Latest / The Business of Alignment - Powered by The E1B2 Collective / The E1B2 2022 Recap Show Episode 1: Aj Vaughan - Founder of The E1B2 Collective

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The E1B2 2022 Recap Show Episode 1: Aj Vaughan - Founder of The E1B2 Collective · The Business of Alignment - Powered by The E1B2 Collective

0:02
I can't believe we made it. We made it to another year.
0:11
We made it through a lot. I made it through alive. 20:22
0:17
is definitely interesting and and I honestly mean that.
0:22
I think we always say it's been a hell of a year, but I think
0:26
for me, personally I raise my hand and say 20:23 was
0:30
definitely interested. 20:22 was definitely interesting.
0:38
I took some notes down. Things I want to talk about
0:42
things. I want to say but first and
0:43
foremost let me announce what did he even know what it is that
0:46
I'm even doing. Let me announce kind of all the
0:49
all the people thus far that have volunteered and say I will
0:52
support you in this odd but fun idea.
0:56
And and then what happened, The first thing I want to say is
1:02
this 2020 to wrap up and of year, wrap up, kind of content
1:07
around all things employee experience, d&i, people
1:10
leadership your individual disciplines within leadership.
1:16
I'm excited to talk about this with the multitude of people
1:18
because I'm looking to gather. Multiple points of views.
1:24
I'm looking to gather multiple perspectives.
1:28
I'm looking I'm looking together.
1:32
I'm looking to get deep this time.
1:34
I think a lot of the content that I put out with guests.
1:37
Inevitably. It's hard.
1:39
You know, and I've done it. Don't get me wrong.
1:40
I've done it with gaalan. I've done it with Michael loved.
1:43
I mean, there's plenty of people that have done it with where
1:45
we've gotten really tactical indeed, but, with this
1:48
particular segment, I really want to know what's been
1:52
happening in individuals lives in 2022 and I want them to
1:56
honestly and deeply reflect. I want to hear some of my guests
2:01
potentially. Get a little bit upset, get a
2:05
little bit vulnerable. Get a little bit irritable if
2:08
they need to. And what I mean by that is, I
2:10
don't mean that in an odd or negative way.
2:12
I mean, that in a way that we're, I believe all of us in
2:15
this people world where our hearts and our sleeves to a
2:18
certain extent, but I'm quite sure whether we're ahead of
2:21
people internally, whether we're speaker, or writer, or
2:24
Consulting in the people space, a CEO of a people set, a People
2:29
based consulting firm or product, I'm sure there are
2:33
things that we wanted to say things that are bothering us.
2:37
In the world of business that's connected to people as connected
2:41
to leadership. That's connected to all of these
2:43
these factors. I'm sure there's things that we
2:45
want to. I'm sure there's things that we
2:48
want to say in a way that may that may put us in a situation
2:52
where even more vulnerable even more honest.
2:56
Pretty much spitting out the raw truth.
2:59
So that's kind of what I want. I want the raw truth from every
3:02
single guest around all things people, and I'm going to reflect
3:06
on 2022, I want to I want to talk about the good, the bad,
3:10
the ugly. And then I want to Pivot over to
3:12
2023. And then in between, we can just
3:15
discuss a bunch of different shit to be honest, pardon my
3:19
French and next thing you know this 45 minutes pass and the
3:25
episode and and we'll have an opportunity to Get to know each
3:29
other better and, and present some really cool ideas for the
3:32
world. So I'm going to start off by,
3:35
you know, representing and mentioning the guests that
3:38
officially have signed up. So so my guy Ed, who is a
3:44
leadership coach Ed Everett's? I may be pronouncing a last name
3:49
wrong. If I am, I love you.
3:50
And I'm sorry because you've helped me out and been a
3:52
colleague and a friend and a mentor.
3:54
So I appreciate you but let's just call you my guy Ed here
3:58
until Confirmed. The last name, I've I think I've
4:01
been on this podcast two times. Now, he's helped me out
4:06
tremendously. He's someone that I respect
4:09
means your great leadership coach.
4:10
He's a great team coach. He's a, he's a great business
4:12
strategist, he's an author as well.
4:16
He's someone that should be and his respect.
4:19
So, you know, I'm excited to talk to him.
4:22
And I'm excited to understand about some of his thoughts,
4:24
perspectives insights. And he actually sent me over a
4:26
list already so I'll do a little bit.
4:28
A sneak peek. First topic that he presented
4:31
was taking ownership of the next steps in your career building
4:36
stuff awareness, you know, around pluses, and minuses, or
4:40
your personal pluses, and minuses.
4:42
That's interesting. He talks about Brave work, he
4:45
talks about focusing on the, on persistence focusing on future
4:51
focuses, and flexibility and focusing on Power and practice.
4:56
He talks about what Jason, are you avoiding that is that it's
5:02
not helping you. That's very interesting question
5:03
as well. What conversation are you
5:06
avoiding? That is not helping.
5:07
That's interesting. So I'm excited to talk to Ed.
5:11
He's one of the guys, one of the folks here that have signed up.
5:14
Let me see, who else we have a trigger Bogan as well.
5:18
Who I've actually been having conversations with from from a
5:21
dick completely different angle, but he commented on the post or
5:24
I may have tagged him and I'm excited about that as well.
5:29
And, you know, this will be actually my first time speaking
5:31
to him. So I'm pretty thrilled to do so.
5:34
We have now Natalie hugin or Hagen again, if I bitch a
5:39
butchered, your name, I genuinely apologize.
5:42
She's over there at Amazon Fresh, I believe it is, which is
5:46
dope. Love him Amazon Fresh, and she's
5:49
going to be covering some d&i perspectives as well.
5:51
We have a Damon Cooper, we have a Sarah, Sarah Morgan with.
5:55
You know we have a nest of Fike, you know, we Have Angela our
6:00
Howard who was, you know, someone that I've done some
6:03
business with someone that I've done content with someone that
6:07
have collaborated with someone that I know pretty personally.
6:10
So those are some folks that I'm having coming on to the podcast.
6:13
I am very grateful for you. I am blessed to to know you to
6:18
have you my life into a never anyone.
6:21
Everyone else? I know I'm probably missing a
6:22
few names as well. I think I'm gonna have think I'm
6:25
think I'm going to have maybe eight or nine people.
6:29
And I rolled them all out and this will be the first episode
6:31
it. So there will probably be 10 of
6:33
them, eight of them. None of them, whatever the case
6:36
is going to be. And yeah, so that's the topic of
6:40
what we're doing and how we're going to kind of roll it out,
6:42
then. I just want to get everyone's
6:43
opinion. Everyone's perspective.
6:45
Everyone knows me. Very minimal editing.
6:47
So what I'm, what you're here right now is going to be out
6:50
within the next hour. So I'll probably wrap this up in
6:53
20 minutes, 30 minutes. And next thing, you know it's
6:55
going to be out literally within four minutes of that.
6:58
Aunt. So we're going to get these out
6:59
fast. We're probably going to drop
7:01
them all at the same time. Potentially, I'm not sure yet.
7:06
And then hopefully everyone can agree to to share share their
7:12
share their episodes as well because I want to honestly get
7:15
this moment captured. I want to genuinely know what
7:20
Angeles Nick you want and he's thinking what what, Ed stinking
7:25
What Michelle stinky, what Melissa is thinking, what
7:29
everyone's thinking? I want to know what, everyone's
7:31
honestly thinking, I want to know what, everyone's honestly
7:34
feel. And I want to and I want to
7:39
understand. I want to look at the parallels.
7:41
I want to look at the consistent factors of them.
7:44
I'm going to look at the trends in the threads but also want to
7:47
hear what's different. I want to hear different points
7:50
of views on how individuals are looking at 2023.
7:53
That's a very interesting Factor as well.
7:55
The looming or pending or current recession that way.
7:59
Or just the way that organizations are going to be
8:02
shifting and navigating themselves based off of Just we
8:05
are. I think Professionals in the
8:06
workforce is today and what people have to say about and
8:10
everything else in between. I'm excited.
8:16
I'm excited. I'm thrilled.
8:17
I'm happy. Shout out to randeep as well.
8:23
There's a really interesting project with her, that's going
8:25
to be coming up here soon. I'll drop a little actually.
8:29
I'll talk about. I'll talk about diversion.
8:32
Yeah. I'll talk about diversion little
8:33
bit later but I'm getting ADV. I'm getting distracted.
8:37
No. Punch line is.
8:39
My name is Anthony. We all call me AJ.
8:41
So let's move on from there. That is what I'm doing with the
8:44
podcast. I'm bringing all those guests
8:46
were all going to share it. We're all going to provide our
8:48
thoughts and perspectives and yeah, that's it.
8:52
Today is going to be the first one.
8:55
Alright, let's see what we have here.
8:57
So, the first topic that I wrote down for myself is the thoughts.
9:01
When all my projects this year, this year's been interesting
9:08
project wise business-wise. I think I'll start I'll start
9:15
with be on brand. I thought somebody, I'm Brent.
9:24
Beyond brand. I'm struggling to put B on
9:33
Brandon word. So beyond Branch started the
9:35
year out very well. I had a friend who still a
9:39
friend, a colleague someone that I was doing a little bit of
9:43
coaching and Consulting with that presents Beyond brand, a
9:47
really interesting opportunity to take a scrappy service and
9:51
for the first time make that service a little bit more clean.
9:59
That was an opportunity. We're the business itself made
10:04
more money than it had ever made.
10:06
Within one client, we were positioned to work with three
10:11
different departments. We were position to just do a
10:16
lot of good work and be with the company for a few weeks, in a
10:20
way that we hadn't done prior I think with that level of
10:24
attention that level of care about level structure and for
10:28
those that are listening and don't even know what Beyond
10:30
brand is. I have plenty of topics on it,
10:32
but I Just give you literally the 12 second that I promised I
10:35
would rant Beyond brand is a company's Communications
10:40
Consulting and facilitation firm.
10:42
If you will with the product element, our entire job is to
10:48
extract the operational truce and realities from companies
10:54
from departments. From the leaders of those
10:57
departments things that are updated thoughts that are
11:00
updated perspectives that are updated policies.
11:03
That are updated realities that are updated now current.
11:07
So, for instance, what we really do is we sit down with an
11:10
apartment leader. We unpack about 25 to 30
11:14
different categories and questions and topics.
11:17
When we understand from that leader, what's actually
11:21
happening in this company from an alignment perspective.
11:24
If we want to gain more alignment, what do you want to
11:27
share with your team members? What do we need to extract from
11:30
you as a leader that we can push and communicate to your people.
11:35
And so, we have an ability to build an online website that
11:39
lasts for that has an unlimited time table to it, an application
11:44
they can log into the content is uploaded and we're able to build
11:48
these web sites where it holds and stores its internal
11:50
communication website if you will, that can put this
11:54
information in front of talent at any given time.
11:57
So Talent at 11:30 Night can go and watch a video that explains
12:03
their leader of breaking down decision-making.
12:07
Their leader, breaking down their new updated thoughts on
12:10
certain policies or leader breaking down or new updated
12:14
thoughts on how much their leaders going to be available
12:16
and visible and therefore you from Learning and Development
12:19
and therefore you around Performance Management and how
12:22
Performance Management systems and processes may change in y
12:25
and just allowing the leader to finally give an update and on
12:29
what is actually happening in this culture.
12:31
So we so we help the company document that we have a third
12:34
party, facilitator, that facilitates all of that
12:37
information and that person can training the categories and the
12:42
topics have been researching. I've been very thoughtful
12:46
process, takes two weeks and we produce content that is really
12:51
meaningful for both the organization because we build
12:54
retrospectives for them and the employees.
12:58
Because the information were able to extract is truth.
13:03
It's honest, is wrong is real and that and that's all that we
13:08
need. And that's all that we ask and
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so that is will be on Brandy's. That was definitely more than 45
13:14
seconds. I definitely ran to.
13:15
That was objectively, like, six minutes, but we're moving on,
13:21
Beyond brand to sum it up, has had an interesting year.
13:25
So we had the biggest client we've ever had thankful to Rasha
13:28
thankful to Brian and his team thankful to have other Thankful
13:32
to. Thankful to the whole team.
13:37
Thank you. Thank you.
13:38
I thankful to Marie, thankful to my wife, Sydney thankful to my
13:46
mother thankful to. You know, we got an eight-person
13:48
team over there. So thank you to everybody.
13:51
Thank you to everyone. That's been there for me in the,
13:56
in the Beyond brand Journey. So that's how they number one.
14:00
Biggest deal ever went, well highlight number two.
14:04
We almost complete. An acquisition and maybe we can
14:08
talk about that later. But um, what we were going to
14:11
really be integrated in white labeled at a really, really
14:14
meaningful way that almost happened and that actually got
14:19
my mind moving even more about how to productize Beyond brand
14:24
and how to do, all these different things for API
14:27
integration perspective and different partners.
14:30
We should be having I think I got sharper this year, with
14:36
Beyond brand on the categories. I really do actually like,
14:41
actually I'm going to pull up some categories in real time.
14:43
Like this is get comfortable. This is this is going to be,
14:47
this is going to be one of those shows.
14:49
This is going to be one of those shows where we're gonna look at
14:51
the clock and it's like 49 minutes later and I've been
14:53
talking the entire time, so go get her.
14:56
I don't know what you need to go, get coffee, some tea, some
15:00
sugar, whatever you need to go do, go do it, because it
15:03
comfortable, we're going to be talking.
15:06
You know, had a couple couple sips of wine.
15:08
So I'm definitely feeling, definitely feeling comfortable,
15:14
ready to be transparent. So, So, the Beyond brand
15:19
categories, I just want to go over a few.
15:23
I mean we deeply research. These these categories in these
15:26
questions and we do our best and we probably should get a copy
15:29
person on the team soon here. That can make sure that the the
15:34
question structures. Our phrase in a way that can
15:38
really activate the Mind quickly so let me give you an example.
15:42
Can you walk us through how often?
15:44
This is a question that are facilitated, would be asking a
15:46
leader. Can you walk us through?
15:48
How often you hope your direct reports update.
15:53
See this is a see the copies already messed up.
15:55
Let me see if I can do it again. Can you walk us through how
15:58
often you? Hope your direct reports.
16:02
Update their kpis and okay. Ours, proactively without you
16:06
asking. I don't love that question, but
16:09
I know I have a question was there.
16:12
That's interesting. I've been a part of sales teams.
16:15
We're even the even individual contributor sales leads Bond
16:21
sales representatives. Not even leaders are, there is a
16:26
subconscious demand to, to have your sales, leads your sales,
16:32
your account managers, your salespeople proactively.
16:36
Tell you what the updated? Oh, Okay, ours and kpis are I've
16:40
been a part of cultures like that phenomenal cards.
16:43
So when I ask this question, I believe it's a question that
16:47
that will activate the mind of that manager.
16:50
So there's a manager listening to this question with one of my
16:53
facilitators and we ask this question.
16:55
The first thing that may come to mind is, well, do I even want
17:00
them updating their own kpis and okrs do?
17:02
I believe they can even do that. If they were to do that, what
17:04
would, what would happen? How will it look like?
17:06
Well, how would it be structured?
17:08
Do we have enough, do we have enough?
17:11
Do they have enough understanding of how the okay,
17:13
ours in the kpi is interconnected to the role.
17:15
Was even how, How would how it was even crafty, how he was even
17:19
structured, like these are questions and things that will
17:22
come to mind that we want to extract.
17:24
We try to see if I can Find a better one here because that one
17:27
was not great. I'll admit that one.
17:29
That was not perfect. We see here autonomy versus
17:35
micromanage. Can you walk us through?
17:37
How your direct reports can establish more autonomy.
17:41
Can you also walk us through reasons why you may micromanage
17:45
for the next six months? And I ended it weird.
17:52
This is interesting. This is interesting because and
17:57
and for anyone that may be listening as well, I want to be
18:00
vulnerable and sad deal with, I deal with severe ADD which
18:04
actually has when I read out loud, it's a little bit choppy
18:07
and sounds weird and off. So please don't make fun of your
18:11
please. Don't wonder why it sounds that
18:12
way. It's just something I deal with.
18:14
So Moving on but I'll read it again.
18:17
Now just so you all can get comfortable with the stop.
18:20
Autonomy versus micromanagement, right.
18:23
Can you walk us through how your direct reports can establish
18:26
more time? Can you also walk us through how
18:29
the reason behind micromanaging elements of your relationship of
18:33
the relationship? You have with your direct
18:35
reports? So I think I love this question.
18:39
If we're asking this question to a team leader of six, And the
18:45
other person listening are the six people of that team leader
18:49
and they hear their team leader. Say, autonomy versus Mark of
18:52
management, huh? Can I walk you through how my
18:58
direct reports can establish more Trust. and if the
19:02
facilitator our team is good, which I'm assuming they will be
19:06
because I hired them and put them in there, they're going to
19:09
start to facilitate and unpack. How that leader is thinking
19:13
about autonomy micromanagement, that person is going to start
19:16
coming up with examples. That person is going to start
19:19
being vulnerable and honest. That person may say, well, you
19:21
know what, right now, if I'm being really honest with you
19:25
Anthony, I'm gonna, I'm gonna be like, yeah, please be honest,
19:28
they're going to be like right now.
19:31
I don't know what the next six months of this business model
19:33
looks like and when I mean by this visit so I don't mean
19:36
financially, I don't want to scare anyone.
19:38
I mean Two things in this industry, product wise are
19:43
shifting so much. We're going to need to really
19:45
take a strong pivot and get more Curious.
19:48
Be a little bit more fluid not be so rigid and if that's going
19:52
to be okay that's going to be something we're doing people
19:56
would think I would actually be having more autonomy and that's
19:58
you're going to have to double down into micromanagement
20:01
because every single time there's an Innovative idea, I'm
20:04
going to have to jump on in the in attack it and try to find the
20:08
the nuances, the keys, the extraction, because I'm a A
20:10
leader here. So we need to innovate our
20:14
marketing strategy and our Communications publicly.
20:17
If we need to innovate our Channel partnership strategy.
20:20
If we need to innovate our product, I need my teams to go
20:24
out there and find new ideas and ways to do it.
20:27
And it's and I have to, I have to micromanage them to make sure
20:30
that it gets done with the level of depth and Clarity that I
20:32
need. Now, if that works out and we
20:37
get into a good space, six months from now, which I fully
20:40
expect us to do. I'll definitely start being a
20:43
little little bit more flexible and provide a little bit more
20:46
little bit more autonomy. And with these certain these
20:49
certain roles and these certain priorities, and here's the
20:52
reason why. And so, if you're seeing what
20:54
I'm saying, these questions are designed where I want the
20:58
leaders to really just get comfortable, and answer them,
21:02
honestly, and reference things and talk about.
21:05
About examples and and give Concepts and ideas.
21:08
And I want them to give their people real chance of
21:13
understanding, and knowing how to work with the leader, the
21:17
best I want to give the leaders a chance to finally say, hey,
21:25
I'm an employee here too. I would love to appreciate and
21:29
love my job. I am not always, I don't always
21:32
have to be stressed out. I don't always have to be this
21:35
way. I don't always have to be so
21:39
unclear with my spare expectation settings, or, or
21:42
things that I expect and are around performance or, or there
21:47
are so many things that it doesn't have to be this way.
21:50
Because here's, here's the Persona of what Beyond brand is
21:52
built around. If there's eight people in a
21:55
team and three of them are unsure about certain elements of
21:59
lmd or roll support or role performance or expectations.
22:04
Or or leadership DNA or communication, or feedback, or,
22:10
or the career, mapping, or where they stand in the end, the
22:13
leaders eyes. And, you know, if they're at,
22:15
they're unsure about certain factors that are going to impact
22:18
their day-to-day ability to perform and do their work and
22:21
moments. They're not going to be happy.
22:25
And if they're not happy, then we need to find a way to tackle
22:29
an understanding give those three people information that
22:33
will get them to understand at least.
22:36
But I heard from Gary Vee. It's just building.
22:37
Simple empathy can can drive. Your anxiety can drive, your
22:46
uncomfortability can drive your sadness, can drive your
22:51
confusion down, and stabilize it a bit because you're building,
22:56
real empathy. If I don't understand why my
23:00
wife does something and then she does it, and I get angry at the
23:04
fact that I don't even know why she did it.
23:06
And I get angry at the fact of what she did do, if I can remove
23:10
the understanding, why she didn't actually do understand
23:14
that that's going to save me, 50% of my energy, I'm like,
23:17
okay, maybe I don't agree what she did but I kind of see where
23:20
that came from. I had emptied for that, that's
23:24
what we need to build between leaders and teams.
23:27
At least understand your people. At least your people need to
23:30
understand you. And at least, let's start this
23:32
relationship off on the right foot.
23:34
Let's get real line. So that's kind of what we're
23:37
doing, Beyond brand the close it out there as well, be on brand,
23:42
raise, some funds this year. So that was really cool.
23:46
Beyond brand. Restructure, some programs that
23:49
was really cool. And Beyond brand is something.
23:52
I still believe it. I'm excited about it.
23:54
You know, I'm hoping to have a strong 2023 year be hombre and
24:00
yeah, that's all I got to say. See you later be on Brett.
24:03
Some other projects this year that I was proud of.
24:05
I was proud of my speaking career this year as well.
24:08
That's picked up as well. I'm excited about that.
24:10
I think I think I did it like, eight Keynotes this year.
24:15
Paid as well. Never hurts wife would tell you
24:19
that speaking to speaking to higher level leaders.
24:24
Executives individuals people that that that really holds some
24:28
real title and that really have some some some, some power in
24:33
this space and then what I learned from here for me, so
24:36
that's interesting and it's fun. The this podcast is yours been
24:40
incredibly interesting. We you know we're our approach
24:44
to 700 episodes which is wild to think about.
24:50
We are we are definitely in a position.
24:54
We're The, and I'll give you some numbers to we're
25:00
approaching 30,000 individual. Like legitimate.
25:07
Not only subscribers were people that have episodes downloaded in
25:12
their cellular devices, right? So, what a lot of people don't
25:17
know, and I love and shout out to anchor for being able to
25:21
track this, the distribution platform that I utilize.
25:25
A lot of people look at streams with podcast rooms a month,
25:28
definitely look at the consistency of how how much
25:30
someone's listening to the podcast.
25:32
Definitely, then you can go to okay, how many strings are
25:36
happening per episode You definitely.
25:37
Look at that. What a lot of people don't
25:40
actually look at. How many people downloaded the
25:44
actual podcast itself? Meaning all the episodes that
25:49
ever come out for that podcast and download it into their
25:52
phone? Right.
25:54
And have it actually the how many people do that for podcast?
26:01
To have 25 to be within 25. Thousands devices is something
26:06
I'm proud of something I can stand on.
26:09
It's something that I'm excited about.
26:13
Something that I worked very hard this year to try to, I
26:16
think I think we may have jumped up 10,000 this year, 15,000
26:20
maybe maybe not that high. Be 5000, not sure.
26:24
We definitely, we definitely jumped up a few hundred percent
26:27
based off of spotify and anchor, and apples data, and some other
26:31
things that we looked into, I think, the topic I think I've
26:36
got my, my, my solo episode groove back as well.
26:44
I'm excited that I started doing some guests recently probably
26:47
have 15 guests on this podcast from within like the last 9
26:51
days. What else am I excited about the
26:59
work I did with my stance that out to Michael.
27:01
Thank you for everything Mike - Stan was great for my career was
27:05
great. For my learning was great for
27:08
great for the world and I'll have Michael on the podcast.
27:13
What else do we do this year? Beyond resume did pretty decent
27:18
this year's. Well didn't work with clients at
27:20
scale but work with some really solid clients.
27:23
Work with a good solid third. See clients this year, which I'm
27:26
proud of them. And I'm proud of myself because
27:29
I was really able to sharpen. And you know what, just talking
27:33
off the cuff Beyond brand Beyond resume, rather is definitely one
27:36
of those companies that I probably should try to
27:38
productize, and I think I just came across something that's
27:41
kind of like a product size version of it already that I'm
27:45
excited about, but I'm proud of you beyond resume.
27:49
You did good. What else?
27:52
Thank you to Rob and Braden with with almost in sight that
27:57
happened this year as well. That's super exciting.
28:02
And let me give almost in sight, a legitimate plug here, almost
28:05
inside as a human capability to there, are it pretty much in a
28:09
very simple way measures behaviors, measures capabilities
28:14
of human beings of employees of team members of leaders of
28:17
people. And takes that data, give you a
28:22
report allows you to genuinely understand who you have at your
28:26
disposal, whether that's a recruiting, whether that's your
28:29
current people current. Now whether that's in developing
28:31
leadership plans, assessment leaders assessing who people are
28:35
right now. Contextual to where the
28:37
company's going from a roadmap perspective, Talent acquisition
28:41
as I've said with recruiting DEA and I as well removing a lot of
28:45
bias and opinion out of the facts.
28:49
Some measurement tool, it's amazing.
28:51
May I I love it, it's effective. And then you know, there with
28:58
Deloitte, that's dope as well. And then what's been happening
29:02
there is I love how Braden and Rob the relationship.
29:05
They are the product, the opportunity, the, the strategy
29:09
that we have the innovations that we've made the learnings
29:12
that we've had shot to Karen as well.
29:16
Shout out to grubhub.com for So it's been interesting.
29:21
We're going to learn, we're going to learn.
29:23
We're going to, we're going to have a strong 2023 year with
29:26
with almost in sight and I'm excited about that.
29:30
Couple more. Thank you to Benny and Chris
29:36
really great opportunity. Their phenomenal company,
29:40
phenomenal opportunity, learned a lot in a short period of time
29:45
and I guess that's it. This is wise.
29:50
Yeah. I had a strong back end of the
29:57
year. How did he add a strong back end
30:04
of the year? I had a slow middle and fast
30:10
beginning. Also I know I could have worked
30:16
harder or smarter, but I think I had a lot of thinking I did this
30:22
year and I think I think I don't fucking think I know and oh my
30:27
gosh, I'm so sorry. I shouldn't have cursed.
30:28
It's the last time I'll curse, I apologize.
30:32
Don't think though, I know that we are.
30:35
I am today we are. I am today.
30:41
Is really aligned for we're we're I where I need to be for a
30:49
good 10, 10 to 12 year stretch where I am today as a potential
30:54
sales, executive or Partnerships executive or these are the
30:58
leader of these companies as they continue to grow and try to
31:01
make their try to make the way to the big leagues, or the
31:04
speaking, or the podcast. Just we are.
31:07
I am within the word of people. I'm happy with I think.
31:11
My dream of being a head of people.
31:14
It's not died. It's changed the timing of has
31:18
changed. I think if I were to be ahead of
31:23
people, I would have to start a company or invest in a company,
31:27
make it big enough that when they need a head of people, I
31:31
just inject myself in it. because the type of head of
31:35
people, that I would be, would have to be At a certain time at
31:40
a certain scale at a certain growth that are certain period
31:43
of of the company's existence. Yeah, that's what would have to
31:50
happen with that. So, so look, that's why I bet my
31:55
background on background. That's my thoughts on this year
31:59
and the projects that happen this year, I'm proud of all of
32:02
them. Thank you to all of you that
32:04
that worked with me this year, this year at this is the most
32:07
money I've made. I think I've made the most money
32:09
this year since I was since I was younger and what I mean by
32:13
younger, everyone that knows his podcast.
32:15
You know, my story and how I started my career.
32:20
And I Look to do big things, you know, I look to I Look to speak
32:23
more next year. I Look to stabilize some Brands.
32:26
I look to the inside of a company.
32:29
Full time. I looked to maintain projects.
32:33
I Look to expand my Horizon I Look to write more again.
32:38
I miss writing, I need to write more.
32:39
I look to consider what I want to do with this podcast.
32:45
And I look and I Look to potentially, and I'll just throw
32:49
it out here. I'm looking to potentially get
32:51
into the newsletter business. Because I don't think there's a
32:54
newsletter. I don't think there's a
32:57
reliable. Cool, fun newsletter in the HR
33:01
space, for 28, to 44, 28, to 45 year olds.
33:06
I don't think, I don't think it's, I don't think it exists.
33:09
Oh, cool. Newsletter podcast, media
33:12
business. With a YouTube station, like a
33:18
full content play. That just covers all things
33:21
people but like in a fun dope way that attracts the employees
33:25
that attract the managers that I tracked.
33:27
This yeo's, the founders that attracts probably even sports
33:31
teams from like a leadership perspective, the ball players
33:34
like some cool shit. I think you can happen.
33:37
Think like, the Barstool of HR The Barstool of HR crushed it.
33:43
Great idea. Objectively the Barstool of HR
33:49
like, It can happen. The complex of HR, like
33:55
something like that, if anyone knows of those two ideas or
33:58
terms or mediums, The Joe Rogan of HR.
34:03
But not really, because you're, that would be weird.
34:05
But you get the point that I'm trying to make.
34:07
Like I really think there can be a strong in the email newsletter
34:11
place because number one is a very the email newsletter
34:14
business, which I've learned from Sam After my first million,
34:22
he he sold his email newsletter business, too.
34:32
It's a CRM company. Out of here soda too.
34:37
But he's so this email newsletter to someone his
34:41
partner on the podcast, have done a couple email newsletters
34:45
and made some good money. Iman news.
34:47
Other businesses interesting. because if you can get someone
34:52
to pay eight to twelve dollars per month, consistently and you
34:58
can get and you can get a say 12, And you can get 350,000
35:07
people a month, like, like, here's the question.
35:11
Let's just do this real time. How many people do we think?
35:15
We'll listen to a cool bar. Stool of HR conversation about
35:19
all things HR, but that, that provides real good information,
35:24
but it's cool and it's fun. Do I think there's 100,000 of
35:29
them out there? No, let's start small.
35:31
Do I think there's 75 thousand of them out there?
35:33
Yes, I do. So that case that applies to
35:36
charge them. Like 18 bucks that'd be 1.3
35:39
million per month times 12 months, that's 16 million at a
35:43
60 million dollar business, that's nothing.
35:46
But a newsletter, literally written words and podcast
35:49
layered in That's cool. That's fun.
35:54
That's interesting for the HR space.
35:56
It had, it's not done, it's not done.
36:00
And then once you build enough base layer in an event business
36:03
on top of it, that makes another three million a year.
36:07
You can easily make a 25 million-dollar business just in
36:10
content in the HR space. You'd like to events a year.
36:15
Crush them. Have like rappers and singers
36:19
and rock stars come out. Have comedians come out.
36:26
Follow, like with Gary vaynerchuk's done.
36:28
Like I think I think I just got the guy just came up with
36:32
another idea. I think this is something, this
36:34
is a big one. This, this is something I'd have
36:35
to take a big chunk, out of. Like, I take a big bite out of
36:39
it. Like, I'd have to stabilize the
36:40
job situation and chip away at this behind the scenes and like,
36:44
literally only this in the podcast for like two years and
36:47
pray. But it's something that's worth
36:50
doing. I do believe 75,000 leaders in
36:54
business per year People that are that desire to learn more
37:01
about all topics Neuroscience leadership, strategic
37:06
leadership, change management, d, e.
37:08
And i employ experienced people operations, traditional HR,
37:12
tactical HR recruiting Communications.
37:14
Internal comms Or you know leadership in the psychology
37:21
behind leadership. So many times like there's so
37:25
many I can just keep rattling like employer branding like
37:28
there's so many topics out here. You know what I mean?
37:31
Like internal communal. I think I said that already but
37:33
like there could be a business model is created that way.
37:36
I do believe that so those are our projects this year.
37:40
Those are things that I care about.
37:41
Those are my thoughts. Let's move on to the second
37:43
topic here. What's three things I've learned
37:45
about myself? Sorry, I paused as I'm listening
37:57
at my mother staying with me here for a couple days for
38:02
things that I learned about myself this year.
38:08
It's a good one, three things that I've learned about myself.
38:18
I learned that I'm not as good as I thought I was.
38:21
I'll be honest, I thought I was better than what?
38:24
I didn't. What I am in certain categories
38:26
of life. I was humbled this year in a
38:31
couple different ways which is good.
38:35
The second thing I learned is mental health is to health is
38:46
interesting. had a rough year by mental health, this year had a
38:52
couple had a couple vulnerable moments with my wife and my
38:57
mother. The heart was Heavy this year
39:04
for sure. In the third thing that I
39:07
probably. Let me give you a positive.
39:08
When the third thing that I've learned this year, The power of
39:16
focus. When I really paid close
39:24
attention to doing something that I knew would be right?
39:26
For the heart, for the mind, for others, for For, for the, for
39:32
the things that I wanted to accomplish, when I really
39:34
focused on something good, some really good things happen,
39:39
right? I got married this year.
39:43
Make the most money I've ever made this year.
39:46
Build great relationships. This year, learn so much this
39:50
year, I appreciate it so much that she loved so much.
39:54
This year was loved so much this year supported so much this
40:00
year. Cared for so much this year.
40:06
So much good. What are three things that I've
40:10
learned about? This industry in my expertise.
40:14
Number one, HR. Tech is really, really
40:18
interesting. I'm becoming very obsessed.
40:26
And I'm realizing that Partnerships is really my jam
40:30
being able to like sell it and get excited about its really my
40:33
jam, and also really getting getting excited at helping.
40:42
Helping craft and restructure. restructure, the The essence,
40:52
the energy, the additions, the Strategic direction of product
40:57
is something that I found very interesting.
40:59
And learned about myself this year, I've learned that I'm
41:03
really good at sales as I always knew, but I'm willing to say it
41:06
now I've learned that I still think that I'm really good at
41:13
People strategy from a high-level to a mid-level.
41:22
I think I'm good at building out the right relationships.
41:32
Yeah, so I just got a random call.
41:35
You won't notice in this audio but I did just pause.
41:38
So I totally forgot what I was talking about but I believe I
41:41
was ending and wrapping up the three things that I've learned.
41:47
I'm sorry about that because I don't remember what I was
41:49
saying, but what I can say is This year was great. did she was
41:58
great and she was interesting this year was lots of learning
42:03
this year, was I think our maybe maybe he was that I talked about
42:10
the head of people stuff. I'm not sure. but this year was
42:15
good, this year was different and I'm looking at my dog here.
42:23
This year was different. This year was confusing to say
42:28
the least as well. There were more.
42:33
I'll say this, there are more decisions in this space.
42:39
That I think I've started to look at a little bit differently
42:41
than I think I would have before.
42:43
I think I was in, don't get me wrong, I'm still heavily people
42:46
first employees first but there are definitely parts About the
42:51
work that I am trying to analyze little bit more.
42:56
Like, here's one example, you know, leaders our employees as
43:01
well. And a lot of people don't
43:04
understand that. Their employees as well.
43:10
They want to enjoy the experience as well.
43:12
And I think what I was starting to do a bit, is everything that
43:16
I was building from a technology perspective from a service
43:18
perspective, from a framework perspective.
43:20
From a methodology perspective was so heavily geared towards
43:23
the employee at times, that it would make it very difficult for
43:27
the leader to do their part and maintain their mental health and
43:31
maintain their sanity during the process.
43:37
So everything that I've started to create and what I've realized
43:41
that and what I thought I've learned this year is been, it
43:44
needs to be equally as impactful to the employee, as it is to the
43:48
leader in the organization equally, and has have the same
43:52
level of impact on both sides as well as move on.
43:58
Everyone always asks me this question, so I figured for this
44:00
little little end-of-year wrap up, I'd answer this, you know,
44:04
everyone says, Anthony AJ, you know weird, This all come from,
44:08
it really came from Gary Vee seven years ago. 76 years ago.
44:14
I started hearing garyvee dive, really deep into Claude silver,
44:20
the chief heart officer, excuse me, and his points of views, on
44:24
HR his points of views on how to go about leadership.
44:28
His points of views, on hiring his points of views, on
44:31
compensation, his points of views on policy, his points of
44:35
views on, just how to treat your employees and treat your
44:39
partner's treat people. And the way that he kept it so
44:42
simple and practical Well, if you ever notice in my content,
44:45
my communication style about it, yeah, it can get a little
44:49
Dynamic and tricky and wordy. But for the most part, it's
44:53
really simple and straightforward and practical
44:56
and logical. And and the times that I get the
44:59
most angry is when people Veer away from logic and common sense
45:05
like if you ever want to see me, get upset, it's when you're
45:07
completely veering away from common sense and logic and doing
45:10
something that is significantly towards the brand and see.
45:13
Magnificently towards saving saving your butt in the job
45:17
where you could probably lean over a little bit bored in the
45:20
middle and and do what's right? And be fair on both sides.
45:24
Right. So shout out to Gary Vee, he's
45:29
been great. He's the reason why I got into
45:32
got into. He's a reason why I got into it
45:34
as deep as I need seven years ago.
45:36
Like he's the reason why I go at it from a Content speaking
45:43
strategic communication point of view of it.
45:46
And you know, Claude was the Claude was a literal framework
45:51
of what I wanted to be as a head of people.
45:55
You know, Claude. The structure of her role was,
45:58
very was very heavy, very strategic base.
46:02
Very Communications based very, very thought leadership based
46:08
very high in the sky. I have a team of really great
46:14
subject matter, experts that I can trust, like I can really,
46:18
really, really trust them. So I'm going to know just enough
46:21
to be dangerous but whatever they say I'm going to lean on in
46:23
a green. Appreciate that is a difference
46:26
that I've I've also learned that I'm on a roll.
46:28
Now let's go, let's go. I found it again.
46:32
Here's the fire. Something that a lot of people
46:37
don't think about I believe in just here's the good old saying
46:41
you understand how to do something really, really good
46:44
until you can teach it to someone else and then that can
46:46
make you in deem you a leader or a manager.
46:48
I don't believe that's actually and I believe Claude Silver's a
46:51
perfect example of that. I believe Gary vaynerchuk is a
46:55
perfect example of that but I'll stick with claw because Gary's
46:59
little bit grey. Claude came from sales.
47:05
Claude came from sales. I'll say it again.
47:09
I'll say it slowly. Claude, like 50 years old, 45
47:14
years old, four years old. sorry, if I butchered your age
47:18
of that period of time, Claude, No matter how old she is
47:23
seasoned in her career. Claude after I-15 that's a
47:28
stellar year get years of work was an executive at vaynermedia
47:34
and like the communications and sales space, right?
47:39
And She over-index it on the people side of the business with
47:45
her own individual teams. And when this role was needed,
47:50
Gary thought about it and she took the opportunity, but she's
47:55
having every single HR people in person and leader report to her.
48:00
She is the CHR. Oh, But she's pie-in-the-sky,
48:05
she's high level. She never spend more than like
48:07
she is not a, she is not someone, that is perfect at
48:11
writing a job description. She's never been a generalist.
48:16
She's never dope into compliance.
48:19
She's never written a handbook. She never put together a
48:22
performance review process from scratch.
48:28
She's never been the one managing an HRS system.
48:35
But you know what? She's great at.
48:37
She's great at building, the philosophies of the
48:39
methodologies that support compensation that support the JD
48:45
that support the structure of a role of leadership leadership
48:50
rubrics of internal Columns of recruiting of the employer
48:56
branding. Of what we're going to do to
49:00
support certain movements, certain certain identities in
49:03
America, today are d&i strategy and you know what she does and
49:08
you know what, Gary did Gary gave her enough cash gave her
49:12
enough support. They were enough.
49:13
Love to build out a rock star T. And I've always said this, if
49:18
anyone's listening you want to give me the perfect head of
49:20
people job, give me the job I just explain but I'll explain it
49:24
even deeper Give my people give me if you're a 200-person
49:30
company, give me the following rolls.
49:32
Let me let me be the Claude. Let me be Bill Belichick, let me
49:35
be the coach. Let me get a great Finance
49:40
person to join our team. To make sure that we stay in
49:45
budget and we get Scrappy and strategic with how we spend our
49:49
cash in the people sector. Let me get like a fractional
49:52
CCF. Oh, With a people mindset.
49:56
Let me get a tactical. Seasoned co-ceo hro.
50:04
That has been a teacher over. Let's say 20 years, the really,
50:08
really know certain things and let's find out what they over
50:12
index it. Let's find out what they really
50:14
love what their career was really about.
50:17
And make sure that that complements me very well and
50:20
that complements what we need and let's plug them in.
50:23
Give me. Give me for generalist.
50:29
Give me a few recruiters. That are really, really solid
50:34
that have been there that have done that, that have built out,
50:36
things that have developed things from scratch.
50:43
And then, give me. someone the focus just on doing Beyond brand
50:51
internally doing Beyond, resume internally, and doing a
50:58
combination of holding 10 ones. Doing 10 ones with the employees
51:05
while I do personally. Well, I personally do
51:08
one-on-ones, with all management review.
51:09
The data of what the employees are saying about the team about
51:13
the culture, about all the things in that individual
51:16
Department, that's the team. You let me do that.
51:18
I will be your guy. And then my entire day will look
51:24
like strategically updating rearranging restructuring
51:28
partnering working together project managing every single
51:33
Piece of the HR part of the people part.
51:35
Our internal contracted your recruiting strategy are
51:38
recruiting communication strategy, our leadership
51:40
leadership rubrics, our policies, our processes, the the
51:44
technology that we bring to the company.
51:46
The ROI that we're expecting to get from that technology.
51:51
On the performance review, side of things, the Performance
51:54
Management side of things. So many things, that's how I
51:59
would love the road to destruction.
52:02
I really would. I would love it.
52:04
Let's speed up here and let's get out of here.
52:08
Who someone I admired that has influenced me to love the word
52:12
of people and culture actually just brought it up Gary V, but
52:14
if I had to give another one Another person.
52:24
Who's inspired me really? I got it Jason freed Jason
52:32
Freedom, what he does with 37signals needs to be respected.
52:35
I know he had a weird moment during the, the height of the
52:39
black lives, matter movement, and some other things and covid
52:43
and, you know, whatever. But if you really go back and
52:46
dig and really understand his history, listen to his podcast,
52:49
listen to a lot of what he's doing.
52:58
He's, he's someone that is well-versed and has built really
53:05
great cultures, very simply and has really over index, stood.
53:08
And, and, and has been very Innovative on the financial part
53:14
of it on the workflow part of it on the interviewing part of it
53:20
on the retention. Part of it, it's really
53:22
interesting. So that's probably my answer
53:24
there. What a my focus is in 2023.
53:30
Focuses in 2023 are going to block the following that we'll
53:32
get out of here. The first focus is going to be
53:44
being a great husband. Yeah, that's my first Focus.
53:51
Second focus is going to be stabilization of life.
53:56
Even more thing, that's a focus, and a priority that I think we
53:59
all that you'ens, probably pay some attention to.
54:02
The third focus is going to be heavy, heavy, heavy levels of
54:08
experience in wins, in 2023, I want to win a lot and I don't
54:12
think there's anything wrong with saying that I want to.
54:15
I want to win a lot 2023. I want to win a lot.
54:18
I want to, I want to learn a lot.
54:21
I want to impact a lot. I want to feel, I want to feel a
54:24
lot. I want to see a lot of stuff
54:26
happening. I want to see your lot of
54:27
mistakes happen on the sales side of the partnership side of
54:30
the product side. I want to see a lot of employees
54:32
go through different changes. I want to learn a lot.
54:34
I want to I want to talk to to talk to leaders.
54:36
I want to I want to see branch. Make pivots I want to want to be
54:39
a part of those pivots want to. I want to be in the in the mix.
54:42
I want to. I want to I want to walk from
54:44
2023 with Three years of knowledge in one year and
54:50
experience in movement and speed.
54:52
I want to get back to that. Because I felt like I had that
54:55
in 2019 and 2020 120 22 like I said it was off and on but I
55:05
really appreciate all of you for listening.
55:07
This is my this is my wrap up here.
55:09
I'll edit this up. Share it, please share it to
55:13
ever you like to. I think all of my guests are
55:16
definitely going to do the same as well.
55:17
So as always, just a few thoughts, just a few
55:20
perspectives. I'm delighted to share all These
55:24
thoughts ideas Concepts insights and I probably ranted get over
55:29
it. I said a lot of good stuff so
55:31
just waiting and waiting and listening here it out and
55:34
actually for listening to this right now, that means you've
55:36
actually got to the end. So you've already gone through
55:39
it so why give you even more if you don't need to hear it.
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So love you. Appreciate you.
55:43
We'll talk soon.