Latest / Steve Azar's Resonance: A Podcast for Leaders, Unpacking the Power of Song, Silence and Strategy / Resonance Season 3: Common Sense for The Common Good

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Resonance Season 3: Common Sense for The Common Good · Steve Azar's Resonance: A Podcast for Leaders, Unpacking the Power of Song, Silence and Strategy

0:00
SPEAKER_01: This is Resonance, the podcast with leaders that unpacks the power of song, silence, and strategy.
0:13
SPEAKER_00: We believe the great leadership begins with deep listening, not just to others, but to the still small voice within.
0:21
SPEAKER_04: It's not just about being a successful leader, it's about being soulfully aligned as well.
0:27
SPEAKER_00: In a world moving fast, resonance invites you to pause and reconnect with purpose, people, and possibilities.
0:33
SPEAKER_02: We'll dive into some cool stories, celebrate with friends, and dig deep into the music too.
0:39
SPEAKER_02: Cause song has a way of staying with words cannot alone.
0:44
SPEAKER_00: So whether you're leading a business, a team, or just trying to lead your own life with more meaning, this is Resonance.
0:50
SPEAKER_00: Resonance, Resonance.
0:54
SPEAKER_02: Steve Azar here on Resonance.
0:57
SPEAKER_02: We're in season three.
0:59
SPEAKER_02: I've got my pals Mike, the monk got barrel, Randy, the PhD Harrington.
1:04
SPEAKER_02: Always grateful to have these guys with me on uh Resonance Podcast.
1:08
SPEAKER_02: You can check us out at resonanceleader.com, anywhere you pod on YouTube, etc.
1:14
SPEAKER_02: Today I'm really excited about bringing my blood pressure up.
1:18
SPEAKER_02: So I want everybody to get ready because I think that the masses, 99.9% of us all agree.
1:26
SPEAKER_02: Common sense for the common good.
1:29
SPEAKER_02: And when you say common good, you're talking about humanity, lives at stake, jobs at stake.
1:38
SPEAKER_02: And this is gonna go deep into some of the things I've been reading lately, documentaries I've seen on TV lately, Boeing, the big Boeing issue, Purdue Pharma, Theranos, our space shuttle, back when we were in college, uh the the the lives that were lost.
1:55
SPEAKER_02: Uh always there's lives involved here.
1:57
SPEAKER_02: And where greed takes over in such a way that even lives don't matter anymore.
2:06
SPEAKER_02: Not only the life or the jobs or but think about the effect it has on the families and the loved ones and the friends.
2:14
SPEAKER_02: And I feel like more than anything, greed uh can really consume uh uh in such a way that the common good uh has no shot and until it eventually tells on itself in such a horrific way uh that we end up watching these documentaries and having to read about all this stuff, and you're going, how can this have ever happened?
2:39
SPEAKER_04: Yeah.
2:39
SPEAKER_02: It makes no sense to me that someone in such a leadership role or more people in leadership role can it it comes down to a whistleblower somewhere that has to come and always uh there's always a whistleblower.
2:54
SPEAKER_02: Uh, and then their lives are in jeopardy because you never know what's gonna happen because there's just so much money.
2:59
SPEAKER_04: And and the thing that triggered you on this, and I and I'm triggered.
3:02
SPEAKER_04: I'm triggered by it too, is the movie Downfall, uh which is a Netflix thing.
3:06
SPEAKER_02: Free fall downfall or free fallen?
3:08
SPEAKER_04: What was it?
3:09
SPEAKER_04: I think it's downfall.
3:11
SPEAKER_02: Oh, downfall.
3:11
SPEAKER_02: Was that the one that was the space shuttle?
3:15
SPEAKER_02: No, that was the Boeing one.
3:17
SPEAKER_04: That's Boeing.
3:17
SPEAKER_02: Oh, Boeing.
3:18
SPEAKER_02: That was Boeing.
3:19
SPEAKER_02: Okay, okay, Boeing, yes, yes, yes, yes.
3:21
SPEAKER_04: Yeah, so the the two uh 737 Maxes that uh and when the when the FAA goes and figures out where the problem is and they realize, oh, this is not good, because they figured out that the planes had been manufactured in such a way that there was no coherence to it.
3:40
SPEAKER_03: Yeah.
3:40
SPEAKER_04: So the it was like they were just sort of slap dash put together.
3:44
SPEAKER_04: And that's when the remember the dwarf uh it was at Alaska Airlines 737.
3:50
SPEAKER_04: Yeah, yeah.
3:50
SPEAKER_04: It was a plug.
3:51
SPEAKER_04: It was a plug that blew out.
3:53
SPEAKER_02: That was that there were letters written about that that was gonna happen that nobody remember this was after the fact of them going through the issue where they had three years to make it all right, and he was and they apparently had a new CEO that was came from the same cloth of the CEO before, right?
4:11
SPEAKER_02: So it wasn't a new CEO.
4:13
SPEAKER_02: They said they had a complaint place that you could go in and file out a complaint, but nobody was listening to those complaints.
4:19
SPEAKER_02: And that can you imagine being an engineer and that's what you did your whole life?
4:23
SPEAKER_02: You worked at Boeing your whole life, and now that they've gone to a whole new way of doing things that have everything to do with avoiding public safety.
4:32
SPEAKER_04: You know?
4:34
SPEAKER_04: I mean, well, these were leaders that were really focused on the balance sheet.
4:39
SPEAKER_04: These were leaders that were focused on financial engineering.
4:43
SPEAKER_04: Yeah, they were not focused on the engineering that's happening on the factory floor.
4:47
unknown: Right.
4:47
SPEAKER_04: It's that fundamental difference.
4:49
SPEAKER_04: And so now they've got uh leadership in that is focused on the on the factory floor.
4:53
SPEAKER_04: They're back.
4:54
SPEAKER_04: And now they are producing, I guess, 52 airplanes a month, I think, or something ridiculous.
5:00
SPEAKER_00: It's interesting.
5:01
SPEAKER_00: I just saw something, I think either yesterday or today, that the FAA just approved their new biggest max plane.
5:08
SPEAKER_00: Um I don't even know what it's like.
5:11
SPEAKER_02: They needed to change the name after all that.
5:13
SPEAKER_02: Uh uh it's it's really interesting.
5:15
SPEAKER_02: Even the space shuttle, just jump into that for a second.
5:18
SPEAKER_02: They should have been in space.
5:19
SPEAKER_02: These couplets or whatever the rings that they were told with the engineers that created those said that with the if it's oh under 51 degrees, it's you don't take don't do not fire that space shuttle off into the atmosphere.
5:33
SPEAKER_02: And they would not listen.
5:34
SPEAKER_02: And they did it, it was 31 degrees, and of course, all of that happened.
5:38
SPEAKER_02: And then, of course, they could have had an out.
5:41
SPEAKER_02: So you found out that they were still alive and it was the crash that so they had that whole fall.
5:48
SPEAKER_02: So that that agony of knowing that your loved ones went through that and what they went through, um, and they could have had, and now they do, an out that would be more expensive, and would probably whatever, but and and way more and all that, but they wanted to skimp on that as well.
6:06
SPEAKER_02: I mean, and so that really, really triggered all this.
6:11
SPEAKER_02: And of course, you see the Purdue Pharma thing, and you think about all these things and how it's all greed.
6:16
SPEAKER_02: And and it's a bottom line, bottom number, and human life means nothing, and jobs mean nothing.
6:21
SPEAKER_02: It's just crazy.
6:23
SPEAKER_02: Crazy.
6:24
SPEAKER_04: Quick little fact I uh I was a news anchor in uh Wilmington, North Carolina for WJKA Television.
6:32
SPEAKER_04: You were a what?
6:33
SPEAKER_04: A news anchor.
6:34
SPEAKER_02: This see, we I love it.
6:35
SPEAKER_02: This show gets us to know all your jobs that you did over your life.
6:39
SPEAKER_02: I mean, yeah, for about before or after Pizza Hunt.
6:42
SPEAKER_02: Yeah, yeah.
6:44
SPEAKER_02: Had to be after.
6:46
SPEAKER_04: I did it for about two and a half years.
6:47
SPEAKER_04: Uh uh did a show called Midday, and then uh live at five news.
6:53
SPEAKER_04: Uh it was interesting.
6:54
SPEAKER_04: But anyway, I'm on the air midday, and it was the first time this has ever happened.
7:00
SPEAKER_04: My studio guy comes into my ear and he says, We're cutting, we're cutting to network.
7:08
SPEAKER_04: And I was like, Okay, I don't know what that means, but uh sure, yeah, okay, you make that happen.
7:13
SPEAKER_04: So I'm sitting there at the desk, they cut to network, I'm looking at the monitor, and it was the Challenger explosion.
7:21
SPEAKER_04: It just happened.
7:23
SPEAKER_04: So then I just sat there for an hour uh and just was the whole the whole place was just you could heard a pen drop.
7:34
SPEAKER_04: Yeah, and trying to figure out it was such a gut punch uh at that time.
7:40
SPEAKER_04: Extraordinarily powerful.
7:41
SPEAKER_04: There's been a lot of research on that decision, and there's been a whole bunch of stuff that's come out around uh, you know, one of the things that was indicted uh was PowerPoint.
7:52
SPEAKER_04: There were many people who believed that the engineering thresholds that you were just talking about were just one of three bullet points on a slide that looked like every other slide.
8:06
SPEAKER_04: And so it they the engineers presented it, but there was nothing in it that said it was just like, yeah, yeah, yeah.
8:14
SPEAKER_04: It wasn't like wow.
8:16
SPEAKER_04: So people were like, did you show the data?
8:17
SPEAKER_04: Yes, we showed the data.
8:18
SPEAKER_04: Did they do anything about it?
8:19
SPEAKER_04: No, they didn't.
8:20
SPEAKER_04: But they didn't do anything about it because it was a really crappy presentation.
8:24
SPEAKER_03: Right.
8:24
SPEAKER_03: Right.
8:25
SPEAKER_03: You know what I mean?
8:26
SPEAKER_04: Just sort of laying it out in front of people is not sufficient.
8:29
SPEAKER_04: You've got to interpret the data and bring that interpretation into some kind of planful action.
8:34
SPEAKER_04: And that that was one of the big pieces that missed.
8:37
SPEAKER_02: Well, what do you do?
8:38
SPEAKER_02: You scream and yell?
8:39
SPEAKER_02: I mean, what do you do?
8:39
SPEAKER_02: Because it's that important.
8:41
SPEAKER_04: Well, yeah, somebody needs to own that and say and and kind of call the ball and say, no, that's not gonna happen.
8:48
SPEAKER_02: But uh This gets back to leaders though, Randy and Mike, that they don't feel comfortable.
8:55
SPEAKER_02: Our last show we did, right?
8:57
SPEAKER_02: Yep.
8:57
SPEAKER_02: Uh uh of that chain of commitment.
8:59
SPEAKER_02: They don't feel comfortable going to their superiors because they don't feel like they're listening, or they feel like they're gonna be shunned or go they're shipped off to another division.
9:10
SPEAKER_02: I mean, that's happened a lot in a lot of these situations.
9:12
SPEAKER_02: But what about that?
9:15
SPEAKER_04: Most of us have been stunned by uh uh Elon Musk's work where you know they shoot up a rocket and then the dang thing lands, comes back and lands on a floating thing in the ocean.
9:27
SPEAKER_04: So I'm I'm doing some work at NASA at Marshall, and I brought this up because there was a big tension between NASA's approach and uh SpaceX.
9:37
SPEAKER_04: Sure.
9:38
SPEAKER_04: So I said, well, I have to admit, I thought that was pretty cool.
9:42
SPEAKER_04: To a to a room of NASA engineers.
9:44
SPEAKER_03: Yeah.
9:45
SPEAKER_04: Oh my.
9:46
SPEAKER_04: Oh my.
9:47
SPEAKER_04: So one guy gets up in the back of the room, tall guy.
9:52
SPEAKER_04: All of the NASA engineers are a little disheveled, by the way.
9:55
SPEAKER_04: They're always something's a little crooked or a little sideways.
9:59
SPEAKER_04: But he comes stumbling up to the front of the room and he was angry.
10:02
SPEAKER_04: And he's looking right at me and he goes, wonk.
10:05
SPEAKER_04: And he puts his phone right in my face.
10:08
SPEAKER_04: And I said, What is this?
10:09
SPEAKER_04: And he says, I want to say 1992.
10:14
SPEAKER_04: NASA laun landed six of these in a row.
10:21
SPEAKER_04: 1992 they had that technology.
10:25
SPEAKER_04: Wow.
10:26
SPEAKER_04: Wow.
10:26
SPEAKER_04: The seventh one fell over and exploded.
10:31
SPEAKER_04: And the politicos, I believe in Congress, said, Well, we can't be doing that anymore.
10:38
SPEAKER_03: Sure.
10:39
SPEAKER_04: And so they stopped it.
10:41
SPEAKER_04: So can and can I ask?
10:42
SPEAKER_04: It's a totally different thing.
10:44
SPEAKER_04: Yeah.
10:45
SPEAKER_04: You know, SpaceX, things blow up, they just get another one.
10:48
SPEAKER_04: That's not gonna stop them from innovating.
10:50
SPEAKER_04: You know, one screw up, and NASA had their toys taken away.
10:55
SPEAKER_04: And they are bitter about this day.
10:57
SPEAKER_02: Let me ask you this while we're we're talking about that.
11:00
SPEAKER_02: Um the you never mind, forget it.
11:04
SPEAKER_02: I can't remember what I want to ask you.
11:06
SPEAKER_02: I'm sorry.
11:06
SPEAKER_02: I'm sorry.
11:07
SPEAKER_02: I went off on a I'll think of it a minute and maybe it wasn't worth saying, but there was something you said that reminded me of something.
11:12
SPEAKER_02: But Mike saved me.
11:15
SPEAKER_03: Yeah.
11:16
SPEAKER_00: Well, I think I think to start with, I mean, first of all, let's understand, you know, let's understand what the common good really is.
11:26
SPEAKER_00: Because I think that's that's a really important place to start is what is the common good?
11:31
SPEAKER_00: And and I have to revert back to my faith.
11:34
SPEAKER_00: I have to revert back to Catholic social teaching and the Benedictine principles.
11:39
SPEAKER_00: And there, when we think about common good, what that is, it starts with the dignity of the human person.
11:45
SPEAKER_00: Um, the decisions that we make have to have the dignity of the human person, they have to have a commonality that's the good of the social well-being and the development of society.
11:57
SPEAKER_00: They have to be shared responsibility uh so that it's not just one person or one company or one individual, you know, one project or whatever making the decision.
12:09
SPEAKER_00: So when we think about this idea of common good, we have to understand that the common good, and and you know, we we talk about some of these individual examples, but I think you can even look at a much bigger example and look at look at what's going on with our environment and and climate change.
12:27
SPEAKER_00: You know, decisions are being made by whether it's politicians, whether it's organizations, whether it's companies, whatever the case may be, decisions are being made not for the common good, but for the benefit of a few individuals and or a few businesses or companies or whatever.
12:49
SPEAKER_00: So I think we have to understand that when we make decisions, there are bigger issues that we have to consider beyond just a balance sheet or an innovation or a political party or whatever the case may be.
13:07
SPEAKER_00: I think it's you know, understanding what that common good is is really, really important because ultimately we have to decide why we are gonna ultimately the decision has to come down to why are we doing this.
13:21
SPEAKER_00: Yeah.
13:22
SPEAKER_00: And if the reason that we're doing this is really anchored into greed or to ego or you know, all the different things that we can talk about from a leadership perspective versus the common good of all, then I think uh you have to question whether or not that's a decision that should be made.
13:42
SPEAKER_00: And certainly as we look at some of the decisions that we talk about, whether it's Boeing or, you know, um Wells Fargo, you know, and their issues with financial services and selling people stuff that they never even needed or didn't even know they had, you know, um, those are all things driven by greed and by leadership.
14:03
SPEAKER_00: And I think that's the and I think it was two or three shows ago we talked about stakeholder value versus shareholder value.
14:10
SPEAKER_00: And this idea that stakeholder value really is is more tied to the common good, uh, whereas shareholder value is really tied to the balance sheet, you know, to the to the stock.
14:22
SPEAKER_00: And uh and so, you know, as a leader, are we making decisions?
14:28
SPEAKER_00: And and I know it's uh, you know, especially for a public company, you're walking a tightrope there because you're responsible to the shareholders, but you also know that without all the stakeholders on board, good luck getting the return that the shareholders are are looking for.
14:43
SPEAKER_00: So I think it's a very difficult uh situation to be in.
14:47
SPEAKER_00: But I do believe that that you really, in order to make those decisions, you have to really look at the big picture, not just what it looks like on a balance sheet or stay there in the banking world, subprime mortgages and all that.
15:02
SPEAKER_02: Yeah, they were leveraging.
15:05
SPEAKER_02: They were leveraging this, and they were leveraging and leveraging and leveraging at some point.
15:08
SPEAKER_02: It was a bust, but they were told, like Lehman's and some of the others, obviously Lehman's took the brunt, didn't get bailed out, but everybody else did, right?
15:16
SPEAKER_02: Yeah.
15:16
SPEAKER_02: Or no, not everybody else did.
15:18
SPEAKER_02: Oh, everybody did.
15:19
SPEAKER_02: There was a zillion bankruptcies, right?
15:21
SPEAKER_02: But but they were the big, big one that didn't uh that didn't get that they got that just they didn't protect.
15:28
SPEAKER_02: And I understand why and all that, but they the this this chairman of the board who was a legend, apparently, at the time, he kept he just wouldn't listen.
15:38
SPEAKER_02: They were saying, look, we're leveraging, we we got too much exposure just in this one thing.
15:42
SPEAKER_02: It's gonna bust, it's gonna happen.
15:44
SPEAKER_02: He just would not listen.
15:45
SPEAKER_02: Why so we're gonna do that?
15:46
SPEAKER_04: Literally a mythology called Too Big to Fail.
15:49
SPEAKER_04: That's what they thought.
15:51
SPEAKER_04: Great.
15:53
SPEAKER_04: We we're so big we can't fail.
15:55
SPEAKER_04: And that was proven wrong.
15:58
SPEAKER_03: Very uh very swiftly.
16:01
SPEAKER_04: That's exactly what you're what was what uh you're speaking to, Steve.
16:04
SPEAKER_03: Yeah.
16:05
SPEAKER_04: Yeah.
16:05
SPEAKER_04: I think earlier I was talking about greed does begin in the boardroom.
16:10
SPEAKER_04: This is the greed shows up in the strategic planning process.
16:14
SPEAKER_04: Uh and often it shows up in in having inflated numbers in terms of oh, we're going to triple our sales next year and we're going to quadruple this and do that.
16:27
SPEAKER_04: And so it makes some people their tails wag and they get all excited.
16:30
SPEAKER_04: But whenever those numbers are really not legitimately reachable, what you've just done is encouraged lying and deceit and cover-up, lack of lack of quality.
16:41
SPEAKER_04: Lack of quality, everything else.
16:44
SPEAKER_04: Because and so if you're the manager, I'm just making this up, obviously, but if you're the manager at Boeing and you say, There's no way we can make airplanes like this uh safe to fly, uh then and the boardroom, everybody else is going like, well, no, we we think we can and we think we can do it better.
17:02
SPEAKER_04: And so you just, you know, you go over there and sit down and shut up.
17:05
SPEAKER_04: So when you start shutting down those people who who know what the deal is, that's always a real, real problem.
17:13
SPEAKER_00: Yeah.
17:14
SPEAKER_00: Yeah.
17:14
SPEAKER_00: And I and I think I think I I would say that even, you know, greed starts in the boardroom, but I think greed also starts with ego.
17:23
SPEAKER_00: Um it's it's the it's the leader that you know grasps greed because it makes them look good.
17:33
SPEAKER_00: Um it makes them really, you know, and Randy's favorite saying, it makes them everything in a bag of chips, you know.
17:41
SPEAKER_00: And uh, yeah, it it really it's that that greed is driven by ego.
17:47
SPEAKER_00: And ego is, you know, as we all know, and we all have plenty of references to leaders that we've either uh dealt with, Steve, in the in the music business, and Randy, you and I in our in our businesses, we know plenty of leaders that have massive egos, and they're gonna do whatever they need to do in order to make sure that it's feeds it feeds their ego.
18:13
SPEAKER_02: You know, yeah, they got a certain amount of I don't know what kind of food you feed the ego with, but there's a certain amount that they feed themselves every day.
18:20
SPEAKER_02: It's like a daily diet.
18:21
SPEAKER_02: And uh what they need is a good uh good butt whipping, really, is what they need.
18:25
SPEAKER_02: But all right, so look, look, so that was a good Southern boy talking right there.
18:29
SPEAKER_02: Well, I mean, just one, everybody needs one.
18:31
SPEAKER_02: Like, come on.
18:32
SPEAKER_02: And then it's amazing what happens.
18:34
SPEAKER_02: Like, I don't want that again.
18:35
SPEAKER_02: I had one, I had one or two, and I and I I was better for it.
18:40
SPEAKER_02: You know?
18:40
SPEAKER_02: But but look, look, it it this whole greed thing, it's it it just blows my mind how you're not you're not creating you're not selling beans like, okay, we got a bean company, we're selling beef.
18:54
SPEAKER_02: You're you're talking about building space shuttles and and b uh uh creating drugs that people use and then put in their bodies.
19:02
SPEAKER_02: You're talking about, you know, uh planes that are up in the air that every little thing matters.
19:07
SPEAKER_02: So how do you give up quality control and everything that goes into the reasons you have quality control, how do you give that up for one person or two people with an ego or a board with an ego that adds up to one big ego.
19:22
SPEAKER_02: I mean, for the for the bottom dollar, it's it makes no sense.
19:26
SPEAKER_02: There's certain things in certain companies that you just you should never go there.
19:30
SPEAKER_02: So how do you go there is the part for me to try to wrap my head around because it's disgusting.
19:36
SPEAKER_04: I look a lot at uh oversight issues inside an organization.
19:42
SPEAKER_04: One of the nice things about hospitals and financial institutions is they are federally regulated.
19:48
SPEAKER_04: And so there are outside people that are gonna come in and check out what you're doing and certify what you're doing, and then you have internal audits that you need to do uh that all have to be signed off on and so forth.
19:59
SPEAKER_04: And that's really what has kept the banking system from imploding just repeatedly, because those Well, member FDIC, right?
20:08
SPEAKER_02: When you hear that.
20:09
SPEAKER_02: That's right.
20:09
SPEAKER_02: So was Lehman Brooklyn was uh was uh Bank of America or I guess Bank of America acquired who they acquired some who do they acquire when they when they went through all that?
20:20
SPEAKER_02: They acquired one of the big companies as well.
20:23
SPEAKER_00: Yeah.
20:23
SPEAKER_02: Um or merged, right?
20:25
SPEAKER_02: And then acquired basically swallowed it up.
20:28
SPEAKER_02: But but they were all at the IC.
20:30
SPEAKER_02: So where where where's that line and where what about that part?
20:34
SPEAKER_02: Where did they drop the ball and not see what was coming?
20:38
SPEAKER_04: Well, so there you go.
20:39
SPEAKER_04: I mean, the one of the things that is true now is that the bigger you are in asset sizes, the more intensive that oversight becomes.
20:48
SPEAKER_04: So once you become a$10 billion financial institution, you have a whole nother level of supervision that has to go through.
20:56
SPEAKER_04: But one of the things I like to do as a consultant is really just start asking questions about how that's working.
21:01
SPEAKER_04: What did recent reports show?
21:03
SPEAKER_04: What's going on with that?
21:04
SPEAKER_04: What's your relationship with your internal audit?
21:06
SPEAKER_04: What's your relationship with examiners and so forth?
21:08
SPEAKER_04: Because you're gonna learn a lot there about whether or not that institution is not outrunning its headlights, is not getting out over its skis, right?
21:20
SPEAKER_04: Yeah, so that's what this is, and and people hate these guys and gals.
21:25
SPEAKER_04: They I mean, if you're in the business, having an examiner come in is rarely gonna make you happy because they're gonna take up time for two weeks, they're gonna ask for all kinds of things, yeah, they're gonna nitpick about stuff that you think is nitpicky.
21:38
SPEAKER_03: Yeah.
21:39
SPEAKER_04: Nobody likes them.
21:40
SPEAKER_04: It's like it's you know, one of the this is a good thing to to go to.
21:43
SPEAKER_04: Law enforcement, I think, is a really interesting model of human behavior that gets to the benedicting issues of what is the greater good for our community to not have violent crime, not have people speeding on the freeway, not people driving drunk.
21:59
SPEAKER_04: So yeah.
22:00
SPEAKER_04: Yeah, we need cops to do this, but cops still have to be humane and have humanity.
22:06
SPEAKER_03: Sure.
22:07
SPEAKER_04: And you know, really understand.
22:09
SPEAKER_04: I'll I'll a tip of the hat to a podcast that my wife and I have been watching with guilty pleasure.
22:18
SPEAKER_04: It's called Sergeant Curtis.
22:20
SPEAKER_04: Highly recommended.
22:22
SPEAKER_04: He's a former police officer and teacher.
22:26
SPEAKER_04: And he is up in the little right-hand corner of the screen and he's watching a patrol car pull him over.
22:33
SPEAKER_04: What happens?
22:34
SPEAKER_04: And he's he's telling you why that happened or why that didn't, or what the other guy should have done.
22:38
SPEAKER_04: And what I love about Sergeant Curtis's analysis is that he's trying to do what we're talking about, make it safer for the officer.
22:45
SPEAKER_04: Make it legitimate, make the exercise of justice a legitimate person.
22:50
SPEAKER_04: Yes.
22:51
SPEAKER_04: You know?
22:52
SPEAKER_04: And one of one of his expressions that I picked up was uh DLR.
22:57
SPEAKER_04: It's a phrase cops use.
22:58
SPEAKER_04: And it means does it look right.
23:01
SPEAKER_02: Mm-hmm.
23:01
SPEAKER_02: Yeah.
23:02
SPEAKER_04: It's that intuition that the cops.
23:05
SPEAKER_02: I've had a lot of cop friends in my in my lifetime, one I grew up with and all that.
23:09
SPEAKER_02: And I can tell you the that the um there is a level of stress when they, especially at nighttime when they're alone.
23:17
SPEAKER_02: Oh my god.
23:19
SPEAKER_02: It's a little suspect and everything.
23:21
SPEAKER_02: So yeah, it's a difficult, it's a difficult juggling act, you know.
23:24
SPEAKER_02: And sometimes you can get too complacent and they don't want to do that.
23:28
SPEAKER_04: Uh because you gotta make sure you you if they stop us, you know, like when you look at the the the that cohort of people that are killed in the line of duty, the one thing they often have in common is that they're nice, they're polite, they're friendly, and that just kind of breaks my heart.
23:50
unknown: Yeah.
23:51
SPEAKER_00: To hear that.
23:52
SPEAKER_00: Breaks my heart too.
23:52
SPEAKER_00: Yeah.
23:53
SPEAKER_00: Because I love that.
23:54
SPEAKER_00: Shout out, uh, I'm gonna do a little shout out to my my good friend um Chief John Toom here in Sioux Falls.
24:01
SPEAKER_00: He's the police chief here.
24:03
SPEAKER_00: And uh John and several of his top lieutenants uh have all gone through the Benedictine leadership program.
24:11
SPEAKER_04: Oh wow!
24:12
SPEAKER_00: Um we've had we've had oh I probably at least a dozen uh of the the leaders of the police department here go through that that program to really understand what it means to be able to um utilize those Benedictine principles while you know doing law enforcement, you know, while arresting somebody.
24:33
SPEAKER_00: Yeah, yeah.
24:34
SPEAKER_00: And it really it's I mean, they uh they're just they just do an incredible job here, and and so um and unfortunately, even with that, you know, um we just had a a sheriff that was killed in the line of duty.
24:48
SPEAKER_00: In fact, her funeral was I think yesterday or Monday.
24:51
SPEAKER_00: Yes.
24:51
SPEAKER_00: And uh, you know, so but humanity, I've had the opportunity to work with these guys, and you see the humanity there, uh and they all want to do the right thing, but they also know that you know they have laws to uphold, and and there are bad people out there that you know they're the ones that have to deal with them.
25:13
SPEAKER_00: So uh it's uh it's a challenge.
25:16
SPEAKER_00: There's no question about that.
25:17
SPEAKER_00: But truly understanding what that idea of is common good, and we talked about that in the in the leadership program, you know.
25:25
SPEAKER_02: Well, they're gonna they're gonna develop all sorts of traits of compassion with that, that's for sure.
25:29
SPEAKER_02: Exactly.
25:29
SPEAKER_02: I mean, like which is a beautiful thing to have, and uh I love that.
25:33
SPEAKER_02: I think that I think that that should be a um an ultimate uh what do you call it, like a mandatory thing for all the police.
25:41
SPEAKER_02: Police.
25:41
SPEAKER_02: What a great idea.
25:42
SPEAKER_02: But I love that what you said.
25:43
SPEAKER_02: He's over overseeing it sort of like the angel sitting above, going like, this is what they should do.
25:48
SPEAKER_02: I love that, you know.
25:49
SPEAKER_02: I mean, like we've talked about referees.
25:52
SPEAKER_02: They need the the people that are over the top of them are just as bad as the people on the field because they get it wrong still, most of the time.
25:58
SPEAKER_02: Don't get me started.
26:00
SPEAKER_02: My blood pressure's really going up right now.
26:02
SPEAKER_02: Really going up.
26:03
SPEAKER_02: Come on.
26:03
SPEAKER_04: Hey, I mean, we can do other old issue to uh to the good people in Arkansas, because uh I've uh watching this stuff, I've probably watched uh 10 or 15 examples of Arkansas state troopers uh doing their thing.
26:17
SPEAKER_04: And these guys are buttoned up.
26:20
SPEAKER_04: They look like spit-shined Marines.
26:24
SPEAKER_04: They've got the the cover on, you know, and they they I would not muck with those guys if they pull me over.
26:31
SPEAKER_04: I am like I'm gonna confess to things I did 27 years ago right now, because they're just so they're so pulled together and they're so sharp.
26:42
SPEAKER_04: And and then when you hear them talk, they're not like they're like, yeah, let's work this out, let's figure it out.
26:48
SPEAKER_04: But they've got the strength so they don't have to push it, right?
26:51
SPEAKER_04: It's like they don't they they've got so much credibility and power just standing there that it allows them to actually bring a level of humanity into the conversations.
27:02
SPEAKER_04: So uh anyway, yeah, check out uh Sergeant Curtis and Hatton says I will not I will never commit a crime in Arkansas at this point, I will tell you that.
27:10
SPEAKER_02: No, let me tell you where you end up.
27:11
SPEAKER_02: You end up uh in Varden, they're their state penitentiary, and those guys are on horses.
27:19
SPEAKER_02: They're working the fields.
27:21
SPEAKER_02: And uh you don't want a part of that.
27:23
SPEAKER_02: No, you don't and these guys their horses are as big as these guys are, and they're what you're talking about, they're decked up.
27:30
SPEAKER_02: They look like uh galley, you know Yes.
27:34
SPEAKER_02: Galliators.
27:34
SPEAKER_02: What do you call it?
27:35
SPEAKER_03: Yeah, yeah.
27:36
SPEAKER_02: I yeah, trying to go gladiators.
27:41
SPEAKER_02: I'm having I'm speaking backwards right now.
27:43
SPEAKER_04: Last week it was raccoons for me, now it's gladiators.
27:45
SPEAKER_02: So I think raccoons.
27:47
SPEAKER_02: I like it.
27:47
SPEAKER_02: I like it.
27:50
SPEAKER_04: The other thing that it's done for me is it's really created a sense of compassion as uh like we were sitting out on our deck last night, and uh nice, peaceful evening, and then we hear this they call it rolling code.
28:05
SPEAKER_04: Woo, the sirens go off, and you know, and so all of a sudden it was like, wow, we you know, so that's happening right this second.
28:13
SPEAKER_03: Yeah.
28:14
SPEAKER_04: This officer is gonna go confront whatever.
28:17
SPEAKER_04: Right, right.
28:18
SPEAKER_03: Right.
28:18
SPEAKER_04: I have uh it really has done a lot to make me more aware of just how intense this is.
28:24
SPEAKER_04: I have a neighbor who is a 911 dispatch uh manager, and uh I visited with her, we were getting our mail out of the mailboxes, and I said, How's it going?
28:34
SPEAKER_04: And she knows a good family.
28:35
SPEAKER_04: I said, How's work?
28:36
SPEAKER_04: And then she just kind of tilts her head and she looks at me and just so just a sadness comes across her face.
28:43
SPEAKER_04: And I'm like, Wow, what what what is this?
28:45
SPEAKER_04: And she goes, she then she points down to the valley where we're over Eugene, where we live, and she goes, You have no idea what's going on down there, you know, what what the the challenges that people are facing every night, every day.
29:00
SPEAKER_04: So this woman is there and she's hearing every crisis come through.
29:05
SPEAKER_04: And if you can imagine what that might do to a person, I don't know.
29:08
SPEAKER_02: Yeah, but yeah, yeah, she really just you know, one go ahead, go ahead, Mike.
29:13
SPEAKER_00: No, no, one of the things just kind of getting back to to this idea of of ego and leadership and and and that kind of thing.
29:22
SPEAKER_00: I think one of the things, you know, it's not like a leader just all of a sudden becomes this ego-driven person that starts making these decisions that can go bad.
29:33
SPEAKER_00: I think I think there's a systemic breakdown.
29:36
SPEAKER_00: I think what happens is is you see little things start to break down first.
29:42
SPEAKER_00: So they cut corners or they make decisions that are that are the little things first, yeah, and then they begin to build, it begins to snowball.
29:53
SPEAKER_00: And it really is one of those situations where they've they've become sort of their own worst enemy because they begin to first they start cutting corners, then they make a bigger decision that's had that has impact.
30:04
SPEAKER_00: Then they've been now, and now they become, they almost think they're invincible because they're making these decisions and all these, you know, supposed good things are happening with the balance sheet or you know, whatever it is that they're doing.
30:18
SPEAKER_00: And I and I think that's the the aspect of this is that when we begin to see things break down, uh this isn't something that just happened overnight.
30:28
SPEAKER_00: This is something that's happened over a long period of time that probably started with just small decisions, cutting corners, those kinds of things, and now have gotten to the point where they're they're massive decisions that are impacting human life.
30:43
SPEAKER_02: Well, to me, if you're talking about building airplanes, I think the first thing and foremost thing it should be safety.
30:51
SPEAKER_02: So if one little thing can cause an entire plane to go down, one little thing that can affect so many things, like how about safety being the first thing?
31:01
SPEAKER_02: So, and you guess what the second and the third things are?
31:03
SPEAKER_02: Safety and safety.
31:05
SPEAKER_02: So you you don't even get to talk about money and all that, you got to talk about safety first.
31:09
SPEAKER_02: So, where does that and and then and and let's talk about what we're talking about today, common sense.
31:16
SPEAKER_02: How about when does common sense just outright overrule anything that you're discussing?
31:22
SPEAKER_02: Because that's the part that drives me crazy, especially when you're dealing with folks who lack that.
31:28
SPEAKER_02: I mean, like in you, and I guarantee in a lot of companies, you're having a lot of leaders or a lot of people that are making decisions have zero common sense.
31:35
SPEAKER_00: Yeah.
31:37
SPEAKER_00: I think you can say they're gonna cross a whole bunch of broad spectrum.
31:40
SPEAKER_00: Sure, sure.
31:41
SPEAKER_00: Not your company.
31:42
SPEAKER_02: Yeah, I know, I know.
31:43
SPEAKER_02: We're getting to see it firsthand.
31:45
SPEAKER_02: Here's a definition on a on an hourly basis.
31:48
SPEAKER_04: Common sense is the stuff everyone's expected to know, but nobody actually teaches you.
31:55
SPEAKER_04: And I think that's that's an interesting thing.
31:57
SPEAKER_04: And uh uh it's it's one of those things where direct experience is a way that happens.
32:03
SPEAKER_04: You touch the hot pan once.
32:04
SPEAKER_02: Oh, okay, let's not do that again.
32:06
SPEAKER_02: Right?
32:06
SPEAKER_02: Common sense tells you don't do it again.
32:09
SPEAKER_04: That's it.
32:09
SPEAKER_04: So this this business of common sense, I I was thinking about this in terms of Gen A and Gen Z too.
32:15
SPEAKER_04: Their common sense is different than our common sense.
32:17
SPEAKER_04: Right?
32:18
SPEAKER_04: Right.
32:18
SPEAKER_04: I mean, my dad would always say, Get, you know, give them get some common sense, by God, you know, and I was always even I was I never reacted very well to that, uh, by the way.
32:28
SPEAKER_04: That was well either.
32:31
SPEAKER_04: I think that you know, the Gen A, Gen Z are like, oh, come on, boomer, you know, what are you doing?
32:36
SPEAKER_02: Well, it's not like it's always the go-to words you're gonna use.
32:40
SPEAKER_02: Right.
32:41
SPEAKER_02: You know, and and when it's all said and done, that's you can always go to the words.
32:44
SPEAKER_02: How about common sense?
32:45
SPEAKER_02: And they're yeah, that's the problem.
32:47
SPEAKER_02: It's probably overused because it has to be overused.
32:51
SPEAKER_02: Because at some point you're going like, okay, come on.
32:53
SPEAKER_02: Like, come on.
32:55
SPEAKER_04: Uh if if you just do the simple game of saying, I'm about to do this thing, how could it go badly?
33:05
SPEAKER_03: Yeah.
33:07
SPEAKER_04: Just taking that one beat to say, I'm gonna take my dog and I'm gonna go hike up the mountain over here.
33:15
SPEAKER_04: Well, okay.
33:16
SPEAKER_04: What how could I screw that up?
33:17
SPEAKER_04: What could go badly?
33:18
SPEAKER_02: You know, hey, you know what's funny, you know, this is this is funny because it's they're okay now, but years ago we were in Kansas City and my my my dear buddy Mike Kennedy uh and Clay Walker.
33:29
SPEAKER_02: Clay Walker's you know, wonderful country star, good guy, and they were having some cocktails, probably a little too and they had the golf cart, and we were at the tournament, and Clay decided that he was gonna jump the little ditch in the golf cart.
33:41
SPEAKER_02: While the while the ditch goes down into this rock ravine, and I was thinking there's no ramp, by the way.
33:49
SPEAKER_02: He was trying to jump it on a decline.
33:52
SPEAKER_02: And and and first of all, that wasn't gonna happen.
33:55
SPEAKER_02: So Mike ended up hitting his face on the bar.
33:58
SPEAKER_02: He just looked like Sylvester Stallone got a hold of him, right?
34:02
SPEAKER_02: And and thank God they were okay because there's been many golf cart accidents, you know, people that hadn't been okay.
34:08
SPEAKER_02: Right.
34:08
SPEAKER_02: So I um, and of course, after we knew he was okay, we were going clay.
34:14
SPEAKER_02: We want to how about common sense here?
34:16
SPEAKER_02: What let's look at where this happened.
34:18
SPEAKER_02: You know, how fast can a golf cart go?
34:20
SPEAKER_02: Let's a little fit, it doesn't even take fit, let's don't even talk about physics.
34:24
SPEAKER_02: You know, and then you're you're going down and but you're expecting to fly up.
34:29
SPEAKER_02: It's not gonna work.
34:30
SPEAKER_02: Where's your common sense?
34:31
SPEAKER_02: So I remember it common sense being like, and I think we even wrote a song that night about common sense.
34:37
SPEAKER_02: Yeah, I can't remember, but it was something because that's usually something we do.
34:40
SPEAKER_02: But uh, it's just so interesting to me.
34:42
SPEAKER_02: And of course he was like, Oh my god, I know, I know, I know.
34:45
SPEAKER_02: Um, but it's those things that you're gonna like, okay, that didn't that was a little bit of alcohol induced, so we're gonna go, but what but do that there are people that will try that without any alcohol?
34:57
SPEAKER_02: I just think think it's okay.
34:59
SPEAKER_02: Oh yeah, yeah, yeah.
35:00
SPEAKER_02: Common sense says it's not a good idea.
35:02
SPEAKER_04: But alcohol is also a good uh example of one of those little shortcuts that you take in life.
35:10
SPEAKER_04: You know, where it's like, oh, I'm just gonna have a little drink, ain't no big thing.
35:15
SPEAKER_04: And how many times have I, you know, been sitting in an airport and oh my flight's delayed for another three hours or whatever it is?
35:22
SPEAKER_04: And so you go and you see all these other people that are sitting in the bar and they're just throwing them back, you know, and it's like wow.
35:29
SPEAKER_02: Yeah.
35:29
SPEAKER_02: And you order a dyed sun-kissed orange.
35:32
SPEAKER_02: Yeah, there you go.
35:33
SPEAKER_02: Hey, I like those.
35:34
SPEAKER_02: And then they all and then they all tell you, you don't have any common sense.
35:38
SPEAKER_02: No, but go ahead.
35:40
SPEAKER_00: So, but you're right, keep continue.
35:42
SPEAKER_00: Yeah, and you know, I I think this whole idea of common sense, too.
35:46
SPEAKER_00: I mean, at some point, you know, Randy, you make a good point.
35:50
SPEAKER_00: You got to ask, well, what's the worst thing that could go wrong?
35:53
SPEAKER_00: And I think that's the key.
35:55
SPEAKER_00: What's right and what's wrong?
35:57
SPEAKER_00: You know, some some sometimes we have to just think about this and say, all right, what's right and what's wrong?
36:03
SPEAKER_00: And and if we have a skewed sense of what's right and wrong, then we immediately put ourselves in a position that says, as a leader, well, you know, I'm gonna make what I think is the right decision, but my idea of what's right is completely different because of my ego.
36:20
SPEAKER_00: And therefore, I'm gonna make a decision that I think is right, and but in reality it's not, you know, and so I think shielding, you know, a lot of times that ego shields thing shields them from making that decision that says, Right, is it the right thing to do?
36:38
SPEAKER_02: Uh is it the right thing to do?
36:39
SPEAKER_02: Exactly.
36:40
SPEAKER_02: Yeah.
36:40
SPEAKER_02: That's really the best way to like if every company, if all these companies that have all these issues that we're talking about today would have had that on the wall, is it the right thing to do, then maybe that we would have never had any of these tragedies.
36:55
SPEAKER_02: You know?
36:55
SPEAKER_02: Yeah being able to see it.
36:57
SPEAKER_04: There's a uh leader I like very much, uh based in Alabama, whose whole philosophy is just do the right thing.
37:04
SPEAKER_04: And uh it it's I've been fascinated watching this this particular shop grow because uh it is an empowering thing.
37:13
SPEAKER_04: And so uh and what's really wonderful is they'll say, Well, am I allowed to do this?
37:18
SPEAKER_04: Am I allowed to do that?
37:19
SPEAKER_04: And and his response is gonna be, you you do the what you think is the right thing in that moment, and if it turns out not to be good, then we'll learn from that too.
37:28
SPEAKER_04: And we'll and we'll figure it out.
37:30
SPEAKER_04: But if that's what you think, and so uh, you know, I've seen all kinds of just really remarkable things unfold as a result of that empowering kind of orientation.
37:42
SPEAKER_04: Just be a human being, do the right thing and and own that as best you can.
37:48
SPEAKER_00: Yeah, yeah, absolutely.
37:49
SPEAKER_02: I think that's about virtue.
37:51
SPEAKER_02: Where does virtue come into the common good?
37:54
SPEAKER_00: Well, and again, virtue, you know, the whole the whole idea of virtuous behavior is doing the right thing.
37:59
SPEAKER_00: You know, it really is this idea of uh what is it, you know, when Aristotle talks about virtue, it's it's it's that mean between doing too much and too little.
38:12
SPEAKER_00: It's it's doing that right thing.
38:15
SPEAKER_00: And so really understanding that virtuous behavior is really um taking into consideration um all of the aspects that that the implications the decision can have, and and then making that decision uh in what you believe is the right thing to do, back to your comment, Randy.
38:38
SPEAKER_00: And so really I think that that whole idea of of coming up with that that decision, if if we're not taking into consideration all of the aspects, you know, how and again, getting back to this whole shareholder versus stakeholder idea, you know, are we taking are we making decisions based on everyone involved in the organization, uh, or are we making a decision based on those that have invested into the organization?
39:08
SPEAKER_00: And you know, when we make decisions, and and and there's all kinds of research out there that will show you that when those decisions have been made based on share or on stakeholder value, um the shareholder value typically is it is rewarded.
39:25
SPEAKER_00: Right.
39:25
SPEAKER_00: Yeah, it'll follow it.
39:26
SPEAKER_00: And that's the thing about it.
39:27
SPEAKER_00: And that that's and I think that's the challenge for leaders, they make these decisions based on shareholder value.
39:33
SPEAKER_00: When if they made them versus stakeholder value, they'd have even more to give to the shareholders.
39:37
SPEAKER_04: So we we are in a pickle in in our our country right now because there's a lot of stuff that's sort of on fire uh in a lot of organizations.
39:47
SPEAKER_04: And so just like coming out of the 2008 business, uh we formed the CFPB, the Consumer Finance Protection Board, because this was something where the government was going to try and look into financial institutions that were doing just horrible things to consumers.
40:04
SPEAKER_04: And so CFPB comes in to do that.
40:06
SPEAKER_04: Well, now the CFPB has been more or less neutered, it's it's no longer functioning at all.
40:11
SPEAKER_04: But I can guarantee you that in the next 12 to 24 months, you're gonna see wave after wave of oversight come into these businesses now where it's like, well, you you guys can't be doing that.
40:25
SPEAKER_04: You can't just go and take that and say it's yours, and you can't just do that.
40:29
SPEAKER_04: And so it's gonna I think we have to brace ourselves because we bristled at the CFPB thing.
40:34
SPEAKER_04: You know, it was kind of like, oh, you can't do that.
40:35
SPEAKER_04: You're gonna go.
40:37
SPEAKER_04: But it's it's a hot mess out there right now, and so you can I you're gonna see uh it's gonna be really uncomfortable uh for a couple of years as we try to clean up some of the messes that have been made.
40:49
SPEAKER_04: Um both parties, I'm not going there, but it's it's just um out of control in in some serious ways.
40:59
SPEAKER_04: So that's you know, the other thing that we see, one of the things that's going on is we're in this K-shaped economy, right?
41:06
SPEAKER_04: So you got the letter K.
41:07
SPEAKER_04: That means for a lot of people, they're getting richer.
41:10
SPEAKER_04: And and stock markets doing well, they're getting richer, richer, richer.
41:14
SPEAKER_04: The rich, the top part of that K, they're going up.
41:16
SPEAKER_04: But there's a bottom part of that K, and it is even more steep.
41:19
SPEAKER_04: So the the poor are getting poorer, poorer, poorer, poorer.
41:23
SPEAKER_04: And I have watched a few of those uh Sergeant Curtis things, and the one through line I see is that the people that are getting pulled over and arrested a lot are desperately poor.
41:33
SPEAKER_04: Yeah.
41:34
SPEAKER_04: Uh they have n don't have a pot to pee in, and and you can just see it consistently, the decisions that are being made poorly, because they are broke and they got nowhere else to go, they got nothing else to think about.
41:47
SPEAKER_04: I think we have to come up with some way to get more financial equity into our totally agree.
41:52
SPEAKER_02: Well, you gotta have you gotta have programs that are designed to actually go to them to help them, not go to some fraud or or corruption or whatever.
42:02
SPEAKER_02: They need to go to the right place, and they also need to make sense.
42:05
SPEAKER_02: Um, I gotta tell you something before we go here.
42:07
SPEAKER_02: I I have been blown away.
42:09
SPEAKER_02: John, who I met through through Mike, they have this amazing veterans, homeless community in Sioux, South Dakota.
42:19
SPEAKER_02: And I gotta tell you something.
42:21
SPEAKER_02: They they have these meetings that they do and they all these things, so it's not like they just put you up and they don't think about every little thing.
42:27
SPEAKER_02: Yeah, they have a 90% success rate of them getting back to work and leaving there.
42:32
SPEAKER_02: They got two years, right, Mike?
42:33
SPEAKER_02: Yep.
42:34
SPEAKER_02: Two years.
42:34
SPEAKER_02: And and so not only are they are they they have the compassion element of we want to take care of the homeless, but these veterans, they're and they're veterans, so they're strict with that, and families and all that.
42:46
SPEAKER_02: But with that said, they have a plan of how they can help them get back into society and working again.
42:53
SPEAKER_02: So it's not just, oh, we're just gonna do this now, and then you're kicked to the curb, or there's there's no um there's no help within the situation.
43:03
SPEAKER_02: They they've got a formula that's 90% successful.
43:06
SPEAKER_02: That's pretty damn good.
43:07
SPEAKER_02: And if you could implement what they do everywhere else with the homeless world, maybe, maybe it could have a 70% rate.
43:15
SPEAKER_02: But they're they're they're missing it's not just about putting somebody up or and leaving them or or giving them it it's you gotta finish the job.
43:25
SPEAKER_02: That's right there's just so many other things.
43:27
SPEAKER_02: You're talking about mental health, and you're talking about all these things.
43:30
SPEAKER_02: Yeah, what got them to where they got, they gotta build their confidence back.
43:33
SPEAKER_02: They gotta get back, you know, gotta get themselves clean in every way, which of the way.
43:38
SPEAKER_02: So there's just so much.
43:41
SPEAKER_02: So you just can't just so that's the problem.
43:44
SPEAKER_02: They spend a lot that we're getting a lot of money, and maybe the maybe the idea of it is humane and and it there everybody's trying to do the right thing, but you still have to do everything that's involved in that, not just leave one very Key thing that's gonna get them over the hump.
44:03
SPEAKER_02: So, you know, you fall short.
44:05
SPEAKER_02: It's like driving down to the end zone and you never score.
44:08
SPEAKER_02: You know, you just never get points on the board.
44:11
SPEAKER_02: You know, you just never.
44:12
SPEAKER_02: You never score.
44:13
SPEAKER_02: You drove 80 yards down the field, you're at the one yard line, and you just can't punch it in.
44:17
SPEAKER_02: You got to punch it in so the healing can happen.
44:21
SPEAKER_02: And then they're back into society.
44:23
SPEAKER_02: There is so much poverty in this country.
44:25
SPEAKER_02: There's so much poverty down here where we live.
44:27
SPEAKER_02: You know, you yeah, there's no doubt, Randy, you're 100% correct about that.
44:31
SPEAKER_00: Well, and it and it really gets back to that whole biblical concept of not just giving them a fish, but teaching them how to fish.
44:39
SPEAKER_02: That's what I was trying to say a minute ago with all the gibberish I said.
44:42
SPEAKER_02: That's exactly right, right there.
44:44
SPEAKER_00: I mean, it really, it really is giving them the tools that they need, the training that they need, the support that they need, all of those.
44:54
SPEAKER_00: You're not just giving them a house to live in, but that's but there again, when we talk about this idea of common good, it starts with human dignity.
45:02
SPEAKER_00: And when you give them that place, you begin to establish that human dignity back with them.
45:09
SPEAKER_00: And once they have that dignity back, now they're able to be able to go through some of the programs and the assistance and the support and the training and all the things that they do for these veterans to get them back on their feet.
45:22
SPEAKER_02: And hey, Mike, that dignity takes a while.
45:24
SPEAKER_02: It does, absolutely.
45:26
SPEAKER_02: It takes a while.
45:27
SPEAKER_02: I mean, you know, we you met we me and you met a couple of the guys that were there about six months, eight months.
45:32
SPEAKER_02: Yeah.
45:32
SPEAKER_02: And I said, Man, you look really remember that comedy goes, you didn't want to see me six months ago.
45:37
SPEAKER_02: Right.
45:38
SPEAKER_02: And he felt really good, he like he's on the record, he feels good.
45:41
SPEAKER_02: And you could see that whatever they're doing, whatever's in the sauce, it's a heck, it's a hell of a sauce.
45:47
SPEAKER_02: You know?
45:48
SPEAKER_00: Yep, yeah, you know, so they're really working.
45:50
SPEAKER_00: They're you know, I mean, the Sioux Falls project is one of them.
45:54
SPEAKER_00: I think they've got Kansas City's headquarters, they're in Colorado.
45:57
SPEAKER_02: They're four of them, they're trying to really Arizona, I think.
46:00
SPEAKER_00: Yeah, yeah.
46:00
SPEAKER_00: They're building these communities uh around the country, and it's a it's just a wonderful, wonderful story.
46:07
SPEAKER_00: And I've been just thrilled to be able to be a little small part of it.
46:10
SPEAKER_00: So yeah, it's amazing.
46:11
SPEAKER_02: And you know, you look at we and we'll we'll go after this, but you look at Tunnel for Towers and you see that uh what they're doing there and how they're making an effort and and and it's the the joy that it's bringing to give people their lives back uh to be able to be mobile, you know, in their own homes.
46:28
SPEAKER_02: Yeah.
46:29
SPEAKER_02: And I just think that every time I see one of those, I stop and watch, and I it'd be very emotional, you know, uh to watch our first responders of any type who've, you know, who've gone through it.
46:39
SPEAKER_00: Uh yeah, and and and I'll kind of wrap I'll kind of wrap this up by talking about this whole idea of higher purpose vision.
46:46
SPEAKER_00: When we when we look at companies, organizations that are focused on a higher purpose vision beyond the profits and the spreadsheets and the the stockholder value and all those kinds of things, when they're focused on that higher purpose vision, then they become focused more on the common good.
47:07
SPEAKER_00: And that's when great things begin to happen.
47:09
SPEAKER_00: And I think that's that's the the one thing that I would leave us with today is as a leader, uh, hopefully, uh if you're listening to this as a leader, you're looking at it saying, how can we do better uh and have that higher purpose vision that focuses on something greater than us?
47:28
SPEAKER_00: Uh something that's much greater than than our own business, our own company, our own people.
47:34
SPEAKER_00: What can we do that's even bigger?
47:36
SPEAKER_00: Uh and when we begin to focus on that, great things can happen.
47:40
SPEAKER_00: And guess what?
47:41
SPEAKER_00: We even usually exercise some common sense along the way.
47:45
SPEAKER_02: I was about to whip that in there, but you beat me to it.
47:47
SPEAKER_02: So there you go.
47:48
SPEAKER_00: Good work.
47:50
SPEAKER_00: All right.
47:50
SPEAKER_00: Well, with that, let's wrap this up.
47:52
SPEAKER_00: Again, this is another episode of Resonance the Podcast.
47:56
SPEAKER_00: You can find us at residenceleader.com.
47:59
SPEAKER_00: We're on all of the platforms.
48:00
SPEAKER_00: You can watch us on YouTube, which we're actually getting quite a few people now that are watching the video piece of this, guys.
48:06
SPEAKER_00: So just thought I'd let you know that.
48:09
SPEAKER_00: Thank you.
48:09
SPEAKER_00: Yeah, yeah.
48:10
SPEAKER_00: So with that, we will uh see you next week on uh Resonance.
48:14
SPEAKER_00: Take care, guys.
48:15
SPEAKER_00: Thank you.
48:16
SPEAKER_00: Bye.
48:37
SPEAKER_01: Find us at resonance leader dot com.