August 9, 2025 • 53 mins
Meet Christopher Eaddy 🧠📚 & Lisa Oborne 🌿🤝—the powerhouse duo behind Cues for Leadership and The Biology of Business. With over 60 years of combined coaching and leadership experience, they’re transforming how managers and executives navigate disruption, burnout, and change. From decoding team communication 💬 to aligning business systems like a healthy body 🫀, Christopher and Lisa share practical, science-backed tools that help leaders lead with clarity, empathy, and impact. Whether you’re a CEO, a rising manager, or a change-maker in the making, this conversation is your blueprint for thriving in today’s fast-paced world. 🚀✨
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Episode Transcript
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Speaker 1 (00:00):
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(00:23):
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Speaker 2 (00:43):
Good morning, Good morning, good morning, and what is going on? Guys?
Speaker 3 (00:47):
Welcome to another incredible episode of Vigilantes Radio live right
here on iHeartRadio, and I am your host, Deanie. This
particular episode is pre recorded and I can't wait to
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subscribe to the show. You'll be the first to know
and I always appreciate that. Before I introduce my guests,
(01:10):
I just want to say, this is the frequency of
the fearless. You know, leadership isn't just about the titles,
the corner offices or the strategies scribbled on a whiteboard.
Speaker 2 (01:23):
It's about life. It's about energy.
Speaker 3 (01:25):
It's about the pulse that runs through every conversation, decision,
and action. When we stop managing like machines and start
leading like living systems, everything changes. Today we're diving deep
with two voices who live and breathe. This truth given
leaders a framework to heal, grow, and thrive in disruption.
(01:51):
You're not just here for a talk show. And this
is just radio. This is Revival for your mind, body,
and spirit, Vigilantes Radio Live.
Speaker 2 (02:01):
My name is Coach Deani, and change is possible. Are
you ready?
Speaker 4 (02:13):
Are you ready?
Speaker 2 (02:19):
Are you ready to read?
Speaker 4 (02:25):
Are you ready?
Speaker 2 (02:30):
Well, let's go They'll go.
Speaker 3 (02:33):
All right, all right again, Welcome to the show. You're
listening to VRL. That's Vigilantes Radio Live right here on
Iheart's Radio, and I am your host, Deani.
Speaker 2 (02:43):
Our interviews are designed to go beyond the music.
Speaker 3 (02:46):
News, books, art, acting, films, technology, education, entrepreneurship, entertainment, spirituality,
and sometimes even past that thing that we call the ego.
Our interviews are designed to go behind the scenes into
the minds of these brilliant human beings, you know, the
ones who are out there giving it They're all for me,
for you, and for the world.
Speaker 2 (03:07):
Well, ladies and gentlemen.
Speaker 3 (03:09):
Our guests today are redefining leadership for the modern age.
Speaker 2 (03:14):
Christopher Edie, license NLP trainer.
Speaker 3 (03:18):
Author of the Biology of Business and Behavior Strategists, has
worked alongside icons like Tony Robbins and Stephan Convey.
Speaker 2 (03:28):
To help leaders thrive from the inside out.
Speaker 3 (03:31):
Lisa Oborn, executive coach and the genius Wisdom Carrier and
Corporate Strategists, brings decades of experienced bridge and high pressure
performance with human centered leadership.
Speaker 2 (03:44):
Together, they equip leaders to lead like.
Speaker 3 (03:47):
Living systems, not machines. So please join me in saying
welcome friend to Christopher Edie and Lisa Obard. Good morning,
good morning.
Speaker 5 (04:00):
Thanks, good morning, Thanks for having us.
Speaker 2 (04:03):
Absolutely, how are you guys doing this morning?
Speaker 6 (04:07):
Absolutely super feeling great, Glad to be alive and glad.
Speaker 5 (04:12):
To be able to think about the things that I
think are really important for people.
Speaker 2 (04:18):
Absolutely, which is.
Speaker 6 (04:23):
Every living thing, including organisms and organizations, because they come
from the same word, is either growing or it's dying. Humans, businesses, animals, trees, plants.
If it's not growing, it's dying. I think that's the
most important thing for human beings, because once we start
that process of atrophy in the brain, etc. No more plasticity, we're.
Speaker 5 (04:46):
On the road to die. It's going to happen naturally anyway.
Speaker 6 (04:50):
But there isn't a reason why we should be sitting
still doing nothing, not thinking, not allowing our brains not
just to continue to develop, but continue to develop around
the things that are important.
Speaker 5 (05:05):
Is last time I checked. Work and organizations are important.
Speaker 2 (05:12):
That is right. That is right.
Speaker 3 (05:15):
And what you water will grow and what you don't
water will die.
Speaker 6 (05:20):
Yeah, we want people to understand their own need for
growth because most of us we do life as opposed
to live it. And when you're doing something, you're very
conscious about what you're doing, and oftentimes you really don't
think about I mean, when you're in your car, you
don't think about the car. You think about the road,
you think of other people. Sometimes you daydream and you
(05:40):
go way out of the car, but you're not thinking
about the car. So thinking, oh, this is my car
with four wheels on it.
Speaker 5 (05:47):
I got a steering wheel here, and now I hold
the steering wheel kindom in a center. I can stay
in the middle of this lane. That's the way growth
is for most potent things.
Speaker 6 (05:55):
Yes, we go to school, we're taught to learn. For
most adults, however, and you got to think about this.
Growth and organizations is near in the same way that
growth for humans is mirror. Organizations are comprised of living organisms.
Speaker 2 (06:13):
So the idea for us is that we.
Speaker 6 (06:15):
Want people to understand their growth, which starts in the
central nervous system.
Speaker 2 (06:22):
Indeed, please are you there?
Speaker 7 (06:27):
I am here.
Speaker 8 (06:28):
I was waiting for Chris to finish. I did not
want to interrupt. It's always great stuff that he shares.
And I think it's so important because we forget that,
especially when we're talking about the central nervous system, because
let's be honest, that looks after everything, right, and we
forget it so often and so often we don't realize that,
(06:50):
you know what, ninety five percent of our system once
we hit age thirty five is on autopilots, right, And
how do you grow if you leave every thing to
be on autopilot?
Speaker 7 (07:02):
How do you learn? How do you change? How do
you do things different?
Speaker 8 (07:06):
If you just continue to let it do the exact
same thing in every situation, the exact same way. And
I'll even look at when you get up in the morning.
Speaker 7 (07:15):
What do you do?
Speaker 8 (07:16):
You usually get up at the same time, you have
your coffee, breakfast, the same way, your shower, you go
to work, you drive the same route, you see the
same cars, you see the same people. How often do
we look for something different and do change?
Speaker 2 (07:36):
Are we on autopilot because things become repetitive?
Speaker 8 (07:43):
We're on autopilot because it's familiar and it's comfortable. And
a lot of people say they want change, they like change,
But where do we spend most of our life not
in change? And that's become so difficult for so many
because we're comfortable being come comfortable, even though we claim
we're comfortable being uncomfortable, and we're not.
Speaker 9 (08:06):
Yeah, all right, So before we get into the frameworks
and strategies, I would love to know what's been on
your heart and mins lately as you see progress happening
or are not happening.
Speaker 6 (08:24):
I think one of the things that happens in particularly
our discussions is because we want to be relevant and
we want to make sure that we're targeting, targeting the
right root causes. Is looking at the general world of
commerce and we see, you know, obviously terrors are impacting things,
and even before then where the people were anticipating it,
(08:46):
whether it was financial writing on the wall. When we
began to see mass layoffs and the resistance to return
to office, we started looking at, okay, what is this
doing with people? And one of the things that draws
a lot of the behaviors of business is fear. That's
not to say that we as an organ that don't
have fear or an organism, of course we do. It's
(09:09):
managing that fear. Just because the company says, hey, we're
going to be laying off a thousand workers, it doesn't
mean that it has to be you. There are things
that you can do to rise above normal or the normal,
to become a superstar. And it starts again with that
calibrating of the central nervous system. But for us, at least,
(09:30):
my observation in our conversation is just really paying attention
to what's going on in the world of work and
the hurt and the pain that people are feeling. And
that's what's on my heart is to help them move
past that because in some situations, they didn't create it.
Speaker 8 (09:52):
And I think that's a good point there, Chris, because
even when you brought up again and I think about it,
a lot being the return to office, and if you
think about it, and just what we talked about any saying,
you know, why do we go on autopilot and not change?
If you think about it, for that four or five years,
(10:13):
what you saw on the media was oh, my working remote,
working from home. However they wanted to phrase it, it's great.
We were so much more productive. Things were going wonderful,
we had better profit. All of a sudden, now many
companies want people back in the office because what happens.
(10:33):
You want to go back to what's familiar, and so
many organizations are going back to what's familiar, while at
the same time saying want innovation and change. What are
we really doing what's really happening in society? And it's
something to think about. Is it really wanting change or
is it that thiscomfort level of doing something that's familiar.
Speaker 3 (11:03):
Christopher, when you first started developing the Biology of Business,
was there a single aha moment that made you see
business as a living system?
Speaker 2 (11:13):
And if so, what was it.
Speaker 6 (11:17):
At the time I began writing that book, I was
going through a number of careers. I'd worked in healthcare,
and I was in nursing school at the time, and
so obviously cells and living things was kind of for
front and center. And I was grown tomatoes at a
house in southeast USA, this super environment for growing things,
(11:40):
and I decided, I'm in a plan of garden. So
I planned to start, which didn't work out too well
because I did it with no guidance and I just
blind enthusiasm. And when it got to what I settled on,
which was tomatoes, I would pull them in when they
turned red and it was kind of meat, just noticing nothing.
Speaker 5 (11:59):
And there was this bud and there was this little
round ball and it grew and it grew.
Speaker 6 (12:03):
One week, I decided, I'll get that one in the back,
and I still feel like reaching back there and grab it,
so I grabbed some of Harry Hadson in the house.
Speaker 5 (12:10):
I took him in the house, and.
Speaker 6 (12:12):
About a week and a half later, I came back
to the tomato plant and as I was pulling off
newly ripened tomatoes, I noticed that the one that I
hadn't picked off earlier was actually dying. And it occurred
to me, me and that thing looked so good, I'm
going to savor it, And thinking that I was going
(12:35):
to savor it, I was actually causing it to die
because at the point when it.
Speaker 5 (12:39):
Ripened, it was no longer growing. And that.
Speaker 6 (12:44):
My mind was flooded with all these companies that had
closed Compact USA, parm A Lot, pan Am Airlines, Eastern Kodak.
Speaker 5 (12:56):
I mean you can, I can go on and on,
and you could think of a ton of businesses that
have closed.
Speaker 6 (13:01):
And it made me think what happened to them? And
I guess this really sum it up. They stopped growing
when Sears catalog kept, you know, being produced and being
sent to people and you either.
Speaker 5 (13:19):
Had to come to the store or do it through
the catalog.
Speaker 6 (13:22):
When online services began, that's not something they adjusted to. To
Lisa's work, they didn't change and the idea of what's
called senescence in biology, which is old age. If companies
don't innovate and they stay in the comfort zone. Blockbuster Video,
(13:43):
we went from DDDs to streaming. They didn't make the adjustment. Now,
they were probably the grand father in video and DVD
production and dissemination, but they failed to grow.
Speaker 5 (13:58):
When streaming became popular. It put them out of business.
Another way of saying it, they died because they weren't growing.
Speaker 6 (14:07):
That was my Ahama it came from a tomato, But
somehow or another, it just flooded my mind with the
careers that I had had in government and an education.
Never in my wildest dreams that I think that that
connection would just somehow flood my mind and be as
clear as it was.
Speaker 3 (14:28):
Yeah, and Lisa, how did you know this approach was
the missing piece in your own leadership work?
Speaker 7 (14:37):
For me, it was.
Speaker 8 (14:38):
Very important because it was in a way that was
finally put into words is probably the best way to
put it.
Speaker 7 (14:48):
So often you see it and you realize it.
Speaker 8 (14:51):
And looking at companies and a lot of what Chris
just said, right, people get on companies get on the
band way again or on some specific new thing, which
of course they're considering new to be AI.
Speaker 7 (15:07):
And I'm saying that for a particular reason.
Speaker 8 (15:11):
Because many of us that have been a technology realized
AI started with IBM's Watson that was more than a
decade ago.
Speaker 7 (15:20):
But what happens in a lot.
Speaker 8 (15:22):
Of cases organizations wait until there's that comfort, like what
Chris said, and now they're being innovative. But you're being
innovative with something which has already been around for quite
a while. So it's looking at that and being willing
to get out of that comfort zone to try something
completely new instead of going to something now that's familiar
(15:46):
that your consumer has already agreed to and.
Speaker 7 (15:50):
Gone, oh, this is a great idea. So how do
we get innovative?
Speaker 8 (15:54):
And this is the big scenario, try something new, being
willing to take that risk. And this is a lot
of what Chris mentioned even in the book, right, and
that example of what I'm saying with Ai that relates
to the tomato. What happens you wait, You're no longer
first to market, You're no longer the company that's starting
(16:14):
that off.
Speaker 7 (16:15):
You've waited until that tomato has gotten really right, and
now it's no longer that.
Speaker 8 (16:23):
Particular vision because in Ale, like all the other tomatoes
are all ripe, and people are just picking which one
they like, and it makes a huge difference. And to me,
this is why I really like that book, like the
concept because when we think about it, even as humans, right,
it does correlate to our central nervous system.
Speaker 7 (16:44):
And even if you have people talking.
Speaker 8 (16:46):
About being ill or sick or having disease and they say, oh,
but part of it is my central nervous system doesn't
work or I have problems with this, and if you
look at how many nerves were in the body, everything
is not.
Speaker 7 (17:03):
Constantly working, right.
Speaker 8 (17:05):
There's times that things are slow, there's times that things
are running full tilt. It's not that constant pattern all
the time. Just like innovation, Right, there's times when we're
more innovative. There's times when we need to look at it,
enhance it, take it to that next level, maybe just scale.
Speaker 7 (17:24):
We need to be.
Speaker 8 (17:25):
Aware of it and being willing to look at it
from different views and opportunities.
Speaker 3 (17:33):
Indeed, the Q framework help leaders calibrate communication.
Speaker 2 (17:39):
Let's talk about the Q framework for a second.
Speaker 3 (17:41):
How did you guys develop this framework and how do
you execute it.
Speaker 5 (17:47):
Well? And simple? I come from a psychology background.
Speaker 6 (17:53):
Lisa comes from a more organic leadership where she's gone
through those roles having experience, and we're equal that way,
but she brings a very indigenous spiritual impact to how
we think about the ideas of vibration. In my background,
partly gone to school become an engineer. We talk about
(18:16):
frequency and waves and cosigns and sign ways, et cetera.
We all exist in that realm vibration. Every living thing
has a frequency and when we talk about either managing electricity,
managing sound, managing frequency.
Speaker 5 (18:34):
One of the words that's used to change it is calibrated.
Speaker 6 (18:38):
You're calibrating it or tuning it to a particular level.
For instance, a tuning fork, which most of us are
familiar with from high school or middle school or elementary schools,
kind of like the triangle, but it's a little fork
and sometimes we see the teacher dying in and you
see it vibrate. Interestingly, pe apartments use that to calibrate
(19:02):
their radars before they give people tickets, because it has
to be at a particular frequency, and so they hit
the little tuning for it and it shows up on
the radar device at what frequency is operating From a
neural linguistic problem solving model, calibrating is about understanding the
(19:23):
internal systems and then neurologically using our language, our imagery,
our sounds to recalibrate those personal frequencies and the place
where the frequencies happen, because again we're talking about electrical impulses,
is in the central nervous system.
Speaker 5 (19:42):
So first, in order to be.
Speaker 6 (19:43):
Able to communicate collaborate, central nervous system has.
Speaker 5 (19:50):
To be calibrated and that's how we get to.
Speaker 6 (19:53):
Really good conversation is when you can blend and slow
with anybody's conversation. And that' to say it's a personality trait,
because sometimes our personality is great.
Speaker 5 (20:04):
You know, people say, oh, man.
Speaker 6 (20:05):
What a good dude.
Speaker 5 (20:07):
She's a great gal.
Speaker 6 (20:09):
But we don't see them all the time, and sometimes
their personality allows them to push through and flow with people,
and then they're a monster at home or they're a
monster somewhere else. When they're calibrated, they get to control
their emotional stakes more.
Speaker 5 (20:26):
Often than reacting.
Speaker 6 (20:29):
And if you think about it, if you can control
your emotional state through your central nervous system to be
calm when there are things that should create excitement, one
of the things you get to do is.
Speaker 5 (20:39):
You get to become just an absolutely better communicator. Almost
into them.
Speaker 2 (20:47):
Now.
Speaker 6 (20:47):
The que framework itself is based upon calibrating the c
and s.
Speaker 5 (20:52):
The use, understanding the signals.
Speaker 6 (20:55):
You're getting stimuli right now, their stimuli around you, whether
it's air blowing, particles touching your skin, noises from.
Speaker 5 (21:06):
Cars going by, loud sounds outside.
Speaker 6 (21:10):
It's not just that you're getting stimuli. But if you
leave your house, listen to the radio on your computer.
You're being bombarded with over thirty thousand messages a day
from marketing and advertisement, so there's a lot of stimuli
coming in people. Stimuli works, stimuli, task stimuli, and those
(21:30):
are the things that you have to think about constantly.
That puts a lot of people in burnout when we
begin to interpret the signals.
Speaker 5 (21:37):
Right, Christopher, I need you to do this right away.
Speaker 6 (21:40):
Okay, Now I can react and go who if heck
do you think you're talking to?
Speaker 5 (21:45):
Or I can consider you know what. I don't know
what's going through his head yet.
Speaker 10 (21:50):
I can't think through his head because I don't have
that clarity. So I'm gonna give them a pass and
then we're gonna have a conversation. Hey, look, that's kind
of rough when you say, hey, Christopher, I need right now.
If I need this in five minutes, even though I
can produce it, it feels majoritive. I don't like being
talked to like that. If I could understand what you're
thinking in your head, it would.
Speaker 6 (22:11):
Make it so much easier to be responsive, because then
I would understand, yeah.
Speaker 5 (22:15):
This fits this piece of puzzle, and that puzzles in
a circle to moving around.
Speaker 8 (22:19):
I have to do it now or.
Speaker 6 (22:20):
When it passes me, I won't be able to put
my little piece in there. And then we want people
to understand leadership. We wanted to understand leadership. Look, there's
a lot of good leadership models. I mean, the most
popular is probably John Maxwell, which I think is great,
and following him for decades now, I don't think that's
(22:43):
the only one that's great. You can go to a
lot of the spiritual texts and find great leadership models.
Whether that's the taua chieve from the Middle East, the Bible,
it doesn't matter. There are great models out there. So
we want people to defunt leadership for them, who's the
leader you want to follow, that's the leader you want
(23:05):
to become, and then we help.
Speaker 5 (23:07):
Them embody that.
Speaker 6 (23:08):
And it's not just embodying these characteristics. It's an identity
because identity is the strongest source in the human psyche.
It is what causes policemen environment because of their identity.
Speaker 5 (23:22):
To run in buildings while everybody.
Speaker 6 (23:24):
Else is running out, because it's the strongest source in
the psyche. And we want people to understand their identity
as a leader. If we want them to answer the question,
what is your leadership identia. When they answer that question,
we teach them how to embody it. The E is
kind of a three. We want them to embody it,
(23:45):
we want them to enjoy it, and then we want
them to exemplify what it means to be a great
leader so that they can duplicate themselves. That's the basis
of the key framework. Sorry for my enthusiasm, all right.
Speaker 3 (24:09):
So many managers feel like they're doing it, doing everything right.
Speaker 2 (24:13):
But still feel stuck.
Speaker 3 (24:16):
If you had to diagnose that feeling, like a doctor
with the patient, what's the first question you ask and why?
Speaker 7 (24:28):
And that's a great question, and I think really.
Speaker 8 (24:31):
Looking at it is when you look at various things right,
you become that particular job, or you become that particular role,
and people feel stuck because we're going back to what
we talked about a little bit earlier, doing the same things,
not trying anything different, not understanding how we react to
(24:54):
different situations. So we feel stuck because what are we
doing exactly the same thing as we did yesterday or
a week ago, or six months ago or a year
ago with the same situation. But what we forget is
just like what you asked a little bit earlier, what's
happening in the media, the different events that are happening
(25:17):
all around us have changed, but we haven't changed the
way that we've approached it.
Speaker 7 (25:22):
We're trying to approach.
Speaker 8 (25:23):
It the same way in a completely different situation and
wondering why not things working, as well as evaluating why
didn't it work before doing what we need to do
to change.
Speaker 7 (25:35):
But that takes a.
Speaker 8 (25:39):
Great question. You have to ask yourself what do you
need to do differently? And being willing to ask yourself
what do you need to do differently? And I'll give
sort of an example of that. So if you find
you're stuck, are there places where you're not stuck?
Speaker 7 (25:56):
So I had this conversation.
Speaker 8 (25:58):
With a client a few weeks weeks ago and they
said they were stuck, they couldn't get out of it.
And I said, when do you not feel stuck? And
I said, I don't care if it's were, if it's
personal life, whatever it is, because I don't feel stuck
when I'll playing my guitar. And then we start having
a conversation as to why took him to a completely
(26:23):
different place, And that's what mattered. Being willing to go
somewhere or innovative. We're calm, where new ideas come up,
had to change, the location, had to change, the environment,
had to change, the stimuli and what really made him tick.
And that all goes back to the nervous system. What
(26:43):
allows you to be calm, innovative, excited, what brings out
you as opposed to just the same situation on repeat.
Speaker 2 (26:55):
I love that. I love that.
Speaker 3 (26:57):
Burnout seems to be the silent epidemic of leadership. When
you meet someone who's clearly runing on empty, what's your
first intervention and how do you help them believe recovery
is possible?
Speaker 5 (27:13):
I think for us it starts with listening.
Speaker 6 (27:15):
When people engage with us, it's typically because they're at
some points of burnout or recognizing symptoms that they don't like.
And their communication with bouses not because they're weak. It's
because they recognize that what they've been doing, that urgency,
that drive, that push to be a good leader, didn't
(27:36):
really give them the freedom. It gave me more of
a functional freeze. And so by the time we talk
with most of the executives, whether there be the surgeons,
the former professional athletes, tech leaders, the people that we
typically hear from we start with that question that least
is talking about and starts with listening, and the question
(27:58):
that we're asking to get them to open.
Speaker 5 (28:01):
Up is how are you feeling about your life in general?
Speaker 6 (28:07):
And then we use it like a cone and we
just get real specific. What do you think the driver
is that's pushing you into overwork. We had a surgeon
that we worked with. I mean, she's world class. I'd
let her take little pieces of.
Speaker 5 (28:22):
My brain out.
Speaker 2 (28:24):
She's that good.
Speaker 5 (28:25):
I mean I would willingly do it because I trust
her that much. She's that good. And she just couldn't
stop being a surgeon. And she was telling Lisa all
the time, Lisa, I'm at the beach and I'm checking
my phone. I've got my little.
Speaker 6 (28:37):
Tablet and I'm looking. You know, she wasn't reading for pleasure.
She was reading to fix work things. And so one
of the things that we did with her is we
got her to start recoding.
Speaker 5 (28:51):
Using imagery and her language.
Speaker 6 (28:53):
And this is where the neural linguistic golden solvent came
in and her say, you know, at the moment, I
do not have a scample in my hand.
Speaker 5 (29:04):
I am a human and I'm allowed to be human,
and I get to lift.
Speaker 6 (29:09):
And the more she said that, the more her free time,
her time, her.
Speaker 5 (29:14):
Available non working role time really became.
Speaker 6 (29:17):
More precious and safe away from the role that she
was working in.
Speaker 5 (29:22):
So one of the things we want to know is
we want to know what.
Speaker 6 (29:25):
Do you think the driver is because in some cases,
you know, we had one guy that client that never
spoke up. I mean, this guy, pretty high level leader,
he just never would offer his ideas as a.
Speaker 5 (29:38):
VP in bigger meetings, and then later we find out
gosh I had that was a great idea.
Speaker 6 (29:45):
Well, when we really did this, we did a neure
linguistic language trace pattern with him, and what we came
up with he just kindly said it as we walked
backwards through that induction is that he saw himself as
set years old, sitting in the back of the classroom.
He didn't really understand the subject on a particular day,
(30:07):
didn't raise his hand, although he wanted to ask the question.
Speaker 5 (30:10):
The next day, as.
Speaker 6 (30:11):
The teacher became or was doing more advanced work in
that particular topic, he sat in the back of the
room absolutely confused, didn't raise his hand, and he just
adopted and adapted to that pattern. His whole life. That's
what became comfortable. And even though the guy is as
(30:33):
smart and as sharp as a tack point, that little
seven year old identity that he decided to adopt became
the driver for his current behavior. What was future behavior
then the current behavior?
Speaker 7 (30:52):
And I think, Chris, I'm going to add a little bit.
Speaker 8 (30:54):
To that, because even when we started out with this question,
you know, sort of saying, you know what has you're
running on empty?
Speaker 7 (31:06):
And I'm going to go into a little bit of
an example. So what happens when we run on empty
to our car? We take it to the gap station,
We take it for a tune up. We change the oil,
maybe the air filter, maybe we have to do the carburetor.
Maybe there's spark plugs that need to be fixed, or
(31:26):
the brakes.
Speaker 8 (31:27):
We look after it and we fix the car so
it runs offtimum. How often do you do that to
yourself as a human? Most people don't. Most people don't
do it tune enough.
Speaker 7 (31:39):
They just continue to work the same.
Speaker 8 (31:41):
Way, do the same thing as Chris mentioned, the same identity.
Speaker 7 (31:45):
The same that's my role.
Speaker 8 (31:49):
We don't go through a tune enough, we don't change.
We do the same thing and if you look outside
of nature, what happened. There's times that tomatoes produce tomatoes.
There's time that the plants don't. They stop producing, they
slow down, they die, they're planted again in a fresh
season to start again. They revamp themselves, they redo, they restart.
(32:13):
There's times for harvests, there's times for things to be planted,
there's times for things to slow down. As humans, many
people and many organizations, we run the exact same way
in those organizations three hundred and sixty five days of
the year.
Speaker 7 (32:32):
A lot of it isn't changed. And that's a big factor.
Speaker 8 (32:36):
And what makes that difference is why are you burned
at why are you running on empty? We forget about
those different cycles, We forget to replenish ourselves. It just
ends up being exactly the same constantly, just like somebody
that talks in a conversation on monotone, exactly.
Speaker 7 (32:56):
The same, no change, no deviation.
Speaker 2 (33:01):
I love that.
Speaker 3 (33:03):
And you're both advocates for people first leadership. How do
you balance that with the reality that some businesses still
has to hit numbers and it's still focused on productivity
versus people investment.
Speaker 6 (33:22):
I think instead of shooting resources because a human being
is not necessarily a resource unless you're communicating and somehow engaging.
Speaker 5 (33:33):
Them at a CNS or brain level.
Speaker 6 (33:37):
Human resource should be called capital human capital, because that's
really what it is to a company, And I think
the issue with how companies function is more mechanistic.
Speaker 5 (33:52):
And if you think about for just a second, what
do human beings create?
Speaker 6 (33:57):
We find something that works and then we create models
off of it. The most successful model we have as
human beings is ourself. And if Lisa can make a
comparison in human biology to a vehicle which we've created,
(34:20):
how close then are our businesses to that of a
human organism in terms of the way it's designed. It
is absolutely designed that way. You have a higher functioning
system in your head called your brain, and it has
executive functions that different pieces of the glands, et cetera
(34:40):
in your brain are responsible for.
Speaker 5 (34:43):
Does that not like?
Speaker 6 (34:44):
Does that sound just like a CEO and the executive
level of a company.
Speaker 5 (34:50):
And then you have a screening system.
Speaker 6 (34:53):
And that screening system brings in good employees and keeps
out bad employees. That to me sounds like the liver
and the kidneys. That's what they do in the human body.
Communication the lungs.
Speaker 5 (35:05):
Every single cell with every breath gets oxygen.
Speaker 6 (35:09):
The one that doesn't to lease this point, for whatever reason,
not always working right. It tends to lag and eventually
it'll die it doesn't get that oxygen the heart. You know,
people talk about knowing the pulse of the culture when
we do these pulse surveys, Well, that's the most important
element in the entire system, other than the stomach. Because
(35:32):
if your stomach's not good, you can forget your brain,
forget your legs and your arms.
Speaker 5 (35:39):
Your stomach is going to take over. But the heart
is the pulse of a company. It's the culture.
Speaker 6 (35:48):
So getting people to understand that the organization is not
this boxed, canned operational system will function on its own
and it's unlike the human organism. It won't fix itself
because these are individual cells.
Speaker 5 (36:09):
And think about this, it's very, very rare that a
great leader can.
Speaker 6 (36:15):
Get everybody the wholeheartedly hook line and seek.
Speaker 5 (36:19):
To follow them. So you have divergent cells.
Speaker 6 (36:22):
Some want to they're just enthusiastic, they want to be
great for the company, and others it's the comfort of
a check so they're not necessarily vested. So you have
cells that just you know, they're not completely in the
ecosystem where it's like hey, synchronicity. Some are doing their
own things, some are buying for positions of power. Some
are trying to get out and go somewhere else. Unlike
(36:44):
the cells of your body, they don't want to get out.
They want to stay there and keep things at a
stable level, even if you experience variety.
Speaker 5 (36:53):
And so companies at some level have got.
Speaker 6 (36:55):
To begin realizing we went through this humanization movement and
technology because in the last i'd say the last ten
years being more agile, which is about being first to market,
being faster to market, etc.
Speaker 5 (37:11):
And being more proficient and efficient.
Speaker 6 (37:13):
The whole idea behind that became hold on, it's not
about our processes, it's about the people.
Speaker 5 (37:22):
Not everybody got that memo.
Speaker 6 (37:25):
A lot of manufacturers did because I worked at some
I worked for defense contractors.
Speaker 5 (37:30):
I've worked for the largest rooting.
Speaker 6 (37:33):
Company in North America, so I know some big ones
got it at least, and I worked at the number
of three largest tech company in the world. So we
know that people that have gotten that message, did it translate,
did they transform?
Speaker 5 (37:50):
Did they change?
Speaker 6 (37:54):
Some I would say altered their course a little bit.
Most didn't change, which is evidenced by Hey, get guy
kid here in the office, we need you in the
sage of what's.
Speaker 2 (38:06):
In the seat?
Speaker 6 (38:07):
Really, we thought you were more productive when people could
actually take care of their kids and their loved ones
and be around their family and have the flexibility if
they couldn't do it an hour during the day, they
could do it an hour at nine o'clock at night.
That's what we have to do with companies and executives
(38:28):
and leaders is get them to understand at the heart
of their business it's people. And if we mess up
the people element, I can almost assure you the innovation
required to move past aging out and not being relevant
will kill the business.
Speaker 2 (38:54):
Do you like to add to that, Lisa, add a.
Speaker 5 (38:57):
Little bit to it.
Speaker 8 (38:58):
And when we go back exactly what you started with
saying human resources, what's a resource?
Speaker 7 (39:06):
A resource is my laptop. I was given a resource
to do my work. I was given a mobile device.
I was shown the processes. Those are resources, right, Humans
were beings. Right, We're meant to think to innovate, to.
Speaker 8 (39:25):
Have time to take that information and process it. Right.
Speaker 7 (39:31):
But a lot of cases and.
Speaker 8 (39:32):
Organizations we've become human doings. We're just doing what we're told,
we're doing what's expected, we're doing what matches the company's
overall vision. But if innovations wanted, it has to go
back to that human being to allow us time to think,
(39:55):
to process, to come up with new ways of doing things.
If you put yourself in that position, and everybody's slightly different,
a lot of us when we can think and be innovative,
are different.
Speaker 7 (40:08):
So as Chris just meant mentioned.
Speaker 8 (40:10):
Get back to the office, some people are great in
that environment and they can come up with wonderful ideas
with all of that noise and chaos and hearing the
other conversations going on. It makes things click and information
flows other people. You put them outside, you put them
(40:31):
near the water, somewhere serene where they can slow.
Speaker 7 (40:35):
Down information flows other people.
Speaker 8 (40:40):
Maybe it's that wonderful, you know, you wake up at
two three o'clock in the morning and you just have
to write it down because it won't stop. Or we
hear people saying in the shower, and it's important to
realize that. So when you talk about human resources, we
really have to look instead at the human being and
(41:01):
what allows them to just excel in what they're doing,
and that isn't one size fits all, and it's important
to take that into consideration because people are not able
to become innovative to take that to the next level.
As was mentioned at the very beginning by Chris.
Speaker 7 (41:24):
Organizations live or they die.
Speaker 8 (41:28):
And if your people are stuck into one size fits all,
you're only as good as your weakest link.
Speaker 5 (41:39):
Yeah.
Speaker 3 (41:40):
For someone listening today who feels stuck or unseen, what's
one message you want echoing in their mind after this conversation, I.
Speaker 6 (41:53):
Think for me is to have them understand if there's
a place that they can see themselves getting to you,
there exists a place where there's reduced stress and improved
mental clarity, especially as a leader, because those are things
that we have to take to work every time we
enter that environment.
Speaker 5 (42:14):
The ability to create teams that self correct or that
take ownership. And again, I.
Speaker 6 (42:19):
Think it's when there's a problem if there's transparency.
Speaker 5 (42:24):
No, granted, the brain.
Speaker 6 (42:24):
Doesn't say to every single cell and organ hey look
our a one C is six point whatever, but the
systems that need to know that information know it, and
whoever's in charge of that system also knows somewhat about
the other system, because if they have to take up
that slack, it's like when the right side of your
(42:45):
body hurts and the left side compensates, you don't have
to tell it to So that's the system taking ownership
for Hey, look, I'm part of the issue. I'm going
to I'm going to try and do my part to
correct this. A lot of leaders are dealing with issues
around keeping good people, especially where people are bulking against
the idea of returning to office.
Speaker 5 (43:06):
There's a place as.
Speaker 6 (43:07):
A leader where you don't have to worry about retention
or culture scores on these pulse surveys. You know, a
lot of instances people's jobs are depending on how well
their people fill out pulse surveys. And so the encouragement is, hey,
I need you to feel this out a certain way. Well,
that's not honesty and transparency. A cell wouldn't lie. It
(43:28):
just knows it's a job and that's what it's supposed
to do. We want leaders to be confident when they're
leading change, even when they're uncertain, and I think those
particular things are achievable. They're available and no matter what
you're going through. You know, one of the things that
Lisa will be doing in the near future is meditation
(43:49):
because I remember some of the stress that I experienced
at a previous company. And one of the benefits is
that some of the quote unquote sells insights that hey,
we all realize this is stressful, and so the company
let us on company time do zoom calls in the
afternoon where we spent thirty minutes.
Speaker 5 (44:09):
Just clearing our heads and relaxing, which was great.
Speaker 6 (44:13):
What a good way to go home as opposed to Yep,
you're in this environment and maybe you're that person that
needs to talked about you can handle massive amounts of
stress and all the balls flying up in the air,
but it's nice to be able to put that away
when you go and you have three kids at home,
and that person that goes home with those three kids
shouldn't see that process of how they do dad or
(44:35):
mom like they do work.
Speaker 5 (44:41):
It's a different culture.
Speaker 6 (44:44):
I want people to know that there is a place
where you can get to where you can stop leading
from stress and start meeting with adaptive intelligence.
Speaker 3 (45:00):
Right all right, Where can our listeners connect with you
guys on the internet and find out more information.
Speaker 5 (45:07):
Well, you can find this acuse for Leadership on LinkedIn.
You can find us a excuse for Leadership our website.
Speaker 6 (45:14):
And when people are ready for a conversation, we take
them straight to the academy which is Queues for Leadership
Academy dot com, where we.
Speaker 5 (45:23):
Can engage and they don't have to go through Hey,
who are these guys? What do they do?
Speaker 8 (45:26):
Oh?
Speaker 6 (45:27):
That's really neat. They got this thing called the biological
audit trainwork like you fill out a form when you
go to the doctor.
Speaker 5 (45:34):
One of the things.
Speaker 6 (45:34):
And I want to mention this new because it's really
important when leaders are going through the uncertainty of the
performance review cycles. We call it where you want to
get to a certain level, but your performance review based
upon your team just isn't getting there. It's good if
company wants to keep the job is safe, but you
(45:55):
just can't push through that level of why won't they
see the talent that I'm going like, why can't they
see the potential?
Speaker 5 (46:02):
We take them through what is called a career calibration.
Speaker 6 (46:06):
And what it does is it by way of thirty
years of research, fifteen different compries, thirty thousand people, forty years.
This guy dedicated his life to understanding what are the
natural complexity.
Speaker 5 (46:20):
Of business roles?
Speaker 6 (46:22):
Oh guess what, certain human beings can actually manage more
complexity than others, like for instance, I know one of
the things that he did was he ran just as
a reference of our listeners can understand, it's not just
some irrelevant person that he did this testing on. He
did it on Colin Powell, who was the Joint chiefs
of Staff. He actually did a lot with the United
(46:43):
States Army. Doctor Jackson was actually.
Speaker 5 (46:46):
A Canadian born MD, but also a psychologist and a therapist.
Speaker 11 (46:53):
But what he did with Colin Powell was he looked
at the trajectory and could predict, at the age of
nineteen exactly where Colin Powell was going to end up
with ninety six percent accuracy.
Speaker 5 (47:04):
Colin Powell looked at it and said, Wow, you.
Speaker 6 (47:06):
Just mapped out my whole career and you don't even
know me. That's how good it is.
Speaker 5 (47:10):
But we want.
Speaker 6 (47:11):
Managers to understand, hey, here's where you are, and if
this role is not honoring your ability to deal with
certain levels of complexity and work, then maybe this is
the time to consider taking on a role somewhere else
or you know what they're talking about moving you to
this particular level.
Speaker 5 (47:29):
Oh my gosh.
Speaker 6 (47:30):
Yeah, that's what I've been dying for that. I'm bored
out of my board with this job. I feel like
I could do it in my sleep. So those are
some of the tools that we bring to the table
and want readers to know you're not stuck. It feels stuck,
and there are resources. What we do is help them
understand they've got most of the resources already. We just
expose it to it.
Speaker 3 (47:54):
Lisa, before we go, your career spans shop floor to
see suit or C suite.
Speaker 2 (48:01):
What was moren leadership myth? You had to un learn
yourself and how did that change your approach.
Speaker 8 (48:09):
That's a great question, and for me, it was the
biggest thing of trying to be everything for everyone, which.
Speaker 7 (48:17):
Is what I had to unlearn.
Speaker 8 (48:20):
I thought I had to be that resource, have all
of the answers, which I know I didn't have. And
the piece that really moved me forward was being willing
to say that out loud and having no concern at
all about what that meant, how it would impact things.
Speaker 7 (48:41):
One of the roles I had when I was a leader.
Speaker 8 (48:44):
I became a leader of the team because their prior
manager passed away on the weekend and I got put
into a team right away for that reason. And that
really made a big shift because it brought in true empathy.
It had me listen to where they were, what was concerning,
(49:05):
allowing them to be productive as a group without any
specific expectations, but allowing them to grow work at their
own page. And what we accomplished was truly amazing because
we sat, we shared.
Speaker 7 (49:23):
There were times that we hugged.
Speaker 8 (49:24):
And cried, and yes, I know that it's in an office,
but that's what the team was going through. And you
have to be willing to go where the team is
as opposed to expecting them to do what you.
Speaker 7 (49:35):
Think is right.
Speaker 2 (49:39):
All right, all right?
Speaker 3 (49:41):
I love that today we unpacked a heartbeat of modern
leadership with Christopher Edie and Lisa Oborne explore and while
managers feel stuck, how burnout can be reversed, to power
of diagnosing communication breakdowns, and why your business should be
treated like a living system.
Speaker 2 (49:59):
Christopher and Lee didn't just just give us theory. They
gave us tools, stories, and a new way to think
about leading and times of change. And if you want
more of their insight, head to queuesfor Leadership.
Speaker 3 (50:12):
Dot com and grab a copy of the Biology of
Business on Amazon. I will include the links and the
description of this episode. Don't forget to subscribe a Vigilantes
Radio Live, leave a rating, Share this episode with someone
who needs it, and fuel the mission. Over it by
me a coffee dot com forward slast Vigilantes Radio until
(50:32):
next time, Lead boldly, live fully, and keep the conversation alive.
Speaker 2 (50:39):
Thank you so much, Christopher and Lisa. It was a pleasure.
Speaker 5 (50:42):
It's my pleasure here.
Speaker 2 (50:45):
Take care all right, Peace to all.
Speaker 4 (50:50):
My name is Denie and I am the host of
Vigilantes Radio Live. I think that we are.
Speaker 2 (50:58):
Beyond just.
Speaker 4 (51:01):
Asking cool questions and getting cool responses. I think that
we are here as creatives to provide an example that
you can do things different outside of expectations, because some
of us simply were not born into the club. But
(51:21):
there is perhaps a door window or backgate that we
can leave a clue for you to get into. Life
is short, but there are plenty of moments to try
and get it right. Pursuing your dreams and learning from
mistakes may be tough, but regret it's tougher to book
(51:43):
your interview email US at V radio at only one
MediaGroup dot com. That's a V as in victorious or
visit only one MediaGroup dot com.
Speaker 2 (51:57):
I'm counting on you, Heaven.
Speaker 4 (52:00):
We all are count on you to step into your
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Speaker 1 (52:31):
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(52:51):
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(00:23):
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welcome all enjoy the show. Ladies and gentlemen, Please welcome
your host Demitrius who Demi Black Reynolds. Enjoy the show.
Speaker 2 (00:43):
Good morning, Good morning, good morning, and what is going on? Guys?
Speaker 3 (00:47):
Welcome to another incredible episode of Vigilantes Radio live right
here on iHeartRadio, and I am your host, Deanie. This
particular episode is pre recorded and I can't wait to
deliver it to your inboxes and for you guys to
subscribe to the show. You'll be the first to know
and I always appreciate that. Before I introduce my guests,
(01:10):
I just want to say, this is the frequency of
the fearless. You know, leadership isn't just about the titles,
the corner offices or the strategies scribbled on a whiteboard.
Speaker 2 (01:23):
It's about life. It's about energy.
Speaker 3 (01:25):
It's about the pulse that runs through every conversation, decision,
and action. When we stop managing like machines and start
leading like living systems, everything changes. Today we're diving deep
with two voices who live and breathe. This truth given
leaders a framework to heal, grow, and thrive in disruption.
(01:51):
You're not just here for a talk show. And this
is just radio. This is Revival for your mind, body,
and spirit, Vigilantes Radio Live.
Speaker 2 (02:01):
My name is Coach Deani, and change is possible. Are
you ready?
Speaker 4 (02:13):
Are you ready?
Speaker 2 (02:19):
Are you ready to read?
Speaker 4 (02:25):
Are you ready?
Speaker 2 (02:30):
Well, let's go They'll go.
Speaker 3 (02:33):
All right, all right again, Welcome to the show. You're
listening to VRL. That's Vigilantes Radio Live right here on
Iheart's Radio, and I am your host, Deani.
Speaker 2 (02:43):
Our interviews are designed to go beyond the music.
Speaker 3 (02:46):
News, books, art, acting, films, technology, education, entrepreneurship, entertainment, spirituality,
and sometimes even past that thing that we call the ego.
Our interviews are designed to go behind the scenes into
the minds of these brilliant human beings, you know, the
ones who are out there giving it They're all for me,
for you, and for the world.
Speaker 2 (03:07):
Well, ladies and gentlemen.
Speaker 3 (03:09):
Our guests today are redefining leadership for the modern age.
Speaker 2 (03:14):
Christopher Edie, license NLP trainer.
Speaker 3 (03:18):
Author of the Biology of Business and Behavior Strategists, has
worked alongside icons like Tony Robbins and Stephan Convey.
Speaker 2 (03:28):
To help leaders thrive from the inside out.
Speaker 3 (03:31):
Lisa Oborn, executive coach and the genius Wisdom Carrier and
Corporate Strategists, brings decades of experienced bridge and high pressure
performance with human centered leadership.
Speaker 2 (03:44):
Together, they equip leaders to lead like.
Speaker 3 (03:47):
Living systems, not machines. So please join me in saying
welcome friend to Christopher Edie and Lisa Obard. Good morning,
good morning.
Speaker 5 (04:00):
Thanks, good morning, Thanks for having us.
Speaker 2 (04:03):
Absolutely, how are you guys doing this morning?
Speaker 6 (04:07):
Absolutely super feeling great, Glad to be alive and glad.
Speaker 5 (04:12):
To be able to think about the things that I
think are really important for people.
Speaker 2 (04:18):
Absolutely, which is.
Speaker 6 (04:23):
Every living thing, including organisms and organizations, because they come
from the same word, is either growing or it's dying. Humans, businesses, animals, trees, plants.
If it's not growing, it's dying. I think that's the
most important thing for human beings, because once we start
that process of atrophy in the brain, etc. No more plasticity, we're.
Speaker 5 (04:46):
On the road to die. It's going to happen naturally anyway.
Speaker 6 (04:50):
But there isn't a reason why we should be sitting
still doing nothing, not thinking, not allowing our brains not
just to continue to develop, but continue to develop around
the things that are important.
Speaker 5 (05:05):
Is last time I checked. Work and organizations are important.
Speaker 2 (05:12):
That is right. That is right.
Speaker 3 (05:15):
And what you water will grow and what you don't
water will die.
Speaker 6 (05:20):
Yeah, we want people to understand their own need for
growth because most of us we do life as opposed
to live it. And when you're doing something, you're very
conscious about what you're doing, and oftentimes you really don't
think about I mean, when you're in your car, you
don't think about the car. You think about the road,
you think of other people. Sometimes you daydream and you
(05:40):
go way out of the car, but you're not thinking
about the car. So thinking, oh, this is my car
with four wheels on it.
Speaker 5 (05:47):
I got a steering wheel here, and now I hold
the steering wheel kindom in a center. I can stay
in the middle of this lane. That's the way growth
is for most potent things.
Speaker 6 (05:55):
Yes, we go to school, we're taught to learn. For
most adults, however, and you got to think about this.
Growth and organizations is near in the same way that
growth for humans is mirror. Organizations are comprised of living organisms.
Speaker 2 (06:13):
So the idea for us is that we.
Speaker 6 (06:15):
Want people to understand their growth, which starts in the
central nervous system.
Speaker 2 (06:22):
Indeed, please are you there?
Speaker 7 (06:27):
I am here.
Speaker 8 (06:28):
I was waiting for Chris to finish. I did not
want to interrupt. It's always great stuff that he shares.
And I think it's so important because we forget that,
especially when we're talking about the central nervous system, because
let's be honest, that looks after everything, right, and we
forget it so often and so often we don't realize that,
(06:50):
you know what, ninety five percent of our system once
we hit age thirty five is on autopilots, right, And
how do you grow if you leave every thing to
be on autopilot?
Speaker 7 (07:02):
How do you learn? How do you change? How do
you do things different?
Speaker 8 (07:06):
If you just continue to let it do the exact
same thing in every situation, the exact same way. And
I'll even look at when you get up in the morning.
Speaker 7 (07:15):
What do you do?
Speaker 8 (07:16):
You usually get up at the same time, you have
your coffee, breakfast, the same way, your shower, you go
to work, you drive the same route, you see the
same cars, you see the same people. How often do
we look for something different and do change?
Speaker 2 (07:36):
Are we on autopilot because things become repetitive?
Speaker 8 (07:43):
We're on autopilot because it's familiar and it's comfortable. And
a lot of people say they want change, they like change,
But where do we spend most of our life not
in change? And that's become so difficult for so many
because we're comfortable being come comfortable, even though we claim
we're comfortable being uncomfortable, and we're not.
Speaker 9 (08:06):
Yeah, all right, So before we get into the frameworks
and strategies, I would love to know what's been on
your heart and mins lately as you see progress happening
or are not happening.
Speaker 6 (08:24):
I think one of the things that happens in particularly
our discussions is because we want to be relevant and
we want to make sure that we're targeting, targeting the
right root causes. Is looking at the general world of
commerce and we see, you know, obviously terrors are impacting things,
and even before then where the people were anticipating it,
(08:46):
whether it was financial writing on the wall. When we
began to see mass layoffs and the resistance to return
to office, we started looking at, okay, what is this
doing with people? And one of the things that draws
a lot of the behaviors of business is fear. That's
not to say that we as an organ that don't
have fear or an organism, of course we do. It's
(09:09):
managing that fear. Just because the company says, hey, we're
going to be laying off a thousand workers, it doesn't
mean that it has to be you. There are things
that you can do to rise above normal or the normal,
to become a superstar. And it starts again with that
calibrating of the central nervous system. But for us, at least,
(09:30):
my observation in our conversation is just really paying attention
to what's going on in the world of work and
the hurt and the pain that people are feeling. And
that's what's on my heart is to help them move
past that because in some situations, they didn't create it.
Speaker 8 (09:52):
And I think that's a good point there, Chris, because
even when you brought up again and I think about it,
a lot being the return to office, and if you
think about it, and just what we talked about any saying,
you know, why do we go on autopilot and not change?
If you think about it, for that four or five years,
(10:13):
what you saw on the media was oh, my working remote,
working from home. However they wanted to phrase it, it's great.
We were so much more productive. Things were going wonderful,
we had better profit. All of a sudden, now many
companies want people back in the office because what happens.
(10:33):
You want to go back to what's familiar, and so
many organizations are going back to what's familiar, while at
the same time saying want innovation and change. What are
we really doing what's really happening in society? And it's
something to think about. Is it really wanting change or
is it that thiscomfort level of doing something that's familiar.
Speaker 3 (11:03):
Christopher, when you first started developing the Biology of Business,
was there a single aha moment that made you see
business as a living system?
Speaker 2 (11:13):
And if so, what was it.
Speaker 6 (11:17):
At the time I began writing that book, I was
going through a number of careers. I'd worked in healthcare,
and I was in nursing school at the time, and
so obviously cells and living things was kind of for
front and center. And I was grown tomatoes at a
house in southeast USA, this super environment for growing things,
(11:40):
and I decided, I'm in a plan of garden. So
I planned to start, which didn't work out too well
because I did it with no guidance and I just
blind enthusiasm. And when it got to what I settled on,
which was tomatoes, I would pull them in when they
turned red and it was kind of meat, just noticing nothing.
Speaker 5 (11:59):
And there was this bud and there was this little
round ball and it grew and it grew.
Speaker 6 (12:03):
One week, I decided, I'll get that one in the back,
and I still feel like reaching back there and grab it,
so I grabbed some of Harry Hadson in the house.
Speaker 5 (12:10):
I took him in the house, and.
Speaker 6 (12:12):
About a week and a half later, I came back
to the tomato plant and as I was pulling off
newly ripened tomatoes, I noticed that the one that I
hadn't picked off earlier was actually dying. And it occurred
to me, me and that thing looked so good, I'm
going to savor it, And thinking that I was going
(12:35):
to savor it, I was actually causing it to die
because at the point when it.
Speaker 5 (12:39):
Ripened, it was no longer growing. And that.
Speaker 6 (12:44):
My mind was flooded with all these companies that had
closed Compact USA, parm A Lot, pan Am Airlines, Eastern Kodak.
Speaker 5 (12:56):
I mean you can, I can go on and on,
and you could think of a ton of businesses that
have closed.
Speaker 6 (13:01):
And it made me think what happened to them? And
I guess this really sum it up. They stopped growing
when Sears catalog kept, you know, being produced and being
sent to people and you either.
Speaker 5 (13:19):
Had to come to the store or do it through
the catalog.
Speaker 6 (13:22):
When online services began, that's not something they adjusted to. To
Lisa's work, they didn't change and the idea of what's
called senescence in biology, which is old age. If companies
don't innovate and they stay in the comfort zone. Blockbuster Video,
(13:43):
we went from DDDs to streaming. They didn't make the adjustment. Now,
they were probably the grand father in video and DVD
production and dissemination, but they failed to grow.
Speaker 5 (13:58):
When streaming became popular. It put them out of business.
Another way of saying it, they died because they weren't growing.
Speaker 6 (14:07):
That was my Ahama it came from a tomato, But
somehow or another, it just flooded my mind with the
careers that I had had in government and an education.
Never in my wildest dreams that I think that that
connection would just somehow flood my mind and be as
clear as it was.
Speaker 3 (14:28):
Yeah, and Lisa, how did you know this approach was
the missing piece in your own leadership work?
Speaker 7 (14:37):
For me, it was.
Speaker 8 (14:38):
Very important because it was in a way that was
finally put into words is probably the best way to
put it.
Speaker 7 (14:48):
So often you see it and you realize it.
Speaker 8 (14:51):
And looking at companies and a lot of what Chris
just said, right, people get on companies get on the
band way again or on some specific new thing, which
of course they're considering new to be AI.
Speaker 7 (15:07):
And I'm saying that for a particular reason.
Speaker 8 (15:11):
Because many of us that have been a technology realized
AI started with IBM's Watson that was more than a
decade ago.
Speaker 7 (15:20):
But what happens in a lot.
Speaker 8 (15:22):
Of cases organizations wait until there's that comfort, like what
Chris said, and now they're being innovative. But you're being
innovative with something which has already been around for quite
a while. So it's looking at that and being willing
to get out of that comfort zone to try something
completely new instead of going to something now that's familiar
(15:46):
that your consumer has already agreed to and.
Speaker 7 (15:50):
Gone, oh, this is a great idea. So how do
we get innovative?
Speaker 8 (15:54):
And this is the big scenario, try something new, being
willing to take that risk. And this is a lot
of what Chris mentioned even in the book, right, and
that example of what I'm saying with Ai that relates
to the tomato. What happens you wait, You're no longer
first to market, You're no longer the company that's starting
(16:14):
that off.
Speaker 7 (16:15):
You've waited until that tomato has gotten really right, and
now it's no longer that.
Speaker 8 (16:23):
Particular vision because in Ale, like all the other tomatoes
are all ripe, and people are just picking which one
they like, and it makes a huge difference. And to me,
this is why I really like that book, like the
concept because when we think about it, even as humans, right,
it does correlate to our central nervous system.
Speaker 7 (16:44):
And even if you have people talking.
Speaker 8 (16:46):
About being ill or sick or having disease and they say, oh,
but part of it is my central nervous system doesn't
work or I have problems with this, and if you
look at how many nerves were in the body, everything
is not.
Speaker 7 (17:03):
Constantly working, right.
Speaker 8 (17:05):
There's times that things are slow, there's times that things
are running full tilt. It's not that constant pattern all
the time. Just like innovation, Right, there's times when we're
more innovative. There's times when we need to look at it,
enhance it, take it to that next level, maybe just scale.
Speaker 7 (17:24):
We need to be.
Speaker 8 (17:25):
Aware of it and being willing to look at it
from different views and opportunities.
Speaker 3 (17:33):
Indeed, the Q framework help leaders calibrate communication.
Speaker 2 (17:39):
Let's talk about the Q framework for a second.
Speaker 3 (17:41):
How did you guys develop this framework and how do
you execute it.
Speaker 5 (17:47):
Well? And simple? I come from a psychology background.
Speaker 6 (17:53):
Lisa comes from a more organic leadership where she's gone
through those roles having experience, and we're equal that way,
but she brings a very indigenous spiritual impact to how
we think about the ideas of vibration. In my background,
partly gone to school become an engineer. We talk about
(18:16):
frequency and waves and cosigns and sign ways, et cetera.
We all exist in that realm vibration. Every living thing
has a frequency and when we talk about either managing electricity,
managing sound, managing frequency.
Speaker 5 (18:34):
One of the words that's used to change it is calibrated.
Speaker 6 (18:38):
You're calibrating it or tuning it to a particular level.
For instance, a tuning fork, which most of us are
familiar with from high school or middle school or elementary schools,
kind of like the triangle, but it's a little fork
and sometimes we see the teacher dying in and you
see it vibrate. Interestingly, pe apartments use that to calibrate
(19:02):
their radars before they give people tickets, because it has
to be at a particular frequency, and so they hit
the little tuning for it and it shows up on
the radar device at what frequency is operating From a
neural linguistic problem solving model, calibrating is about understanding the
(19:23):
internal systems and then neurologically using our language, our imagery,
our sounds to recalibrate those personal frequencies and the place
where the frequencies happen, because again we're talking about electrical impulses,
is in the central nervous system.
Speaker 5 (19:42):
So first, in order to be.
Speaker 6 (19:43):
Able to communicate collaborate, central nervous system has.
Speaker 5 (19:50):
To be calibrated and that's how we get to.
Speaker 6 (19:53):
Really good conversation is when you can blend and slow
with anybody's conversation. And that' to say it's a personality trait,
because sometimes our personality is great.
Speaker 5 (20:04):
You know, people say, oh, man.
Speaker 6 (20:05):
What a good dude.
Speaker 5 (20:07):
She's a great gal.
Speaker 6 (20:09):
But we don't see them all the time, and sometimes
their personality allows them to push through and flow with people,
and then they're a monster at home or they're a
monster somewhere else. When they're calibrated, they get to control
their emotional stakes more.
Speaker 5 (20:26):
Often than reacting.
Speaker 6 (20:29):
And if you think about it, if you can control
your emotional state through your central nervous system to be
calm when there are things that should create excitement, one
of the things you get to do is.
Speaker 5 (20:39):
You get to become just an absolutely better communicator. Almost
into them.
Speaker 2 (20:47):
Now.
Speaker 6 (20:47):
The que framework itself is based upon calibrating the c
and s.
Speaker 5 (20:52):
The use, understanding the signals.
Speaker 6 (20:55):
You're getting stimuli right now, their stimuli around you, whether
it's air blowing, particles touching your skin, noises from.
Speaker 5 (21:06):
Cars going by, loud sounds outside.
Speaker 6 (21:10):
It's not just that you're getting stimuli. But if you
leave your house, listen to the radio on your computer.
You're being bombarded with over thirty thousand messages a day
from marketing and advertisement, so there's a lot of stimuli
coming in people. Stimuli works, stimuli, task stimuli, and those
(21:30):
are the things that you have to think about constantly.
That puts a lot of people in burnout when we
begin to interpret the signals.
Speaker 5 (21:37):
Right, Christopher, I need you to do this right away.
Speaker 6 (21:40):
Okay, Now I can react and go who if heck
do you think you're talking to?
Speaker 5 (21:45):
Or I can consider you know what. I don't know
what's going through his head yet.
Speaker 10 (21:50):
I can't think through his head because I don't have
that clarity. So I'm gonna give them a pass and
then we're gonna have a conversation. Hey, look, that's kind
of rough when you say, hey, Christopher, I need right now.
If I need this in five minutes, even though I
can produce it, it feels majoritive. I don't like being
talked to like that. If I could understand what you're
thinking in your head, it would.
Speaker 6 (22:11):
Make it so much easier to be responsive, because then
I would understand, yeah.
Speaker 5 (22:15):
This fits this piece of puzzle, and that puzzles in
a circle to moving around.
Speaker 8 (22:19):
I have to do it now or.
Speaker 6 (22:20):
When it passes me, I won't be able to put
my little piece in there. And then we want people
to understand leadership. We wanted to understand leadership. Look, there's
a lot of good leadership models. I mean, the most
popular is probably John Maxwell, which I think is great,
and following him for decades now, I don't think that's
(22:43):
the only one that's great. You can go to a
lot of the spiritual texts and find great leadership models.
Whether that's the taua chieve from the Middle East, the Bible,
it doesn't matter. There are great models out there. So
we want people to defunt leadership for them, who's the
leader you want to follow, that's the leader you want
(23:05):
to become, and then we help.
Speaker 5 (23:07):
Them embody that.
Speaker 6 (23:08):
And it's not just embodying these characteristics. It's an identity
because identity is the strongest source in the human psyche.
It is what causes policemen environment because of their identity.
Speaker 5 (23:22):
To run in buildings while everybody.
Speaker 6 (23:24):
Else is running out, because it's the strongest source in
the psyche. And we want people to understand their identity
as a leader. If we want them to answer the question,
what is your leadership identia. When they answer that question,
we teach them how to embody it. The E is
kind of a three. We want them to embody it,
(23:45):
we want them to enjoy it, and then we want
them to exemplify what it means to be a great
leader so that they can duplicate themselves. That's the basis
of the key framework. Sorry for my enthusiasm, all right.
Speaker 3 (24:09):
So many managers feel like they're doing it, doing everything right.
Speaker 2 (24:13):
But still feel stuck.
Speaker 3 (24:16):
If you had to diagnose that feeling, like a doctor
with the patient, what's the first question you ask and why?
Speaker 7 (24:28):
And that's a great question, and I think really.
Speaker 8 (24:31):
Looking at it is when you look at various things right,
you become that particular job, or you become that particular role,
and people feel stuck because we're going back to what
we talked about a little bit earlier, doing the same things,
not trying anything different, not understanding how we react to
(24:54):
different situations. So we feel stuck because what are we
doing exactly the same thing as we did yesterday or
a week ago, or six months ago or a year
ago with the same situation. But what we forget is
just like what you asked a little bit earlier, what's
happening in the media, the different events that are happening
(25:17):
all around us have changed, but we haven't changed the
way that we've approached it.
Speaker 7 (25:22):
We're trying to approach.
Speaker 8 (25:23):
It the same way in a completely different situation and
wondering why not things working, as well as evaluating why
didn't it work before doing what we need to do
to change.
Speaker 7 (25:35):
But that takes a.
Speaker 8 (25:39):
Great question. You have to ask yourself what do you
need to do differently? And being willing to ask yourself
what do you need to do differently? And I'll give
sort of an example of that. So if you find
you're stuck, are there places where you're not stuck?
Speaker 7 (25:56):
So I had this conversation.
Speaker 8 (25:58):
With a client a few weeks weeks ago and they
said they were stuck, they couldn't get out of it.
And I said, when do you not feel stuck? And
I said, I don't care if it's were, if it's
personal life, whatever it is, because I don't feel stuck
when I'll playing my guitar. And then we start having
a conversation as to why took him to a completely
(26:23):
different place, And that's what mattered. Being willing to go
somewhere or innovative. We're calm, where new ideas come up,
had to change, the location, had to change, the environment,
had to change, the stimuli and what really made him tick.
And that all goes back to the nervous system. What
(26:43):
allows you to be calm, innovative, excited, what brings out
you as opposed to just the same situation on repeat.
Speaker 2 (26:55):
I love that. I love that.
Speaker 3 (26:57):
Burnout seems to be the silent epidemic of leadership. When
you meet someone who's clearly runing on empty, what's your
first intervention and how do you help them believe recovery
is possible?
Speaker 5 (27:13):
I think for us it starts with listening.
Speaker 6 (27:15):
When people engage with us, it's typically because they're at
some points of burnout or recognizing symptoms that they don't like.
And their communication with bouses not because they're weak. It's
because they recognize that what they've been doing, that urgency,
that drive, that push to be a good leader, didn't
(27:36):
really give them the freedom. It gave me more of
a functional freeze. And so by the time we talk
with most of the executives, whether there be the surgeons,
the former professional athletes, tech leaders, the people that we
typically hear from we start with that question that least
is talking about and starts with listening, and the question
(27:58):
that we're asking to get them to open.
Speaker 5 (28:01):
Up is how are you feeling about your life in general?
Speaker 6 (28:07):
And then we use it like a cone and we
just get real specific. What do you think the driver
is that's pushing you into overwork. We had a surgeon
that we worked with. I mean, she's world class. I'd
let her take little pieces of.
Speaker 5 (28:22):
My brain out.
Speaker 2 (28:24):
She's that good.
Speaker 5 (28:25):
I mean I would willingly do it because I trust
her that much. She's that good. And she just couldn't
stop being a surgeon. And she was telling Lisa all
the time, Lisa, I'm at the beach and I'm checking
my phone. I've got my little.
Speaker 6 (28:37):
Tablet and I'm looking. You know, she wasn't reading for pleasure.
She was reading to fix work things. And so one
of the things that we did with her is we
got her to start recoding.
Speaker 5 (28:51):
Using imagery and her language.
Speaker 6 (28:53):
And this is where the neural linguistic golden solvent came
in and her say, you know, at the moment, I
do not have a scample in my hand.
Speaker 5 (29:04):
I am a human and I'm allowed to be human,
and I get to lift.
Speaker 6 (29:09):
And the more she said that, the more her free time,
her time, her.
Speaker 5 (29:14):
Available non working role time really became.
Speaker 6 (29:17):
More precious and safe away from the role that she
was working in.
Speaker 5 (29:22):
So one of the things we want to know is
we want to know what.
Speaker 6 (29:25):
Do you think the driver is because in some cases,
you know, we had one guy that client that never
spoke up. I mean, this guy, pretty high level leader,
he just never would offer his ideas as a.
Speaker 5 (29:38):
VP in bigger meetings, and then later we find out
gosh I had that was a great idea.
Speaker 6 (29:45):
Well, when we really did this, we did a neure
linguistic language trace pattern with him, and what we came
up with he just kindly said it as we walked
backwards through that induction is that he saw himself as
set years old, sitting in the back of the classroom.
He didn't really understand the subject on a particular day,
(30:07):
didn't raise his hand, although he wanted to ask the question.
Speaker 5 (30:10):
The next day, as.
Speaker 6 (30:11):
The teacher became or was doing more advanced work in
that particular topic, he sat in the back of the
room absolutely confused, didn't raise his hand, and he just
adopted and adapted to that pattern. His whole life. That's
what became comfortable. And even though the guy is as
(30:33):
smart and as sharp as a tack point, that little
seven year old identity that he decided to adopt became
the driver for his current behavior. What was future behavior
then the current behavior?
Speaker 7 (30:52):
And I think, Chris, I'm going to add a little bit.
Speaker 8 (30:54):
To that, because even when we started out with this question,
you know, sort of saying, you know what has you're
running on empty?
Speaker 7 (31:06):
And I'm going to go into a little bit of
an example. So what happens when we run on empty
to our car? We take it to the gap station,
We take it for a tune up. We change the oil,
maybe the air filter, maybe we have to do the carburetor.
Maybe there's spark plugs that need to be fixed, or
(31:26):
the brakes.
Speaker 8 (31:27):
We look after it and we fix the car so
it runs offtimum. How often do you do that to
yourself as a human? Most people don't. Most people don't
do it tune enough.
Speaker 7 (31:39):
They just continue to work the same.
Speaker 8 (31:41):
Way, do the same thing as Chris mentioned, the same identity.
Speaker 7 (31:45):
The same that's my role.
Speaker 8 (31:49):
We don't go through a tune enough, we don't change.
We do the same thing and if you look outside
of nature, what happened. There's times that tomatoes produce tomatoes.
There's time that the plants don't. They stop producing, they
slow down, they die, they're planted again in a fresh
season to start again. They revamp themselves, they redo, they restart.
(32:13):
There's times for harvests, there's times for things to be planted,
there's times for things to slow down. As humans, many
people and many organizations, we run the exact same way
in those organizations three hundred and sixty five days of
the year.
Speaker 7 (32:32):
A lot of it isn't changed. And that's a big factor.
Speaker 8 (32:36):
And what makes that difference is why are you burned
at why are you running on empty? We forget about
those different cycles, We forget to replenish ourselves. It just
ends up being exactly the same constantly, just like somebody
that talks in a conversation on monotone, exactly.
Speaker 7 (32:56):
The same, no change, no deviation.
Speaker 2 (33:01):
I love that.
Speaker 3 (33:03):
And you're both advocates for people first leadership. How do
you balance that with the reality that some businesses still
has to hit numbers and it's still focused on productivity
versus people investment.
Speaker 6 (33:22):
I think instead of shooting resources because a human being
is not necessarily a resource unless you're communicating and somehow engaging.
Speaker 5 (33:33):
Them at a CNS or brain level.
Speaker 6 (33:37):
Human resource should be called capital human capital, because that's
really what it is to a company, And I think
the issue with how companies function is more mechanistic.
Speaker 5 (33:52):
And if you think about for just a second, what
do human beings create?
Speaker 6 (33:57):
We find something that works and then we create models
off of it. The most successful model we have as
human beings is ourself. And if Lisa can make a
comparison in human biology to a vehicle which we've created,
(34:20):
how close then are our businesses to that of a
human organism in terms of the way it's designed. It
is absolutely designed that way. You have a higher functioning
system in your head called your brain, and it has
executive functions that different pieces of the glands, et cetera
(34:40):
in your brain are responsible for.
Speaker 5 (34:43):
Does that not like?
Speaker 6 (34:44):
Does that sound just like a CEO and the executive
level of a company.
Speaker 5 (34:50):
And then you have a screening system.
Speaker 6 (34:53):
And that screening system brings in good employees and keeps
out bad employees. That to me sounds like the liver
and the kidneys. That's what they do in the human body.
Communication the lungs.
Speaker 5 (35:05):
Every single cell with every breath gets oxygen.
Speaker 6 (35:09):
The one that doesn't to lease this point, for whatever reason,
not always working right. It tends to lag and eventually
it'll die it doesn't get that oxygen the heart. You know,
people talk about knowing the pulse of the culture when
we do these pulse surveys, Well, that's the most important
element in the entire system, other than the stomach. Because
(35:32):
if your stomach's not good, you can forget your brain,
forget your legs and your arms.
Speaker 5 (35:39):
Your stomach is going to take over. But the heart
is the pulse of a company. It's the culture.
Speaker 6 (35:48):
So getting people to understand that the organization is not
this boxed, canned operational system will function on its own
and it's unlike the human organism. It won't fix itself
because these are individual cells.
Speaker 5 (36:09):
And think about this, it's very, very rare that a
great leader can.
Speaker 6 (36:15):
Get everybody the wholeheartedly hook line and seek.
Speaker 5 (36:19):
To follow them. So you have divergent cells.
Speaker 6 (36:22):
Some want to they're just enthusiastic, they want to be
great for the company, and others it's the comfort of
a check so they're not necessarily vested. So you have
cells that just you know, they're not completely in the
ecosystem where it's like hey, synchronicity. Some are doing their
own things, some are buying for positions of power. Some
are trying to get out and go somewhere else. Unlike
(36:44):
the cells of your body, they don't want to get out.
They want to stay there and keep things at a
stable level, even if you experience variety.
Speaker 5 (36:53):
And so companies at some level have got.
Speaker 6 (36:55):
To begin realizing we went through this humanization movement and
technology because in the last i'd say the last ten
years being more agile, which is about being first to market,
being faster to market, etc.
Speaker 5 (37:11):
And being more proficient and efficient.
Speaker 6 (37:13):
The whole idea behind that became hold on, it's not
about our processes, it's about the people.
Speaker 5 (37:22):
Not everybody got that memo.
Speaker 6 (37:25):
A lot of manufacturers did because I worked at some
I worked for defense contractors.
Speaker 5 (37:30):
I've worked for the largest rooting.
Speaker 6 (37:33):
Company in North America, so I know some big ones
got it at least, and I worked at the number
of three largest tech company in the world. So we
know that people that have gotten that message, did it translate,
did they transform?
Speaker 5 (37:50):
Did they change?
Speaker 6 (37:54):
Some I would say altered their course a little bit.
Most didn't change, which is evidenced by Hey, get guy
kid here in the office, we need you in the
sage of what's.
Speaker 2 (38:06):
In the seat?
Speaker 6 (38:07):
Really, we thought you were more productive when people could
actually take care of their kids and their loved ones
and be around their family and have the flexibility if
they couldn't do it an hour during the day, they
could do it an hour at nine o'clock at night.
That's what we have to do with companies and executives
(38:28):
and leaders is get them to understand at the heart
of their business it's people. And if we mess up
the people element, I can almost assure you the innovation
required to move past aging out and not being relevant
will kill the business.
Speaker 2 (38:54):
Do you like to add to that, Lisa, add a.
Speaker 5 (38:57):
Little bit to it.
Speaker 8 (38:58):
And when we go back exactly what you started with
saying human resources, what's a resource?
Speaker 7 (39:06):
A resource is my laptop. I was given a resource
to do my work. I was given a mobile device.
I was shown the processes. Those are resources, right, Humans
were beings. Right, We're meant to think to innovate, to.
Speaker 8 (39:25):
Have time to take that information and process it. Right.
Speaker 7 (39:31):
But a lot of cases and.
Speaker 8 (39:32):
Organizations we've become human doings. We're just doing what we're told,
we're doing what's expected, we're doing what matches the company's
overall vision. But if innovations wanted, it has to go
back to that human being to allow us time to think,
(39:55):
to process, to come up with new ways of doing things.
If you put yourself in that position, and everybody's slightly different,
a lot of us when we can think and be innovative,
are different.
Speaker 7 (40:08):
So as Chris just meant mentioned.
Speaker 8 (40:10):
Get back to the office, some people are great in
that environment and they can come up with wonderful ideas
with all of that noise and chaos and hearing the
other conversations going on. It makes things click and information
flows other people. You put them outside, you put them
(40:31):
near the water, somewhere serene where they can slow.
Speaker 7 (40:35):
Down information flows other people.
Speaker 8 (40:40):
Maybe it's that wonderful, you know, you wake up at
two three o'clock in the morning and you just have
to write it down because it won't stop. Or we
hear people saying in the shower, and it's important to
realize that. So when you talk about human resources, we
really have to look instead at the human being and
(41:01):
what allows them to just excel in what they're doing,
and that isn't one size fits all, and it's important
to take that into consideration because people are not able
to become innovative to take that to the next level.
As was mentioned at the very beginning by Chris.
Speaker 7 (41:24):
Organizations live or they die.
Speaker 8 (41:28):
And if your people are stuck into one size fits all,
you're only as good as your weakest link.
Speaker 5 (41:39):
Yeah.
Speaker 3 (41:40):
For someone listening today who feels stuck or unseen, what's
one message you want echoing in their mind after this conversation, I.
Speaker 6 (41:53):
Think for me is to have them understand if there's
a place that they can see themselves getting to you,
there exists a place where there's reduced stress and improved
mental clarity, especially as a leader, because those are things
that we have to take to work every time we
enter that environment.
Speaker 5 (42:14):
The ability to create teams that self correct or that
take ownership. And again, I.
Speaker 6 (42:19):
Think it's when there's a problem if there's transparency.
Speaker 5 (42:24):
No, granted, the brain.
Speaker 6 (42:24):
Doesn't say to every single cell and organ hey look
our a one C is six point whatever, but the
systems that need to know that information know it, and
whoever's in charge of that system also knows somewhat about
the other system, because if they have to take up
that slack, it's like when the right side of your
(42:45):
body hurts and the left side compensates, you don't have
to tell it to So that's the system taking ownership
for Hey, look, I'm part of the issue. I'm going
to I'm going to try and do my part to
correct this. A lot of leaders are dealing with issues
around keeping good people, especially where people are bulking against
the idea of returning to office.
Speaker 5 (43:06):
There's a place as.
Speaker 6 (43:07):
A leader where you don't have to worry about retention
or culture scores on these pulse surveys. You know, a
lot of instances people's jobs are depending on how well
their people fill out pulse surveys. And so the encouragement is, hey,
I need you to feel this out a certain way. Well,
that's not honesty and transparency. A cell wouldn't lie. It
(43:28):
just knows it's a job and that's what it's supposed
to do. We want leaders to be confident when they're
leading change, even when they're uncertain, and I think those
particular things are achievable. They're available and no matter what
you're going through. You know, one of the things that
Lisa will be doing in the near future is meditation
(43:49):
because I remember some of the stress that I experienced
at a previous company. And one of the benefits is
that some of the quote unquote sells insights that hey,
we all realize this is stressful, and so the company
let us on company time do zoom calls in the
afternoon where we spent thirty minutes.
Speaker 5 (44:09):
Just clearing our heads and relaxing, which was great.
Speaker 6 (44:13):
What a good way to go home as opposed to Yep,
you're in this environment and maybe you're that person that
needs to talked about you can handle massive amounts of
stress and all the balls flying up in the air,
but it's nice to be able to put that away
when you go and you have three kids at home,
and that person that goes home with those three kids
shouldn't see that process of how they do dad or
(44:35):
mom like they do work.
Speaker 5 (44:41):
It's a different culture.
Speaker 6 (44:44):
I want people to know that there is a place
where you can get to where you can stop leading
from stress and start meeting with adaptive intelligence.
Speaker 3 (45:00):
Right all right, Where can our listeners connect with you
guys on the internet and find out more information.
Speaker 5 (45:07):
Well, you can find this acuse for Leadership on LinkedIn.
You can find us a excuse for Leadership our website.
Speaker 6 (45:14):
And when people are ready for a conversation, we take
them straight to the academy which is Queues for Leadership
Academy dot com, where we.
Speaker 5 (45:23):
Can engage and they don't have to go through Hey,
who are these guys? What do they do?
Speaker 8 (45:26):
Oh?
Speaker 6 (45:27):
That's really neat. They got this thing called the biological
audit trainwork like you fill out a form when you
go to the doctor.
Speaker 5 (45:34):
One of the things.
Speaker 6 (45:34):
And I want to mention this new because it's really
important when leaders are going through the uncertainty of the
performance review cycles. We call it where you want to
get to a certain level, but your performance review based
upon your team just isn't getting there. It's good if
company wants to keep the job is safe, but you
(45:55):
just can't push through that level of why won't they
see the talent that I'm going like, why can't they
see the potential?
Speaker 5 (46:02):
We take them through what is called a career calibration.
Speaker 6 (46:06):
And what it does is it by way of thirty
years of research, fifteen different compries, thirty thousand people, forty years.
This guy dedicated his life to understanding what are the
natural complexity.
Speaker 5 (46:20):
Of business roles?
Speaker 6 (46:22):
Oh guess what, certain human beings can actually manage more
complexity than others, like for instance, I know one of
the things that he did was he ran just as
a reference of our listeners can understand, it's not just
some irrelevant person that he did this testing on. He
did it on Colin Powell, who was the Joint chiefs
of Staff. He actually did a lot with the United
(46:43):
States Army. Doctor Jackson was actually.
Speaker 5 (46:46):
A Canadian born MD, but also a psychologist and a therapist.
Speaker 11 (46:53):
But what he did with Colin Powell was he looked
at the trajectory and could predict, at the age of
nineteen exactly where Colin Powell was going to end up
with ninety six percent accuracy.
Speaker 5 (47:04):
Colin Powell looked at it and said, Wow, you.
Speaker 6 (47:06):
Just mapped out my whole career and you don't even
know me. That's how good it is.
Speaker 5 (47:10):
But we want.
Speaker 6 (47:11):
Managers to understand, hey, here's where you are, and if
this role is not honoring your ability to deal with
certain levels of complexity and work, then maybe this is
the time to consider taking on a role somewhere else
or you know what they're talking about moving you to
this particular level.
Speaker 5 (47:29):
Oh my gosh.
Speaker 6 (47:30):
Yeah, that's what I've been dying for that. I'm bored
out of my board with this job. I feel like
I could do it in my sleep. So those are
some of the tools that we bring to the table
and want readers to know you're not stuck. It feels stuck,
and there are resources. What we do is help them
understand they've got most of the resources already. We just
expose it to it.
Speaker 3 (47:54):
Lisa, before we go, your career spans shop floor to
see suit or C suite.
Speaker 2 (48:01):
What was moren leadership myth? You had to un learn
yourself and how did that change your approach.
Speaker 8 (48:09):
That's a great question, and for me, it was the
biggest thing of trying to be everything for everyone, which.
Speaker 7 (48:17):
Is what I had to unlearn.
Speaker 8 (48:20):
I thought I had to be that resource, have all
of the answers, which I know I didn't have. And
the piece that really moved me forward was being willing
to say that out loud and having no concern at
all about what that meant, how it would impact things.
Speaker 7 (48:41):
One of the roles I had when I was a leader.
Speaker 8 (48:44):
I became a leader of the team because their prior
manager passed away on the weekend and I got put
into a team right away for that reason. And that
really made a big shift because it brought in true empathy.
It had me listen to where they were, what was concerning,
(49:05):
allowing them to be productive as a group without any
specific expectations, but allowing them to grow work at their
own page. And what we accomplished was truly amazing because
we sat, we shared.
Speaker 7 (49:23):
There were times that we hugged.
Speaker 8 (49:24):
And cried, and yes, I know that it's in an office,
but that's what the team was going through. And you
have to be willing to go where the team is
as opposed to expecting them to do what you.
Speaker 7 (49:35):
Think is right.
Speaker 2 (49:39):
All right, all right?
Speaker 3 (49:41):
I love that today we unpacked a heartbeat of modern
leadership with Christopher Edie and Lisa Oborne explore and while
managers feel stuck, how burnout can be reversed, to power
of diagnosing communication breakdowns, and why your business should be
treated like a living system.
Speaker 2 (49:59):
Christopher and Lee didn't just just give us theory. They
gave us tools, stories, and a new way to think
about leading and times of change. And if you want
more of their insight, head to queuesfor Leadership.
Speaker 3 (50:12):
Dot com and grab a copy of the Biology of
Business on Amazon. I will include the links and the
description of this episode. Don't forget to subscribe a Vigilantes
Radio Live, leave a rating, Share this episode with someone
who needs it, and fuel the mission. Over it by
me a coffee dot com forward slast Vigilantes Radio until
(50:32):
next time, Lead boldly, live fully, and keep the conversation alive.
Speaker 2 (50:39):
Thank you so much, Christopher and Lisa. It was a pleasure.
Speaker 5 (50:42):
It's my pleasure here.
Speaker 2 (50:45):
Take care all right, Peace to all.
Speaker 4 (50:50):
My name is Denie and I am the host of
Vigilantes Radio Live. I think that we are.
Speaker 2 (50:58):
Beyond just.
Speaker 4 (51:01):
Asking cool questions and getting cool responses. I think that
we are here as creatives to provide an example that
you can do things different outside of expectations, because some
of us simply were not born into the club. But
(51:21):
there is perhaps a door window or backgate that we
can leave a clue for you to get into. Life
is short, but there are plenty of moments to try
and get it right. Pursuing your dreams and learning from
mistakes may be tough, but regret it's tougher to book
(51:43):
your interview email US at V radio at only one
MediaGroup dot com. That's a V as in victorious or
visit only one MediaGroup dot com.
Speaker 2 (51:57):
I'm counting on you, Heaven.
Speaker 4 (52:00):
We all are count on you to step into your
purpose and your passion. You are listening to Vigilantes Radio
live on iHeartRadio, providing you with an opportunity to dive deeper.
Speaker 1 (52:31):
You and now listening to Vigilances Radio, the people's choice
for quality interviews, art, music and heart subex hosted by
Demetrius Hanzini Black Reynolds. All episodes of this podcast are
available for free download at www dots only one Media
(52:51):
greet dot com
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