Latest / Military Broadcast Radio | MBR Talk / Hot Takes with the Murphman Episode # 44 Conquering Imposter Syndrome (Part 2) – Owning Your Success In Your Career

Transcript

Hot Takes with the Murphman Episode # 44 Conquering Imposter Syndrome (Part 2) – Owning Your Success In Your Career · Military Broadcast Radio | MBR Talk

• 1:07
  Last week, we broke open the internal battlefield of imposter
• 1:11
  syndrome. How to stop feeling like an
• 1:13
  unqualified fraud and recognize that you are simply navigating a
• 1:17
  steep learning curve. But in Part 2, we are stepping
• 1:21
  out of our own heads and stepping straight onto the
• 1:24
  corporate floor. We are talking about corporate
• 1:27
  visibility as absolute job security.
• 1:30
  The bottom line is cold and simple.
• 1:32
  If your manager does not remember your wins, it is your
• 1:35
  failure. It is your failure.
• 1:40
  What do you think about that, Connor?
• 1:41
  Last week we talked about how we felt as if we're an imposter
• 1:45
  because we're a fraud, because we don't know what we're doing.
• 1:48
  But you're learning, you're new. But now the part that I talked
• 1:51
  about is the corporate floor. How does your boss know what
• 1:55
  you're up to? How do you know?
• 1:58
  How do they know what you've done?
• 1:59
  And if they don't know you've done something wrong because you
• 2:02
  haven't showed them. So that's what we're going to be
• 2:04
  talking about today, you know, but that that's going to be our.
• 2:08
  So that's why it's not the same episode.
• 2:10
  It's different. It's going to be different
• 2:11
  focus. So I want anyone.
• 2:12
  I had to do that at the very beginning.
• 2:14
  Make sure people realize that. And also I want to remind you
• 2:17
  that, you know, it's you're welcome to hot takes with the
• 2:21
  Murph man. I didn't even say that, you
• 2:22
  know, Co host Connor here. Hello.
• 2:26
  He's here physically, not mentally.
• 2:29
  He had a long night last night. But I do want to remind you that
• 2:33
  our opinions and our comments are ours and ours alone.
• 2:36
  We don't represent anybody. And sometimes we we do get into
• 2:41
  deep conversations and adult language might slip out.
• 2:43
  So I just want to apologize about that ahead of time.
• 2:47
  All right, so. But before I Sorry, did you hear
• 2:54
  me? No.
• 2:55
  OK, good. And I don't know, something
• 2:57
  happened. I didn't fart.
• 3:00
  I burped. I just want to say because.
• 3:01
  Yeah. Anyway, before I begin, I have a
• 3:05
  service announcement I need to make on Friday.
• 3:09
  No, I'm sorry. On Thursday night, I was at an
• 3:12
  event. I was about to go to work.
• 3:14
  I updated my computer because I had like 45 minutes and I said,
• 3:19
  oh, I'll update it, right? The BIOS updated and I got
• 3:26
  locked out because I needed my BitLocker recovery key.
• 3:30
  And before that night, had you ever heard of that Connor?
• 3:35
  Yeah, but not when you just reset or when you update your
• 3:40
  computer. Well, I know there's a recovery
• 3:42
  key. I didn't, but I saw BitLocker.
• 3:45
  I'm like Bitcoin is this crypto like what is this I for someone
• 3:51
  who's been around since computer started yes, I peddled so you.
• 3:55
  Didn't know what BitLocker. Was right.
• 3:58
  I never heard of that term in my life.
• 4:00
  So then it says you need your recovery code.
• 4:03
  OK, go to your Microsoft account.
• 4:05
  And I was thinking, OK, what if I didn't have a phone or my
• 4:09
  tablet or anything with me? I wouldn't have been able to get
• 4:13
  my recovery code, right. Yeah, well, I luckily I did have
• 4:17
  my, my phone with me and I went into my Microsoft account.
• 4:20
  Well, I have different Microsoft accounts.
• 4:23
  I have one that I've created years ago when I, when I first
• 4:26
  started with Microsoft, right. And then I have my Community
• 4:32
  College account because I need that one for my Microsoft
• 4:34
  Office. And then I have my own, a
• 4:37
  different account that I made when I started this process,
• 4:41
  right. And then I, I made another
• 4:43
  account for my new business that we just started.
• 4:47
  Well, on my Microsoft accounts, all of them, you know how you
• 4:51
  save the passwords? All of them were there except my
• 4:54
  new one. And when I tried logging that
• 4:56
  in, I couldn't do it. And then I went to, I bothered
• 5:00
  him. I asked him to go online, tell
• 5:02
  me what he was doing. We went online.
• 5:05
  He looked at my recovery key, couldn't find it.
• 5:09
  I mean, it was. It was.
• 5:10
  I found it, it just wasn't the one you were looking for.
• 5:12
  Yeah, and I was like, where else am I logged in, tested my work
• 5:18
  tablet, and I said OK, let me go see what's up with that.
• 5:21
  I went in there and my cover was there and I typed it in and
• 5:25
  tada, right. So guess what I've done since
• 5:28
  then to remedy this. I've gone and taking screenshots
• 5:32
  of all my recovery keys and put them into my quote UN quote
• 5:37
  private folder online, you know, and I also put it on my phone
• 5:44
  and I put it in three or four different places because you
• 5:46
  never know what you're going to have access to, right?
• 5:49
  But service reminders, if you have a computer, go into your
• 5:56
  recovery key, just type in Microsoft recovery key.
• 6:00
  It it gives you a little link there you go to it and it there
• 6:04
  it shows you your recovery keys. And if you have different
• 6:07
  devices that it's all connected on, it's all there.
• 6:09
  It's really, it's really interesting now that I know how
• 6:11
  it's done. But I thought that was just
• 6:13
  pretty cool. But I was really, really
• 6:16
  flustered Thursday night because it took me about, out of the 45
• 6:20
  minutes I had, it took me about 40 minutes to update it and then
• 6:22
  try to unlock it. Dang, when I got started right
• 6:25
  on time. That's nice.
• 6:27
  That's. Cool, it is.
• 6:31
  And then of course we did our trivia night.
• 6:34
  First night trivia went OK, could have been a little better.
• 6:39
  I had the program on my laptop, and I tried controlling it from
• 6:41
  my tablet, and I could, but then I couldn't.
• 6:48
  It was really weird. Like, it would work, and then it
• 6:50
  stopped working. It would like, in between
• 6:53
  rounds, I'd start one round, We're ready to go.
• 6:55
  Yeah, All right. Start it.
• 6:57
  And then another screen would pop up, and you're like, what?
• 6:59
  And I, because I'm learning the system.
• 7:02
  Kennedy is my niece and all her friends.
• 7:05
  Thank you for being so patient with me, you guys.
• 7:07
  I really appreciated that it didn't go as I'd planned.
• 7:12
  And it it, it just. Yeah.
• 7:14
  But I'll tell you what I have learned and I will make the
• 7:17
  adaptations that I need. And going back to our episode
• 7:22
  for today, imposter syndrome, I was there and I'm looking at
• 7:26
  everybody doing the trivia. And I'm like you, I in my head,
• 7:31
  you probably think I'm an idiot. You probably think I don't know
• 7:34
  what I'm doing. At the end of the show, I
• 7:36
  actually talked, sat down and talked to them and asked for
• 7:37
  feedback. I said, I promise you guys, I
• 7:41
  know what I'm doing and I can be funny.
• 7:43
  And one of the girls goes, oh, we know you can be because we
• 7:46
  used to go to red with her. I know that.
• 7:48
  But I'm saying I just, I feel so bad because it just wasn't my
• 7:51
  night. And it happens.
• 7:53
  You know, that reminds me of one of the years ago.
• 7:57
  Billy Washington is is comedian and he was in town and he went
• 8:01
  to a show and I went up to him after the show and I bought his
• 8:04
  CD and he goes, hey, thanks for buying my CD.
• 8:07
  Most people are like, well, I already heard your material.
• 8:09
  How much of your material is on this?
• 8:11
  Because it's pretty much the same show, but you want to hear
• 8:13
  it again. That's why people buy it.
• 8:15
  And back in those days, we could burn our own CDs.
• 8:18
  So you would make it and you would make a paper copy and you
• 8:21
  would have a picture of yourself on your CD and you could do
• 8:23
  that, right? And then you had going off
• 8:28
  quick, real quick. You had laser engraving onto the
• 8:32
  DVD so you could actually have it engraved.
• 8:36
  Wow. All right.
• 8:39
  Anyway, so he had his CD and I told him, I said, hey, I'm
• 8:43
  buying your CD. He goes, oh, great.
• 8:45
  Don't you want to know, like, what materials are there?
• 8:46
  I said probably your show that you normally do week in, week
• 8:49
  out. He goes, yeah, well, thanks for
• 8:52
  buying that. And I said, I'm not buying it
• 8:54
  because you bombed today and you made a recovery that I was very
• 9:02
  impressed with. And he looked at me.
• 9:05
  He goes maybe about 5% of my normal routine is what you heard
• 9:12
  today. It was not hitting here, he
• 9:16
  says. I've done shows.
• 9:17
  It was like a Saturday night. I've done Thursday, I've done
• 9:19
  Friday no problem. Today it was like I'll screw
• 9:22
  you. And and that's the thing, you
• 9:26
  know, you have to have the skills to have the job.
• 9:29
  But in that moment of doubt, right, you're going to be like,
• 9:35
  oh man, am I, should I be doing this?
• 9:39
  And I still have ACD and going back to comedians.
• 9:43
  My birthday, July 31st, that weekend, Chinaman's going to be
• 9:47
  in town and he's Chinaman. And when I met him at Comic Con,
• 9:54
  I not met him when I well, I guess I met him, but I've known
• 9:56
  him. But when I saw him again at
• 9:57
  Comic Con, like, yo, Chinaman, what's up?
• 10:00
  And he's like, Hey, you must be one of my older fans.
• 10:05
  And they didn't mean like age. He meant like long time ago.
• 10:08
  I'm like, bro, I've been your fans since you come out.
• 10:10
  I said, I, you do voices on Dragon Ball Z and I, you know,
• 10:14
  you have the what the kid walk is this thing.
• 10:16
  And you know, very, very inappropriate cancel culture
• 10:20
  stuff today. So when I said a China man, he
• 10:25
  goes, you must be one of my old fans because you actually call
• 10:27
  me China man. You don't go a China man.
• 10:32
  You're call me a China man. That's it.
• 10:34
  Yeah. Kid Walk.
• 10:37
  That was his thing, you know? Kid Rock.
• 10:40
  Yeah. I can smell what the wok is.
• 10:41
  Cooking. Yeah.
• 10:43
  Hobbies. Yeah.
• 10:45
  And yeah. So we're going to see him.
• 10:48
  We're going to go probably hang out with him that weekend.
• 10:50
  I can't. I can't wait.
• 10:52
  Yeah. Dude, for one, this is the first
• 10:57
  time actually going to a real professional comedy show, right?
• 11:01
  I guess, yeah, because. OK, We went to Vegas and you saw
• 11:06
  their shows and there was some comedy, but it was mostly
• 11:08
  magician stuff, right? That was then.
• 11:11
  Some of the stuff was funny, but you didn't see a comedy show,
• 11:15
  someone up there on stage doing comedy.
• 11:17
  What I've done I mean. I know what you mean by comedy
• 11:19
  show. But you haven't seen one, so
• 11:22
  more just on Netflix. Well, yeah, take time in persons
• 11:26
  different, OK. Then and especially if.
• 11:28
  We're going to be in the VIB booth, VIP booth and I don't
• 11:32
  know. I was going also.
• 11:35
  I didn't know I. Told you I wanted to spend my
• 11:37
  birthday with you. That's all I asked for from you
• 11:39
  and I'm not giving a present. Well, I don't know but.
• 11:44
  OK, you know, I don't know what it is with today's youth.
• 11:48
  They just don't listen like yesterday about the printer.
• 11:53
  You made it seems like something different.
• 11:56
  And then when I told you the story, you're like, oh, yeah,
• 11:59
  oh, yeah. Oh yeah.
• 11:59
  You just didn't realize what I was talking about.
• 12:01
  Like you remembered the details but you didn't put the whole
• 12:04
  story together. Yeah, that was the.
• 12:07
  Whole thing this week I gave new printers.
• 12:10
  I bought 2 new printers. Good printers, too fairly.
• 12:14
  Good printers. Hold on.
• 12:19
  I'm sorry. I should have waited for a break
• 12:22
  to to to my eyes. It's, I have anemia and I when
• 12:28
  you have anemia, one of the symptoms that you can be aware
• 12:31
  of is if you chew ice or if you have craving for ice.
• 12:35
  And that is something that you can go get checked for if you
• 12:40
  have anemia and been craving a lot of ice and I've been craving
• 12:43
  a lot of ice. I'm already in the process
• 12:45
  getting checked and my iron's getting better, but whatever.
• 12:51
  I bought his printer and I was looking for a black and white
• 12:55
  laser printer. I found 1 and I, you know, I
• 12:57
  used Gemini to go ask it questions, bounced it off ideas
• 13:00
  and I said, hey, what do you think of this computer, this
• 13:03
  printer? And it says, oh, that's a high
• 13:05
  capacity corporate printer, like 50,000 pages a month.
• 13:11
  I don't need that kind of point out something.
• 13:14
  The tray at the bottom because the very tall printer you like
• 13:18
  that tray at the bottom. What is that?
• 13:20
  I said that's the paper tray and holds 650 pages.
• 13:24
  A ream the regular sets of paper or 100.
• 13:27
  Wow I'm sorry 500 I just bought 5 reams of paper.
• 13:34
  That big box that you see on the floor is five reams of paper and
• 13:39
  it can fit inside of this printer and still have room for
• 13:42
  1 1/2 more. Dang, that's the So when it's a
• 13:45
  corporate printer it means like corporate like 50,000 pages a
• 13:51
  month. I'm printing 10 at a time, you
• 14:00
  know what I mean, 10. 1000 No, no, no.
• 14:02
  Just 1010 hundreds maybe no. And anyway, the reason I'm
• 14:07
  telling you this is because I bought it for 123 bucks when I
• 14:12
  went on to Gemini, I said, hey, you know, I, I could take a
• 14:14
  screenshot. What do you think of this?
• 14:15
  It gives me the review tells me everything about the computer
• 14:17
  and it says, and right now it's $123 off.
• 14:21
  So that's a pretty good deal. And I like, I'm have a
• 14:24
  conversation with Gemini. I know, I know they're not real.
• 14:26
  I know they, they, the AIS are not real, but I talk about them
• 14:31
  as if they are. I asked Gemini.
• 14:34
  I said, I mean, I told Gemini, read the picture again.
• 14:38
  It is not 123 off. It's 449 off and it's for sale
• 14:42
  for 123. And Gemini says, I love this.
• 14:47
  Gemini says that's a typo. You might want to get it before
• 14:50
  someone changes it. So go to Office Depot, type in
• 14:55
  the Canon printer, black and white 123 bucks right now.
• 14:57
  You can't, you can't. I'm telling you right now, if
• 15:00
  you're looking for a laser printer, you can't beat it.
• 15:02
  And it comes with a full ink cartridge so that that it's not
• 15:08
  a starter cartridge because like I'm like the other laser printer
• 15:11
  about the color one, I already used the color because I did
• 15:14
  full color prints, which I need to fix for next.
• 15:17
  I've learned a lesson you louder and from your experiences, but
• 15:22
  this one comes with a folding cartridge that can print 5000
• 15:25
  black and white papers on average and the give me the the
• 15:32
  script a regular page of script right just a regular page 5000
• 15:38
  of them right now I printed. About like 7.
• 15:44
  Or five 10 cuz front them back. No, Yeah, So 10 a week on
• 15:54
  script, you know, maybe another 50 during the week.
• 16:00
  And I have ink forever. And what's funny, what's funny
• 16:09
  is the printer I bought, the cartridge is $165 for ink toner.
• 16:17
  It actually in laser printers and that toner cartridge is more
• 16:23
  expensive than the printer itself.
• 16:24
  It'd be cheaper to go buy a new printer if they sell it for $123
• 16:29
  next time. Isn't that crazy?
• 16:31
  A. Little bit, yeah, Yeah.
• 16:33
  Right. Like the the toner is actually
• 16:35
  more expensive than the actual printer that I paid for.
• 16:40
  Now if I had paid $550 for the printer, then I can see that,
• 16:43
  right? But the fact that it'd be
• 16:45
  cheaper right now to buy a new printer then buy a cartridge,
• 16:51
  what's even more funny about that is imagine all the people
• 16:53
  who already own one of these that are buying printer
• 16:55
  cartridges right now. And they probably have had this
• 16:58
  printer for, I don't know, five years.
• 17:00
  They can actually just go buy a new one and it'd be cheaper than
• 17:04
  the cartridge. I just think it's little things
• 17:06
  like that are just funny. Yeah.
• 17:10
  But I'll tell you what. I think it's time that we ignite
• 17:16
  the fuse on today's show. What do you think, Connor?
• 17:18
  I think. So too, all right.
• 17:20
  So after 17 minutes of bullshit, here's a show stop.
• 17:33
  Hiding in the shadows of silent competence, it is actively
• 17:38
  hurting your promotion trajectory.
• 17:40
  Last week, we unpacked the internal psychological
• 17:43
  frameworks of self doubt. Today, we are weaponizing the
• 17:47
  definitive corporate playbook on internalizing your true worth
• 17:51
  and forcing your organization to witness your visible impact.
• 17:55
  The fuse is lit. Murph, man, take the mic.
• 18:00
  Where should I take it exactly? You guys?
• 18:06
  Last week we talked about the internal psychological stressors
• 18:10
  that we had and whatnot. And this week I want to talk
• 18:13
  about the corporate strategies, the playbook on how to get them
• 18:17
  to notice you and have them witness and be a visible impact.
• 18:24
  Because that's what you want to do, right?
• 18:25
  You want to be able to go to work and, and have people say,
• 18:28
  yeah, he knows what he's doing, right?
• 18:31
  Yes, last night I went to an event.
• 18:35
  I'm I'm trying to get a job as a host, an MC of events.
• 18:39
  That's part of my business that I'm starting.
• 18:41
  And I think it's funny because as we as we are, I'm introducing
• 18:50
  myself to people. I was at a event last night and
• 18:53
  the guy goes, do you speak Spanish?
• 18:56
  And I said, yes, I speak Spanish.
• 18:57
  She goes because, you know, most of our, our shows are done in
• 19:01
  Spanish. And I said, yeah, I, I know
• 19:03
  that. And I, I said, I know I don't
• 19:07
  look it, but I speak Spanish fluently.
• 19:10
  And he was just looking at me like really?
• 19:14
  And he didn't test me, but I spoke Spanish and I said, see, I
• 19:19
  can speak it. And I said I rehearsed that,
• 19:21
  that do good, which obviously I would just be funny.
• 19:25
  And the whole point about being a host or an MC of an event is
• 19:28
  to be able to carry that crowd. And it's not easy.
• 19:33
  It's not easy. And doing doing a comedy for
• 19:36
  years, I haven't done it in years, but I used to do it for
• 19:41
  years. If the crowd was good, I was
• 19:45
  good. But if the crowd wasn't good, I
• 19:49
  had a hard time. I had a very hard time.
• 19:53
  There was one show I did where I went on for 45 minutes.
• 19:56
  I I, I, I featured is what it's called.
• 20:02
  And I did a 45 minute show when my probably my best show ever.
• 20:06
  And that was my last night of comedy.
• 20:11
  Why? I got into a fight with the guy
• 20:12
  I was working with and I never did it again.
• 20:17
  And we really, it's just weird. I know.
• 20:20
  Do you? Regret it?
• 20:21
  Yeah. Yeah, I do, because like,
• 20:23
  everyone that I, I, I came up with is touring and then that's
• 20:34
  what they do for a living. Yeah, right.
• 20:37
  Well, I can't say that most, most comedians have a day job
• 20:41
  that's online. Like, I have a friend of mine
• 20:43
  comedian a competition. So he's a magician.
• 20:49
  The guy's good, Gibbs, You guys got to look up Gib Gibran, the
• 20:54
  magician. I love his shows and he's funny
• 21:00
  and everything. And he, you know, I have a lot
• 21:03
  of my friends are actually at the Jimmy, I mean, Jimmy
• 21:08
  Kimmel's comic strip over in Vegas and stuff.
• 21:12
  So it's like I would have been there and I because I know I'm
• 21:16
  good enough to be as funny as they were.
• 21:19
  If they can make it, I could have made it.
• 21:20
  But I didn't have a job that was online.
• 21:22
  I had to work. And I couldn't, like, just take
• 21:24
  off every Thursday and Friday to be somewhere and do shows, you
• 21:28
  know, like fly out Wednesday night, do Thursday night, Friday
• 21:30
  night or fly out Thursday half day and then come back on Sunday
• 21:34
  after the show, you know? Yeah, I didn't have that kind of
• 21:37
  job, you know. So I do regret it.
• 21:40
  But the Murph man cometh coming back.
• 21:43
  And we're going to be doing some live shows here in El Paso with
• 21:47
  open mics and all of it. Are you excited for those
• 21:52
  events? I am very excited when I'm doing
• 21:56
  for my business. It's it's a lot like when I went
• 21:59
  to to a small business agency the a month ago, I had these
• 22:04
  plans of all these different companies and series LLC and all
• 22:07
  these new terminology that I learned right?
• 22:10
  And the guy looked at me like this is just too much like he
• 22:14
  really couldn't wrap his brain around what I was trying to do.
• 22:17
  I went back this week and I said, here's what I got going
• 22:22
  on. And he goes, that's a lot, I
• 22:25
  said, but I'm already doing it. I'm just labeling it now.
• 22:29
  And he's like, you're doing all of this.
• 22:30
  I'm like, obviously not at the same time, but I do a show here.
• 22:33
  I do a show there. I do a trivia here, You know,
• 22:36
  I'm already doing it. So I'm just putting a name to
• 22:38
  it, you know, And we talked for like an hour and a half about
• 22:42
  the business. And one of the things we talked
• 22:46
  about was keeping the anonymity of my name because I don't want
• 22:51
  to be online and people will find out where I live and
• 22:54
  everything, right? My name is out there, everyone
• 22:56
  knows my name, but where do I live?
• 22:59
  You know? So I had to hire a company to
• 23:01
  give be my registered agent. He goes, you wasted money there.
• 23:04
  And I'm like, it's only $35. He goes, oh, most of the times
• 23:07
  it cost $150.00. So I started teaching him about
• 23:09
  different ways that I save money.
• 23:12
  And he says most people who have that corporate veiled name and
• 23:17
  hidden whatnot are millionaires, celebrities, like they want to
• 23:27
  keep anonymous or stay anonymous.
• 23:30
  And I said, I'm A Celebrity. I'm the Murph man.
• 23:35
  And I sort of my shirt. And he goes, yeah, you know, it
• 23:38
  takes people time to start a show.
• 23:40
  You already have the persona. So he's like, yeah, you know, so
• 23:46
  I started my business. It's official this week.
• 23:50
  Wish me luck, you know, Wish you.
• 23:52
  All the luck, yeah. But you know, I'll tell you
• 23:56
  what. Do you have any questions about
• 23:57
  imposter syndrome, Connor? Not that I could think of for
• 24:00
  now, because you don't. Know what it is, But you know
• 24:03
  what it is we talked about last week?
• 24:04
  But I'll tell you what. Let's get to the burning
• 24:06
  question. Let's find out what everyone is
• 24:09
  thinking. Let's settle this once and for
• 24:21
  all. Luck or true competence?
• 24:24
  Today's burning question centers on how professionals struggle to
• 24:28
  accept their value. What is the primary difference
• 24:31
  between externalizing praise and experiencing true internalized
• 24:36
  success? A Externalizing praise leads to
• 24:39
  promotions, while internalizing success results in horizontal
• 24:43
  career pivots. B Externalizing praise relies on
• 24:47
  your manager's baseline awareness, while internalizing
• 24:50
  success requires public updates. C Externalizing praise
• 24:55
  attributes performance to luck or timing, while internalized
• 24:58
  success treats accomplishments as hard evidence of true
• 25:02
  competence. D Externalizing praise occurs
• 25:05
  during peer evaluations, while internalizing success is
• 25:08
  restricted to senior leadership. The choices are on the table.
• 25:13
  Murph, man, what's the flashpoint?
• 25:18
  OK, so we have externalizing and internalizing.
• 25:25
  Let's talk about those real quick.
• 25:29
  External or extrinsic motivation is something that happens from
• 25:33
  the outside. Internal or intrinsic motivation
• 25:38
  is what happens on the inside of you.
• 25:42
  Here's an example, a speeding situation.
• 25:47
  If you don't speed, what would be an external reason for that?
• 25:51
  A speed limit? Well, there's a speed limit, but
• 25:55
  what? What's external reason to not
• 25:57
  speed? I don't know.
• 25:59
  What? A ticket, cops pulling you over,
• 26:02
  getting into an accident, things of that nature, right?
• 26:06
  What's an internal reason for not speeding?
• 26:09
  Safety. Safety.
• 26:11
  What else? I don't want to get into an
• 26:14
  accident. I don't want to cause an
• 26:15
  accident. I don't want to get the ticket.
• 26:16
  I can't. What did I tell you about a
• 26:18
  ticket in Texas? If you get it one speeding
• 26:21
  ticket a year, you can get dismissed.
• 26:23
  It still costs you money, but it doesn't go on your record,
• 26:26
  right. Once you get over that year of
• 26:32
  having to wait, you're going to be OK, you know?
• 26:40
  When did you get your ticket? I know you started driving.
• 26:42
  You got a ticket. NN So that's but your year is
• 26:47
  when did you get it done? December.
• 26:48
  February. A little bit after December, a
• 26:54
  little bit after December. So you have until December, so
• 26:58
  technically January of next year.
• 27:00
  So you still got five more months.
• 27:02
  Yeah. So just be careful.
• 27:08
  But externalizing and internalizing.
• 27:11
  So externalizing praise leads to promotions, while internalizing
• 27:15
  success results in horizontal career pivots.
• 27:20
  A horizontal career pivot is moving sideways, but you're not
• 27:24
  really moving up the ladder. And I can, that's where I've
• 27:25
  always been. I've been doing this.
• 27:26
  I've never done this because my job was not a career job.
• 27:31
  Is it? Externalizing praise relies on
• 27:33
  your managers baseline awareness, with internalizing
• 27:38
  success requiring public updates.
• 27:43
  Is it externalizing praise attributed to performance or
• 27:49
  luck or timing, while internalized accesses treats
• 27:53
  accomplishments as hard evidence of true competence?
• 27:58
  Or is it externalizing praise occurring during poor
• 28:01
  evaluations while internalizing success and restricted to our
• 28:07
  internships? There's a lot to read.
• 28:11
  That's why I had to like read it off the screen during.
• 28:13
  Peer evaluations and restricted for senior leadership.
• 28:23
  What are you reading that the last?
• 28:25
  10 the one you just read. OK.
• 28:28
  Is that your answer? No, you just said what threw me
• 28:31
  off you. Just said it wrong.
• 28:31
  That's that's it. All right.
• 28:33
  OK, read the last one again, Connor, I'm sorry.
• 28:36
  Or the. Last, 1D externalizing praise
• 28:39
  occurs during peer evaluations, while internalizing success is
• 28:43
  restricted to senior leadership. I saw internship, yeah.
• 28:48
  And. Poor and.
• 28:49
  Poor, not peer. Well, it doesn't matter.
• 28:52
  That's not the answer. The.
• 28:54
  Answer is C. Externalizing praise attributes
• 28:58
  performance to luck or timing. The Is there some luck in timing
• 29:04
  in doing good at work? There's timing.
• 29:07
  I don't know about luck there. Is right.
• 29:12
  It does happen, you know, you can get that moment and it just
• 29:16
  happens that way. Yeah, but it's really based on
• 29:19
  your performance, you guys. And that's what we're trying to
• 29:21
  talk about today. OK, so let's get to today's hot
• 29:25
  take so we can really get into the meat of what we're talking
• 29:29
  about today. When I tell you this corporate
• 29:40
  secret, you're going to be angry.
• 29:43
  Today's hot take is corporate visibility is absolute job
• 29:47
  security, and hiding in silent competence is a fast track to
• 29:51
  stagnation. If your direct manager has to
• 29:54
  guess your weekly value, you have already failed the baseline
• 29:58
  test of career mastery. The take is burning, Murph Man.
• 30:02
  Let's hear the reaction. What?
• 30:06
  I don't like, I don't like the way the voices do it.
• 30:10
  The voices in your head, OK, you don't like that?
• 30:15
  It's it's emotional, it's real. No.
• 30:18
  It's not just, you know. How I hate.
• 30:20
  Today's hot take Corporate visibility is absolute.
• 30:22
  You know you know it has emotions.
• 30:24
  And then I. You know I hate AI and you hate
• 30:28
  you know I hate it when you try adding emotions to it.
• 30:32
  Just accept it bro. I already did a long time ago.
• 30:38
  So let's, let's look at this, OK, How does this play to us at
• 30:43
  work? Well, if you are at work and
• 30:48
  you're doing your job and you're competent, you're you're doing
• 30:52
  your job, yeah, but you're not doing anything to make you more
• 30:57
  aware of stuff. You're not doing anything that
• 31:00
  makes you look better than the other employees.
• 31:04
  You're just doing your job. OK.
• 31:07
  That's the bare minimum, right? Like, for example, when I was a
• 31:11
  cart boy at Kmart, we had to actually push the carts.
• 31:14
  And during Christmas, there would be days where I would go
• 31:17
  out into the parking lot and there were no carts to bring in.
• 31:23
  Like, like, at all at all. Like, what happens, You know?
• 31:28
  You know, you put a cart in the cart corral.
• 31:29
  We didn't have cart corrals back then, so people just throw them
• 31:31
  everywhere, but people would pull up, grab a card and walk in
• 31:35
  because they knew there was no carts outside or anything.
• 31:39
  If you go to Sam's, have all those outside during Christmas,
• 31:43
  go, go before Christmas and look at all the before Thanksgiving,
• 31:49
  Black Friday, Look at all the carts that are outside of the
• 31:51
  Sam's and then go on Black Friday and there'll be no carts
• 31:56
  there because they're all in the store.
• 31:59
  And that when you look at the amount of cart, you've seen the
• 32:02
  stack of carts outside Sam's, right?
• 32:04
  Yeah. OK, there's a lot Imagine all of
• 32:09
  those are gone. So, you know, that's one of the
• 32:13
  things with holiday stress is finding a cart at the store
• 32:16
  there's. Like 200 maybe?
• 32:20
  Yeah, like 3000 there's. Not 3000 AD Sam's.
• 32:31
  I don't know. I'd say about 1000 minimum,
• 32:36
  really. Yeah, because there's three rows
• 32:40
  and yeah, it's like 50 each. OK, today when we go out, I'm
• 32:47
  going to show you and you'll just when you see it, you're
• 32:49
  going to be like the sheer volume of cards that people have
• 32:52
  to do. OK.
• 32:54
  OK, anyway, I again, we go back to imposter syndrome,
• 33:00
  psychological warfare, right? I had no cards to bring in and
• 33:05
  my boss says just stay outside and just keep walking.
• 33:11
  And when you get one, bring it in.
• 33:15
  That was it. Like literally, you know, I
• 33:20
  couldn't do my job. Was I being competent in my job?
• 33:25
  No. Well.
• 33:26
  Yeah, 'cause I was out there all day.
• 33:28
  There was just no carts to bring in.
• 33:31
  He was a good manager and he realized that all the carts were
• 33:34
  in the store and it wasn't me who was failing at my job.
• 33:38
  Well, I. Mean, yeah.
• 33:39
  But when I came in, I said, look, there's no, I'm 16 years
• 33:43
  old, OK? I I said there's no carts
• 33:47
  outside. Do you want me to do something
• 33:49
  in the store for a while? And he says, no, I want you to
• 33:53
  be out there just getting carts. But the fact that I, as a 16
• 33:56
  year old kid, came to him and said, hey, you know, there's no
• 33:59
  cars outside, right? I could have just gone out as a
• 34:01
  16 year old and just chill out in the parking lot, right?
• 34:05
  That's what people would probably do.
• 34:06
  Yeah, I came in and said, hey, what can I do in the store to
• 34:10
  help you? And he goes separate returns and
• 34:14
  every 30 minutes go outside. But that visibility is what I'm
• 34:18
  talking about. You got I was doing my card job.
• 34:21
  I didn't have to do anything different.
• 34:22
  I didn't have to do it was just a basic job, dude, right?
• 34:27
  I was good at it. I mean I don't know how you can
• 34:29
  be bad at right? Maybe pushing the cards and
• 34:32
  crashing into a car not. Locking them in place and like
• 34:35
  you push it. Well, there's no.
• 34:36
  Locking back then they didn't have these ropes to hold the
• 34:39
  carts. You start pushing, the car pulls
• 34:40
  out. You had to run and grab the
• 34:41
  carts. It wouldn't slide and hit them
• 34:42
  all done and then you had to stop it.
• 34:44
  That was another thing, you know, like you get the momentum
• 34:47
  going and you're like, OK, I'm going to go to the front door
• 34:50
  and you start going in and someone comes out the the
• 34:53
  entrance. You're like, you know, like,
• 34:57
  yeah, you're going to give them my cards.
• 35:01
  But you know, so I wasn't bad at my job, but that difference is I
• 35:06
  jumped in there and said, hey, what else, right.
• 35:12
  And that's that visibility I'm talking about.
• 35:15
  You can be great at your job and not make an impact.
• 35:19
  And you can also get this. You can be great at your job,
• 35:23
  make an impact and people don't realize it until you're gone.
• 35:28
  And I share the stories with you about everywhere I've gone, I've
• 35:31
  changed the culture of the business.
• 35:33
  And when I leave, people end up leaving after me because it's
• 35:36
  just, it's not the same. There's people that bring, I
• 35:42
  know I was going to remember the word invisible skills, Connor,
• 35:51
  what they bring something intangible, not invisible.
• 35:56
  I knew that I was going to work it out.
• 35:58
  Something intangible that you can't put your finger on it, but
• 36:01
  employees do stuff, right. Maybe it's that the managers
• 36:06
  don't even aware of it, but their employees don't aren't
• 36:08
  aware of it. But there's intangibles that
• 36:10
  people do. They don't realize that are
• 36:14
  happening. So if you're a good manager,
• 36:16
  look at your employees and realize, hey, what are the
• 36:18
  intangibles the employee is referring is giving you?
• 36:22
  Because when you do your eval, right as a manager, they're
• 36:29
  going to ask you, what do you think you've done this year?
• 36:34
  Have you done your job? Have you done well?
• 36:36
  Have you excelled at anything? Have you lacked in anything?
• 36:41
  And I remember one time I had a boss and I hate him.
• 36:45
  I hate him. He didn't like me.
• 36:48
  And he was just always manipulative.
• 36:50
  He uses power against me and everything right?
• 36:53
  Went into my evaluation and it was blank.
• 36:55
  He hadn't even bother doing it. OK.
• 37:01
  And he goes, I don't know how I should fill this out.
• 37:02
  You've had some issues this year.
• 37:05
  And I said, like what? And he started bringing up
• 37:09
  issues, and I said that was because of this.
• 37:12
  That was. And I wasn't blaming people, but
• 37:14
  I was like, that was not me. And you know that at the end of
• 37:19
  the interview, guess what he did?
• 37:20
  He just put excellent on everything or satisfactory,
• 37:23
  whatever it was. I was like, really?
• 37:27
  Like, you were going to write that the whole time.
• 37:30
  Why do you have to just make me feel like that?
• 37:31
  You know what I mean? Yeah.
• 37:33
  Those in the things, things people see with that that boss,
• 37:37
  they realized that he wasn't good at what he did.
• 37:40
  And we got to some point where I actually was ready to beat him
• 37:42
  up at work. And I went to my boss and I said
• 37:47
  I need to leave. I just need to get away.
• 37:50
  And I said if you want to send me home, send me home.
• 37:52
  I said, but I just need to get out of the situation because I
• 37:54
  am irate right now. I'm ready to beat him up.
• 37:58
  And she tells me, she says I know she saw.
• 38:00
  She says I saw what happened. I'll talk to him, but right now
• 38:03
  is not the time. She just stayed in my office too
• 38:09
  calm. And I said the fact that you
• 38:11
  just validated what I've been saying just changed my whole
• 38:16
  perception right now. And I'm I'm good because someone
• 38:18
  else understands what I'm going through.
• 38:20
  Then it's not just me in my head.
• 38:22
  Someone else saw it and they're like, yeah, this guy is doing
• 38:25
  this. So when you do evaluations, you
• 38:29
  guys, employee or manager, look at the intangibles because yeah,
• 38:39
  we can all say do your job, yes or no, We all know that.
• 38:43
  But as an employee, give yourself those intangibles that
• 38:45
  they may not see. You know, like behind the
• 38:49
  scenes, I fix issues behind the scenes, I support everybody.
• 38:55
  I'm their ear. I, you know, when they're having
• 38:57
  a bad day, they come talk to me and I calm them down.
• 38:59
  That's why people haven't quit. Like in the job that I had
• 39:07
  people retention was higher when I was there because of what I
• 39:12
  do. And remember that as we go to
• 39:15
  break and when we come back from break, we'll talk about those
• 39:18
  definitions in those terms we need to address here and lean on
• 39:22
  the coals. But for now, we'll be right
• 39:23
  back. It's.
• 39:26
  Time for a break Hot takes with the Murph man.
• 39:28
  Will return after these messages.
• 39:38
  According to the VA Suicide Data report, an average of 22
• 39:41
  veterans die by suicide every single day.
• 39:44
  This figure is a sobering reality and a crisis that
• 39:47
  demands our immediate attention and compassion.
• 39:50
  We must recognize and address the fact that every 24 hours, 22
• 39:54
  veterans are losing their lives to suicide.
• 39:58
  The. War doesn't always end when our
• 39:59
  veterans come home. The invisible wounds they carry,
• 40:03
  wounds that are real and heavy, require continuous support.
• 40:06
  No veteran should have to carry this burden alone.
• 40:10
  Many veterans experience stress and disconnection as they
• 40:13
  navigate life after service. But there is hope, there is
• 40:16
  help, and you are not alone in this fight.
• 40:19
  There's a vibrant community ready to support you, offering
• 40:22
  friendship, understanding and shared experiences.
• 40:25
  You served your country. Now let us serve you.
• 40:28
  Don't fight the toughest battle in silence.
• 40:31
  Your mission now is to reach out.
• 40:33
  Dial 988, then press 1. Text them at 838255.
• 40:40
  The Veterans Crisis Line is available 24/7.
• 40:44
  Every day we save lives. Your life is invaluable and your
• 40:48
  service is honored. Let's work together to make 22
• 40:51
  zero again. No veteran should face their
• 40:54
  struggles alone. Together, we can ensure every
• 40:57
  veteran finds the support and hope they deserve.
• 42:21
  The station where our veterans voices are heard.
• 42:24
  MBR talk. Hey, thanks for tuning in.
• 42:29
  Welcome back. Are those of the speakers and do
• 42:32
  not necessarily reflect the views or positions of any
• 42:36
  entities they represent. The web at MB Radio dot All
• 42:47
  right, we are back over the break.
• 42:54
  I was telling Connor more about the history of that situation
• 42:56
  and he sort of understood what year did they win the
• 42:58
  championship or something completely superb, but.
• 43:02
  I don't know, just do. A fine, a control fine for 19,
• 43:10
  you know, let's give you the year.
• 43:12
  Yeah. Anyway, we were talking
• 43:14
  something else, but we are back. So let's talk about some of
• 43:22
  these terms we're going to be talking about today in our
• 43:24
  segment called Laying Down the Coals.
• 43:34
  The. One thing people who clear the
• 43:36
  corporate skill gap never talk about.
• 43:39
  Before we dig in, let's clarify the essential architecture of
• 43:43
  ownership while laying down the coals.
• 43:46
  Internalized success. The psychological capability to
• 43:49
  process external praise. Metrics and achievements as hard
• 43:53
  proof of individual competence rather than environmental luck.
• 43:58
  Corporate Visibility The strategic practice of
• 44:01
  documenting and broadcasting performance data to stakeholders
• 44:04
  to ensure company wide awareness of your impact.
• 44:08
  The weekly WIN report A proactive communication protocol
• 44:12
  where a professional provides an executive summary of completed
• 44:15
  projects and milestones directly to their manager.
• 44:18
  Gratitude to data Flip. The cognitive behavior technique
• 44:22
  of treating positive workplace feedback as objective baseline
• 44:26
  metrics instead of personal sentiment.
• 44:31
  All right, internalized success, the psychological capability of
• 44:36
  process, external praise or metrics as hard proof of
• 44:41
  competence, hard proof, right? You can think you're doing a
• 44:46
  good job, but it doesn't matter until someone says you're doing
• 44:49
  a good job, right? Yes, an imposter might say also,
• 44:55
  if they only knew that I'm thinking until I make it,
• 44:57
  remember that term from last week?
• 44:59
  All right, it's except praise is probably the hardest thing for
• 45:03
  people to do. Corporate visibility, the
• 45:06
  strategic practice of broadcasting performance data
• 45:12
  numbers drive everything. You know how, for example, where
• 45:18
  you used to work, Is there anything you can say that you
• 45:24
  did that has a number on it? I I'm thinking of one in
• 45:28
  particular, but no, I was never you.
• 45:36
  I was never shorter over anytime I ran the register.
• 45:40
  No, I was. I'm just giving an example,
• 45:48
  yeah, but yeah. You're going to be short.
• 45:51
  We're over no matter what. I don't know how, but yeah.
• 45:55
  Well, I agree if you don't. Do your job.
• 45:58
  I agree. You think you do it right, you
• 46:02
  think you know nothing would happen, but somehow you lose 10
• 46:07
  cents 10. Cents.
• 46:08
  I don't know. How you lose $0.50, I don't
• 46:10
  know. You go over a dollar, I don't
• 46:12
  know how. Yeah.
• 46:14
  You do every transaction correct and you still go shorter over.
• 46:17
  Sometimes you do correct and you get perfect.
• 46:22
  Rarely you get perfect. I did it one time in my whole
• 46:26
  career I had. Two times, you know.
• 46:29
  All right, the weekly win report, the proactive executive
• 46:34
  summary of your milestones. You know, but every time we had
• 46:39
  a meeting, I would tell my boss, hey, this week I did something.
• 46:45
  Whatever it was, Every week I would tell her something that I
• 46:48
  was proud of, you know, but it, it, it wouldn't be like, Hey,
• 46:53
  listen to what I got to tell you.
• 46:54
  I'd say something like, Can you believe that?
• 46:56
  I did like 50 home visits this week, you know, oh, wow, that's
• 47:01
  a lot, you know, whatever. So let them know what you're
• 47:06
  doing. And of course, gratitude to data
• 47:08
  flip, treating positive feedback as objective baseline metrics.
• 47:12
  When you're there and you're looking at all the things that
• 47:15
  you're doing, you need to have those metrics, those that data
• 47:23
  so that you know what you're doing.
• 47:24
  Because I mean, I've, I've talked about intangibles.
• 47:28
  It's hard to put a number on intangibles.
• 47:32
  So when you're doing data, you need numbers, You need to be
• 47:35
  able to say, this is what I have done.
• 47:38
  You know, one thing I can say, like, for example, every day I'd
• 47:41
  have to get between 50 to 60 kids from the classroom to the
• 47:46
  correct cars, correct buses, correct everything.
• 47:49
  And there was a very, very big process on that.
• 47:52
  It wasn't easy. When I left, I tried telling
• 47:55
  people how to do it, and they're like, I don't understand.
• 47:59
  It's on you figure out your own system, you know?
• 48:02
  Yeah. Oh my God, there was so many
• 48:06
  mistakes. Really.
• 48:08
  Yeah, there were so many mistakes, and, I mean, kids got
• 48:14
  put on the buses, but I'm just saying, like, they'd walk over
• 48:17
  and they'd take a kid to a car and they're like, drop off, OK,
• 48:22
  Go to the next car. Who are you here for?
• 48:24
  I'm here for Conor. OK, hold on.
• 48:26
  You go in and where's Conor? Like, well, what happened was
• 48:29
  people already knew who the students were supposed to go to,
• 48:32
  right? So they would just pick up the
• 48:34
  kid and take him to the car. They see the car coming in and
• 48:35
  they take Conor, you know, but the person who was running it
• 48:39
  didn't realize that. So she's looking for Connor,
• 48:42
  stuff like that, you know what I mean?
• 48:44
  And I would see the kid walking out.
• 48:47
  And I always told people, kids will follow people out the door,
• 48:52
  right? Grab their hand as you walk out
• 48:55
  the door. That tells me you're taking
• 48:56
  them. So I know they're leaving.
• 48:59
  Does that make sense? So they tell somebody that they,
• 49:03
  you know, no, I just, that was the thing I did.
• 49:06
  It's something intangible, right, that kept the the, the
• 49:12
  process going smoothly. You know, this is some things
• 49:16
  you can't teach people that you got to learn how to do things.
• 49:18
  All right. So those are those intangibles.
• 49:20
  But you have a metric. And I can say 50 to 60 kids a
• 49:22
  day with pretty much no issues. And I will tell you working with
• 49:28
  military families can be difficult.
• 49:33
  A lot of people in the military, and I don't mean majority, let
• 49:37
  me make that very clear. I mean, but it happens a lot.
• 49:40
  You have the spouses that come in and they think they're their
• 49:44
  husband's rank. Like, do you know, my, my, my
• 49:48
  husband is Colonel, whatever. I don't care if your husband's a
• 49:50
  Colonel, you're not, you know what I mean?
• 49:52
  Don't use his rank. And so anyway, military spouses
• 49:59
  sometimes or military families would cause a lot of problems
• 50:02
  for schools and my job was to be their liaison.
• 50:07
  And one time I forgot to unlock the gate early because for early
• 50:13
  release. Yeah, I totally.
• 50:14
  Forgot to request it totally. I had talked to one of the
• 50:18
  guards and he says yeah, I got it covered.
• 50:20
  OK. Well, that day he got sent
• 50:24
  somewhere else and someone else was there and he didn't open it
• 50:26
  early. Excuse me.
• 50:29
  Hold on. So early release comes, the kids
• 50:37
  go out to the gate, the parents are on the other side of the
• 50:39
  gate and no one can get out right And kids are like climbing
• 50:44
  the fence and everything. My principal calls me Murphy.
• 50:49
  What did you do? I'm like, I don't know.
• 50:53
  I I said I don't know what happened and I couldn't prove
• 50:56
  that I had AI said because I never did right, because I made
• 50:59
  a mistake. I called because the spouses or
• 51:03
  the families would give me their phone numbers.
• 51:05
  I called this one and I said I screwed up and I'm trying to fix
• 51:11
  it. Just let everyone know I screwed
• 51:13
  up. The next morning my boss was
• 51:16
  like, oh, I can't wait to see how many complaints I have in my
• 51:19
  voicemails. I can't wait to see how many
• 51:22
  parents are here to talk to me today.
• 51:24
  How many complaints and how many parents come in?
• 51:26
  None. None.
• 51:27
  Why? Because you.
• 51:28
  Told them because I told. Them I screwed up, it's me.
• 51:31
  I'm sorry. And when I went out there with
• 51:33
  the gate, I walked out there and I apologized to the ones who
• 51:36
  were still there. They knew, you know, people make
• 51:42
  mistakes, but the fact that I owned up to it, I didn't place
• 51:45
  blame. I didn't point fingers.
• 51:47
  My boss is just like, I don't know how I didn't get any
• 51:49
  complaints because it's me. That's one of those intangibles.
• 51:55
  That's one of those things that I do, you know, Did I screw up?
• 51:59
  Yeah, I screwed up big time, right?
• 52:04
  Yeah. But I fixed it too.
• 52:09
  Yeah. You know, it took me a little
• 52:11
  time and, you know. Yeah, it was.
• 52:14
  It was not good. I didn't get ready enough for it
• 52:17
  because there was no one complained.
• 52:20
  She's like, you screwed up, but you fixed it and, you know, no
• 52:23
  one complained. What am I supposed to write you
• 52:24
  up for? Don't do it again.
• 52:26
  You know, your reputation is a very big deal.
• 52:33
  So when you screw something up because we're going to screw up
• 52:35
  at work, right? We're talking about do your job
• 52:38
  good. Let your boss know everything
• 52:39
  you're doing good, right? Yeah.
• 52:42
  And your boss, he tells you everything you're doing bad.
• 52:46
  So they know what you've screwed up on.
• 52:49
  Tell them the things you haven't screwed up on.
• 52:52
  Let them know that you're more than just that mistake and be
• 52:56
  that employee that tells your boss everything.
• 52:58
  That's what that's what this is about is making sure your boss
• 53:02
  knows how important you are. OK, makes sense.
• 53:05
  But I'll tell you what. That's my story.
• 53:10
  How about your story from someone else?
• 53:11
  Let's talk about Elena. If you've ever suffered in
• 53:22
  silent competence, listen up. In today's story from the Fire,
• 53:27
  meet an engineer named Elena. She spent two years executing
• 53:31
  flawless code deployments but deflecting every drop of
• 53:35
  executive praise, chalking it up to a great team or stable
• 53:38
  infrastructure. When a promotion window opened,
• 53:41
  she was completely passed over because senior leadership had 0
• 53:45
  visibility on her personal contribution.
• 53:48
  Her mentor forced her to implement a gratitude to data
• 53:52
  flip and start delivering direct win reports within six months.
• 53:57
  She didn't just win the next promotion, she owned her seat at
• 54:00
  the table with 0 imposter doubt. That was a story from the fire.
• 54:05
  Murph. Man, are you feeling the heat?
• 54:10
  All right, so Elena spent two years executing flawless code,
• 54:15
  writing, OK, she deployed the code, zero issues.
• 54:20
  And that's really hard to do if you don't know about coding,
• 54:22
  right? It's really hard to do really
• 54:25
  hard. And deflecting everyday praise,
• 54:30
  you know, she's like, yeah, whatever.
• 54:31
  I that's just what I do, you know, whatever, whatever.
• 54:32
  When it came time for a raise, she didn't get it because no one
• 54:37
  really realized how, how good she was doing.
• 54:40
  So then her boss tells her, well, then give me some data.
• 54:42
  Show me what you've done. And you know, if I can come into
• 54:44
  you and say, six months ago, I mean, well, it's been 6 months
• 54:47
  and I have not screwed anything up or whatever the case may be,
• 54:50
  right? That's a big deal.
• 54:52
  As an, as a manager, you're like, this gun screws up, this
• 54:55
  one screws up and this one screws up.
• 54:56
  But she, she hasn't. And you take those people for
• 54:59
  granted because you don't realize it.
• 55:02
  And that's, that's again, it's not just the intangibles, but
• 55:06
  you have to let yourself be known.
• 55:07
  You have to be like, look at me, look at me, right?
• 55:11
  I'm a tree. No, do you remember that story?
• 55:15
  I'm a tree. No, this is my friends were
• 55:18
  walking around and they turned the corner and it was like I
• 55:23
  was, I was being funny. And I said and I got in this
• 55:25
  weird position. I said I'm a tree.
• 55:27
  And they it was night time. They looked at me and turned
• 55:30
  around and kept walking. They didn't see me.
• 55:32
  And my friend was with me was like, did truly think you were a
• 55:36
  tree? And I said, yeah, like, I don't
• 55:40
  know why, but. Yeah.
• 55:44
  So I'm a tree, you know? Anyway, I'm sorry.
• 55:48
  Yeah. But you want people to notice
• 55:49
  you. You want people to notice what
• 55:51
  you're doing. That is so important that people
• 55:56
  see you and understand what you're doing.
• 55:59
  OK, go. Go to the main camera.
• 56:07
  OK. Don't go back to my camera.
• 56:09
  It's, it's turning blue again. I don't know why.
• 56:12
  OK. Or is it just my computer?
• 56:16
  Hold on, sorry, technical glitch.
• 56:18
  Check the other camera. It has like a little bit of
• 56:28
  filter, OK, but it's not blue, not.
• 56:31
  Blue. Blue.
• 56:32
  No. OK, it's so blue.
• 56:34
  It's black or so black is blue. Oh no.
• 56:38
  Yeah. OK, now I say I don't, I don't
• 56:41
  know. It's just the lighting, but the
• 56:44
  light. Is not changing it.
• 56:45
  It's just the the way you're moving back and forth with your
• 56:52
  hand. Yeah, my reflection.
• 56:54
  Yeah. But no, it's just blocking the
• 56:56
  whiteness of the hot takes behind you.
• 56:59
  Because it's reflecting. Back and making it like blue,
• 57:02
  yeah. Because.
• 57:03
  I mean, that's how like. Yeah, you know, that's, that's
• 57:06
  one of the things we're still working on with this new studio,
• 57:09
  right. Anyway, getting back to what I
• 57:12
  was talking about. So, yeah, so Elena started
• 57:15
  getting that data and she was able to get her praise and get
• 57:18
  her her raises, right? Very, very important.
• 57:22
  Now, we've talked about the definitions, we've talked about
• 57:28
  stories. We need a whole bunch of
• 57:31
  examples. But I'll tell you what we need
• 57:33
  to have what we call the call to action.
• 57:35
  This is your actionable steps you can take, that you can do
• 57:41
  right, that you can do to help you in a situation.
• 57:45
  So let's talk about that in our segment, the heat map, the.
• 57:57
  Ultimate guide to corporate visibility In four steps, the
• 58:01
  heat map will outline the exact protocol needed to maximize
• 58:04
  professional recognition. Accept praise with leverage.
• 58:08
  Stop deflecting compliments with excuses.
• 58:11
  Practice saying a crisp, professional thank you, and let
• 58:14
  the metric stand as hard evidence of capability.
• 58:17
  Construct a live accomplishment log.
• 58:20
  Build a running document, a personal brag file to
• 58:23
  immediately catalog positive data, client messages, and major
• 58:27
  technical adjustments. Deploy a proactive weekly WIN
• 58:31
  report. Prioritize sending a brief,
• 58:34
  bulleted executive summary of achievements to your manager
• 58:36
  every Friday afternoon. Claim verbal real estate in
• 58:40
  meetings. Assert your strategic presence
• 58:43
  by introducing data or voicing critical inquiries within the
• 58:46
  1st 15 minutes of high stakes corporate discussions.
• 58:50
  The map is drawn back to Murph Man for the next segment.
• 58:57
  I came out of nowhere, All right.
• 58:59
  Accept praise with leverage. Say thank you.
• 59:01
  That's the that's the hardest thing people do.
• 59:04
  You can't accept praise. Someone says you're doing a good
• 59:06
  job, you just say thank you. Don't give a reason.
• 59:09
  Don't don't say that. Just say thank you.
• 59:11
  All right. Construct the live
• 59:14
  accomplishment log cataloging your your wins.
• 59:18
  We talked about that, right? Deploy A proactive weekly win
• 59:20
  report executive summary every Friday in our weekly meeting.
• 59:26
  My boss, you know, had her agenda, but we would talk about
• 59:35
  what we did as a team, you know, how was your week?
• 59:38
  How was this week? How was, you know, and it became
• 59:41
  part of the the routine. So we started sharing, you know,
• 59:45
  and you want to claim verbal real estate in meetings,
• 59:47
  introducing data early in the high stakes discussions.
• 59:50
  All right, what does that mean? Well, if you if you're
• 59:56
  discussing something and then you give them data, they're
• 59:58
  like, well, it would have been nice to have that data here,
• 1:00:02
  right? Like for example, VAR in the
• 1:00:04
  World Cup. You've seen it.
• 1:00:07
  Off sites. Yeah.
• 1:00:09
  Right, a toe is out of line and they're like, you know, we, we
• 1:00:13
  know this person was off site, right?
• 1:00:17
  Imagine if they didn't have that during the game.
• 1:00:21
  Oh God. And well, and they, they went
• 1:00:23
  ahead and you know, they, they did their job before VAR.
• 1:00:26
  That's how they did it. People say that he was, he was
• 1:00:29
  not, he was, he was not. But now you have this VAR that
• 1:00:33
  says he was over by this much. And now they're like, that's not
• 1:00:38
  fair. Well, do you want exactness or
• 1:00:42
  not? So sometimes having that data
• 1:00:44
  after the fact isn't really the best.
• 1:00:48
  Now if you if you've been following the World Cup, we have
• 1:00:52
  some teams still playing as a quarterfinals.
• 1:00:55
  Who's playing today? Argentina.
• 1:01:00
  Don't tell me Switzerland. Oh wow.
• 1:01:06
  They're in oh, kind of forgot about them.
• 1:01:11
  Well, I can't remember who they they beat Colombia.
• 1:01:14
  Colombia. In penalty kicks, yeah, Yeah, it
• 1:01:19
  went down penalty kicks, you know, But the fact that they
• 1:01:22
  held Colombia and, you know, tighten them, right, Yeah.
• 1:01:27
  So yeah. Then we got Norway, England nor
• 1:01:34
  England. Tomorrow.
• 1:01:35
  Today, oh, the double. Today, yes, 03/30 and 733 and
• 1:01:40
  seven, yes, OK, we were really into it when it all started.
• 1:01:47
  We haven't really been following it too much right now, right?
• 1:01:50
  Well. We're following the score, but
• 1:01:52
  we're not like watching the. Games.
• 1:01:53
  Yeah, watching. The games or following the team?
• 1:01:56
  We don't care about the teams, right?
• 1:01:58
  And our teams already lost both of them, yeah.
• 1:02:01
  USA and from New Mexico match. Being mixed and both your teams
• 1:02:05
  lose God. Two chances to win both.
• 1:02:14
  They both lose the same. That's the same Browns,
• 1:02:17
  Cleveland Browns fan. You're never going to get the
• 1:02:19
  Super Bowl. Just accept it.
• 1:02:21
  Just go. For another sport, dude,
• 1:02:26
  whatever they're good at. Well, yeah.
• 1:02:30
  So again, going back to the praise, you know, you need to
• 1:02:33
  give the data ahead of everything.
• 1:02:37
  Get that data in as soon as you can in a high stakes meeting,
• 1:02:40
  because getting that data then you can discuss it.
• 1:02:44
  But if you're discussing something and it's based on
• 1:02:47
  erroneous data or false knowledge or misunderstandings,
• 1:02:52
  you wasted time. Get that data in there as soon
• 1:02:56
  as you can and move on. All right, well, I'll tell you
• 1:03:01
  what I think right now it's time to take a quick break and when
• 1:03:03
  we return, we'll talk about those pitfalls to avoid.
• 1:03:08
  We'll be right back. Sounds good.
• 1:03:10
  It's. Time for a break Hot takes with
• 1:03:12
  the Murph man. Will return after these
• 1:03:14
  messages. The station where our veterans
• 1:06:58
  voices are heard. MBR talk.
• 1:07:00
  Hey, thanks for tuning in. Welcome.
• 1:07:05
  Back are those of the speakers and do not necessarily reflect
• 1:07:10
  the views or positions of any entities they represent.
• 1:07:14
  The web at MB Radio dot. So we've been talking about all
• 1:07:26
  the different things that involve imposter syndrome and
• 1:07:32
  how to get around it and how to share things.
• 1:07:36
  Right as coming back from break, we were talking about those
• 1:07:42
  pitfalls that you might experience based on something.
• 1:07:47
  So let's talk about those pitfalls in our statement called
• 1:07:49
  Where are you going to get burned?
• 1:07:58
  Stop deflecting your wins. It's actively hurting your
• 1:08:01
  promotion trajectory. Let's talk about the fatal
• 1:08:04
  performance traps where you'll get burned.
• 1:08:07
  The stigma of silent execution. Operating under the delusion
• 1:08:10
  that your hard work will magically speak for itself
• 1:08:13
  without proactive visibility strategies.
• 1:08:16
  The transactional review reliance.
• 1:08:18
  Waiting until your annual performance review to mention
• 1:08:21
  your impact. Making your data historic rather
• 1:08:23
  than immediate. Deflecting via group consensus,
• 1:08:27
  Diluting your personal impact by using we exclusively when
• 1:08:30
  executive leadership is explicitly trying to evaluate
• 1:08:33
  and reward your execution. Danger zone identified.
• 1:08:37
  Back to Murph, man for the warning.
• 1:08:41
  All right, the stigma of silent execution.
• 1:08:44
  I've been talking about this hard work speaks for itself.
• 1:08:50
  Not always good people don't know you're, you know, certain
• 1:08:54
  things are happening. You don't, you wouldn't know,
• 1:08:56
  right. So make sure you, you speak
• 1:08:59
  about your accomplishments. Don't wait till the end of the
• 1:09:02
  year to talk about that. Because like, like, for example,
• 1:09:07
  in the jobs that I have, I have to give a review and I have to
• 1:09:10
  say, Hey, this is what I'm doing, you know, and one of the
• 1:09:16
  things in the college is what am I doing to advance myself
• 1:09:19
  professionally? And I'm like, well, I'm ever,
• 1:09:27
  I'm researching my topics every week that I talk about and I'm
• 1:09:31
  learning a little bit more about psychology.
• 1:09:36
  I'm learning about psychology and I'm sending that information
• 1:09:39
  out to college students. So is it really made just for
• 1:09:42
  the college know it's made worldwide, But you know, I'm,
• 1:09:45
  I'm trying to better myself professionally.
• 1:09:49
  Is that great? Maybe, maybe not.
• 1:09:53
  In my other job, it's like, OK, I'm amazing.
• 1:09:58
  I, I did this, I did that, right?
• 1:10:04
  I, I don't even, even when my boss told me I need you to do
• 1:10:07
  this, she said, I know you got this.
• 1:10:10
  It's making you aware of it. You know, she has total faith in
• 1:10:13
  me, right? And she should.
• 1:10:16
  But one of the things that a lot of people do is when you're on a
• 1:10:19
  team, you say we do this and we do that.
• 1:10:23
  And I hate when someone says I can do that.
• 1:10:28
  You know, like if I ask three people on the team, hey, which
• 1:10:31
  one of you want can do coding? Well, I can do it.
• 1:10:39
  OK. You know, we can all do it
• 1:10:42
  together. You know, there's some things
• 1:10:45
  you can do together, like break it down.
• 1:10:47
  And so one person always saying, I'll take it.
• 1:10:51
  You, you, you don't want to say we did something.
• 1:10:57
  There's a difference. You want to say we can do it as
• 1:10:59
  a team, but when you're saying you did something, it's not we
• 1:11:03
  did it. It's I did this part.
• 1:11:06
  Does it make sense? It's I did this part, but we as
• 1:11:12
  a team accomplished this. Like the bus thing I was talking
• 1:11:16
  about earlier. I was not alone.
• 1:11:18
  I had a whole team helping me, a whole team, OK.
• 1:11:23
  And when I, when I take a date off or something, the system ran
• 1:11:29
  fairly smooth. Not perfect, but, you know,
• 1:11:31
  pretty smooth because I had a system in place.
• 1:11:37
  Then things changed and certain people couldn't help us anymore
• 1:11:39
  and we had to adapt and overcome.
• 1:11:42
  So yeah, I was in charge of it, but we did it as a team.
• 1:11:48
  I made sure I ran smoothly, right?
• 1:11:51
  But everyone did their part to do that.
• 1:11:54
  Does it make sense? I we OK, so be aware of that as
• 1:11:58
  we talk about all of this and the imposter syndrome.
• 1:12:01
  Now what, what I think is also funny is when you wait until the
• 1:12:06
  end of the year to say, here's everything I did, you know, with
• 1:12:11
  me. If I, if I see my boss, like,
• 1:12:13
  for example, everything I'm doing, starting a business and
• 1:12:15
  all this, you know, has nothing to do with the work right now, I
• 1:12:21
  let my boss know, hey, look at this animation that I did or,
• 1:12:24
  you know, look at this because she thinks it's it's cute.
• 1:12:28
  But I said, hey, this is what I'm doing.
• 1:12:32
  And I sent her the the press release for the animation for
• 1:12:36
  military broadcast radio. And it talks about all these
• 1:12:39
  organizations, right? And she says, that's you.
• 1:12:44
  This is who they're talking about.
• 1:12:46
  I was like, yeah, that's me. Look, my name's there.
• 1:12:48
  You know, she she was just like, wow, like that's that's cool.
• 1:12:54
  You know, is it work related? No, it has nothing to do with
• 1:12:58
  work whatsoever. Right.
• 1:13:02
  But I share with my boss because I want her to know, hey, look
• 1:13:05
  what I've been doing. Does that make sense?
• 1:13:07
  Even though it's not work related, I want her to know I'm
• 1:13:09
  not just sitting around doing nothing whenever.
• 1:13:15
  Like, I have a friend of mine, I worked at the college for 25
• 1:13:19
  years and there's some people that I worked with it on my
• 1:13:21
  Facebook pages and stuff. And when he saw me, he's like,
• 1:13:25
  hey, I noticed you changed your hairstyle.
• 1:13:31
  What? That's what you're going to
• 1:13:33
  mention right now with everything going on in my life,
• 1:13:36
  like your hairstyle. I know it's stupid, but yeah,
• 1:13:39
  yeah. Just trying to pick some stuff
• 1:13:41
  out, that's it. But.
• 1:13:43
  I'm starting a business. I'm starting the trivia, I'm
• 1:13:45
  promoting the animations. I'm doing all of this like say
• 1:13:49
  something like that. You know what I mean?
• 1:13:52
  Oh, I noticed you change your profile picture and you know
• 1:13:54
  your hairstyle is different. And you know how I got this
• 1:13:59
  hairstyle by the way? Which one?
• 1:14:02
  This one? Yeah, this.
• 1:14:03
  One I used to as when I was little, my mom would always come
• 1:14:06
  into the site. It's called a natural part in my
• 1:14:09
  hair. OK.
• 1:14:11
  And I went, I started coming straight back and I did that for
• 1:14:17
  years. You, yeah.
• 1:14:22
  You don't realize I changed it? No.
• 1:14:26
  Whenever we go with Jeanetta and I tell her like what I'm doing
• 1:14:29
  right, It's OK, Sorry. I know I see a flash and I'm
• 1:14:35
  just like, oh God, squirrel, squirrel.
• 1:14:43
  I actually went into AI and I said what?
• 1:14:46
  What kind of hair cut do you think would look good on me?
• 1:14:48
  They gave me a bunch of options. I said I think that's what I
• 1:14:51
  want to go with. And I went back to the one I had
• 1:14:53
  when I was a little kid. My hair only can do so much,
• 1:14:58
  right? Had really awesome hair and he
• 1:15:04
  looked really cool in his junior year picture.
• 1:15:07
  And then he wouldn't. I had it cut and they cut way
• 1:15:09
  too much. I say I had it cut.
• 1:15:11
  He's a junior in high school. We're at the Barber.
• 1:15:13
  He's getting a haircut with a friend of mine and I'm talking
• 1:15:17
  to her. She got distracted.
• 1:15:18
  She couldn't weigh way too much of a hair and I didn't even
• 1:15:21
  realize it. I still feel guilty about that.
• 1:15:23
  I had. Curly hair all the way down to
• 1:15:26
  my shoulders about, you know, like to my chin.
• 1:15:32
  By that day, I had a buzz cut. Yeah, it was.
• 1:15:37
  Bad. I don't know how we go from this
• 1:15:41
  to this. Well, because I was.
• 1:15:43
  Going to get rid of my side just so I can have the curls at the
• 1:15:46
  top. That was it.
• 1:15:48
  Do you remember the day we had a conversation about do you have
• 1:15:51
  any regrets that and you wish you would say something before
• 1:15:54
  that? Hey, man.
• 1:15:57
  Hey. I think, yeah, that's a little
• 1:15:58
  bit too much. No, what I mean, what I mean is
• 1:16:01
  my regret is I let that happen without realizing it.
• 1:16:04
  You. You did too, because you didn't
• 1:16:05
  catch it. I was sleeping.
• 1:16:08
  No, you weren't. I wasn't.
• 1:16:10
  You get distracted on the phone but.
• 1:16:12
  No, it was the. Regret that I was referring to
• 1:16:16
  is. What regrets do you have now if
• 1:16:17
  you haven't addressed it? I've addressed it.
• 1:16:18
  I've apologized to you and you know I feel bad about it.
• 1:16:21
  I don't need to go and tell you. Oh, you don't remember the time
• 1:16:24
  that Genovia cut your hair? Yeah, I remember.
• 1:16:29
  No. No, you remember.
• 1:16:30
  But I'm not going to. There's nothing, no reason to
• 1:16:32
  bring it up. I don't have a regret.
• 1:16:34
  I've already said sorry. Unless.
• 1:16:35
  We're talking about the topics like hair or for the summer, you
• 1:16:39
  cut your hair. Yeah, go bald.
• 1:16:42
  Yeah, I think we should do that. I think we should both go bald.
• 1:16:46
  No. No.
• 1:16:49
  Sorry like kind of too late for that.
• 1:16:50
  We're already like halfway through.
• 1:16:53
  The summer, yeah, almost. We can do it for New Year's.
• 1:16:57
  We can shave our head for New Year.
• 1:17:00
  If you do it, I'll do it. No, you wouldn't if you.
• 1:17:04
  Do it, I'll do it. I'll cut my OK, I'll do a buzz
• 1:17:08
  cut again. I'll tell.
• 1:17:09
  You what? No, I'm in bald.
• 1:17:11
  Like bald bald. No, no, no, no.
• 1:17:16
  Maybe I'll I'll tell you what. Let me get a picture of you and
• 1:17:20
  let me go into AI and say, how would he look bald?
• 1:17:23
  Oh God, and let's do that. Just I'm here vein on my big.
• 1:17:28
  Forehead. Oh, you have?
• 1:17:29
  A cut on your on your head. That's just yeah, no, probably
• 1:17:34
  won't be there. Yeah, you have staples too,
• 1:17:36
  actually. Never mind.
• 1:17:37
  Yeah, stitches. Are there?
• 1:17:40
  Yeah. I had stitches on my eyeball.
• 1:17:42
  You have to look closely. They did a good job on Miamis.
• 1:17:45
  Here's your hand. They just closed it up.
• 1:17:46
  They didn't care about a scar. Yeah, 'cause I mean, it was, you
• 1:17:51
  know, just deep cut. You can see my you can see my
• 1:17:53
  bone. Yeah, it's just something just.
• 1:17:58
  And your head, you know, that was, you were 18 months old when
• 1:18:00
  you cut your head open big time, you know, so you've had that
• 1:18:04
  most of your life. I'm just.
• 1:18:06
  Injury prone when I screwed myself, that's.
• 1:18:09
  'Cause you're an idiot. It wasn't.
• 1:18:10
  Even me, it's not my fault they were going too.
• 1:18:13
  Fast. OK, I wasn't even going.
• 1:18:16
  Full speed. But you again, my thing in life
• 1:18:22
  is I give advice, you don't take it.
• 1:18:25
  Your advice go on the right side and I did slow down.
• 1:18:29
  I. Was slowing down.
• 1:18:30
  It was a turn, yeah. You did you stop and look both
• 1:18:33
  ways? No, you just, you were like, I
• 1:18:37
  turn here. Good luck, everybody.
• 1:18:39
  Why? Would I stop?
• 1:18:42
  That's my point. You're entering into the
• 1:18:43
  intersection even though it's a It was AT.
• 1:18:46
  Section. Whatever.
• 1:18:47
  But you're entering an intersection.
• 1:18:49
  You didn't stop and you kept going.
• 1:18:50
  I don't. Need to stop at AT intersection.
• 1:18:51
  You do. I'm not on the T that's why
• 1:18:54
  you're your. Cousin I'm.
• 1:18:56
  Literally here going into the T you're turning.
• 1:18:58
  Into ATI, don't. Stop there.
• 1:19:00
  The T intersection is the line like the T is here.
• 1:19:05
  This person stops, right? Yes.
• 1:19:07
  And like both ways, I was already here going into it.
• 1:19:12
  It doesn't. You don't.
• 1:19:13
  Stop there. Every TM section.
• 1:19:16
  You don't stop there. You're.
• 1:19:18
  Talking about that, the straight line going into the T should
• 1:19:22
  have stopped for you. Yes, you.
• 1:19:23
  Look left and right, I thought. You were on the T and turning
• 1:19:25
  left. No, I.
• 1:19:25
  Told you this many times I was going curve on the left and he
• 1:19:31
  just kept going straight and I had to dodge him.
• 1:19:37
  Well, I used to dodge them, so that's a good thing.
• 1:19:39
  No, I. Didn't touch the cement block
• 1:19:42
  you lifted pretty. Hard to get lift.
• 1:19:44
  That's an 80s term, I. Whipped so much dude.
• 1:19:48
  I broke my bike when I fell. You didn't break.
• 1:19:52
  It yes I. Did I broke the brakes?
• 1:19:57
  Why haven't you said anything I've.
• 1:19:59
  Told you. My orange bike remember you hit
• 1:20:03
  the brake and flat even clapping onto that's not what.
• 1:20:05
  I was talking about what are you?
• 1:20:06
  Talking about Scooter? Oh no.
• 1:20:09
  You're elbow. No, I'm.
• 1:20:10
  Talking about like other times. Oh, we're.
• 1:20:12
  Talking like I've worked. This so many times.
• 1:20:14
  And then I mentioned another time, OK, but yeah.
• 1:20:19
  It's a different. Thing.
• 1:20:21
  Well, same thing, but that this is almost the same thing the way
• 1:20:24
  you're doing it, yeah. I was here, you were here.
• 1:20:28
  Where did who go? Right.
• 1:20:32
  What was that from top? Gun not the Maverick, the
• 1:20:39
  original Top Gun. Now one thing I like about the
• 1:20:43
  Maverick scene is when he says y'all ready to start?
• 1:20:45
  Yeah. And he goes up and flies between
• 1:20:46
  them and catches them off guard. You know, because your radar is
• 1:20:50
  like all around you, not below you.
• 1:20:54
  And he's anyway. Well, it's.
• 1:21:02
  Yeah, it's a weird day. All right.
• 1:21:04
  All right, so we talked about the pitfalls.
• 1:21:08
  Let's talk about those heat Shields that are protected from
• 1:21:10
  getting burned. Protect your professional value
• 1:21:21
  before the corporate pressure mounts.
• 1:21:24
  Here is your operational tier of heat Shields.
• 1:21:27
  The hard evidence receipt protocol.
• 1:21:30
  Deploy an encrypted cloud folder dedicated to screenshots of
• 1:21:33
  client praise, code approvals and optimization metrics.
• 1:21:37
  The manager as partner boundary. Establish biweekly focus
• 1:21:41
  alignment meetings to cross reference your personal win
• 1:21:44
  reports with their immediate regional goals.
• 1:21:47
  The Five Point prep Matrix. Never walk into an executive
• 1:21:50
  room without a documented blueprint tracking target
• 1:21:53
  outcomes, data points, and concrete value arguments.
• 1:21:57
  The Shields are raised. Murph Man finished the play all.
• 1:22:02
  Right. So the hard evidence receipts,
• 1:22:05
  you want to put them somewhere that you can have them and you
• 1:22:08
  want to have them saved. All right, my day, we would
• 1:22:13
  print them and you have a portfolio. 1 of the things I
• 1:22:19
  have to do right now is my financial projections for my
• 1:22:22
  business. Well, I don't know what I'm
• 1:22:27
  going to be doing yet. I can't say it right now.
• 1:22:30
  I just maybe nothing I got to say, oh, I'm going to be doing
• 1:22:34
  this every month and project it. Well, personally, after I make
• 1:22:39
  my projections, I want to know if I followed through with them,
• 1:22:43
  if I did better or worse, right? So every time I look at my
• 1:22:46
  budget for every in the month and I settle my accounts and
• 1:22:48
  everything, I want to know if I did what I was supposed to do.
• 1:22:51
  So it's one of those things where as we're talking and we're
• 1:22:56
  talking with your manager, you're writing down, you can do
• 1:22:59
  it for yourself too, right? And then when you're in a
• 1:23:01
  meeting and everyone says, hey, here's what I did today, you get
• 1:23:08
  the clapping, right? I also have a sound recording of
• 1:23:13
  me working on the BitLocker. You want to hear that one?
• 1:23:18
  All right, Anyway, so. I can imagine that.
• 1:23:24
  Yeah. Yeah, totally.
• 1:23:29
  I really hope they don't hear it.
• 1:23:30
  So we just sound. We just sound crazy.
• 1:23:33
  No, no, we like I hear this. Hear this.
• 1:23:41
  This is me. This is what ADHD looks like.
• 1:23:51
  Yeah. Yeah, all right.
• 1:23:54
  So again. Square.
• 1:23:57
  When you're talking to your boss, all right, you want them
• 1:24:01
  to know what you're doing. You want to have that data in
• 1:24:02
  front of you. You want to have as much
• 1:24:04
  information as possible and you can say, you know, this is what
• 1:24:08
  I'm doing, right? And last but not least is that 5
• 1:24:12
  point prep matrix. You know it doesn't.
• 1:24:14
  The five points is what are you doing?
• 1:24:16
  Where are you going? You know, what have you done?
• 1:24:20
  What do you project will happen? You know, whether there are any
• 1:24:24
  problems, you want to have those outcomes there so your boss can
• 1:24:26
  look at that and say, OK, this is what you've done or you
• 1:24:28
  haven't done. Very important to have that.
• 1:24:31
  OK, then you know, so those pitfalls and everything, a lot
• 1:24:40
  of it can be helped by you just speaking up.
• 1:24:42
  That's pretty much the theme of today, right?
• 1:24:45
  Speak up. Don't let people assume they
• 1:24:50
  know what you know what they don't let people assume that
• 1:24:54
  they think they know everything about what you're doing because
• 1:24:57
  they don't. They don't.
• 1:24:58
  They got to worry about other people.
• 1:25:00
  If you have a manager that's managing 10 people or 15 people,
• 1:25:04
  you're not on their list and get on their list.
• 1:25:07
  Say here's everything I'm doing. Do this, do that.
• 1:25:09
  Right? It's all about promoting
• 1:25:12
  yourself. And I know I like to talk about
• 1:25:15
  myself. OK, Yeah, But at work I'm.
• 1:25:19
  I'm not that kind of a bragger. Well.
• 1:25:22
  Because your work isn't like you would have mentioned yourself
• 1:25:27
  like that well. At work, yeah.
• 1:25:30
  But like, for example, when I took over the Spanish class,
• 1:25:32
  Spanish was like, thank you for coming in on board.
• 1:25:35
  You're amazing. You just jumped in both feet
• 1:25:38
  when I first started, when I was only there for three days.
• 1:25:42
  And I'm like, it's my job. I just, this is just what I do,
• 1:25:46
  you know, when I cover a class, I still have to do all my other
• 1:25:49
  jobs, part of my job. So I'm, it just adds on to me,
• 1:25:53
  my workload. And one time, well, not one
• 1:25:56
  time, I was late to several meetings because I was doing all
• 1:25:58
  this stuff and I said, I'm sorry, you know, I just, and
• 1:26:03
  they're like, I can't believe you're doing all that and this
• 1:26:05
  we're having trouble doing the class, you're doing the class
• 1:26:07
  and all that. Well, thank you.
• 1:26:11
  You know, that's just my job and that's why I told them.
• 1:26:14
  I said the people who do my job are special because we have to
• 1:26:19
  be able to do everything. Not every.
• 1:26:22
  It's hard to do that in a job interview, right?
• 1:26:26
  When you ask someone like, tell me your biggest accomplishment
• 1:26:28
  and that's what it's like. Mine was disarming someone that
• 1:26:31
  we got has nothing to do with the work, right?
• 1:26:34
  I got to focus and say, OK, talk about your work experience, you
• 1:26:38
  know, going in there and saying I can do all of this.
• 1:26:48
  That's not who I am in my professional life.
• 1:26:52
  My actions speak louder than words.
• 1:26:54
  People see it. And then because obviously I
• 1:26:56
  tell people, here's what I'm doing.
• 1:26:58
  I, I'm sorry, I wasn't just late because I was late.
• 1:27:00
  I was doing X things. The meeting is a priority, but I
• 1:27:08
  needed to finish everything. Like for example, the, the
• 1:27:11
  meeting is at 8:30 in the morning.
• 1:27:15
  I have to my first job in the morning is to see who's absent,
• 1:27:19
  who's not. If we have coverage for them, if
• 1:27:21
  their pages are updated to say that they're out, who's covering
• 1:27:24
  for them? Making sure the person who knows
• 1:27:26
  are coming for them knows are covering for them.
• 1:27:29
  It's, it's not hard. But if I have 10 people out that
• 1:27:32
  day and that I did several times, I have to go in and get
• 1:27:38
  make sure 10 people are covered. And if they're not covered, then
• 1:27:41
  we got to do other things, you know?
• 1:27:49
  Is it you have to be able to do that.
• 1:27:56
  OK, when you say I'm late, don't make an excuse.
• 1:28:02
  Just say I got here as fast as I could.
• 1:28:04
  You know everyone already knows it's not a priority thing.
• 1:28:07
  For me it is. I'm literally busy working,
• 1:28:10
  doing something else that has to be done.
• 1:28:11
  Now one of my Co workers says why don't you get here early and
• 1:28:16
  do that? So when this meeting comes,
• 1:28:19
  you're not late. I looked at them like they're on
• 1:28:23
  crack. I'm like, why would I come in
• 1:28:25
  early? My job starts at 8:00 at night
• 1:28:27
  at 8:00 I start. Is there times where I start
• 1:28:32
  like 5 minutes early? Because I'm I wake up, I'm
• 1:28:34
  because I work from home. I get ready and I'm done with
• 1:28:38
  whatever I'm doing and I'm like, OK, I'm ready to start working.
• 1:28:40
  Right? Yeah, and I'll, I'll start
• 1:28:43
  working. It's not a big deal to work
• 1:28:44
  early or work later, you know, but I'm not going to purposely
• 1:28:49
  come in early to do something. Now there's been times where I
• 1:28:55
  told my Co workers, can you guys do this today?
• 1:28:58
  Because I I need to do something else.
• 1:29:00
  And that's the we part we talk about, right?
• 1:29:02
  We do it the day you had your heart attack.
• 1:29:06
  I I messaged both of them. We have a group chat and I said
• 1:29:11
  I'm in the hospital emergency room with Connor.
• 1:29:13
  You guys need to do this. I didn't have to say make sure
• 1:29:17
  you do that. Don't forget to do you.
• 1:29:19
  No, I just said I'm in the emergency room with Connor.
• 1:29:23
  You guys need to do this coverage.
• 1:29:26
  And they did. They were like got it.
• 1:29:29
  And they did. That is the team I work with.
• 1:29:35
  You know, everyone does their part and we work as a team and
• 1:29:40
  everyone does their own individual thing, you know, and
• 1:29:45
  that's why I love what I'm doing, you know.
• 1:29:48
  All right, so we've been talking about this, we've been
• 1:29:52
  discussing all the things that can happen, all you can, things
• 1:29:56
  you can do to improve your situation.
• 1:29:58
  So let's talk about those questions and review what we've
• 1:30:01
  talked about in the Afterburn. You are 100% right to be
• 1:30:15
  confused about visibility versus bragging in today's afterburn
• 1:30:19
  process. These diagnostic evaluation
• 1:30:21
  queries thoroughly. Am I actively running a
• 1:30:24
  gratitude to data flip or am I treating positive executive
• 1:30:28
  reviews as random lucky sentiment?
• 1:30:31
  Does my direct supervisor possess real time weekly
• 1:30:35
  visibility on my wins, or am I forcing them to guess my
• 1:30:38
  performance value? Have I claimed baseline verbal
• 1:30:42
  real estate in structural meetings this week, or did I
• 1:30:45
  remain a silent spectator in the room?
• 1:30:47
  Reflection complete, Murph man. Time for your final thoughts.
• 1:30:52
  All right, so am I actually running a gratitude to data
• 1:30:55
  flip? Are you documenting your wins?
• 1:31:00
  You know, like I tell people, I always have wins every day.
• 1:31:04
  I'm not going to document everything, but there are some
• 1:31:07
  things that I have done that have exceeded the norm, and
• 1:31:13
  those are the ones I'm going to focus on, OK?
• 1:31:16
  It's like Superman, you know, what have you done today?
• 1:31:19
  Or I say the person who is like, you know, OK, there was one time
• 1:31:22
  I went back in time and reverse time and say something, you
• 1:31:25
  know, OK, that's one of those exceptional things, right?
• 1:31:27
  When you're doing good all the time, exceptional when you're
• 1:31:32
  doing good all the time and no one knows what you're doing.
• 1:31:34
  Those you want to document as well because you want to be able
• 1:31:37
  to say, hey, this is what we're doing.
• 1:31:39
  OK. Does my direct supervisor
• 1:31:41
  possess real time information that's so important because they
• 1:31:47
  need to know what you're doing. If they have a report that says
• 1:31:51
  this is everything I did, yeah. You know what's not on that
• 1:31:54
  report? When I had a kid, I had to take
• 1:31:56
  to the emergency room or when I had the situation, my personal
• 1:32:00
  situation, where I had to be in the hospital with you for three
• 1:32:05
  days. My productivity went down for
• 1:32:06
  the month if I had a job like that.
• 1:32:11
  So, you know, yeah, something bad happened.
• 1:32:13
  But look at my number for this week and look at my number for
• 1:32:16
  next week. Did I make up?
• 1:32:18
  Yes, that's the data we're talking about.
• 1:32:21
  And the strategic help in meetings.
• 1:32:25
  OK, You want to give the data, you want to be able to say
• 1:32:30
  things in meetings so people know you're there.
• 1:32:32
  But sometimes there's there's no input from the employees, right?
• 1:32:39
  The meeting is just happening. And here's what we're talking
• 1:32:41
  about. Boom, boom, boom, done move out.
• 1:32:43
  You don't always have that opportunity.
• 1:32:44
  That's why it's important to have that relationship with your
• 1:32:46
  manager where you can bring up stuff.
• 1:32:48
  Hey, did I did yesterday, you know, Oh, cool, thank you.
• 1:32:51
  You know, whatever, they may not care, but if you do that often
• 1:32:54
  enough, it's it stays there. I promise you, right, You know,
• 1:33:06
  when you become a manager on whatever job you're you do, OK,
• 1:33:15
  What is one thing you're going to see besides the data that you
• 1:33:20
  would look at? I'm just curious.
• 1:33:22
  You as a person inventory those are.
• 1:33:26
  Numbers, that's data. OK, but let's let's talk about
• 1:33:30
  that. Let's talk about that.
• 1:33:32
  OK? I'm going to give you a perfect
• 1:33:34
  example of how a manager can influence a company's bottom
• 1:33:40
  line. OK, everyone, everyone listening
• 1:33:44
  right now has that box, that drawer, that cabinet.
• 1:33:50
  I mean, the, what is it called? The little storage containers.
• 1:33:54
  Containers where they store all of their extra packets from Taco
• 1:33:59
  Bell, Panda Express, ketchup, mustard, whatever.
• 1:34:02
  Right? As a manager, one thing you can
• 1:34:07
  do to make an immediate impact if you get hired as a manager at
• 1:34:10
  somewhere and part of the job is they give something away such as
• 1:34:14
  napkins, such as ketchup, right? Taco Bell hot sauce, I'll take 3
• 1:34:20
  hot sauces, They give you 20. Like that's just waste.
• 1:34:24
  That's just waste because they said I'm going to go, I'm going
• 1:34:26
  to order 3 sauces again and they're going to give me 20
• 1:34:29
  more. I don't need those extra sauces.
• 1:34:33
  I don't use them anywhere. Now, if it's something like
• 1:34:35
  ketchup, yeah, I might keep that in because I use it, you know,
• 1:34:38
  at the table or whatever, you know, But as a manager, if you
• 1:34:43
  were to say, OK, only give out three napkins per car, right?
• 1:34:50
  Or the way I would do it as a manager is if there's four
• 1:34:53
  combos, give enough napkins for four combos.
• 1:34:57
  If they ask for ketchup, right? You you don't just throw ketchup
• 1:35:01
  and salsa and whatever and say how many do you want?
• 1:35:07
  You know, like when I go, I don't use ketchup and drive
• 1:35:11
  thrus and I don't use the salsas most of the time, right.
• 1:35:14
  So when they get to the window like which like any salsas, no,
• 1:35:16
  I'm good. That's the manager putting that
• 1:35:19
  there. OK, So if you if you take over a
• 1:35:22
  job that has an inventory like napkins, it sounds so stupid.
• 1:35:26
  But if you if you hand out napkins over time, napkin cost
• 1:35:30
  is going to go down, Ketchup cost is going to go down.
• 1:35:34
  And you can say, I implemented this strategy and this is the
• 1:35:40
  impact. I'm saving you money.
• 1:35:44
  That's a simple thing. You can do the consumables when
• 1:35:50
  you buy pens for work, right? Those pens just disappear.
• 1:35:57
  People take them home. They don't, you know, whatever.
• 1:36:00
  We steal stuff from work without even wanting to.
• 1:36:03
  It just becomes part of, you know, I put a pen in my pocket
• 1:36:05
  and I walk with it. Do I bring it back the next day?
• 1:36:08
  No, not always, right? I just throw it down.
• 1:36:10
  And that's why I have so many pins, right?
• 1:36:13
  That's just human nature. I.
• 1:36:15
  Remember one time I got out of work and I want to go eat
• 1:36:19
  something and I'm like changing into my PJS and I take my pants
• 1:36:24
  off and I feel something in the back of my pocket.
• 1:36:27
  I pull it out and I still have my rag from when I was cleaning
• 1:36:32
  because we were wiping everything down and all that I
• 1:36:34
  just put in my back pocket because that's how I wipe.
• 1:36:37
  I always do it and I'm just like, oh.
• 1:36:41
  Did you take it back? No, see, that's not really
• 1:36:45
  consumable. We have.
• 1:36:47
  No, dude, we ran out of rags. Because people were doing that,
• 1:36:52
  you know, they, they wear out. But yeah, if you take it home,
• 1:36:55
  you don't bring it back. There's just some.
• 1:36:56
  Stuff where no matter what, it's going to be in every inventory,
• 1:37:00
  like every stock, yeah. So as a manager, look at those
• 1:37:04
  consumables that are given to clients and you know, like a
• 1:37:08
  pen, as simple as adding a chain to the clipboard keeps the pen.
• 1:37:14
  You know, in the long run, that might be something you could
• 1:37:17
  save money on. Paper towels, OK, napkins in the
• 1:37:24
  bathroom I was at, I think it was where was I, Dave and
• 1:37:32
  Buster's I think and you know, they have the automatic paper
• 1:37:37
  towels, right? Sometimes I'll get 2 to 2 like,
• 1:37:40
  you know, get one, get a second one, right.
• 1:37:43
  I went and it sent out like this much paper and I went and told
• 1:37:52
  one of the Co workers, one of the workers there I say, hey,
• 1:37:55
  you might want to reset your paper towels.
• 1:37:57
  Giving out too much paper towels, if you don't realize,
• 1:38:01
  little things like that add up overtime.
• 1:38:04
  And if it gives me 5 pieces of paper as opposed to two, that's
• 1:38:09
  almost 150% more usage per person.
• 1:38:14
  That's already double the cost. So when you're looking at stuff
• 1:38:19
  like this, that data, if you can get data that you don't realize,
• 1:38:23
  but one of them is the consumables, you can change
• 1:38:26
  that. As a manager, you will get a lot
• 1:38:29
  of feedback from that. You will have that data and
• 1:38:31
  you'll have those wins. OK, Keep that in mind as we talk
• 1:38:36
  about the digital Inferno and the apps that you can use, OK,
• 1:38:41
  That will help you cause an app is something that that can be
• 1:38:47
  used over and over and over again, right?
• 1:38:49
  It doesn't get wasted. Let's talk about that digital
• 1:38:51
  Inferno. There are three things you can
• 1:39:02
  execute right now to automate professional tracking.
• 1:39:05
  Stop guessing your value. Let's software validate the
• 1:39:09
  metrics. Centralized the Bragg file in
• 1:39:12
  Notion. Establish a dedicated repository
• 1:39:15
  utilizing relational databases to instantly dump performance
• 1:39:19
  metrics cross referenced by company goals.
• 1:39:22
  Implement Grammarly's Tone detector before dispatching a
• 1:39:26
  weekly win report. Process your update through
• 1:39:29
  automated tone analytics to guarantee your language signals
• 1:39:32
  assertive executive presence. Automate Friday win reminders
• 1:39:37
  via To Do List. Program reoccurring high
• 1:39:40
  priority tasks linked to your calendar to force a weekly data
• 1:39:43
  audit before you leave your workstation.
• 1:39:46
  The Inferno is digital. Back to Murfman to close the
• 1:39:49
  segment. OK, I'm old school in a lot of
• 1:39:56
  ways. Have you ever seen me take
• 1:39:59
  notes? Yeah.
• 1:40:02
  What do I take notes on I. Guess a notepad.
• 1:40:08
  It's not a notepad, but it's like.
• 1:40:10
  Yeah, the notepads are the long pages, right?
• 1:40:12
  I use the notepads are the small pads, but I also use index
• 1:40:15
  cards, right? Yeah, because what I like about
• 1:40:19
  an index card system is I have A to do list.
• 1:40:22
  So I write everything on the on the cards and then I can sort
• 1:40:26
  them as I need to do them. If I need to change one task and
• 1:40:30
  push it back or move it forward, I can.
• 1:40:32
  It's easy to do, right. Is there an app that will do
• 1:40:36
  that? Yes.
• 1:40:38
  You know Notion. Yeah, it, it's, it's there.
• 1:40:43
  There's a new app that I just, I just got, It's called Click Up
• 1:40:48
  and it's supposed to bring all your things together, your
• 1:40:52
  emails and everything. I'm going to try it.
• 1:40:54
  You know, there's a new software called Tabit that if you have a
• 1:41:02
  lot of tabs open and you're researching stuff, Tabit is one
• 1:41:07
  that goes to all of your open windows and pulls the
• 1:41:09
  information for you and summarizes it.
• 1:41:12
  So yeah, I'm gonna. I'm gonna need the index card.
• 1:41:20
  Make sure you return my pin. But yeah there's apps out there
• 1:41:29
  you can use to organize yourself and again you guys know I used
• 1:41:33
  Gemini. I had starting a business.
• 1:41:36
  I have all these to do tasks, right?
• 1:41:41
  I was at this event last night. I wasn't working so I, I, I
• 1:41:45
  could have left any time I wanted to, but I had my notepad
• 1:41:49
  with me because I was taking notes on what I'm going to do as
• 1:41:51
  a host, but after the host stuff and there was just dancing.
• 1:41:55
  So I had free time. I pull out my list and I write,
• 1:41:59
  OK, I got to do this. I got to do this.
• 1:42:00
  I got to add this. I'm on my phone saying, OK, what
• 1:42:03
  else I need to with Gemini. I said, I have so many different
• 1:42:10
  tasks that I've talked about today.
• 1:42:11
  I've lost track. Can you summarize them for me?
• 1:42:16
  There it is. Can you put those in?
• 1:42:18
  Keep creates a file in Keep. I go to Google Keep.
• 1:42:23
  It has my To Do List. I'm not having to write anything
• 1:42:27
  down, right? Yesterday at the dance, could I
• 1:42:31
  talk to it? No, I could have written on it.
• 1:42:34
  But I like to talk to Gemini. Literally.
• 1:42:37
  I don't have to write anything down.
• 1:42:38
  I can be playing a video game, talking to Gemini and it's
• 1:42:41
  taking notes for me, right? It's time for a break.
• 1:42:45
  Hot takes with the Murph man will return after these
• 1:42:47
  messages. Oops, that was you.
• 1:42:55
  I know it. Was me.
• 1:42:57
  Sorry, I just got to. Make sure I looked I'm like.
• 1:43:00
  You're not touching anything, Yeah.
• 1:43:01
  I looked at both of my hands. I'm like I don't have the mouse.
• 1:43:05
  So I can be playing the game and talking to Gemini and it's
• 1:43:10
  taking notes from me so I can actually do two things at once,
• 1:43:14
  right? Because people have ADHD, they,
• 1:43:19
  they work on different levels. And like, for example, I cannot
• 1:43:24
  listen to very calm music like Vivaldi, Beethoven and all that
• 1:43:27
  stuff when I'm trying to be working in focus because it's
• 1:43:30
  just too slow for me. And that just frustrates me.
• 1:43:34
  So I'd rather listen to heavy metal and keep that energy
• 1:43:37
  going, right? Yeah.
• 1:43:43
  But learn how to use apps to do your To Do List.
• 1:43:49
  Excuse me like To Do List. It's A to do list, Google Keep
• 1:43:55
  Notion, click up if you use Excel sheets, whatever you use
• 1:44:02
  Word, making your list, index cards, note, whatever, keep that
• 1:44:09
  data for work. Because a notepad, you can write
• 1:44:14
  something here, flip the page and then the next 3 pages have
• 1:44:17
  nothing to do with it. Then you know, so it's hard to
• 1:44:19
  do that. So you want to have something
• 1:44:21
  dedicated, Excuse me, You want to have something dedicated to
• 1:44:28
  tracking your wins so it doesn't get confused with everything
• 1:44:31
  else. OK, when you go into a meeting
• 1:44:36
  and if, if you've been typing it, you can literally print it
• 1:44:39
  out and be like, here's all of my tasks I've done this week,
• 1:44:42
  this month, this year, right? Grammarly tone.
• 1:44:49
  This is one of those things that I've used AI for when someone
• 1:44:58
  has done something that is upsetting me, I can write a, a
• 1:45:03
  very ugly message. And when there's one time my
• 1:45:07
  principal had told me something and she had changed the rules or
• 1:45:09
  whatever because they, they can do that.
• 1:45:12
  And she didn't tell me. And it really pissed me off.
• 1:45:13
  And I wrote her this nasty e-mail sort of this when I first
• 1:45:16
  started, I didn't really understand how the whole system
• 1:45:19
  worked. And she came downstairs to talk
• 1:45:22
  to me and she walks in and says, first thing, take a deep breath.
• 1:45:30
  She could tell by my e-mail I was pissed, right?
• 1:45:32
  Just first thing, just take a deep breath and then we can
• 1:45:35
  talk. And then she says I don't have
• 1:45:40
  to explain myself to you, I can make the changes as I make
• 1:45:45
  changes. She says where I failed was two
• 1:45:48
  places. I did not get your input and I
• 1:45:52
  did not notify you about the changes till it was too late.
• 1:45:58
  And I just said wow, thank you again.
• 1:46:03
  Validation right? I've had some really good bosses
• 1:46:07
  maybe. You have some really bad ones.
• 1:46:09
  Well, yeah. But this, this is an example,
• 1:46:13
  OK? This person did not have to
• 1:46:18
  explain herself to me. And she made that clear.
• 1:46:21
  It was a power thing. Like I'm going to tell you
• 1:46:24
  because I want to, not because you're asking.
• 1:46:27
  But she says I did not get your input and I did not let you know
• 1:46:32
  that. Let me know she was valuable,
• 1:46:34
  that I was valuable to her because she wanted my input on
• 1:46:35
  it. And would you have done
• 1:46:37
  something different based on my input?
• 1:46:39
  Maybe, maybe not, but she knew that was a step that she
• 1:46:43
  skipped. Because again, when you're a
• 1:46:47
  manager and you're used to doing things your own way and then an
• 1:46:50
  employee comes in, that changes how you do things, you have to
• 1:46:55
  adjust to it. And even though I was the lowest
• 1:46:58
  on the Totem Polar, OK, I was the lowest of the lowest on the
• 1:47:02
  ranking system, OK, I was only part time.
• 1:47:04
  I think I was only a part time employee in the whole school.
• 1:47:12
  How can you be part time in a school?
• 1:47:15
  Yeah, just just part time jobs. Yeah, you only like 8 to 1 or
• 1:47:18
  whatever. And so I was the lowest on the
• 1:47:27
  low of this totem pole. She has to explain herself to
• 1:47:31
  me. I didn't understand how it all
• 1:47:32
  worked. I was still new, but in that few
• 1:47:35
  months. And by the way, I started in
• 1:47:37
  August, end of October, she offered me full time position
• 1:47:41
  because she saw how valuable I was to this team.
• 1:47:43
  Yeah, but she had told me that, you know, she she saw the value
• 1:47:50
  in my input. OK.
• 1:47:53
  She saw the value in my input. She saw the value in what I had
• 1:47:59
  to offer the team. And she wasn't used to asking
• 1:48:02
  for help, especially from someone way down here.
• 1:48:04
  If I'm not in your meetings up here.
• 1:48:06
  Then why bother? I have no input.
• 1:48:09
  Yeah right. When she she doesn't really
• 1:48:12
  affected the whole school, you know, and one one of the let me
• 1:48:16
  tell you, this is something a little sidetracked, but it's
• 1:48:18
  it's related. I started the job and she says I
• 1:48:23
  want you to work on the website. We're we're creating new
• 1:48:25
  websites in the district. I'm like bet and I sat there and
• 1:48:31
  I started and I, I did my website for the school.
• 1:48:35
  I had teacher pages. I it was an amazing job.
• 1:48:38
  And then I had a problem doing something and I called the, the
• 1:48:42
  help desk and I talked to Gabby and I hate Gabby.
• 1:48:45
  This is Sean, sorry to bother you.
• 1:48:48
  I'm using this and I'm trying to do this.
• 1:48:51
  And she goes, why are you trying to do that?
• 1:48:54
  That's not your level. And I said, because I've been
• 1:48:59
  tasked to create the web and she said, no, no, that's not what
• 1:49:01
  I'm talking about. She says what you're trying to
• 1:49:03
  change is a district level option.
• 1:49:08
  Like you shouldn't even have access to this.
• 1:49:10
  So as I'm talking to her, she goes, hold on, are you the one
• 1:49:13
  that's doing this, this, this, this, this?
• 1:49:16
  I said, yeah. She says, you've changed every
• 1:49:18
  website in the school district. I didn't give the school's
• 1:49:24
  information to all the schools, but I created categories and
• 1:49:26
  menus. And she says, who the Hell's
• 1:49:29
  changing all these menus? It's just because you want to
• 1:49:33
  keep a website simple and all of a sudden we're having all these
• 1:49:37
  extra categories added. We don't know who's adding them.
• 1:49:41
  And I said, well, that's me. And she says it looks great, but
• 1:49:45
  we need to take it off every other school.
• 1:49:48
  I said OK, sorry. And she says anyway to help you
• 1:49:55
  with what you want to do, I can do this for you.
• 1:49:58
  And I said OK, great. So she did, right?
• 1:50:00
  But I was literally changing the entire district's websites.
• 1:50:04
  I didn't know because apparently I was using the principal's
• 1:50:06
  information. Apparently you know I.
• 1:50:11
  Told you when I screw up, it's with style like like Buzz
• 1:50:14
  Lightyear, I'm falling with style.
• 1:50:17
  When I screw up, I screw up with style.
• 1:50:19
  And anyway, last but not least, OK, is you want to have those
• 1:50:25
  reminders on To Do List, OK, The, the, the, the, the task
• 1:50:32
  list, the To Do List, you want to make sure you keep one and
• 1:50:34
  know what you're doing. Like, for example, this
• 1:50:36
  afternoon, we have to do some stuff and we can go to the lower
• 1:50:39
  valley and go around and we can go northeast, go around and we
• 1:50:42
  plan and said, this is the way I want to do it.
• 1:50:45
  So we can do this in the middle and whatever, you know, we're
• 1:50:47
  planning, right? We have a, we have a list of
• 1:50:50
  where we're going to go. It's not on our, it's on the
• 1:50:53
  app, right? But what do you do?
• 1:50:56
  You create the navigation. I just.
• 1:50:59
  Drive and you just drive, but you go and you put in all four
• 1:51:01
  stops. So it does it automatically for
• 1:51:04
  you, right? That's using apps.
• 1:51:09
  That's exactly how you use app in real daily life.
• 1:51:11
  You just you don't even think about the fact that you're using
• 1:51:13
  apps. No, I do.
• 1:51:14
  No. I'm saying, but we use them
• 1:51:16
  without even thinking about them.
• 1:51:18
  We need to think about them and use more apps.
• 1:51:22
  And I'll give you an example. In the business meeting, I had a
• 1:51:24
  small business development center.
• 1:51:25
  The guy says, let me tell you about market research, because
• 1:51:28
  we can research your market for you.
• 1:51:31
  And I said market research, like there's companies that do that,
• 1:51:36
  right? And they charge for it.
• 1:51:40
  You offer for free. He was, yeah, I didn't know
• 1:51:42
  that. I said, I've been researching
• 1:51:44
  the market. I've never thought of market
• 1:51:46
  research. Does that make sense?
• 1:51:51
  I was doing my own research. I was using Gemini, I was using
• 1:51:55
  search. I was looking up stuff like, is
• 1:51:58
  there another podcast like mine? Is there another business like
• 1:52:00
  mine? Is there another thing like
• 1:52:01
  mine? What else can I do?
• 1:52:02
  There's all these options to do trivia, which one's the best for
• 1:52:05
  what I want to do? And then I try to defeat
• 1:52:07
  different, you know what I mean? But you want to be able to do
• 1:52:12
  that, OK. Use apps that you're not aware
• 1:52:15
  of. Go and try new apps.
• 1:52:17
  Go and try digitizing your world.
• 1:52:23
  That's why it's called the Digital Infernal, right?
• 1:52:25
  So let's take a quick break and when we come back, we'll talk
• 1:52:28
  about our final burn for the day.
• 1:56:53
  All right, how we doing? Time for the final burn?
• 1:56:58
  All right, the final burn is my last take for the night, so here
• 1:57:02
  it is. The secret nobody tells you
• 1:57:13
  about internalizing your true value.
• 1:57:16
  The ultimate take from today's corporate brief is professional
• 1:57:19
  confidence isn't about personal ego.
• 1:57:22
  It is about operational alignment.
• 1:57:24
  Own your metrics, broadcast your impact, and drive your career
• 1:57:28
  like you built the engine because you did.
• 1:57:31
  The final flame has been struck back to Murph Man to wrap the
• 1:57:35
  show all. Right, so professional
• 1:57:38
  confidence isn't about personal ego, it's about operational
• 1:57:41
  alignment. That is what we want to think
• 1:57:44
  about you guys. That is what we do, all right,
• 1:57:47
  is align it professionally with what you're doing and get that
• 1:57:51
  data, get it going and you will see.
• 1:57:53
  All right, that's it for today. Connor, thank you for a
• 1:57:56
  wonderful show. Appreciate it.
• 1:57:57
  All right, if MJ Gonzalez is out there still listening, he wrote
• 1:58:01
  a comment. Good afternoon.
• 1:58:03
  I hope you enjoyed the show, you guys.
• 1:58:04
  That's it for today and we'll see you next week.
• 1:58:08
  That's. A wrap on this episode.
• 1:58:09
  If you're looking for more, you can find all the best clips from
• 1:58:12
  the show on our social media pages.
• 1:58:14
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• 1:58:16
  about today, visit purehottakes.com.
• 1:58:19
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• 1:58:21
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• 1:58:25
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• 1:59:17
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• 1:59:21
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• 1:59:25
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• 1:59:29
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