February 25, 2024 • 38 mins
When the crack of the bat signals more than just a home run, it's a lesson in leadership. That's the story Damon Lembi, CEO of Learnit, shares with us as he traces his trajectory from athlete to executive mentor. Our conversation uncovers how the principles of sportsmanship translate into crafting dynamic leadership training programs and fostering a culture of continuous learning within organizations. We also dissect the interplay between individual ambitions and leadership roles, revealing that the prowess needed on the baseball diamond isn't so different from the boardroom.
Damon shares slices of his journey up the corporate ladder, reflecting on the hurdles and triumphs that have shaped his views on leadership. We talk about the importance of understanding every role in a company and celebrating the underdogs whose potential blooms under the right mentorship. We wrap things up with a lighter but no less meaningful banter that tugs at the heartstrings of nostalgia and shared experiences. We chat about our favorite sports moments, the cultural phenomenon of Pop-Tarts, and the unique threads that connect us all—be they in love with a team or the simple pleasures of breakfast pastries.
This episode is a reminder that the journey to success is as much about the people and passions we encounter along the way as it is about the milestones we achieve. So, whether you're a die-hard sports fan or just looking for some leadership insights with a side of sweet reminiscence, this episode's got something for you.
Takeaways
- Core values are crucial for effective leadership and should be the cornerstone of a successful leader's framework.
- Transitioning into a leadership role requires developing new skills and mindset.
- Building a strong team involves finding individuals who align with the company's values and focusing on their strengths.
- Celebrating team wins and taking responsibility for failures are essential for creating a positive company culture.
- Leadership is a continuous learning journey, and mistakes should be seen as opportunities for growth.
These are our friends. These are your friends. AND they are living the extraordinary.
For a transcript of this episode, go to www.behindthedreamers.com.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Jennifer (00:24):
Welcome to another episode of Behind the Dreamers.
I'm your host, jenniferLoehding, and we are talking to
the achievers, the creators, themagic makers and the dreamers.
These are our friends, theseare your friends and they are
living the extraordinary Well.
I am so excited about my guesttoday.
This is going to be so awesome,he says.
Coming to business from acareer in baseball, he brings an
athlete's perspective onleadership and training to his
(00:46):
informal mentoring of executives.
He's distilled those hard oneinsights into his bestselling
book, the Learn-It-All LeaderMindset Traits and Tools.
So you guys are going to get tohear from him in just a few
minutes.
But before we do that, we haveto do a quick few announcements.
This episode is brought to youby Walt Mills Productions.
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So I'm so excited we got to getour guests on.
Now we got all that mouthfulout, I get to get my guests on.
It's going to be so much fun.
So for nearly three let's seethree decades Damon Limby has
(01:52):
led LearnIt through theever-changing L&D landscape,
gaining insight into what works,how great leaders learn and why
LearnIt.
All companies outpace theircompetition.
So, damon, welcome to Behindthe Dreamers.
I am so excited to chat withyou today.
Damon (02:06):
Jennifer, thanks for having me here.
I'm excited to be here.
Jennifer (02:08):
It's going to be fun.
We had to add to get all thatwhole mouthful out in under like
two minutes.
Damon (02:13):
You did it.
Jennifer (02:15):
It's a lot.
The intro is always a lot, soso fun, all right.
Well, let's talk about this.
I know I got to chat with youon Makers Bar already, so we've
gotten to kind of know eachother a little bit through the
podcasting platform and lovewhat you're doing.
But for our audience on thisshow they don't know who you are
yet.
So let's talk a little bitabout LearnIt and give us kind
of some insight on what that isand how you're helping your
clients.
Damon (02:34):
Sure, so I'm Damon Lembi.
I'm the CEO of LearnIt, whichis a corporate training company.
I live out here in the Bay Area, San Francisco, California, and
LearnIt helps organizationswith.
We do mostly virtual training,some in person, but customers
turn to us when they're lookingto onboard new managers, maybe
(02:55):
people who are going intoleadership role for the first
time, or they want to build acontinuous, you know, a learning
culture, or they have specificareas that they need improvement
on, like communication or evenmaybe becoming more efficient
with Excel.
So we work with their teams andwe build out training programs
and we help them, you know,reach their goals and outcomes
(03:16):
that way.
We've been around for quite awhile.
You mentioned it.
I mean close to three decades,28 years, and it's kind of
exciting.
I never, never thought I wouldbe here, but you know we've
helped upscale close to 1.8million people.
Jennifer (03:31):
At this point, Wow yeah, and leadership is so
important, especially whenyou're you know, because a lot
of times I think we talked aboutthis before in companies like
sometimes people just sort ofget kind of put in that position
, right, like they've never beenin a space where they they've
had.
They've maybe had a little bitminimal leadership or maybe none
at all, and now all of a suddenthey're leaders and they're
like okay, what do I do?
Right?
Damon (03:51):
Absolutely.
I mean, you could, even, youshould even take it a step
backwards, you know is thatbefore you put somebody this is
for a bigger organization beforeyou put somebody in a
leadership position, I thinkit's important to have a
conversation with them to makesure if leadership is the
direction that they want to go.
You know I work with a lot of.
(04:11):
You know I mentor a lot ofindividuals a lot of times in
sales, where you're a topperformer in sales and their
leader calls up and says hey,you know I want to promote you
into a leadership role andthat's it's not.
It's not for everyone all thetime.
You know so because, as youknow, it's a different set of
(04:31):
skills.
So that's something to thinkabout.
But, yes, if you want to be inleadership and then you need to
work on those skills that willhelp you with that transition.
Jennifer (04:43):
Yeah, now in your right, sales and leadership are
very different things and just,you can be great in what you
know.
Great in sales doesn't equatebeing great in leadership.
I know I've been in sales andyou're right, they're not the
same, so you got to be equippedfor that.
So, and that's great.
I think what you're doing isawesome and everything's changed
too much now.
You know, post COVID, likeeverything's kind of gone to
that virtual space now and it'sgreat in some ways because I
think you can work more, makegreat use of your time right and
(05:06):
cover more area and be able toassess more.
You know, get to reach morepeople that way.
Damon (05:12):
Absolutely.
You know, both for our business, where we can get our get a
little bit greater reach, butalso for our clients businesses.
You know, when we first wentremote virtual training at the
beginning of the pandemic, oneof the nice things about taking
classes with LearnIt was itallowed for that social
connection.
You know there's a lot ofisolation back in the day and so
(05:35):
this was a way for people to beable to connect and communicate
and a lot of times if we doclasses you know private classes
for just their organization,they can have senior leaders
that they've never had access tobefore sitting in classes with
them.
So it was a it was a big helpand a big change.
Now, since the pandemic, Iwould say about 15% of our
(05:58):
business is in person.
The majority is still.
People have adapted which I'mgrateful for to the virtual
platform.
Jennifer (06:07):
Yeah, makes things a little bit easier, I'm sure in
the end, so a lot easier.
Yeah, awesome.
I'd love to know, because Iagain I know you and I talked
off, so I know a little bit ofyour back end story, but
obviously you were in baseballand so you bring a lot of.
You know the mindset that comesfrom that.
So tell us a little bit abouthow you got into this learning
like, how this came about foryou, because you guys been
around for a while.
Damon (06:27):
Been around for a while.
So my back story is like I said.
I grew up in the San FranciscoBay area.
I put a lot of emphasis onplaying sports.
You know my dream was to be aprofessional baseball player.
I was lucky.
Out of high school I got drafted, actually by the Atlanta Braves
and I had a big decision do Icontinue, go to the minor
leagues or go to college?
(06:48):
And I chose the college route,and a lot of it, jennifer, was
because I really was atPepperdine University and I
really believed in the visionthat our coach had.
You know, coach Annie Lopez.
You know he had the vision likewe're a small division, one
school, but we're going to winthe World Series and here's how
we're going to do it.
So I got really behind that andwent to Pepperdine, ended up
(07:10):
getting hurt and left.
When I ended up at ArizonaState, where I played baseball
and you know I was ready to moveon to the next stage of my
baseball career After my senioryear, I didn't get drafted again
.
So here I was, 22 years old,and I was a little unsure what
do I do next?
My identity was always as abaseball player and so I wasn't
(07:34):
really sure if my skill set wastransferable in the next phase
of my career.
I was lucky.
I come from a family that had alarge real estate background and
a lot of different businesses,and one was my dad, walt Lemby.
I thought about him when youwere talking about your sponsor.
The photographer named Walter.
I love that name.
I named my kid Walt so littleWally.
(07:58):
So anyways, I took a job as areceptionist at this company
called Learnit, just because Iwanted to get my feet wet in the
business world.
And over the next seven years Ikind of worked my way up.
I taught classes, got involvedwith the IT stuff and did sales.
And when the CEO for Learnit atthe time wasn't working out, I
(08:20):
threw my hat in the ring and Ipresented the board.
I said give me a shot.
And I explained my experienceand my dad was like all right,
kid, you got it.
And so it just happened to beright around the time that the
dot-com was doing really welland I was easy to be a CEO then.
And then all of a suddeneverything just fell apart and
(08:41):
there's just been tremendouslearning lessons throughout that
journey that I share.
I have a book called the Learnit All Leader and I share some
of the experiences, thesuccesses and failures that I've
learned through Learnit andsome of the leadership lessons
that I got from playing forthree Hall of Fame baseball
coaches, which is pretty muchhow I modeled my leadership
(09:04):
style over the years.
Jennifer (09:06):
That's awesome, yeah.
So, alana, I'm listening toyour story too.
It's what I'm taking away from.
This is just the idea of it'salmost like the other day I
interviewed or a few weeks ago Iinterviewed a gal that I just
released and she does sports.
She has a podcast where shetalks about sports and how to
bring it into the conversation,but she worked as an intern on
(09:27):
the Diamondbacks and it was tosay she came in and worked as an
intern and then ended upbecoming, I guess, the division
head of the department wherethey were doing all their
outreach like their PR work andstuff, and so it's what it made
me think of.
She kind of got in there andworked her way up through this
and then ended up she had abroadcasting, went into PR and
now she's doing this wholepodcast on talking about sports
(09:49):
and how to make it part of yournetworking game and how you can
open up dialogue with it.
So the whole idea of justmaking the opportunity, putting
yourself out there right for theopportunity and then taking it
and working your way up to thisleadership role, yeah, and for
you entrepreneurs out there whoare starting your own thing.
Damon (10:10):
It really helped me a lot because I was doing all the
different.
Even if you have a small team,if you're doing all the
different facets of the workhelping out with accounting,
understanding, marketing thenyou could be more empathetic and
you put yourself in thosepositions and you can relate to
the individuals on your team onwhat they're going through and
you can help them that way too.
Jennifer (10:31):
Yeah, I agree with you .
What was maybe some of thechallenges that?
Maybe you can think back in thebeginning, when you were
working up to this, getting tothe CEO position, like what were
maybe some of the challengesyou had to overcome.
Damon (10:44):
Well, for me, really, one of the first challenges was
this was a family business,right, and at the time there's
only 15 people working there,but I wanted to prove that I
belonged, not that I was just mydad put me in a position.
I had to prove that I couldroll up my sleeves and
contribute.
That was a challenge.
And then, as time went on, asin any small business, the
(11:09):
regular challenges how do youcompete with the bigger players,
how do you make sure you cancover payroll so there's a lot
of challenges that come alongthe ways, and I think what I've
been able to do to the best ofmy ability is learn from the
(11:31):
mistakes you make early on andtry not to duplicate those
mistakes.
Try new things, but also,jennifer, try to surround
yourself with great talent.
I'm really fortunate, and thething that I care most about
learn it are the people I'veworked with over the years, and
as a small organization in theBay Area, it was really hard to
(11:52):
compete with Salesforce, google,facebook for talent, and so I
would typically find people whowere less experienced but had a
lot of potential, bring them onboard, knowing that I can only
keep them for maybe a couple ofyears, but it was like a
training ground for them, giventhe opportunity and the tools to
try things out, learn, getexperience whether it's in sales
(12:15):
or marketing or anything andthen kind of let them go on
their way.
So those are some of thechallenges that I've experienced
, especially trying to capturetalent and retain talent at the
beginning.
Jennifer (12:29):
Well, and one of the things for our audience it's
listening to this.
I talked to Damon on Makerspart, so one of the things I took
away from that interview wasreally the talk that we had
about putting people in theright places and the culture,
which is funny because I talkedabout core values, because I
believe strongly that corevalues are probably one of the
most important parts of acompany.
Like, if you don't know yourcore values, how do you run an
(12:50):
effective company?
But you said something too.
I think finding the rightpeople and I think that it gets
back to you can teach somebody askill, but you can't create the
culture unless they're part ofthat culture.
They have to be in alignmentwith those values to create the
right culture that you want inyour organization and then you
can teach them the skills thatthey need if they're open and
(13:11):
willing to learn right.
Damon (13:12):
Absolutely, and it's interesting that you say that
because I was thinking aboutthat when you're going through
your introduction.
Yeah, I always recommend to theclients we work with and
ourself is to live by your corevalues.
And the core values shouldn'tjust be something you stick on
the wall and nobody remembersright?
So when we're looking tointerview people or hire people,
(13:35):
a lot of times I believe we canteach you the skills.
We could teach you how to makebetter prospecting calls or
teach classes or whatever yourrole is.
But what you can teach is someof those values right, is
somebody a lifelong learner?
Will they embrace change?
Are they going to be stuck intheir status quo?
(13:56):
Will somebody takeaccountability?
Will you rally around your team?
All those things.
And we really look at that.
We look at that first and ifpeople fit the type of culture
that we have, then we couldbring them in and help them,
up-level them on the skills.
I don't know if we talked aboutthis last time, but one of the
(14:19):
secrets I don't have any secretsauces, but how we have been
able to build great teams overthe years are just referral
channels.
I think everybody a lot ofclients, but mostly our
employees they know what it'slike to work at Learnit and they
know the type of environmentand culture we have and so when
they come across somebody thatthey think it's a good fit,
(14:41):
they'll send them our way andthat really helps.
I think that that's a great wayto build your team is through
your network of people who havecome through your organization
and then from there, what we didtalk about is trying to figure
out what people's strengths areand then pivot and focus them in
(15:01):
their strengths.
I've got a great story in mybook about this gentleman named
Joseph Patti.
He was referred to us by ourold HR manager.
When I mean old, I mean shedidn't work there anymore, she
worked there previously andshe's like I got this guy, he'd
be fantastic.
You got to interview him.
He came in perfect fit, culturewise.
(15:22):
We started off in sales.
He really struggled but insteadof just saying hey, this part
weighs him, and I sat down andsaid where do you think you can
contribute to at Learnit?
That would be really helpful?
And he said I studied, I was anactor prior to coming here and
I also really enjoy computersand five plus years and Joe's
(15:46):
been one of our top performingMicrosoft Office instructors
pretty much of all time, but asa leader, it's important to
listen and get curious and whenyou have somebody who you think
is a good fit for your team,when possible find a position
that makes sense for them.
(16:07):
And I just think it's easierthat than trying to focus on
weaknesses, which are sometimesreally hard to.
It's like pushing a rock up thehill sometimes trying to
improve weaknesses.
Jennifer (16:18):
Yeah.
So in all of that, what I'mhearing is we're gonna go for
let's make sure they're a goodfit, let's get make sure they're
on board with our values andour culture, and then we can try
to.
Let's hone in on thosestrengths and figure out where
to place them, in that order iswhat I'm hearing you say.
Damon (16:33):
Absolutely, especially if you're a small business.
If you're a small business andyou're bringing people on
relatively early in yourorganization, it's important
that they're a fit.
Jennifer (16:45):
Yeah, I agree with you on that too, and I think
because I, while you're goingthrough all this in my mind, I'm
like it's like the person youhave in the office that like
you're trying to give them somehelp on how can we help?
You know you'd be better atwhatever, like it's kind of like
what I used to say in thenetwork space you can teach
someone a script, but if theirattitude sucks on the phone, it
doesn't matter what the scriptsounds like, because it's never
(17:06):
gonna come across appropriatelyright, and if you know how to do
this, you probably aren't evengonna need a script, right?
So it really is.
It has to be about.
They have to be.
The values have to align,because if they're growth
oriented, then you're gonna beable to adapt and give them
ideas and be able to put them inplaces where they can continue
to grow.
And if they're not, you're notgonna get anywhere.
They're gonna it's gonna getshut down.
Damon (17:25):
So Very simple, regardless of how much
experience they have, andespecially if they work at some
Fortune 100 company and theycome in like they got it all
figured out.
Let me just give you a littletip.
It's probably not gonna work outin your organization if you're
growth oriented you know, it'skind of a you know, learn, it
been around 28 years, but we tryto have a little bit of a
startup vibe right.
We always wanna continue toiterate and grow and try things
(17:46):
differently and if you don'thave the mindset to do that,
then you just not gonna be agood fit.
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Jennifer (18:54):
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Well, and I think that's what Iwas impressed when we talked
the last time.
These are a lot of thetakeaways I take on.
It's interesting because herethere's a company I don't know
if I shared this with youVerySpace.
They do the standing desk.
You know the stand-up desk.
I visited their office.
I know somebody that workedthere, so I went there and I
walked into the organization.
It's a pretty big place andthey take over 1-4, and they
(19:15):
don't really have offices.
They have these, theirconstruction there's like these
I don't know what you call them,like these plastic things or
whatever.
So what I'm saying is they'reall in these little groups,
community like group, and theydon't all work on the same days.
They do this, some work someday, some show up this day.
But when I walked in I willtell you this when I walked in
there, I could tell immediately,when I walked in there, I could
(19:36):
just feel the vibe, like I'mlike these people like it here.
I could just feel that energywhen I came in there and I was
like this would be a cool placeto work.
If you're looking for a placeto work.
Well, what's interesting is Iput up a poll, I think the guy
that I was there taking apicture.
We put a post on LinkedIn andso the CEO of the company and I
are following each other onLinkedIn and so every day I see
his post and every day he's likepraising his people.
(19:59):
He's doing all these things andI'm like, okay, I get it.
I can see why this guy is avisionary and he's looking at
this organization as the wholeteam.
Right, it's the whole.
How do we collectively moveeverybody and make sure
everybody's feeling good andbeing or not I don't say feeling
good, but being effective atwhat they're doing and a place
where they feel good?
Damon (20:20):
Yeah, you should have him on your show, if you haven't
already.
Jennifer (20:23):
I know I haven't gotten him on yet.
I do need to get him on there.
He's a great guy.
But it just makes me think ofthat on all these things you're
talking about, because I think,culture is important.
Damon (20:31):
Totally.
There's two things I heard outof that.
I do say so.
I've always told people overthe years If you're coming into
the office and you're like, ohman, this is miserable, I don't
want to be here, or, turning onthese days to turn on your
remote camera, I don't want tobe here, either go to your
manager or go to me and let'stalk about it.
Let's see if there's somethingwe can do to.
(20:52):
You know, pivot, put you in anew role, or I Look at it as
that.
Your organization, you're ateam more than a family.
So there, you know, loyalty isimportant, of course and for,
but that doesn't mean you'restuck here for your whole career
.
You know there's, there'scertain times where, hey, you
know, maybe it's time to move on, and if and if you're not
(21:13):
excited about what you're doing,then maybe it's time to move on
.
Now.
The other thing that youmentioned, which I think is
really important and I learnedthis from my baseball coaches
and other people Is it, when youhave success, celebrate your
teams wins, give them the wins.
You know, just like that CEOyou mentioned, it sound like
he's posting things about hey,my team did this, my team did
(21:35):
that.
You know, I've had greatcoaches.
I've had bad coaches.
One of bad coaches that comesto mind.
Whatever we are successful, hewould take all the credit.
You know it was his pitchingmoves, it was just his strategy.
But when things fell apart, youblame it on the team and this
guy missed a ground ball.
Damon struck out with two guyson whatever it is right, and so
(21:56):
those are some experiences thatI learned.
Managing leading is when we havesuccess.
I want to give it to my team, Iwant to celebrate their wins, I
want to be great gracious andgratitude for them.
But if things don't go well, asa leader, you take.
You own it.
You take it.
You know it's yourresponsibilities.
Hey, you know what?
I'll take the blame for this.
(22:16):
Let's figure it out, let's moveon.
I think it goes a long way withbuilding the type of culture
that that gentleman you werespeaking about and hopefully
Learn it will always continue tohave here.
Jennifer (22:28):
Yeah, that's, that's good advice and, yes, I agree
with you on all of that, andthere's nothing even Like
exciting about a leader thatdoes that.
It takes all the credit,because you most of us know that
when you're giving credit toyour team, they know what, how
your team got it like.
They didn't get it on their ownanyways, because this is a
whole team collective effort andyou have to have leadership
involved.
But it when you're I will saythose are for me, or which week
(22:49):
leaders like it, when they haveto do that, take the credit for
everything you know.
Damon (22:52):
So, and when you give, when you give credit to your
team, they're gonna be out therelooking for other ways to make
your organization better.
They're gonna be coming to youwith ideas, they're gonna be
giving you feedback.
But if you're not, if you'rejust gonna put yourself in front
, then they're gonna be like,well, why am I wasting my time?
You know I'll come here, I'llget my paycheck and I'll and
(23:12):
I'll move on.
Jennifer (23:14):
Yeah, then you get the quiet quitting right and that's
where you and that's what youend up with.
So this is all good, damon, Ilove it.
So out of all of this what'sbeen going on you know, the
whole thing with learning madethe basebook, or what do you
feel like has been the biggesttakeaway for you, like what's
what's been the learn momenthere?
I'm sure there's several well,I would.
Damon (23:32):
I would say One big one and it's kind of like this theme
of my book is, you know, I Saygreat leaders aren't born,
they're not made, they're in themaking.
You know, and I and it's like Ididn't get an Ivy League degree
, I didn't, you know, I neverthought I'd end up in the
position I'm in.
But the biggest takeaway for meis that, just like the
(23:54):
entrepreneurs, your listenersout there, you can do this.
If I can do this, you can dothis.
You know, and it's throughTrials and tribulations, trying
things out, making mistakes, nottaking yourself too serious,
having a great team, you beingresilient, I think so that's
really I, that's really to me.
If I, if I had a find a roll itinto one main takeaway.
(24:16):
That that's, that's what, whatit is really.
Jennifer (24:18):
Yeah, yeah.
And it also like having a greatteam, right like picket,
surrounding yourself with goodPeople that are, yeah, in
alignment with what you're doing, and I mean there's nothing
like being in the crowd withpeople that are.
It's not that you don't want totake, you learn from every.
I feel like you learn fromeverybody that comes into your
space, but you don't necessarilywant to take the advice from
(24:39):
everybody that comes in yourspace.
So be maybe discerning aboutwhere you take information.
Damon (24:44):
Right like pick should pick a choose the advice of I
think you want to surroundyourself with a great team and
you want to be aligned on yourculture and your values, but you
want to have diverseperspectives.
You know different ways to lookat things and that took me a
while, you know.
I mean early on in my career.
Yeah, I wanted everybodyconfirmation bias.
(25:05):
I wanted everybody to justagree what I had to say.
But over the last 10, 15 yearsI've learned to become more
curious and better at listeningand it gives people the
opportunity to challenge andmaybe you know some of my
choices are decisions aren't thebest way to go about it and if
you have people who thinkdifferently and want to try
different things, then you knowyou could.
(25:25):
You could evolve a lot morethat in that way.
Jennifer (25:28):
Yeah, I agree with you on that, I agree, all right,
one other question I want to askyou before I ask you some fun
ones.
I'd love to know how you defineand you can do this both for
learning and yourself, becauseI'd love to hear your
perspective on both but how youdefine success for the two.
Damon (25:43):
How I define success for learn, it is that we are having
an impact on our customers andour employees.
You know, to me you know it maybe sounds a little cheesy, but
it's really like our vision.
My mission or vision here forus is to build better leaders of
the future, you know, and thatwe're that we're helping do that
(26:05):
through upskilling people withwhat we do.
And success is also that wecreate a that's from the
customer side the only employeeside that we create a
psychologically safe, funenvironment that's collaborative
with teamwork.
You know, and it's really Icouldn't be doing this, jennifer
, after 28 years, if I didn'tfeel like we had a great team
(26:27):
and I enjoyed coming to it allthe time.
Success for me is you know, Italked about this beforehand,
before we got on I've got twokids.
I got a great wife, two kids, asix year old and a two year old
.
To me, I just want to be ableto be the best dad possible, you
know, and a good role model,for I lost my dad in 2010 to
cancer, but he was a great rolemodel, great idol for me.
(26:49):
My mom's awesome she's stillalive, but I just want to be
that for my kids.
You know, and to me, if I'mable to be a great role model
and lead by example, then that'ssuccess personally.
Jennifer (27:01):
I like it.
That's my favorite question, Ifeel like we all, we all kind of
say the same thing.
Yes, you did Good job OK.
I feel like we all kind of sortof say the same thing but we use
just a little bit differentwords on it.
You know what I mean it'sreally about.
I always feel like it's likebeing able to.
It's either like make adifference and what.
You kind of said that with yourclients, right, and I like that
.
You said psychologically safe.
(27:21):
I'm like that is so good.
I have never had anybody saythat, but that is so important.
Psychologically safe, right, itmeans you foster difference,
you allow people to communicate,say I love it, yeah.
Damon (27:31):
Because I want what I mean.
Why do you mean by?
That is like I want people tobe able to contribute, to come
with ideas, and not just Bashthem away Like oh, that's dumb.
Ad (27:40):
Safe, you know.
Damon (27:40):
Yeah, yeah, feel safe to you know, very quick story we I
was recording something.
I have this great little mediateam, because you know, which
has done a great job.
We have over 600,000 YouTubefollowers.
One day we're recordingsomething and it was me, I was
one that was being interviewedor whatever, and it just didn't
record right.
(28:01):
And you the a gentleman on myteam who's head of the media
team called me up and he tookownership of it, you know, and
he said I messed up, this is onme, we're going to fix this to
make it better.
He felt comfortable enough todo that, which I thought was
really cool, when he could havejust blamed it on the technology
or something else, right?
So that's what I mean bypsychologically safe.
(28:21):
Did I, did you know, and thenjust blast them?
Jennifer (28:25):
Yeah, beat him to the ground.
Yeah, well, there's not thatthat happened where I video
recorded.
I had to go back to somebodyand say we messed it up.
You know like we screwed up,we're going to try to fix it.
You know what could happen.
You know, yeah, and you don'twant to go do that, and
somebody's like oh my gosh, whatdid you do Right?
Ad (28:39):
We don't want that.
I love it.
Jennifer (28:41):
I love it.
But I love what you also saidabout the family to being, you
know, a leader for your boy,your children and all of that.
They're boys, right, you havetwo boys.
Damon (28:48):
Lucy and I have Lucy, who Lucy and I went to see the Lion
King's weekend, which wasawesome, and I have Walter named
after my dad, who's two.
Jennifer (28:57):
I got the Walter.
I may have missed.
You may have said Lucy.
I may have missed that.
I did I apologize and my brainis like I'm listening to you all
and I'm like I'm having to pullit all in there.
So good stuff.
But I love what you said aboutthat too, because I do think
that is important.
I do think that comes down toleadership as well, because,
totally Coming from mybackground, we always said
everything is caught more thantaught.
So like they pick up oneverything that you do good and
(29:18):
bad, right and then they replayit to you when they get to be
teenagers and adults, they letyou know everything.
Damon (29:24):
Well, you know I mean Lucy's six, and sometimes maybe
I use a little profanity whatshe's showing, but she catches
it every time too, they do andshe's very quick to let my wife
know daddy said a bad word, youknow so.
Jennifer (29:38):
Yeah, yep, they get it , they get it.
Damon (29:41):
So put stuff Like little parents yes, they are.
Jennifer (29:44):
Well, this has been fun.
I want to ask you a couple offun questions because I love
this part.
I think this is the part wherewe get to sort of show more
authenticity, which Not thatwe're not doing that through
this whole show.
I always say this is real talk,and we talk about the good, the
bad of you know, being inleadership positions and you
know it's obviously more goodthan bad, but we know there's
stuff that goes with it.
So, but I do want to ask yousome fun questions because I
(30:05):
think this is my probably mymost favorite part.
So I would love to know, asidefrom your book like yours,
because I know you've I'mlooking at all your books back
there, maybe one or two booksthat may, I would say, have had
a profound effect on you.
Damon (30:19):
So so yeah, a couple.
My favorite book of all time, Ithink, was a book called Losing
my Virginity by Richard Branson.
Sir Richard Branson, you knowI'm a big fan of all his work.
I love his book, his Storiesand His Style.
More recently, the two booksthat I've been recommending the
(30:41):
most to people are Range byDavid Epstein.
I don't know if you're familiarwith that, but it's about being
more of a generalist than aspecialist.
You know it's trying new things.
A lot of people come to me allthe time like I want my kid to
be a major league baseballplayer.
He's playing baseball 24 seven.
I recommend that book because Ireally believe that you should.
(31:02):
You know you should have abroad perspective of things.
And then the other book thatI've for anybody who's in sales
of any type of sales I reallylike this book out there called
Jolt Effect by Matt Dixon.
He's a gentleman who was one ofthe co-authors of the
Challenger sales and Joltifex isvery interesting and it's about
(31:23):
really understanding how toanticipate objections that
customers would have and that55% of the time when you lose a
deal, you lose it to nodecisions instead of a
competitor.
So it's a really fascinatingbook.
So those are my three.
Richard Branson, any of hisstuff Range.
(31:44):
David Epstein and Matt Dixon'sbook on Joltifex.
Jennifer (31:48):
It's good, I did not know about those.
But you know, I always likethis question because you can
get a whole book list.
If you just get to the end ofmy podcast and get that, you can
get an entire book list.
Damon (31:56):
And that's a new bookshelf I have back here.
Jennifer (32:00):
I see all that.
Yes, I see it back.
It's not gonna be done yet,yeah, that's awesome.
All right, I would love to know, since you played baseball,
which favorite baseball team.
Damon (32:07):
Oh, just a local team, san Francisco Giants.
You know the funny thing isabout it is like sure, I like
baseball, but I don't even fallin as much as I used to.
That was a different part of mylife, you know.
I still know more than mostpeople.
But of course, San FranciscoGiants Gotcha.
Jennifer (32:23):
Gotcha.
Well, I'm not a big, you knowit's funny.
I live in Dallas, I'm fromHouston.
I'm not a big sports fan at alland you know, in Dallas
everybody's about the Cowboys.
It's like big time here, Okay.
So here's funny because I grewup in Houston, I moved in Dallas
in 2004.
So you know, in the rock or,excuse me the Astros and the
Rangers went to play, I wascheering on the Astros and I'm
(32:43):
still a rocket span, and so yeah.
Damon (32:47):
I like it.
I like the old school Rocketswhen they had a Kimmel Lodge.
I want to imply Drexler andthose guys, yeah, go ahead, I'm
sorry, no, I was.
When I was in Texas recently.
I wanted to go to a TexasRangers baseball playoff game.
I just barely missed it.
Bruce Bochi was their manager.
He won a bunch of World Serieswith the Giants great leader and
(33:10):
sure enough I didn't get to goagain.
But sure enough the Rangers wonthe World Series this year.
Jennifer (33:17):
Yep, yep.
So I was going to tell you afunny story about the Rockets.
So when, back when, like earlyyou know, 90s, when they went to
the playoff and they were allin there, well, towards the end,
almost about, I think I want tosay like 98, 99, I was a Robics
instructor and so I taught at afacility out there I can't
remember the name, it was likeWestside Tennis Club or
something, but it was owned byMattress Mack gallery furniture
(33:39):
in Houston and his wife.
Well, the Rockets used to trainthere with Rudy T and the back,
and also the women's team wasthere, the comments, and so I
used to see them come in thereall the time.
When I'd go in there and I'dhave all these little, you know,
like it was very small Robicsclass, I'd have these little old
ladies come in there that Iteach, but I'd always see them
in there.
So, anyways, but yes, I like.
Damon (33:58):
Who's your favorite?
Rocket back from the day RalphSamson.
Jennifer (34:05):
No, I actually liked I burned Maxwell because he was
kind of robbery, because theywere kind of, but there was a
lot of them.
That that's about.
That probably was the time thatI knew the most players on that
team was around that press, hepulled out.
Damon (34:19):
Pulled out those two, not the large one, the easy one, so
we're not going to point or oneof the.
Jennifer (34:24):
it was one of the playoff.
I don't know if it was a night,I think it was a 94.
I can't remember.
It was one of the playoffs atthe end and yeah.
Anyways, I don't watch muchsports.
That's the only time I think Iever paid attention to it.
So now if I just go, it'sbecause we got tickets to go
somewhere and I'm going to gowatch a game and I have to be
there to watch it in person.
Damon (34:39):
So I don't watch as much sports Now.
I see mostly Paw Patrol orFrozen or you know stuff like
that the days.
Paw Patrol, that's great I geta chance to catch the Forty
Niner's game.
I try, but a lot of Paw Patrol,a lot of Frozen.
Jennifer (34:54):
Okay, I'd love to know .
Guilty pleasure food, what'slike the one thing.
Damon (34:58):
Yeah, well, I mean unfortunately probably too many,
but I have to go with one.
I'd probably say Pop Tarts.
Ad (35:04):
Pop Tarts.
Jennifer (35:05):
I haven't had that one yet.
Damon (35:07):
How do you not love Pop Tarts?
Jennifer (35:08):
I'm like a sad old love of them.
I just don't eat them veryoften.
But my dad loves Pop Tarts.
I probably eat them a lot.
Damon (35:14):
No, I don't eat them often, but typically if somebody
wants to, you know, kind oftease me or something like my
sisters for my birthday will getme like a present, but also
like a thing of Pop Tarts youknow, you know that I can't
really, you know, stay away fromif they're around, but I try to
keep them not around.
Jennifer (35:33):
Okay, so now I'm going to end with this.
Is there anyone flavor that'sbetter than the other in the Pop
Tarts?
Damon (35:39):
Oh gosh, I don't know.
Jennifer (35:40):
You know whatever, no, I think you're all good, you
just dig in like s'mores, likewhatever.
Damon (35:44):
whatever you know, I, you know, whatever I don't know.
But okay.
Jennifer (35:49):
well, I must say this if I'm getting a very guilty
pleasure, you know that is aguilty pleasure, but if I'm
going to eat Pop Tarts, I wantthe icing on.
Damon (35:56):
I want the icing on, but that part's a given.
Jennifer (35:58):
Yeah, I mean yeah.
Damon (35:59):
I like.
I like that yeah.
Jennifer (36:01):
Not going to be like.
Not going to be like I'm goingto eat the Pop Tarts but we're
not going to have the icing.
We're going to be.
We're going to save a fewcalories and not have the icing
on the Pop Tarts.
Damon (36:07):
You know I did.
We're probably talking aboutPop Tarts too much, but I'm also
fine not toasting them either.
Jennifer (36:14):
Hey, I told you this is the most important part of
the conversation, the mostimportant part of the podcast.
I will leave it with this aboutthe Pop Tarts.
So I actually looked one timeto see if there was much
difference in the caloriesbetween icing and no icing.
It's not a whole lot, just soyou know.
Damon (36:28):
How about?
What's the difference between aPop Tart and, like, a Celery
Stick?
Is there a difference?
That's probably quite adifference.
Jennifer (36:34):
Otherwise, unless you start, doing Celery Stick with,
you know, dressing andeverything.
This is so fun.
Ad (36:39):
Hey, damon this is very great.
Jennifer (36:40):
I've enjoyed chatting with you and I would say that
this, in part, is always fun.
But they get to hear it likethey know.
You love Pop Tarts.
Now, but to our audience.
Somebody wants to get in touchwith you.
Maybe they want to learn alittle bit more about LearnIt.
Maybe they want to pick thebook up.
Whatever, where do we want tosend them?
Damon (36:54):
So the easiest probably best is connect with me on
LinkedIn at Damon Lembe, and ourcompany website is LearnItcom
L-A-R-N-I-Tcom.
If you happen to see a class onthere that you like, you can DM
me on LinkedIn and I'll giveyou a code to a free class
(37:15):
Anything from emotionalintelligence to Excel.
And then, finally, my book, theLearn it All Leader, is on
Amazon, barnes, noble oranywhere that you get books.
Jennifer (37:26):
Very good, awesome.
Well, thank you for jumping onhere and doing this next
interview like doing another onewith me and sharing all your
good stuff and your wisdom andall that great stuff.
I appreciate your time.
It's been fun Well thanks forhaving me.
Damon (37:37):
I really enjoyed it.
Jennifer (37:39):
Awesome, awesome.
If you want to stay up to ouraudience.
Of course, if you enjoy ourshow, head on over to Apple.
You can give us a review overthere.
Hit the subscribe button on theYouTube so we can keep sharing
all these fun stories.
And with that, I do want tosave what I always say in order
to live the extraordinary, I'mgoing to start.
Every start begins with adecision.
You guys, take care, be safe,be kind to one another.
We will see you next time.
Welcome to another episode of Behind the Dreamers.
I'm your host, jenniferLoehding, and we are talking to
the achievers, the creators, themagic makers and the dreamers.
These are our friends, theseare your friends and they are
living the extraordinary Well.
I am so excited about my guesttoday.
This is going to be so awesome,he says.
Coming to business from acareer in baseball, he brings an
athlete's perspective onleadership and training to his
(00:46):
informal mentoring of executives.
He's distilled those hard oneinsights into his bestselling
book, the Learn-It-All LeaderMindset Traits and Tools.
So you guys are going to get tohear from him in just a few
minutes.
But before we do that, we haveto do a quick few announcements.
This episode is brought to youby Walt Mills Productions.
Need to add excitement to yourYouTube videos or some expert
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your content shine.
So I'm so excited we got to getour guests on.
Now we got all that mouthfulout, I get to get my guests on.
It's going to be so much fun.
So for nearly three let's seethree decades Damon Limby has
(01:52):
led LearnIt through theever-changing L&D landscape,
gaining insight into what works,how great leaders learn and why
LearnIt.
All companies outpace theircompetition.
So, damon, welcome to Behindthe Dreamers.
I am so excited to chat withyou today.
Damon (02:06):
Jennifer, thanks for having me here.
I'm excited to be here.
Jennifer (02:08):
It's going to be fun.
We had to add to get all thatwhole mouthful out in under like
two minutes.
Damon (02:13):
You did it.
Jennifer (02:15):
It's a lot.
The intro is always a lot, soso fun, all right.
Well, let's talk about this.
I know I got to chat with youon Makers Bar already, so we've
gotten to kind of know eachother a little bit through the
podcasting platform and lovewhat you're doing.
But for our audience on thisshow they don't know who you are
yet.
So let's talk a little bitabout LearnIt and give us kind
of some insight on what that isand how you're helping your
clients.
Damon (02:34):
Sure, so I'm Damon Lembi.
I'm the CEO of LearnIt, whichis a corporate training company.
I live out here in the Bay Area, San Francisco, California, and
LearnIt helps organizationswith.
We do mostly virtual training,some in person, but customers
turn to us when they're lookingto onboard new managers, maybe
(02:55):
people who are going intoleadership role for the first
time, or they want to build acontinuous, you know, a learning
culture, or they have specificareas that they need improvement
on, like communication or evenmaybe becoming more efficient
with Excel.
So we work with their teams andwe build out training programs
and we help them, you know,reach their goals and outcomes
(03:16):
that way.
We've been around for quite awhile.
You mentioned it.
I mean close to three decades,28 years, and it's kind of
exciting.
I never, never thought I wouldbe here, but you know we've
helped upscale close to 1.8million people.
Jennifer (03:31):
At this point, Wow yeah, and leadership is so
important, especially whenyou're you know, because a lot
of times I think we talked aboutthis before in companies like
sometimes people just sort ofget kind of put in that position
, right, like they've never beenin a space where they they've
had.
They've maybe had a little bitminimal leadership or maybe none
at all, and now all of a suddenthey're leaders and they're
like okay, what do I do?
Right?
Damon (03:51):
Absolutely.
I mean, you could, even, youshould even take it a step
backwards, you know is thatbefore you put somebody this is
for a bigger organization beforeyou put somebody in a
leadership position, I thinkit's important to have a
conversation with them to makesure if leadership is the
direction that they want to go.
You know I work with a lot of.
(04:11):
You know I mentor a lot ofindividuals a lot of times in
sales, where you're a topperformer in sales and their
leader calls up and says hey,you know I want to promote you
into a leadership role andthat's it's not.
It's not for everyone all thetime.
You know so because, as youknow, it's a different set of
(04:31):
skills.
So that's something to thinkabout.
But, yes, if you want to be inleadership and then you need to
work on those skills that willhelp you with that transition.
Jennifer (04:43):
Yeah, now in your right, sales and leadership are
very different things and just,you can be great in what you
know.
Great in sales doesn't equatebeing great in leadership.
I know I've been in sales andyou're right, they're not the
same, so you got to be equippedfor that.
So, and that's great.
I think what you're doing isawesome and everything's changed
too much now.
You know, post COVID, likeeverything's kind of gone to
that virtual space now and it'sgreat in some ways because I
think you can work more, makegreat use of your time right and
(05:06):
cover more area and be able toassess more.
You know, get to reach morepeople that way.
Damon (05:12):
Absolutely.
You know, both for our business, where we can get our get a
little bit greater reach, butalso for our clients businesses.
You know, when we first wentremote virtual training at the
beginning of the pandemic, oneof the nice things about taking
classes with LearnIt was itallowed for that social
connection.
You know there's a lot ofisolation back in the day and so
(05:35):
this was a way for people to beable to connect and communicate
and a lot of times if we doclasses you know private classes
for just their organization,they can have senior leaders
that they've never had access tobefore sitting in classes with
them.
So it was a it was a big helpand a big change.
Now, since the pandemic, Iwould say about 15% of our
(05:58):
business is in person.
The majority is still.
People have adapted which I'mgrateful for to the virtual
platform.
Jennifer (06:07):
Yeah, makes things a little bit easier, I'm sure in
the end, so a lot easier.
Yeah, awesome.
I'd love to know, because Iagain I know you and I talked
off, so I know a little bit ofyour back end story, but
obviously you were in baseballand so you bring a lot of.
You know the mindset that comesfrom that.
So tell us a little bit abouthow you got into this learning
like, how this came about foryou, because you guys been
around for a while.
Damon (06:27):
Been around for a while.
So my back story is like I said.
I grew up in the San FranciscoBay area.
I put a lot of emphasis onplaying sports.
You know my dream was to be aprofessional baseball player.
I was lucky.
Out of high school I got drafted, actually by the Atlanta Braves
and I had a big decision do Icontinue, go to the minor
leagues or go to college?
(06:48):
And I chose the college route,and a lot of it, jennifer, was
because I really was atPepperdine University and I
really believed in the visionthat our coach had.
You know, coach Annie Lopez.
You know he had the vision likewe're a small division, one
school, but we're going to winthe World Series and here's how
we're going to do it.
So I got really behind that andwent to Pepperdine, ended up
(07:10):
getting hurt and left.
When I ended up at ArizonaState, where I played baseball
and you know I was ready to moveon to the next stage of my
baseball career After my senioryear, I didn't get drafted again
.
So here I was, 22 years old,and I was a little unsure what
do I do next?
My identity was always as abaseball player and so I wasn't
(07:34):
really sure if my skill set wastransferable in the next phase
of my career.
I was lucky.
I come from a family that had alarge real estate background and
a lot of different businesses,and one was my dad, walt Lemby.
I thought about him when youwere talking about your sponsor.
The photographer named Walter.
I love that name.
I named my kid Walt so littleWally.
(07:58):
So anyways, I took a job as areceptionist at this company
called Learnit, just because Iwanted to get my feet wet in the
business world.
And over the next seven years Ikind of worked my way up.
I taught classes, got involvedwith the IT stuff and did sales.
And when the CEO for Learnit atthe time wasn't working out, I
(08:20):
threw my hat in the ring and Ipresented the board.
I said give me a shot.
And I explained my experienceand my dad was like all right,
kid, you got it.
And so it just happened to beright around the time that the
dot-com was doing really welland I was easy to be a CEO then.
And then all of a suddeneverything just fell apart and
(08:41):
there's just been tremendouslearning lessons throughout that
journey that I share.
I have a book called the Learnit All Leader and I share some
of the experiences, thesuccesses and failures that I've
learned through Learnit andsome of the leadership lessons
that I got from playing forthree Hall of Fame baseball
coaches, which is pretty muchhow I modeled my leadership
(09:04):
style over the years.
Jennifer (09:06):
That's awesome, yeah.
So, alana, I'm listening toyour story too.
It's what I'm taking away from.
This is just the idea of it'salmost like the other day I
interviewed or a few weeks ago Iinterviewed a gal that I just
released and she does sports.
She has a podcast where shetalks about sports and how to
bring it into the conversation,but she worked as an intern on
(09:27):
the Diamondbacks and it was tosay she came in and worked as an
intern and then ended upbecoming, I guess, the division
head of the department wherethey were doing all their
outreach like their PR work andstuff, and so it's what it made
me think of.
She kind of got in there andworked her way up through this
and then ended up she had abroadcasting, went into PR and
now she's doing this wholepodcast on talking about sports
(09:49):
and how to make it part of yournetworking game and how you can
open up dialogue with it.
So the whole idea of justmaking the opportunity, putting
yourself out there right for theopportunity and then taking it
and working your way up to thisleadership role, yeah, and for
you entrepreneurs out there whoare starting your own thing.
Damon (10:10):
It really helped me a lot because I was doing all the
different.
Even if you have a small team,if you're doing all the
different facets of the workhelping out with accounting,
understanding, marketing thenyou could be more empathetic and
you put yourself in thosepositions and you can relate to
the individuals on your team onwhat they're going through and
you can help them that way too.
Jennifer (10:31):
Yeah, I agree with you .
What was maybe some of thechallenges that?
Maybe you can think back in thebeginning, when you were
working up to this, getting tothe CEO position, like what were
maybe some of the challengesyou had to overcome.
Damon (10:44):
Well, for me, really, one of the first challenges was
this was a family business,right, and at the time there's
only 15 people working there,but I wanted to prove that I
belonged, not that I was just mydad put me in a position.
I had to prove that I couldroll up my sleeves and
contribute.
That was a challenge.
And then, as time went on, asin any small business, the
(11:09):
regular challenges how do youcompete with the bigger players,
how do you make sure you cancover payroll so there's a lot
of challenges that come alongthe ways, and I think what I've
been able to do to the best ofmy ability is learn from the
(11:31):
mistakes you make early on andtry not to duplicate those
mistakes.
Try new things, but also,jennifer, try to surround
yourself with great talent.
I'm really fortunate, and thething that I care most about
learn it are the people I'veworked with over the years, and
as a small organization in theBay Area, it was really hard to
(11:52):
compete with Salesforce, google,facebook for talent, and so I
would typically find people whowere less experienced but had a
lot of potential, bring them onboard, knowing that I can only
keep them for maybe a couple ofyears, but it was like a
training ground for them, giventhe opportunity and the tools to
try things out, learn, getexperience whether it's in sales
(12:15):
or marketing or anything andthen kind of let them go on
their way.
So those are some of thechallenges that I've experienced
, especially trying to capturetalent and retain talent at the
beginning.
Jennifer (12:29):
Well, and one of the things for our audience it's
listening to this.
I talked to Damon on Makerspart, so one of the things I took
away from that interview wasreally the talk that we had
about putting people in theright places and the culture,
which is funny because I talkedabout core values, because I
believe strongly that corevalues are probably one of the
most important parts of acompany.
Like, if you don't know yourcore values, how do you run an
(12:50):
effective company?
But you said something too.
I think finding the rightpeople and I think that it gets
back to you can teach somebody askill, but you can't create the
culture unless they're part ofthat culture.
They have to be in alignmentwith those values to create the
right culture that you want inyour organization and then you
can teach them the skills thatthey need if they're open and
(13:11):
willing to learn right.
Damon (13:12):
Absolutely, and it's interesting that you say that
because I was thinking aboutthat when you're going through
your introduction.
Yeah, I always recommend to theclients we work with and
ourself is to live by your corevalues.
And the core values shouldn'tjust be something you stick on
the wall and nobody remembersright?
So when we're looking tointerview people or hire people,
(13:35):
a lot of times I believe we canteach you the skills.
We could teach you how to makebetter prospecting calls or
teach classes or whatever yourrole is.
But what you can teach is someof those values right, is
somebody a lifelong learner?
Will they embrace change?
Are they going to be stuck intheir status quo?
(13:56):
Will somebody takeaccountability?
Will you rally around your team?
All those things.
And we really look at that.
We look at that first and ifpeople fit the type of culture
that we have, then we couldbring them in and help them,
up-level them on the skills.
I don't know if we talked aboutthis last time, but one of the
(14:19):
secrets I don't have any secretsauces, but how we have been
able to build great teams overthe years are just referral
channels.
I think everybody a lot ofclients, but mostly our
employees they know what it'slike to work at Learnit and they
know the type of environmentand culture we have and so when
they come across somebody thatthey think it's a good fit,
(14:41):
they'll send them our way andthat really helps.
I think that that's a great wayto build your team is through
your network of people who havecome through your organization
and then from there, what we didtalk about is trying to figure
out what people's strengths areand then pivot and focus them in
(15:01):
their strengths.
I've got a great story in mybook about this gentleman named
Joseph Patti.
He was referred to us by ourold HR manager.
When I mean old, I mean shedidn't work there anymore, she
worked there previously andshe's like I got this guy, he'd
be fantastic.
You got to interview him.
He came in perfect fit, culturewise.
(15:22):
We started off in sales.
He really struggled but insteadof just saying hey, this part
weighs him, and I sat down andsaid where do you think you can
contribute to at Learnit?
That would be really helpful?
And he said I studied, I was anactor prior to coming here and
I also really enjoy computersand five plus years and Joe's
(15:46):
been one of our top performingMicrosoft Office instructors
pretty much of all time, but asa leader, it's important to
listen and get curious and whenyou have somebody who you think
is a good fit for your team,when possible find a position
that makes sense for them.
(16:07):
And I just think it's easierthat than trying to focus on
weaknesses, which are sometimesreally hard to.
It's like pushing a rock up thehill sometimes trying to
improve weaknesses.
Jennifer (16:18):
Yeah.
So in all of that, what I'mhearing is we're gonna go for
let's make sure they're a goodfit, let's get make sure they're
on board with our values andour culture, and then we can try
to.
Let's hone in on thosestrengths and figure out where
to place them, in that order iswhat I'm hearing you say.
Damon (16:33):
Absolutely, especially if you're a small business.
If you're a small business andyou're bringing people on
relatively early in yourorganization, it's important
that they're a fit.
Jennifer (16:45):
Yeah, I agree with you on that too, and I think
because I, while you're goingthrough all this in my mind, I'm
like it's like the person youhave in the office that like
you're trying to give them somehelp on how can we help?
You know you'd be better atwhatever, like it's kind of like
what I used to say in thenetwork space you can teach
someone a script, but if theirattitude sucks on the phone, it
doesn't matter what the scriptsounds like, because it's never
(17:06):
gonna come across appropriatelyright, and if you know how to do
this, you probably aren't evengonna need a script, right?
So it really is.
It has to be about.
They have to be.
The values have to align,because if they're growth
oriented, then you're gonna beable to adapt and give them
ideas and be able to put them inplaces where they can continue
to grow.
And if they're not, you're notgonna get anywhere.
They're gonna it's gonna getshut down.
Damon (17:25):
So Very simple, regardless of how much
experience they have, andespecially if they work at some
Fortune 100 company and theycome in like they got it all
figured out.
Let me just give you a littletip.
It's probably not gonna work outin your organization if you're
growth oriented you know, it'skind of a you know, learn, it
been around 28 years, but we tryto have a little bit of a
startup vibe right.
We always wanna continue toiterate and grow and try things
(17:46):
differently and if you don'thave the mindset to do that,
then you just not gonna be agood fit.
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Jennifer (18:54):
Ready to shine brighter than light.
Well, and I think that's what Iwas impressed when we talked
the last time.
These are a lot of thetakeaways I take on.
It's interesting because herethere's a company I don't know
if I shared this with youVerySpace.
They do the standing desk.
You know the stand-up desk.
I visited their office.
I know somebody that workedthere, so I went there and I
walked into the organization.
It's a pretty big place andthey take over 1-4, and they
(19:15):
don't really have offices.
They have these, theirconstruction there's like these
I don't know what you call them,like these plastic things or
whatever.
So what I'm saying is they'reall in these little groups,
community like group, and theydon't all work on the same days.
They do this, some work someday, some show up this day.
But when I walked in I willtell you this when I walked in
there, I could tell immediately,when I walked in there, I could
(19:36):
just feel the vibe, like I'mlike these people like it here.
I could just feel that energywhen I came in there and I was
like this would be a cool placeto work.
If you're looking for a placeto work.
Well, what's interesting is Iput up a poll, I think the guy
that I was there taking apicture.
We put a post on LinkedIn andso the CEO of the company and I
are following each other onLinkedIn and so every day I see
his post and every day he's likepraising his people.
(19:59):
He's doing all these things andI'm like, okay, I get it.
I can see why this guy is avisionary and he's looking at
this organization as the wholeteam.
Right, it's the whole.
How do we collectively moveeverybody and make sure
everybody's feeling good andbeing or not I don't say feeling
good, but being effective atwhat they're doing and a place
where they feel good?
Damon (20:20):
Yeah, you should have him on your show, if you haven't
already.
Jennifer (20:23):
I know I haven't gotten him on yet.
I do need to get him on there.
He's a great guy.
But it just makes me think ofthat on all these things you're
talking about, because I think,culture is important.
Damon (20:31):
Totally.
There's two things I heard outof that.
I do say so.
I've always told people overthe years If you're coming into
the office and you're like, ohman, this is miserable, I don't
want to be here, or, turning onthese days to turn on your
remote camera, I don't want tobe here, either go to your
manager or go to me and let'stalk about it.
Let's see if there's somethingwe can do to.
(20:52):
You know, pivot, put you in anew role, or I Look at it as
that.
Your organization, you're ateam more than a family.
So there, you know, loyalty isimportant, of course and for,
but that doesn't mean you'restuck here for your whole career
.
You know there's, there'scertain times where, hey, you
know, maybe it's time to move on, and if and if you're not
(21:13):
excited about what you're doing,then maybe it's time to move on
.
Now.
The other thing that youmentioned, which I think is
really important and I learnedthis from my baseball coaches
and other people Is it, when youhave success, celebrate your
teams wins, give them the wins.
You know, just like that CEOyou mentioned, it sound like
he's posting things about hey,my team did this, my team did
(21:35):
that.
You know, I've had greatcoaches.
I've had bad coaches.
One of bad coaches that comesto mind.
Whatever we are successful, hewould take all the credit.
You know it was his pitchingmoves, it was just his strategy.
But when things fell apart, youblame it on the team and this
guy missed a ground ball.
Damon struck out with two guyson whatever it is right, and so
(21:56):
those are some experiences thatI learned.
Managing leading is when we havesuccess.
I want to give it to my team, Iwant to celebrate their wins, I
want to be great gracious andgratitude for them.
But if things don't go well, asa leader, you take.
You own it.
You take it.
You know it's yourresponsibilities.
Hey, you know what?
I'll take the blame for this.
(22:16):
Let's figure it out, let's moveon.
I think it goes a long way withbuilding the type of culture
that that gentleman you werespeaking about and hopefully
Learn it will always continue tohave here.
Jennifer (22:28):
Yeah, that's, that's good advice and, yes, I agree
with you on all of that, andthere's nothing even Like
exciting about a leader thatdoes that.
It takes all the credit,because you most of us know that
when you're giving credit toyour team, they know what, how
your team got it like.
They didn't get it on their ownanyways, because this is a
whole team collective effort andyou have to have leadership
involved.
But it when you're I will saythose are for me, or which week
(22:49):
leaders like it, when they haveto do that, take the credit for
everything you know.
Damon (22:52):
So, and when you give, when you give credit to your
team, they're gonna be out therelooking for other ways to make
your organization better.
They're gonna be coming to youwith ideas, they're gonna be
giving you feedback.
But if you're not, if you'rejust gonna put yourself in front
, then they're gonna be like,well, why am I wasting my time?
You know I'll come here, I'llget my paycheck and I'll and
(23:12):
I'll move on.
Jennifer (23:14):
Yeah, then you get the quiet quitting right and that's
where you and that's what youend up with.
So this is all good, damon, Ilove it.
So out of all of this what'sbeen going on you know, the
whole thing with learning madethe basebook, or what do you
feel like has been the biggesttakeaway for you, like what's
what's been the learn momenthere?
I'm sure there's several well,I would.
Damon (23:32):
I would say One big one and it's kind of like this theme
of my book is, you know, I Saygreat leaders aren't born,
they're not made, they're in themaking.
You know, and I and it's like Ididn't get an Ivy League degree
, I didn't, you know, I neverthought I'd end up in the
position I'm in.
But the biggest takeaway for meis that, just like the
(23:54):
entrepreneurs, your listenersout there, you can do this.
If I can do this, you can dothis.
You know, and it's throughTrials and tribulations, trying
things out, making mistakes, nottaking yourself too serious,
having a great team, you beingresilient, I think so that's
really I, that's really to me.
If I, if I had a find a roll itinto one main takeaway.
(24:16):
That that's, that's what, whatit is really.
Jennifer (24:18):
Yeah, yeah.
And it also like having a greatteam, right like picket,
surrounding yourself with goodPeople that are, yeah, in
alignment with what you're doing, and I mean there's nothing
like being in the crowd withpeople that are.
It's not that you don't want totake, you learn from every.
I feel like you learn fromeverybody that comes into your
space, but you don't necessarilywant to take the advice from
(24:39):
everybody that comes in yourspace.
So be maybe discerning aboutwhere you take information.
Damon (24:44):
Right like pick should pick a choose the advice of I
think you want to surroundyourself with a great team and
you want to be aligned on yourculture and your values, but you
want to have diverseperspectives.
You know different ways to lookat things and that took me a
while, you know.
I mean early on in my career.
Yeah, I wanted everybodyconfirmation bias.
(25:05):
I wanted everybody to justagree what I had to say.
But over the last 10, 15 yearsI've learned to become more
curious and better at listeningand it gives people the
opportunity to challenge andmaybe you know some of my
choices are decisions aren't thebest way to go about it and if
you have people who thinkdifferently and want to try
different things, then you knowyou could.
(25:25):
You could evolve a lot morethat in that way.
Jennifer (25:28):
Yeah, I agree with you on that, I agree, all right,
one other question I want to askyou before I ask you some fun
ones.
I'd love to know how you defineand you can do this both for
learning and yourself, becauseI'd love to hear your
perspective on both but how youdefine success for the two.
Damon (25:43):
How I define success for learn, it is that we are having
an impact on our customers andour employees.
You know, to me you know it maybe sounds a little cheesy, but
it's really like our vision.
My mission or vision here forus is to build better leaders of
the future, you know, and thatwe're that we're helping do that
(26:05):
through upskilling people withwhat we do.
And success is also that wecreate a that's from the
customer side the only employeeside that we create a
psychologically safe, funenvironment that's collaborative
with teamwork.
You know, and it's really Icouldn't be doing this, jennifer
, after 28 years, if I didn'tfeel like we had a great team
(26:27):
and I enjoyed coming to it allthe time.
Success for me is you know, Italked about this beforehand,
before we got on I've got twokids.
I got a great wife, two kids, asix year old and a two year old
.
To me, I just want to be ableto be the best dad possible, you
know, and a good role model,for I lost my dad in 2010 to
cancer, but he was a great rolemodel, great idol for me.
(26:49):
My mom's awesome she's stillalive, but I just want to be
that for my kids.
You know, and to me, if I'mable to be a great role model
and lead by example, then that'ssuccess personally.
Jennifer (27:01):
I like it.
That's my favorite question, Ifeel like we all, we all kind of
say the same thing.
Yes, you did Good job OK.
I feel like we all kind of sortof say the same thing but we use
just a little bit differentwords on it.
You know what I mean it'sreally about.
I always feel like it's likebeing able to.
It's either like make adifference and what.
You kind of said that with yourclients, right, and I like that
.
You said psychologically safe.
(27:21):
I'm like that is so good.
I have never had anybody saythat, but that is so important.
Psychologically safe, right, itmeans you foster difference,
you allow people to communicate,say I love it, yeah.
Damon (27:31):
Because I want what I mean.
Why do you mean by?
That is like I want people tobe able to contribute, to come
with ideas, and not just Bashthem away Like oh, that's dumb.
Ad (27:40):
Safe, you know.
Damon (27:40):
Yeah, yeah, feel safe to you know, very quick story we I
was recording something.
I have this great little mediateam, because you know, which
has done a great job.
We have over 600,000 YouTubefollowers.
One day we're recordingsomething and it was me, I was
one that was being interviewedor whatever, and it just didn't
record right.
(28:01):
And you the a gentleman on myteam who's head of the media
team called me up and he tookownership of it, you know, and
he said I messed up, this is onme, we're going to fix this to
make it better.
He felt comfortable enough todo that, which I thought was
really cool, when he could havejust blamed it on the technology
or something else, right?
So that's what I mean bypsychologically safe.
(28:21):
Did I, did you know, and thenjust blast them?
Jennifer (28:25):
Yeah, beat him to the ground.
Yeah, well, there's not thatthat happened where I video
recorded.
I had to go back to somebodyand say we messed it up.
You know like we screwed up,we're going to try to fix it.
You know what could happen.
You know, yeah, and you don'twant to go do that, and
somebody's like oh my gosh, whatdid you do Right?
Ad (28:39):
We don't want that.
I love it.
Jennifer (28:41):
I love it.
But I love what you also saidabout the family to being, you
know, a leader for your boy,your children and all of that.
They're boys, right, you havetwo boys.
Damon (28:48):
Lucy and I have Lucy, who Lucy and I went to see the Lion
King's weekend, which wasawesome, and I have Walter named
after my dad, who's two.
Jennifer (28:57):
I got the Walter.
I may have missed.
You may have said Lucy.
I may have missed that.
I did I apologize and my brainis like I'm listening to you all
and I'm like I'm having to pullit all in there.
So good stuff.
But I love what you said aboutthat too, because I do think
that is important.
I do think that comes down toleadership as well, because,
totally Coming from mybackground, we always said
everything is caught more thantaught.
So like they pick up oneverything that you do good and
(29:18):
bad, right and then they replayit to you when they get to be
teenagers and adults, they letyou know everything.
Damon (29:24):
Well, you know I mean Lucy's six, and sometimes maybe
I use a little profanity whatshe's showing, but she catches
it every time too, they do andshe's very quick to let my wife
know daddy said a bad word, youknow so.
Jennifer (29:38):
Yeah, yep, they get it , they get it.
Damon (29:41):
So put stuff Like little parents yes, they are.
Jennifer (29:44):
Well, this has been fun.
I want to ask you a couple offun questions because I love
this part.
I think this is the part wherewe get to sort of show more
authenticity, which Not thatwe're not doing that through
this whole show.
I always say this is real talk,and we talk about the good, the
bad of you know, being inleadership positions and you
know it's obviously more goodthan bad, but we know there's
stuff that goes with it.
So, but I do want to ask yousome fun questions because I
(30:05):
think this is my probably mymost favorite part.
So I would love to know, asidefrom your book like yours,
because I know you've I'mlooking at all your books back
there, maybe one or two booksthat may, I would say, have had
a profound effect on you.
Damon (30:19):
So so yeah, a couple.
My favorite book of all time, Ithink, was a book called Losing
my Virginity by Richard Branson.
Sir Richard Branson, you knowI'm a big fan of all his work.
I love his book, his Storiesand His Style.
More recently, the two booksthat I've been recommending the
(30:41):
most to people are Range byDavid Epstein.
I don't know if you're familiarwith that, but it's about being
more of a generalist than aspecialist.
You know it's trying new things.
A lot of people come to me allthe time like I want my kid to
be a major league baseballplayer.
He's playing baseball 24 seven.
I recommend that book because Ireally believe that you should.
(31:02):
You know you should have abroad perspective of things.
And then the other book thatI've for anybody who's in sales
of any type of sales I reallylike this book out there called
Jolt Effect by Matt Dixon.
He's a gentleman who was one ofthe co-authors of the
Challenger sales and Joltifex isvery interesting and it's about
(31:23):
really understanding how toanticipate objections that
customers would have and that55% of the time when you lose a
deal, you lose it to nodecisions instead of a
competitor.
So it's a really fascinatingbook.
So those are my three.
Richard Branson, any of hisstuff Range.
(31:44):
David Epstein and Matt Dixon'sbook on Joltifex.
Jennifer (31:48):
It's good, I did not know about those.
But you know, I always likethis question because you can
get a whole book list.
If you just get to the end ofmy podcast and get that, you can
get an entire book list.
Damon (31:56):
And that's a new bookshelf I have back here.
Jennifer (32:00):
I see all that.
Yes, I see it back.
It's not gonna be done yet,yeah, that's awesome.
All right, I would love to know, since you played baseball,
which favorite baseball team.
Damon (32:07):
Oh, just a local team, san Francisco Giants.
You know the funny thing isabout it is like sure, I like
baseball, but I don't even fallin as much as I used to.
That was a different part of mylife, you know.
I still know more than mostpeople.
But of course, San FranciscoGiants Gotcha.
Jennifer (32:23):
Gotcha.
Well, I'm not a big, you knowit's funny.
I live in Dallas, I'm fromHouston.
I'm not a big sports fan at alland you know, in Dallas
everybody's about the Cowboys.
It's like big time here, Okay.
So here's funny because I grewup in Houston, I moved in Dallas
in 2004.
So you know, in the rock or,excuse me the Astros and the
Rangers went to play, I wascheering on the Astros and I'm
(32:43):
still a rocket span, and so yeah.
Damon (32:47):
I like it.
I like the old school Rocketswhen they had a Kimmel Lodge.
I want to imply Drexler andthose guys, yeah, go ahead, I'm
sorry, no, I was.
When I was in Texas recently.
I wanted to go to a TexasRangers baseball playoff game.
I just barely missed it.
Bruce Bochi was their manager.
He won a bunch of World Serieswith the Giants great leader and
(33:10):
sure enough I didn't get to goagain.
But sure enough the Rangers wonthe World Series this year.
Jennifer (33:17):
Yep, yep.
So I was going to tell you afunny story about the Rockets.
So when, back when, like earlyyou know, 90s, when they went to
the playoff and they were allin there, well, towards the end,
almost about, I think I want tosay like 98, 99, I was a Robics
instructor and so I taught at afacility out there I can't
remember the name, it was likeWestside Tennis Club or
something, but it was owned byMattress Mack gallery furniture
(33:39):
in Houston and his wife.
Well, the Rockets used to trainthere with Rudy T and the back,
and also the women's team wasthere, the comments, and so I
used to see them come in thereall the time.
When I'd go in there and I'dhave all these little, you know,
like it was very small Robicsclass, I'd have these little old
ladies come in there that Iteach, but I'd always see them
in there.
So, anyways, but yes, I like.
Damon (33:58):
Who's your favorite?
Rocket back from the day RalphSamson.
Jennifer (34:05):
No, I actually liked I burned Maxwell because he was
kind of robbery, because theywere kind of, but there was a
lot of them.
That that's about.
That probably was the time thatI knew the most players on that
team was around that press, hepulled out.
Damon (34:19):
Pulled out those two, not the large one, the easy one, so
we're not going to point or oneof the.
Jennifer (34:24):
it was one of the playoff.
I don't know if it was a night,I think it was a 94.
I can't remember.
It was one of the playoffs atthe end and yeah.
Anyways, I don't watch muchsports.
That's the only time I think Iever paid attention to it.
So now if I just go, it'sbecause we got tickets to go
somewhere and I'm going to gowatch a game and I have to be
there to watch it in person.
Damon (34:39):
So I don't watch as much sports Now.
I see mostly Paw Patrol orFrozen or you know stuff like
that the days.
Paw Patrol, that's great I geta chance to catch the Forty
Niner's game.
I try, but a lot of Paw Patrol,a lot of Frozen.
Jennifer (34:54):
Okay, I'd love to know .
Guilty pleasure food, what'slike the one thing.
Damon (34:58):
Yeah, well, I mean unfortunately probably too many,
but I have to go with one.
I'd probably say Pop Tarts.
Ad (35:04):
Pop Tarts.
Jennifer (35:05):
I haven't had that one yet.
Damon (35:07):
How do you not love Pop Tarts?
Jennifer (35:08):
I'm like a sad old love of them.
I just don't eat them veryoften.
But my dad loves Pop Tarts.
I probably eat them a lot.
Damon (35:14):
No, I don't eat them often, but typically if somebody
wants to, you know, kind oftease me or something like my
sisters for my birthday will getme like a present, but also
like a thing of Pop Tarts youknow, you know that I can't
really, you know, stay away fromif they're around, but I try to
keep them not around.
Jennifer (35:33):
Okay, so now I'm going to end with this.
Is there anyone flavor that'sbetter than the other in the Pop
Tarts?
Damon (35:39):
Oh gosh, I don't know.
Jennifer (35:40):
You know whatever, no, I think you're all good, you
just dig in like s'mores, likewhatever.
Damon (35:44):
whatever you know, I, you know, whatever I don't know.
But okay.
Jennifer (35:49):
well, I must say this if I'm getting a very guilty
pleasure, you know that is aguilty pleasure, but if I'm
going to eat Pop Tarts, I wantthe icing on.
Damon (35:56):
I want the icing on, but that part's a given.
Jennifer (35:58):
Yeah, I mean yeah.
Damon (35:59):
I like.
I like that yeah.
Jennifer (36:01):
Not going to be like.
Not going to be like I'm goingto eat the Pop Tarts but we're
not going to have the icing.
We're going to be.
We're going to save a fewcalories and not have the icing
on the Pop Tarts.
Damon (36:07):
You know I did.
We're probably talking aboutPop Tarts too much, but I'm also
fine not toasting them either.
Jennifer (36:14):
Hey, I told you this is the most important part of
the conversation, the mostimportant part of the podcast.
I will leave it with this aboutthe Pop Tarts.
So I actually looked one timeto see if there was much
difference in the caloriesbetween icing and no icing.
It's not a whole lot, just soyou know.
Damon (36:28):
How about?
What's the difference between aPop Tart and, like, a Celery
Stick?
Is there a difference?
That's probably quite adifference.
Jennifer (36:34):
Otherwise, unless you start, doing Celery Stick with,
you know, dressing andeverything.
This is so fun.
Ad (36:39):
Hey, damon this is very great.
Jennifer (36:40):
I've enjoyed chatting with you and I would say that
this, in part, is always fun.
But they get to hear it likethey know.
You love Pop Tarts.
Now, but to our audience.
Somebody wants to get in touchwith you.
Maybe they want to learn alittle bit more about LearnIt.
Maybe they want to pick thebook up.
Whatever, where do we want tosend them?
Damon (36:54):
So the easiest probably best is connect with me on
LinkedIn at Damon Lembe, and ourcompany website is LearnItcom
L-A-R-N-I-Tcom.
If you happen to see a class onthere that you like, you can DM
me on LinkedIn and I'll giveyou a code to a free class
(37:15):
Anything from emotionalintelligence to Excel.
And then, finally, my book, theLearn it All Leader, is on
Amazon, barnes, noble oranywhere that you get books.
Jennifer (37:26):
Very good, awesome.
Well, thank you for jumping onhere and doing this next
interview like doing another onewith me and sharing all your
good stuff and your wisdom andall that great stuff.
I appreciate your time.
It's been fun Well thanks forhaving me.
Damon (37:37):
I really enjoyed it.
Jennifer (37:39):
Awesome, awesome.
If you want to stay up to ouraudience.
Of course, if you enjoy ourshow, head on over to Apple.
You can give us a review overthere.
Hit the subscribe button on theYouTube so we can keep sharing
all these fun stories.
And with that, I do want tosave what I always say in order
to live the extraordinary, I'mgoing to start.
Every start begins with adecision.
You guys, take care, be safe,be kind to one another.
We will see you next time.
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