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High Performance Secrets reveals Relational Influence is Key · Authentic Living

• 0:01
  Welcome to authentic living with Roxanne, a place where we have conscious conversations
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  about things that really matter in our lives.
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  And now here's your host, Roxanne Derhodge.
• 0:38
  Hi, everyone.
• 0:39
  It's, Roxanne Derhodge.
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  Thanks for tuning in again this week.
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  This week, I have a special guest, someone that I met a year ago, in Florida at a training that
• 0:50
  I was involved with with, a speaker coach, and mister Logan Lewis.
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  Hi, Logan.
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  How are you today?
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  I'm well Roxanne.
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  How are you?
• 1:00
  Good.
• 1:01
  Good.
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  And where are you today?
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  I'm in my home in New Orleans.
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  Oh, you're in New Orleans.
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  Okay.
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  So, Logan, is a management consultant and, has been in the in the management consulting
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  fields, not for quite a while.
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  So I'm gonna have Logan tell you a little bit about his background.
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  And, then we'll go from there.
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  So look and tell tell the listeners, a little bit about your background.
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  Well, I've had a an interesting career journey.
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  I actually began my career practicing law, large New Orleans law firm, for the better part
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  of 10 years.
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  And, at during that period, although I did primarily corporate work for a lot of it, I
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  became, got a specialty in natural gas regulation.
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  And, ultimately, went in house with one of our clients in the natural gas industry.
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  And, as their regulatory lawyer and one day they asked me to head up sales and marketing.
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  And we built that company, into an ink 100 company, 1 of the 100 fastest growing privately
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  held companies in the U.
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  S.
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  And, from there, I was asked to build a company, in the same genre, which I did as CEO
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  for a number of years.
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  And as the industry changed, I had gotten very, very, curious and engaged around how you build
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  high growth companies.
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  And, so in the early 90s, I started, a management consulting practice, which I've been
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  doing now for the last 20, whatever plus years.
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  Wow.
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  Interesting.
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  So you and I, met at, a a conference where we were both, you're looking at your you've been
• 2:44
  doing some, speaking in up on the corporate end.
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  So I wanted to talk to you a little bit more about, your path in management.
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  So when you when you decide become a lawyer, what made you want to go into management versus
• 3:02
  staying, on the on the legal end?
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  You know, I I went into law with as I think a lot of people do with assumptions about what
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  the law was.
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  And Ultimately, the practice of law was not highly interesting to me.
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  I was very successful at it, but, it was not something that I was really thoroughly engaged
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  with when, the CEO of a company that I was working for, asked me to head up sales and
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  marketing No.
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  It's, I'm I'm your lawyer.
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  And, he said, I know you're my lawyer.
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  And if you wanna stay our lawyer, you can, but, we think you could take us in the right
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  direction in sales and marketing.
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  And when I moved over to sales and marketing, I, and it shouldn't have come as a great
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  surprise to me because I actually worked part of my way through college selling.
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  But, it never occurred to me that I would be in sales.
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  And so, as as I Led that that sales initiative, I found that I had, you know, it triggered
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  passion in me and joy in me.
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  And That's when I really began to realize that if we really want great job fit, what we really
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  need to have is to really enjoy the activities we're doing, not just be good at, because, you
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  know, when you apply yourself and you do something repetitiously, you do get good at but
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  that doesn't mean that that there's joy in it.
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  And, so that was something that I I began to understand is the connection between really
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  enjoying the activities you're doing and developing real effectiveness in it.
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  And about the year 2000, I was introduced to, a new generation of assessment, the Harrison
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  assessment.
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  And one of the theories that, that's based on is Joy perform theory that we tend to do the
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  things we like to do, and the more we do them, the better we get at them.
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  And so really connecting the the sense of what our our qualities are, what we really enjoy to
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  the activities in a job.
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  And that's really helped me over the years as a management consultant.
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  Get people aligned in the right jobs and develop areas where where they have natural
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  strengths.
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  And and, you know, to speak to the concept of of joy, like, you know, in a management,
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  instrument, that's interesting.
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  Right?
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  Cause generally, kind of the perception is the bottom line and getting things done and being
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  strategic and, you know, but looking at joy from a different perspective, if you know, I
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  think of myself and, when I'm joyful about doing something, I'm so completely in the
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  moment that it doesn't feel like work.
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  So I could imagine when you go out there and you do the Harrison, assessment tool with, say,
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  let's say, c level executives.
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  Are there a lot of misalignments with people in certain roles?
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  And how does the assessment tool assist or not assist in that process?
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  You do see a lot of misalignment.
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  And a and a lot of times what I'm seeing is, there's not as much misalignment as not being
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  able to not having developed some of the qualities that are going to make, particularly
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  at the C level, that are going to make them as good as they possibly can be.
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  One of the things that we tend to do, is we look at our eligibility for a job, our skill,
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  experience, our training, And that tends to be very focused on what I think of as the business
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  mechanics of growing a company.
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  You know, strategy, technology, process, marketing.
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  So all of the smart stuff, And so you have an awful lot of smart people running companies.
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  The question is, can they create value?
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  And value is created by the people who are on the front lines that are implementing the
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  strategy that are that are implementing the process.
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  And in order to really catalyze that, you have to have very strong relational influence.
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  And so what I do find is that leaders who who tend to struggle or who aren't reaching their
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  full potential often just have not developed their relational influence.
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  And so in coaching, that's a lot of what I end up working with.
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  And something you and I've talked about Roxanne is in the now almost 19 years of data I've had
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  on high performers.
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  One of the trends I've seen, and it's it's a very dominant trend.
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  In high performers is very, very high drive for self improvement, you know, looking at what I
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  need to do to improve.
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  And that's very important and you you certainly, and it's essential to have as a
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  leader.
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  But, also, what I've seen is very moderate to low self appreciation and, self acceptance.
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  And what that tends to translate into is a mindset that is very hypercritical.
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  Mhmm.
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  What's going wrong?
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  What do I need to change?
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  And that translates into your leadership style And so what I found is if you really want to
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  gain relational influence, one of the starting spot places is self appreciation.
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  And the hardest question that I ask high achievers is tell me something terrific about
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  yourself.
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  And there'll be a long pause.
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  And, you know, there's a sense of a lot of times while I'm being arrogant.
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  And, you know, you're certainly not.
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  You're just appreciating the qualities.
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  And if you can appreciate the qualities in yourself, then you can begin to appreciate the
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  qualities in other people.
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  And appreciation is such a an important cornerstone for relational influence.
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  And, you know, as we look today, with the the studies that are being done in Gallup has done
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  just a mammoth and groundbreaking study on engagement.
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  And the results are that that we don't have a high level of engagement in in corporate
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  America.
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  And one of the reasons is we really are not appreciating the people who are creating the
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  value.
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  And it makes sense because if you're not appreciating your self, it's not necessarily
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  top of mind to appreciate the people who are are creating the value.
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  You know, we'll focus on customers, and customers are very important to focus on, but
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  it's the people that create the value that really are the root cause to customer
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  satisfaction.
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  What a what an interesting concept, because as I listen to you, Logan, it's so we generally,
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  you're right.
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  We're always fun for facing with the customer and what the customer needs.
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  But what I hear you clearly saying is that if there's not that connection to yourself as, a
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  leader, then how are you feeding that through?
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  That's that's a different way of looking at it from appreciation from a macro level all the
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  way to the front line.
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  And generally, we're looking, our value based persons at the front line.
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  We're saying, what is it that they need so that they could be prepared, but not really looking
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  as high up as a as as a as the CEO.
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  I, I've had the benefit of working with, one of my clients for 15 years, and the CEO of that
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  company is amazing.
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  And he just gets value.
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  And they have extraordinarily low turnover, and they have virtually no, voluntary turnover in
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  that company.
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  And he really gets the, his commitment to the people and appreciating the the value and the
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  contribution that they give.
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  And at the same time, he's he's very confident in in in in in very accepting of himself.
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  And one of the things I think that's important about acceptance is, if you think about a high
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  achievers and you say, well, if I accept the fact that I'm not perfect, then, there's no
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  self acceptance.
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  And part of self acceptance is understanding that we're a work in progress.
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  And accepting where we're progressing that we've made gains.
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  I had the the I I like to use the metaphor of, Marshall Arts.
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  And Roxanne, as you may, I think most of your listeners know, you get belts in martial arts.
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  You know, you'll get a a white belt and a yellow belt and a brown belt and then a black
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  belt.
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  And I was coaching, a business leader a number of years ago who in, his his first experience
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  had been a navy seal, and he had some black belt that I'm sure if if I could pronounce it.
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  He'd have to kill me anyway, so I'll even try.
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  But but he had he had such a beautiful sense of self is so so strong on self acceptance and
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  self appreciation and just very, very strong as you can imagine on on self improvement.
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  And and achievement.
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  And, I I ask him, you know, when you got your your brown belt, how did you feel?
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  And he said, oh, well, I was exhilarated.
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  I had achieved what I had set out to achieve.
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  I had gained some new skills, and now I was positioned for the black belt.
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  And so in our last high achievers, you know, just imagine I'm giving you a brown belt, What
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  are you what are you thinking about?
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  And most of the high achievers say I'm thinking about what I have to do to get the black belt.
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  So there's that gap of not just pausing to recognize the gains.
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  Mhmm.
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  And if you take that and you translate that to a broader sense of of growing a company of
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  leading a company.
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  There's there's a some wonderful research on appreciative inquiry.
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  That suggesting that we we actually can increase our profitability by focusing on
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  what's going well and I think more balanced what's going well as well as as the challenges.
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  But we don't pause to think in terms of what's going well in the company right now.
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  And so when we are thinking about that, we're focused on problems we're not building as much
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  forward momentum.
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  And, I think as as we shift, and this has been my experience, when we can shift our
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  perspective and look at what's going well and why it's going well, we actually can achieve
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  more I've I've spent a lot of time over, several years helping build a company in the
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  insurance restoration space.
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  And one of the things that we wanted to do was increase our margins.
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  And the instinct of the the team that wanted to do that was, well, let's go and and find out
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  why what people aren't doing.
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  And I said, why don't we find out somebody?
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  Do we have any of these?
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  We have 19 offices.
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  Do we have 9 is there any office that's getting consistently the margins that we want?
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  Mhmm.
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  And there was one office.
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  I said, why don't we go and look and see what they're doing and try to replicate that in the
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  other offices?
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  You know, looking at the root cause of success rather than looking at the problems.
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  And, of course, we're gonna look at problems, and we wanna have a balanced view of it.
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  But developing that sense of, appreciating what's going well and why it's going well and
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  how we do more of it.
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  Can be, really catalytic in in increasing your your operating profit.
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  I like that word appreciates appreciated inquiry.
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  What a nice way to look at it, right, because I I see this two folds into some degree.
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  With these, a lot of high performers like you're right, they're driven and, you know,
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  they're constantly looking to excel.
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  But when they have to stop and reflect on themselves, they're looking at their whole
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  entity of what they bring to the
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  Yes.
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  To the corporate environments.
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  Is that
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  is that a struggle for them low log in to for them to lock outside of their role, in the
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  corporate environment to kind of build on themselves.
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  I don't know that it's as much a struggle as not having the model.
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  Okay.
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  You know, when you're you're when you're going through, I I just wrote a blog post and, it was
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  and it's, Weiner who is the head of of CEO of LinkedIn had a, a real shift in his
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  effectiveness.
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  And he talks about it in, the 2018 commencement address to the Wharton School of Business.
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  And it's a wonderful, wonderful commencement address.
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  And what he's sharing with them, and and if you think about the audience, These are people who
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  have just spent now years learning the smart stuff about how to grow a company, you know,
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  all what I call business mechanics.
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  And invested a lot of dollars in that.
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  And his message to them was that's all great.
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  But what really makes the difference is compassion.
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  And when he learned that, it trends formed his leadership effectiveness.
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  He's a very highly rated leader now.
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  But, a journalist once said that he I I'll paraphrase.
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  He wielded his his rapier intellect, or he wielded his intellect like a rapier, like a
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  sword.
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  You know?
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  And it's So we have smart people who have not necessarily understood the paradoxical nature
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  of leadership that you have to have the smart, but you also have to have relational influence.
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  And I think something you and I share is that really starts with how you relate to yourself.
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  Because you tend to relate to other people the same way that you relate to yourself.
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  And if you if you're if you're hypercritical of yourself, which is the tendency of a lot of of
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  of leaders and a lot of high performers, then it's natural that you want to treat other
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  people the same way that you're treating yourself.
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  That demand in quality and a more balanced approach actually creates better better
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  profitability.
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  In my experience.
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  So that's interesting.
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  So what when you coach these high performance, Logan, How is it that you, what strategies
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  might you suggest or have them expose themselves to be a bit more compassionate to
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  themselves?
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  Else?
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  Actually, I do what I call a 21 day challenge.
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  And, 21 days tends to get us into the the beginnings of forming a habit.
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  And, most people have a commute Roxanne So one of the things about a habit is you have to have
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  a trigger.
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  And if you think about teaching children to brush their teeth, you you use time as a
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  trigger.
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  You do it in the morning.
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  You do it in the evening.
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  And so I ask for a trigger.
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  I ask the, the person I'm coaching when you get in your car to go home.
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  Pause and think of 3 things that went well today.
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  Yeah.
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  And one quality that you can appreciate about yourself.
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  And I'll explain that one of the ways to access that quality is look at what went well and what
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  about your connection with that helped it go well?
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  That'll give you access to the quality.
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  And do that for 21 days, and they actually send me a text.
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  And I love getting the texts, but, It really does then begin to shift and balance how you're
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  looking at your day.
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  And I'll I'll tell you an amazing story.
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  I I like the story.
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  I got a call one day.
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  From the general manager of a construction company that I that I coach in Texas.
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  And, he said, Lumis, I have a bone to pick with you.
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  And I said, okay.
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  What's the bone?
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  And he goes, I had a horrible day yesterday.
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  Everything went wrong.
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  And I said, I'm sorry.
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  And he said, and then I got in my car.
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  And I couldn't help myself.
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  I had to find three things that went well.
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  And I said, did you do that?
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  And he said, yes.
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  And then I felt better.
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  And I didn't wanna feel better.
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  And I said, well, do you want me to come to Austin and and say, poor boo boo?
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  Because I'll do that.
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  And he said, no.
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  No.
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  No.
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  I this, I'm not done with you.
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  And I said, what?
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  And he goes, then I got home.
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  And my wife said, how was your day?
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  And I couldn't genuinely tell her that it was terrible because I had found things that went
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  well.
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  And I said, well, it had ups and downs.
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  I didn't even get sympathy at home.
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  And I said, okay.
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  I'll be on a plane to say poor boo boo for you.
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  What an amazing story.
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  Getting that getting that shift in your perspective.
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  It's what I what I think of as a more balanced perspective, you know, certainly he had
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  problems and certainly he was gonna work through the problems.
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  He's excellent at working through the problems, but amidst all of that is the kernels of of
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  something that's going well, and the more you focus on that, the more you can repeat it.
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  And the more energy you you build in a company, the more forward motion you build in a company.
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  What a gentle nice way to have it happen.
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  Right?
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  Because I think a lot of times when when people are in growth mode, they're constantly thinking
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  of tactics and strategies and problems, which is obviously their high level problem solvers
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  and strategic thinkers.
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  But in the sense of the story that you're telling me about this man, what it allowed him
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  to do recognize that he did achieve something by, the mere qualities that he used in that
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  day, it wasn't a failure.
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  It was just that maybe he didn't go certain things didn't go his way or his perception of
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  the way it should have gone, but what what actual skills did he use
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  that was helpful?
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  Exactly.
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  And where are the bright spots in the day, and it's not to diminish that you have challenges.
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  And high achievers are very good at handling the challenges.
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  But you actually, in my experience, and and the experience of the people that I've I've worked
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  with over the years, the more that you can develop that that sense of balance, the more
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  energized you get you get your workforce.
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  People don't want, you know, don't wanna work in a negative environment.
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  They wanna work in a positive environment.
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  Mhmm.
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  And, I had, when I was, leading the company, I said that I built in the natural gas industry
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  we we had, we've been in business for several months when the natural gas industry
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  fundamentally changed.
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  It commoditized, and a lot of people will will complain about commoditization in the industry.
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  But when something actually starts trading as a futures contract, it's totally commoditized.
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  And we were losing money faster than I thought was humanly possible.
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  And we had to change our strategy dramatically.
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  And if we were gonna survive and Our investors, our owners were engaged around the strategy.
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  They said, okay.
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  We'll invest in that strategy.
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  But the strategy and, you know, and I crafted the strategy.
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  But if you will, that's the cheap seat because it's the implementation of the strategy.
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  And one of the things that I learned in that was having people fully committed to an idea
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  going through something that was very challenging out of our comfort zone, knowing
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  the the risk, and I was very transparent about it because there was a very big risk of
• 23:42
  failure.
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  That we'd have to close the doors of this company.
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  And seeing these people engage and feel for removment and make commitment and turning that
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  around and we turn it around into a very, very profitable company, it was that that positive
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  energy, that commitment and the value that they felt from the the leaders of the company that,
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  that turned that around.
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  And that that's really been something that's been so catalytic for me in the way I thought
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  about how you grow a business.
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  If you can tap into that, it's tremendous.
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  And, you know, and just giving people on a day to day basis, the positives and acknowledging
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  them and acknowledging them not just for their not just recognizing them for a job well done,
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  which is which is terrific, and we all like that, but recognizing the qualities they're
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  bringing, the tenacity, the the commitment, the whatever you can see in them.
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  And one of the things that I I do Roxanne, to build that is I ask, my clients to do
• 24:50
  appreciation journals for their, their key reports.
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  Think about the things you value about that person and write it down so that you actually
• 25:02
  have brought them to mind and you can at the appropriate my point, Sherritt.
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  One of my clients did that on his his team.
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  He's the head of of sales for a a company.
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  And it's a it's an interesting kind of sales.
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  They they kind of have an operational quality about them and, the salespeople, but, I came
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  back and I said, so what did you discover from your journals?
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  And he said that with several of my people, I have a transactional relationship.
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  And I went, wow.
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  Because, yep, just let's get it done.
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  I have I had no sense of who they were or how they contributed.
• 25:45
  And as he shifted that, what very interesting is, and and and there are a lot of reasons for
• 25:52
  this, but I think his shift in leadership has been a has has been a contributing factor, and
• 25:57
  he would say that as well.
• 25:58
  But they doubled their their profitability last year.
• 26:03
  And, you know, and so part of that is leadership.
• 26:06
  Part of it is obviously strategy.
• 26:07
  Part of it is is the market.
• 26:10
  But, he does say he doesn't think that they would have achieved as much without his shift
• 26:16
  and leadership, and he no longer is a transactional leader.
• 26:23
  And what's been very interesting is the CEO of that company has now gotten curious about the
• 26:30
  change.
• 26:30
  He's seen the change in him and has has gotten curious about appreciation and what that can do
• 26:37
  for the, the operating profit of a company.
• 26:42
  And you go back again to that that element of you know, you know, like, I talk a lot about
• 26:47
  authenticity, but really it's about connection.
• 26:49
  Right?
• 26:50
  So if you're Yeah.
• 26:51
  I think it performance evaluations, right, And if you put the the appreciation log as part of
• 26:59
  an appreciate, maybe maybe that's something that's done.
• 27:02
  I'm not sure.
• 27:04
  What a different perspective, that would completely shift you from transactional to
• 27:10
  relational.
• 27:11
  Because then I'm, you know, you know, everybody has that, you know, that kind of anxiety behind
• 27:18
  a performance evaluation in corporate.
• 27:20
  Right?
• 27:22
  But with these appreciation of logs, if in some way that could be, introduced or used, as a
• 27:31
  tool.
• 27:33
  What a gift that would be to someone that is getting that yearly.
• 27:38
  It's it's a huge gift.
• 27:39
  And one of the things that, I really encourage leaders to do is to have, drumbeat meetings
• 27:49
  with their employees, the people they lead, their their direct reports, and to have it with
• 27:58
  the level of frequency.
• 27:59
  And a lot of people will say, well, I talk to them all the time, and it's it's different
• 28:03
  because you were talking about connection.
• 28:05
  Mhmm.
• 28:05
  It's having that individual one on one connection.
• 28:09
  And when you're structuring those meetings, it's about your the the report, not about you.
• 28:15
  Mhmm.
• 28:15
  And it's about your employee, not about you.
• 28:18
  And it's really terrific when you start and say, okay.
• 28:23
  And ask them, what do you think is going well?
• 28:26
  Why do you think that's going well?
• 28:28
  And because the tendency is to start talking about problems we have to fix.
• 28:32
  Right.
• 28:32
  And to have those those drumbeat meetings is, is just tremendous.
• 28:38
  And so getting getting and just imagine if if You have a scheduled meeting with your leader,
• 28:49
  and he honors that or she honors that.
• 28:53
  That it's a commitment on their calendar to to spend 30 minutes with you to check-in to see
• 28:59
  what's going well.
• 29:00
  And are there areas that you need support and are there areas that we need to improve rather
• 29:04
  than just going over your tasks and how you're doing?
• 29:07
  It's a very different way of of of engaging around performance, and it makes the the year
• 29:14
  end review.
• 29:17
  A very different experience.
• 29:19
  And, you know, it it's, I, I like I'm I'm kind of a geek on looking at old models of
• 29:27
  leadership.
• 29:28
  And, one of the the ancient models of leadership is shepherding.
• 29:34
  And so there's an interesting when you start looking at what shepherds do, and I don't know
• 29:40
  about you, but I don't know any shepherds personally.
• 29:42
  So I got kinda curious about, you know, what is what is this thing with shepherding?
• 29:47
  And, there's a there was a really interesting, article about BASC shepherds because they they
• 29:55
  shepherd in the way that the ancients shepherded.
• 29:58
  And, one of the things that we're saying is that sheep want to be engaged with the The
• 30:06
  shepherd, on a daily basis individually, they'll each come up to the shepherd
• 30:10
  individually on a daily basis.
• 30:12
  And the shepherd will spend a little time with him in this flock.
• 30:15
  And, and I thought that was really lovely and not not certainly talking about people who are
• 30:21
  are building a company as sheep, but just talking about that, that natural instinct that
• 30:27
  we have to wanna be connected individually and in a positive way.
• 30:32
  Mhmm.
• 30:32
  Not just talking about transactional stuff, but talking about, you know, what's going well and
• 30:37
  having that touch And I've really seen it have tremendous impact when people do schedule that
• 30:45
  touch individually with the people who they're leading.
• 30:49
  And such a nice, warm touch because then you're appreciated for who you are.
• 30:54
  Yes.
• 30:55
  What resources you bring what you're very good at.
• 30:59
  And then, you know, it's it's kinda like, you go to the 3 to 1 rule kind of thing.
• 31:04
  Positive positive positive positive.
• 31:06
  Then let's talk about what we need to focus on in reference to problem solving.
• 31:10
  And generally, most meetings, you know, in in a lot of corporate settings, they they might go
• 31:16
  to first like you, what's not going well, what what problem do we have, and what's in our way.
• 31:20
  So it's a complete different mindset shift around appreciation first.
• 31:24
  And I like that whole element, of connection first, and it's not like you have to know A
• 31:32
  breath of things about people, but just to know that people need to know that you care.
• 31:36
  That's it.
• 31:38
  And if you want if if you look at particularly where we are today in in an an environment of
• 31:46
  full employment, It's very, very hard to find people today and particularly people who are
• 31:55
  are talented.
• 31:56
  And so One of the metrics that, I really think is is critical for a leader is what is the
• 32:04
  level of your voluntary turnover?
• 32:07
  And it's because that's going to ultimately drive your EBITDA, your operating profit.
• 32:14
  You know, so the cost of replacing an employee who is a productive employee is is significant.
• 32:20
  Mhmm.
• 32:21
  And, I had a a client I work with as, just an amazing young man.
• 32:29
  And, who is in high demand?
• 32:31
  And, I do some coaching with him.
• 32:33
  And he, he got a job offer, and it was a terrific offer.
• 32:40
  And he said yes.
• 32:42
  And he came back in to tell my client, that he was gonna change and, ultimately decided to
• 32:51
  rescind his his acceptance of that offer.
• 32:53
  I said, what made the difference in your conversation?
• 32:57
  He said, well, you know, as I was talking with him, I realized they genuinely appreciate me
• 33:03
  here.
• 33:06
  Not just for what I do, but for who I am.
• 33:08
  And the money was better in the other place, but I just think I wanna work here.
• 33:16
  And I think that that probably happens a lot more than we realize, and it wasn't because
• 33:22
  suddenly, they're coming in and saying we value you.
• 33:24
  It was because they had consistently related to him in a way that he knew that they appreciated
• 33:28
  him.
• 33:30
  And if we wanna have an engaged loyal workforce, it starts with how we treat people,
• 33:38
  how we connect with them, and you know, if they had had to use the the concept we were talking
• 33:43
  about earlier, a transactional relationship with him, he would have gone and and concluded
• 33:50
  that transactional relationship and gone for the the different job, but he didn't have a
• 33:55
  transactional relationship.
• 33:59
  Any commitment to that company?
• 34:01
  It really has to be an open leader, let's say someone that's kinda stuck, like you said, in
• 34:07
  the old archaic models of, transactional kind of, approach to business, and they've never, or
• 34:17
  perceive it as a step down to then become relational That's sometimes tough for people
• 34:23
  that have done it a certain way.
• 34:25
  What kind of things do you do with a leader like that that really kind of doesn't recognize
• 34:30
  the importance of actually, destratifying, you know, the levels of connection versus the top
• 34:40
  down top down kind of impact.
• 34:42
  What kind of things would you do with someone like that?
• 34:44
  That maybe struggling to see the impact, of relational connection.
• 34:52
  One of the things that that I think, helps me in that regard is my business experience.
• 35:00
  I just relate it to the bottom line.
• 35:03
  Mhmm.
• 35:04
  And if what your goal is as a leader is to generate profit, then let's talk about the root
• 35:10
  cause of profit.
• 35:12
  And, you know, and that's why I said, you know, one of the metrics is one of the drivers is
• 35:17
  voluntary turnover.
• 35:19
  Mhmm.
• 35:19
  If you have people leaving you, you will it's gonna hurt your your profit.
• 35:24
  First of all, that's expensive, but also it's gonna impact customer relationships.
• 35:29
  It impacts everything.
• 35:30
  So so it's really looking at the the hard side of the soft skills and and understanding that
• 35:40
  you may you may have a great strategy.
• 35:43
  Can you implement it?
• 35:44
  Well, you can't implement it because you've gotta have people to implement it.
• 35:48
  So it's really about the that relationship.
• 35:51
  And, if you want people to give people will will give you what you're paying for, what you
• 35:59
  really want is that scretionary energy, that commitment Mhmm.
• 36:03
  From somebody to go above and beyond to have the and that's where you really start.
• 36:09
  Accelerating your your profitability.
• 36:13
  Is it just Go ahead.
• 36:15
  It's interesting that you say that.
• 36:17
  Right?
• 36:17
  Like, it's it's it's sometimes so simple, to apply these concepts, but it it's not easy
• 36:25
  sometimes if to have someone make that shift.
• 36:28
  And I I think that's that's beautifully stated.
• 36:31
  It's it's simple, but not easy.
• 36:33
  Mhmm.
• 36:34
  And a lot of times, we just don't have a model for it.
• 36:37
  No one's ever really connected the dots to say it's how you treat people.
• 36:41
  There's as you look at the, the best companies to work for, the fortune does that annually.
• 36:48
  And what you'll see is that they have really stellar profit.
• 36:53
  And so it's not just, oh, this is a great place to work, but it there's a direct correlation
• 36:57
  between it's a great place to work and your profitability.
• 37:01
  You know, when you think in terms of it's a great place to work, I love working here.
• 37:06
  How do those people relate to your customers?
• 37:09
  It's a very different it's a very different level of commitment because they feel very
• 37:15
  strongly about what they're doing and the value of what they're doing.
• 37:20
  And that that that's infectious.
• 37:24
  Absolutely.
• 37:24
  From the receptionist at the, you know, which is the first contact all the way out to the
• 37:30
  person, you know, that's, you know, cleaning the environment.
• 37:34
  If if it's it becomes infectious because you can feel it.
• 37:38
  Like, when I was in corporate consulting for 15 years, Logan, I would say that I would walk in
• 37:43
  and, generally, I could tell you the pulse of the type of environment I was entering by my
• 37:48
  interaction with the the frontline receptionist.
• 37:53
  I I have had the same experience.
• 37:55
  You you there's an energy or a lack of energy in a company.
• 37:59
  You can feel it.
• 38:00
  Right.
• 38:00
  And customers can feel it.
• 38:02
  Mhmm.
• 38:04
  So I would sit there and chit chat while I was waiting for my, you know, my tact to come out
• 38:09
  and I would get a pulse by the time let's say it was a new customer or if it was a returning
• 38:14
  customer, I would generally kinda find out just by sitting there, what was going on, new
• 38:18
  customer, I can kind of tell what what the energy was gonna be.
• 38:22
  And generally, that would translate out into the, the health and wellness concerns that we
• 38:28
  would trend up quarterly.
• 38:30
  So we would find out, you know, kind of, of course, there's external ex internal external
• 38:34
  pressures of the actual sector but my role was to, when individuals came forward, they would
• 38:41
  seek psychological services.
• 38:43
  That's would keep them away from work.
• 38:46
  And it it it it's interesting because I would I would be able to kind of tell, kind of where
• 38:51
  the areas would be higher based on kind of, some of the the interactions I would have, not
• 38:57
  just with the front line, but also with my contact with the different boards and the
• 39:00
  environment and and those types of things.
• 39:03
  Yeah.
• 39:03
  I've had the same experience.
• 39:04
  I mean, you feel the energy of the company.
• 39:06
  Mhmm.
• 39:07
  And in talking with people, they're And you know when they're energized, and this is a
• 39:12
  great company, and we are thrilled to have you here.
• 39:14
  Or, yes, please.
• 39:15
  You'll have your meeting.
• 39:16
  Here comes Mister Jones or miss stuff.
• 39:18
  And Right.
• 39:19
  You go, okay.
• 39:20
  Fine.
• 39:20
  Thank you so much.
• 39:21
  This is gonna be fun.
• 39:22
  And it goes back to what we were talking about with Joy.
• 39:24
  You know, it's do you have that kind of engaged p culture where people are are having fun and
• 39:32
  not just fun in the sense of we're having party, but, you know, they're enjoying their
• 39:35
  work.
• 39:36
  They're enjoying how they're treated.
• 39:37
  They're fully engaged.
• 39:38
  They're giving you discretionary energy.
• 39:40
  And what that then means is that they're out talking to their friends, and those are the
• 39:45
  people who wanna come work for you.
• 39:47
  Mhmm.
• 39:48
  So that's one of the the if if you if you wanna recruit a great workforce, have a great
• 39:53
  workforce.
• 39:54
  Mhmm.
• 39:54
  And so those are some of the things that business school doesn't teach you But it's what
• 40:02
  ultimately you have to do to to build the most vibrant culture that's gonna drive the highest,
• 40:08
  even though the highest operating profit.
• 40:10
  So, there's a there's a strong point.
• 40:13
  Thanks for tuning in to living with Roxanne, creating the space for positive healthy chain.
• 40:20
  Roxanne is a keynote speaker, psychotherapist, and coach.
• 40:24
  To work with Roxanne, visit rocksandurhaj.com/blueprint.
• 40:30
  We'll see you next time.
• 40:32
  On authentic living with Roxanne.
• 40:37
  Well, it
• 40:38
  sounds like something I would I I'm I'm gonna also tune into So, Logan, this is, this has
• 40:43
  given me a lot of, perspective, just in and kind of thinking about how I think about,
• 40:52
  connection and authenticity and how that translates into well-being.
• 40:56
  Because clearly what you're saying is, leaders come forward because they have scale and they
• 41:03
  have capacity.
• 41:04
  But the the leaders that really excel, like, people like Weiner, like, you're talking about
• 41:09
  are the people that recognize that appreciation It's the smallest forms are the best ROI that
• 41:18
  you can actually do in a company.
• 41:20
  That's been my experience.
• 41:22
  I mean, you clearly have to have all of the the business mechanics in place.
• 41:26
  Sure.
• 41:27
  And you have to have the smart stuff.
• 41:29
  But, being smart is just not enough.
• 41:35
  In this blog post that I just mentioned that I wrote, I quote 1 of my my grandfather in law's
• 41:42
  statements.
• 41:43
  He was an amazing man.
• 41:46
  One of the most amazing people I've ever met.
• 41:48
  And I I had the the blessing of having lunch with him once a week, for about a decade when
• 41:59
  we, during the period, actually, I was practicing law.
• 42:02
  And I didn't realize I was getting a lot of what was gonna help me in business from those
• 42:06
  conversations, but one of his his sayings that, he just repeated so often it became indelibly
• 42:13
  printed in my memory was to put down everything he knew, a 1000 books it took, and still he
• 42:18
  didn't know enough to fill a pocket book.
• 42:22
  And, you know, it's it's it's the relational influence that ultimately you can be very
• 42:28
  smart.
• 42:28
  You can do all the right things, but if you don't have the ability to to make the
• 42:34
  connection with the people that create the value that interface with your customers,
• 42:39
  you're not going to achieve your full profit potential.
• 42:44
  Well well well said.
• 42:46
  So, Lauren, this has been, an amazing experience.
• 42:49
  I knew we would have a a good talk like we normally do with this limited time that we've
• 42:54
  spent together.
• 42:55
  So I'm wondering, if you have any last words before I let you go and if there's, a way that
• 43:01
  companies or leaders can get a hold of you, should they want to to reach out and learn a
• 43:06
  little bit more about your services?
• 43:10
  You can, you can go to my website.
• 43:13
  Loganloomis.com, l o g a n l o o m I s dot com, and my contact information's on there.
• 43:20
  You can see the programs, the books I have.
• 43:22
  We've got of books that I've written, and, my blog is there.
• 43:26
  And, you can see kind of where my passion is.
• 43:30
  And, also, the access to the the assessment.
• 43:34
  So I encourage anybody who wants to talk to reach out to me.
• 43:38
  My contact information is at loganlimus.com.
• 43:42
  Well, thank you again.
• 43:43
  And for everyone that tuned in, It's something as simple as appreciation to to Logan's point.
• 43:51
  Yes.
• 43:51
  You have to have the business and the strategists in place and the and the smarts,
• 43:56
  but the smarts without appreciation for your front line that really is your value, it's a
• 44:03
  missed opportunity to be able to, enhance your bottom line.
• 44:07
  So thanks again, everyone, and thanks again, Logan, for calling in.
• 44:11
  And, look look forward to connecting with everyone again next week.
• 44:16
  Roxanne, it's it's always a pleasure to talk with you.
• 44:19
  Thank you so much.
• 44:20
  Thank you.
• 44:24
  Thanks for tuning in to authentic living with Roxanne, creating the space for positive,
• 44:29
  healthy change.
• 44:30
  Roxanne is a keynote speaker, psychotherapist, and coach to work with Roxanne, visit
• 44:37
  roxannederhaj.com/blueprint.
• 44:41
  We'll see you next time.
• 44:42
  An authentic living with Roxanne.