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The Know-it-All Myth · Break The Leadership Script

• 0:00
  SPEAKER_00: Welcome to Break the Leadership Script, the leaders ready to challenge what actually works.
• 0:05
  SPEAKER_00: Each week we give you 17 minutes to challenge people at shape of the need.
• 0:10
  SPEAKER_00: Because most leadership advice sounds good people can fall apart under real pressure.
• 0:16
  SPEAKER_00: No, we break people's leadership scripts.
• 0:19
  SPEAKER_00: Every episode we take a common leadership belief, test it against reality, and ask: does it actually hold up when people in pressure are involved?
• 0:29
  SPEAKER_00: Then we reframe it: practical, honest, effective.
• 0:33
  SPEAKER_00: No fluffy, just real insight you can use.
• 0:37
  SPEAKER_00: With your hosts, Alex Rivas and Mark Noon, let's break the leadership script.
• 0:44
  SPEAKER_00: Hey, welcome back to Break the Leadership Script.
• 0:47
  SPEAKER_00: I am your co-host, Mark Noon, along with my partner.
• 0:50
  SPEAKER_00: Alex Revis.
• 0:51
  SPEAKER_00: Hey, good afternoon.
• 0:52
  SPEAKER_00: Good to see you again.
• 0:53
  SPEAKER_02: You too, sir.
• 0:53
  SPEAKER_00: This is fun.
• 0:54
  SPEAKER_00: We had so much fun on the last episode.
• 0:56
  SPEAKER_00: We're gonna have so much fun in this one.
• 0:58
  SPEAKER_00: The topics are just there's they're just I I'm I'm excited.
• 1:02
  SPEAKER_00: I I guess I don't know another word than to be excited to be able to sort of get out of soapbox a little bit.
• 1:08
  SPEAKER_00: I think that's how I kind of deal with this.
• 1:10
  SPEAKER_00: Like these are topics that you and I like really struggle with, people who who don't understand some of these things or or we don't understand these things.
• 1:17
  SPEAKER_00: And so we're we're on our soapbox kind of, you know, hey, this is what we think about whatever.
• 1:21
  SPEAKER_00: And it's really this it's 17 minutes to challenge the thinking that shapes leaders, right?
• 1:26
  SPEAKER_00: It's it's it's us just kind of throwing things out there, whether we agree with the topic or not, agree with the statement or not is to challenge the thinking, right?
• 1:35
  SPEAKER_02: Yes, sir.
• 1:35
  SPEAKER_02: And 17 minutes is not too long.
• 1:38
  SPEAKER_02: And honestly, we could probably talk about this stuff for hours.
• 1:41
  SPEAKER_02: So being able to cut it down, that's that's a feat in itself.
• 1:44
  SPEAKER_00: And some of this comes from I mean, we both love podcasts.
• 1:47
  SPEAKER_00: I'm more of inclined to listen to a shorter podcast, so that's why we we sort of went with the the shorter version.
• 1:53
  SPEAKER_00: I've listened to two hour podcasts, I get lost in them.
• 1:56
  SPEAKER_00: They're great.
• 1:57
  SPEAKER_00: And I appreciate the people who can sit and talk for two hours, which I think you and I probably could.
• 2:01
  SPEAKER_01: Definitely.
• 2:01
  SPEAKER_00: Uh but you know, uh, for the sake of the audience and and the learning opportunity, I think this is the right way to go.
• 2:07
  SPEAKER_00: So, what are we going to tackle today?
• 2:08
  SPEAKER_00: What's the topic?
• 2:09
  SPEAKER_02: The know it's all myth.
• 2:11
  SPEAKER_00: The know-it-all myth.
• 2:12
  SPEAKER_00: It's the myth, I think, that as leaders, sometimes we've been taught that we have to know the answer to everything.
• 2:18
  unknown: Yes, sir.
• 2:18
  SPEAKER_00: Or that we have to know how to do everything.
• 2:20
  SPEAKER_00: And and that's not what leaders are called to do.
• 2:23
  SPEAKER_00: Leaders are called to lead, not do necessarily.
• 2:26
  SPEAKER_00: Correct.
• 2:27
  SPEAKER_00: I mean, you you came up through the theater world, right?
• 2:30
  SPEAKER_00: Yes, sir.
• 2:30
  SPEAKER_00: So you started out in what was your first position in the theater?
• 2:33
  SPEAKER_02: I started as a crew member, just popcorn and drinks.
• 2:36
  SPEAKER_00: Right, popcorn and drinks.
• 2:37
  SPEAKER_00: And then you worked your way up into what?
• 2:39
  SPEAKER_02: Assistant manager, yeah, general manager and manager of uh basically talent board and all that stuff.
• 2:45
  SPEAKER_00: Yeah.
• 2:45
  SPEAKER_02: Many different hats at the end.
• 2:47
  SPEAKER_00: So you knew pretty much everything there was to know in the theater business.
• 2:51
  SPEAKER_01: Correct.
• 2:51
  SPEAKER_00: Right?
• 2:52
  SPEAKER_00: I came up in the Air Force, I came up through the clinical laboratory, is what I did.
• 2:56
  SPEAKER_00: I I was enlisted for eight and a half years, I was an officer for 12.
• 3:00
  SPEAKER_00: So I that meant I was the worker on one side, doing all the job, learning all the different aspects of work in a clinical laboratory, and then worked my way up into a leadership role, and then you know, gradually into a you know a flight commander role.
• 3:14
  SPEAKER_00: And what is, you know, so I knew the job.
• 3:16
  SPEAKER_00: I knew it well.
• 3:18
  SPEAKER_00: What I didn't know when I first became a leader was how to lead.
• 3:21
  SPEAKER_00: But I thought I had to know it all, so I have to learn it all.
• 3:24
  SPEAKER_00: So, what's the myth in this?
• 3:25
  SPEAKER_00: What are we trying to break?
• 3:26
  SPEAKER_02: You know, I think it's uh it's like you said, it's that feeling that in order to be a good leader, you have to know everything and you have to have every problem figured out yourself.
• 3:38
  SPEAKER_00: Yeah, yeah.
• 3:39
  SPEAKER_00: I think of somebody comes to me and asks a question, it's hard.
• 3:44
  SPEAKER_00: Part of it's your ego.
• 3:45
  SPEAKER_00: Part of it is this the pride of I'm the leader, I'm supposed to know this, and they come to you with and they it and you go, I don't know.
• 3:51
  SPEAKER_00: Yep.
• 3:52
  SPEAKER_00: And nobody wants to do that.
• 3:53
  SPEAKER_00: Nobody wants to feel vulnerable in that way to say, you know what, I don't know the answer to that.
• 3:57
  SPEAKER_02: And why why is that?
• 3:58
  SPEAKER_02: Why do you think people are afraid to do that?
• 3:59
  SPEAKER_00: I think we're we're we're taught that leaders are supposed to lead, and it you can't lead if you don't know where you're going.
• 4:06
  SPEAKER_00: And and I agree, you have to know where you're going.
• 4:10
  SPEAKER_00: Yes.
• 4:10
  SPEAKER_00: But here's the thing: I don't absolutely have to know how to get there.
• 4:14
  SPEAKER_00: My my vision as a leader is this is where we're gonna get to.
• 4:17
  SPEAKER_00: Now let's come together as a team and figure out the best route to get there or the best way to this answer.
• 4:21
  SPEAKER_00: Or and and I used to tell people, you know, they would come to me, uh, you know, doctors in the hospital would come and ask me questions as the the leader, and I'd say, you know what, I don't know that answer.
• 4:32
  SPEAKER_00: But my technicians do because they do the job every single day.
• 4:35
  SPEAKER_02: And I think that you're a hundred percent right because what happens when you have that type of leadership mentality is you actually have a lot of blind spots that you you're not even realizing.
• 4:46
  SPEAKER_02: When I was um running one of the one of the theaters, I would always have these other GMs call me and ask me questions, and I would always pass them to my specific department managers.
• 4:56
  SPEAKER_02: Yeah, and they would always tell me, Well, you never have the answer, and I would say, I don't need to have the answer.
• 5:01
  SPEAKER_02: I have a team of people who their jobs is to have the answer for that area.
• 5:05
  SPEAKER_02: I couldn't even give you the best answer.
• 5:07
  SPEAKER_01: Yeah.
• 5:07
  SPEAKER_02: And why do why would I?
• 5:09
  SPEAKER_02: If I have someone specifically for food and beverage operations, she needs to be in charge of that knows she needs to be the know-it-all in that department.
• 5:16
  SPEAKER_01: Right, right.
• 5:17
  SPEAKER_02: I'm still able to lead the ship while it runs, but I'm not there running the engine, you know.
• 5:23
  SPEAKER_02: It's like, and there's this weird mix of understanding of well, you need to be have every single thing figured out before you can run the ship.
• 5:32
  SPEAKER_00: Yeah.
• 5:32
  SPEAKER_00: I I I think in addition to that, is you can know the answer and still pass it on to your team to give the answer to that person because that builds them, it helps them grow, it helps, it it also um lets them know you trust them, right?
• 5:46
  SPEAKER_00: I have the answer.
• 5:47
  SPEAKER_00: And a lot of times I think uh this goes this goes to our our our other term that we use is you got to fire your ego.
• 5:53
  SPEAKER_00: You gotta rid of your ego and say, you know what?
• 5:55
  SPEAKER_00: I do know the answer, but I don't have to share the answer because if I do, I take away some opportunity for my team.
• 6:03
  SPEAKER_00: My team may have this opportunity in my world, the Air Force world at that time, was you know, a lot of commanders and and people in position and people in authority would come and ask questions.
• 6:13
  SPEAKER_00: And sure, I have the answer, but I would rather them go and have spend some time with my team, getting to interact with them.
• 6:20
  SPEAKER_00: It also gives my team some FaceTime.
• 6:22
  SPEAKER_00: It gives them opportunity to be known and to be known by these people, be known without throughout the hospital as you know, quality, exceptional technicians.
• 6:32
  SPEAKER_00: Um, so I think that's where we sort of let our get rid of our ego.
• 6:36
  SPEAKER_00: It's not that I don't know, it's I do know, but I don't have to be the one to give the answer.
• 6:40
  SPEAKER_00: Knowledge is power.
• 6:41
  SPEAKER_02: Yes.
• 6:41
  SPEAKER_02: Right?
• 6:42
  SPEAKER_00: You've heard that.
• 6:42
  SPEAKER_00: There's a cliche.
• 6:43
  SPEAKER_00: We talked a little bit about cliches last week.
• 6:45
  SPEAKER_00: Here's a cliche, I don't like knowledge is power, but it it it is there's some truth to that.
• 6:48
  SPEAKER_00: Definitely.
• 6:49
  SPEAKER_00: And we like to hold that.
• 6:51
  SPEAKER_00: If nobody else knows and only we know, we see we feel so in demand, so important.
• 6:55
  SPEAKER_02: Yeah, and there's this idea that leaders do where they equate having the answer with confidence, right?
• 7:01
  SPEAKER_02: And they think that, oh, I have to give an answer, I have to answer back, I have to say something to sound smart.
• 7:08
  SPEAKER_02: Yes.
• 7:08
  SPEAKER_02: You know, because people will look at me great if I give an amazing answer, right?
• 7:12
  SPEAKER_02: If I make people think that I know the answer.
• 7:13
  SPEAKER_02: Yeah.
• 7:14
  SPEAKER_02: You know, and why is it that we do that?
• 7:16
  SPEAKER_02: Why do we have that idea?
• 7:17
  SPEAKER_00: I I think it goes back to pride.
• 7:19
  SPEAKER_00: I think it goes back to this this idea that we were told, maybe we a lot of us grew up with the idea that we had to know.
• 7:26
  SPEAKER_00: We always went to our leader and they knew the answer and they gave us the answer, so we we expect the same thing supposed to happen.
• 7:32
  SPEAKER_00: And this is the expectation of our team should be that they could come to us to get an answer.
• 7:39
  SPEAKER_00: But it's okay if we don't know what that answer is.
• 7:42
  SPEAKER_00: And breaking the leadership script is saying, I don't know.
• 7:45
  SPEAKER_00: It's okay.
• 7:46
  SPEAKER_00: But let's but you know what?
• 7:48
  SPEAKER_00: I think I know somebody who has the answer.
• 7:49
  SPEAKER_00: Let's go talk to them, let's bring them into this conversation.
• 7:52
  SPEAKER_02: And it's also, you know, I I really don't like this idea of feel feeling like I'm spoiling people, right?
• 7:59
  SPEAKER_02: And I would get a lot of my managers that would come in and they would just want a quick answer because they didn't want to do the search themselves.
• 8:06
  SPEAKER_02: Yeah, there you go.
• 8:07
  SPEAKER_02: So they did not want to find the answer, they didn't want to do the work.
• 8:11
  SPEAKER_02: And they just wanted me to give it to them.
• 8:13
  SPEAKER_02: It's like, no, no, no.
• 8:14
  SPEAKER_02: Part of the leadership development for yourself is to be someone that can say, I can go and get the answer when necessary, I can go and look for it when I have no one to really guide me in the right spot at the right time.
• 8:26
  SPEAKER_02: Yeah.
• 8:26
  SPEAKER_02: That's not saying, like you said, that they can't come to me, they can't ask.
• 8:29
  SPEAKER_02: Um, but I would catch that.
• 8:30
  SPEAKER_02: It's like, oh, you want me to solve your problem for you.
• 8:33
  SPEAKER_01: Yeah.
• 8:34
  SPEAKER_02: And that's not what we're gonna do here.
• 8:35
  SPEAKER_01: Yeah.
• 8:35
  SPEAKER_02: What we're gonna do is try to figure out how can you get that problem solved and what are the ideas that you have.
• 8:41
  SPEAKER_02: Oh, I don't have any ideas.
• 8:42
  SPEAKER_02: Well, then you need to come go and figure out some ideas and and then come back to me and we can work through some of those ideas, right?
• 8:48
  SPEAKER_00: Yeah, yeah.
• 8:49
  SPEAKER_00: I I think you you touched on a really good thing, is it I I need to develop them, I need to work with them to get the answer.
• 8:56
  SPEAKER_00: But guess what?
• 8:57
  SPEAKER_00: Here, here's another reason why I think we hold on to this, I need to know it all, and we just give those answers because it takes 30 seconds to give the answer and it takes 30 minutes to teach them how to get the answer.
• 9:06
  SPEAKER_00: And we go, I'm not sure I want to do that.
• 9:09
  SPEAKER_00: Right?
• 9:09
  SPEAKER_00: I it's funny, I I had a an um uh air conditioner uh, you know, before this broadcast, literally before we started taping this, I had my air conditioner guy call me because he's coming to work on my air conditioner.
• 9:21
  SPEAKER_00: The other day when he was working on my air conditioner, he said to me, He said, I got a new guy I'm training.
• 9:25
  SPEAKER_00: It took us two hours to do something I could do in 30 minutes.
• 9:28
  SPEAKER_00: Oh man.
• 9:29
  SPEAKER_00: And he was so frustrated, but he knew that that's how you train.
• 9:32
  SPEAKER_00: It's he knew what it takes.
• 9:34
  SPEAKER_00: But think about the company who has to pay two guys for two hours, something they could have paid one guy to do in 30 minutes.
• 9:41
  SPEAKER_00: But the training opportunity and the the knowledge that's being imparted was so important.
• 9:47
  SPEAKER_00: And and this guy knew that.
• 9:48
  SPEAKER_00: He was just sort of venting to me a little bit, like, that's why I'm so late getting to your house.
• 9:52
  SPEAKER_00: I get it.
• 9:52
  SPEAKER_00: I I appreciate that.
• 9:54
  SPEAKER_00: Um, but that's what we have to do as leaders.
• 9:56
  SPEAKER_02: Yeah, and that's that is a big role that and it's actually it's funny because that's kind of what we're I'm talking about, the management that was the manager I was speaking on.
• 10:06
  SPEAKER_02: We don't want to do the hard part as leaders.
• 10:08
  SPEAKER_02: We just want the manager that knows how to do everything themselves and not come to us and somehow are self-developing in every aspect.
• 10:17
  SPEAKER_02: And I dealt with that a lot in my area.
• 10:19
  SPEAKER_02: I had a ton of peers and GMs who were constantly calling me, and they would always say to me, Why is your team so good at what they're doing?
• 10:27
  SPEAKER_02: Yeah, and my and sometimes it could be a fault, but I would spend a lot of time on the development of each individual because I knew, yes, it costs a lot, yeah, extra time, effort, but once that manager got the got the point, got understood it, the revelation hits them, right?
• 10:46
  SPEAKER_02: Oh, they were off and running.
• 10:47
  SPEAKER_00: Right, right.
• 10:48
  SPEAKER_00: And then they're being lauded by the rest of the company for being such great leaders because you took that time to do that.
• 10:54
  SPEAKER_00: You know, I I I think the other part of this is is you know, we we we have this fear.
• 11:00
  SPEAKER_00: Um I guess you would say it's the the the um know-it-all mentality.
• 11:05
  SPEAKER_00: What are the what's the fear that we have?
• 11:08
  SPEAKER_00: What's the hidden cost of us not developing others?
• 11:13
  SPEAKER_00: Not not always giving them answer, not always having to be the know-it-all.
• 11:16
  SPEAKER_00: What is what is the cost if we if we become the know-it-all, I should say?
• 11:20
  SPEAKER_02: Oh, it's a lot.
• 11:21
  SPEAKER_02: You're you're gonna kill the uh innovation from the team below you, from the team that you're managing.
• 11:26
  SPEAKER_01: Yeah, yeah.
• 11:27
  SPEAKER_02: You are gonna, for the most part, when I go back to everyone who I leaders that I knew who are very know-it-all leaders, they become very micromanaging.
• 11:36
  SPEAKER_01: Oh, yeah.
• 11:36
  SPEAKER_02: Lots, like I said earlier, lots of blind spots.
• 11:39
  SPEAKER_02: They don't allow for, like I said earlier, innovation.
• 11:42
  SPEAKER_02: Um, and everything has to go through them and has it has to be given their approval.
• 11:48
  SPEAKER_02: And that creates a lot of bottleneck when it comes to business.
• 11:51
  SPEAKER_02: And that's what I have seen.
• 11:52
  SPEAKER_02: I've seen a lot of businesses where, well, we want to do this, but because of this one GM who doesn't want to stray away from the script, yeah, right, uh, we can't.
• 12:02
  SPEAKER_02: And therefore, now we're stuck here.
• 12:04
  SPEAKER_02: So I think there's a lot of reasons why that's a problem.
• 12:08
  SPEAKER_00: Well, I I I think that's a that's a a a good point, is that we we get in the way, right?
• 12:13
  SPEAKER_00: Or we I I think there's actually employees who like the know-it-all leader because it gets them out of doing work.
• 12:21
  SPEAKER_02: 100%.
• 12:22
  SPEAKER_00: Because they go, Oh, well, if I don't do this, Alex is gonna step in and do it for me, and then I don't have to work so hard or whatever, right?
• 12:29
  SPEAKER_00: And so they almost manipulate the know-it-all leader.
• 12:32
  SPEAKER_00: The know-it-all leader is thinking, oh, I'm I've got the answer to this, I'm gonna come in and save the day.
• 12:36
  SPEAKER_00: And they do that, and the employee goes, Well, they did it that time, let's see if they do it tomorrow.
• 12:39
  SPEAKER_00: And sure enough, tomorrow you come and save the day again.
• 12:42
  SPEAKER_00: You feel like you're really helping your team, and you're and some of your some employees out there are going, it's a cake job.
• 12:48
  SPEAKER_00: Alex does all the work for me, right?
• 12:50
  SPEAKER_00: Exactly.
• 12:50
  SPEAKER_00: Yeah.
• 12:51
  SPEAKER_00: I mean, so that's a cost.
• 12:52
  SPEAKER_02: Yeah, 100%.
• 12:53
  SPEAKER_00: I mean, uh, again, think about if if I'm paying you as the general manager to do what I'm paying an entry-level employee to do, I'm paying you twice as much, three times as much as I'm paying them to do the same job.
• 13:05
  SPEAKER_00: Well, you know, that's a big cost to me if I'm the owner of the business.
• 13:09
  SPEAKER_02: Yeah.
• 13:09
  SPEAKER_02: And on the other side of that, there were many times where I would go into the concession stand to help out.
• 13:14
  SPEAKER_02: Yeah.
• 13:15
  SPEAKER_02: And, you know, I would never hop on register because there was no point.
• 13:17
  SPEAKER_01: Yeah.
• 13:18
  SPEAKER_02: Right.
• 13:18
  SPEAKER_02: And sometimes a crew members like, oh, you you don't hop on like in two weeks, the entire thing is gonna change.
• 13:24
  SPEAKER_02: I haven't been on here for almost a year.
• 13:25
  SPEAKER_02: So it's like, what's the point of me learning that?
• 13:27
  SPEAKER_02: Yeah.
• 13:27
  SPEAKER_02: Instead, I would tell them, tell me where you want me to go.
• 13:30
  SPEAKER_02: Tell me how I could help you.
• 13:31
  SPEAKER_02: What are the as the simplest thing that I could do that would just alleviate some stress.
• 13:36
  SPEAKER_02: Yeah.
• 13:36
  SPEAKER_02: And that would give the even the crew members like, you want me to tell you what to do?
• 13:40
  SPEAKER_02: It's like, yes.
• 13:41
  SPEAKER_02: You tell me what where would it benefit you for me to be at this moment during this busy rush hour that we're at?
• 13:47
  SPEAKER_02: And that would give them that sense of ownership.
• 13:50
  SPEAKER_02: Now give them that sense of pride and what they're doing and saying, well, I can even dictate some of these things in my position because you are that know-it-all in this role, not me.
• 14:00
  SPEAKER_02: Right.
• 14:00
  SPEAKER_02: You know, that's that's good.
• 14:02
  SPEAKER_02: In this role, it's good to be that.
• 14:04
  SPEAKER_02: And it's a cost to remove that from there.
• 14:07
  SPEAKER_00: I think the other side of this is, you know, again, me you growing up in the in the business, this, you know, starting at an entry level, working your way up to general manager and then manager of multiple areas.
• 14:17
  SPEAKER_00: Me growing up in as you know, enlisted lab tech and then going into a lab director role.
• 14:21
  SPEAKER_00: There is the advantage of knowing it all in the sense of I grew up in the business because there were times like I always remember this, Thanksgiving, you know, it was always on a Thursday, right?
• 14:30
  SPEAKER_00: And Wednesday was always one of those days that wasn't real busy in the clinic or the hospitals I worked at.
• 14:36
  SPEAKER_00: And so a lot of my people would get it, you know, I'd let them go early during the day so they could go be with their families or do whatever they needed.
• 14:41
  SPEAKER_00: And I, as the director, would take over all the responsibilities in an afternoon.
• 14:46
  SPEAKER_00: And I could do that because I I knew it all.
• 14:48
  SPEAKER_00: And I mean know it all in the sense of I knew how to run the day-to-day, the operations.
• 14:53
  SPEAKER_00: I think that's an advantage as a leader to know, but not to act like a know-it-all.
• 14:58
  SPEAKER_00: I think that's a difference.
• 14:59
  SPEAKER_00: I can know it all, but not act like a know-it.
• 15:01
  SPEAKER_02: The humility part.
• 15:02
  SPEAKER_00: Yes, the humility, right?
• 15:03
  SPEAKER_00: Just to be able to be helpful, to fill in whether you can because you know the business.
• 15:08
  SPEAKER_00: You know, I had this conversation this morning, this this morning, I was I was coaching an organization.
• 15:13
  SPEAKER_00: They were talking about how hard it is to hire people because of the specialty and the skill.
• 15:18
  SPEAKER_00: And I thought to myself, as they were they were talking about this, I get it.
• 15:21
  SPEAKER_00: You want to hire people, you want them trained up, you want the leaders in those roles to know the job.
• 15:27
  SPEAKER_00: But I guarantee you and I, as leaders, and I I feel like we're both very strong leaders, could walk into that company and lead in a manager role and not have to know what they do on the day-to-day technical aspects.
• 15:40
  SPEAKER_00: Is it helpful?
• 15:42
  SPEAKER_00: Does it give some trust to the team?
• 15:44
  SPEAKER_00: I'm sure it does.
• 15:45
  SPEAKER_00: Yes.
• 15:46
  SPEAKER_00: But leadership is about leading, not about managing.
• 15:51
  SPEAKER_00: It's not about the tasks, right?
• 15:54
  SPEAKER_00: I think we could do that.
• 15:56
  SPEAKER_00: We don't have to know everything.
• 15:58
  SPEAKER_02: Correct.
• 15:58
  SPEAKER_02: No, you're 100% right.
• 15:59
  SPEAKER_02: So as we get close to, I know we have about a little time left, but how does a leader get out of that know-it-all trap?
• 16:06
  SPEAKER_02: What are some practical things that we could tell our audience, hey, these are some things that you could do to get out of that trap?
• 16:13
  SPEAKER_00: I think one is is self-awareness, right?
• 16:16
  SPEAKER_00: So so there's there's levels of self-awareness.
• 16:18
  SPEAKER_00: Um, and maybe we'll touch on this on a future, future uh broadcast.
• 16:22
  SPEAKER_00: But it's it's no self-awareness, which are a lot of people with no self-awareness, have no idea.
• 16:25
  SPEAKER_00: And there's people who have who are self-aware and don't care.
• 16:28
  SPEAKER_00: Then there are people who are self-aware and they care, they just don't know what to do.
• 16:30
  SPEAKER_00: And then there's a fourth level, which is what you're talking about.
• 16:32
  SPEAKER_00: How do I become aware of this and how do I care enough and do something about it?
• 16:36
  SPEAKER_00: And I think really it is just taking time to ask people, you know, how you're doing as a leader, what it is that they like about your leadership, what it is they they they don't like.
• 16:47
  SPEAKER_00: Do you what is it you need me to know about what you do in this job?
• 16:52
  SPEAKER_00: I think humility uh boils down to gratitude.
• 16:56
  SPEAKER_00: Humility and gratitude going together is I can be confident, I can know things and still be humble.
• 17:04
  SPEAKER_00: And I think that comes down to gratitude.
• 17:06
  SPEAKER_00: It comes down to the ability to be grateful for what I have and what I do.
• 17:10
  SPEAKER_02: Yeah, definitely.
• 17:11
  SPEAKER_02: That's good.
• 17:12
  SPEAKER_00: Yeah.
• 17:12
  SPEAKER_02: And the only thing I would add to that is I always like this, asking my team, what do you guys think?
• 17:18
  SPEAKER_02: Yeah.
• 17:19
  SPEAKER_02: This is the plans that we have, this is what and don't just ask it just to ask.
• 17:23
  SPEAKER_02: If you ask it and they give you an idea that can work, give it a shot.
• 17:28
  SPEAKER_00: Yep.
• 17:28
  SPEAKER_02: Allow your team to make the mistakes.
• 17:30
  SPEAKER_00: I like it.
• 17:30
  SPEAKER_00: I like it.
• 17:31
  SPEAKER_00: Hey, 17 minutes up already.
• 17:33
  SPEAKER_00: We hope we challenge the thinking that shapes you as a leader.
• 17:36
  SPEAKER_00: Join us next time.
• 17:37
  SPEAKER_00: Have a good day.
• 17:37
  SPEAKER_02: Have a good one.
• 17:38
  SPEAKER_00: That's your 17 minutes and your challenge.
• 17:41
  SPEAKER_00: Don't just agree, apply it.
• 17:44
  SPEAKER_00: Leadership doesn't change with ideas, it changes with action.
• 17:48
  SPEAKER_00: Take one insight and use it this week.
• 17:51
  SPEAKER_00: If you or your organization are operating on outdated script, ask, is it working or is it just familiar?
• 17:59
  SPEAKER_00: Well, that's our work.
• 18:00
  SPEAKER_00: For speaking, workshop, or executive coaching, contact us at breaktheleadership script at gmail.com.
• 18:09
  SPEAKER_00: That's break the leadership script at gmail.com.
• 18:13
  SPEAKER_00: If this made you think, share it with another leader.
• 18:16
  SPEAKER_00: We'll be back next week with another script to break.
• 18:19
  SPEAKER_00: Until then, keep breaking the leadership to break.