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Dreams Do Really Come True with Coach Jim · Authentic Living

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  Welcome to authentic living with Roxanne, a global voice Radio.
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  Join Roxanne Derhodge and her thought provoking conversations, the catalyst to live your life
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  to the fullest.
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  Hi, everyone.
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  It's Roxanne Derhodge again, with authentic living, with Roxanne.
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  Thanks so much, for tuning in again.
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  And, every week, we've been inspired by some really good, stories about authenticity this
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  week yet again, we have another, an amazing example of someone that has been doing that in
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  the, in the world.
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  And that's coach Jim Johnson.
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  Thanks for coming on, coach Jim.
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  My pleasure, Roxanne.
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  It's great to be with you.
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  So, You're in, New York.
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  Is that where you are?
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  I'm in upstate New York in, suburb of Rochester, New York.
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  Okay.
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  So you're not too far from me because I'm right on the border with, Niagara Falls Buffalo.
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  Oh, okay.
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  Yeah.
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  We're not too sure.
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  Yeah.
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  So I'm
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  gonna tell you, it's a little bit about your background, but, obviously, sometimes if I miss
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  anything pertinent, please, let them know should they you think they should know.
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  Mhmm.
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  So you've been, coach Jim's been in, motivational speaking and leadership, for
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  almost 30 years.
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  So for quite a long time, and you've been coaching, winning basketball teams, high school
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  basketball teams for that time.
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  His, powerful lesson came when he put a, autistic team manager, Jason, into the final
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  game, in at Greece Athena High School And that's where 20, you know, they gained 20
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  points in just about 4 minutes to go.
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  A valu valuable valuable lesson And I'm gonna assume that that's a lot of the things that you
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  speak about, so I'm curious to hear about that.
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  He's written a book of coach and a miracle he's gonna talk a little bit about where you can
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  purchase that book, life lessons from a man who's lived, believed in an autistic boy.
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  Coach Jim speaks to corporations, associations, conferences, and conventions, but, most
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  recently, he shared that he's been doing a lot more with, leadership So we'd love to hear more
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  about that.
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  So thank you.
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  Thank you.
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  Thank you for coming on.
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  And, Kushim, I when I go out in the world and, when I started in, the field of psychotherapy
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  years ago, you know, probably almost 30 years ago for me now, I was always, you know, wanting
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  to help people, you know, obviously people just believe in themselves.
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  And that sounds like that's been something that you've been doing Whether it's on a basketball
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  court, basketball courts, or if you're on stage, or you're just dealing with a team.
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  So I'm kind of wanting to hear kind of how you think about that and kind of What made you do
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  what you did and, still do today?
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  Yeah.
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  Well, my evolution is that, I grew up in a sports family and, in fact, dad was my high
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  school basketball coach.
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  So, and I grew up as the oldest of 6.
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  So sports was big in, family.
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  And when I went on to college and originally, I thought it was a a much better basketball
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  player than I actually was.
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  And I when I got cut from my college, team that really humbled me, but I realized that I still
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  had a great passion for basketball.
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  And and because my both my parents were educators, I I really thought that that would
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  be a field that would be attractive to me.
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  So after I graduated from college, I got an opportunity to get in to teach and coaching,
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  and my number one welcome sports was basketball.
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  And so it ended up being a great marriage for me because I I was able to coach basketball and
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  also through coaching and teaching, try to create, and help people win their lives.
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  With life lessons and, you know, it's a great microcosm and sports is a great way to teach
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  life lessons and done the right way.
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  And, and I and I evolved.
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  I I was very humbled early in my career.
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  I became a varsity basketball coach at a local high school here at twenty five years old,
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  which is pretty young in your profession.
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  And after 1 year leading that team to 17 consecutive losses, I, ended up leaving the
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  job, the, administration dismissed me.
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  That was, a really difficult challenge it.
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  My wife and I had just purchased a home.
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  I lost my both my teaching job and my basketball position.
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  But fortunately, I got an opportunity.
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  I got a men a local college coach called me and got me back on my feet erratically.
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  His name was Bill Van Gundy, which, your audience may or may not Florida, but,
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  ironically, both of his sons, have gone out and met head coaches in the NBA.
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  So he, hope the Anthony really, it kinda got me back on my feet, but high school coaching was
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  my real love, and I got back into that.
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  And then, my next epiphany was after 7 years in 3 different high school positions as a head
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  coach.
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  I looked at my record, and it was something like 50 something or 90 something, which course
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  isn't too good.
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  And my real Tiffany was that as much as I thought I was a good basketball coach,
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  certainly my results were not showing that, and that's when I really went over heels in my
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  early thirties in, studying leadership.
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  And I I felt like about it's gonna be a better code to be more successful as a coach, I had to
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  become a better leader.
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  And so I've really, been a student leadership for really the last quarter century.
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  And interesting enough, things started to change for the better.
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  We started to have a lot of successful teams going to my final position, which was at Greece
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  Athena, a suburb of Rochester, New York, and coached there for my last 20 years.
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  I retired 2 years ago to school full time.
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  But in those 20 years, we never had to lose any season.
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  But we then I had another big stumbling black, and my stumbling black was that in coaching,
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  you're often measured by how you re re doing the post season.
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  And there, we were stumbling.
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  We kept losing our post season tournament.
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  And we, we got to the semifinals and they actually lost for the 5th time in the
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  semifinals when a young man came into my program that touched my heart deeply and
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  changed my life dramatically for the positive.
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  His name was Jason Miguel Wayne.
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  I tagged the name nicknamed Jay Matt because I couldn't pronounce his last name.
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  And he, really, we became very close, and he became my team manager, my last 2 years, but
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  his big dream was he wanted to play in a RC basketball game.
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  We tried out for 15 3 consecutive years and didn't make it, which was very unique.
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  I was a coach for over 3 decades and I really would ever have a player that if he could make
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  it the first time, we'd try again and get Jason and make it and try three names.
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  So he touched my heart very closely, and the senior I told him I was gonna give him a gift.
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  And the gift was I was gonna put him in uniform for our final home game, which we call scene
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  tonight.
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  And that's what I did.
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  And just over 4 minutes to go, I put them in, and it was really neat because of the crowd
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  gave a stain innovation and what Jason and I didn't know one of our parents made these
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  placards, these pictures of Jason's face, and put them on paint sticks, and they showed it.
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  Normally, I'm a pretty macho guy, but I got so overwhelmed with emotion.
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  And I sat down and tears started to roll down my face just to see how he was walking in the
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  game.
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  Well, the game start, Jason's filing his first RC basketball game.
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  First time he touches the ball, he shoots a three point of the crowd stands in
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  anticipation.
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  Misses by, like, 6 feet.
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  And I I kid people that I know you're not supposed to pray in the public schools, but I
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  was praying.
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  If you're not, please help me get one basket.
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  The next possession, he had a much shorter shot.
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  And this time, it hit the backboard, hit the rim.
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  There's a little drama to it, but it didn't go in, but I thought, myself, alright.
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  God's starting to listen.
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  We're getting closer.
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  And then his third shot was a 3 point er, and he made it, and the place just exploded.
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  And I thought, hey, god must be a basketball fan.
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  It can't get any better than this.
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  But the interesting is, kid people that Jason turned into his boyhood idol, Kobe Bryant, for
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  the next 3 minutes, he just started making shot after shot.
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  And the two things I'll never forget with about a minute ago, he, I'm still standing on the
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  bench.
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  Cheers still rolling down my face.
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  I get a tap on my shoulder.
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  I look behind me, and it's Jason's mother, and she's falling her eyes out, and she gives me a
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  big hug, and she whispers my ear.
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  Coach.
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  This is the best gift you could've ever given my son.
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  Of course, I was so touched.
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  I cried harder.
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  And then the Halloween ends spend support or the other team that night.
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  I wanna give kudos to their coach and and their players.
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  They were great sports that night.
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  We score with 10 seconds to go.
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  And our player takes a lot of bounds and normally throws a door point guard, but this
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  time he threw it right to J.
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  Mack and J.
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  Max should lean down the court and everybody's standing.
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  And it's you know, Clark's counting down 54.
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  And with about 2 seconds ago, he pulls up, like, 2 feet behind me.
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  The 3 point line.
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  And I'm thinking to myself, Jason, don't you from there.
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  It's way too far.
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  He lets go this rainbow.
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  Swish.
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  And I look over.
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  Our student body runs on the court.
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  Our players run on the court.
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  I'm thinking, oh my gosh.
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  I'm living the movie Rudy.
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  This is incredible.
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  And then, the other part I'll never forget is, Jason's parents have an interesting dynamic.
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  His dad is six foot 6, and his mom is five foot two.
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  And I see this little lady running through the crowd, his place's mother, and she gets to him
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  and gives him a big hug.
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  And then our players put him up on their shoulders, is that the game ballers at at that
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  point, at the end of the game, I know any idea how many points he had scored and our public
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  address announcer comes on and says, the linear score for the trojes tonight, J.
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  Mac, with 20 points.
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  I'm thinking, oh my gosh.
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  This is crazy.
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  Said, if you played the whole game, you know, it was going to 106160.
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  It was just
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  amazing.
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  So, after the want an amazing story.
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  Yeah.
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  It's, and the interesting thing is I we had had a really called Season that I wrote right about
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  in my booker coach in a miracle.
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  And as they mentioned, we had, but they have stumbling back of losing the sectionals.
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  In that year, for the first time in my career, we won a won our first sectional championship.
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  So we and it put the cherry on top and, So, that was an it actually thrust me into my
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  second career.
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  I started becoming a motivational speaker.
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  And then for, actually, the last few years, I've started another keynote on leaderships,
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  which we can delve into a little bit deeper if you'd like.
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  So So tell me.
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  That experience, I mean, you have been working with people.
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  Like you said, you started to You recognize if I'm gonna be an expert, as, in sports, and I'm
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  gonna lead a team.
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  I had to teach myself certain things to be able to have them gel in a way, that it would seem
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  seamless, but that they would listen to themselves I would think really, really deep
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  and capitalize what what skill they were bringing to the court.
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  So what kind of things that you learned that you started to apply that start to make a
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  difference, on the basketball basketball court.
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  Well, a few things, first of all, as a leader, what I figured out after, 30 something years of
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  my life is when I started to read a lot about leadership and talk to different leaders is I I
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  really didn't I wasn't clear on what my purpose or my mission in life was.
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  And when I devote that clarity about what I was all about and, I I talk to people all the time
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  about, and I ask people what their personal mission statement is.
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  Most people look at me like I got 2 heads.
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  I, you know, I said, but that really was a a major, point in my leadership career was when I
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  was clear about what I stood for.
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  I understood my core values.
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  I understood my personal mission statement.
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  I have it in writing.
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  You know, I can say it verbatim.
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  It's to be an outstanding role model.
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  It makes positive difference in the world by helping others make their dreams come true.
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  And when I share with people to help me immensely, now I help a lot of leaders, is that
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  when you're clear about what you're all about and your people that you're working with, your
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  team or organization or business, whatever happens to be, They know what you stand for.
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  They know, you know, what you believe in.
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  If you live that, you know, and I talk about in my leadership talk of 7 Keith being effectively
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  here, but that was the huge thing from the Lear standpoint.
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  The second thing is is I think I became a much better coach when I realized that I had to
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  build a team on a daily basis.
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  And what I really found the most important thing is you get to build relationships with
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  your players.
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  And early in my career, I get a very poor job there.
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  I was always thinking looking for the next play or whatever instead of really The foundation of
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  a leader is building relationships and building that trust, which I talk about.
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  And when I started to do a much better job and when I really you know, one of my keys I've
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  talked about is being an effective communicator is when I turned that around instead of me
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  doing all the talking, I was doing a lot more listening.
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  And when I listened my players, my staff.
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  That was the other thing that changed dramatically and helped us become much more
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  successful.
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  So that's a good point.
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  Right?
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  Because in my corporate con consulting situation, what would happen is I would go into
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  different sectors as the, account exec of the managed psychological services.
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  And what we would find is there was a definite disconnect.
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  So, you know, whether it was, you know, they, they had boards to report to or, you know, and
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  particular targets that they had to hit.
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  So what would happen if there would be a definite disconnect with the leadership and the
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  front line so because the be it because of skill or inability to share the message, like
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  you said, if you don't know, why you're doing what you're doing, but you also have to make
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  money, understandably.
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  What happens is the frontline or the frontline managers would try to communicate directly to
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  the to the frontline staff who would say, well, they don't care.
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  They they don't care about me.
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  What about me?
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  Do they care about me?
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  And that's often the one thing that I would hear, from employees as I would kind of, go
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  into these programs.
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  So, and what we found in some organizations to your point is when the leaders are able to
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  successful.
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  But there's a disconnection, that a lot of companies aren't, they maybe are figuring it
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  up, but maybe it's the the implementation of how to, share information by levels down to the
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  front line is where I often saw the problem as being.
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  I don't know if that's something that you see when you, speak to different companies.
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  Yeah.
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  I definitely think that is huge.
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  And, you know, one of the things that I always when I started studying leadership, you know,
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  whether it was businesses or coaches with teams, is it, you know, they I you hear this a
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  lot.
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  You know, we're gonna build a family type atmosphere.
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  And yet, you know, to me, a lot of times that's said, but not really followed through.
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  And, like, one of the things I share with people is that, when I took over and really
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  started to try to make my program more like a family.
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  One of the things I did is I gave a birthday card to every kid in our program, not just my
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  Varsity team, but all the way through.
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  And as I'd say to him, you know what?
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  Do you know how many other, teachers or staff or anybody gave a a student a birthday card and
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  it really ever happened.
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  So it was a way just show that you care, that you care to them outside, that you took the
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  time to to realize when their birthday was and acknowledge And just things like that, people
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  neglect.
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  And, you know, the old adage, I think there's so much truth is is people don't care how much
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  you know until they know how much you care.
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  And I think there's so much truth for that.
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  Absolutely.
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  Because, in North America and, with the consulting job that I was doing, 65% of people
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  that came to psychotherapy or psychologist psychologists to get help was generally around
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  relationships, but the relationships weren't at work.
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  The concerns weren't showing up at work, what was happening, it was happening at home.
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  So they would go and they would, what I quote, unquote, function, like I would say, but were
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  they giving, you know, that full capacity to function at a high level?
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  They would show up.
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  Right?
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  Maybe they'd give you 55, 65% of that.
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  We call that in in the field kind of presenteeism.
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  I show up.
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  I'm there.
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  I clock in.
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  I clock out, but I'm gonna I'm gonna coast and with other organizations when people are aware,
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  like you said, and they really know, Hey, Roxanne's been going through a tough time.
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  If someone had a loss, or someone's child been really sick, and and you and you show that
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  kindness to the employees when time comes around where, you know, business objectives
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  need to be met, those people that you've touched are the ones that are the 1st in line
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  to do the best that they can for
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  you.
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  Absolutely.
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  You know?
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  Yeah.
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  I I found a a little thing that we started to do is that just talk to individuals and ask
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  them simple questions like, you know, how are things going?
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  How can I support you?
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  You know, what what what do you need to work on that I can support you with.
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  And, you know, just showing that you care and that you're willing to listen and by asking
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  questions is a really powerful thing as a leader.
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  And I think you have to be a conscious leader for that, right, to be able to recognize, look,
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  I am, you know, the CEO.
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  I'm the leader.
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  So I'm kinda up there.
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  And people are meant to filter things up to me, and I'm meant to filter it back down in a way,
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  but sometimes there's a buffer zone that hits the CEO.
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  And and he thinks he he or she thinks they're getting the information, but sometimes people
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  might be scared not because they're gonna lose their jobs, but they're they don't wanna look
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  like they're competence or capable of of doing their jobs.
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  So sometimes the leader may not be getting the true information of what you know, they're
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  middle managers who oftentimes struggle the most because they're kind of buffering from the
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  top and they're trying to support the bottom a tough a tough, spot in organizations.
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  So what what kind of tips if people are leaders out there, or if they're in organizations?
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  What kind of tips would you give leaders?
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  Like, you know, sometimes the pulse that they may be getting may be, hey, things are okay,
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  but it's not showing in your numbers or it's not showing you your productivity.
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  What kind of kind of guidance would you give to a leader if he would have come to you and say,
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  Hey, hey coach Jim, what kind of thing should I do to find what's going on?
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  I I think the first thing is is that you, you know, is you're setting, you know, objectives,
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  goals for your organization, your team, whatever it happens to be is that you have to
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  get a buy in for everybody.
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  And the huge side thing that really was helpful for me is that we, you know, we would get
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  together at my house when we talk about our team rules, our team objectives, our team
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  goals, But then the other thing is is I would ask everyone individually to set their own
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  goals and then I would meet with them and find out how their goals align with the team goals
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  and how we could support each other.
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  And I think that's a real mistake And and that's that builds trust is when you really
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  care that you're gonna meet with people individually and find out about their
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  individual needs And then as the leader, you have to fill that in.
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  I think the other thing that was huge that you had mentioned earlier that often, you know, is
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  if you wanna be called the CEO, the it doesn't filtered you is that I really emphasize with my
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  coaching staff that I wanted to know.
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  The good news, the bad news, And because often, like, exactly what you said, you know, players
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  would go to my assistance because of that fear factor of my position, and share things.
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  They wouldn't share with me.
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  The good news for me is that I had built trust with my staff that they would come to me and
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  share with the confidence that I wouldn't go in, like, Tantal Tell that, you know, that, my
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  assistant told me that, you know, whatever this, but I would use the knowledge to build a
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  relationship with the player as well.
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  And I think that's so hugely important that as a CEO, you can't sit up in your ivory tower
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  and, you know, just think that everything's hunky dory.
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  If it's not, and that you that's where you really have to have the confidence that your
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  staff that they will trust that when they tell you bad news that you're gonna use it in an
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  effective way and not come back at them, you know, like killing the messenger type thing.
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  You know?
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  So So you
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  have to have a pretty, you know, you have to have your ego intact because you have to
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  recognize that, actually, if you're getting the bad news along with the good news that in fact,
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  you're being, you're being a conscious leader at that point because you're, you're saying to
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  your, you know, your senior executive team or to your senior, coaching team, like your,
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  staff, Look, we wanna be able to cope with this.
• 21:52
  I you I give you my trust, and I'm not gonna tell you that it was, you know, Roxanne that
• 21:56
  told xyz about such and such.
• 21:59
  But in fact, you're gonna use that information.
• 22:01
  You're gonna go back to the team and and maybe deliver it and say, you know, I understand
• 22:05
  that, you know, we've been not giving enough practice time, and it's come to my attention.
• 22:10
  I and and I'd like to figure out some ways to better facilitate that need for you.
• 22:15
  Help me understand what I can do, or maybe do you have suggestions?
• 22:20
  But I think it's a collaborative end that oftentimes happens with with performance
• 22:24
  evaluations, in companies and, you know, I think at the time it's gotten better.
• 22:30
  It's normally, you know, okay, the cup is gonna tell the individual how they need to get
• 22:35
  better, but they don't allow the the individual to to talk to the company about what things
• 22:39
  they can do to improve as a company.
• 22:42
  Absolutely.
• 22:43
  You know, so that 100%.
• 22:44
  Yeah.
• 22:45
  That back and forth says, you know, you know, and they talk skills and subsets, but to your
• 22:50
  point, you know, when I, I ran a, treatment center, and I was quite young like you, I was,
• 22:55
  I was twenty four years old.
• 22:56
  It was a dick treatment centers.
• 22:58
  Everybody, I often joke around.
• 23:00
  I'm five foot 1, and, I was twenty four years old.
• 23:03
  And I walked into the unit And everybody, I swear the men, at least, were over 6 feet 2.
• 23:09
  So there was 8 of them, and then a couple of others.
• 23:13
  So the main thing was they had their leadership was tough prior to me coming in, and I was a
• 23:19
  young person, you know, just getting my first management job, And, they had, you know, reason
• 23:25
  to believe that I was gonna fail them because they had had leadership that had failed them.
• 23:29
  And then what I did intuitively, I just Like you said, I got to know each one of them.
• 23:35
  Like, what is it that I need to know about you that would help our relationship flourish with
• 23:40
  time because I'm new.
• 23:42
  Yes.
• 23:42
  I'm new.
• 23:43
  I'm new to this position.
• 23:44
  I don't have the answers.
• 23:45
  You probably have a lot of the answers about what's gonna work, but help me help you and
• 23:50
  help the team.
• 23:51
  And that's kinda how I engage them.
• 23:53
  And it took about two and a half, three years, I think, for them eventually kind of churning
• 23:59
  out and getting mad at me and getting mad at management and the whole thing, but eventually
• 24:04
  with time when I there were a self working team at the end where I was able to, consult with
• 24:09
  them for 2 2 days and be able to have them self run the the unit.
• 24:13
  So that's a good indication like you said, right?
• 24:16
  It's about don't come to speak to me when I am doing something wrong.
• 24:20
  And that's oftentimes what happens to employees That's the only engagement they have,
• 24:25
  performance evaluation time, bonus time, those types of things and kind of what can you do
• 24:30
  better.
• 24:30
  Would you agree with that?
• 24:31
  That Yeah.
• 24:32
  Absolutely.
• 24:32
  I, you know, one of the things I talk about, you know, with my keys to leadership is
• 24:36
  building trust in your organization and, I talk about 3 principles about building trust.
• 24:42
  And the one that I really emphasize is changing as a mindset of a leader, because as a leader,
• 24:48
  I know when I was a young leader, your mindset is, you know, I gotta critique.
• 24:52
  I always gotta correct.
• 24:54
  And I when I changed that mindset and and said, you know, certainly that's still part of the
• 24:59
  job as a leader that you do have to make corrections and critique at times.
• 25:03
  But when I started to share with people that I was gonna try to catch my players doing right
• 25:09
  more times than trying to critique them, and praise them and and reward them for doing
• 25:15
  things right.
• 25:16
  Boy, that changed dramatically the trust factor, how the team was built, you know, that,
• 25:22
  this guy wasn't trying to to support you when you did things well because often I hear this a
• 25:27
  lot when I talk to companies, you know, they don't trust us.
• 25:30
  They they don't ever praise us and You know, there's a lot to be said about that, and is
• 25:36
  finding different ways that you can catch people doing right.
• 25:39
  And praise them, you know, whether it's verbal praise or sending them a a text or an email or
• 25:45
  even even though it's slower, I mean, I still have a a big envelope of, positive notes I
• 25:51
  received from the years that you keep, you cherish those positive words.
• 25:55
  So, you know, said people know it's just something I try to do a lot, you know, is when
• 25:59
  they do something well, send them a note, recognize that that, you know, they'll greatly
• 26:03
  appreciate that.
• 26:04
  So and I think it's a little things.
• 26:05
  Right?
• 26:06
  Like you said, it's and then, you know, with the rapidness of our world, you know, in in,
• 26:11
  you know, corporate America, corporate Canada, we're on to the next thing.
• 26:15
  And there's such massive shifts, like at any given point within my portfolio that was 35 to
• 26:20
  45 percent of flux of, you know, mergers, acquisitions, you know, rightsizing, all that
• 26:26
  kind of stuff.
• 26:27
  So it's been more rapid, and people are always feeling like is what's the next thing?
• 26:32
  So a lot of companies would be on to, you know, okay, we need to get to this.
• 26:36
  We need to get and people don't stop or did not stop.
• 26:39
  I don't know if this is your, experience to, to relish in what they've actually achieved.
• 26:44
  Like, actually having a bit of a you know, a little stop gap where you're grateful and you
• 26:49
  look at all the phenomenal things that had been achieved in that game or in that last month or
• 26:55
  in that project, and kind of, you know, highlight that for people while, you know, Jim,
• 27:00
  you were able to do this so beautifully.
• 27:03
  I learned some thing from you by watching you do this or that because then, you know, we get
• 27:08
  connected.
• 27:08
  And what we know, as human beings, is, as a, you know, a psychotherapist, is that we, we
• 27:14
  marry each other and with, with mirror neurons in our body, So if I feel positive towards you,
• 27:21
  or if I feel negative towards you, that really kind of impacts that deep core space within
• 27:27
  myself.
• 27:27
  So, you know, when you develop trust and you're feeling cared for, your mirror neurons start to
• 27:32
  kind of wait, go in the same direction as myself.
• 27:35
  And then eventually, as a team, it's gonna grow outwards from there.
• 27:40
  I I totally concur.
• 27:41
  You know, in fact, I I know we used to I'd never meet with my staff before practice.
• 27:46
  And I'd say, you know what?
• 27:47
  Today is just gonna be a beep positive day.
• 27:49
  We're not gonna really tell the players that we're just gonna go with the mindset as beads
• 27:52
  positively can show, you know, show our gratitude for their efforts and their ability
• 27:57
  to and really focus on the positive.
• 28:00
  And, you know, I because I I again, I think, you can really beat a group of people down if
• 28:06
  it's always negative, always on them.
• 28:08
  I mean, certainly, Leah, you know, as a leader, you gotta have high expectations and, you know,
• 28:12
  find different methods to, you know, have positive outcomes.
• 28:16
  But I'll tell you, there's nothing like, some positive feedback and being consistent with it.
• 28:21
  Absolutely, Anna.
• 28:22
  You know, to speak to, theory, like, in my field, what we talk about is really at the end
• 28:27
  of the day, we all wanna feel kind of warm and fuzzy on the inside.
• 28:30
  Right?
• 28:31
  You know, it's like kinda like, that I often say it's like that one warm fuzzy blanket you
• 28:36
  have when you were a kid.
• 28:37
  So what happened?
• 28:38
  We all wanna feel that, but we also all wanna achieve in some way.
• 28:42
  So you never know where you're gonna get that that kind of inoculation of positive, right,
• 28:48
  from it may be the guy opening the door for you, or it may be know, the person sitting at
• 28:53
  the senior executive table, but I think it's re that and it sounds simple, but it's not easy.
• 28:59
  When things are not going well and you're busy and you're stressed and all those things, but
• 29:04
  the gentleness of small little bits daily to your point.
• 29:08
  And you said that, and that's, that's what I think is very, very important, is small, little
• 29:12
  steps, often in instead of even giving them a lot once in a while.
• 29:17
  Would you agree with that?
• 29:19
  Absolutely.
• 29:20
  And, you know, I think you gotta be very careful when you're the leader that you don't
• 29:25
  create, you said it earlier, and I'll I'll emphasize where your ego gets on that, you
• 29:30
  know, you you forget about people and how to treat them.
• 29:34
  And, you know, one of the things I really try to focus on is I felt like I became a better
• 29:38
  leader is I was gonna treat every person I came across with respect.
• 29:43
  And, and often that's something, you know, when I see people with power that you forget that.
• 29:48
  And, boy, that alert usually leads to a detrimental situation.
• 29:53
  So you'll be very careful, you know, that you always wanna treat people with great respect.
• 29:58
  You know, even if things aren't going well, and that you always have those years open, and be
• 30:02
  willing to listen.
• 30:04
  Another thing that I see or I often hear about is that companies that are still doing well
• 30:10
  They're still making, you know, their targets, and they're superseding their targets, and
• 30:14
  they're getting acquisitions.
• 30:15
  And but people around them, are, you know, dying on the line, and they slowly leave, and
• 30:21
  they don't do the exit interviews, and they don't really, you know, because the EO or the
• 30:25
  senior management still being told how great they are.
• 30:29
  You, have you had conversations with leaders about that?
• 30:32
  Like, where well, how to kind of, approach those situations.
• 30:37
  Yeah.
• 30:38
  I I, again, you know, when I talk to a leadership team of a business, you know, I
• 30:42
  always talk to him about that, you know, if you're losing people and you're not figuring
• 30:48
  out why, then that's something that's really you gotta start changing your mindset, you
• 30:54
  know, and that, thinking because you're right.
• 30:56
  You know, the things can go well on the surface but underlying, it can be really struggling.
• 31:02
  And and if you're, you know, if you start a cancer situation, whereas, you know, may if
• 31:09
  it's one person, but now it's a few people and then it starts to grow and you're not finding
• 31:14
  out the reasons why and and trying to make adjustments to correct that.
• 31:20
  That that will lead to, Travis Steed on the road.
• 31:24
  Know, and so and it's funny because you see it all the time, you know, great businesses that
• 31:28
  were at once, you know, icons in the business and all of a sudden, their their ship is
• 31:33
  sunken.
• 31:34
  And then those are the types of things that happen as they forget.
• 31:37
  Their ego gets in the way.
• 31:39
  And they, they don't treat people with respect.
• 31:41
  They cut corners and all of a sudden, bad things happen.
• 31:46
  So So in reference to going back to team, I think that's important.
• 31:50
  If so let's say there's managers on there or people are working with teams.
• 31:54
  What it calls a couple of tips that you would give them, to really kind of be at the
• 32:00
  beginning point to gel a team, to kind of feel like they have unity.
• 32:06
  What co what are some things that they could do?
• 32:08
  I think the the first thing that you gotta be really conscious is the leader.
• 32:13
  It's a simple concept, and certainly I've observed it has no practice for the law.
• 32:17
  You gotta lead by example.
• 32:19
  Alright.
• 32:19
  So if your expectations are one thing, but you're as I always tell our players, you're
• 32:25
  always on stage as a leader.
• 32:28
  And and, you know, our staff, we always talk about how we conduct ourselves on a day to day
• 32:33
  basis is either gonna enhance what we're doing or gonna hinder what we're doing.
• 32:38
  And I think that's a really important thing is number 1 is a leader that you are leading by
• 32:43
  example.
• 32:43
  If you expect great workouts that got out of your team and yet, you know, you've you get
• 32:48
  there late or you leave early, you're sending a really bad message.
• 32:53
  So I think those are the things.
• 32:55
  The second thing I think with the team as trust as your foundation.
• 32:59
  So the, you know, and I always talked about I brought up lead by example because is the
• 33:05
  people are gonna respect you more because of what they see as opposed to what you say to
• 33:11
  them.
• 33:12
  And and if you're saying to them and what they see, are working together in that against each
• 33:18
  other that I think that really helps build the trust.
• 33:21
  I mean, and I always talk to leaders about is The scary thing about trust is trust is such a
• 33:26
  significant part of a successful team is it takes time to build trust but you can shatter
• 33:33
  it with one really bad choice.
• 33:35
  I'll give you an illustration.
• 33:36
  Like, I always told our players the last 25 years I coached that I wanted to be a great
• 33:41
  mobile model on the one of the things I told our players and parents is during a basketball
• 33:46
  season as I wouldn't bring alcohol, which of course I could because I was a legal adult.
• 33:50
  When I felt that strongly as a role model that I was gonna do that.
• 33:55
  And for fortunately, I kept my word and to help the message.
• 33:58
  But I I share this.
• 34:00
  What happens if I would have shared that to my whole group?
• 34:03
  And 2 weeks later, I get pulled over for DWI.
• 34:06
  You think my trust account would have been broken?
• 34:08
  I mean, it would have been shared.
• 34:09
  I probably would have never gotten it back.
• 34:12
  So when you make a bold statement, and then you don't follow-up your words or that crosses that
• 34:18
  cross, which is such a huge problem.
• 34:20
  Absolutely.
• 34:21
  Absolutely.
• 34:22
  So So trust is already the core determinants, and it's so funny when I think about what I do
• 34:27
  as a psychotherapist or a speaker or a coach, it's the same thing.
• 34:31
  So I often say to people, you know, it doesn't matter where you came from.
• 34:34
  Right?
• 34:35
  It doesn't matter.
• 34:36
  You know, you can, you can develop that internal muscle within yourself because it may
• 34:42
  have kind of been quick to prod it along the way, but once you kind of get centered and
• 34:46
  start to work on yourself, you fill yourself up, And then you really kind of can achieve
• 34:51
  anything, right?
• 34:52
  And it's really recognizing that.
• 34:54
  But oftentimes what happens is I, I think of, you know, sometimes when you think about a
• 34:58
  dysfunctional team, it's kinda like when we were kids and we were in the sandbox and we
• 35:02
  were, you know, throwing sand each other's eyes.
• 35:05
  You know, everybody kinda, you know, get the last kind of, you know, thing in.
• 35:10
  And really once we start to like to learn to be gentle and kind, which is really our capacity
• 35:15
  as human beings, then before you know it, you know, the inside and the outside kind of start
• 35:21
  to match, and it becomes it It's kinda hard.
• 35:24
  It's, like, it's like walking by somebody on the streets, and I grew up in Trinidad and
• 35:28
  Tobago, and everybody smiles at everybody on the street, right?
• 35:32
  And I was quite young.
• 35:33
  I was seventeen, and I would get on the elevator, and nobody would smile.
• 35:36
  So I would smile and say, good morning.
• 35:38
  How are you?
• 35:38
  And they were
• 35:40
  And then after a while, guess what happened to me.
• 35:42
  After a while, I went, oh, I I'm bothering them.
• 35:46
  So then I quit smiling.
• 35:47
  Right?
• 35:48
  Anything else.
• 35:49
  It's that infectious element or, you know, they say that a smile is like a warm hug, right, to,
• 35:54
  to be able to show up be nice, be kind, or even if you're having a bad day to say, you know
• 36:00
  what?
• 36:00
  I'm having a tough day today.
• 36:01
  I didn't sleep or X Y Z.
• 36:03
  That people could respect that much more versus you just kinda cutting them down, because
• 36:09
  you're having a tough time.
• 36:10
  So I think that that conscious, communication and authenticity kind of translates one into
• 36:16
  the other.
• 36:17
  If you if you're able to trust, if you're able to act as a role model and say, this is who I
• 36:22
  am, I'm gonna lead you, but I expect really good things of you.
• 36:26
  I think you're right.
• 36:26
  People eventually kind of fall in line.
• 36:29
  Yeah.
• 36:29
  You know, I have a I have a big quote guy.
• 36:31
  You to give my team a quote and couple quotes I love that I share was you can never be too kind
• 36:37
  or too fair.
• 36:38
  Another one is attitudes are contagious as yours worth catching.
• 36:43
  And I I think that those
• 36:44
  are really powerful.
• 36:45
  Yep.
• 36:46
  That's
• 36:46
  an a attitude is
• 36:48
  Attitudes are contagious is yours worth catching.
• 36:51
  I love that.
• 36:52
  I love that.
• 36:53
  That's amazing.
• 36:54
  That's amazing.
• 36:55
  So, I know, you have a book.
• 36:58
  Your book has just recently been updated, so I'd like you to share with the viewers where
• 37:04
  they can find that and where they can find you, because I'm sure there's people out there,
• 37:07
  maybe organizations or even leaders listening on, or, that would may want to, you know, reach
• 37:14
  out to you and to use you for your services.
• 37:15
  So please let them know, or just for the average person that's listening and love some
• 37:19
  of the stuff that you're talking about, just leadership, because we lead, we lead in our
• 37:24
  homes, we lead in our friendships, we lead everywhere where we go.
• 37:27
  And we could all should we be a better leader regardless of where we are in our lives?
• 37:31
  Where could they find your book?
• 37:32
  So, my book is, is called a coach in a miracle.
• 37:36
  And it you can find it as well as a lot of information at my website, coach
• 37:41
  jimjohnson.com.
• 37:43
  That way I wouldn't forget the website.
• 37:45
  Coachievejohnson.com.
• 37:47
  And on that, we do a weekly blog that you can sign up for.
• 37:50
  We do a monthly newsletter.
• 37:51
  Those are all free.
• 37:53
  I also have a YouTube channel where we do a lot of videos on all the different content that
• 37:58
  I've talked about with leadership and building a team and all that good stuff.
• 38:03
  So and, you know, I I really try to connect.
• 38:06
  I, I have a big LinkedIn following as well as, following on Twitter and Facebook so you can
• 38:12
  connect with me that all that is, on the website.
• 38:15
  And if I can ever help anybody with my services, I'm predominantly a keynoter.
• 38:20
  I do a keynote called dreams really do come true, which is a inspirational keynote.
• 38:25
  And then I do another keynote on leadership, leadership lessons from half court.
• 38:29
  And the other thing I do a breakout session, because we spend so much time over the years
• 38:33
  working with our team on goal setting, that I do a goal setting workshop that I've done a
• 38:39
  number of times as well.
• 38:41
  So.
• 38:41
  Fantastic.
• 38:42
  Well, I hope everybody out there.
• 38:43
  I've I've enjoyed this immensely.
• 38:46
  You know, the translation from the court to the company.
• 38:50
  It's, it's, it's a same dynamic, but we're just in different arenas.
• 38:54
  So thank you so much.
• 38:55
  I know this has helped me a lot think through things.
• 38:58
  As I go out there into into companies and also speak.
• 39:01
  So again, have a great day, but it's for everyone listening.
• 39:04
  Thank you for listening for authentic living with Roxanne.
• 39:06
  If you on my, products, and, I'm offering a, a free video, you know, two videos that you could
• 39:16
  sign up for just about relationships and intimacy, and you just go to
• 39:20
  roxanne@hotmail.comforward/sex.
• 39:22
  So and you can those will be sent to So take care and, good gym.
• 39:27
  You have a fantastic day, and we'll we'll connect soon.
• 39:30
  Thanks, Roger.
• 39:31
  Great to be with you.