Latest / Founder Talk with Alex Sheridan / The Leadership System That Helps Founders STOP Being the Bottleneck (ft. Eric Himes)

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The Leadership System That Helps Founders STOP Being the Bottleneck (ft. Eric Himes) · Founder Talk with Alex Sheridan

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  Today's guest is Eric Himes, founder of The Inspired Culture,
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  and he's going to show us how to lead in a way that doesn't just
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  build better teams, but builds better businesses that don't
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  depend on you to function to run the entire thing.
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  You can step away and your business can still run.
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  I'm also curious to learn about the TV show and that's something
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  and why that's something that you decided to do.
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  But Eric, welcome to the show. How you feeling?
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  I'm feeling great, Alex. Thanks for having us today.
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  Pleasure to be here man. I'm glad that you were here with
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  us. All right, So for those that
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  don't know you, because a lot of people are listening right now,
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  they haven't heard of you. They haven't seen your content
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  or your podcast or show. What makes you credible to speak
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  on leadership, culture and team building?
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  Oh, thanks. Yeah.
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  So this is an executive leadership for about 2020 years
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  and had the opportunity to start a business from the ground up
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  working for a CEO out of Australia.
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  And what I found was a really interesting opportunity to do
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  things, one I've never done before to to learn and have some
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  really great leaders in that organization really teach me a
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  lot of different things. I made several mistakes if you
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  write choices and we're able to grow a pretty significant
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  organization over 19 years working in that organization.
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  Wow, Incredible Australia, very cool.
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  And what does a great leader or culture look like to you?
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  I mean, if we stepped into a company and you said these
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  people have a world class culture, they have world class
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  leadership, what would we see? We would see like #1
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  vulnerability, right? So the openness to trust each
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  other, knowing that everybody is supporting of each other,
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  winning in an organization to where there's a collaboration
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  that's natural and that has a high level of trust in the
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  organization. And it's one that the leaders
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  intentionally invest in their people in a way that you
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  wouldn't necessarily think about investing in.
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  And that's really from a holistic approach.
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  So when you would experience a leader engaging with one of
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  their team members, what you would normally hear is where are
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  we at on our metrics? You know, have we hit our
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  financial targets this year in those types of scenarios?
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  What you don't hear hear normally is, you know, you put
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  in a full day for me today. I really appreciate the work.
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  But what I need you to do now is pause and pivot and I need you
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  to start getting your head into the game before you go home.
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  And what is home need from you? And what is your wife need?
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  Or your husband and your kids? What do they need?
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  And how do they need you to show up?
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  Because you're not done yet. You're only finished here and I
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  need you to leave. Work at work.
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  Because it's going to be here for you tomorrow, but I need you
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  to be ready to go home. Wow, I've never heard a leader
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  say that. I haven't heard enough of them
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  say that, yeah. That's really great, man.
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  And what does that something you would do every single day?
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  Is it something you do, you know, remind them every week?
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  Like how do you kind of? So that comes the dialogue,
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  right? It's no longer like this thing I
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  have to do. It's but it's who I'm becoming
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  as a leader because I need intrinsically motivated team
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  members. And so the only way you become
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  intrinsically motivated is understanding your own personal
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  why, how it ties into what you do in the organizational why.
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  But then the leader investing in your why, right?
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  And so outside of work, right? Because if we look at the
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  hierarchy of an organization, the higher you go up.
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  So call it the less opportunity there is because there's fewer
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  positions. That's how every organization
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  functions, no matter if you're a flat.
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  Organization. You still have positional places
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  for people to sit. Well, you know, you may have
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  some. Really incredible talent, which
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  by the way, we believe everybody has great capacity to be great
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  talent. It's up to the leadership to
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  unlock that ability in each of their team members.
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  And So what we find is the reality that we know we can only
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  climb so quickly so far in our professional career, which many
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  of us get our identities wrapped up in to our title and who we
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  are. And, and that makes me feel of
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  value. But the reality is, is we can
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  work and work and work and those those opportunities to grow may
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  come for the best of us every three years and for others maybe
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  7 to 10 years or maybe never in the same capacity.
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  But our hope and desire was to get there.
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  Well, all this time is going by. We're only measuring our
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  successor of our failure based on our work performance.
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  Meaning of what the world would say.
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  That you made it or not? Did you get promoted?
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  Are you in a leadership position and whatnot?
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  Well, what we believe is that you need to win holistically
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  because you're going to have more wins outside.
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  Of work than you will in work throughout your entire life, but
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  nobody ever. Talks about those.
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  Why? Because they're not measured.
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  And if you can't measure them, it's hard to see them and you're
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  just walking through them. So we believe that lead, you
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  know, good leaders will actually help them win at home, at work,
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  personally, professionally and relationally.
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  So founders, if you're listening to this, I would challenge you
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  and I will challenge myself to do this.
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  What Eric is talking about here, which is, you know, we have, we
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  put in so much work in our business, especially as founders
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  and entrepreneurs, but but employees, team member, everyone
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  puts a lot of work into what they do if they're a hard
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  working contributor, right? And then it's kind of like that
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  switch goes off and it's like time to go home.
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  And almost the mindset sometimes it's like, gosh, I put
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  everything I got into this thing and now I'm just want to relax.
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  I just want to like, you know, do whatever I want to do.
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  And now maybe I'll spend some time with the kids or do this
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  or, but I'm kind of like winding down now.
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  And if you flip that and say, well, is that really fair for
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  your family, for your kids, for your loved ones, for your
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  partners? You know that you've kind of
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  spent all you got at work and then you're coming home with
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  like an empty tank or maybe 1/4 of the way empty tank.
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  So it's such an interesting shift.
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  I would challenge everyone here listening.
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  I will definitely reflect on this as well as what are we
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  bringing home? Are we are we coming home with
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  that same level of excitement and energy and commitment that
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  we have towards the business? My second question is how do you
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  do that? Yeah, you are, you know, working
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  your ass off for 8 to 12 hours. Like what is the secret to doing
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  that? Well, one of the things that I
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  learned a while ago is you can't give what you don't have.
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  And so the reality is, is I have to fill my tank first.
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  So I, I had, I wake up and I used to give my first hour and a
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  half away to work. And now I keep the first hour
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  and a half for me. And so that way I can start get
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  charged, you know, connect spiritually, you know, work out
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  and then connect with my wife. I'm every morning, my wife and I
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  have 30 minutes every day to start our day.
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  So we're connected and wired and aligned for the day and we come
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  to that connection every single morning.
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  It's really important to us, but it gives us the ability to lead
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  our family together. Well, we also know where each
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  other's at. So when we're coming on the
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  other end of it, we're there and available at the same rate
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  emotionally to be emotionally tied and connected.
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  And so, but if I'm not filled up on the front end of this, I have
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  nothing to invest on the back end, right.
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  And so for it all starts in the beginning and you have to make
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  room for it, you know, and some mates say, you know, because I
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  used to be the guy that would wake up at 4:00 AM and start
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  emails at four O 5, you know, and that would be it.
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  You know, now I, I mean, I start my days at 4:45 in the morning
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  and, you know, most days I've been, I got married last year
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  and so I've changed my sleep schedule a little bit.
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  You know, we have to bring that alignment into our family, you
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  know, and so or somebody else sleeping in my bed now, you
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  know, we, we're, we're working on that bedtime, you know, going
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  to bed together, waking up together.
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  So what time is bedtime for you guys?
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  So gosh, you know, Heather's bedtime was a lot later than
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  mine, you know, and so her bedtime was like 11:30 at night.
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  That's. And I'm like, like, babe, I
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  don't know how I could do this because my bedtime's like 9.
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  Yeah, you know, and so and maybe 8:30 because.
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  You get up so early, you got to get the, you got to get to
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  sleep. Got to get that seven or more.
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  Yeah. And and so we wait.
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  We've like blended into the middle here.
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  So we're like at this happy medium of like 10:15, you know.
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  And so it's like I've given a little bit, she's given a little
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  bit to me. So we still, you know, have
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  that. And so now we're just getting
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  into a habit and a routine of what that looks like.
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  And what do you say to the founders that are listening
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  right now and go, gosh, Eric, this sounds nice, but I just
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  don't feel like I have the time to be able to do that.
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  We're dumped your brushing in the morning.
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  I've got team stuff. I got to get the kids to school.
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  I've got. What do you say to that founder?
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  We all have capacity, it's just what we.
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  Choose to do with it and the reality is is so we we actually
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  have a capacity workshop that we do with business leaders and
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  our. Is to help you find one to three
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  hours back in your day every day and so we take people through
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  this workshop helping them see where we're not being strategic
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  with our time and we're all guilty of it we are all guilty
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  of it and so it's. Lying if you say you're.
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  Not that's right, you know, people say it's like I have no
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  more time and I'm so busy while busy is busy, busy isn't
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  strategic. That's right, you know, And so
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  the reality is, is maybe we spend our time doing things,
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  which we all do by the way, that we shouldn't be.
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  That isn't ours to do. Or we've just, you know, flaked
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  out. You know, we're like, you know
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  what? I got to, you know, step away
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  and whatever. And instead of leaning into the
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  hard in the moment, you know, because that time you think
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  about it, if you give it away, you're taking it from something
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  else, right? And so, and that's time you
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  can't get back. And so relationally, if you give
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  it away during your work day. And so now all of a sudden work
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  gets extended in your work day. Well, now all of a sudden you're
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  taking it from your kids and your spouse, you know, And so
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  you're stealing it from somewhere else, which then that
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  puts pressure on those relationships, which then that
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  doesn't make you available, doesn't make you emotionally
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  connected. It doesn't give you the various
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  levels of intimacy that you would require because over time,
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  you're robbing the bank, you know, and when you're robbing
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  the bank to put deposit somewhere else, guess what?
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  That's going to run empty and all of a sudden you're like, you
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  know, the gap that's created the void, it only starts off at 1°
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  of separation. But if you fly in a plane from
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  California to New York and but 1° off, you're down in Atlanta,
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  right? So you didn't get to your
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  destination, you know, relationship goals and focus on
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  that. And so holistically, you know,
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  as we talk about this practice, it's really, really important
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  that we recognize every choice we have and make as a cost
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  somewhere else. And we got to determine in
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  advance what that cost is. And then is it worth it?
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  That's a really good framework to look at it through, a really
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  good lens to look at it through because I think a lot of people
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  and myself included, all of us were guilty of it.
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  You know, throughout your day there's certain things or tasks
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  or whatever you're doing that you're like, this could wait.
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  Like this is not urgent. This could even be done
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  tomorrow, but you're doing it because maybe you want to or
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  it's easier than the hard stuff or whatever it is.
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  And I think it's a good frame there lens to look at it through
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  and say, if I choose to do this now to delay the thing I need to
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  do right now to later, I'm taking away from time with my
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  kids or being present and in the moment.
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  And you know that that is time that you're robbing from your
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  later self because you're not focused and discipline now to do
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  the stuff you need to do. And I think discipline and focus
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  is like the superpower it is. It really is.
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  And I think if you hear discipline for they think of
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  like non-stop working and eating perfectly and working out
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  everyday. It's not about that.
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  It's about where you spend your time and how disciplined are you
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  with that time? Because discipline to me is
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  being able to come home. And if you're spending time with
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  your kids, you're locked in like you don't need to check the
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  e-mail. You're thinking about oh gosh,
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  that client get back or we do this or team member messed up on
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  this. You're locked in because you've
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  handled all your stuff previously, right?
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  And when you're in the podcast or you're at work or wherever
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  you're at, you're locked in there because you've handled all
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  your stuff previously. That's huge, man.
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  I love that. Yeah, you know, and it's yeah.
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  And then you look at what you have to do and when then you
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  choose to do it. Because the reality is, is I
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  know for me, I have power hours, right?
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  So these hours I can get through some, you know, the strategic
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  aspect of of my day, which requires and consumes more
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  energy, more depth than thought and all of that.
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  For me at my freshest time is the morning.
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  Me too, right? And so I'm going to nail out
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  what I could do in an hour in the afternoon.
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  If I were to move that, it would take me 3.
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  I just say, you know, you heard about eating the frog, right?
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  Take on the biggest challenge in the event of the day, first
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  thing to get it off. So then everything else you can
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  do, right? And so these strategic projects
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  that you have, you got to take the time for me anyways, to
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  design it and do it in those peak hours of your productivity
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  where you're the best. And then all the other things
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  that follow being maybe the world wind of the business that
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  you're operating. So let it come after because it
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  doesn't require the depth of thinking and then you operate at
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  a different level of efficiency. At least that's what I've
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  experienced from my perspective. So I know there's research on
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  like certain people are more mourning people than others and
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  their melatonin and that kind of stuff.
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  They go to bed at different times.
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  There is some research to that. I'm wondering if some people
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  listening to this right now, maybe they're like, I'm not
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  morning people. Do you think it's possible to do
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  your best work late at night like before bed?
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  I mean, because to me that seems crazy because even though I
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  guess maybe sometimes I do some work before bed, but I'm like
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  you in the morning, like my mind's fresh.
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  I didn't have the day waited on me.
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  I'm just I've got more energy towards the end of the night.
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  I feel like I'm probably not doing my best work, but maybe
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  that's different for some people.
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  It might be it's a hard one to answer because I'm a morning
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  person too so I can't relate my you know and my wife like she's
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  a night person. She's APA, but she's not
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  efficient. And she'll say it, right.
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  She's like, I'm a night person, but I'm not efficient.
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  But I can, you know, like I'm tapped out of work and there's
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  no way. And then she'll be like, you
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  know, we'll be sitting watching a movie or something or whatever
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  else. And, you know, she would attempt
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  to get something done, but it takes her so much longer to do.
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  And so I'm not quite sure the verdict on it.
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  You know, I can't make a claim one way or the other because I
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  haven't lived that. But what I do know is like fresh
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  usually is best, you know, and so and usually that's first part
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  of the day. But I know people out there that
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  if they were to watch this and be like, oh, Eric, you can't say
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  that, you know, because I'm a night person and you know who
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  I'm talking about. If you're listening, you know,
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  in it. And and this is when we do it
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  And and you know what possibly very true for them.
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  Yeah. The reality is you got to find
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  your pocket, your flow state window, whatever that looks
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  like, right. So to bring it back to my first
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  question of if we went into a company and we saw, Oh my gosh,
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  they have a world class culture leadership, what would we see?
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  And you said vulnerability. We talked about a holistic
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  approach, making sure that their their tanks being filled at
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  home, at work. What else are we missing here?
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  What are maybe another pillar here?
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  The empowerment, right people have the ability to make the
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  decisions to lead the vision, to live it out.
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  They're just empowered to own their space.
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  You know, ultimate ownership, you know, and, and, and the
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  leaders have given it and their structure looks different.
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  We don't report down, they report up.
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  And so we don't give other than the big vision, the picture and
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  the goals that we need to accomplish.
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  But then they're sharing how they're getting there.
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  They're sharing what they're doing.
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  We're actually learning from them instead of them learning
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  from us. We're going to teach them some
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  things, but they have so much more to offer than we do because
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  they're in it, right? And so all the finer things from
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  process to systems to experiences, they're going to
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  have more information because they're boots on the ground,
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  right? And so it's really flipping the
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  lens of are we really hearing, listening and learning from the
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  people in our organization, you know?
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  And what about the vulnerability piece?
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  What it What does that look like?
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  Yeah. The vulnerability, you know, so
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  we created a framework and part of that is is growing deeper in
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  relationship with one another. You'd ask, so how do you have
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  that conversation and how often do you say, you know, we, you
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  know, get ready to go home and all those bits, right?
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  That only happens through vulnerability, but you have to
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  have a place that vulnerability happens, right?
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  And so that comes with intentionality, which corporate
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  America doesn't have this today, right?
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  They measure all the other things, but what they don't
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  measure is the mindset, You know, so we're the first company
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  in the world to measure the growth mindset.
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  We're also the first company in the world to have a tool and a
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  framework and a system to help people grow in that mindset and
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  to deliver results in that mindset.
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  But as organizations to understand then who's giving us
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  up the capacity that they have have to actually lead, innovate
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  and grow in our organization. And so in our system, in our
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  Inspire OS, our software program, basically we bring the
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  leader and the team member together every week for 20
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  minutes. And what they do is they go, you
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  know, we, we eliminated annual reviews and quarterly business
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  reviews. No more reviews.
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  I, I was guilty of it. You know, I had a team and
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  several of them in, in the corporate America world and we
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  would do these quarterly or annual reviews.
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  I couldn't remember what happened 2 weeks ago.
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  And so I wasn't giving great feedback and I, and then when I
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  did get, and even if it was great feedback, I wasted three
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  months or a year to give it right.
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  So I stunted somebody else's ability to learn and grow.
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  And then they show up and they say, oh, that's the first time
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  I've heard of that. It would've been nice to hear
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  that seven months ago when it happened, you know, or that's
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  the conversation that leaves the room right when it's not had
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  with you, but their peers, you know, in that.
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  And so we created this environment.
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  It's this 20 minute meeting, one-on-one and all's it is, is
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  you're reviewing the scorecard, right?
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  And in our system, you know, we have the OK Rs of the company.
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  So the objectives and key results for the year.
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  And then we break it into goals, leadership habits, personal
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  habits, personal goals. And then where do we win?
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  Where do we lose and the challenges we overcame and then
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  feedback. And so this scorecard is here,
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  gives you a growth mindset rating, a leadership rating.
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  And you and me are sitting down having this conversation and
• 18:55
  you're asking me how am I doing on running and training because
• 18:59
  I'm running for a marathon. You're asking me how are you
• 19:02
  growing and sharing the vision with your team?
• 19:04
  You're asking me all of these in depth questions and I'm being
• 19:07
  able to respond and engage. And then you're going to say,
• 19:10
  hey, why don't you try it this way?
• 19:11
  There's some coaching opportunities here, right, to do
• 19:14
  it, but now you're invested in me and I'm getting to know you.
• 19:18
  So naturally what's happening is depth in the relationship
• 19:22
  through intentionality, which grows team vulnerability, which
• 19:26
  when you have that, everything is possible, like everything.
• 19:30
  And that's done. Excuse me, that's done every
• 19:32
  single week. Every week.
• 19:34
  So cancel the QBRS or cancel the quarterly reviews with your
• 19:38
  employees and start doing yes, yeah, I could see that too.
• 19:42
  And then the review process just seems very on paper.
• 19:46
  Check the box to your point, you review something and then what
• 19:49
  you check back months. I mean, it's like people forget.
• 19:51
  It's like you go, it's everything sounds great.
• 19:53
  And then you go about your day and it's like everyone kind of
• 19:54
  forgets. Weekly is like you're in it and
• 19:57
  it's a little bit of accountability there.
• 19:59
  You're it's fresh in your mind every single week.
• 20:01
  You're working together towards it.
• 20:02
  There's more coaching opportunities.
• 20:04
  You're growing. You're growing, Yeah, right.
• 20:05
  You know, intentionally. And so that's where your
• 20:08
  compound the outcomes, right? You know, in your life, at home,
• 20:13
  at work, you know where you're at, but then you're also like
• 20:16
  you activate this new part of your mind because now you start
• 20:20
  developing something right over time.
• 20:22
  And so the innovation comes from this space too.
• 20:25
  So organizations always need to be innovating, right?
• 20:28
  Well, but if my people aren't turned on to innovate, how do I
• 20:32
  innovate, right? So this turns on the mindset to
• 20:35
  be a strategic thinker, right? Because part of the scorecard
• 20:38
  highlights where were the challenges that we faced and
• 20:42
  then how do we overcome them? And I didn't call my boss or my
• 20:46
  leader to give me the answer I needed to figure it out.
• 20:49
  So we're starting to activate different behaviors to be able
• 20:54
  to become the strategic thinkers, to then innovate.
• 20:57
  And it just, you know, encompasses so many things in 20
• 21:01
  minutes. I think in corporate we had so
• 21:03
  many meetings and some of them and none of them were like that
• 21:05
  though, you know, really to be honest, a lot of more like kind
• 21:08
  of check insurance or just very operational focus.
• 21:10
  Where we at with this? What needs to be done across
• 21:12
  just the finish line? I mean, you know, as I think for
• 21:15
  that reason, sometimes I sometimes frowned upon like
• 21:18
  weekly meetings. Yeah, because I was like how
• 21:20
  it's like, do we need a meeting every week?
• 21:22
  But I think it's an intentional, it's 20 minutes too, which is
• 21:25
  not a huge time commitment. And you coming in, you're coming
• 21:27
  into it and it's really about the impact and the growth, not
• 21:31
  just we're going to have a meeting to make sure everyone's
• 21:32
  doing their shit. Yeah, you know what I mean?
• 21:34
  That's right. What it becomes like, hey, let's
• 21:36
  have a meeting. Make sure everyone's not, you
• 21:38
  know, messing up and dropping balls and that kind of stuff.
• 21:40
  Like that's not fun. No, well, it's like, come to
• 21:43
  this meeting, let's see where we're at.
• 21:45
  Let me energize you and then send you on your way, right.
• 21:48
  There's no benefit or value because as a leader, how many
• 21:51
  times you're going to say what, right and for what?
• 21:54
  And, and really, and so the, the whole dynamic shift.
• 21:57
  And I have leaders, you know, when I first meet them before
• 21:59
  they get engaged in the program, we don't have time for this,
• 22:03
  right? How am I going to find I, I've
• 22:05
  got, you know, 10 people on my team.
• 22:07
  Where am I going to find 20 minutes for each of them?
• 22:11
  You know, to go over this? And I said, you know, you're a
• 22:13
  multiplier. The reality is, is if you don't
• 22:15
  have 20 minutes, you're actually not activating your team and
• 22:19
  you're not actually growing at the level you could because you
• 22:22
  can, you can choose to keep those hours for yourself, but
• 22:26
  now you've just limited their ability to rise up and grow and
• 22:30
  develop. And so, or as a leader, we're
• 22:32
  called to invest in our people. So take that time and guess
• 22:36
  what? Whatever that work is that
• 22:37
  you're doing, you can have a place to empower people to take
• 22:40
  responsibility for it anyways. And so and their capacity is
• 22:44
  going to grow tenfold. Because I bet if you don't do
• 22:47
  that 20 minutes, you're just going to create way more
• 22:49
  minutes. It's going to be 4060, yeah,
• 22:52
  hour and a half, Two hours of extra work now because you
• 22:54
  haven't. And then not only just your
• 22:56
  time, but now they're not going to grow and accomplish what they
• 23:00
  want to accomplish and then become the best version of
• 23:02
  themselves, which obviously helps the collective.
• 23:04
  And then it's a time suck because now it's not, it's not
• 23:07
  intentional and it's not proactive.
• 23:09
  It becomes then these reactive conversations, which we've all
• 23:13
  been part of, reactive conversations are only
• 23:16
  happening, I mean, mainly for one reason.
• 23:18
  Somebody's upset, right? And so now we get sucked into
• 23:22
  the cycle in the vacuum of reactivity and people disengaged
• 23:27
  and emotionally drained. But if we chose to be proactive,
• 23:31
  we would have that time back and intentionally use leading and
• 23:34
  guiding and also empowering it's.
• 23:37
  Making me reflect a lot my podcast team because I feel like
• 23:40
  I'm kind of in reactive mode too much and I want to be in
• 23:44
  proactive mode, but I think I'm making the excuse of the timing.
• 23:48
  It's time. It's that I got focus on this.
• 23:50
  I got focus on this. The reality is like, no, you
• 23:52
  don't. Whatever your priorities are, if
• 23:55
  the team is a part of that, that is the that is the thing that is
• 23:58
  that's right. It is the number one.
• 24:00
  There's nothing more important than that.
• 24:01
  No, no, you're. You're that team.
• 24:03
  We're gonna have more meetings now.
• 24:04
  No, actually, we'll probably have less time, but more
• 24:08
  intentional, more impactful. Hopefully that's more.
• 24:12
  It's a structured approach. Yeah, it's, and hopefully it
• 24:14
  benefits them. And again, I was, I do try to
• 24:17
  ask like personally, what, what are you going through and what
• 24:19
  do you want to accomplish and what do you hope this does for
• 24:21
  you? Cuz ultimately a career
• 24:22
  opportunity is a vehicle for people, yeah, you know, for them
• 24:25
  to get to where they want to go. So it's like, how can this
• 24:26
  opportunity help you get to where you want to go?
• 24:28
  And what opportunities can we create together if this thing
• 24:31
  grows and when this thing grows and all that stuff.
• 24:35
  So what's the value in doing all this?
• 24:36
  We we, you know, convince me if I'm not sold, I'm listening to
• 24:40
  this and like, gosh, I don't know if I want to do all this
• 24:42
  stuff. What is the value of having this
• 24:44
  now culture where you are more intentional, people are growing,
• 24:47
  you're spending more quality time with them.
• 24:49
  The culture is humming. You know what?
• 24:50
  What does that do for the business?
• 24:53
  You know, so I believe nothing happens without people.
• 24:58
  And so right now in the world we live in today in corporate
• 25:03
  America, culture is written on the wall, but it's not lived
• 25:07
  out, you know, and it's unfortunate because we all get
• 25:10
  in after chasing the outcomes. And so we, we, we miss people
• 25:15
  for tasks, right? We, we walk over the people, we
• 25:18
  walk over the relationship to get the task done.
• 25:20
  And we do it all over again next week.
• 25:22
  And So what we're missing is the relational developmental piece.
• 25:26
  So what do you get right? So if we're intentional, we go
• 25:30
  through the workshops, we go through the platform, we utilize
• 25:33
  the system, we become the inspired culture.
• 25:37
  Well, what does this do? One, it's going to reduce your
• 25:39
  employee turnover significantly. We have white paper studies
• 25:42
  between 45 and 72% reduction in turnover.
• 25:46
  You know, that's millions to the bottom line and that's 10s of
• 25:50
  millions to the top line because now you keep your IP, now you
• 25:54
  can grow your revenue. Now you have your strategic
• 25:57
  thinkers and innovators engaged to be here, right?
• 26:00
  And I always say this like when you have an inspired culture, we
• 26:04
  all sit inside a room just like this room or in an
• 26:07
  organizational room, right? And it's like when you walk into
• 26:12
  the door into the room the first day.
• 26:14
  I always shut the lights off when I do my workshops, take out
• 26:17
  my flashlight, and I walked around and you recognize all
• 26:19
  these tools and you find them slowly, like there's something
• 26:23
  over here in this corner here. I didn't know about that system
• 26:26
  over here. These clients are over here.
• 26:29
  My peers are in here, too. This is how we work together.
• 26:31
  Well, over time, we figure out all these things, right?
• 26:34
  And then all of a sudden the lights are all on, right?
• 26:36
  Well, our job and Our Calling as leaders and as innovators are to
• 26:41
  be really architects, right? So we got to go out the door.
• 26:45
  We have to find the door and build a bigger space for more
• 26:47
  people to come and really experience the inspired culture.
• 26:51
  So you're creating a life system that's not only transforming and
• 26:54
  growing your organization, but the people that are in the
• 26:57
  organization to giving them the best chance to win on all fronts
• 27:01
  in their life. Your revenue is going to go up
• 27:04
  anywhere from 20 to 120% or more.
• 27:08
  It's just significant how the impact changes in the
• 27:12
  empowerment, the inspired culture rating surveys that we
• 27:15
  do, they go up significantly and our clients start receiving
• 27:20
  industry rewards, right, is recognized.
• 27:22
  And it's just like, how'd that happen?
• 27:25
  Oh, they transformed their culture over the last two years,
• 27:28
  you know, and that's how that's happened, right?
• 27:30
  You know, And so you get all these things, you get teams, you
• 27:33
  get innovation, right? So innovation could be, you
• 27:36
  know, adding on to what you have or building something new to
• 27:40
  continue to grow and expand your organization.
• 27:43
  There's just so many benefits that come from it.
• 27:47
  How would you rate Steve Jobs as a leader?
• 27:50
  That's a great question. So I'm familiar a little bit
• 27:53
  with Steve and, you know, I understand a few of his habits.
• 27:57
  He'd wear the same outfit every day.
• 27:59
  You know, he wouldn't, he would reduce the number of decisions
• 28:01
  that he'd have to make, you know, I mean, and he built a
• 28:04
  huge company being Apple, right? And you know, his consistency of
• 28:10
  showing up in persistence to make it happen, even though when
• 28:13
  he was let go early on to come back and really spin the
• 28:17
  company, I think he was an incredible innovator from the
• 28:20
  standpoint of his leadership style.
• 28:21
  I can't really comment on it because I didn't know him.
• 28:24
  I didn't work for him personally.
• 28:25
  So I wouldn't have a really a great viewpoint for you on that.
• 28:28
  What about what you've heard though?
• 28:29
  Because you've heard, you know what I mean is he's very seem to
• 28:33
  be from having from listening to conversations of people that
• 28:36
  work for him. He's very in your face.
• 28:39
  What the hell are you doing? Get the hell out of here.
• 28:41
  I don't care what you do in your personal life.
• 28:43
  We got a job here to do. What are your thoughts on that?
• 28:45
  Like how was he able to do that? He he was a one in a billion
• 28:49
  visionary innovator. I mean, that's just like, it's
• 28:53
  almost like saying, how did Michael Jordan do it in the
• 28:56
  Bulls? It's like, well, that's like a
• 28:57
  one in a billion person. Yeah.
• 28:59
  I mean that just the talent level of that person that maybe
• 29:02
  some of the shortcomings he made-up for in other areas.
• 29:05
  For what I would say as the pressure produced an outcome,
• 29:10
  but if we would have changed the model of communication, we would
• 29:14
  have got there faster. Interesting that's a good take
• 29:17
  faster or better, you know maybe even better products or whatever
• 29:20
  it might been. That's a good take yeah.
• 29:23
  You do wonder you wish you could AB test that one and just see
• 29:26
  what it had been like cuz was that needed?
• 29:28
  I think people were probably inspired to work for such a
• 29:30
  focus driven, innovative entrepreneur, visionary guy.
• 29:35
  Yeah, that they're changing the world in a lot of ways.
• 29:37
  I mean, really think about it, the smartphone, it's changed so
• 29:41
  many things. It has what a ride to be a part
• 29:44
  of. That's incredible.
• 29:45
  And I think people were just captivated by that.
• 29:47
  And probably he he got the lead in that way, even though that
• 29:51
  may not work for somebody in a recruiting firm or a technology,
• 29:55
  you know, or a software company that did something that's not as
• 29:57
  captivating, maybe, you know, maybe it doesn't work as well.
• 30:01
  Yeah, the vision definitely pulled people into for sure into
• 30:04
  that, right. And so then you justified maybe
• 30:07
  like allowing and accepting this type of behavior behavior
• 30:10
  because of this is where we're going.
• 30:13
  But the reality is, is that we could have had a different
• 30:16
  behavior, still got the outcome, like you said, maybe even
• 30:19
  better, But I just believed that you would have moved you.
• 30:22
  He was still moving people directionally, right?
• 30:25
  But how tuned in were they really, you know, and from
• 30:30
  wanting to be versus pressure and to really be willing to be
• 30:35
  vulnerable in the depth to be open of saying, hey, we probably
• 30:39
  needed to do these things too, but we didn't want to say it
• 30:42
  because we thought there might be negative repercussions for
• 30:45
  using our voice in that type of environment.
• 30:48
  And so those are where I see the delays that that type of
• 30:51
  leadership creates. Yeah, it's interesting.
• 30:56
  I was because I listened to an interview.
• 30:57
  Mr. Wonderful was on a podcast, Kevin or.
• 31:01
  Kevin O'Leary, yeah. And they were asking about Steve
• 31:04
  Jobs and his because he worked with Steve Jobs in a certain
• 31:07
  capacity for years ago. And he was saying how kind of
• 31:11
  tough he was and an asshole he was, but he almost got emotional
• 31:14
  talking about him. He's like, I, I love the guy.
• 31:17
  Like I just really, I went to bat for him.
• 31:19
  He was, there was no question about it.
• 31:22
  And it was like, wow, it's interesting to see that he was
• 31:24
  so in your face and probably rude at times and just, like,
• 31:28
  shot you down if you said something stupid.
• 31:30
  You know, it didn't have much empathy, it sounded like at
• 31:33
  least. And yet people are still kind of
• 31:35
  lining up to go to war with them.
• 31:37
  But yeah, to your point, what could it have been?
• 31:39
  Yeah. You know, it's like, you know,
• 31:41
  Cynthia's like, oh, the 90 year old smoked a pack or two a day,
• 31:44
  and she lived to 90. Well, if she didn't smoke, she
• 31:46
  115, Right. You know.
• 31:48
  So regardless, I think you got to be careful of looking at one
• 31:51
  person as an outlier that did something really crazy.
• 31:55
  And I think it just this stuff just makes sense.
• 31:57
  Like people want to feel like they're yes, you do need a
• 31:59
  vision, you do need a mission, you need something you're
• 32:01
  working towards. They feel excited about.
• 32:03
  But people want to feel heard. I mean, they want to feel part
• 32:05
  of a team. They want to feel that you have
• 32:07
  some empathy that you're vulnerable with them.
• 32:09
  I just think to me, as long as you're not, some people might
• 32:13
  hear this and go, it's fluffy Duffy, it's too much lovey
• 32:16
  dovey. It's where's the accountability?
• 32:18
  You know, Hey, that sounds good. But Eric, it doesn't work if
• 32:21
  you're trying to build it, you know, $100 million company.
• 32:24
  What would you say to that? It does because we have, so it
• 32:29
  does work. And the reality is, is that
• 32:32
  it's, there's a ton of accountability in it.
• 32:34
  It's all accountability, right, right, right.
• 32:36
  And so our scorecard system, our framework, it's all about
• 32:39
  accountability. And so it's accountability on
• 32:42
  multiple levels, by the way. And so it's the accountability
• 32:45
  of the one-on-one and showing up being intentional as a leader.
• 32:48
  But then our dashboards are designed to drive mutual
• 32:51
  peer-to-peer accountability. So you get your growth rating up
• 32:55
  there with everybody else on your team.
• 32:56
  And so now your department or your branch or your location has
• 33:00
  a growth mindset rating. So hey, this branch is growing
• 33:03
  at this pace, while this branch over here is growing at this
• 33:06
  pace, even though leaders are all reporting to maybe different
• 33:10
  leaders, but we put it by address, right?
• 33:13
  So this community of culture then sits and it's experiencing
• 33:16
  this versus this. So what we wanted to do is bring
• 33:19
  visibility and peer-to-peer accountability to say, hey, we
• 33:22
  all need to be growing together here.
• 33:24
  We all got to do this together. And so there's this just a self
• 33:29
  accountability as well to be accountable to my peers and to
• 33:35
  also want to do a good job right in it.
• 33:37
  So we have designed it to where it rolls up from individual to
• 33:42
  department to division all the way up to the CEO, right.
• 33:47
  So we got some questions from the founder talk community,
• 33:49
  which is a private community that anybody that's on the show,
• 33:52
  they we jump in a group chat basically and we ask, they ask
• 33:57
  questions of guests that are coming on, as I mentioned.
• 33:59
  And so a few questions that we got.
• 34:01
  I'm going to pivot a little bit more into how to build a
• 34:04
  business that can run without you.
• 34:06
  If you step away, you can go on vacation, you can work away from
• 34:08
  the business a little bit. You can do this, you can do that
• 34:10
  and the business doesn't absolutely fall apart when you
• 34:12
  leave. That to me is a sign of a
• 34:14
  healthy business. So Rick had asked, he said he
• 34:16
  just had a conversation with a client about this this morning.
• 34:18
  The challenge for the owner is how to let go and trust the
• 34:22
  outcomes when someone else is doing the work the owner used to
• 34:26
  do. How do you build that trust?
• 34:28
  Yeah. So I think 1, you have to hire
• 34:30
  well to know who you're bringing in and then you have to grow in
• 34:35
  vulnerability together, right. So there's a relational journey
• 34:38
  that has to happen so you can at at that level, trust and empower
• 34:44
  your leaders. And that journey takes time to
• 34:47
  build it. You know, it's not happening in
• 34:48
  one meeting or one week, but there's some consistency that's
• 34:52
  required there, right? And then you as a leader have to
• 34:56
  be willing to say, Hey, I know I'm the bottleneck.
• 34:59
  And in all of us as founders are right, We're the bottleneck
• 35:03
  until we're not until we're the next bottleneck.
• 35:05
  And the reality is, is that in to scale a company, you have to
• 35:10
  recognize when your capacity has been met and you have to unload,
• 35:13
  right? And so you have to predetermine
• 35:16
  in that in advance so you can be emotionally ready to let certain
• 35:20
  parts of your role go. And so when you're ready to make
• 35:24
  the decision, you've already invested in the people that are
• 35:26
  ready to go in it. So it's a pre determining factor
• 35:31
  for me. And so I look at it as we're
• 35:33
  growing, you know, we have a sales team, we have, you know,
• 35:36
  some marketing folks, we have a number of other departments.
• 35:40
  And I know the first thing I have to let go is the sales
• 35:42
  team, right? And so I already know, I'm
• 35:44
  already looking for a leader. I'm looking at the team, I'm
• 35:47
  looking at who can take the responsibility of this because
• 35:50
  it you can't sit with me. And so we have to make these
• 35:53
  determining factors on the front end so we can continue to let
• 35:57
  go. And that's where we develop our
• 35:59
  leadership team. And so you have a leader in
• 36:02
  every chair. And then so you remain the
• 36:05
  visionary for the organization from the founder perspective to
• 36:09
  continue to go and grow the business and continue to expand
• 36:13
  that. And then it flips, right?
• 36:16
  Because you're growing here. But you have to invest now in
• 36:19
  your team, just as you've invested in your people.
• 36:22
  Now you got to invest in your team and help remove barriers
• 36:25
  for them but allowing them to do the work.
• 36:29
  And what happens when they mess up or make a mistake?
• 36:31
  What is it a coaching opportunity?
• 36:33
  And how many times you let them make mistakes before you know
• 36:36
  something changes because you're you're the business owner,
• 36:38
  you're like, cool, I'm going to delegate.
• 36:40
  I'm going to let someone or, or maybe not delegate, but I'm
• 36:42
  going to empower somebody else to be able to do this
• 36:44
  responsibility that I was once doing because I need to go do
• 36:46
  other things to grow the business.
• 36:48
  I start that, I coach them on how to do it, and then they're
• 36:51
  not doing it. They're maybe making the
• 36:53
  mistakes or whatever it is. How do you handle that?
• 36:56
  Yes, I think there's a couple of things that we have to look at.
• 36:59
  One is we have to understand. So we put them in this role.
• 37:02
  We saw him as a confident leader.
• 37:04
  We have somebody that's empowered and leading well.
• 37:07
  And now all of a sudden something's not going right,
• 37:09
  right. And so we, we have to actually
• 37:11
  see it early to have an early conversation to say, did I make
• 37:16
  the right decision by putting this person in the seat and what
• 37:21
  is happening, right? So if it's the mistake of, you
• 37:25
  know, fundamentally looking at something, moving something, or
• 37:28
  is it, is it a character flaw, right.
• 37:31
  And so from my vantage point, if it's a character flaw, it's
• 37:33
  really going to be hard to change that.
• 37:35
  So that is a pivot in a move out.
• 37:38
  How do you know if it's character flaw or if it's you
• 37:41
  know at the training or fundamental thing?
• 37:43
  So from a character side of it, are we in integrity, you know,
• 37:47
  so was this done in integrity or was it out of integrity?
• 37:51
  For me, it's black and white. And so the character aspect
• 37:55
  comes in because is it about me or is it about my team?
• 37:58
  And so if do I have a personal motive, is that shining through
• 38:03
  based on how I'm making my decisions or not?
• 38:06
  Right. And so I think as we reflect on
• 38:09
  how people make their decisions, how these leaders do, we have to
• 38:12
  recognize are they for the greater good of the organization
• 38:16
  or are they going in for themselves believing this is how
• 38:18
  they get ahead? And by the way, that's how
• 38:21
  corporate America leads in most organizations today.
• 38:24
  It's about me. It's not about my team.
• 38:27
  It's not. It's about how do I get to the
• 38:28
  next level and how quickly can I get there and I can put on a
• 38:32
  mask. By the way, we do something
• 38:34
  called the 50 Masks of leadership.
• 38:36
  We've created a course on that to help people remove their
• 38:39
  blind spots because we'll show up, we'll have these masks out,
• 38:43
  either we recognize we're wearing them or we don't.
• 38:46
  And so we help remove them and showing them the damage that
• 38:50
  costs to the organization and the people in it.
• 38:54
  And So what do we do with that situation with this leader?
• 38:57
  We have a real conversation, you know, And by the way, they're
• 39:00
  still on the scorecards with us, right?
• 39:02
  And so their system hasn't changed.
• 39:05
  We're still doing that. And so it gives us the ability
• 39:08
  to continue to check in what's going on and understand why they
• 39:12
  made the decision. And when we understand it, we
• 39:16
  have to then make a decision. Either it's correctable and we
• 39:20
  can move forward from it or it's totally out and we have to make
• 39:24
  a different decision about it and remove that leader.
• 39:28
  And then that's the determination.
• 39:29
  Do we remove them out of the organization or place them in a
• 39:32
  different role? What's 1 area where you feel
• 39:36
  like you're falling short as a leader right now as you look at
• 39:38
  yourself? That's one area that you feel
• 39:40
  like I have a lot of. Areas.
• 39:42
  What's one that you're like, I just really, cuz I'm going
• 39:44
  through this, I'm like, jeez, I realize I'm not being nearly as
• 39:47
  good of a leader. It's like it.
• 39:49
  And it's not a pity party like I feel sorry for that.
• 39:51
  It's just like, this is great. This is, you need to wake up
• 39:54
  sometimes and open your eyes and see things from a different
• 39:56
  angle and perspective. And we all have strengths and
• 39:58
  weaknesses, but I'm curious from your perspective, because you're
• 40:00
  so good at this and you do this for a living.
• 40:02
  I'm curious where is your shortcoming?
• 40:04
  Yeah. I think that my biggest
• 40:06
  challenge today is we're growing at such a fast pace.
• 40:09
  And the reality is, is my norm has been changing like, you
• 40:14
  know, so we go through seasons. Well, I've been through five
• 40:18
  seasons in eight weeks, like if the company and how fast we're
• 40:21
  growing from December to now, middle of December to now,
• 40:25
  right? I mean, and so all of these
• 40:27
  things are coming. So I'm trying like when I'm,
• 40:29
  when I feel like I could do better is I need to find a new
• 40:33
  norm of a, of a commitment of a process and a system for my week
• 40:38
  and how I operate every day. I had my daily routines in the
• 40:42
  morning and then I head into work, right?
• 40:45
  And well, my work is continuously now changing.
• 40:47
  My work was this, now it's not. And now it's this and that's
• 40:52
  just moved. And so we're building and
• 40:55
  developing so many things right now that I don't think I'm doing
• 40:58
  a great job of capturing what my norm is today.
• 41:03
  I'm having, I'm being consistent for the week of what we need to
• 41:06
  do. But the people that we're
• 41:09
  bringing in, you know, they get to experience us, they get to
• 41:13
  get into the system. We're off and running.
• 41:18
  But all of this is creating momentum, which is bringing in
• 41:21
  more people, more systems, right?
• 41:23
  And so we're at a pace that is really awesome to see, but
• 41:28
  really, am I taking enough time to really spend with them the
• 41:33
  way that I need to be? We're getting the 20 minute one
• 41:36
  on ones, but we're also introducing so many new things
• 41:40
  at the same point. And it's all really, really good
• 41:44
  stuff. But that's where I can I can
• 41:47
  measure up a little bit better for sure.
• 41:50
  I think it's good to hear because you know, sometimes you
• 41:52
  think it's you either have it all figured out or you have
• 41:54
  nothing. And it's like, even if you're in
• 41:56
  the space and I'm in the marketing space, I'm always
• 41:58
  trying to get better as a marketer.
• 42:00
  There's areas where I'm missing the mark where I'm not doing as
• 42:02
  well. And I think the same thing as as
• 42:04
  a leader, even though you guys do this in a sense for a living,
• 42:07
  there's always areas where you're you say, hey, I got to
• 42:09
  get better here. This is an area I can improve
• 42:11
  on. I think it's important to
• 42:12
  highlight, you mentioned the explosive growth.
• 42:16
  I'm a founder entrepreneur. Listening to when you said that
• 42:18
  we're growing incredibly fast. I'd be remiss if I didn't ask,
• 42:21
  how are you guys growing so fast?
• 42:23
  Yeah. So we so for the last couple of
• 42:26
  years we needed to prove out our model, right.
• 42:28
  So we did that and I and, you know, as soon as we did, you
• 42:33
  know, it's just like hit the hit the gas, you know, the green
• 42:36
  button, you know, and the go button.
• 42:38
  And so we've just hired so many folks to come into the business
• 42:42
  and, and so we have a business development team, right, you
• 42:45
  know. Sales is pumping.
• 42:47
  Sales is pumping, you know, and we found a way, way to do sales
• 42:51
  without selling. And so that's been really unique
• 42:54
  into the marketplace. What do you mean by that?
• 42:57
  We've just reverse engineered our process of engagement with
• 43:01
  potential clients. And so we actually don't sell
• 43:04
  anything. You know, it's really weird to
• 43:07
  say that out loud because I was a sales professional for a
• 43:10
  really long time. I was too.
• 43:12
  And, and so and it's interesting to see how we are doing this and
• 43:18
  everything. And so in it, what it's creating
• 43:21
  is this pool and every meeting we've had, we've had with
• 43:26
  multiple CE OS from different companies or senior execs and
• 43:30
  every one of them after our first meeting took a second
• 43:32
  meeting. And so as you can imagine, and
• 43:36
  when we have, you know, the sales team of executive advisors
• 43:39
  out there, you know, and we have 9 on the team right now just in
• 43:43
  that department and they're all doing this, the calendars just
• 43:47
  booking up, you know, and, and then, you know, proposals are
• 43:51
  being generated, clients are coming in.
• 43:54
  And so all of these things are happening at A at a rapid pace,
• 43:57
  which is great. And you know, and we're getting
• 44:00
  ready to, I have 7, seven team members on the bench, meaning
• 44:05
  what, what, what is that for US? Seven people we haven't hired
• 44:07
  yet but are ready to come. And so, and these are all going
• 44:10
  to be our facilitators to facilitate the work that our
• 44:13
  team is closing out there. And so it's just been phenomenal
• 44:19
  to see. Well, that's great, man.
• 44:20
  Yeah. What?
• 44:21
  So what? Going back to the selling
• 44:22
  without selling what? What do you mean by that?
• 44:25
  Yeah. So we're getting a pull instead
• 44:26
  of a push. We're inviting people into a
• 44:29
  conversation that needs to be had, The conversation of
• 44:32
  culture. It's the number one thing people
• 44:35
  want to talk about today that they can't figure out how to get
• 44:39
  it right. Or they, you know, it's this
• 44:42
  thing, it's this thing in the room, but we can't touch it.
• 44:45
  It's not tangible. We can't see it, but we know
• 44:48
  it's there. And it makes an impact in our
• 44:49
  companies, right? And so we're the first company
• 44:52
  in the world to measure that, right?
• 44:54
  And so we're measuring it. We're not Korn Ferry, we're not,
• 44:57
  you know, all any of these other organizations that have all
• 45:00
  these surveys, the way that they use the surveys.
• 45:03
  We have our own tools, our own surveys.
• 45:05
  And what we're doing is measuring a number of different
• 45:08
  things in our tools. And we're helping people
• 45:12
  understand like, hey, I know you've done all these things.
• 45:17
  There's no continuity of change. We have the continuity and we're
• 45:21
  equipped to equip you with all of the things and we stay with
• 45:25
  you, right and so anybody that comes a client, it's not like we
• 45:30
  do a workshop and we leave I. Don't think that would really
• 45:33
  work anyways, right? Just it's like going to a
• 45:35
  conference, like a feel good conference and then leaving and
• 45:37
  everyone's like, all right, yeah, Rob, I'm gonna go do this
• 45:40
  thing. And then in most cases, everyone
• 45:42
  comes back in a week later. They're doing the same.
• 45:44
  Show they forgot, right? They forgot, you know, the the
• 45:46
  reality is is that a lot of companies and organizations
• 45:49
  invest a lot of money in those feel good, right?
• 45:52
  It's the HR checkbox. The challenge with that is, is
• 45:56
  we don't have a path to use the tools that we learned.
• 45:59
  And even if even those that do it well, they may have a four
• 46:04
  month stent or a three month stent where we have a couple
• 46:07
  meetings every month about it and then it goes away.
• 46:10
  The challenge with that is we still don't have any tools to
• 46:13
  actually execute what we learned.
• 46:15
  Right. So I'm relying on you and you're
• 46:16
  relying on me to memorize what we've learned, write down a few
• 46:20
  things and determine to take one thing home.
• 46:23
  Well, yeah, there's like 50 Nuggets though, right?
• 46:25
  And I want all the Nuggets, but how do I apply those Nuggets?
• 46:28
  Right. So we had a couple of questions.
• 46:30
  I think we answered them. How do, how do business owners
• 46:32
  delegate work but still stay in the know?
• 46:34
  I feel like we got there. Here's here's an interesting
• 46:37
  one. This came from Christophe and
• 46:38
  our group. The question I would ask any
• 46:41
  leader, not limited to founders or owners on this delegation
• 46:45
  slash empowerment point are at what level are you delegating
• 46:48
  this so far? And maybe you've heard this
• 46:50
  before, but number one is task number 2 is activity #3 is
• 46:54
  project #4 is decision #4 is approval.
• 46:58
  So what he's saying is like when if you're going to delegate or
• 47:01
  have people, you know, take over responsibilities, at what level
• 47:04
  is that? Because the difference between
• 47:06
  hey do this task and run this project or be able to make this
• 47:09
  decision, How do you think about that?
• 47:11
  Framework, yeah, well, the hierarchy is different in every
• 47:13
  company, right? And so I could probably give you
• 47:16
  50 different answers to that question based on 50 different
• 47:19
  organizations and the structures that they have in place.
• 47:22
  The empowerment comes down to the space that they're
• 47:25
  responsible for, right? And so if I'm a worker, you
• 47:30
  know, Sam, I'm working at Home Depot and I, you know, I'm an
• 47:32
  employee in the garden center. And so maybe I get assigned 2
• 47:37
  aisles, right? As an employee, these are my
• 47:39
  responsibility. So in that I have to face and
• 47:42
  keep them stocked, keep the inventories, right, and then
• 47:46
  provide a great experience for the shoppers that are coming
• 47:48
  through. That's the capacity of my
• 47:50
  responsibility as empowerment of an hourly employee working at
• 47:55
  Home Depot, right? Simply put, the garden manager,
• 47:58
  on the other hand, is a step up. And so they're responsible for
• 48:01
  the department's inventory. They're responsible to staff the
• 48:05
  department, hire for the department, you know, all of
• 48:08
  those things. And so that's it's at their
• 48:10
  level. So it really sits in the
• 48:11
  hierarchy the the empowerment piece.
• 48:14
  So that comes as I have this role and responsibility, am I
• 48:18
  going to to be empowered to do something with it or am I going
• 48:21
  to be controlled to only respond with what's required of me?
• 48:26
  Right. Instead, the empowerment phase
• 48:27
  is different. I said to the employee that's
• 48:30
  managing the aisle, manage the aisle.
• 48:33
  I didn't say, though, he couldn't create the best
• 48:36
  experience for people to come into the aisle.
• 48:40
  And what do we want to do with it?
• 48:41
  And I'll give an example of that.
• 48:43
  I worked at Home Depot actually, in my story.
• 48:46
  So back in 2000, I got promoted out of the flooring department
• 48:53
  into being the garden manager, right?
• 48:56
  Never in the garden department before, but what I witnessed was
• 49:00
  I had this responsibility and I had a good leader.
• 49:02
  I think it like all store managers at Home Depot are just
• 49:05
  way overwhelmed. And so it's like they hope for
• 49:08
  the best and they put people in place and you know, I, you know,
• 49:11
  there's definitely some strategy to it.
• 49:12
  I don't want to downplay it, but there's always a lot going on in
• 49:15
  corporate needs a ton of things, you know, always a ton of
• 49:18
  things. And so.
• 49:20
  They gave me the garden. Department and I looked at it
• 49:22
  and you know, I did it and and I was looking I'm like, wow, you
• 49:27
  know, and we can do a lot of things different here.
• 49:30
  By the way, there's already 2000 Home Depot stores that exist at
• 49:33
  this point. And I was just like, look at how
• 49:37
  many hours a week we spend on staffing just to water plants,
• 49:41
  right? There's like 220 hours a week to
• 49:44
  water plants in the summer. I'm like and my shelves were
• 49:49
  dying because they were shopped so hard and I couldn't keep them
• 49:53
  faced and keep them cleaned and so I didn't ask anybody.
• 49:57
  I went down and marked down to $120.00 worth of product, garden
• 50:01
  hose and sprinklers and timers. I set up an overnight sprinkling
• 50:04
  system so we would never have to water plants again and I
• 50:07
  recalibrated the labor to go in and actually do the other things
• 50:12
  we needed done, providing a better experience and everything
• 50:14
  else. Guess what?
• 50:15
  That year we had 0 markdowns on plants.
• 50:19
  You know where before we were marking down plants left and
• 50:21
  right. And so the empowerment
• 50:23
  opportunity was I took the initiative, I saw the
• 50:26
  opportunity to make a change. Nobody challenged me on it.
• 50:31
  And then it actually ended up going to another a number of
• 50:34
  home depots throughout the US, you know, this indoor, you know,
• 50:38
  and outdoor watering system that we designed, you know, so it's
• 50:42
  just, and this was it. I was at 20 years old.
• 50:45
  Wow. You know, and so it's just so
• 50:47
  cool to see. That was one thing.
• 50:49
  And then the other thing is, is a experience for me.
• 50:52
  You know, I think about the fall and go and do Sunny Acres not
• 50:55
  too far from here, right? Went there as kid picking out
• 50:59
  the pumpkins and all that. My parents would always take me
• 51:02
  and I, you know, so I was like thinking, I'm like, we get these
• 51:05
  crates of pumpkins to sell at Home Depot.
• 51:07
  They're just in boxes and I'm like, well, this isn't great.
• 51:10
  So we marked down a bunch of mulch bags, laid pumpkins out
• 51:13
  all over the garden center outside and created a pumpkin
• 51:16
  patch for people to experience, right.
• 51:19
  And so when to answer the question of empowerment, it
• 51:22
  definitely depends on the organizational structure and
• 51:26
  what then responsibility you're giving and then to what length
• 51:29
  you want people to go with, right to that.
• 51:32
  And so it's really determined on and how the role of
• 51:37
  responsibility, right? And so, but everybody can own
• 51:40
  something and that's I think the message it has to come across.
• 51:44
  We're all responsible to own something.
• 51:46
  As a leader, have you given the ownership for what it is that
• 51:50
  they can do and have the capacity to do, or are you
• 51:53
  keeping it? How do you look at being the
• 51:56
  leader of your organization versus the leader of your
• 51:58
  family? The same but different.
• 52:03
  So from a family standpoint for me, Jesus Christ is my leader,
• 52:08
  right? And so the inherent word of God
• 52:11
  is what we follow. And so he leads us and then we
• 52:15
  lead and so we follow him and, and the rule everything he's
• 52:19
  laid out for us, his way of living, right.
• 52:22
  And so, you know, that's surrendering, that's giving,
• 52:26
  that's loving, that's kindness, gentleness, fruits of the
• 52:28
  Spirit, right? And so, and by the way, I don't
• 52:31
  do that perfect every day. Of course you don't know.
• 52:34
  You're a human being, yeah. So I'm nowhere near perfect, but
• 52:37
  I do work at it every day, right?
• 52:39
  That's, you know, and so that it's definitely a focus for me.
• 52:42
  And so there I lead from a place of humility.
• 52:48
  I would also say I lead from a place of humility in our
• 52:50
  organization too. I don't have to have all the
• 52:53
  answers because I don't. And I don't need to know
• 52:56
  everything because I don't. And I want to empower my people
• 53:01
  because they do, right? And so for me, it's going in
• 53:05
  eyes wide open and saying, hey, I know who I am and I know where
• 53:11
  I'm at. And I know what's mine to keep.
• 53:14
  And I know what is mine to give away.
• 53:16
  And so, you know, as we, you know, some, I don't have an
• 53:20
  issue with control. I don't need to control anything
• 53:23
  me either. And so it's easy to let go, and
• 53:26
  I would prefer to let go. Why?
• 53:28
  Because it gives somebody else so much excitement.
• 53:30
  You know, my marketing director, I don't even know what they're
• 53:32
  creating today. You know, it's great because he
• 53:36
  does awesome work. And I trust him.
• 53:38
  And he knows what our vision is, right?
• 53:40
  And so I know that he's only going to make it better.
• 53:43
  And he hears what we have to say.
• 53:45
  And then it's like tenfold better than what we said, right?
• 53:48
  And how it looks and what it does and how it feels because
• 53:51
  that's his gift, you know? And so we really want, for me as
• 53:55
  a leader in an organ organization is to put people in
• 53:58
  their gift set so they can thrive and be successful there,
• 54:02
  you know, into their calling and be intrinsically motivated with
• 54:05
  their work and how that attaches to the organizational.
• 54:08
  Why at home, it's my job to help my kids see their gift and help
• 54:13
  them find it and thrive in it, not not live, you know,
• 54:17
  vicariously through them, hoping that they're going to be this
• 54:19
  incredible Major League Baseball athlete, which I'm not.
• 54:22
  But I wanted to be at one point in my life, you know, and I
• 54:26
  would go to the park every day, taking swings forever trying to
• 54:30
  hit the ball, you know, and I hit it, all the things.
• 54:33
  But I never made it to the majors.
• 54:35
  But it's more of like looking at each kid and saying and helping
• 54:38
  guide them to where they need to go and also being accountable
• 54:44
  to, you know, for how they show up, who they're becoming, who
• 54:48
  they're going up to be. And I think as a dad, I have 4
• 54:51
  girls and one son. So for my daughters, it's really
• 54:55
  important for them to see the man that I want them to marry,
• 55:01
  right? Because otherwise they're going
• 55:04
  to marry somebody that isn't going to be great.
• 55:07
  And not that I'm saying that I am great, but if I'm not the
• 55:09
  example of what feels safe and what feels good, Mm hmm.
• 55:14
  They're going to navigate to something else.
• 55:16
  I think about that too, you know, all the time.
• 55:17
  An so it's like, that's that. And then my son, it's like, hey,
• 55:22
  this is what it is to grow up to be a man of God, right?
• 55:24
  And this is what it looks like. And so I demonstrate that to,
• 55:28
  you know, and how I demonstrate that is 1.
• 55:31
  All my kids witness how I love my wife, right?
• 55:34
  And so they see that love. And so therefore like, oh,
• 55:38
  that's what that looks like, you know, because I didn't have that
• 55:41
  growing up. I didn't know what that looks
• 55:43
  like. And so I'm like, and I had to
• 55:45
  learn it at 40. You know, I'm figuring this
• 55:49
  whole thing out, right? You know, a little late, but
• 55:52
  nevertheless, we got there in it.
• 55:56
  Well nowadays I don't know people get married and have kids
• 55:58
  later. Like 30s and 40s are very common
• 56:00
  nowadays. That's true.
• 56:02
  That's true. You.
• 56:02
  Know people are trying to figure out their careers and their
• 56:04
  financial situations and everything else and I think the
• 56:07
  world's just in a little different place.
• 56:09
  But so if you're coming into a company, right, and the founder
• 56:12
  says you're sitting across from a CEO founder and they go, look,
• 56:15
  Eric, I got to admit at the business, I'm stuck as the
• 56:18
  bottleneck in the business. Like I would love to go on
• 56:21
  vacation. I'd love to walk away for a
• 56:23
  while. I'd love to work on something
• 56:24
  different or spend more time working out or do whatever it
• 56:27
  is, right? But I just feel like I'm
• 56:29
  constantly being pulled in the business.
• 56:31
  Where, where would you go first? What would be the first place or
• 56:34
  two that you would go to see what's going on here?
• 56:36
  Yeah. So the first thing is that I'd
• 56:38
  ask, I'd like to interview every one of your leaders for an hour.
• 56:43
  And I need him to take, I need him to do 2 things for me, you
• 56:48
  know? And he's like what I'm like, I
• 56:50
  just need to find out so I can help advise you, right?
• 56:53
  And so if I need to learn quickly so I can help you make
• 56:56
  decisions fast. So then you have the ability to
• 57:00
  figure out where and how we do this, right?
• 57:03
  You know, because, yeah, the bottleneck is built up and that
• 57:05
  you're you're in the operating system of the company and we
• 57:08
  need to get you out of that, right?
• 57:10
  And so I need to understand where your leaders are at today,
• 57:13
  how you've invested into them, what they have, what their
• 57:16
  willingness is. I also need to know where their
• 57:18
  vulnerability is AT. And so I would have every one of
• 57:22
  them take a vulnerability assessment for me.
• 57:25
  Reading through that, I can then I identify their strengths and
• 57:28
  weaknesses through, you know, just 10 guardrails, right?
• 57:33
  And so these guardrails would help me see like, OK, these are
• 57:37
  the opportunities. This is what they're carrying in
• 57:40
  their leadership style today. And so these are going to be
• 57:43
  some of the challenges. And then we would then come back
• 57:48
  to the leader and say, hey, this is what we found based on
• 57:51
  meeting your leaders. We need to do a culture survey.
• 57:54
  We have a survey that we do the inspired culture to see where
• 57:57
  your culture sits. And then we'll have some data
• 57:59
  points to operate in. And within 12 months, we can
• 58:04
  move you out of that operational role into the visionary that you
• 58:10
  are. That's what started your
• 58:12
  company. But it takes a minute because if
• 58:14
  you let go too quickly when your team's not used to it, they
• 58:18
  won't know how to function because, by the way, their
• 58:20
  plates are probably full too, right?
• 58:22
  And so I have no more capacity, which that's what they believe.
• 58:26
  So we have to help them see that.
• 58:29
  Let's talk about you have ATV show, Inspired culture podcast.
• 58:33
  Talk to me about that because I think that's really interesting.
• 58:36
  I don't talk to a lot of founders that have ATV show.
• 58:38
  Yeah. Well, I, I didn't think I would
• 58:40
  have one either. By the way, it wasn't my plan.
• 58:42
  Yeah. You know, it wasn't in our
• 58:43
  business plan either. So how did it come about?
• 58:46
  And we'll get into it. Yeah, yeah, it's so, so gosh, it
• 58:49
  was two years ago and you know, we got this award for being the
• 58:56
  top 80 executive coach in the world through Real Leaders
• 59:00
  magazine. And so we had this award come in
• 59:03
  and you know the and Kevin. How do you get an award like
• 59:06
  that? So that you get you go through a
• 59:09
  nomination process. OK, because some people are
• 59:11
  like, did you pay for the award? Yeah, there's OK.
• 59:13
  No, it's actually all done. So that's the cool thing about
• 59:16
  it. You don't pay for it.
• 59:18
  Yeah, they actually put you through a grading system, you
• 59:22
  know, and they and it goes through a panel of judges,
• 59:25
  right. So it's not even one person,
• 59:27
  it's a panel of other leaders evaluating you.
• 59:31
  And so it's not like the simple shoe in thing, just put it out
• 59:34
  there, you know. And so we won this award in 24
• 59:39
  and then we and we actually won top speaker award this year on
• 59:43
  25 and that came out, you know, through them.
• 59:46
  Same thing, we had to give a live presentation, like we had
• 59:50
  to go through and give our keynote speech and we did ours
• 59:53
  on burnout. And so anyways, I was trying to
• 59:57
  find this. They said, hey, it may end up in
• 1:00:00
  your spam, but you know the notification, I went to my spam
• 1:00:03
  e-mail and I'm like, who's this one guy?
• 1:00:07
  You know, I had like 18 emails from him and is the president of
• 1:00:13
  this TV network. And the president of this TV
• 1:00:16
  networks like, Hey, we really want you to come on to our show
• 1:00:22
  and have you as an on air contributor, you know, and I'm
• 1:00:26
  like, oh, that's interesting. And so I'm like, I don't know, I
• 1:00:29
  don't have time for this, you know, and, and I said, you know,
• 1:00:33
  so I said, you know, I wrote back.
• 1:00:35
  I said look, because I'm like, really?
• 1:00:38
  You know you? Also get a lot of emails like
• 1:00:40
  is. This really legit or really?
• 1:00:42
  Want or? Yeah, totally.
• 1:00:43
  You got to filter out the noise. Yeah, And that's so I thought it
• 1:00:45
  was a lot of noise. And so I said, look, you know, I
• 1:00:48
  wrote back to the president of the network TV network and I
• 1:00:51
  said, look, I can, I didn't really talk to you about this
• 1:00:54
  for 15 minutes, like because I, I just wasn't believing, you
• 1:00:57
  know, I'm like, OK, you know, and so, so we, you know, get on
• 1:01:02
  and, you know, and, and he's like, oh, yeah, I've gone
• 1:01:04
  through your website and I see you're an expert in what you do
• 1:01:07
  and when it comes to culture and these things.
• 1:01:08
  So we'd love to have you talk, you know, about it.
• 1:01:11
  I'm like, oh, that's great. I said, but you read my website
• 1:01:15
  this before I had a marketing director, by the way.
• 1:01:18
  I said I did my website. It's not that great.
• 1:01:21
  And so can I tell you what we do?
• 1:01:23
  Because the website's terrible, you know, but it's in the
• 1:01:26
  capacity of what I had to do, right?
• 1:01:29
  And so I share with them. And he's like, yeah, we don't
• 1:01:33
  want you on the show anymore. You know, we need you to have
• 1:01:36
  your own show. And I'm like my own show.
• 1:01:40
  And he's like, yeah, yeah, we want you to have your own show.
• 1:01:43
  You're going to be your own host.
• 1:01:44
  You're going to have your own TV show.
• 1:01:46
  And we're going to get you set up.
• 1:01:48
  We'll get you a studio. They said we're in Houston, so
• 1:01:51
  we need you to come fly to Houston to record all of your
• 1:01:54
  shows. I said, look, that's something I
• 1:01:56
  gave up. And he's like, what?
• 1:01:57
  I said flying. He's like, really?
• 1:01:59
  I said I was on 1500 planes in 19 years of work, and I said I'm
• 1:02:05
  not doing anymore. I've made that a commitment to
• 1:02:07
  myself, like I'm just not doing it.
• 1:02:10
  And I said, so I'm not, I'm not going to do it.
• 1:02:13
  He's like, all right, fine. I will find you a studio in
• 1:02:16
  Chicago so you can record your TV show there.
• 1:02:21
  And I'm like, OK, so that's how it started.
• 1:02:24
  Now, what's in it for them? Is it a part of their network?
• 1:02:26
  Do they make ad revenue? Like what's the?
• 1:02:28
  Yeah. So for them, we're part of their
• 1:02:30
  network. They're a Business Network,
• 1:02:33
  right? So they wanted business host to
• 1:02:35
  come on and talk about one of the five key areas that they
• 1:02:38
  focus on. Ours is culture.
• 1:02:40
  We fell into that, you know, health and Wellness of people on
• 1:02:43
  that side of it in corporate organizations.
• 1:02:46
  And so we fit their profile of what they were looking for on
• 1:02:50
  that side of it. And then on the other side, you
• 1:02:53
  know, there's there's other ways that they make money off of the
• 1:02:56
  show. Right.
• 1:02:57
  And where do you watch it? So it's on Now Media, the app,
• 1:03:02
  so you can stream through Apple and Roku and Now Media TV.
• 1:03:06
  But also we have it on our YouTube channel, The Inspired
• 1:03:10
  Culture. And is it you talking?
• 1:03:11
  Is it? I think I've seen some clips.
• 1:03:13
  Is it similar to a podcast or? Yeah, it's similar to what we're
• 1:03:16
  doing right here. So we we've taken our TV show
• 1:03:19
  and we've turned it into a podcast too.
• 1:03:21
  So it airs live on Sundays at 7:00.
• 1:03:24
  And then, you know, we, you know, we have the rights to all
• 1:03:27
  of what we do. It was part of the deal.
• 1:03:30
  Yeah. And so then we just turned it
• 1:03:31
  into our own podcast. Very cool.
• 1:03:33
  And is that your, when you talked about earlier selling
• 1:03:35
  without selling, is that part of the equation, bringing people
• 1:03:38
  in, have conversations around, you know, culture and leadership
• 1:03:41
  and that type of stuff and you're building relationships,
• 1:03:43
  connections and then that leads to, yeah, doing business.
• 1:03:45
  We've seen the same thing with this.
• 1:03:46
  I mean, it's incredible, yeah. It is it's an opportunity and
• 1:03:50
  and you know, I think it's, you know, it was a gift from God
• 1:03:53
  really, because he, you know, this is our mission is to change
• 1:03:57
  the world really. I mean, that's what we're after.
• 1:03:59
  It's big mission. It is.
• 1:04:00
  And so in corporate America, and so for us.
• 1:04:04
  Oh, is that the that's the the caveat or the the niche there
• 1:04:07
  change the world in corporate America, Yeah.
• 1:04:09
  Got it. Yeah, I mean, that's where for
• 1:04:11
  us, we have the experience and everybody goes there, right?
• 1:04:14
  Everybody's going to be in there at one point in their life.
• 1:04:16
  So it's the opportunity to touch everyone.
• 1:04:19
  But the other thing is, is like and where where all this came
• 1:04:23
  from is it was just he was giving us a platform to get the
• 1:04:26
  message out. So because it wasn't of my
• 1:04:29
  doing, it wasn't even in my scene, you know, in that or
• 1:04:32
  like, oh, we need to have this or we need to to have this.
• 1:04:34
  And it's just led by the Holy Spirit.
• 1:04:36
  Wow. I love it, man.
• 1:04:38
  The podcast and the shows and I think more and more we've talked
• 1:04:41
  about this on other shows, the more and more we get involved
• 1:04:45
  with AI and technology and virtual stuff and automation, I
• 1:04:49
  think the more and more we're going to crave the human
• 1:04:51
  connection and the in person stuff and the deep conversations
• 1:04:55
  where you have time to actually talk through stuff.
• 1:04:59
  It's I've been doing way more of this stuff than I have short
• 1:05:01
  form videos, which is a flip for me because my first few years
• 1:05:04
  were mostly short form videos and LinkedIn content, YouTube
• 1:05:07
  and things like that. Now it's it's, it's a lot more
• 1:05:10
  of this because I just enjoy it and I feel like it makes a
• 1:05:12
  difference and people can listen to this and really could change
• 1:05:15
  their life. Well, yeah, take.
• 1:05:17
  Something away here and go, wow, I'm thinking about that
• 1:05:20
  differently now. They got to go put in the action
• 1:05:21
  and then we do the work and continue to learn.
• 1:05:24
  But one, one episode can change people.
• 1:05:27
  I agree 100%. The Nuggets that you're pulling
• 1:05:31
  out, you know, through this conversation is pretty
• 1:05:33
  incredible. Yeah, Yeah.
• 1:05:35
  Well, Eric, I really enjoyed this conversation.
• 1:05:37
  I appreciate you sharing this. And I have, I definitely have
• 1:05:40
  some things to reflect on from a leadership standpoint, which is
• 1:05:43
  a good thing for me. Where can people find you,
• 1:05:45
  connect with you, learn more about what you guys are up to
• 1:05:47
  and what you do? Yeah, you can connect with us at
• 1:05:49
  www.yourpathinspired.com. That's our website.
• 1:05:53
  You can find a host of things there and Justice drop us a note
• 1:05:58
  there. You can e-mail me directly at
• 1:06:00
  erichimes24@yourpathinspired.com as well if you want to connect.
• 1:06:06
  Want to learn more? You know, we have, you know a
• 1:06:09
  free gift for everyone that will listen to this show if you guys
• 1:06:11
  want to take us up on it. So we have a couple ebooks
• 1:06:14
  available that we can give away. And also, if you want to go
• 1:06:19
  through an inspired culture survey of your organization,
• 1:06:22
  it's 16 questions and what I can tell you this, it'll take you 8
• 1:06:26
  minutes and every person in your company 8 minutes.
• 1:06:29
  And I said, and I'll let you know that the feedback you
• 1:06:32
  believe you're going to get isn't even close to what you do
• 1:06:35
  get. And so the gaps that we provide
• 1:06:37
  in the information back will give you the ability to see your
• 1:06:40
  company like in a way you've never seen it.
• 1:06:43
  You hear about all of these culture surveys and all of it.
• 1:06:46
  The questions are similar, the results are very different.
• 1:06:50
  Very cool. We'll link all that stuff up in
• 1:06:52
  the description. Thank you again for being on the
• 1:06:54
  show, Eric. Pleasure to have you.
• 1:06:55
  Yep. Thank you.
• 1:06:56
  Thanks.