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798. People Before Numbers: How Behavioral Intelligence Builds Better Leaders with Leon Morales · Daily Influence

• 0:10
  [SPEAKER_01]: Welcome to Daily Influence, your daily dose of positive influence.
• 0:14
  [SPEAKER_01]: I'm Brian Smith founder of IA Business Advisors and co-author of the Iain team series.
• 0:19
  [SPEAKER_01]: Each day we share stories and insights to help you find be and build your influence in a positive and responsible way.
• 0:27
  [SPEAKER_00]: And I'm Greg Clino, partner at IE Business Advisors, and co-host of Daily Influence.
• 0:32
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• 0:38
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• 0:48
  [SPEAKER_01]: Hey everybody, Brian Smith here with the I'm team series and your daily influence, you know what are the things I've learned throughout my career is that organizations rarely succeed or fail because of numbers alone numbers are simply in the scorecard behind every financial statement, every strategic decision, every customer experience and every organizational culture, our people.
• 1:11
  [SPEAKER_01]: Making decisions every single day and at IA through our smart management methodology and our business vision organizational assessment process, we've spent decades developing and helping organizations improve performance by understanding both the systems they operate within and the people who make those systems work.
• 1:31
  [SPEAKER_01]: That's why we've integrated behavioral tools like
• 1:41
  [SPEAKER_01]: But to better understand how individuals naturally communicate, solve problems, make decisions and contribute to organizational success.
• 1:51
  [SPEAKER_01]: Today's gas has spent much of his career exploring that same challenge from another perspective.
• 1:57
  [SPEAKER_01]: Leon Morales is president of DNA Behavior International where he helps organizations leverage behavioral intelligence and artificial intelligence to better understand people and prove decision making and create stronger organizational performance.
• 2:14
  [SPEAKER_01]: Leon first welcome to daily influence.
• 2:17
  [SPEAKER_01]: It's great to have you with us.
• 2:18
  [SPEAKER_01]: But before we jump into behavioral science,
• 2:22
  [SPEAKER_01]: something well preparing for today's conversation.
• 2:25
  [SPEAKER_01]: We actually share a bit of common history.
• 2:27
  [SPEAKER_01]: We both entered the military right out of high school.
• 2:30
  [SPEAKER_01]: Our reasons were I think a lot different, but I suspect we both learned some similar lessons that
• 2:37
  [SPEAKER_01]: leadership matters, accountability matters, organizations perform best what people understand both the mission and each other.
• 2:46
  [SPEAKER_01]: To start off looking back, how much do those early military experiences shape the way you think about leadership and human behavior today?
• 2:55
  [SPEAKER_02]: a great question Brian.
• 2:57
  [SPEAKER_02]: First of all, thank you very much for allowing me to be a guest on your show.
• 3:00
  [SPEAKER_02]: Very excited about it.
• 3:01
  [SPEAKER_02]: This is totally in my zone talking about behavioral sciences and really around how people think act and work.
• 3:08
  [SPEAKER_02]: It's fascinating to me.
• 3:09
  [SPEAKER_02]: I think as a young child, I probably was more fascinated with my own family.
• 3:13
  [SPEAKER_02]: And that probably helped me on the path for this.
• 3:16
  [SPEAKER_02]: So when I joined the Air Force right at a high school, it was really around sort of the attention to finish my college.
• 3:24
  [SPEAKER_02]: was really what was driving force, but I quickly learned sort of the whole structure around the military, it was fascinating to me, and it was really interesting, the command and controls sort of part of the military, because it's all about missing control, was so important, and I was somewhat fit into that without even knowing really what behavioral science was, but it was really quite interesting, because you'd have one commander that would sort of
• 3:53
  [SPEAKER_02]: Commander would operate a little bit differently and it was always interesting to me how come they didn't sort of have the same sort of mission or outcomes that the other one did and it's really it really comes down into people's behavior around how they behave and how they think about things and how they how they process information and that really probably even back then in the early 80s really put me on the path of the type of career that I have today
• 4:19
  [SPEAKER_02]: what was interesting Brian, I went into, after I finished the military, I had to select a major, so I chose accounting to be my major.
• 4:27
  [SPEAKER_02]: I didn't have any accounting background, but I thought I'd always have a job.
• 4:30
  [SPEAKER_02]: That was my rationale.
• 4:32
  [SPEAKER_02]: Lipside, I probably really would have preferred being more of a psychological study degree study.
• 4:38
  [SPEAKER_02]: Would have probably been much more interesting, but at that time it really wasn't an available option.
• 4:43
  [SPEAKER_02]: We were thinking of psychologists or sort of that type of a career and I didn't see myself as doing that.
• 4:49
  [SPEAKER_02]: But I loved the study of human beings and how they work and how they think about decisions.
• 4:55
  [SPEAKER_02]: So when I started my professional career in accounting, I kind of naturally gravitated towards the relationship side of the business versus the technical side.
• 5:04
  [SPEAKER_02]: And it was interesting because I was like why don't I gravitate towards the technical side versus people.
• 5:09
  [SPEAKER_02]: But in our work here at DNA behavior, we think about individuals
• 5:14
  [SPEAKER_02]: around how relationship oriented they are or how results relationship they are.
• 5:18
  [SPEAKER_02]: It's really pretty simple and I think you and I talked earlier that because you really are a believer in behavioral science, you probably have seen that in every individual that you've worked with that, you know, something more towards the relational side, some more on the result side.
• 5:32
  [SPEAKER_02]: Well, when you have an individual that's really results focused, I'm talking about, you know, at the 97th percentile, you know, they have a lack on the relationships side,
• 5:42
  [SPEAKER_02]: sort of individual on the team, but for them to manage the team, it can be quite difficult.
• 5:49
  [SPEAKER_02]: On the flip side, you've got the real relational person that's 98% relational, you know, having those technical sort of skills is always a challenge.
• 5:57
  [SPEAKER_02]: So it's, you know, you really have to balance that.
• 5:59
  [SPEAKER_02]: That's what's quite interesting in an organizational development.
• 6:03
  [SPEAKER_01]: You know, it's funny, you just pointed out a second thing we have in common.
• 6:06
  [SPEAKER_01]: My undergrad is an
• 6:10
  [SPEAKER_02]: That must be because our CEO's also a CPA, so it's quite interesting.
• 6:15
  [SPEAKER_01]: Yeah, you know, through that work, one of the things I think we both agree on is that organizations don't improve simply because they install better software, create better reports.
• 6:28
  [SPEAKER_01]: It's not about
• 6:29
  [SPEAKER_01]: the fact that we have these tools that we have available to them, they improve because people improve.
• 6:35
  [SPEAKER_01]: So from everything you've learned throughout your career, what do you believe every leader should understand about people before they ever try to improve organizational performance?
• 6:47
  [SPEAKER_02]: Great question.
• 6:48
  [SPEAKER_02]: You're going to probably this will resonate with you.
• 6:51
  [SPEAKER_02]: So aren't our philosophy here at DNA behavior as people before numbers and the, you know, I'm an accountant, you're an accountant, he was an accountant, but it's never really about the numbers.
• 7:00
  [SPEAKER_02]: Of course, that's important.
• 7:02
  [SPEAKER_02]: But it's what an individual sort of brings to the table and I think that's always some of the things we really recommend, especially, you know, I'm warning in individuals that you really know what those those strengths are.
• 7:13
  [SPEAKER_02]: And we're very much of a strengths-based company.
• 7:16
  [SPEAKER_02]: We don't really like to think about strengths and sort of weaknesses.
• 7:20
  [SPEAKER_02]: I we call them struggles.
• 7:21
  [SPEAKER_02]: Of course, everybody has a certain element of that.
• 7:24
  [SPEAKER_02]: But if you know what that is, you personally know what that is.
• 7:27
  [SPEAKER_02]: You can join an organization and thrive, and I've seen it so many times.
• 7:31
  [SPEAKER_02]: It's when we go against the brain sometimes that becomes difficult, because I'm desperate for a job, and I really want to show up.
• 7:38
  [SPEAKER_02]: and I'm a great interviewer, but I'm not the right person than that job.
• 7:42
  [SPEAKER_02]: That could be the mismatch that, you know, for an individual that's actually leading an organization, just knowing that, you know, that's why I think we're such big fans of using sort of this instrument to help understand who's on your team.
• 7:56
  [SPEAKER_02]: It has nothing to do with
• 7:58
  [SPEAKER_02]: checking in on them or holding them to a different standard because I never believe that we're big believers with CEO should go through the same process that the CSR should go through.
• 8:08
  [SPEAKER_02]: It shouldn't be different.
• 8:10
  [SPEAKER_02]: Now obviously the CEO has a lot more responsibility but it's important but they should use a universal sort of solution that helps understand the CEO and every member of the team.
• 8:20
  [SPEAKER_02]: because that's where you're going to get the best results and I've gotten, you know, I've had many situations that I've worked in before it came to DNA where I ran a $50 million project and I made everybody go through sort of a discovery process and it helped everybody said that was the main ingredient to make that that oral project successful was the ability to use that and have language to talk with and help people through whatever the issue was.
• 8:46
  [SPEAKER_01]: Again, as you keep finding out, we align so well between what we do.
• 8:54
  [SPEAKER_01]: You know, I'm going to pivot a little, but I think it's going to open the discussion a little more and ask you to dig a little deeper, which I think you're going to like.
• 9:03
  [SPEAKER_01]: But one of the principles that we talk about for years here on daily influences, that people are always influencing those around them, how they arrive, you know, how they react, whether they realize it or not,
• 9:20
  [SPEAKER_01]: behavioral awareness helps us understand ourselves, but leadership also carries responsibility.
• 9:27
  [SPEAKER_01]: And where do you see the relationship between behavioral awareness and intentional leadership?
• 9:35
  [SPEAKER_01]: It is understanding ourselves.
• 9:38
  [SPEAKER_01]: enough or does becoming an effective leader require us to intentionally grow beyond our natural tendencies.
• 9:46
  [SPEAKER_02]: I think it does, Brian, especially the large of the organization, I think it's really important to understand that people are wired differently.
• 9:56
  [SPEAKER_02]: They just naturally are.
• 9:57
  [SPEAKER_02]: And when you mentioned about influence, and I think there is a natural curiosity with people around, you know,
• 10:04
  [SPEAKER_02]: seeing your perspective that's influencing that you talked about.
• 10:09
  [SPEAKER_02]: What's interesting is that there's one unique style in the DNA universe and we have 10 of them on the unique style scale and the one is an influencer that's the unique style name and it really goes along with that because they really are great at influencing individuals for a common mission that they believe in
• 10:34
  [SPEAKER_02]: people see them as being manipulative.
• 10:36
  [SPEAKER_02]: You know, and that's where you want to sort of have that balance around what the organizational goals are, because you really believe in what we're doing, you know, I think you and I can attest, we're building behavioral science, but keeping that so there's a psychological safety element to the organization.
• 10:53
  [SPEAKER_02]: So that influencer, if they know their behavioral awareness, I'm an influencer, you know, sometimes I can get kind of carried away
• 11:01
  [SPEAKER_02]: But you get another one that's a reflective thinker and they're, by that name, they think about things before they act.
• 11:08
  [SPEAKER_02]: So if the influencers ask him a question, they're not going to answer it away because they can't process that fast.
• 11:13
  [SPEAKER_02]: They want to think about it.
• 11:15
  [SPEAKER_02]: They're going to come back with a better answer.
• 11:17
  [SPEAKER_02]: But sometimes that influencer can discount that individual on the team.
• 11:22
  [SPEAKER_02]: And they may be the best person for that role.
• 11:25
  [SPEAKER_02]: but there's an understanding of, you know, let that person ample time to process and think about it before they came back with an answer.
• 11:33
  [SPEAKER_02]: And that's, it's a really easy way to do it, but you saw when you know that, and again, it doesn't have to get real psychological sort of, you know, data that you have, but when you know this about individuals, and I'm a big believer that individuals on the team, as long as they feel part of the team, they can speak up,
• 11:50
  [SPEAKER_02]: that they really feel naturally part of that team.
• 11:53
  [SPEAKER_02]: That's when you're going to get the best results.
• 11:55
  [SPEAKER_02]: And we've seen that over and over and over and every study I've checked.
• 11:58
  [SPEAKER_02]: When you have what I call behavioral diversity on a team, you have the best results.
• 12:02
  [SPEAKER_02]: That's where you get the most creativity, usually in product development, that's where you get the most throughput because everybody's participating at their optimal strength.
• 12:11
  [SPEAKER_01]: Yeah, that's so true.
• 12:12
  [SPEAKER_01]: You know, that's,
• 12:14
  [SPEAKER_01]: the diversity of teens that really brings a lot of value is when you start to bring in all these different personalities and different way of looking at things and and how they break them down and they might even see root causes being different, both always end up with better solutions when we have a larger diverse team working on these problems which is really interesting because
• 12:44
  [SPEAKER_01]: combining behavioral intelligence with AI, and as you point it out, you have these names that you've applied to these behavioral tendencies that help humans understand their behavior and how to apply their understanding of their behavior both.
• 12:59
  [SPEAKER_01]: When I would, I don't like the word good and bad, but positive and negative, whatever it is.
• 13:04
  [SPEAKER_01]: So, you know, AI's becoming incredibly good at
• 13:10
  [SPEAKER_01]: helping us understand behavior at a scale we've never been able to have really think about or digest.
• 13:17
  [SPEAKER_01]: Exactly.
• 13:19
  [SPEAKER_01]: As excited as that is what responsibilities should leaders never delegate to technology.
• 13:26
  [SPEAKER_02]: Yeah, that's a big list I think.
• 13:30
  [SPEAKER_02]: Yeah, I think we've all probably had lessons in tokens and, you know, that, you know, I've been going up the rails a bit.
• 13:35
  [SPEAKER_02]: Yeah, I'm a bit, and we've embraced AI, because it's really helped our business a lot.
• 13:42
  [SPEAKER_02]: And one use case of it would be when we moved to our new technology system.
• 13:47
  [SPEAKER_02]: Because it's a company that has been around since 2001.
• 13:50
  [SPEAKER_02]: So when we moved to the new technology in 2023, we integrated AI.
• 13:57
  [SPEAKER_02]: But we always know it should be checked by a human being.
• 14:01
  [SPEAKER_02]: I'm a big believer of that.
• 14:02
  [SPEAKER_02]: If you put it on autopilot where the AI tools sort of generating sort of the information to passing it onto a client, that's dangerous.
• 14:10
  [SPEAKER_02]: It really needs to be checked by a human being, but you can leverage
• 14:19
  [SPEAKER_02]: improvements in the company and any company, but I think it's important, especially but I'll later not abdicated any responsibility that it was an AI agent that said that's really kind of a bad and when we needed one I was like good or bad, it's positive or negative, but I think it can create negative sort of
• 14:39
  [SPEAKER_02]: sort of outcomes in the company when people sort of rely on it, but it should, the way there should be on the, on the AI governance is that everything has sort of a purpose in the company.
• 14:51
  [SPEAKER_02]: It really leverages the company to be able to use these automated processes, but I think it does need that human being to oversee it or to make sure there's a responsibility
• 15:07
  [SPEAKER_02]: You know, devolved client privacy issues and that's the last thing any of us need is that kind of outcome.
• 15:16
  [SPEAKER_02]: So I think it's really important and then oversight.
• 15:18
  [SPEAKER_01]: You know, I'm going to guess that you think about where human judgment empathy was
• 15:31
  [SPEAKER_02]: all the time.
• 15:32
  [SPEAKER_02]: In fact, we study ethical AI is huge on our sort of list and thinking about it, you know, and I think it's important also in that vein to never use behavior as a weapon for any individual.
• 15:47
  [SPEAKER_02]: I think that gets back to the psychological safety that I mentioned.
• 15:51
  [SPEAKER_02]: You know, in our user, an example, somebody that's really anchored in the definition of that is somebody that knows a process really well, they've been doing it for years.
• 15:59
  [SPEAKER_02]: They always deal with zero errors because they're so good at it.
• 16:04
  [SPEAKER_02]: The opposite of that is somebody that's quite creative.
• 16:07
  [SPEAKER_02]: And so you think about the, you know, the dimension of that anchored versus creative.
• 16:12
  [SPEAKER_02]: When you get two people that work together, the creative person thinks that individuals less intelligent.
• 16:18
  [SPEAKER_02]: and it has nothing to do with that, it's how the person processes things and it's really quite important because that anchor person will always do things exactly the way they are, but then when you bring in the new oracle system, guess who's going to be concerned and you know, what does that mean for my job?
• 16:33
  [SPEAKER_02]: The creative person's going to naturally jump in, figure it out, you know, they may not document it well, but the anchor person's really going to have to have a different sort of perspective of how to embrace that new technology to move to the
• 16:47
  [SPEAKER_02]: And so, I wanted to just illustrate that that's in the organization where we talk about the behavioral diversity that's so important, but you just have to respect also if that anchor person knows that I can, hey, it's going to take me a little bit of time to study it.
• 17:00
  [SPEAKER_02]: I'm going to get there, but I just need some tools to be able to help get me there.
• 17:05
  [SPEAKER_02]: It that makes sense how that works.
• 17:06
  [SPEAKER_01]: I think it does and I think it helps outline for our listeners, you know, how they can apply behavioral sciences to, you know, different aspects of their business.
• 17:18
  [SPEAKER_01]: And you know, you brought up a good word psychological safety.
• 17:21
  [SPEAKER_01]: And I was just having a conversation with my daughter, Mary, who co-wrote our books and she's struggling right now with an issue with boundaries with a work mate.
• 17:33
  [SPEAKER_01]: And the work made is struggling understanding boundaries as a concept, you know, we have in the past on a disservice to our workforce by not allowing for us to be able to have conversations about the the behavior or psychology of the workplace and.
• 17:49
  [SPEAKER_01]: We're getting to a point your company is developing tools to help us first understand how to apply psychological safety and actually give it a definitive meaning, you know, where we might have boundaries between different people because we, people have agreed to these assessment protocols, which help us not necessarily, you know, put us in buckets for a negative reason but
• 18:16
  [SPEAKER_02]: That's exactly right, because again, I should never be used as a weapon or sort of a punitive sort of measure, but that the boundary piece is quite interesting.
• 18:25
  [SPEAKER_02]: And you see that often, Brian, with somebody that's quite patient versus fast pace, somebody that's going to be like, because they don't, they don't really allow boundaries to sort of be penetrated.
• 18:36
  [SPEAKER_02]: And then when there are boundaries, because it's usually because the person really wants to do the right thing, but they don't know what that
• 18:43
  [SPEAKER_02]: with that line of deep that boundary is.
• 18:46
  [SPEAKER_02]: That's something that, you know, they've really, they struggle with and it's always difficult to sort of get that into check.
• 18:52
  [SPEAKER_01]: Well, that's why having systems and partners like DNA behavior are so important in this field.
• 18:59
  [SPEAKER_01]: We need that trust within our human communities.
• 19:02
  [SPEAKER_01]: Oftentimes we tell our clients that people and systems, they do have to work together.
• 19:10
  [SPEAKER_01]: struggle and great systems with disengaged people will eventually fail as our organizations, your clients and future clients, get more access to your tools and other tools.
• 19:24
  [SPEAKER_01]: How do you see behavioral insight and discipline demand management systems working together?
• 19:30
  [SPEAKER_01]: And what advice would you give leaders who are trying to build organizations that are both highly productive but also deeply human?
• 19:38
  [SPEAKER_02]: You know, when I joined DNA in 2012, the world's technology had not yet caught up to where it is today, obviously.
• 19:45
  [SPEAKER_02]: It's just rapidly sort of accelerated.
• 19:48
  [SPEAKER_02]: And so now, you know, the ability to have the behaviors, sort of integrated in, because you were even talking about APIs, which you know, allows us to be able to integrate behavior in the systems is so much easier today than it was even three years ago.
• 20:03
  [SPEAKER_02]: So that behavior once somebody completes sort of their discovery, it used to be when we had pull out our PDFs and we would look at it and then we'd go to a team event.
• 20:14
  [SPEAKER_02]: You know, two days later, you might forget about somebody's unique style, or you might forget about sort of, yeah, they're angry, they're creative, and not that you have to remember that.
• 20:22
  [SPEAKER_02]: But what we really strive for is the integration of that where that's available.
• 20:26
  [SPEAKER_02]: So if we're getting on teams, we can actually see it and help us have a better exchange in meetings, or that it's really helping in the diagnostic, of, you know, remember that Q is very fast-paced.
• 20:38
  [SPEAKER_02]: He's super fast-paced, so keep the moving, the meeting moving.
• 20:42
  [SPEAKER_02]: you know, if you get caught up in brainstorming, that can be like the least sort of, you know, effective way to work with them.
• 20:48
  [SPEAKER_02]: You know, so those kinds of tips are really important, and it's not too catered to anyone individual because we should never do that.
• 20:54
  [SPEAKER_02]: We all should operate in our own strengths, but just being cognizant of that, you know, when people are coming together with such differences in behavior, but you've got an outcome, and that's really what it's about.
• 21:05
  [SPEAKER_02]: That people before numbers,
• 21:07
  [SPEAKER_02]: Because if we know who we are, but we know we got clear agenda items and what we're trying to accomplish that makes a huge difference because in many ways, you know, there's a certain number of people that'll come to a meeting and never have an agenda that's not what they, they don't even think about it.
• 21:22
  [SPEAKER_02]: They just go in and they're like, well, we'll figure this out versus some people, always have an agenda, you know, they've got bam, bam, bam, bam, bam, bam, bam, and they always seem to be so structured.
• 21:30
  [SPEAKER_02]: But if you had that kind of an organization where you have the best people that do that, when I say best, the best skill set to be able to do that effectively, because that other person might have a better sense of, you know, working with a client, you know, and much of deeper relationship, you just got to make sure that people were in the right sort of roles for that.
• 21:48
  [SPEAKER_01]: Yeah, what agree.
• 21:49
  [SPEAKER_02]: It's not difficult.
• 21:50
  [SPEAKER_02]: That's the beauty of it.
• 21:52
  [SPEAKER_02]: You can make it so easy, Brian, to be able to do this.
• 21:54
  [SPEAKER_02]: It's not complicated.
• 21:56
  [SPEAKER_02]: You mentioned something about, you know, technology and process.
• 21:59
  [SPEAKER_02]: So when I before I joined DNA, I worked for a small BPO from a business process consulting firm.
• 22:05
  [SPEAKER_02]: And we are beliefless.
• 22:06
  [SPEAKER_02]: People process technology.
• 22:08
  [SPEAKER_02]: And if you have those three and you concentrate on each one of those, you're going to have a really effective organization,
• 22:18
  [SPEAKER_01]: That's funny on our, one of our taglines here is people process technology and ideas.
• 22:24
  [SPEAKER_02]: So, oh, ideas, I like that too.
• 22:26
  [SPEAKER_02]: I did that one.
• 22:27
  [SPEAKER_01]: Yeah, if you go to our website, you'll see people process technology and ideas.
• 22:31
  [SPEAKER_01]: And talk about keeping it simple.
• 22:33
  [SPEAKER_01]: Our entire branded methodology here as our listeners known is, is commonly known as smart management, which is.
• 22:40
  [SPEAKER_01]: Yeah, because he built on the smart goal foundation, we've just taken it and blown it into a very simply applied business operating system that we teach our clients.
• 22:50
  [SPEAKER_01]: So, you know, we're very much like DNA behavior where we like things to be straightforward as simple for humans to embrace.
• 23:00
  [SPEAKER_01]: and to use for their own personal and team continuous improvement.
• 23:05
  [SPEAKER_02]: So yeah, it's fascinating because you know, I've joined in 2012 as I mentioned, but we've got clients that started with us when the company had what we call financial DNA from 2005 that stayed with us.
• 23:17
  [SPEAKER_02]: It's amazing and it's been, and so they've seen this, you know, why this range of features of the system that are, they never thought about
• 23:27
  [SPEAKER_02]: because they really believe in having these behaviorally smart organizations.
• 23:31
  [SPEAKER_01]: I would expect that for a company who is people centric, you know, and because, you know, when we lead with people, it means that we are actually listening to our clients and our teams, and that doesn't surprise me that you have clients that go back to legacy clients that go back to inception.
• 23:47
  [SPEAKER_02]: that's fascinating.
• 23:48
  [SPEAKER_01]: Yeah, it's awesome.
• 23:49
  [SPEAKER_01]: And I'm proud to say we, I started the company in 96 and we have clients that go back to that first year.
• 23:56
  [SPEAKER_01]: So I'm, yeah, that says a lot.
• 23:59
  [SPEAKER_01]: Yes, I'm, I'm very proud of that for for myself and for our team.
• 24:04
  [SPEAKER_01]: We have team members that have been with us almost that long, too.
• 24:07
  [SPEAKER_01]: So I'm really proud of the organization.
• 24:10
  [SPEAKER_01]: So luckily, I'm before.
• 24:12
  [SPEAKER_01]: We wrap up.
• 24:13
  [SPEAKER_01]: I want to give you an opportunity to give us kind of like an influence of the day.
• 24:19
  [SPEAKER_01]: You know, if every leader today who's listening now or in the future, remember it only one lesson about today's conversation and that DNA behavior can leave.
• 24:32
  [SPEAKER_01]: One principle that could make them a better influence on the people they lead in their area of influence.
• 24:41
  [SPEAKER_02]: Yeah, woo, that's a tough one, Brian, that if I can use two.
• 24:48
  [SPEAKER_02]: The one, and it's often misunderstood here at D&E Behavior, we have the same discovery process we call DNA Insight.
• 24:55
  [SPEAKER_02]: It measures not only the work talent side that we've been talking about, but
• 24:59
  [SPEAKER_02]: the flip side of it measures financial behavior.
• 25:02
  [SPEAKER_02]: So your relationship to money.
• 25:04
  [SPEAKER_02]: It's fascinating.
• 25:05
  [SPEAKER_02]: You know, I've been with the company as long as I have.
• 25:08
  [SPEAKER_02]: And it's fascinating.
• 25:08
  [SPEAKER_02]: This one discovery can measure these financial behaviors.
• 25:12
  [SPEAKER_02]: You know, if you're a savior or a spender, you know, that's and that's quite relevant in the workplace.
• 25:17
  [SPEAKER_02]: It doesn't mean that your leader needs to know that but for you personally, because it really helps in sort of your your ability for
• 25:24
  [SPEAKER_02]: You know, for wealth management to know these things about yourself, because we've always think thinking of Workplace behavior is being sort of a work process in knowing your strengths, but knowing the flip side of that on the money behavior can be really fascinating for an individual.
• 25:42
  [SPEAKER_02]: So it's like that this all in one lifestyle discovery, so I think that's
• 25:47
  [SPEAKER_02]: And the reason I wanted to bring that up was because I think it's for leadership.
• 25:51
  [SPEAKER_02]: If you know that, maybe you're not great at budgeting, but you know, you're in charge of the FPA group at the company.
• 25:57
  [SPEAKER_02]: You know, it doesn't mean that you're not effective as a leader, but just knowing that can be quite enlightening for an individual.
• 26:04
  [SPEAKER_02]: So that's it.
• 26:05
  [SPEAKER_02]: I wanted to bring that up because I think that's often not an understood sort of insight that we have.
• 26:16
  [SPEAKER_01]: a career consultant.
• 26:17
  [SPEAKER_01]: You can see that a lot of our clients carry their spending behaviors, our subconscious to them, or even unconscious, until they run out of money.
• 26:27
  [SPEAKER_01]: So the fact that you have part of your tool helps people understand that behavior characteristic would be extremely valuable
• 26:40
  [SPEAKER_02]: Yeah, it's fascinating.
• 26:41
  [SPEAKER_02]: Honestly, it's one of the reasons I joined this company because I was literally when I sat down with Hugh and understood what he had built.
• 26:49
  [SPEAKER_02]: I was just how and, you know, with nobody's ever cracked that code, you know, we have that.
• 26:56
  [SPEAKER_02]: So it's pretty cool.
• 26:57
  [SPEAKER_01]: Yeah, that is very cool.
• 26:59
  [SPEAKER_02]: I don't think it should ever be under valued that psychological safety.
• 27:04
  [SPEAKER_02]: And some individuals might think of that as, it's the touchy, feely stuff.
• 27:09
  [SPEAKER_02]: And I don't think it is.
• 27:10
  [SPEAKER_02]: I think it's psychological safety.
• 27:14
  [SPEAKER_02]: If you have somebody that's really very and results focuses, we started this.
• 27:18
  [SPEAKER_02]: And somebody that's very relational, they're probably going to have the biggest mismatch in our style match we call it when we compare to people.
• 27:26
  [SPEAKER_02]: They might score it about a 25% but we might need to be working together because they have such intellectual insight into helping move the company but they've got to learn how to work together.
• 27:38
  [SPEAKER_02]: And if you have these what I call the roadmap of
• 27:43
  [SPEAKER_02]: Okay, yeah, you got to remember that, you know, Alice has a little bit more relational, and I'm a real driver.
• 27:49
  [SPEAKER_02]: I've got to remember this.
• 27:51
  [SPEAKER_02]: It can have breakthroughs, and I've seen it many times.
• 27:54
  [SPEAKER_02]: That's one thing I'd like to leave the audience with is that just understanding you may have teammates that are so opposite.
• 28:00
  [SPEAKER_02]: And a lot of people think it's conflict.
• 28:03
  [SPEAKER_02]: It's not always conflict.
• 28:05
  [SPEAKER_02]: It's they don't understand each other because nobody's really described it to them before.
• 28:09
  [SPEAKER_01]: Yeah, it's an amazing point, play on and we as organizations as it can and individuals, you and I are aligned there completely are
• 28:19
  [SPEAKER_01]: our work foundationally hopefully guides humans to that place where they can have that trust what their workmates regardless of the differences they may have in their foundational behavioral makeup.
• 28:32
  [SPEAKER_01]: There is a way for them to work together and complement each other even when you have clarity of the people that you directly influence or even indirectly influence in your workplaces
• 28:45
  [SPEAKER_01]: Having that psychological safety, one of the best places to get that is through an assessment like you provide a DNA behavior or some of the others and actually digesting them.
• 28:57
  [SPEAKER_01]: Don't just take them, can don't just learn your own, but see if you can learn about the people who you interact with so that you can use that to help you communicate and collaborate.
• 29:07
  [SPEAKER_01]: Exactly.
• 29:08
  [SPEAKER_02]: And people find it fascinating.
• 29:09
  [SPEAKER_02]: Once they've taken it in another person, they're fascinated by that.
• 29:12
  [SPEAKER_02]: So yeah, it's always great.
• 29:13
  [SPEAKER_01]: Yeah, I love sitting in the room with our clients when we're in the application phase of continuous improvement and we're giving them their behavioral assessments and talking about how to use them we teach our clients how to use them together.
• 29:29
  [SPEAKER_01]: that is probably my most favorite part of the time.
• 29:32
  [SPEAKER_02]: I would agree.
• 29:33
  [SPEAKER_02]: That's my favorite too.
• 29:34
  [SPEAKER_02]: But I can be with the client.
• 29:36
  [SPEAKER_02]: That's where I light up and get excited.
• 29:38
  [SPEAKER_02]: I get excited about the whole business, but that's you know, seeing a breakthrough like that is incredible.
• 29:43
  [SPEAKER_01]: Having their light, the lights go on, see more exciting than making them money.
• 29:47
  [SPEAKER_01]: So I'm with you.
• 29:49
  [SPEAKER_01]: I'm totally with you.
• 29:51
  [SPEAKER_01]: So, luckily, I'm do me a favor, everybody knows, but down below in the show notes will be how to reach out to you, how to get contact with you.
• 30:01
  [SPEAKER_01]: But why do you share with everybody website, LinkedIn, anything where people can reach out and have a conversation with you.
• 30:09
  [SPEAKER_02]: Absolutely, so we're at DNABehavior.com and you can message me right from the site where you can go to LinkedIn and Leon DNA.
• 30:19
  [SPEAKER_02]: That's pretty easy to remember.
• 30:20
  [SPEAKER_02]: Leon DNA and I'm a LinkedIn or a company page is there.
• 30:23
  [SPEAKER_02]: Message me, I'm always happy to connect with leaders and see sort of their journey.
• 30:28
  [SPEAKER_02]: It's probably one of my passions in life is seeing people thrive in organizations.
• 30:33
  [SPEAKER_02]: And the worst thing I've ever seen is when somebody hates getting up to do their job.
• 30:37
  [SPEAKER_02]: that says to me that just in the wrong role.
• 30:40
  [SPEAKER_02]: So hopefully they can find their ability to understand what their strengths are and move towards it.
• 30:46
  [SPEAKER_01]: Visit Leon.
• 30:47
  [SPEAKER_01]: Go look at their website is full of amazing information about not just who they are, but what they do and how it can influence yourself and your organizations, not only in a positive way, but also responsibly.
• 31:02
  [SPEAKER_01]: So take the time to
• 31:05
  [SPEAKER_01]: Leon, I really thank you for joining us today.
• 31:08
  [SPEAKER_01]: I really appreciate not only the work you're doing through DNA behavior, but also your willingness to explore the human side.
• 31:16
  [SPEAKER_01]: I'm not just leadership, but the workforce in general.
• 31:19
  [SPEAKER_01]: Because there's so much more than just leadership in our workplaces.
• 31:22
  [SPEAKER_01]: And as we've talked today, it's become clear that while our organizations may approach leadership from
• 31:28
  [SPEAKER_01]: slightly different directions and for different end results often times we share a common bully organizations improve when leaders better understand.
• 31:38
  [SPEAKER_01]: people and people understand the people.
• 31:40
  [SPEAKER_01]: And then intentionally choose to engage with them in the most positive and responsible way that they can.
• 31:47
  [SPEAKER_01]: And understanding behavior gives us insight, which is what you help us do.
• 31:51
  [SPEAKER_01]: And understanding systems gives us that structure to put it to work for us.
• 31:56
  [SPEAKER_01]: But it's the daily decisions that leaders make that ultimately shape culture.
• 32:02
  [SPEAKER_01]: our performance and build the trust that we have and each other and through our organizations.
• 32:08
  [SPEAKER_01]: So to everyone listening, remember that every conversation, every decision, every interaction is an opportunity to influence somebody in a positive way and understanding people is only the beginning.
• 32:19
  [SPEAKER_01]: What you choose to do with that understanding is what ultimately defines your influence.
• 32:25
  [SPEAKER_01]: So until next time,
• 32:26
  [SPEAKER_01]: Find your influence, be your influence and build your influence.
• 32:30
  [SPEAKER_01]: And I hope you all have an amazing day.
• 32:33
  [SPEAKER_01]: Thanks again, Leon.
• 32:34
  [SPEAKER_01]: Thank you, Brian.