Latest / Business Roundtable / The Hidden Pitfalls of Open Door Policies - Understanding Superpowered Leadership

Transcript

The Hidden Pitfalls of Open Door Policies - Understanding Superpowered Leadership · Business Roundtable

0:01
Well, hey everybody, this is David Carr of Stuart your Business. So
0:05
glad to have you back here on the Business Roundtable podcast where I've got an
0:09
amazing guest we've had in the past. It's been a little while. Mo
0:13
Evans, Maurice, glad to have you back of Supernaloity, super Powernality,
0:19
what I should I say, Superpowered leaders There's just so many titles that you
0:22
have, Mo, I get so excited. I love I love it.
0:27
I love it man, thanks for having me appreciate it. Yes, I
0:31
am Maurice W. Evans and I'm the CEO of Power Reality and we have
0:38
so many great as you mentioned, divisions like Superpowered Leadership and Superpowered Teams,
0:45
which I'm excited to talk with you about some of those principles today. So
0:50
thanks so much for having me once again. Mm hmm. Absolutely, we're
0:54
super excited. So I was talking to Uh, I'm Murmuric's mode of me.
1:02
You know what, All my friends call me Mo. All your listeners
1:04
are my friends. So is fine? All right? Good? Good?
1:08
So Mo and I were talking before this because I was talking to a colleague
1:15
recently and they were lamenting the fact that they were having this open, open
1:19
door policy, if you will, as leader owner of the company, and
1:23
it wasn't having the desire to fact that they wanted to the employees weren't necessarily
1:30
coming and talking with them. So I thought I was talking to Mo about
1:34
this and his great expertise in poarerality, which we'll get in a little bit
1:37
more here on the episode. But you know this concept or why don't open
1:42
the policies always work? We think this sounds like it's a great thing.
1:45
I remember in college professors would say I have an open door policy or have
1:48
an office hour if you will, and some people would take advantage of that.
1:53
But in a previous company I worked into Mo, you know, I
1:57
had the owner she said, Hey, I'm going to open this door,
1:59
and like it was kind of crickets. There wasn't that many people. Occasionally
2:01
someone would speak about that. And so you know, you and I both
2:06
are are passionate and me a certified Level one trainer with parorality and different aspects
2:13
of my business and organizational health. MO, and I know, I'm really
2:16
excited to get your input and perspective here because I'm just taking thinking about the
2:22
business owner or it doesn't have to be the business owner, could be the
2:23
leader, right of a department director, somebody in a place of leadership where
2:30
they're not getting feedback the way they desired it. And so I'd love to
2:34
just explore this with you, Mo, about some of these ideas of why
2:37
open door policies might fail, what are some of these communication barriers. And
2:40
I foresee this as being a multi part, at least two part episodes.
2:46
So we're going to give you, guys in the introductory kind of foray into
2:50
this, but exploring the idea of the open door policy and kind of what's
2:53
been your experience with that, Mo Man. I love the concept of the
3:00
quote unquote open door policy. I think it sounds great when we start talking
3:07
about superpowered leadership. One of the things is that leaders lead, and so
3:13
oftentimes leaders by default in an organization are expected to have certain behavior styles that
3:23
as a whole, as a society, as a community, we've attributed to
3:27
what we define as a leader, the way a leader should perceive things and
3:30
behave which may or may not be congruent to their authentic super self who they
3:40
truly are. It might not match what has been forced on them. And
3:47
I say forced because they're expected to conform to a certain way, and the
3:53
reality is there are many behavior styles, there are many temperaments that can be
4:00
authentic to themselves, but yet don't seem to fit in that box of quote
4:05
unquote leadership. And I think the word, the phrase, the concept quote
4:12
unquote open door policy is a result of this normative that we have set out
4:23
as an expectation. We're saying, Hey, my door is open, come
4:30
through any time. M Well, that will work for people who believe they
4:41
should be able to go through any open door any time. There's a group
4:48
that sees a closed door and doesn't care that it's closed. They're going through.
4:55
They're like, I don't know if it right, and if it's locked,
5:00
then I'm going to bam on the door and make you open the door.
5:04
So the door the lock closed open to a certain behavior style that means
5:11
nothing to others. Even if the door is wide open, that doesn't mean
5:19
it's appropriate to walk through. So I live in New York City, but
5:26
I also live for some years in Kansas. In Kansas as a city,
5:33
there's a lot of people who leave their doors unlocked and even open, And
5:41
I guess it's just kind of if you know the person, I guess you
5:46
could just walk in there or what have you. But I guess they're not
5:49
really concerned about that. Here in New York City, not only do you
5:55
not leave doors open, you do not leave them unlocked because there are people
6:02
who will come in and you really don't want them to come in. And
6:06
those who respect and a door, whether it's opened or closed, understands I'm
6:14
not going to go in unless invited. I'm not going to go in without
6:15
permission. Like, you know, who are you, Why are you going
6:18
through that door? Who do you think you are going through that door?
6:21
There are a lot of restricted areas that you'll see, Like when you're in
6:27
the subway right there's there's certain doorways that you don't go through. The door
6:32
may be open, but you're not supposed to go through there. Now,
6:36
what I'm saying is that internally, from a perspective of as the neuroscientists called
6:46
a locus of control, there's people who will never be comfortable with is going
6:56
in through a door. So you have to go back to the concept of
7:00
the origin of who created this concept and why did they feel it was something
7:05
that would work for or make sense to everyone else. You're actually creating a
7:14
specific culture where you're asking people to suddenly become what we call outwardly expressive,
7:24
when they may just be inwardly thoughtful, where they're not the type of person
7:29
to just do something. Mm hmm right, right, But we go ahead
7:38
ask your question. Yeah, so yeah, so you're just to clarify.
7:42
So what I'm hearing you say is, is there a certain behavior style of
7:46
personality, not personality, but really it's just your preferred way of being,
7:48
like we talked about, So if you're maybe more hourly expressed, ave,
7:51
what I'm hearing you say is you might just say, hey, I'm open,
7:55
I'm energetically open, like the conversation, the dialogue. And so I'm
7:59
setting up this frame way of being that you're expecting other people to kind of
8:03
come into your world and you're not going into their world, right, You're
8:05
you're setting this up and saying, yeah, here it is, come in
8:09
here. And some people are like you, like you said, they're naturally
8:11
going there. They will pound the door, they'll knock it over just because
8:13
that's what they do. Like, hey, I got to get to that
8:16
person. But you're what I'm hearing you say most there's other people that are
8:18
like, yeah, that's not the way I operate, That's not the way
8:20
I communicate and engage with, engage with people engaged with the world. Is
8:26
that Am I hearing that correctly? And to make sure, I'm absolutely so.
8:30
When we look at the uh characters of our four primary types of power
8:39
noalities, these preferred behavior styles. In fact, I've got a little chart
8:46
here showing the boom. Yeah, let me add that up here. Mo.
8:50
That'ska great here, I think I've got that there. Let me see
8:54
there we go go for there's our in quadrants, which are you know,
8:58
to intersect hemisphere. So we have a northern hemisphere, a southern hemisphere,
9:03
an eastern hemisphere, or western hemisphere. You might consider it the top half,
9:07
the lower half, the right half, or the left half. So
9:09
in that northern hemisphere we have the commander and the energizer. Those are in
9:18
the northern hemisphere. We call those people outwardly expressive. These are people that
9:26
and you know this as being certified in this those are people who are going
9:31
to talk about whatever they want to talk about. In fact, the difference
9:37
between the outwardly expressive and the people at the bottom the calculators and the protectors
9:41
who are inwardly thoughtful. Is that the northern hemisphere actually tends to tell and
9:52
the Southern hemisphere tends to ask. Now, this is interesting, yeah,
10:01
because when we look at this concept, this is a difference of I'm in
10:07
the northern hemisphere, my wife is in the Southern hemisphere, okay, And
10:15
so when my wife wants me to know something, she asks because she's in
10:24
the Southern hemisphere. So she might say, oh, do you want to
10:31
take your jacket? Now me my normal perspective, We've been married for twenty
10:39
years now, just celebrated in March. Yay, yeah, yeah, yeah,
10:43
And so I have learned through powernality and through my marriage to understand that
10:52
asking for someone in the Southern hemisphere is a form of telling for them.
11:00
So for me, I'm thinking no, if I wanted to wear a jacket,
11:03
I would have grabbed the jacket. I don't want to carry a jacket
11:05
around it's going to be so in my early years I would have said no.
11:11
But she's asking because she's already checked the weather. She knows it's going
11:15
to get cool. And then what she would not be comfortable saying is hey,
11:20
take a jacket, or you should take a jacket. That's what I
11:22
would say. I would say, hey, you better take a jacket with
11:24
you, take this jacket. Hey, don't forget your jacket, grab your
11:28
jacket. That I'm going to tell I'm the Northern Hemisphere, right, and
11:33
so if you ask me, I'm not going to receive it as well as
11:39
if you just tell me my thoult is why don't you just tell me?
11:43
Right? This is the rude? Would this be? Would you say,
11:48
Mo? Then I'm not saying making a blanket saatement by? Would you by?
11:52
Because I'm also an energizer, knowing that's too I know you're a hybrid
11:56
between the commander and the energizer. But would you say I'm more comfort,
12:00
for example, with an open door policy because I like talking to people.
12:03
I'm always happy, and so those folks in like you're saying in the Southern
12:07
Hemisphere may not be winding to come up there. I'm not saying all of
12:09
them when none of them couldn't have an open door policy. But I'm asking,
12:13
like, come into my world and tell me something. Is what you're
12:18
basically what I hear you saying, MO, Come tell me what's on your
12:20
mind, not only as the Northern hemisphere you want people to tell you,
12:26
but that is your language. You tell, so the presumption is that others
12:31
will tell. So here's what's interesting. Uh. Management and leadership training historically
12:39
in the States has has been a little bit different. Management training has been
12:45
more Southern hemisphere based. So when your management and you're managing your employees,
12:50
the consensus is that you don't tell people what to do. You ask them,
12:54
Right, you don't say, hey, uh, make sure you give
12:58
me that report by the end of the you a good manager has been trained
13:05
to say, hey, if you don't mind, do you think you could
13:09
get me that report by the end of the day today. Right, We're
13:13
trained in management to ask. But what's intuitive for a leader who's in the
13:22
Northern hemisphere, that's who created open door policy, is to tell. Then
13:26
just presume people are going to tell them things. Yep. And if you
13:31
open the door to tell, if you just say, hey, tell me
13:35
something, then surely they're gonna tell. Because the commander and the energizer,
13:39
you don't have to ask them, They're gonna tell you anyway. Yes,
13:43
So surely, knowing that I'm the type who would tell as the leader.
13:48
If I say I've got open door, then my perspective is, well,
13:52
they're definitely gonna come and tell me because I told them they could. But
13:56
that's not what's intuitive for them. So you're saying it's so if it so
14:05
just for somebody that's listening into this and we're looking at this. If you're
14:09
saying somebody in that northern hemisphere that's outurally expressive and they're in the way that
14:13
they speak, you're really only getting, you know, half of half of
14:16
the population if you want, I don't know the exact numbers, but you're
14:18
getting you're missing half of this other group here in the southern hemisphere. Is
14:24
what I'm saying, These calculator protectors that that may not be their preferred way
14:28
of being. And more what I'm hearing you say, is there going to
14:31
be more asking questions and telling right? Is that what I'm hearing. Guess
14:35
what majority of employees in an organization and a corporate organization are going to be
14:43
protectors and calculators. So it's a lot more than half. Yeah, they're
14:50
going to be uncomfortable. Seventy eight ninety percent could be in that southern hemisphere
15:00
and they are not going to be confident. And there's a lot of things.
15:05
There's a lot of contributing factors that you know, we can touch on
15:09
in regards to you know, a safe environment, confidentiality, There's all kinds
15:13
of things that we can talk about that I think adding finite on. I
15:16
think there's plenty of information. I think a lot of people talk about those
15:20
things, and we can touch on those. But I think the thing that
15:22
people miss is what is intuitive for the individual down at their core of who
15:31
they are. Yeah, and that the vast majority of the people in your
15:37
organization and open door policy is scary to the very nature the core of their
15:46
authentic self. Yeah. I can relate MO in that, and having been
15:56
a manager and a leadership role, I didn't know these terms, you know
16:03
before I met you and got certified, but I can tell you now that
16:06
I know them. It's helped me become better aware of myself as a leader
16:11
and then recognizing and looking back Mo. For example, you know, rather
16:15
than having you know, an open rep policy where I would set, for
16:18
example, a one on one meeting intentionally to ask questions like you said,
16:22
like how are you doing? Where are you at? With people? Because
16:27
I knew they weren't going to be able to they weren't going to be able
16:32
to speak up if you will, I mean, I think the most the
16:36
most common one I've seen MO is not just an open repology, but you
16:38
have like a meeting right with lots of people on a call. And now
16:44
that I know this, it's most likely the commander's energizer. Like somebody says,
16:48
anybody have a question or thoughts or feedback, it's most likely the commander
16:52
energizers in my experience, that are going to speak up and say something.
16:56
And you might get a calculator protector to speak up, but there doesn't seem
17:02
that's been my experience. You can tell me if I'm wrong here, MOO.
17:04
But when you're creating a forum like that, that's just not a comfortable
17:07
place to be exposing themselves and asking lots of questions. It's, like you
17:14
said, kind of creating a safe space or a connection instead again telling like
17:19
let me hear from you. What do you? What do you want to
17:21
say right now? What do you who has thoughts on this? You know?
17:26
And this has to do with their speed and their their pace. Right,
17:33
So people in the Northern Hemisphere are going to be very active, assertive.
17:41
They have a very rapid pace. They process quickly, m and so
17:45
because they move fast, generally when something's going on, they're going to say,
17:48
I'm going to speak out. I have to say something about this,
17:52
right, they have to speak, Whereas those who are in the Southern hemisphere
18:00
are more even paced, They're more calm and careful, and they're gonna say,
18:06
let me reflect. So a Northern hemisphere is gonna say I have to
18:12
say something. The Southern hemisphere is gonna say, hmm, should I say
18:18
something? Yeah, I don't know if I should speak right now? Is
18:25
this the appropriate time? Is this the appropriate place? Is this the appropriate
18:29
way? So I can tell you that the people in the Southern hemisphere are
18:34
going to do a lot more thinking about whether they should go in the open
18:41
door and what they should say if they go through that open door. That's
18:45
where those other factors come in in what happened to the last person that spoke.
18:52
So I'm going to show here some of the general characteristics that we ascribe
18:59
to these powernalities. Right, So, if you have an individual who is
19:11
in the Southern hemisphere, a protector is going to be very polite m and
19:18
a calculator is going to be very prepared. So a protector may feel it's
19:26
impolite to come to your open door situation because of their loyalty to the manager
19:34
or a teammates, so they might not say something that would shine a bad
19:40
light on someone. Right, the calculator is going to be very detailed and
19:45
very prepared, and is going to be concerned about having their presentation in order
19:52
and having the exact words to say. They're the person who's going to come
19:56
in with a prepared document that they probably not even go into the open door.
20:06
They're probably gonna walk in and leave a letter. Mm hmm, yeah,
20:11
right, I could. I mean I could great in theory, so
20:18
I mean I could see this too. So I've had this again. Were
20:22
like, like you said, this is somewhat self imposed. I mean both,
20:25
it goes both ways. So I've seen somebody like a calculator, for
20:29
example, where somebody is very very very thoughtful, they want to get all
20:33
these things written down in thought, and they're working with somebody that I would
20:37
say is probably a commander, very fast paced, decisive, moving quickly straight
20:41
to the point. MO and if if if where they if the calculator feels
20:47
like put off or they lost their train of thought. It's very off putting,
20:51
and so they don't they don't even want to go there because it just
20:53
feels so you know, off again, just off putting and unsettling. And
21:00
I found that even though, let's just use the example of a commander calculator
21:04
where commander is saying open door policy. Here, I am da da da
21:07
da da, let's talk. I was like, man, I don't even
21:11
know if I could get all my thoughts together quick enough to get it lined
21:14
up for the commander, you know, and so I'm going to keep it
21:18
to myself kind of thing. So the commander is like, yeah, come
21:22
on in. It was like, great, I want to tell you about
21:25
something. So, as you know, the company was started in nineteen thirty
21:29
nine and one of the core principles of the miners that were working at that
21:36
time had decided that. And the commander is going to listen for a couple
21:41
of minutes and be like, yes, yes, yes, I'm aware of
21:44
all the history. What was it that you were coming in for. The
21:47
calculator is like, okay, I'm getting to that. Because the calculator feels
21:52
all the details are necessary, So the commander just wants to know what happened,
21:59
but the calculator wants to talk about what color the room was when they
22:03
walked in, and that was significant because the room used to be a different
22:08
color and a study had shown about how color impacts mood. And the calculator
22:17
is going to be thinking about a lot of things that the commander doesn't have
22:26
time or interest in, because they're just interested. Get to the point so
22:32
that we can get things happening right. Get to the point so we can
22:36
get to it, and like, don't rush me. And so the first
22:38
time the calculator feels rushed in that environment, they're never ever ever going through
22:45
that open door again, even if invited. If dragged in, they will
22:49
sit down and they won't say anything. Because of these The calculator moves in
22:59
the most deliberate manner and the commander moves in the most swift manner. To
23:07
a calculator, Commanders are reckless. To a commander, calculators are sloths.
23:19
Both are incorrect about each other because those are two different superpowers. Calculators are
23:27
going to make sure every dot is crossed and every or every T is crossed,
23:33
and I dotted. The commander is trying to get there quickly, get
23:37
done, swiftly, make it happen. And it's okay because there's a time
23:44
when you need a jet and there's a time when you need a tank.
23:47
They don't need the same case. Yes, they serve different functions. So
23:53
we want to look at the superpowers, but recognize the limitations when we insist
24:00
that everyone comply to the superpower. So here's what's really horrible is the commander
24:07
and the protector because their power, noality's cross They don't even share anything in
24:15
common. All the other quadrants have at least something in common as far as
24:19
a hemisphere is concerned. Commander and protector energize and calculator. They are quickest
24:26
to conflict. So majority of people are going to be protectors. In a
24:30
job, I would challenge people to survey and see their organization. They're going
24:34
to find the vast majority of people, particularly those not in leadership, are
24:38
going to be protectors. And so that's terrible when you put the commanders in
24:45
charge, because the protectors are going to feel attacked. The protectors are going
24:49
to feel rushed, The protectors are desiring to be loyal, and so they're
24:57
going to need time to process, but not be given time to process.
25:03
They're gonna move into a people pleasing mode. They're gonna tell the commander what
25:07
they think the commander wants to hear, because they're just trying to get the
25:11
dragon to stop breathing fire. Mm hmmmm. So Mo again, and I
25:18
love this, and I think what we're as this is such such powerful stuff.
25:22
I mean, it's so concentrated, Mo, you have so many great
25:25
insights here and I want to clarify question here. But what I'm seeing this
25:29
this this right now where I really identify these communication barriers based on your preferred
25:33
style, the way you behave where you show up and for somebody like a
25:37
protection. I can totally see this now, Mo, in this if they
25:44
need this, they're really caring, They're they're they're probably gonna to be like
25:48
you said and shut down in a different way than the calculator. They just
25:52
are like they don't want to they want harmony, they want things to be
25:55
smooth and consider it right. And and so they're they may again because they're
26:00
not being asked invited in a sense a different way of like as being asking
26:06
them questions, allowing them in their own way to unfold and to share if
26:11
they feel like it's they're getting you know, like the commander is really you
26:15
know, hitting them up, or maybe even the energizers just so talking them
26:19
over. They might shut down and you might miss some key nuggets instead of
26:23
maybe listening, and I know we'll probably have to get into another episode.
26:30
Yeah, they're guaranteed to shut down. Yeah, they're guaranteed to shut down
26:36
because that's their response to pressure. Anyway, Calculators and protectors withdraw. They
26:44
are a conflict averse. So a commander is, okay, well tell me
26:53
right now, and the protector or calculator is give me time to think about
27:02
what I want to say. Well, commander, energizer, why don't you
27:07
know what you want to say? Just say whatever you're thinking, calculator protector,
27:11
I'm not sure what I'm thinking yet. I'm not sure how I feel
27:15
about it yet. How do you not know how you feel? How do
27:17
you not know how you And so the commander and energizer are pushing for now,
27:22
and the more they push for now, the more the calculator protector withdraw
27:27
and say I need time, I need space. But the more time and
27:30
space they have. Then the more slippery and shady they come off to the
27:34
commander and energizer, who now are not trusting them and think that there's some
27:40
kind of deviousness in there, and so they push even harder. So you
27:44
have a pushing, an unreasonable overbearingness of the commander and energizer pushing harder as
27:51
the calculator and protector withdraws and goes inwards defensively more and the more they go
27:59
in, the more they get pushed, and the more they push, the
28:02
more the other goes in. And it is it just works backwards. Yeah.
28:07
Well, I only experienced this one time to say I'm not interested in
28:11
the open door, right, and how I mean, I don't know about
28:15
you, Mo, but I've known so many people, and clinically, you
28:18
know, myself, I'm more, you know, as you know, outwardly
28:21
expresses. My wife is more inwardly thoughtful. And I've unfortunately fell into that
28:25
trap, like you just said, of pushing for answers. And then you
28:30
know, you see this in relationships, and and like you said, it
28:33
only gets worse. So one person keeps asking questions and pushing, another person
28:37
is backing away, right, And then and then what happens is then people
28:41
start doing you know, stupid stuff which we don't want to have happened.
28:45
Really getting defensive because like backed into a corner right right now, your superpowers
28:51
get turned on in the super villain mode because you got to fight, you
28:53
got to defend. Now, what is the strength of the individual? Is
28:59
you in a way that becomes harmful and so we want to avoid that.
29:06
Here's what's interesting that we've discovered with superpowered leadership is we have a culture temperature
29:11
check. There's a family therapist named Virginia Satyre, and she saw that relationships
29:19
in families had a temperature. Either it was really hot and that led to
29:27
anger and frustration, or it became really cold, which led to stonewalling and
29:33
passive aggression, which really from superpowered leadership we understand is the difference in how
29:41
northern and southern hemispheres respond when there is a very poor temperature in there.
29:49
It's not so much hot or cold. It has more to do with their
29:52
power, noality, And so she saw that it could be measured and it
29:56
could be changed. So we have a thermometer that was inspired by her concept
30:02
in superpowered teams and superpowered leadership that certified trainers can facilitate this for any sized
30:08
team or organization. Our process actually creates an open environment, a culture of
30:18
openness, and whether public or private, when this is facilitated, it gives
30:25
permission and it encourages authentic feedback from participating stakeholders of the organization. So managers
30:34
and leaders are both shocked and impressed with how well this works. I've never
30:41
seen where things have not been amazing at the end, where things come up
30:48
that management and leadership were not aware of or that both in regards to areas
30:53
of needing improvement, but also in regards to new ideas on how to throw
31:00
what's necessary to become a more cohesive team and exactly how to create renewed excitement
31:06
for the mission. And I'm not seeing all of this not happen. This
31:10
happens every time, and all of this is internally generated by the stakeholders of
31:17
the organization. So that's awesome. It is. It's really amazing because we
31:26
look at the psychology of how people communicate and we break down the barriers,
31:33
we build trust and safety in a very ordered, systemic process. We take
31:41
a very systematic approach to this process that allows people to open up and share
31:51
the things that make sense. It creates a positive feedback loop and this facilitation
31:56
it works in all kinds of organizations, whether it's between two people or whether
32:00
it's in a room of two hundred. This process works. And when we
32:07
create this open environment, a culture of openness, an open door culture is
32:15
better, or rather a culture of openness is better than an open door policy.
32:22
Yep, yeah, Well, Mo, I think that's a good place
32:27
maybe deposit, because I think we want to come back and have a conversation
32:32
more in this open I like you how you said open culture, you know,
32:37
and how you're having this this space and holding this frame. And honestly,
32:42
anybody that's listening in any of you guys want to get in touch with
32:46
Marie w Evans, you just type his name up. I mean you'll find
32:50
him. He's all over the place. Or myself too. The reason why
32:53
we have this podcast is to provide value insights to help you lead your teams,
32:59
lead yourself. Well, we would love mo, I'm sure you know,
33:04
and I've talked about some other guests we would love to have on here
33:06
to further share their experiences and insights here on how do we what are the
33:12
strategies, what are the ways, and certainly learning all about parerality and what
33:15
you've already created for years and I'm applying this, mom, And this is
33:19
one of the reasons why I got certified, because I completely saw the value
33:22
in this and in the language and the way it could open up just a
33:27
dialogue and understanding and awareness. I really appreciate you you sharing this tool and
33:31
resource with everybody here on the podcast, because really it is transformative and I
33:38
don't know if anything else quite like it honestly out there today. My pleasure,
33:45
my pleasure definitely is truly unique and we love it. We love everything
33:51
about it. And even if you know, during this time, if someone
33:57
writes in with a question, or maybe someone's to come in as a guest
34:00
with an actual situation, we'd love to be able to help them with something
34:05
they're actually dealing with with their organization. Yeah, we would love to.
34:08
Yeah, as you guys are listening to this, subscribing it, leave comments,
34:12
we go back, we look at comments and feedback. Even if this
34:15
episode has been out for a while, MO and I are in contact pretty
34:17
much every week and collaborating and sharing, you know, so we would love
34:22
to hear from you and whether you're again watching us on YouTube. Hopefully you
34:28
are. If not, but you guys can catch obviously some of the screens
34:31
shots that we shared here today. If you're just listening to the audio,
34:36
we appreciate your subscribing and you're leaving your reviews. Of course, five star
34:39
reviews are always welcomed, but we really appreciate your authentic feedback and how we
34:45
can help you. We I just really appreciate you coming on tonight and sharing
34:49
your insights and your passion for power and reality and just how we can overcome
34:53
maybe this barrier of this over this once was thought as a good thing and
34:58
it's not bad like as it sounds. Good do our policy, but how
35:00
can we make it better? How can we communicate right with our teams?
35:05
You know? And I really appreciate your insights, man, I appreciate you
35:08
having me. Always a pleasure, always a pleasure, excited, excited to
35:14
help people steward their business. So anytime, my brother looking forward, let's
35:19
definitely dotty on that. We're going to just be part one, everybody,
35:22
so come back for at least part two. Who knows, we might have
35:25
a part three on this topic. And again we look forward to you know,
35:30
having some more guests and comments. And again if you're interested by all
35:32
means, please just message me myself here Steward your business, you greet you
35:37
out to me on all the social platforms again, Mo's out there too,
35:39
and all of them we would love to hear from you. Appreciate you all
35:43
listening in and until next time, take good care, Thanks everybody, bye,
35:47
have a good one. God bless