Latest / EGGS! The Podcast / Eggs 459: The Importance of Emotional Intelligence in Leadership with Antonio Garrido

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Eggs 459: The Importance of Emotional Intelligence in Leadership with Antonio Garrido · EGGS! The Podcast

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And now back to the show. Hey everybody, and welcome back
1:55
to Eggs the podcast. Today's special guest is Antonio
1:58
Garrido. Antonio, let's talk a little bit
2:00
about who you are and and why we're talking today.
2:04
Well, who am I? Gosh, that's probably only
2:07
interesting to me and my mom. But so I, I'm a leadership
2:14
development coach. I'm a leadership trainer and
2:20
serial entrepreneur. And you know, I'm going to say
2:25
thoroughly or thoroughly good egg all round, right?
2:30
But I help people figure out what their maximum potential is
2:37
and how to get there, whether that's for an entrepreneur,
2:41
solopreneur, anybody really. So that's why I'm here, that's
2:46
what I do. And we do that all around the
2:49
world with some clients from just from one individual all the
2:53
way up to multi billion dollar organisations.
2:57
So hopefully I'll be able to impart a little bit of wisdom
3:00
for some of your audience and help them along the way and help
3:04
them figure out how to get a little bit closer to their
3:06
potential. How's that set?
3:09
Sounds great. How how did you?
3:11
How Yeah. How you how you got into this?
3:14
So, yeah, well, a million years ago when I first came out of
3:17
university, because I'm fairly ancient, I was an architect.
3:20
So that's how I started the world as an architect.
3:24
I was super dupe. I, I thought that when I was in
3:26
uni and I would come out and I'd be designing cathedrals and
3:31
museums and airports and all of that good sexy stuff, and a
3:37
couple of years designing Mrs. Megan's kitchen extension wasn't
3:41
quite as fulfilling as I had hoped it might be.
3:45
My parents had always, my whole family really, had always been
3:50
entrepreneurs. My dad, who's, that's why we
3:53
have the taxing surname, right? He's Spanish and he always used
4:00
to tell us it's better to be the head of a mouse than the tail of
4:02
a lion. And you should start your own
4:04
business whenever you get the opportunity to do so.
4:07
So I didn't to me as a child, as normal children ignore their
4:12
parents enormously. So I I didn't do that and I just
4:16
got onto the corporate ladder. I more by look than judgement,
4:21
found myself working for some genuinely world class tremendous
4:25
leaders in bigger and bigger and bigger and bigger organisations.
4:29
I went back to school because one of my companies encouraged
4:33
me to do so, to do, you know, like ANBA type thing, strategic
4:38
business management. And I found myself running what
4:42
you chaps would call, you know, like 4 Fortune 60 companies with
4:47
thousands of employees and billions of revenue.
4:50
And then I decided about 15 years ago that I ought to listen
4:54
to my dad after all, and started a business development company
4:59
in Miami. You can tell from the accent I'm
5:03
not from Idaho, neither am I from Miami but grew up in the
5:07
Uki was me and my wife are going to be empty nesters.
5:11
We went to Miami, set up a business and genuinely didn't
5:15
know anyone. Like not with no little black
5:18
book of business. I knew my brother who lived
5:20
there because he was working for Estrazeneca at the time and we
5:23
again, probably more through look and judgement, we built
5:26
that into one of the largest sales training companies in the
5:30
world and I wrote a couple of books on the back of that.
5:33
Then I wrote this book here, this third book which was all
5:37
about leadership and I and I knew that I had learnt from the
5:41
best. I had a tremendous experience
5:46
coaching leaders as well. So I wrote that book, kept it
5:49
separate from the other brand. And this business has also gone
5:53
stratospheric. So I've been really, really, and
5:55
here we are today and I've just been really lucky in that.
5:58
So that's who I am. So architect termed sales
6:04
trainer, termed leadership coach I guess.
6:10
Yeah, no, it's interesting. It seems like kind of an
6:12
interesting trajectory. It's funny because I actually
6:14
began life as an architect too. So it's funny how far, how far
6:19
I've fallen, even though I still find I, I quite like
6:21
architecture. But so, but as, as we start to
6:26
progress through these, you know, sort of through our
6:28
career, one of the things that has happened and we've seen this
6:31
in more than one occasion, is this this move from sort of AI
6:35
don't know, like a role of somebody who's creating art or
6:38
doing architecture or doing, you know, some sort of thing like
6:41
this where it's kind of more self driven, I guess.
6:44
And then they transition into sales and then suddenly their
6:46
voice is being amplified across all this, you know, the in these
6:49
different directions. And so I wonder if as you
6:51
started to move through your career, was there a specific
6:55
time or a moment that made you switch where you just went?
6:57
You know what, sharing my message is important and this is
7:01
what I need to do. And, and, and mostly asking
7:03
selfishly because in my case, the, you know, art and
7:06
architecture and all that stuff was sort of, it was more about
7:08
me and my, my ability to draft something or my ability to Draw
7:12
Something. And then when we decided to
7:14
start doing the podcast, it was really more about putting a
7:16
voice out, right. But Mike has some sales
7:17
training, so he's seen a lot of these kinds of things.
7:20
But I, I'm very curious about just sort of that component of,
7:23
of human. So I.
7:24
Think and it's interesting. I didn't know that you tried as
7:28
an architect. I have AI think a lot of people,
7:32
a lot of leaders, not all of them.
7:35
So there'll be a few listening. They go that's not me, but most
7:39
leaders do. So as so let's, you know, they
7:44
want good things in the world and all of that canister, but
7:46
actually at the root of it, because it's the root of most
7:50
things at any rate, is an ego piece, which is all about
7:56
legacy, right? They want to build something
7:58
that lasts. They want people to recognise
8:01
the success that they've had and they want to maybe even, you
8:04
know, leave the world or even in the organization a better place
8:07
than the late they left it. Interestingly enough, so do
8:12
writers. That's why they write a book and
8:15
I've got three books now on contract for another 2.
8:18
So I think that's also to do with legacy because that lives
8:21
after we go. I also think art and
8:26
architecture is the same thing because we leave a building, we
8:30
leave something behind. So Freud has a lot to say about
8:35
it. We won't go down that crikey,
8:38
you know, the rabbit hole of Freud and stuff.
8:40
But you know, as we get older, this is going to turn into a big
8:45
philosophical debate, right? We'll have to break the whiskey
8:49
out and the cigars in a minute. But as we get older, you know,
8:53
you know how older people, what they do is they tend to diminish
8:58
today and they say things like it was better in my day, in the
9:03
good old, bad old days, right in the past.
9:05
What they do is they emphasize the past.
9:08
They up play the past forgetting that they didn't have any, you
9:12
know, running water and inside plumbing, right?
9:14
They forget all of that, right? Radiators and stuff, right?
9:18
They had none of those, you know, creature comforts.
9:20
But they they talk in the past as the good old days and this
9:25
wouldn't have happened in my day.
9:26
And isn't the world a terrible place?
9:29
What they're actually doing, according to Freud, is they're
9:31
diminishing. They can see, they can see their
9:35
own mortality ever closer, right?
9:40
Every day get a bit closer to it.
9:42
And the way that they handle that is by diminishing today.
9:46
So they won't be so terrible if they're not around.
9:48
Because in my day it was good. And that stays rubbish, right?
9:52
And that whole thing is another, it's an ego play around.
9:56
I'm not going to be around 1 day.
9:57
So at our route, most of us, we do have this legacy.
10:01
Some people argue that's why we have children to carry on that,
10:04
you know, the Rogahar name or the Gavrido name or whatever.
10:08
Do you know what I mean? So I think architects really
10:11
have. It's probably, it's, that's
10:14
probably an ego play. That was me writing.
10:17
Probably an ego play. That's me too.
10:20
Yeah. I'm always drawing things.
10:22
You know, I'm always kind of, I got that kind of stamped to my
10:25
DNA. Coaching people and training
10:27
people and building things and passing them on.
10:30
I, I think it's, I think it's all something to do with legacy.
10:34
And here you are, you chaps here, you know, you're putting a
10:38
podcast together to, you know, distribute to, you know,
10:41
countless people. I think that's a legacy piece
10:43
too. So I think, and it's hard to
10:46
very long answer to a really short and intelligent question,
10:49
Ryan. I think it's, I think it's ego,
10:51
I think. It's, it's an interesting
10:54
outlook on it. And, and I've thought many times
10:57
about this podcast being a legacy piece, because
11:02
essentially we're, we're trying to get the, the Nuggets, the
11:05
eggs of wisdom from all these people we're talking to.
11:10
And not only trying to edify ourselves, but share that with
11:14
other people because it's, it's important to me.
11:17
And I'm sure it's important to Ryan as well, to kind of just
11:22
grow as an individual in, in, in that growth shared along and,
11:26
and, and help other people who want to tune in and listen.
11:30
I, I remember in football in, in high school, my football coach
11:35
used to always say carpe diem, seize the day and it thinking of
11:42
getting old. I, I'm, I'm getting up there and
11:46
thinking, I know it's, it's like, it's weird to, to think of
11:50
that, but I, I, I have that same problem.
11:53
I'll look back and like, man, 10 years ago when I was doing this
11:58
or doing that, it, that was such a great time.
12:01
But I you forget that, you know, if you don't live in the moment
12:04
and you don't do everything you can to live up to your
12:10
potential, you're just wasting time.
12:13
And you can have that same great experiences as before.
12:19
You just have to go out and live it and make sure that you're
12:22
doing what you need to to get there.
12:24
Yeah. One of these tremendous leaders
12:26
I worked for, this is back before leadership was kind of
12:29
very vogue and avant-garde and everybody had to get things
12:32
trained before they could become ACEO.
12:35
He would say to me, and I don't mean just once or twice, he
12:39
would say to me and to everybody that he, you know, he, he really
12:42
worked hard on building a learning organization.
12:46
And we've heard that 1000 times, You know, you've got to, you
12:49
know, the average CEO reads 60 books a year and all of that
12:52
kind of stuff. But he would say to me and to
12:55
everybody, he would ask us, what have you learnt today?
13:00
And he would say, because the only advantage you have today
13:03
over yesterday is what you've learnt.
13:04
Because other, it's fairly grizzly this, but just go with
13:06
it for a second. So what have you learnt today?
13:08
Because the only advantage we have today over yesterday is
13:10
what we've learnt because otherwise we're just a day
13:13
closer to dead. That's what he would say like
13:15
all of the time. And he would ask people what
13:18
they've learnt and, and if they hadn't learned, he was ranked
13:21
really, really disappointed. And he would also say, like,
13:24
where have you failed this week? Because if you haven't failed
13:28
right then, then you haven't learned by failing to you know,
13:32
to the the the absolute best way to learn how to not fall off a
13:39
bike, it's to fall off a bike right when you fall off a bike
13:43
that teaches you pretty quick. You can watch YouTube videos
13:46
about not falling off a bike, but the best way to learn how to
13:48
not fall off a bike is to not fall off a bike.
13:50
So rather sorry, it's to fall off a bike.
13:53
So where have you failed? And if you haven't failed, he
13:56
would call that a wheat wasted too, because then there's
13:58
nothing to be learned. Don't get me wrong, if you did
14:02
the same thing over and over and over and over and over and
14:04
failed all the time, you wouldn't be there for very long.
14:06
But he was perfectly OK to fail because because every time you
14:11
fail, you win. If you learn something, if you
14:13
don't learn something, then you don't, You just fail.
14:15
As long as you learn something and take it forward and bring
14:18
it, you know, it's like fail forward, fail fast, all of that
14:20
kind of stuff. Here's a big proponent of that
14:22
and I think that's great. I think that's great for
14:24
everybody. I think it's great for children.
14:26
I think it's great for ourselves.
14:28
If you don't forgive yourself for failing and forgive others
14:34
for failing, then you pretty quickly get a culture, whether
14:38
in an organization, whether in a family, whether in a
14:41
relationship, you get a culture of fear because people are
14:43
scared to make mistakes for fear of your wrath or retribution.
14:47
Terrible thing. So yeah, so I think learning is
14:52
the only advantage we have today over yesterday.
14:56
I really like that. And even though the the
14:58
philosophical step might have been a, I don't know, seemingly
15:02
out of context for this conversation, what I actually
15:04
quite like about it is, you know, the landing on something
15:07
like legacy, I think lends credence to why you're doing
15:09
what you're doing right? Because I mean, I think it makes
15:12
it more impactful because I think there are plenty of people
15:14
that are, you know, kind of the get rich quickers out there that
15:17
are going, oh, OK, well, I can steal somebody's leadership
15:19
program and get into business and and, you know, see if I can
15:22
make a quick buck or something. And you know, in in any career,
15:25
there's always going to be folks like that.
15:27
But I think hearing your story specifically and just sort of
15:30
lending to it this idea about legacy and understanding that,
15:34
you know, could be ego driven, but it really is really more
15:36
about this legacy. I think that is a point that
15:40
Mike and I have landed on in a number of different
15:42
conversations. And I think it adds like sort of
15:45
a layer of credibility to you as a guest.
15:48
So I really appreciate you sharing.
15:49
That. So, but with that, then let's
15:52
kind of take a left turn and start getting into some of this
15:54
leadership stuff. So I guess maybe First things
15:57
first, you know, where do you find that people struggle the
15:59
most as you start to, you know, engage with somebody who's
16:02
interested in taking your program or working with you as a
16:05
as a coach or an expert, You know, where are you finding that
16:08
people that have the most trouble, you know, initially or
16:10
what brings them out of the woodwork to hire?
16:12
So. The biggest, the biggest hurdle
16:14
we always have to face is generally emotional intelligence
16:20
and more specifically self-awareness.
16:22
So let's just, let's just let's just unpick that for a second.
16:25
You know, there was a report, there was a piece of research
16:29
done by the American Automobile Association or some other.
16:38
They asked, I don't know a few 100,000 people, like lots of
16:41
people. Do you?
16:44
Do you consider yourself above average driver 'cause everybody
16:48
thinks they're a good driver, right?
16:49
I don't know anyone that Candace says I'm not a good driver, but
16:53
everybody thinks they're better than average driver.
16:55
And if you think about it logically, half should say I
16:59
probably AM and half should say I'm probably not, right?
17:01
And that's how averages work, right?
17:03
If you're gonna be a, you know, an average driver, you're in the
17:06
middle. If you're above average, you
17:07
get. So how can 8090% of people claim
17:10
to be a better than average driver, Right?
17:12
It's just the maths doesn't work.
17:15
People have a rather, you know, skewed view of their own
17:21
capabilities and that's been demonstrated millions of times.
17:25
Also, people have something called confirmation bias, and
17:28
actually that confirmation bias is another mechanism to protect
17:32
a bruised ego. I'll give you my favorite piece
17:35
of research about that because it's just genius.
17:38
Neither of you, I don't think, are old enough to remember.
17:41
Do you remember a shop called Woolworths?
17:44
No, I. Know the name, I know of it.
17:45
From like old 80s movies. OK, thanks.
17:48
Old ladies movies. Thanks, I really appreciate it.
17:53
OK, so anyway, in the 60s, late 60s, I think it was Princeton,
17:59
maybe in Harvard, they did a research, big research piece and
18:02
they went into Woolworths. And now I guess Walmart would be
18:05
the Target, perhaps would be the equivalent.
18:08
So you all know what those are. And they bought hundreds and
18:12
hundreds and hundreds of pairs of white socks, hundreds of
18:16
pairs of white socks, right? And they split these socks into
18:20
two and they nailed one sock and one piece of the board and the
18:26
other sock onto the other side of the board.
18:27
So they got a piece of board, they painted it, they put,
18:30
remember these are pairs of socks.
18:32
They split into two. The nailed one-on-one side,
18:34
nailed one on the other side and on the left hand sock it said
18:38
something like washed in premium Thai liquid.
18:44
And the one on the right hand side, it said something like
18:46
washed in own brand powdered detergent, right?
18:50
Something like that, right? Got it and they went out into
18:54
the world. Remember this is a pair of socks
18:57
that they split. They went out into the world and
18:59
they asked people, they said which sock is whiter, the one
19:04
that was washed in Premium Tide or the one that was washed in
19:10
own brand budget powder? Meanwhile, they haven't even
19:15
been washed. Right.
19:17
Anyway, so but and the question was which sock is whiter, so you
19:24
know. Let's.
19:25
Be generous and try and assume what most people said.
19:31
What do you reckon Mike? When they I would say they.
19:34
All went with the premium one just because of the word
19:37
premium, right? You know, it's a branded product
19:41
and all of that kind of stuff versus, you know, budget powder,
19:44
right. So most people, and I can't
19:47
remember the number, I'm going to say like 98, like most 98%,
19:51
most people went the one that was washed in a, you know, the
19:55
branded product. And that's very understandable
19:59
because of the associations that we have with you know what, what
20:04
good value stuff might look like.
20:07
OK, so that makes sense. Then they said why?
20:11
Why do you think the one on the left is whiter than the one on
20:15
the right? And they came up with.
20:17
Tremendously creative reasons for why the one on the left was
20:21
whiter than the one on the right, including it's more of a
20:24
bluey white, it's more translucent, It's it's a
20:26
crisper, cleaner right, All of that very poetic stuff.
20:31
Then the instructor said well. What would you?
20:35
Say, if I told you that we just bought these socks this morning
20:40
from Woolworths and we separated them and we pinned them to the
20:43
board. OK.
20:45
Now, Mike, what would you like to think that most people would
20:52
now say? When you would.
20:55
Think that. You would like them to
20:57
acknowledge the fact that they didn't know what they were
20:59
talking about it, but most of them would probably double down
21:03
because or come up with an excuse of why they're first.
21:08
Because they didn't want to be wrong.
21:09
They didn't want to and and to be honest with you, they
21:12
probably made that choice in the 1st place thinking that it was
21:15
the right answer, not even having any comparison.
21:19
Right, so we would like to think they would go, oh, I'm such a
21:22
fool. Oh, now?
21:24
Well, now you say. Now you mentioned that.
21:26
Yeah, I suppose they are the same.
21:27
And aren't I a fool, Right. That's what we'd like them to
21:30
say. But you're right, Mike.
21:31
They double down. And here's what they also do.
21:35
They start changing the laws of physics.
21:38
Right. They start blaming the
21:40
researcher. You must have held it up wrong.
21:43
When I looked at the one on the left, the sun was shining.
21:45
When I looked at the one on the right, a cloud came over the
21:47
sun, right? You must like there's a shadow.
21:49
You right? They start changing the world
21:53
for a belief that they've had for maybe 5 seconds, right?
21:57
They've had this belief. They've not like had 30 years of
22:01
this belief. They've had it for like 5
22:03
seconds and they're arguing that it's the other guy's fault.
22:07
So what they have here, what we have here is this thing called
22:10
confirmation bias, which kind of like we think we're right and
22:14
everybody else is wrong, right? And we also have this low
22:16
self-awareness, right? We have this ego and we have all
22:19
of this stuff going on. So to answer your question,
22:21
what's the biggest thing that we have to deal with when we first
22:24
start talking to our clients is, is a pretty low self-awareness
22:30
and raging blind spots. Now, I gave a talk not too long
22:37
ago. It's about 400 leaders, all
22:40
industries, all parts of the world, all over the place.
22:43
And I said, by a show of hands, please, who here has no blind
22:50
spots, right? They were all leaders.
22:52
So who here has no leadership blind spots?
22:54
But the principle is the same, By a show of hands, who has no
22:57
blind spots. Now, thankfully, nobody put
23:00
their hand up. I think a couple were tempted,
23:02
but they looked around the room and nobody else did, so they
23:04
didn't. So nobody put their hands to me.
23:06
In other words, everybody recognised that they had blind
23:08
spots. Terrific.
23:10
Great, says I. Everybody recognised that they
23:13
must have blind spots. Maybe they haven't considered it
23:16
before, but they recognised that they probably had them.
23:20
Great. Now I said, could everybody just
23:23
take a moment and write down what your own particular blind
23:25
spots are? And now we have a problem
23:29
because they don't know what they are.
23:30
If they knew what they were, they wouldn't be blind spots.
23:32
So we all have blind spots, but nobody knows what they are and
23:36
no one's going to tell them because here's what never
23:38
happened. I read, I've, I've, I have led
23:42
businesses for many, many, many years.
23:46
Nobody has ever come to my office, knocked on the door and
23:49
says, hey, Aunt Tony, you've got 5 minutes.
23:51
Sure, come down, sit down. What's on your mind?
23:55
No one has ever said, well, I've been watching your performance
23:57
over the last six months or so. I just wanted to let you know
24:00
that I think you're the worst leader I've ever worked for.
24:03
Dreadful in every single God. I think this is awful.
24:06
That's awful. It's never happened.
24:09
I've never done it. I've said it about about people
24:13
affecting other people. I've fought it.
24:16
I've never gone right because it's hard to tell someone
24:19
they've got an ugly baby, right? That's hard to do, especially if
24:23
you're the ugly baby that they're talking about.
24:25
So we've got blind spots. We don't know what they are and
24:28
no one's going to tell them, tell us what they are, right?
24:30
No one's going to tell us why? Because we're the guy that signs
24:33
the checks and decides who gets the car parked space near the
24:36
front door, right? It's it's tricky.
24:39
And and if nobody's going to tell us this stuff, where does
24:43
it come from? Just doesn't drop out of the
24:45
sky, right. So to answer your question,
24:48
what's the biggest thing that we have to deal with?
24:50
Confirmation bias. People think they're better and
24:53
smarter and more intelligent and creative than they actually are.
24:57
They've got blind spots that they're not aware of.
25:00
self-awareness is low, emotional intelligence is in the toilet.
25:04
And that's some stuff that we have to deal with kind of before
25:08
we get going. Or at least get them to
25:10
recognise that when their mother sat them on their knee when they
25:14
were three or four years old and told them that they were the
25:17
most intelligent, creative, handsome, gorgeous child in the
25:21
history of the universe. Like the mum wasn't lying to
25:25
them and she meant it. But maybe she was a little bit,
25:28
you know, a little bit biased. And as Woody Allen said, you
25:33
know, if the comedian, if you know who Woody Allen is, if it's
25:37
not one thing, it's your mother, right?
25:39
And I think, and I think I think your mother's got, you know, a
25:43
lot, a lot to do with all of this.
25:44
So to answer again, very good short question, very long poor
25:50
answer. But all of that stuff we have to
25:53
get over so that they have enough professional humility to
25:58
kind of, you know, pay attention to some of the stuff that we're
26:00
trying to. So how do?
26:02
You, when you're coaching someone, what are some steps
26:06
that you would take to help them address those blind spots and
26:09
and get over that well? The first thing we do is we have
26:14
them take like a like a benchmark, an assessment, like
26:20
an objective as opposed to subjective assessment for all of
26:23
these kind of leadership blind spots and these things that are
26:26
holding, holding them back, those that have a reasonable
26:30
amount of self-awareness, right. We'll look at the assessment and
26:34
go, you're right, that's exactly me.
26:37
Yeah, I do do that and I do have a tendency for that.
26:40
And yes, now you mention it, I can do that every now and again,
26:44
those with really low and, and we look forward to working with
26:48
those guys, those that have really low self-awareness and
26:51
go, I don't think, you know, they'll take all the good stuff
26:54
and then all the bad stuff. They go, but this is just like,
26:56
who can take these things seriously anyway, right?
26:58
So they'll take the good stuff. They're not the complimentary
27:01
stuff they rail against. And we say like, is there a like
27:06
a significant other at home, maybe a wife, maybe a husband,
27:09
maybe somebody like that. They go, yeah, having to be
27:12
married 26 years, show her that, call me tomorrow.
27:16
And then they call back the next.
27:17
OK, All right, I've spoken to my wife.
27:20
Maybe there's something to it. So the first thing we do is, you
27:25
know, we're a little bit like the doctor.
27:27
You know, we wouldn't prescribe without first doing the CT and
27:31
the MRI and the X-ray and take the blood test, right.
27:35
So we have to do an assessment. And if somebody says to us,
27:38
well, you know, well, can you, couldn't you coach us on our
27:42
team? But we let's not bother with the
27:44
assessment, right? Then we wouldn't do it, right,
27:48
because that's just malpractice, right?
27:50
So, so the first thing we do, I think is Mike, that's the
27:52
question is we'll do an assessment, figure out exactly
27:56
what those things are that that are holding them back.
27:59
Next thing we do, Mike, and this is the, if you think that was
28:02
unpopular, get this. So then we, we, we, we make them
28:08
journal. If they don't journal, we won't
28:10
coach them, right? So 20 years ago, no, 25 years
28:15
ago, my one of my bosses came to me and said, hey, and I've just
28:21
been kind of promoted to a position that really was
28:25
slightly, it was political that I got the role.
28:29
I wasn't ready for it by any means, but it was just expedient
28:32
at the time to give it to me and not somebody else.
28:34
But anyway, about 3 days into the job, there was a note on my
28:40
desk to go and see when I thought, ah, I've been rumbled.
28:42
I'm going to get fired, right? I've realized that this, this
28:45
I'm not the guy for the job after only three days and went
28:49
into his office and he said, hey, question for you Antonio,
28:53
do you journal now? I didn't journal at the time, so
28:57
I said no. And he asked me why and.
29:01
The only thing I could think. Of at that particular point in
29:04
time, because I've never ever considered it, I said well
29:07
probably because I'm not a 16 year old Victorian schoolgirl
29:11
because I didn't like do that sort of thing intentionally.
29:17
So he said well OK go and find the 8 most successful people you
29:23
can in any walk of life and find out whether or not they journal.
29:30
Now my coach now because I have a coach because how can I not
29:35
have a coach if I. Espouse the strength.
29:39
Of having a coach right so my coach coaches presidents of
29:45
countries as well as presidents of companies, right?
29:49
And if they don't send him an image of their journal for that
29:56
week, he won't coach them right? It's like because it's just,
29:59
it's just a condition of the game, right.
30:03
So when my boss, those in the back in those days asked me if I
30:07
journaled and I said not I then went to find 8 people and every
30:10
one of them did. Now, interestingly enough, any
30:12
politician you can think of does any leader of any organization,
30:18
anybody, they all, all of those successful guys journal.
30:21
And if you, if you Google, there are other search engines
30:25
available. You know the benefits of
30:27
journalling. You're going to get billions
30:28
with AB, not an M billions of reasons why people should
30:32
journal and everyone, everyone that you can think of in sports,
30:37
in business and entertainment. Successful journal.
30:43
And you got to say coincidence. Well, you decide.
30:45
But anyway, back to the point. So.
30:49
Go ahead. So when?
30:51
When there's different forms of journaling, you can turn on a
30:54
camera and you can like talk to yourself.
30:57
You can actually write it by hand.
30:59
You can type it. You can read it into a
31:02
microphone and have it, you know, type out for you.
31:07
Do you see any benefit of doing one versus the other, like
31:10
handwriting it versus taking it, you know, just talking to a
31:14
camera or whatever? Is it mainly just getting your
31:18
thoughts out, or is it the actual process of writing it
31:23
down well in an ideal? World we want them to get out a
31:28
pen get a general and hand write some stuff.
31:33
So let me unpick that for a second in an ideal world.
31:37
So when we asked then we now ask what if you were wanting to be a
31:43
client of ours would say, hey Mike do your journal.
31:45
You'll say no I don't know whether you do or you don't but
31:47
let's just pretend you say no I'll say why you'll say because
31:50
you're not a 16 year old Victorian schoolgirl and then
31:53
I'll I'll say OK well why don't you?
31:57
And here's what we hear a lot of we don't know what to write.
32:01
We would do it. We know it's good.
32:04
Everybody kind of talks about it, but we don't know what to
32:06
write, don't know when to write, don't know how long, how much to
32:10
write, don't write. And they just put all of these
32:14
barriers, very weak barriers of resistance to why they might not
32:19
journal. We, we say, OK, cool.
32:21
We'll tell you exactly what to write every day for the next two
32:26
years, how much to write and and we give you a guided journaling
32:32
path that follows right 30 words on this right 50 words on that
32:37
right, 20 words on this right and we give people very what are
32:41
what are some of those things you.
32:42
Have them right? What's that like?
32:45
If you have a. Guided path to getting someone
32:47
into it. What are you having them right?
32:50
Give give me some examples of talk about your day.
32:54
Talk about your Because when I think of journaling, I think of
32:57
the 16 year old Victorian girl. He liked me.
33:00
He smiled at me, you know, you know, that's what Yeah, Well,
33:04
so. OK, so.
33:05
What do we have them right? Well, it starts off basic and it
33:08
gets really advanced. So let's let's just let's just
33:10
go off of basic and you don't have to have us do this.
33:13
So here's what I'd like all of your listeners to do.
33:16
If your listeners just do this, your audience just as this,
33:20
let's talk about how long they have to do it for, specifically
33:24
what to do, what improvements they might see and how quickly,
33:27
right, We're good with that real entry level pro.
33:31
All of you don't have to be clients of ours to do this.
33:33
You go on our website, loads of free stuff, but you don't have
33:35
to do any of that. Here's the first thing we say to
33:37
them. So we'd say to a leader, let's
33:42
just start with this. At the end of the day, before
33:46
you go to bed, before you turn on your, you know, subconscious
33:50
creative brain, here's what I'd like you to do.
33:53
Let's just start reflecting because wisdom comes from
33:58
evaluated experience, not from time served, right?
34:02
So evaluated experience, here's what I want you to do just for
34:05
the next two weeks, Mike, for the next two weeks, M14 days.
34:09
That's all. At the end of every day, just
34:12
think back on that day and give yourself like a report card for
34:18
the day. And all you have to say is,
34:20
yeah, I was probably AB minus today, Right.
34:24
And and we start by saying, do you want to be a world class
34:26
leader? Do you want to be best in class?
34:29
Do you want to be good? Do you want to be average?
34:32
What kind of leader do you want to be?
34:34
Invariably people go, yeah, no, the best.
34:37
OK, good. So compared to the best, what
34:42
you would put for today? What would you give yourself?
34:44
And people go, all right, well, I'll probably give myself AB
34:47
plus. And then that's how we start.
34:51
Just give yourself a score for today.
34:53
Then we'll say, OK, well, what would you have done or could you
34:58
have done or should you have done or not done or set right to
35:01
make that B plus and A minus? What could you have done that
35:04
was a little bit better? That's all I'm asking you to do
35:07
for a couple of weeks. If it's an A minus, what would
35:11
you have needed to do to make it an A?
35:12
If it was an A+, what would you have needed to do to make it an
35:14
A double plus? You get the idea, right?
35:16
Start to look back now, that hindsight, when you're looking
35:21
back, you reflect and you're looking in the rear view mirror.
35:25
How did I do today? That hindsight where you go, A
35:30
minus could have been an A+ if it had done this or not said
35:33
that. That's it.
35:34
Just three or four sentences, the end.
35:36
How difficult is that? Write them in a book so you've
35:39
got a record of them. Easy.
35:41
Peasy lemon squeezy. Right for two weeks.
35:44
Not for two years. Or two decades.
35:45
For two weeks. Here's what happens before too
35:48
long, probably about 10 days. Here's what happens, Mike,
35:52
you're talking to somebody and you go actually future Antonio,
35:57
like in four hours time when I'm reviewing this conversation, you
36:00
almost like third party, like a family on the wall.
36:04
I just said this, but you know what, I'm going to be able to
36:07
give myself a better score if I thank them and also suggest
36:11
this, right? And what happens is that
36:13
hindsight starts to develop insight where you go
36:19
situationally, where you go, I'm going to have, I want to give
36:23
myself an A in about four hours. So if I'm going to give myself
36:26
an A in four hours, I'm going to say this and not that, right?
36:29
So in two weeks, you're already better because you started to
36:34
evaluate self evaluation, evaluate yourself and started
36:38
to, with some hindsight, develop some situational insight.
36:41
Here's what then happens. You do that for about two weeks
36:45
and then you start to develop foresight, right?
36:48
Where you go, if I do this, I'm going to stop that bad thing
36:51
from happening, right? I read a book just recently, it
36:54
was called Turn the Ship Around. Brilliant book about a submarine
36:59
captain who said what's better, a little bit of rudder far away
37:03
from the rocks or a lot of rudder real close to the rocks,
37:05
right? So what happens is we start to
37:08
that hindsight, which leads to situational insight and then
37:12
starts to some foresight. You start predicting things,
37:16
right? And you can start to give
37:17
yourself good scores for those things.
37:19
We have to do that for two or three weeks now.
37:23
They're in the groove, right? Every day.
37:25
Mike, I'm guessing I'll go. To Ryan, because I.
37:29
Don't know about Mike Ryan. Every day you brush your teeth,
37:32
right? Every single day you brush your
37:34
teeth. Every day, every morning and
37:36
every evening, you brush your teeth.
37:39
What? Even on your birthday.
37:40
Yeah. Thanksgiving.
37:41
Yeah. Christmas Day.
37:42
Yeah. Brush Hashanah.
37:44
Yeah. Hanukkah.
37:45
You you brush your teeth every day.
37:49
There probably hasn't been a day since you were six that you
37:52
haven't brushed your teeth. Or if you have, it's incredibly
37:56
rare. It's like rocking horse poo,
37:58
right? There are no days when you don't
38:01
brush your teeth. Well, if you can find 5.
38:04
Minutes in the morning or three minutes in the morning to brush
38:07
your teeth, 3 minutes in the evening to brush your teeth.
38:09
And you wash your hands before a meal and you pick up your socks
38:12
and you right there are things you do.
38:13
And when you're a leader baked into that is a responsibility to
38:18
develop yourself. Because when you develop
38:20
yourself, you develop your people.
38:21
When you develop your people, you develop your business.
38:23
You future proof yourself, your people and your business.
38:26
It's the gig. It's like when you're a parent.
38:28
Have I think you've got kids. Yeah, I do.
38:32
How old? I have a 17 year.
38:35
Old and a 13 year old. OK.
38:37
And it's funny listening to you describe all this stuff because
38:39
I'm, I, I think about the conversations I'm having with my
38:42
kids every day, which are the, you know, brush your teeth so
38:45
that you don't get cavities down the road, right?
38:48
Clean up your room so that the house is clean for this week.
38:50
Or the big one that happens every week.
38:52
You know, we do our, our weekly house cleaning or whatever.
38:54
And it's like, you know, hey, put your head, your phone down
38:58
and hammer out the vacuuming. You'll be done in 20 minutes,
39:01
right? And instead they stare at their
39:02
phone and it takes them all day. You know, it's like you guys
39:05
hate cleaning or do you love cleaning?
39:06
I can't tell because, you know, and so, but we do a lot of this
39:10
kind of thing, which is do a thing now for the future.
39:14
And you know, it's funny, my son is, is working on becoming a
39:18
long snapper for football. And he wants to go to college,
39:22
being a long snapper, playing American football.
39:25
And so he's doing all these camps and he's, you know, it
39:29
working with trainers and doing all these things to improve his,
39:32
his score so that he's more eligible for scholarship and
39:35
things like that, right. So he's really starting to get
39:37
to an age of 17 where these things are starting to click for
39:40
him, right, where he's going. Oh, OK.
39:42
So the work I'm putting in this week, it's not going to make me
39:45
better next month, but in three months I'm going to be really
39:48
good. And, you know, and so he's
39:50
starting to get some of that foresight.
39:52
And it's interesting, you know, as you're talking about it,
39:54
because there's plenty of adults I know that should know this by
39:56
now and and don't. And that goes for, you know,
39:59
leadership folks as well as, you know, just your run-of-the-mill
40:02
human beings. Yeah, I think.
40:04
You know when you're a parent Baked into the gig, because I
40:11
have 4 now. There were many days that the
40:15
last thing I wanted to do was change diapers.
40:18
Many days. But you change diapers.
40:21
It's the gig when you're a parent, you change diapers, you
40:24
feed them not just when you feel like it, but everyday because
40:28
you've got to feed them because that's baked into the gig.
40:31
Baked into the leadership gig is you have to develop yourself and
40:35
your people and therefore your business.
40:36
You have to. And if you're not interested in
40:39
self development and you judge everyone by their actions, but
40:42
you by your intentions, right? If that's the kind of lead you
40:46
are. And then we don't, we don't, we
40:48
don't help those people. But it's the ones that go, I
40:51
have a responsibility to future proof me because what got me
40:56
here won't get me there, right? Because the world's changing so
41:00
much so that, you know, Marshall Goldsmith, that genius or the
41:03
leadership coach, I'm not saying I'm also a genius, but the other
41:07
leadership coach, Marshall Goldsmith, who is a genius,
41:10
right? That whole principle of what got
41:12
me here will get me there. You know, we have to skate to
41:17
where the book's going to be, right?
41:19
Because if you always do what you've always done, you'll
41:20
always get what you've always got.
41:22
And imagining something else, as Einstein said, is do the same
41:25
thing over and over again and expect different results as
41:27
madness. So, so, so we have as leaders,
41:32
as managers, as parents, we have a responsibility to be the very,
41:37
very best that we can be and the very, and help people as much as
41:41
we possibly can. And journaling, which helps that
41:44
self-awareness because no one's going to do it for us.
41:47
No one can do it for us. You can't brush your children's
41:50
teeth. They can only do it for
41:51
themselves. And no one can brush your teeth.
41:54
Only you can do it for yourself, right?
41:56
So, so that journalling and come back to Mike's original question
42:01
when you write it, and I don't care if you're going to record
42:05
it, have some kind of AI transcribe it, just start, just
42:10
make an imperfect start and course correct on the way.
42:13
When we tell people, yeah, yeah, we've got an app, right?
42:16
We're all very, very modern. We're like a Bentley, right?
42:20
Classical styling and classical themes.
42:22
But we've still got anti lock brakes and GPS, right?
42:24
But start, just start making imperfect start course correct
42:28
on the way. And before you know it, they're
42:30
all asking for leather bound journals, phantom pens and all
42:33
of that kind of stuff. Now, I know instantly a lot of
42:36
your people have turned off and I'm not saying that's a
42:38
condition, but journalling is a condition of, of employment
42:43
because, because and I think that.
42:46
Journaling is indicative of something bigger, right?
42:49
So I mean, journaling is how it's manifesting.
42:50
But really what it, what we're talking about is raising self,
42:54
you know, raising awareness, being thoughtful and purposeful
42:57
and the things that we're doing. You know, I mean, there's,
42:59
there's more. I mean, you know, like I say, a
43:01
journaling is the manifestation. But I mean, there's this global
43:04
problem which we've got to do, which is if you hope to be a
43:07
good leader, if you hope to be a good parent, if you hope to be a
43:09
good friend, if you hope to be a good dog owner, you know, you
43:12
need to have some awareness of your situation and you need to
43:16
have some willingness to put in the work.
43:18
You know, and I think that journaling is one of those
43:20
things that maybe doesn't come naturally to everybody.
43:22
So it kind of imposes these thought processes on.
43:25
Yeah, I've never I've so you. For what's happening.
43:29
To you, Yeah, I've never thought of.
43:30
Journaling as, as that I always thought of journaling as, you
43:37
know, just putting your thoughts down on paper, but the, the
43:41
actual thought process of putting it on paper and thinking
43:45
of it with the thought of improvement of what I could do
43:48
better the next day and the, the self-awareness portion of it.
43:51
That's the critical part. I've always kind of had those,
43:54
those meditation moments where you're like, when I'm working, I
43:57
usually will like either have earplugs in and, and just be
44:00
quiet and thinking the whole time.
44:04
And that, that's kind of been my my form of that.
44:08
But I've never actually written it down with that thought
44:11
process reminding me it changes the whole game.
44:13
Yeah, it's like meditating. On paper, it's like meditating
44:16
on paper, it's just being intentional, but kind of leader
44:21
person that that you want to become.
44:24
And then then you can easily become that thing.
44:27
It, it's, it feels like a much harder slog than it actually is.
44:33
People tend to when they, you know.
44:36
You'll be staggered. Staggered at how many people we
44:40
start to work with and we say, do you have your core values
44:46
written down? And they don't.
44:47
And we ask them what they are and they don't know what they
44:49
are. But then we'll do a simple 5
44:52
minute exercise and again it's on the website.
44:54
They figure out what they are and as soon as they know what
44:56
they are, they can then be intentionally true to those
44:59
things. We ask them what their goals
45:00
are. You know, if anybody here has
45:03
people that work for them, that's listening, can hear my
45:06
voice right now. If you've got people that work
45:09
for you and you don't know what their top three personal goals
45:14
are, you can't lead them. Because until you can tie their
45:17
personal goals to corporate goals, you can't motivate them.
45:20
So, So if you can just do one thing tomorrow, spend a bit of
45:25
time with your people and ask, tell them what your bucket list
45:29
looks like and then have them. There was a lady that that was a
45:33
client of ours and I and she was telling us how difficult she
45:37
was. She was a lawyer to because she
45:41
didn't want to solicit and so she didn't want to make cold
45:45
calls and things like that. And we told her, you've got to
45:47
do that part of the gig right When you think about the most,
45:51
the most. You know.
45:55
Successful lawyers. Compare them to you because.
46:00
You've just got past the bar and you just hung, hung your shingle
46:04
and right, it's just you. What more law did the most
46:09
successful largest law firms know that you don't know what
46:14
laws did they were they taught in Harvard that you didn't get
46:18
in Miami-Dade College, right, for example, right.
46:23
There's no, they don't know more law than you know.
46:27
The reason they're successful lawyers is not because they were
46:30
taught better laws or they were taught all the shortcuts, all
46:34
the stuff that you don't know. Your student loan isn't big
46:38
enough to know the real good stuff, right?
46:41
They kept that for the ones that paid a lot more money than you
46:43
did. That's not the case.
46:45
The reason that they're most successful have very large law
46:49
practices, it's because they're better at growing a business
46:53
than you are. But you all know the same laws,
46:55
right? Right.
46:57
You all know the same reference material.
46:58
You all know the same stuff. But they figured out how to grow
47:01
a business that just happens to deliver law, right?
47:06
So we told her she had to make cold calls.
47:08
She didn't want to make cold calls.
47:09
And then we asked her what her one of her life goals was.
47:13
And she said that she wanted, for whatever reason, to take her
47:18
and her family to Disney and Japan.
47:23
And then we figured out why that she wanted to do that.
47:25
And it's the thing that she wanted to do.
47:27
We had her open a open a bank account called Dialling for
47:31
Japan, right? And then every time she made a
47:35
call that turned into money, all of the money or the profit from
47:40
that went directly into this account.
47:42
Nowhere else, right? She's been three times with her,
47:47
her and her whole family to Japan based on.
47:50
So what we did was we connected what it was that she right was
47:54
about and did have learned and that so if there's anybody here
47:58
listening that manages or leads people and you don't know their
48:04
personal goals. Then you can't lead them.
48:09
So come back to what are your goals?
48:11
What are your personal goals? What are your life goals?
48:13
What are you trying to achieve? What right, start writing stuff
48:16
down where you're going to write this well in the journal also.
48:19
And there's a million things we ask you to consider to help you
48:22
improve. Sorry, you were going to say
48:24
something to Mike. I, I.
48:25
Have personal life experience with cold calling.
48:29
Ryan mentioned earlier that I kind of have a background in
48:32
sales. I haven't for a long time but at
48:35
one point I was a loan officer and our entire nice income.
48:41
Revenue. Was from cold calling.
48:42
I would call, I had a list of people that I was given daily
48:46
and I would call them on the phone.
48:48
And I would eventually get to the point where I would
48:53
refinance their house through a cold call and try and get that
48:58
now from people where you're calling and trying to get
49:01
personal information over the phone for a refinance purpose.
49:06
It just doesn't happen. Everyone's been trained to
49:09
ignore a incoming calls and B, giving any personal information
49:13
out over the phone. So you can even back then, this
49:16
was in 2006, it was hard enough to even get people to start
49:21
talking about a refinance, let alone give you their information
49:26
to be able to do a refinance over the phone.
49:29
And it's, it's a, it's a numbers game really.
49:32
It's a matter of just continuing to do it and continuing to do
49:35
it. I even at one point did door to
49:37
door sales and it's it it, it teaches you a lot and how to A,
49:44
talk to people and, and B, build a rapport with them to where
49:49
they're actually like you and will buy from you eventually.
49:52
And I love that opening a bank account to where that money in
49:57
particular, any outbound effort that you make goes into that
50:01
because it it it solidifies it. Yeah, good.
50:05
I mean, it doesn't just have to that was just using that as an
50:08
example, right? Yeah, I know.
50:11
Yeah. So listen, and there are those
50:14
that will say, you know, I don't want to make cold calls, OK, If
50:19
the, if the reason is legitimate, terrific.
50:22
Spend an hour a day on LinkedIn because all of your clients are
50:24
in that, right? So do that instead.
50:26
Networking event. You know, there's a million
50:28
things you do, e-mail campaigns and all that kind of stuff.
50:30
So, but anyway, the point being that this doesn't just work for
50:35
sales people. The principle works for
50:37
everybody, right? So, yeah, and and you're
50:42
journalling. Is just a place.
50:46
To think you'd be staggered. How many, how, what improvements
50:52
can be made? And Ryan will understand this
50:55
probably more than anybody else because he was an architect like
50:58
me. You know, I spend days drawing
51:01
things, right? This is today's kind of model.
51:03
I was modeling some stuff and explaining when you can, when
51:07
when you can. One of the things we talked
51:09
about about leadership is modeling things, making
51:12
decisions with, with tools and models and that help you
51:17
understand it, help you then describe it to other people,
51:20
help you, then, you know, grow your business.
51:23
And one of the things that we'll have people do as a journaling
51:26
practice on on today is just sit with a piece of paper and we
51:31
might, the prompt might be what's broken, missing or
51:35
confused, right? And it just might be OK.
51:39
Well, what's broken in the business?
51:41
Well, could be this could be this could be OK what's missing?
51:44
What are people confused about? We might say follow an order in
51:47
your head around the business. What's broken, missing,
51:49
confused. So the, the, we asked them to do
51:53
a million different things. So we prompt it.
51:56
So we take the heavy load out of it and then all they have to do
52:00
is then apply it. Here's what we then do.
52:02
Here's the, here's what I think is maybe the most important
52:05
thing. You might combine a year later,
52:09
we assessed them again because we tell them where they start.
52:14
And then a year, every on the one year and every year
52:18
anniversary, we assess them again.
52:20
Because if we can't demonstrate, you know, that they're making
52:24
progress, then you know, we shouldn't be doing what we're
52:26
doing. So we, we constantly.
52:30
So we we have, we assess them, we show them their biggest
52:36
issues. We'll arm wrestle.
52:39
About what they need to do about those things.
52:43
We set them off on that journey and it's unique to everybody.
52:47
We have them be very focused. On that and all of our coaches
52:50
know for each of the people exactly.
52:52
What they're working? On as well as the day-to-day
52:55
stuff, right. So so we work our lot on helping
52:59
our leaders to two things. We've got good leaders know how
53:04
to light fires under people and great leaders know how to light
53:09
fires within people, right? And so sometimes we've got to
53:13
light fires under people, including ourselves and within
53:15
people, including ourselves. And we figure all of that out.
53:18
And then we go, OK, here's what you're going to do for the next
53:20
three months. And here's what you're going to
53:21
do for the next three months, right?
53:22
And get them doing all of that stuff.
53:24
They invariably, if they, if they make it past about 20 days,
53:29
they, they never stop, right? And every year we measure them
53:33
gives them three new things to think about because it's better
53:36
to get three things nailed than trying to approach 50 things and
53:42
get them all screwed up. That's one of the problems with
53:44
TikTok and YouTube shortening. Attention spans.
53:49
So one of the things I want to, well, I just kind of want to
53:51
summarize some of the stuff we're starting to get near the
53:53
end here. But one of the things, one of
53:55
the things that I'm really hearing and what you're saying
53:57
and, and like we were talking earlier about journaling being
53:59
sort of the manifestation of taking time and being
54:02
intentional. But I think that maybe even if
54:04
we get a little higher level, you know, 25,000 foot view, what
54:08
it is, is really about doing hard things and doing things
54:11
that maybe don't come easy or don't come naturally, but that
54:14
the work, you know, will basically yield the benefit.
54:16
And, you know, listening to Mike's story about sales and
54:19
your, your story about trying to coach your, your client through,
54:23
you know, making cold calls, like, I mean, the, the concept
54:26
of making cold calls, it terrifies me.
54:28
Like, I would hate to do that. And so I can empathize with that
54:32
person's case is that, you know, I, I just want to be a lawyer.
54:35
I don't want to make phone calls.
54:36
I guess I don't want to do. And so I.
54:38
Can totally empathize with that. But through or by virtue, I
54:41
guess of doing something hard and uncomfortable and being
54:44
pushed, you know, having your boundaries pushed a little bit,
54:47
You know, she came out the other side stronger, at least, you
54:50
know, financially. But also she no doubt learned a
54:52
lot about how to talk to people and how to be convincing.
54:56
And I don't know, I mean, if you're an attorney, maybe that's
54:57
a great skill, you know, I mean, being able to to persuade, you
55:01
know, might be a really good skill for a lawyer.
55:03
So I can see how even though really what it is is, hey, look
55:06
at the light over here, which is, you know, or we've got the
55:09
shiny thing over here, which is a cold call.
55:11
And it seems totally irrelevant to what we're doing.
55:13
What it's actually doing is building up all the skill sets
55:15
over here for, you know, whatever, you know, bit of
55:19
growth that we're trying to make.
55:20
So so I really like that. The other thing I wanted to just
55:23
kind of touch on using you, you sort of the the metaphor you
55:25
used of modeling as a tool. Right now I'm in a kind of an
55:29
interesting situation. I'm working with a tech startup
55:31
and I'm running their development team, software
55:34
development team and I have years of.
55:38
Experience working with. Web developers and things like
55:40
that. So I understand some basic, you
55:43
know, framework and concepts around the idea of running a
55:46
development team. However, software is a different
55:48
beast than I've ever dealt with before.
55:50
And so I've found that using modeling is really helping me
55:54
articulate things to a team of developers who don't, you know,
55:57
who are basically working with a layman.
55:59
You know, I don't know how to tell them how to do what it is I
56:02
want done, but I can show them a model of this is what I want the
56:06
software to do. And then they can put kind of
56:08
the secret sauce on it, right? So by being able to give it to
56:11
them in a way that is fundamental, you know, if my UI
56:15
or my design or my concept is working, then they will have a
56:18
software solution for it. And we're able to bridge that
56:21
gap between my technical knowledge and their, you know,
56:24
knowledge of sort of front end or user user experience and, you
56:28
know, come together as a team, even though, as you know, from a
56:31
technical standpoint, I'm not the number the world's number
56:34
one software leader, right? So anyway.
56:37
So I just kind of wanted to affirm what you said there about
56:40
user models. Two points first of all.
56:42
To the first point, you're exactly right.
56:44
And everybody knows there is no comfort in your growth zone and
56:48
there's no growth in your comfort zone, right?
56:50
So it is, it's about doing the uncomfortable things that you
56:53
have to do like it's baked in. As far as your development team,
56:59
sometimes we'll talk to a prospect and we'll say, well,
57:01
what do you know about sticking the non stick to the frying pan
57:06
as an example, right? And I know zero about sticking
57:10
non stick to frying pan right? Or or or or.
57:15
Software development, I don't know anything about any of those
57:18
kind of things. And that's your job to do that
57:21
stuff and all of the engineers to do that stuff.
57:23
What I do know is if you can figure out how to get your
57:28
software or your team of software engineers to not just
57:34
Co operate, but genuinely collaborate, then then they're
57:38
going to be better work, right and faster and better and
57:41
unpredictable and unexpected good stuff, right?
57:44
If you can get them to collaborate.
57:47
So. We.
57:49
We would we. Spend more time with our
57:51
clients. Fixing those.
57:57
Fundamentals of leadership as opposed to the thing that they
57:59
do, the thing that they do they're probably pretty good at.
58:02
They're certainly better than we will ever be.
58:04
But in terms of teaching them how to coach their people, in
58:09
terms of getting them to be collaborative, in terms of
58:13
knowing how to, you know, the difference between management
58:16
and leadership and being more tasked, more proactive and, and
58:21
people focused and task focused and reactive, right?
58:24
All of those kind of things which we can model and demo to
58:27
them. And when we model it and show
58:30
them and they get it, they can then teach it to others.
58:33
And then these things spread tremendously.
58:35
So yeah, you're exactly right. Yeah, I guess.
58:39
I'm parting notes. We're kind of overtime now, but
58:42
we're one last thing in terms of journaling.
58:47
If you can get to a point where you're doing it every day and
58:50
you, you, you do it for that, you know, 2 year period or
58:53
whatever you were talking about earlier, I would say that that's
58:56
a good. Approach for building.
59:00
Good habits like as if you can do it on a daily basis and
59:04
journal consistently. That's something people don't
59:07
like to do or want to do, but it's it's a good habit to get
59:12
into, kind of like making your bed in the morning and like the
59:16
brushing the teeth. Yeah, exactly.
59:19
Yeah, so to the dentist, I said to the.
59:20
Dentist what? I've got a floss every day,
59:22
every day floss and he goes no. And I said, but like all my
59:26
teeth is no, no, just the ones you want to keep, right?
59:32
So, you know, you brush your teeth every day.
59:34
It's habitual. It's baked in, right?
59:37
It's stamped on your DNA. And if you don't brush your
59:40
teeth, you can't sleep, right? You get to the point where if
59:44
you haven't journaled and emptied your mind, you can't
59:47
sleep. And it's all part of your, you
59:49
know, this whole thing we've been talking about is the whole
59:52
thing is about the mind, isn't it, right?
59:53
It's about leadership. It's about the mind really is,
59:56
you know? Well, you know I don't have.
59:59
Time to journal and they say, well, I don't have time to look
1:00:02
after my Wellness. And we say, well, if you can't
1:00:04
find time to look after your Wellness, you'll be forced to
1:00:07
find find time to look after your illness, right?
1:00:10
It's the same stuff. Exactly.
1:00:13
I actually like that quote a lot.
1:00:14
That's good party shots, Antonio.
1:00:18
Where can people reach out? How can they get in touch with
1:00:20
you so? I'm very contactable.
1:00:25
Antonio at so it's Antonio at my daily leadership all one word my
1:00:31
daily leadership.com send me an e-mail.
1:00:34
We'll have a chat or go to our website.
1:00:37
Loads of good stuff there. All the WS my daily
1:00:40
leadership.com read the book go on Amazon.
1:00:43
It's available in all the formats.
1:00:45
I even this this book, this third book.
1:00:47
I I narrated that myself. So if you want to hear more from
1:00:51
me, go get download that or Kindle electronic papers always
1:00:57
good. That's awesome.
1:01:01
Well, yeah, thank you so much, Antonio, for taking the time to
1:01:03
to talk with us today. I think this is really important
1:01:05
stuff. And I mean, we spend a lot of
1:01:07
time really on one or two big habits.
1:01:08
But I I think that those core changes, you know, if
1:01:11
implemented by people in our audience or even ourselves, you
1:01:14
know, I mean, I don't, I don't journal and probably could
1:01:16
benefit from it. And so, yeah, I know.
1:01:18
I mean, I, I do handwrite everything.
1:01:20
Like I have notes for days. So I mean, I kind of journal in
1:01:23
that sense, but I'm not very purposeful about it.
1:01:26
So, so I think there's some room for me to improve too.
1:01:28
So, so I think that's great advice and I really appreciate
1:01:31
you taking the time to share. You're very.
1:01:32
Welcome. I hope you do.
1:01:33
If you if you struggle, let me know.
1:01:35
Absolutely so and thanks. So much to everybody who tunes
1:01:39
into the show this week and every week.
1:01:40
We'll see you guys next time.