we've seen these.
Transformations of teamsdue to intentional effort.
We've seen transformationsof individual people.
We've seen a lot of people withinorganizations that determine they
were not the right fit and moved onfrom those organizations, uh, for the
(05:20):
betterment of themselves and others.
Uh, but, but more than anything,we've just seen people set goals
and then achieve those goals.
And we've tried to be that partner thatcan hold people accountable to doing
that and, and equip them with the toolsand leadership skills necessary to.
To get where they want to go,both individually and as a team.
Um, and we've had a lot of clientsuccess, um, as a result of that.
(05:41):
And so, you know, like Joe said,over 300 clients that we've worked
with, we wanna share as many of thosestories as we can and hope that.
That this, this podcast takes on, uh,as many episodes as it possibly can.
And, and obviously we're justgetting started, but we're
super excited to be here.
Um, so that's a littlebit about my journey.
I'm sure we'll get into more specificsabout both of us as we move along here.
(06:02):
But, um, I'm gonna throw thatquestion right back at you, Joe,
you know, what brought you tothis point with CultureShoc?
What attracted you to a company like ours?
Um, what are some of the wins, youknow, that you've experienced from
clients both with this organizationand previous organizations and, and,
you know, what has caused you todevelop your own leadership philosophy?
And, and I'm excited for you toshare some of the other things too.
(06:22):
Cause Pete's an interesting ass dude,uh, from some of the books that I'm sure
we'll talk about that you wrote, uh, just,uh, the way that you lived, dude, like.
You, you inspire me.
You had a big, uh, a lot to dowith me coming here and the rest
of the team at CultureShoc.
Uh, and I mean that so sincerely,it's just, I I love what I do and I've
been a part of large organizations.
I worked for Sony Electronics and,uh, Sears for, for quite some time.
(06:47):
Uh, worked in the startup space in, insoftware as a service companies and,
uh, have run the gamut in differentindustries, different organizations,
uh, some with high levels of.
Dysfunction, some that werereally awesome performing teams.
And, uh, I've learned from all of it.
And I guess what brought me here, th thisinto the storm mentality is powerful.
(07:12):
It's no bullshit.
It's something that, you know, I,I saw in the members of culture
shock as small but mighty as youknow, we were and, and still are.
Uh, Ron always says weeat our own dog food.
And, uh, I think that the way I a littlebit more eloquently, like to put it, you,
you advertise your principles throughyour actions, like you guys mean it.
(07:36):
Uh, when you say you hold eachother accountable to this, you know,
better quality of life and doing thissort of work that you love doing.
And I've always been passionateabout developing leaders.
Like when, anytime I'm in an interviewor having a conversation, uh,
you get asked, uh, what's broughtyou the most satisfaction and.
It's so gratifying for me to developsomebody, give 'em a skill, uh, ask
(08:01):
them a question that gets them tochange their way of thinking, uh,
especially if it's something thatthey keep with them for a long time.
And I've been fortunate enough to workwith some awesome humans and, uh, have
quite a few experiences where I, I ledsome really, really good, uh, teams.
And, you know, I think that's ultimatelywhat got me here is that when I met
(08:22):
with Ron, Uh, Ron Kaminsky's, ourfounder at CultureShoc through a
personal connection of mine that Iused to work with, I could tell that
there was something authentic here.
It was good people who put it together,and there was something powerful in,
in the success that you were gettingfrom a lot of the, the services and
things you were helping clients with.
But where I felt like I could reallyadd value was getting it out to a
(08:44):
larger audience and scaling it andapplying some of what I had done, uh,
at large organizations and startups.
And I'll tell you, I'm, I'ma little over one year in.
It feels sometimes like it's,it's only been a month, right?
There's like, it's been a few years, but,uh, this is, this is why I'm here, right?
Is, is to share my own experience thatI've had outside of this place, but
also since I've come, and the power thatit can have, and then some of the, uh,
(09:08):
amazing clients that that we have andwhat they've shared with me too, man.
So, well this is an example too, ofyou amplifying the message and, and
getting it out to more people isjust giving us this platform, this
podcast, to be able to, to share and.
Honestly, I mean, we're gonna beasking many times, but if you're
a client, you're watching this.
If you're somebody who's even not aclient watching this and you'd like us
to cover a specific topic within theleadership realm or you'd like to be
(09:31):
a guest on the podcast, cuz you havean into the storm story to tell, we
definitely want to hear from you as well.
For sure.
Yeah, I think at a high level,uh, the things that we work
with most often, uh, are around.
Workforce culture or workplaceculture and how leaders have a
direct impact on that culture.
(09:53):
We focus on things like trust,communication, accountability,
delegation, and time management.
How to, uh, crush complacency andmaximize engagement at the workforce.
And there are just so many nuancedthings in between, but it seems like
every leadership conversation ordysfunctional issue that we encounter.
Yeah.
(10:14):
Often comes back to oneof those things, right?
Yep.
So, we'll, we'll share some experiences,uh, from our programs and things like
that, but a lot of the conversations thatwe'll have, uh, with other leaders will
be asking to share their story, tell usabout times that they recognized, uh,
an area they needed to work harder in orput more focus on, or how they keep the
(10:37):
right mindset, uh, to, to model what theyexpect and to create a really healthy
workplace culture because, I think we,we've both been a part and so many others
have been a part of an organizationwhere you dreaded coming in on Monday.
We've both been fortunate enoughto be a part of a team and a place
where we don't feel that way.
And it's a reality, it's a thing thatpeople can get, uh, and everyone deserves
(10:59):
to, to feel that sort of work to.
Do something to contribute somethingin a way, uh, that they get
satisfaction from it and reallyenjoy and love what they're doing.
So, Pete, I wanna have you tell itbecause you, you've, uh, laid a lot of the
groundwork for everything that we do here.
You've been, uh, a huge part of it for along time, and it's like you brain baby
in a lot of ways, but into the storm.
(11:20):
Can you talk about the,the buffalo mentality?
Sure.
Where it comes from andwhat it really means.
I was gonna say into the storm,comes from this, this idea of
what we call the buffalo mindset.
And we heard, we came across a storyal a, a little more, more than a decade
ago now, which essentially said that,that in the United States, Buffalo or
bison, as a lot of people call them inthe us, um, they act completely different
(11:42):
than a lot of other animals when theysee weather coming in their direction.
You know, and imagine a storm comingdirectly at a herd of Buffalo out
in Wyoming or Montana or somewherelike that, or Colorado or Joe.
Joe was just at last weekworking with one of our clients.
And what happens is storms comingdirectly toward a herd of buffalo, and
what they do is they actually get riledup and they turn toward the weather
(12:06):
and charge and they run together.
And what they find is if they continuemoving together, At the storm, it's going
to be painful early on because they'rerunning right into rain and hail in some
cases and the thunder and the lightning.
But if they keep moving, theyget through it a lot faster cuz
they're, they're running intosomething that's running at them.
And what a lot of other animalsexperience who, who run away from
(12:28):
the weather is they get rained on,they get stormed and hailed on.
They end up in the most amountof pain for the longest time
possible if they're running inthe same direction as the weather.
And a lot of times, you know,it might be because they wanna
outrun it, which makes sense.
You know, you wanna get away fromsomething that, that brings you pain.
But if they do that, it,they tend to get followed.
(12:49):
And in a lot of cases they,you know, they're the most
wet, they're the most in pain.
They end up stopping andjust letting the storm.
Uh, roll right over them.
And what we find in, in a workplacesetting, you know, this was a perfect
metaphor for everything that we tryto do for organizations, whether it's
work with a leader or leadership team,directly, work with the mid managers
or the director level, work with theemerging leaders, work one on one, even
(13:12):
with an intern team, is we find thatif people can choose more often than
not, To identify the storms in theirlife, which you know, are both issues,
challenges, or, or positive opportunities.
If they can figure out what meetingthat challenge head on looks like
and then do that, be accountableto that and keep moving in that
(13:33):
direction directly into that storm,they tend to get through it faster.
Not only that, they get better atcharging into storms, and so they spend
more time in what we call the blue skiesand the green grass because they've
encountered something challenging.
It's the old do the easything versus the right thing.
They do the right thing, they chargeinto it, and they get through it
faster and, and you know, examplesof running away from the storm.
(13:57):
Might be kicking the can down theroad for six months to a year on
an important decision or somethingthat you know you really should
do, but it's just uncomfortable.
Maybe you don't wanna have theconversation you need to have.
Maybe you don't wanna make thatdecision that might ruffle some
feathers, even if you believeit's the right decision to make.
It could be also sweep sweepingthings under the rug that go
against the core values or whatyou stand for as an organization.
(14:18):
Uh, could go against just.
You know, what you believe to be truein terms of cutting corners or making
it too many exceptions and getting awayfrom what you really wanna be focused on.
Uh, it also could be, I'm gonna sithere and hope somebody else makes the
right play, or makes the right moverather than taking it upon yourself
to be accountable for something.
That's another example of runningaway from the weather and what we
(14:40):
found is sometimes you can outrun.
The weather, quote unquote, areyour storms for a while, but a
lot of times they catch up to you.
And if I had to deal with somethingthree months from now that I
really should have had to, I reallyshould have dealt with today.
A lot of times it's a biggerissue three months from now, and
it's a mountain where it would'vebeen a mole hill prior to that.
And so that's our metaphorsjust to think about.
(15:01):
And this could be a challenge to anyonewatching or listening to this right now.
You know, what's a storm or twoor three in your professional
or personal life that.
You're looking into right now.
Maybe it's, you're in the middle ofit, maybe it's coming up, you know,
over the horizon, you know, whatwould it look like to charge head on
into that versus to shy away from it?
Uh, we promise that it's, it's not gonnabe easy to to charge head on into things.
(15:25):
Uh, but if you do that, you'regonna avoid prolonging your pain.
You're gonna get through it faster.
And of course we can't bethe bull in the China shop.
We have to make.
Decisions that are respectful and thatare tactful and that are in line with what
you really believe and wanna be known for.
Um, but so often we find there's justopportunity out there everywhere to
better charge into our storms so thatwe get through them faster and, and get
(15:48):
better at doing that, uh, down the road.
And, and in, in which case, wesee clients making more decisions.
We see businesses more profitable,we see things happening faster, we
see efficiencies, more processes,um, and a number of other.
Positive outcomes for justidentifying and charging into storms.
Yep.
It's, uh, they, they're really,there's something to it, and I've
(16:11):
been a beneficiary of it and alsobeen proud to share the, the, the
metaphor, the mentality with, uh, afew thousand people now since I joined.
And the, I think the trickis in identifying when
you're in the moment, right?
It's recognizing that, sure, there'sthis seemingly comfortable path, but
it's going to prolong my time and pain.
(16:31):
And if I do the thing that kind ofsucks right now, I know it's not
gonna be the best in the moment.
That's why I typically turn the otherway or just not embrace it fully.
I'm gonna get better results faster.
And it's trust in your body, right?
Cause I think our bodies tell uswhat's right, but once we recognize
that, So often we've probablythought to ourselves, man, I wish
(16:53):
I'd only dealt with that sooner.
It would not have been nearlyas big of an issue, right?
Uh, we start to look at things thatway and, and it's easier to notice when
you're in the moment when you have thissituation where otherwise you might
not have even thought of it, but you'relike, whoa, there's two distinct paths
here, and there's this thing that.
I kind of don't wanna do, Idon't, it's not my place to go
(17:14):
confront this other employee or,uh, to, to give them criticism.
That's not my direct report.
You know, that's a way ofthinking that can run from storms.
Uh, whereas if you take ownership forit, you're open and honest with somebody,
give them some, often, much needed directcriticism in a compassionate manner.
(17:35):
It not only helps that person,it helps you, it helps your
team, it helps your organization.
You just have to deal with theinitial discomfort of doing something
that feels a little weird, right?
Uh, so there, there's somany ways that it can apply.
We'll, we'll talk about that all the timeand hopefully now you understand when
we're talking about doing interviews andgetting people to share their stories, you
(17:58):
might already be thinking of storms thatyou have either charged into or avoided
and realize later, like, oh man, I, Iwish I had just dealt with that and how.
Important, meaningful it can be whensomebody is able to relate that to their
life and tell a story of a time thatthey found success, that they did the
(18:19):
uncomfortable thing, the, the painful, uh,thing, and got the better result from it.
So that's what we'regonna strive to achieve.
Cause we hear these stories all the time.
Not every storm we talk about isgonna be a major life decision.
You know, we, we tell clients, and I, Itruly believe this a lot of times that,
you know, A lot of times we have a hundredstorms a day that we have to make these
(18:40):
decisions and, and we could turn onedirection, which is toward the storm on
any individual decision or a, you know, a32nd situation that you're dealing with.
Or we could turn in the wrongdirection and we have to make
this choice a number of times aday, maybe a hundred times a day.
You know, should I pick up thephone and make this call or should
I just leave it till Monday?
(19:01):
If it's Friday?
You know, should I send an emailversus should I call somebody?
Um, what does act, what does done actuallylook like for different, uh, challenges or
different tasks that we have to complete?
There's all these things that, you know,if we can get more, more than 50% of
the time charging into things versusletting them come to you too much or,
(19:22):
or hoping somebody else deals with it,you're gonna make some progress and.
You know, I was even thinking about ina meeting, a storm could be, I'm not,
I'm not an, you know, somebody mightsay, I'm not an extroverted person.
I don't wanna raise my handand speak up in a meeting.
That might be for some people, bigstorm, taking an intellectual risk.
But if you feel strongly enough aboutit, if you need to ask that question,
(19:44):
if you need to make that, you know,push back and make that statement.
That could be you charging into astorm or we could talk about major
life decisions on anything in between.
Right?
Um, for us, you know, we wannahear as many stories as we can.
We'd love to hear from you as well.
We're gonna be sharing a lot ofour stories of different clients.
And you hit on something too, aboutbeing uncomfortable a little bit.
(20:04):
Sometimes it takes this, youknow, being okay with being
a little bit uncomfortable.
I was listening to a podcast interviewnot too long ago with, uh, Joe DeSana,
who, who started the Spartan race, andthey had, you know, similar to the Tough
Mudder, I think they actually bought ToughMudder, but okay, uh, somebody was asking
him, you know, how do we get people inthis country to be more uncomfortable?
(20:26):
He goes, how do we break out of this?
You know, if you, you know, if.
If you, if you don't wanna make adecision, you don't like change,
it's because we're too comfortable.
How do we break people outta that?
And he goes, I know how to do it.
He goes, turn off all thehot water across the country.
He goes, no one can take a hot shower.
People are gonna get pretty comfortablebeing uncomfortable immediately.
And I thought that was kind of funny.
(20:47):
But no doubt that sticks to meof just what is the equivalent
of the cold shower for you.
Sometimes, you know where you know,you know, you need to get yourself
a little uncomfortable, but.
You know, I don't think a lot ofpeople go out looking for discomfort.
Um, but if we can get comfortablewith it or we can get Okay with
that happening, I think somegood things can come out of that.
You gotta first seethe value in it, right?
(21:08):
Yeah.
And recognize that for you to grow, for usto learn, uh, it, it's pretty necessary.
So we, we have it plastered on some ofour walls, uh, in the building here.
Cause out outside of this room, uh,this is the Traction Leadership Center.
So we have, uh, enough space that.
Well, we didn't talk about eos yet,but we, we can share what that is.
Sure.
Uh, we have a few different thingsthat, that we work with clients on
(21:30):
here and we wanted to have kind of a,a curated space where it was free of
distractions that, that a leadershipteam or a group of emerging leaders,
uh, could come together and really getshit done and embrace that discomfort.
And, uh, you know, you'll see someother photos and things like that.
You can check 'em out oncultureshoc.com and on our.
(21:51):
Uh, different social channels.
Uh, there, there's some other videosand things that you'll see around the
office here, but did want to talk aboutin this series or in this podcast.
While yes, we're gonna explore some ofthose, some of those stories, and we're
always gonna look to find new guestsin our own network and outside of it.
We're also gonna look to do, to, toshare some of the things that we've
(22:13):
been fortunate enough to get exposedto, uh, through our own experiences
outside of cultureshoc, but,Also from our other team members.
Like we do not profess to be theexperts in all things leadership.
We're much more students of leadershipwho are constantly seeking out new
models, new principles, new points ofinspiration and techniques and things
(22:35):
like that, that, you know, we, we kindof serve as curators of a lot of these
different proven systems and, uh, thencreate our own content and programs
based on a lot of that inspiration.
So, We'll look to share that withyou, but, uh, I wanted to make a point
of saying, uh, like we, we are gonnaget better every single day, right?
(22:57):
We're constantly learning.
We're gonna learn from you andlearn from the stories that,
that people are telling us.
Uh, and along the way, we'll stumble uponsome things or may have already done so
that, uh, we we'll find could be helpful.
Yeah.
Uh, it could be advantageous, likeone of the largest issues we deal
with, or most common issues that.
(23:18):
Uh, we find leaders at all levels have ishaving a good, ac a, a good conversation
about accountability, being able toset the right expectations, have open
and honest, two-way, uh, exchange ofcriticism and do so in a manner that
(23:38):
has like positive accountability.
It is a gift, it is a service.
So a lot of what we talk about,Is centered around that because we
know that's a storm that comes up.
A lot.
Yeah.
Have you ever heard somebody inyour own company say, this place
needs a little more accountability?
Or, what's the biggest problem here?
Challenge here.
Accountability.
(24:00):
And then what you find is that eachperson you ask will say that the, the
company needs more accountability,but that their individually doing
a great job with accountability.
Right.
And so you end up, you know, themore people you talk to are on
accountability, everybody wants it.
Um, but the challenge is putting itinto practice and being okay with it.
Um, when you're on the receivingend of accountability and getting
good at deploying that positiveaccountability, which I'm excited,
(24:23):
you know, down the road to share whatwe mean by positive accountability,
cuz we don't think accountabilityhas to be a punishment, right?
We think it's something that's veryneeded and anyone who's a high performer
or somebody who's interested incareer development, um, and interested
in the success of the company.
They should seek out accountabilitycuz it's helpful to you.
It's helpful to me, right?
We need it.
Uh, you get less and less of it themore senior in your career you get when
(24:48):
you're earlier in your, uh, journey.
You're getting accountabilityfrom everywhere.
There's multiple layersof leaders above you.
Uh, e everyone wants to tellyou how to do things right and
hold you accountable for things.
But when you get to the senior leaderor executive level people naturally
fear speaking truth to power.
Right.
And you often get these major blind spots,uh, where, where people don't realize that
(25:14):
the things they're doing aren't helpfulbecause nobody is holding 'em accountable.
Right.
So that, that's a bigaspect of it as well.
Yep.
I, before we get too far into this,I, I would love to share, like we
talked about how we got here, but Sure.
There's a lot of things that have inspiredus, some of which are other team members
are certified in, uh, some of which are.
(25:36):
Up on the wall behind us, but, uh,you introduced me to so many of these.
Do you mind just sharing, talk a littlebit about maybe Eos Colby, uh, some of
the, the books or, or different modelsthat, that are core to what we do?
Sure.
Absolutely.
And if you have not read any of these,Resources, you know, feel free to,
to pick 'em up, send us messages.
(25:57):
We might be willing to send outa copy or two of some books to,
uh, a couple different listeners.
You know, one of the, the key stonesof what we do at CultureShoc
comes from a book called Traction.
And it was, it waswritten by Gino Wickman.
Um, this is the entrepreneurialoperating system and it, and we have
three implementers, uh, on our teamright now that implement this strategic
planning and execution process for.
(26:19):
Uh, small to midsize organizations,and so I highly recommend traction.
There's also, you know, there's a wholefamily of books related to traction
called Get A Grip and, uh, a numberof others, but this whole EOS process
will, will help both professionals,individually, leadership teams,
and, and its higher organizations.
So we highly recommend that.
And I know, Joe, you, you know, you cameacross this as well in learning about
(26:42):
cultureshoc and we run on EOS ourselves.
We have.
Dozens of clients that we are helpingimplement through the process now as well.
EOS has been a big one.
Like the eos life is one of the quickestto consume in that library of books.
Uh, there's, what the heck is eos?
Rocket fuels, Pete saidThere's a bunch of 'em.
But that has been life-changing forme, just to be part of a company
(27:04):
that operates on eos and thenadditionally to be that close to.
A few people that arecertified at different levels.
Sure.
Uh, within the entrepreneurial operatingsystem to help other companies adopt it.
It's huge.
Uh, it, it's been a game changer for,for me as a person and a professional.
Sure.
There's been quite a few others.
(27:24):
I mean, I, I know we could kindof rattle off 10 or 20 and I think
we can hit a few just so peopleunderstand kinda our baseline, but.
Uh, we're, we're big believersin pretty much anything.
Patrick Lencho and the Table Grouphave done, uh, five Dysfunctions
of a Team is, uh, something that'sabsolutely important to us that we
(27:45):
can resonate with, uh, quite a bit.
Radical candor by Kim Scotthas helped me personally.
Uh, I'm a reformed people pleaser andcan tell you that when I talk about
folks having a hard time with thetough conversations and, uh, delivering
open and honest criticism like.
(28:05):
For a lot of my career, I absolutely did.
Uh, so I benefit greatly from that.
You introduced me to extreme ownership.
Yeah.
My favorite book on accountabilitywritten by Jocko Willink and Lai
Babin, uh, pair of retired Navy seals.
That's It's takingaccountability to the max.
Yeah.
What it really is.
I love that one.
Anytime we get to introduce thator expose somebody to that, you,
(28:26):
you can see something click.
Right.
And then, I mean, so many others, uh,Liz Weissman, I had the pleasure of
working with her not too long ago.
Uh, at a conference in the Caribbeanand she did a workshop on multipliers.
Multipliers is a great take on leadership.
So is, uh, impact players.
Which is more for like thesecond or third layer down, uh,
(28:48):
of leaders in an organization.
Sure.
And any other ones that you wanna mention?
Just that, well, I was gonnasay that we, we are constantly
coming across more books too.
We, you know, we're at the point now whereclients will give us a book and they'll
encourage that we read it and then we'llgive clients books and, and so we have
this, this really good back and forth.
You know, I, I'm reading a book rightnow called Discipline Is Destiny by
(29:08):
Ryan Holiday, which I'm really enjoyingthat a client actually gave me about
a month ago and happened to have some.
Uh, air Airline trips over the last monththat I was able to read on some planes.
We could look behind us, we couldrattle off, you know, even more,
but those will get you started.
Maybe the last one I'd recommend was,is start with why by Simon Sinek.
You know, that's a good one.
If you're trying to figure outindividually, you know, what do you
(29:29):
stand for as a leader, as an individualcontributor, um, to try to figure
out, you know, why you think you're,you know, you were either put on
this planet from a work standpointor even from a personal standpoint.
I.
You know, what gets youout of bed in the morning?
That, that's one that I'd recommend.
Yeah.
Otherwise, you know, I was, I wascurious too, from your standpoint,
Joe, I know we wanna talk a littlebit about like any high level goals
(29:50):
that we have for this podcast.
You know, in addition to what we'vealready talked about, obviously we want.
We want people to hear stories aboutthe, the into the storm mentality.
We want, you know, we want you tobe able to share your own stories
and get some value from ours.
Anything else that you'd like tomake sure that listeners are going to
be picking up from us, having theseconversations or things that we're gonna
make sure that people are taken away?
(30:10):
We want this to be no bullshit.
Super authentic real worldapplication, the same way that any
of the work that we do is right.
It, it's not theorybased or professor led.
It's like anything we talkabout, uh, should be something
that can apply today in 2023.
Like things have evolved quite a bit.
(30:30):
Uh, we, we keep a, a good healthy pulseof, uh, the shifts and are, are always
talking about what can be applied.
Uh, In, in the work that we do,like we're, we're anti consultants.
We, uh, don't work on retainers orlong-term contracts or any of that stuff.
And it's just because we don't wantto, uh, work with some somebody
that we're not giving value to.
(30:51):
Uh, and we mean it, right?
We, we stand by that.
And the same thing goes for this.
Uh, all that we wanna do is,is talk about things that.
Uh, you, you can have a tangible takeawayand some sort of benefit that you get
from it, uh, because a lot of times peopledon't know where to go, who to listen to.
You know, really just somebodywho speaks their language and gets
(31:12):
it and that they can relate with.
And that's what we're settingout to do here, is that, uh, we,
we've had a lot of our, a fairamount of experience on our own.
We're fortunate enough to get, to, getexposed to, and, uh, be in an environment
where we're constantly learning from.
Some really, reallytalented and smart people.
Uh, and that's something that atdifferent stages in my career, I
(31:35):
would've found super freaking helpful.
So if I could relate with the person onthe other end of it, and it didn't seem
stuffy corporate or, uh, you know, likejargon, then I, I'd probably tune in.
And that, that's what I hope some peoplefeel, uh, at the end of this episode,
at the end of every episode, is thatyou're, you're getting something.
That's thought provoking, that'smeaningful, that you can do
(31:57):
something with, and that you'renot bored throughout the process.
Like, we're gonna do our bestand, and find some fun ways to,
uh, make it entertaining as well.
I think one of the segmentsthat, uh, we, we plan on doing
are more a micro cast format.
So some five minute or less episodesthat you'll see on here where, uh,
you know, we'll, we'll take a, amovie or a, a historic event or, or
(32:21):
sporting moment or something, and.
Have a healthy debate about whatare the admirable qualities the.
Into the storm, courageous leadershipqualities and one of the things
that, man, I would never wannawork for that person and and argue
about some of that stuff too, whichI think you'll get a kick out of.
But yeah, I wanna debate,was Michael Scott A.
Good leader?
Was he a good boss and a good leader?
(32:42):
Was Mark Zuckerberg a goodleader in the social network?
Right.
You know, things like that.
I wanna get into a little bitof that, these hypotheticals.
Even if they were terrible,you'd never wanna work for 'em.
What, what are the traits that madethem more desirable to work for?
Right?
And that kind of stuff.
Right?
We can tie back what we talked about,trust, communication, accountability,
delegation, and, and time management andcomplacency mean We could find that in
(33:05):
just about every pop culture reference,you know, most people could think of,
whether it's movies or books or otherwise.
So for sure we wanna get into alittle bit of that to have some fun.
Like I wanna, I want to havesome of those debates and.
And, uh, and things like that.
Some other things I was thinkingabout is I wanna just, you know,
goal is to share as many leadershipjourney stories as possible.
We find that, you know, for allthe books and all the curriculum
(33:27):
material that's out there, I.
Um, what usually stickswith people are the stories.
So if Joe and I are doing keynotespeeches, if we're, if we're leading
workshops, uh, a lot of what peopleremember six months from, you know,
the time we do that are the stories.
And, and that's part of why we've,we've stuck with the Buffalo
mentality and it's just, it's juststuck with us in individually.
(33:48):
Uh, it's attracted people, uh, towanna underst, wanna know what we're
doing and what, you know, be a partof what we're, what we're a part of.
Um, it is just one of the stories.
Um, Number two, I want to give peopleequipment to help help them achieve,
you know, their own version of livingin that blue sky or the green grass.
So, you know, any tools that wecan provide to you, any, what we
(34:10):
call coaching drivers and our owncultureshoc coaching program.
You know, we want you to feel like you,you leave every episode with a little more
equipment than you, you walked in or, uh,or you know, then you put your headphones
on to listen to in the first place.
Uh, and then the last thing, my goal is tojust help anyone who needs to hear that.
That whatever that next levelof achievement is for you,
(34:31):
that it, it is possible.
And, and just as simple as that, you know,to, to walk in with an open mind or, or
even a closed mind that, you know, I'vegot this issue at work, I've got this
challenge with one of my team members.
I've got this, you know, revenueproblem, you know, and I don't
even think it's possible to solve,I want, wanna open everybody's
mind to things that are possible.
And we have stories of clients that.
(34:53):
Thought their issues were unsolvableand it took time, or it took drastic
action, but, but they solved these issues.
So, you know, the, it is possiblementality if we believe it, if you charge
into the storm enough times, you know,you might have to run into the same storm
15 different times, but, but eventuallyyou're gonna get through it because you
(35:13):
know, these things don't last forever.
So that's, uh, that's what I'd like tomake sure that we're, we're bringing to
the table for, for all of our listeners.
Our goal is to, to fillthe horseshoe, right?
Like we're, we're kindof, we're from Ohio.
Yeah.
Explain that a little bit.
Uh, we're, we're, we're Buckeyefans, but if you walk outside this
office, Uh, we've got, uh, somethingon, well, an entire board that is
(35:36):
the Horseshoe Stadium in Columbus.
Uh, and we filled up about 31,000 ofthe seats so far with leaders who we've
made a direct and positive impact on.
And this is a, a part of helping usrealize that goal, uh, of filling it up.
We've got quite a way to go.
Uh, what, what's the capacity?
I think it's 103, 108,000 9 75.
(35:57):
108,975 seats in thatstadium at max capacity.
I think it was in Michigan.
Uh, Ohio State game.
Yep.
So we get, we got a way togo there, but, uh, feeling.
You know, celebrate the wins along theway that we've already made an impact
or been in front of, had a directcontribution to over 30,000 leaders.
Sure.
And we're not countingpeople twice either, right.
(36:17):
So if we, if we work with somebodyonce or three times, we're
counting 'em for one person.
And, and that's our way of tactically,uh, measuring our progress.
You know, we feel like if wecan make an impact on that many
people, over 108,000, you know,in a, a decade or, or decade plus.
If we can do that, those people likelywill then turn around and a lot of them
will make an impact on more people.
(36:39):
And so if you know, if you can assumethat anybody you've made a real impact
on will then turn around and make thatimpact on 10 other people, then we're
getting into the million range, right?
And from our small but mighty teamin our office here in Westlake,
Ohio, you know, if we can, if wecan, you know, do authentic work
like Joe talked about, that no BSapproach help people with real issues.
(37:00):
To make an impact on, you know, ahundred thousand plus and they make
an impact, uh, to make an impact on amillion people, whether it's directly
or indirectly, we'll feel like we'reliving out our mission, whether, you
know, regardless of, of what are theother factors are involved, how even if
there's one or two really good ones alongthe way, that still gets us going, right?
Yep.
Like if it's less shitty leaders,that means more strong workplaces,
(37:26):
more companies with good culture.
Which means that a ton ofpeople benefit from that, right?
And yep.
Well, the Gallup results are, you know,those, the latest polls were something
30 to 35% of people are, are activelydisengaged, or, or less than 40% of
people across the country are, are,you know, consider themselves engaged
(37:47):
at work or, or living up to whatthey think is their full potential.
I mean, If we can add a few percentagepoints to that just based on the
efforts that we're making and help alot of people turn this, I, I have to
go to work, I have to do this, turnthat from that to I get to do this.
Eliminate the Sunday scaries throughoutthe country and, and maybe even
beyond, you know, one at a, one personat a time is what, you know, what
(38:08):
we're, what it takes sometimes, but.
That's why we're here.
Yep.
Quick wrap up.
Uh, quick question.
You know, I was curious, any storm,Joe, that, you know, maybe we can leave
people with that you see coming down froma professional standpoint, coming over
the horizon for you in the near future.
You like to do it on, on the moments?
That's on me ahead oftime, but that's good.
That's how we'll try to do it.
Uh, so AI is huge, like.
(38:31):
That's something I am personally tryingto charge into with and for us, but
just looking at how we get work donedifferently between the gig economy,
gig economy, which isn't going away.
Uh, automation, which is evolvingevery day, and ai, which is just
doing things we couldn't haveeven imagined, uh, in the past.
(38:52):
I'd rather be an early adopter, not a.
You know, slave to it, but somebodywho is willing to figure some of that
stuff out, that is a major storm.
It's going to totallychange the way that we.
Live and work and experience life.
So, uh, charging into that one attimes is gonna be overwhelming.
I'm hoping that it gets usto better results faster.
(39:14):
For me, it's the intimidating opportunityand exciting opportunity of being more
process driven within an organization.
You know, Joe and I both have youngkids, uh, both have a pair of young
kids, uh, busy home life, busy worklife, you know, the travel demands.
Uh, have ramped up, especiallysince, you know, the pandemic.
Um, it came to a close there and, and,you know, the, the necessity for us at
(39:38):
CultureShoc to be more process driven,to actually, uh, to spend the time
that's required to further processizeeverything that, that we do, you know,
is, is a major challenge and, and, youknow, We don't have, uh, a team that's
in the hundreds that can be documentingthese things, uh, but we are actively
working on ourselves and it's, you know,a lot of it, I feel a strong sense of
(40:00):
ownership to get the meetings on thecalendar to, to follow up with the action
items, to make sure things get done.
Uh, so that we can be more process driven.
That's what, that's what the stormis right in front of me right now.
Well, I think that's aboutit for the first episode.
Folks.
We appreciate you tuning in,listening to our very first episode
of Into the Storm Leaders Podcast.
Please go ahead and subscribe.
(40:22):
Give us feedback.
Leave comments.
Leave reviews.
Uh, you can find this on.
Pretty much all themajor podcast platforms.
Uh, you can also findthe video portion of it.
If you are listening, o only on thisone, uh, on YouTube, you can, you
know, follow or subscribe on, uh,TikTok, Instagram, Facebook, LinkedIn.
(40:42):
Just connect with uswherever you are already are.
Uh, for additional resourcesand, uh, content and things like
that, that we spin out of these.
But folks, again, thank you very much.
We hope that you'll tune backin soon for the next episode
of Into the Storm Leaders.
Pete, you're the man.
Thanks.
Appreciate you.
Thanks.
See you guys.
Welcome to Into The Storm Leaders,the NO BS podcast that ignites
leadership potential and sparksinnovation in the ever-evolving
business landscape we all work in.
I'm Joe Jurec, your hostand catalyst for growth.
Joined by my co-host and cultureshock senior coach Pete Honsberger.
Together we embark on a journey touncover the strategies, mindsets, and
(00:22):
actions that drive truly exceptionalleadership and winning culture.
Whether you're an emerging leaderlooking to level up in your career
or an accomplished executive seekingfresh perspectives, join us as we
uncover and inspiring stories andthought-provoking insights from proven
leaders and share practical takeawaysthat enable courageous leadership.
Get ready to charge into thestorm and become a catalyst
(00:43):
for better workplace culture.
Hey folks, Joe Jurec.
Pete Honsberger.
We are CultureShoc and we'reexcited to introduce to you the
Into the Storm Leaders Podcast.
We're based here in Westlake, Ohio.
Uh, we've worked together, the twoof us for the past year, but culture
(01:06):
shock's been around since 2014.
And in this introductory episode, uh,we want to give you an idea of what to
expect, why to tune in and subscribe.
And we'll go ahead and pin this towardsthe top of the profile so it that way.
If you're listening a little bit later,once we've already released more episodes,
you'll still be able to come back hereand get an idea of what to expect,
(01:26):
uh, whether we have a guest on for aninterview or it's just Peter, myself,
uh, coming to you live with an episode.
Yeah, we're excited.
We're in the brand newCultureShoc podcast studio.
This podcast is gonna be all about,uh, interaction between Joe and myself.
Sharing stories of leadership, sharingstories of people charging into their
storms in both a professional and apersonal setting, as well as hearing
(01:46):
from some of our clients and otherindustry professionals, leaders.
Maybe we'll get some fromdifferent industries as well as.
Uh, even athletics and,and all walks of life.
The point is we wanna figure out whatit takes to charge into a storm, what
that actually means, and what's onthe other side of that storm too.
So in, in this episode, I wannatalk about our why, you know,
(02:07):
what, what we're doing here.
Uh, what gave us the inspiration tostart a podcast and start sharing,
uh, and really what, what we'vedone that got up to this point.
And let's kick it off.
Uh, we'll, we'll try to havesome fun when we do it too.
We'll surely fall on ourfaces a couple times.
Uh, this, we've not run a bunchof podcasts before, no question,
but we'll figure stuff out.
We're totally all right withthat, knowing that something,
(02:29):
something is better than nothing.
Perfect.
Right?
If you're always waitingfor something to be.
Uh, a hundred percentperfect before you get going.
You never get going.
So, uh, well this is a storm, right?
This is a storm for usthat we're charging into.
So I, we just feel like there's so muchthat we've accumulated over the last
10 to 15 years of our own careers, aswell as client stories that we've heard,
(02:51):
and in some cases participated in that.
The world should hear for sure.
Often some of the best storiesgo untold because they're not
by these thought leaders and,and gurus and things like that.
And in our own network, we've workedwith over 300 clients, uh, as, as a
team at CultureShoc since we startedand hear them every single day.
Uh, and we'll, we'll tell you what wemean about charging into storms and
(03:13):
all that, but I guess let, let's tell'em a little bit more about ourselves.
Pete.
Uh, I'd love if youwould kick it off for us.
Just tell us, uh, kinda howyou got to where you are today.
Uh, what inspires you?
Anything that you wanna share?
Yeah, basically, you know,why, why listen to us?
You know, we, we work for anorganization that, that cares about
developing leaders, and we talk aboutdiscover, engage, and grow leaders
(03:34):
as, as our, our mission statementof why we exist as an organization.
And, you know, my journey starts inathletics and that's why I started.
To really see leadershipand team dynamics at play.
And I saw really good leadersor coaches in different sports.
I saw a lot of really strong teamsand some of the main characteristics
showed up time and time again asto why, why is a team cohesive?
(03:55):
And then some teams that I was apart of, not very successful, where,
you know, it wasn't as cohesive.
And so I started to ask questionslike, why is that throughout those,
you know, 20 plus years playing sports.
And as I got a little bit older into highschool and, and college athletics, You
know, I started to pick up on the thingsas I became, you know, closer to an adult.
(04:15):
You know, why, what should I beexhibiting to some of the younger
players And, and, uh, one of thethings that I wanna make sure I'm
not, and what, what do I wanna be?
And then, you know, joining the workforcepretty quickly you start to see different
types of leaders and one of our favorite.
Uh, client activities called thePeak Leadership Experience, where
we identify characteristics ofleaders that we really admire.
(04:36):
Well, I started doing that withoutreally knowing I was doing it,
and then trying to, trying to bemore like that over the years.
And so, you know, my background's in,in not only athletics, but coaching.
As well as communicationstudies and, and have been with
cultureshoc over 10 years now.
And so, um, it's been an interestingjourney and, and we've had a chance to
work with a ton of different clients inor in, and, you know, both for-profit,
(05:00):
nonprofit, um, public sector, private,um, and it, and everything in between.
But we've seen these.
Transformations of teamsdue to intentional effort.
We've seen transformationsof individual people.
We've seen a lot of people withinorganizations that determine they
were not the right fit and moved onfrom those organizations, uh, for the
(05:20):
betterment of themselves and others.
Uh, but, but more than anything,we've just seen people set goals
and then achieve those goals.
And we've tried to be that partner thatcan hold people accountable to doing
that and, and equip them with the toolsand leadership skills necessary to.
To get where they want to go,both individually and as a team.
Um, and we've had a lot of clientsuccess, um, as a result of that.
(05:41):
And so, you know, like Joe said,over 300 clients that we've worked
with, we wanna share as many of thosestories as we can and hope that.
That this, this podcast takes on, uh,as many episodes as it possibly can.
And, and obviously we're justgetting started, but we're
super excited to be here.
Um, so that's a littlebit about my journey.
I'm sure we'll get into more specificsabout both of us as we move along here.
(06:02):
But, um, I'm gonna throw thatquestion right back at you, Joe,
you know, what brought you tothis point with CultureShoc?
What attracted you to a company like ours?
Um, what are some of the wins, youknow, that you've experienced from
clients both with this organizationand previous organizations and, and,
you know, what has caused you todevelop your own leadership philosophy?
And, and I'm excited for you toshare some of the other things too.
(06:22):
Cause Pete's an interesting ass dude,uh, from some of the books that I'm sure
we'll talk about that you wrote, uh, just,uh, the way that you lived, dude, like.
You, you inspire me.
You had a big, uh, a lot to dowith me coming here and the rest
of the team at CultureShoc.
Uh, and I mean that so sincerely,it's just, I I love what I do and I've
been a part of large organizations.
I worked for Sony Electronics and,uh, Sears for, for quite some time.
(06:47):
Uh, worked in the startup space in, insoftware as a service companies and,
uh, have run the gamut in differentindustries, different organizations,
uh, some with high levels of.
Dysfunction, some that werereally awesome performing teams.
And, uh, I've learned from all of it.
And I guess what brought me here, th thisinto the storm mentality is powerful.
(07:12):
It's no bullshit.
It's something that, you know, I,I saw in the members of culture
shock as small but mighty as youknow, we were and, and still are.
Uh, Ron always says weeat our own dog food.
And, uh, I think that the way I a littlebit more eloquently, like to put it, you,
you advertise your principles throughyour actions, like you guys mean it.
(07:36):
Uh, when you say you hold eachother accountable to this, you know,
better quality of life and doing thissort of work that you love doing.
And I've always been passionateabout developing leaders.
Like when, anytime I'm in an interviewor having a conversation, uh,
you get asked, uh, what's broughtyou the most satisfaction and.
It's so gratifying for me to developsomebody, give 'em a skill, uh, ask
(08:01):
them a question that gets them tochange their way of thinking, uh,
especially if it's something thatthey keep with them for a long time.
And I've been fortunate enough to workwith some awesome humans and, uh, have
quite a few experiences where I, I ledsome really, really good, uh, teams.
And, you know, I think that's ultimatelywhat got me here is that when I met
(08:22):
with Ron, Uh, Ron Kaminsky's, ourfounder at CultureShoc through a
personal connection of mine that Iused to work with, I could tell that
there was something authentic here.
It was good people who put it together,and there was something powerful in,
in the success that you were gettingfrom a lot of the, the services and
things you were helping clients with.
But where I felt like I could reallyadd value was getting it out to a
(08:44):
larger audience and scaling it andapplying some of what I had done, uh,
at large organizations and startups.
And I'll tell you, I'm, I'ma little over one year in.
It feels sometimes like it's,it's only been a month, right?
There's like, it's been a few years, but,uh, this is, this is why I'm here, right?
Is, is to share my own experience thatI've had outside of this place, but
also since I've come, and the power thatit can have, and then some of the, uh,
(09:08):
amazing clients that that we have andwhat they've shared with me too, man.
So, well this is an example too, ofyou amplifying the message and, and
getting it out to more people isjust giving us this platform, this
podcast, to be able to, to share and.
Honestly, I mean, we're gonna beasking many times, but if you're
a client, you're watching this.
If you're somebody who's even not aclient watching this and you'd like us
to cover a specific topic within theleadership realm or you'd like to be
(09:31):
a guest on the podcast, cuz you havean into the storm story to tell, we
definitely want to hear from you as well.
For sure.
Yeah, I think at a high level,uh, the things that we work
with most often, uh, are around.
Workforce culture or workplaceculture and how leaders have a
direct impact on that culture.
(09:53):
We focus on things like trust,communication, accountability,
delegation, and time management.
How to, uh, crush complacency andmaximize engagement at the workforce.
And there are just so many nuancedthings in between, but it seems like
every leadership conversation ordysfunctional issue that we encounter.
Yeah.
(10:14):
Often comes back to oneof those things, right?
Yep.
So, we'll, we'll share some experiences,uh, from our programs and things like
that, but a lot of the conversations thatwe'll have, uh, with other leaders will
be asking to share their story, tell usabout times that they recognized, uh,
an area they needed to work harder in orput more focus on, or how they keep the
(10:37):
right mindset, uh, to, to model what theyexpect and to create a really healthy
workplace culture because, I think we,we've both been a part and so many others
have been a part of an organizationwhere you dreaded coming in on Monday.
We've both been fortunate enoughto be a part of a team and a place
where we don't feel that way.
And it's a reality, it's a thing thatpeople can get, uh, and everyone deserves
(10:59):
to, to feel that sort of work to.
Do something to contribute somethingin a way, uh, that they get
satisfaction from it and reallyenjoy and love what they're doing.
So, Pete, I wanna have you tell itbecause you, you've, uh, laid a lot of the
groundwork for everything that we do here.
You've been, uh, a huge part of it for along time, and it's like you brain baby
in a lot of ways, but into the storm.
(11:20):
Can you talk about the,the buffalo mentality?
Sure.
Where it comes from andwhat it really means.
I was gonna say into the storm,comes from this, this idea of
what we call the buffalo mindset.
And we heard, we came across a storyal a, a little more, more than a decade
ago now, which essentially said that,that in the United States, Buffalo or
bison, as a lot of people call them inthe us, um, they act completely different
(11:42):
than a lot of other animals when theysee weather coming in their direction.
You know, and imagine a storm comingdirectly at a herd of Buffalo out
in Wyoming or Montana or somewherelike that, or Colorado or Joe.
Joe was just at last weekworking with one of our clients.
And what happens is storms comingdirectly toward a herd of buffalo, and
what they do is they actually get riledup and they turn toward the weather
(12:06):
and charge and they run together.
And what they find is if they continuemoving together, At the storm, it's going
to be painful early on because they'rerunning right into rain and hail in some
cases and the thunder and the lightning.
But if they keep moving, theyget through it a lot faster cuz
they're, they're running intosomething that's running at them.
And what a lot of other animalsexperience who, who run away from
(12:28):
the weather is they get rained on,they get stormed and hailed on.
They end up in the most amountof pain for the longest time
possible if they're running inthe same direction as the weather.
And a lot of times, you know,it might be because they wanna
outrun it, which makes sense.
You know, you wanna get away fromsomething that, that brings you pain.
But if they do that, it,they tend to get followed.
(12:49):
And in a lot of cases they,you know, they're the most
wet, they're the most in pain.
They end up stopping andjust letting the storm.
Uh, roll right over them.
And what we find in, in a workplacesetting, you know, this was a perfect
metaphor for everything that we tryto do for organizations, whether it's
work with a leader or leadership team,directly, work with the mid managers
or the director level, work with theemerging leaders, work one on one, even
(13:12):
with an intern team, is we find thatif people can choose more often than
not, To identify the storms in theirlife, which you know, are both issues,
challenges, or, or positive opportunities.
If they can figure out what meetingthat challenge head on looks like
and then do that, be accountableto that and keep moving in that
(13:33):
direction directly into that storm,they tend to get through it faster.
Not only that, they get better atcharging into storms, and so they spend
more time in what we call the blue skiesand the green grass because they've
encountered something challenging.
It's the old do the easything versus the right thing.
They do the right thing, they chargeinto it, and they get through it
faster and, and you know, examplesof running away from the storm.
(13:57):
Might be kicking the can down theroad for six months to a year on
an important decision or somethingthat you know you really should
do, but it's just uncomfortable.
Maybe you don't wanna have theconversation you need to have.
Maybe you don't wanna make thatdecision that might ruffle some
feathers, even if you believeit's the right decision to make.
It could be also sweep sweepingthings under the rug that go
against the core values or whatyou stand for as an organization.
(14:18):
Uh, could go against just.
You know, what you believe to be truein terms of cutting corners or making
it too many exceptions and getting awayfrom what you really wanna be focused on.
Uh, it also could be, I'm gonna sithere and hope somebody else makes the
right play, or makes the right moverather than taking it upon yourself
to be accountable for something.
That's another example of runningaway from the weather and what we
(14:40):
found is sometimes you can outrun.
The weather, quote unquote, areyour storms for a while, but a
lot of times they catch up to you.
And if I had to deal with somethingthree months from now that I
really should have had to, I reallyshould have dealt with today.
A lot of times it's a biggerissue three months from now, and
it's a mountain where it would'vebeen a mole hill prior to that.
And so that's our metaphorsjust to think about.
(15:01):
And this could be a challenge to anyonewatching or listening to this right now.
You know, what's a storm or twoor three in your professional
or personal life that.
You're looking into right now.
Maybe it's, you're in the middle ofit, maybe it's coming up, you know,
over the horizon, you know, whatwould it look like to charge head on
into that versus to shy away from it?
Uh, we promise that it's, it's not gonnabe easy to to charge head on into things.
(15:25):
Uh, but if you do that, you'regonna avoid prolonging your pain.
You're gonna get through it faster.
And of course we can't bethe bull in the China shop.
We have to make.
Decisions that are respectful and thatare tactful and that are in line with what
you really believe and wanna be known for.
Um, but so often we find there's justopportunity out there everywhere to
better charge into our storms so thatwe get through them faster and, and get
(15:48):
better at doing that, uh, down the road.
And, and in, in which case, wesee clients making more decisions.
We see businesses more profitable,we see things happening faster, we
see efficiencies, more processes,um, and a number of other.
Positive outcomes for justidentifying and charging into storms.
Yep.
It's, uh, they, they're really,there's something to it, and I've
(16:11):
been a beneficiary of it and alsobeen proud to share the, the, the
metaphor, the mentality with, uh, afew thousand people now since I joined.
And the, I think the trickis in identifying when
you're in the moment, right?
It's recognizing that, sure, there'sthis seemingly comfortable path, but
it's going to prolong my time and pain.
(16:31):
And if I do the thing that kind ofsucks right now, I know it's not
gonna be the best in the moment.
That's why I typically turn the otherway or just not embrace it fully.
I'm gonna get better results faster.
And it's trust in your body, right?
Cause I think our bodies tell uswhat's right, but once we recognize
that, So often we've probablythought to ourselves, man, I wish
(16:53):
I'd only dealt with that sooner.
It would not have been nearlyas big of an issue, right?
Uh, we start to look at things thatway and, and it's easier to notice when
you're in the moment when you have thissituation where otherwise you might
not have even thought of it, but you'relike, whoa, there's two distinct paths
here, and there's this thing that.
I kind of don't wanna do, Idon't, it's not my place to go
(17:14):
confront this other employee or,uh, to, to give them criticism.
That's not my direct report.
You know, that's a way ofthinking that can run from storms.
Uh, whereas if you take ownership forit, you're open and honest with somebody,
give them some, often, much needed directcriticism in a compassionate manner.
(17:35):
It not only helps that person,it helps you, it helps your
team, it helps your organization.
You just have to deal with theinitial discomfort of doing something
that feels a little weird, right?
Uh, so there, there's somany ways that it can apply.
We'll, we'll talk about that all the timeand hopefully now you understand when
we're talking about doing interviews andgetting people to share their stories, you
(17:58):
might already be thinking of storms thatyou have either charged into or avoided
and realize later, like, oh man, I, Iwish I had just dealt with that and how.
Important, meaningful it can be whensomebody is able to relate that to their
life and tell a story of a time thatthey found success, that they did the
(18:19):
uncomfortable thing, the, the painful, uh,thing, and got the better result from it.
So that's what we'regonna strive to achieve.
Cause we hear these stories all the time.
Not every storm we talk about isgonna be a major life decision.
You know, we, we tell clients, and I, Itruly believe this a lot of times that,
you know, A lot of times we have a hundredstorms a day that we have to make these
(18:40):
decisions and, and we could turn onedirection, which is toward the storm on
any individual decision or a, you know, a32nd situation that you're dealing with.
Or we could turn in the wrongdirection and we have to make
this choice a number of times aday, maybe a hundred times a day.
You know, should I pick up thephone and make this call or should
I just leave it till Monday?
(19:01):
If it's Friday?
You know, should I send an emailversus should I call somebody?
Um, what does act, what does done actuallylook like for different, uh, challenges or
different tasks that we have to complete?
There's all these things that, you know,if we can get more, more than 50% of
the time charging into things versusletting them come to you too much or,
(19:22):
or hoping somebody else deals with it,you're gonna make some progress and.
You know, I was even thinking about ina meeting, a storm could be, I'm not,
I'm not an, you know, somebody mightsay, I'm not an extroverted person.
I don't wanna raise my handand speak up in a meeting.
That might be for some people, bigstorm, taking an intellectual risk.
But if you feel strongly enough aboutit, if you need to ask that question,
(19:44):
if you need to make that, you know,push back and make that statement.
That could be you charging into astorm or we could talk about major
life decisions on anything in between.
Right?
Um, for us, you know, we wannahear as many stories as we can.
We'd love to hear from you as well.
We're gonna be sharing a lot ofour stories of different clients.
And you hit on something too, aboutbeing uncomfortable a little bit.
(20:04):
Sometimes it takes this, youknow, being okay with being
a little bit uncomfortable.
I was listening to a podcast interviewnot too long ago with, uh, Joe DeSana,
who, who started the Spartan race, andthey had, you know, similar to the Tough
Mudder, I think they actually bought ToughMudder, but okay, uh, somebody was asking
him, you know, how do we get people inthis country to be more uncomfortable?
(20:26):
He goes, how do we break out of this?
You know, if you, you know, if.
If you, if you don't wanna make adecision, you don't like change,
it's because we're too comfortable.
How do we break people outta that?
And he goes, I know how to do it.
He goes, turn off all thehot water across the country.
He goes, no one can take a hot shower.
People are gonna get pretty comfortablebeing uncomfortable immediately.
And I thought that was kind of funny.
(20:47):
But no doubt that sticks to meof just what is the equivalent
of the cold shower for you.
Sometimes, you know where you know,you know, you need to get yourself
a little uncomfortable, but.
You know, I don't think a lot ofpeople go out looking for discomfort.
Um, but if we can get comfortablewith it or we can get Okay with
that happening, I think somegood things can come out of that.
You gotta first seethe value in it, right?
(21:08):
Yeah.
And recognize that for you to grow, for usto learn, uh, it, it's pretty necessary.
So we, we have it plastered on some ofour walls, uh, in the building here.
Cause out outside of this room, uh,this is the Traction Leadership Center.
So we have, uh, enough space that.
Well, we didn't talk about eos yet,but we, we can share what that is.
Sure.
Uh, we have a few different thingsthat, that we work with clients on
(21:30):
here and we wanted to have kind of a,a curated space where it was free of
distractions that, that a leadershipteam or a group of emerging leaders,
uh, could come together and really getshit done and embrace that discomfort.
And, uh, you know, you'll see someother photos and things like that.
You can check 'em out oncultureshoc.com and on our.
(21:51):
Uh, different social channels.
Uh, there, there's some other videosand things that you'll see around the
office here, but did want to talk aboutin this series or in this podcast.
While yes, we're gonna explore some ofthose, some of those stories, and we're
always gonna look to find new guestsin our own network and outside of it.
We're also gonna look to do, to, toshare some of the things that we've
(22:13):
been fortunate enough to get exposedto, uh, through our own experiences
outside of cultureshoc, but,Also from our other team members.
Like we do not profess to be theexperts in all things leadership.
We're much more students of leadershipwho are constantly seeking out new
models, new principles, new points ofinspiration and techniques and things
(22:35):
like that, that, you know, we, we kindof serve as curators of a lot of these
different proven systems and, uh, thencreate our own content and programs
based on a lot of that inspiration.
So, We'll look to share that withyou, but, uh, I wanted to make a point
of saying, uh, like we, we are gonnaget better every single day, right?
(22:57):
We're constantly learning.
We're gonna learn from you andlearn from the stories that,
that people are telling us.
Uh, and along the way, we'll stumble uponsome things or may have already done so
that, uh, we we'll find could be helpful.
Yeah.
Uh, it could be advantageous, likeone of the largest issues we deal
with, or most common issues that.
(23:18):
Uh, we find leaders at all levels have ishaving a good, ac a, a good conversation
about accountability, being able toset the right expectations, have open
and honest, two-way, uh, exchange ofcriticism and do so in a manner that
(23:38):
has like positive accountability.
It is a gift, it is a service.
So a lot of what we talk about,Is centered around that because we
know that's a storm that comes up.
A lot.
Yeah.
Have you ever heard somebody inyour own company say, this place
needs a little more accountability?
Or, what's the biggest problem here?
Challenge here.
Accountability.
(24:00):
And then what you find is that eachperson you ask will say that the, the
company needs more accountability,but that their individually doing
a great job with accountability.
Right.
And so you end up, you know, themore people you talk to are on
accountability, everybody wants it.
Um, but the challenge is putting itinto practice and being okay with it.
Um, when you're on the receivingend of accountability and getting
good at deploying that positiveaccountability, which I'm excited,
(24:23):
you know, down the road to share whatwe mean by positive accountability,
cuz we don't think accountabilityhas to be a punishment, right?
We think it's something that's veryneeded and anyone who's a high performer
or somebody who's interested incareer development, um, and interested
in the success of the company.
They should seek out accountabilitycuz it's helpful to you.
It's helpful to me, right?
We need it.
Uh, you get less and less of it themore senior in your career you get when
(24:48):
you're earlier in your, uh, journey.
You're getting accountabilityfrom everywhere.
There's multiple layersof leaders above you.
Uh, e everyone wants to tellyou how to do things right and
hold you accountable for things.
But when you get to the senior leaderor executive level people naturally
fear speaking truth to power.
Right.
And you often get these major blind spots,uh, where, where people don't realize that
(25:14):
the things they're doing aren't helpfulbecause nobody is holding 'em accountable.
Right.
So that, that's a bigaspect of it as well.
Yep.
I, before we get too far into this,I, I would love to share, like we
talked about how we got here, but Sure.
There's a lot of things that have inspiredus, some of which are other team members
are certified in, uh, some of which are.
(25:36):
Up on the wall behind us, but, uh,you introduced me to so many of these.
Do you mind just sharing, talk a littlebit about maybe Eos Colby, uh, some of
the, the books or, or different modelsthat, that are core to what we do?
Sure.
Absolutely.
And if you have not read any of these,Resources, you know, feel free to,
to pick 'em up, send us messages.
(25:57):
We might be willing to send outa copy or two of some books to,
uh, a couple different listeners.
You know, one of the, the key stonesof what we do at CultureShoc
comes from a book called Traction.
And it was, it waswritten by Gino Wickman.
Um, this is the entrepreneurialoperating system and it, and we have
three implementers, uh, on our teamright now that implement this strategic
planning and execution process for.
(26:19):
Uh, small to midsize organizations,and so I highly recommend traction.
There's also, you know, there's a wholefamily of books related to traction
called Get A Grip and, uh, a numberof others, but this whole EOS process
will, will help both professionals,individually, leadership teams,
and, and its higher organizations.
So we highly recommend that.
And I know, Joe, you, you know, you cameacross this as well in learning about
(26:42):
cultureshoc and we run on EOS ourselves.
We have.
Dozens of clients that we are helpingimplement through the process now as well.
EOS has been a big one.
Like the eos life is one of the quickestto consume in that library of books.
Uh, there's, what the heck is eos?
Rocket fuels, Pete saidThere's a bunch of 'em.
But that has been life-changing forme, just to be part of a company
(27:04):
that operates on eos and thenadditionally to be that close to.
A few people that arecertified at different levels.
Sure.
Uh, within the entrepreneurial operatingsystem to help other companies adopt it.
It's huge.
Uh, it, it's been a game changer for,for me as a person and a professional.
Sure.
There's been quite a few others.
(27:24):
I mean, I, I know we could kindof rattle off 10 or 20 and I think
we can hit a few just so peopleunderstand kinda our baseline, but.
Uh, we're, we're big believersin pretty much anything.
Patrick Lencho and the Table Grouphave done, uh, five Dysfunctions
of a Team is, uh, something that'sabsolutely important to us that we
(27:45):
can resonate with, uh, quite a bit.
Radical candor by Kim Scotthas helped me personally.
Uh, I'm a reformed people pleaser andcan tell you that when I talk about
folks having a hard time with thetough conversations and, uh, delivering
open and honest criticism like.
(28:05):
For a lot of my career, I absolutely did.
Uh, so I benefit greatly from that.
You introduced me to extreme ownership.
Yeah.
My favorite book on accountabilitywritten by Jocko Willink and Lai
Babin, uh, pair of retired Navy seals.
That's It's takingaccountability to the max.
Yeah.
What it really is.
I love that one.
Anytime we get to introduce thator expose somebody to that, you,
(28:26):
you can see something click.
Right.
And then, I mean, so many others, uh,Liz Weissman, I had the pleasure of
working with her not too long ago.
Uh, at a conference in the Caribbeanand she did a workshop on multipliers.
Multipliers is a great take on leadership.
So is, uh, impact players.
Which is more for like thesecond or third layer down, uh,
(28:48):
of leaders in an organization.
Sure.
And any other ones that you wanna mention?
Just that, well, I was gonnasay that we, we are constantly
coming across more books too.
We, you know, we're at the point now whereclients will give us a book and they'll
encourage that we read it and then we'llgive clients books and, and so we have
this, this really good back and forth.
You know, I, I'm reading a book rightnow called Discipline Is Destiny by
(29:08):
Ryan Holiday, which I'm really enjoyingthat a client actually gave me about
a month ago and happened to have some.
Uh, air Airline trips over the last monththat I was able to read on some planes.
We could look behind us, we couldrattle off, you know, even more,
but those will get you started.
Maybe the last one I'd recommend was,is start with why by Simon Sinek.
You know, that's a good one.
If you're trying to figure outindividually, you know, what do you
(29:29):
stand for as a leader, as an individualcontributor, um, to try to figure
out, you know, why you think you're,you know, you were either put on
this planet from a work standpointor even from a personal standpoint.
I.
You know, what gets youout of bed in the morning?
That, that's one that I'd recommend.
Yeah.
Otherwise, you know, I was, I wascurious too, from your standpoint,
Joe, I know we wanna talk a littlebit about like any high level goals
(29:50):
that we have for this podcast.
You know, in addition to what we'vealready talked about, obviously we want.
We want people to hear stories aboutthe, the into the storm mentality.
We want, you know, we want you tobe able to share your own stories
and get some value from ours.
Anything else that you'd like tomake sure that listeners are going to
be picking up from us, having theseconversations or things that we're gonna
make sure that people are taken away?
(30:10):
We want this to be no bullshit.
Super authentic real worldapplication, the same way that any
of the work that we do is right.
It, it's not theorybased or professor led.
It's like anything we talkabout, uh, should be something
that can apply today in 2023.
Like things have evolved quite a bit.
(30:30):
Uh, we, we keep a, a good healthy pulseof, uh, the shifts and are, are always
talking about what can be applied.
Uh, In, in the work that we do,like we're, we're anti consultants.
We, uh, don't work on retainers orlong-term contracts or any of that stuff.
And it's just because we don't wantto, uh, work with some somebody
that we're not giving value to.
(30:51):
Uh, and we mean it, right?
We, we stand by that.
And the same thing goes for this.
Uh, all that we wanna do is,is talk about things that.
Uh, you, you can have a tangible takeawayand some sort of benefit that you get
from it, uh, because a lot of times peopledon't know where to go, who to listen to.
You know, really just somebodywho speaks their language and gets
(31:12):
it and that they can relate with.
And that's what we're settingout to do here, is that, uh, we,
we've had a lot of our, a fairamount of experience on our own.
We're fortunate enough to get, to, getexposed to, and, uh, be in an environment
where we're constantly learning from.
Some really, reallytalented and smart people.
Uh, and that's something that atdifferent stages in my career, I
(31:35):
would've found super freaking helpful.
So if I could relate with the person onthe other end of it, and it didn't seem
stuffy corporate or, uh, you know, likejargon, then I, I'd probably tune in.
And that, that's what I hope some peoplefeel, uh, at the end of this episode,
at the end of every episode, is thatyou're, you're getting something.
That's thought provoking, that'smeaningful, that you can do
(31:57):
something with, and that you'renot bored throughout the process.
Like, we're gonna do our bestand, and find some fun ways to,
uh, make it entertaining as well.
I think one of the segmentsthat, uh, we, we plan on doing
are more a micro cast format.
So some five minute or less episodesthat you'll see on here where, uh,
you know, we'll, we'll take a, amovie or a, a historic event or, or
(32:21):
sporting moment or something, and.
Have a healthy debate about whatare the admirable qualities the.
Into the storm, courageous leadershipqualities and one of the things
that, man, I would never wannawork for that person and and argue
about some of that stuff too, whichI think you'll get a kick out of.
But yeah, I wanna debate,was Michael Scott A.
Good leader?
Was he a good boss and a good leader?
(32:42):
Was Mark Zuckerberg a goodleader in the social network?
Right.
You know, things like that.
I wanna get into a little bitof that, these hypotheticals.
Even if they were terrible,you'd never wanna work for 'em.
What, what are the traits that madethem more desirable to work for?
Right?
And that kind of stuff.
Right?
We can tie back what we talked about,trust, communication, accountability,
delegation, and, and time management andcomplacency mean We could find that in
(33:05):
just about every pop culture reference,you know, most people could think of,
whether it's movies or books or otherwise.
So for sure we wanna get into alittle bit of that to have some fun.
Like I wanna, I want to havesome of those debates and.
And, uh, and things like that.
Some other things I was thinkingabout is I wanna just, you know,
goal is to share as many leadershipjourney stories as possible.
We find that, you know, for allthe books and all the curriculum
(33:27):
material that's out there, I.
Um, what usually stickswith people are the stories.
So if Joe and I are doing keynotespeeches, if we're, if we're leading
workshops, uh, a lot of what peopleremember six months from, you know,
the time we do that are the stories.
And, and that's part of why we've,we've stuck with the Buffalo
mentality and it's just, it's juststuck with us in individually.
(33:48):
Uh, it's attracted people, uh, towanna underst, wanna know what we're
doing and what, you know, be a partof what we're, what we're a part of.
Um, it is just one of the stories.
Um, Number two, I want to give peopleequipment to help help them achieve,
you know, their own version of livingin that blue sky or the green grass.
So, you know, any tools that wecan provide to you, any, what we
(34:10):
call coaching drivers and our owncultureshoc coaching program.
You know, we want you to feel like you,you leave every episode with a little more
equipment than you, you walked in or, uh,or you know, then you put your headphones
on to listen to in the first place.
Uh, and then the last thing, my goal is tojust help anyone who needs to hear that.
That whatever that next levelof achievement is for you,
(34:31):
that it, it is possible.
And, and just as simple as that, you know,to, to walk in with an open mind or, or
even a closed mind that, you know, I'vegot this issue at work, I've got this
challenge with one of my team members.
I've got this, you know, revenueproblem, you know, and I don't
even think it's possible to solve,I want, wanna open everybody's
mind to things that are possible.
And we have stories of clients that.
(34:53):
Thought their issues were unsolvableand it took time, or it took drastic
action, but, but they solved these issues.
So, you know, the, it is possiblementality if we believe it, if you charge
into the storm enough times, you know,you might have to run into the same storm
15 different times, but, but eventuallyyou're gonna get through it because you
(35:13):
know, these things don't last forever.
So that's, uh, that's what I'd like tomake sure that we're, we're bringing to
the table for, for all of our listeners.
Our goal is to, to fillthe horseshoe, right?
Like we're, we're kindof, we're from Ohio.
Yeah.
Explain that a little bit.
Uh, we're, we're, we're Buckeyefans, but if you walk outside this
office, Uh, we've got, uh, somethingon, well, an entire board that is
(35:36):
the Horseshoe Stadium in Columbus.
Uh, and we filled up about 31,000 ofthe seats so far with leaders who we've
made a direct and positive impact on.
And this is a, a part of helping usrealize that goal, uh, of filling it up.
We've got quite a way to go.
Uh, what, what's the capacity?
I think it's 103, 108,000 9 75.
(35:57):
108,975 seats in thatstadium at max capacity.
I think it was in Michigan.
Uh, Ohio State game.
Yep.
So we get, we got a way togo there, but, uh, feeling.
You know, celebrate the wins along theway that we've already made an impact
or been in front of, had a directcontribution to over 30,000 leaders.
Sure.
And we're not countingpeople twice either, right.
(36:17):
So if we, if we work with somebodyonce or three times, we're
counting 'em for one person.
And, and that's our way of tactically,uh, measuring our progress.
You know, we feel like if wecan make an impact on that many
people, over 108,000, you know,in a, a decade or, or decade plus.
If we can do that, those people likelywill then turn around and a lot of them
will make an impact on more people.
(36:39):
And so if you know, if you can assumethat anybody you've made a real impact
on will then turn around and make thatimpact on 10 other people, then we're
getting into the million range, right?
And from our small but mighty teamin our office here in Westlake,
Ohio, you know, if we can, if wecan, you know, do authentic work
like Joe talked about, that no BSapproach help people with real issues.
(37:00):
To make an impact on, you know, ahundred thousand plus and they make
an impact, uh, to make an impact on amillion people, whether it's directly
or indirectly, we'll feel like we'reliving out our mission, whether, you
know, regardless of, of what are theother factors are involved, how even if
there's one or two really good ones alongthe way, that still gets us going, right?
Yep.
Like if it's less shitty leaders,that means more strong workplaces,
(37:26):
more companies with good culture.
Which means that a ton ofpeople benefit from that, right?
And yep.
Well, the Gallup results are, you know,those, the latest polls were something
30 to 35% of people are, are activelydisengaged, or, or less than 40% of
people across the country are, are,you know, consider themselves engaged
(37:47):
at work or, or living up to whatthey think is their full potential.
I mean, If we can add a few percentagepoints to that just based on the
efforts that we're making and help alot of people turn this, I, I have to
go to work, I have to do this, turnthat from that to I get to do this.
Eliminate the Sunday scaries throughoutthe country and, and maybe even
beyond, you know, one at a, one personat a time is what, you know, what
(38:08):
we're, what it takes sometimes, but.
That's why we're here.
Yep.
Quick wrap up.
Uh, quick question.
You know, I was curious, any storm,Joe, that, you know, maybe we can leave
people with that you see coming down froma professional standpoint, coming over
the horizon for you in the near future.
You like to do it on, on the moments?
That's on me ahead oftime, but that's good.
That's how we'll try to do it.
Uh, so AI is huge, like.
(38:31):
That's something I am personally tryingto charge into with and for us, but
just looking at how we get work donedifferently between the gig economy,
gig economy, which isn't going away.
Uh, automation, which is evolvingevery day, and ai, which is just
doing things we couldn't haveeven imagined, uh, in the past.
(38:52):
I'd rather be an early adopter, not a.
You know, slave to it, but somebodywho is willing to figure some of that
stuff out, that is a major storm.
It's going to totallychange the way that we.
Live and work and experience life.
So, uh, charging into that one attimes is gonna be overwhelming.
I'm hoping that it gets usto better results faster.
(39:14):
For me, it's the intimidating opportunityand exciting opportunity of being more
process driven within an organization.
You know, Joe and I both have youngkids, uh, both have a pair of young
kids, uh, busy home life, busy worklife, you know, the travel demands.
Uh, have ramped up, especiallysince, you know, the pandemic.
Um, it came to a close there and, and,you know, the, the necessity for us at
(39:38):
CultureShoc to be more process driven,to actually, uh, to spend the time
that's required to further processizeeverything that, that we do, you know,
is, is a major challenge and, and, youknow, We don't have, uh, a team that's
in the hundreds that can be documentingthese things, uh, but we are actively
working on ourselves and it's, you know,a lot of it, I feel a strong sense of
(40:00):
ownership to get the meetings on thecalendar to, to follow up with the action
items, to make sure things get done.
Uh, so that we can be more process driven.
That's what, that's what the stormis right in front of me right now.
Well, I think that's aboutit for the first episode.
Folks.
We appreciate you tuning in,listening to our very first episode
of Into the Storm Leaders Podcast.
Please go ahead and subscribe.
(40:22):
Give us feedback.
Leave comments.
Leave reviews.
Uh, you can find this on.
Pretty much all themajor podcast platforms.
Uh, you can also findthe video portion of it.
If you are listening, o only on thisone, uh, on YouTube, you can, you
know, follow or subscribe on, uh,TikTok, Instagram, Facebook, LinkedIn.
(40:42):
Just connect with uswherever you are already are.
Uh, for additional resourcesand, uh, content and things like
that, that we spin out of these.
But folks, again, thank you very much.
We hope that you'll tune backin soon for the next episode
of Into the Storm Leaders.
Pete, you're the man.
Thanks.
Appreciate you.
Thanks.
See you guys.
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