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How Leadership Connection Affects the ROR: Return On Relationships with Tyler Hayden · Authentic Living

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Welcome to authentic living with Roxanne, a place where we have as conversations about
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things that really matter in our lives.
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And now here's your host, Roxanne Derhodge.
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Hi, Juan.
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It's Walt Saint Dora Hodge.
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Thanks for tuning in again today.
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Today, I have a colleague, Tyler Hayden.
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And, Tyler is a pretty interesting guy.
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He's pretty I would say funny.
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Can you tell if well, for those that can't see him, he's kinda poking around in the camera
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and, Charlie does some amazing things.
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He's been you were starting the speaking field when you were, like, 7 or something.
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Is that it?
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Yeah.
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I finished just out of university.
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Yeah.
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So pretty much.
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Not like the rest of us that had jobs before we got into speaking.
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His, himself and one other colleague, started right out the gate and they're quite young.
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So obviously he has multiple designations of which, one of the ones that I think is of Noni
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of Worth is the CSP, which is a, an international designation for speaking and
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something that he has, and we have a fair meltdown in Canada, which is amazing with our
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Canadian Speakers Association.
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So Tyler, thank you for coming in.
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Tyler is a guy that's Always on a plate or a train or, you know, somewhere, other than home.
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So thanks for taking the time to hang out with us today.
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Absolutely, Roxanne.
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I appreciate the invitation.
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It's, it's great to be in my studio and, hanging out with, with your people who, who
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love you so much, and I know exactly why because you're absolutely amazing.
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So, thank you for the invitation and, folks out in, Internet land.
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Thanks for joining us.
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It's it's great to have you here.
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Like Roxanne said, I've been doing this for 28 years.
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I'm forty nine years old, written 28 books, you know, I've traveled internationally talking to
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groups from Michelin and the Y PO to, you know, the the local, local y local for each group
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here in in Nova Scotia.
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I love to be able to share connect and and help people grow.
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You know, my business has been And most of my writings have been in workplace culture, which
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I think would be of interest to folks on your on your list.
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As well as team building.
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So, yeah, I curate a little thing called team building school.
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It's a little beta LMS, school that we're building online, where we're looking to share
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some ways of how to connect and and build more engaged teams.
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That's what that's what it's all about.
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Talk about what got you.
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Like, I mean, you're talking in your 20 Like, you got in Yeah.
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To speaking.
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Did you go to school for is was there a speaking school back then that you, like, can
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I wish because The only thing that I had that was remotely speaking school was getting kicked
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out of class from above grade 3 Well, actually, 4th year university got kicked out of class for
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talking too much and cracking jokes?
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But, yeah, no, I went to, Acadia University.
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I have a degree a bachelor's degree in outdoor and environmental education.
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So it was a really cool degree because it was a a combination of human performance so it says
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we studied recreation, leisure behaviors, kinda human performance stuff.
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Then we also did a combined degree.
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The other one third of it was all business management.
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So we took o d o t, finance, all that kind of stuff, which really helps in the business
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today.
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And then the kind of the the core part that I did, I did a major in outdoor environmental ed.
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So I went rock climbing hiking, canoeing, did adventure education, and team building, So
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that's how I got started.
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And, yeah, I I actually spent a lot of time doing that even in high school university.
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As a consultant.
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I don't really count that time as my business time, but started what what is now the largest
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student run student leadership association in North America.
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And, and spent a lot of times helping to grow kind of the student leadership movement for the
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1st part of my career until I got old.
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I had a young person tell me I was old when I turned 30.
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So, my speaker colleague told me that,
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if you're starting to get
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old, get out of the gymnasium.
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So I became the the cool young face in, in the corporate world and and started at about 30,
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thirty one years old, working full time.
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Doing keynotes and and team design and and consulting.
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So, yeah, that's that's kinda been my my path in a nutshell.
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So let's talk.
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Let's dive right into it.
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So you know, I talk about, connection and relationships and how leaders need to connect.
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So let's just jump right in.
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And I often think that leaders are well intentioned sometimes.
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Right?
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But they're so tactically driven and you know, they oftentimes don't stop to have those little
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pockets of fun, I would say in order to kind of engage people tell us a little bit about what
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the core of your work is with teams and leaders in reference to engagements.
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Sure.
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So, well, I'll show you something.
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I've I've put together a couple of slides that I thought would be might be of interest.
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So let's let's hop inside.
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Team engagement is is so important in today's day and age.
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We're looking at things like how do we create higher sales, higher profitability,
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productivity, less shrinkage.
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I'm not really sure what that is, but we'll just call it shrinkage.
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You know, fewer defects, all those things that help to drive the bottom line, and make sure
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that our that our teams want to be part of it.
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The core of my work is all around team learning and building a model that helps businesses and
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individuals to be able to make sure that they're they're meeting in a place that's
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relevant.
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So the the context of what we do as as a team is relevant context and we're we've got a
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purpose and it and it matters towards what we're doing in the future.
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Too often, team building got kind of the the bad rap where they were saying, you know, Let's
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just go have some fun.
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Let's go to this camp.
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Let's let's play these games.
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It's all Kumbaya.
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When actually team building, is is a is a is a leverage point that can really move that
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engagement forward, move the leadership forward, and it come comes down to, like, trust
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and communication and, and and engagement and, and doing it in a challenging and unique way.
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So as a as a team designer and as a leader, We want to engage our teams in 1 of 3 ways.
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I call them the 3 f's.
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So it's either fun, fast forward, or fix.
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And what we find is that when we're working with a team and we're we're we're gonna do
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something with them.
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Our team needs to be fixed in a way.
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Maybe there's a a conflict happening.
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So what we wanna do is we wanna bring in a professional, you know, mediator or a
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facilitator to go through that stuff.
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That's beyond what we're gonna talk about today.
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You know, fun is typically what we've been doing team molding for.
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When we get together for a beer, we go out and do an escape room together.
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We do something like that.
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Then there's the fast forward stuff.
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Now this is where the magic is.
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If we can take our time that we're doing training and development or we're away on a
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retreat, and we can integrate team building into training, that's the magic secret sauce.
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So if we're I did a project with, a group that does call center stuff.
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And the call centers, what they were looking to do was it's a 20 fourseven project is what they
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do in their business, and they were trying to connect the people within the different shifts.
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So we came up with a tool where we embedded Easter eggs inside all the different client
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files because often when you call a call center, they actually manage, like, 20 or 30
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different clients.
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So they have to have an understanding of the person who picks up people in a limousine
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versus the plumber versus the electrician versus the dry cleaner.
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So we hit all these Easter eggs and we set up a scavenger hunt inside their internal database.
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And we gamified it, and we gave, prizes and and points and all that kind of stuff so that
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between the shifts, they were all looking for these Easter eggs with inside all of the client
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data.
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So they're fast forwarding in that they're learning new business skills, but on top of
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that, they're doing some of that cohesion, that engagement, that content driven kind of, you
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know, thing that's gonna give that stickiness to the business because that's what it's all
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about.
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It's about how do we create that stickiness as a leader so the people want to hang out.
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They wanna stay around, and we're not out trying to hire new people all the time.
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So, yeah, that's the that's the 3 f's for team building.
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So fun fast forward and fix.
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And, and the fast forward stuff, it's just magic.
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And and if you do team building right, and you do it at regular intervals inside of your
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regular business activity, particularly those times when you're getting together to teach
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something new or work on a skill those can be really great times to to create that cohesion.
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So this is this was digital, obviously.
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Right?
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The the Easter eggs were digital So it's interesting.
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Right?
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So again, if you think about kind of with, you know, obviously, the pandemic, everybody was
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thinking virtually Yeah.
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But this was something that you were you were doing even previous to that with your with your
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teams.
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Yeah.
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You know, the COVID was funny because I had already been speaking and training on how, to
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build what was called a co located workforce.
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So that was kind of one of the original terms the the geographically dispersed workforce.
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We were doing team building stuff with people all around the world and and trying to figure
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out how to do it over phone using computer systems, you know, looking at at at even just
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the disparity between what people had for tools at at their access, whether it's a camera.
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I mean, I'm working with a 4 k camera right now.
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You know, somebody who might be logging in, they might be you know, not even on a 1080 p,
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right, they're, you know, the the disparity of a disparity of of what technology people have
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back in the day was, you know, a 486 versus, you know, styled computer versus, you know,
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something that might be like a, you know, an imac or something like that.
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So being able to connect people was challenging pre COVID.
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And that was one of the benefits of COVID at least in my business was things leveled out and
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and and the access to technology, the access, to to the tools that we needed to connect
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people changed and adapt.
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And so, that's been kind of my the the couple of years, I've been building the team building
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school where I'm trying to take all this stuff that I had inside my hard drive and you know,
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downloaded into the school so that people can download them and use these tools in in their
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space with their teams.
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So do you find that a lot of people maybe focus on one part of the 3 f's.
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Like, maybe they they kinda have fun.
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Right?
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And it's completely disconnected from kind of the fast forward or the fix.
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Do you do you find that typically kind of think, you know, they think about, oh, we'll
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just do like a scavenger hunt, once oh, well, you know, we'll we'll, we'll have a potluck or
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do something like that.
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And that's separate from anything in reference to functionality of what what their day to day
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function is.
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Is that what you find a lot of?
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You're absolutely right, Roxanne.
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What happens is is, is managers, they look and they okay.
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Well, we have a budget that we can do a quarterly team event.
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And and and you'll see it on their agendas where it says team building.
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And it's Team Building happens.
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Team Building is not scheduled.
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Team Building is something that happens over time.
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It's like Richard Lavois said, He talks about the poker chip theory.
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And, and what's interesting is when you're born, you've got this piggy bank and everybody
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tells you, oh, you're beautiful.
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You're wonderful.
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You're so smart.
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Oh, look at you.
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You stood up.
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Oh, you peeed in the potty.
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That's amazing.
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And people are constantly throwing these poker chips into into the into your piggy bag.
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And then all of a sudden, people start going, oh,
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you're not very smart.
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Oh, you flunked Matt.
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And they see, you know, you can't do a sit up or push up.
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You can't run, blah
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blah blah.
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And they start pulling out all these poker chips.
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Our teams are no different.
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As a manager, what we wanna do is we wanna start putting poker chips on a regular basis
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into all of our team members.
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Team building is not something that happens in an instant, in an occasion.
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It happens progressively in a bunch of instances often you don't even know what's
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happening.
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It's those water cooler moments.
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It's those 5 minutes before the meeting starts.
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It's the, it's the it's the taking it's giving a reward that matters to the person instead of
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giving out a five year award, and it's a automatically a watch.
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You know, you give somebody a a whole new tole painting kit because you know that they love
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paint and they love to do artwork.
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You know, it shows that you cared or connected to them as a leader.
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You know, that though that's how team building is done.
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That is how we do it in a incremental way.
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And we can plan for it.
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We can plan to add those poker chips in a logical way if we're if if if we're conscious
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of it as as the leader.
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So clearly, it makes sense.
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And I I mean, obviously, when you're building trust, You don't go from there is no trust to
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wow.
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There's trust.
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Right?
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Yeah.
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So it's it's it's Obviously, I would say a living entity, when you work with teams.
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So if someone's listening and they're thinking, I don't know about this thing, Mister Tyler
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Hayden.
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Like, you're wanting me to do what with who?
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Like, first of all, don't need the time, you know, and, you know, the more time I give them,
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the more they want, and there's all my complainers on the team and nobody's gonna play
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along and, you know, I'm gonna get probably have poison darts thrown at me figuratively
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speaking when I'm, you know, so all those things, these are all reasons that a lot of
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managers say.
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Right?
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Like, you mean, we'll run off our feet and give you the reasons.
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Like, I know you you you know, with that slide, you talked about all the benefits.
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But what are some of the reasons when you're talking to say, to get buy in.
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Right?
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Obviously, you have to talk to a company.
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They're coming to you for a different reason, but then you have to go to the managers to be
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able to say, okay, by the way, I'm the I'm the person.
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That's gonna help you have people get along better and have fun at work.
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How do you kind of from the person that's not really into it, kinda get them potentially
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thinking about it a bit differently.
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So oftentimes it's a matter of dollars and cents.
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So for the bean counters, I go through stats like, the US there's a $40,000,000,000 that's B
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with a $1,000,000,000 worth of absenteeism every year as a result of disengagement.
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And let's not even talk about the number of presentism is.
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You know, the Motorola talks about how for every dollar it invests it returns $30 back in
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training and development.
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So those are some of, like, the the numbers you can throw around.
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But honestly, when I sit down, I I sit down with managers and and what we realize is that
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every time they've done team building, it's been done wrong.
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Right?
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And there's a lot of great models out there for team building.
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And and we talk about, you know, storming, norming, forming, perform, you know, all like,
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we and we've heard all of those models But what I what I've learned is that it's about team
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learning, not just about team building.
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So it's about how teams learn.
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And for if if if you pause and think about school for a moment, there were courses that
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you took that you did really well in.
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You know, for me, what was your favorite course, Roxanne?
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What was your favorite course in
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in school?
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Geography.
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Geography.
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Okay.
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So you're a very naturalistic thinker.
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I bet you do really well with processes.
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I bet you care about culture.
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I bet you care about people.
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Those are things that are of interest to you.
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Is that Correct?
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Yes.
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Absolutely.
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Yeah.
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Absolutely.
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And and what happens is everybody has a kind of a a way in which they like learn.
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And we and we've heard about, you know, there's kinesthetic learners or there's visual
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learners.
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We've heard about those things.
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Right?
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There's actually 8.
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Well, there's more than 8, but Howard Gardiner Harvard professor.
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He came up with with 8 different learning modalities, that helped to frame how kids like
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to learn.
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Like, here, check them out.
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So because I made a slide for that one too for you, Roxanne.
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We've got 8 different learning modalities.
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There's interpersonal intra personal linguistic, naturalistic, body kinesthetic,
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logical mathematical, visual spatial, and musical.
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And and I fall into kinesthetic, intelligence, and I love to do things.
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I love to work with my hands.
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I love to do that kind of stuff.
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I'm also, linguistic.
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I mean, I've written 28 books and and I love to crack jokes, you know, humor is my thing.
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But if you and I were doing team building activities, you would look for something
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differently than I would.
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And what team builders or team facilitators have been doing for years that's wrong is
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they've been coming in and saying, oh, we've got this amazing event.
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It is a, you were gonna do an axe throwing competition.
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They're gonna love it.
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We have great results with it.
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And they do it, but they do it with a group of, people who might be maybe, like, early
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childhood educators.
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Right?
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Wrong activity.
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Like, it's the wrong one because it doesn't align with the intelligences that it takes to
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succeed in that job as an early childhood educator.
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So I was doing a session in, in Florida.
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And one of the project managers was in the room said, you know what?
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Tyler, team building is junk.
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I have a group of engineers.
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They hate it.
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They never wanna do it.
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And she said, you know, I I I don't know how to engage them.
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And I said, well, try the game of commonalities.
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Commonalities is an activity where all she had to do was set the engineers up in small groups
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and say you have 2 minutes to come up with as many commonalities with the people in your
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small group as you can.
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They can't be things that we can sissy about you, like we all have hair, which some of them
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probably didn't.
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They were probably valled.
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But, you know, they she said, you have to come up with many common islands of stuff we can't
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see.
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Like, we've all traveled overseas.
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We all drive a pickup truck.
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We all have a, you know, we have a Netflix account, whatever it is, and whoever can come
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up with the most number will be declared the winner and whoever has the most obscure will
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get 2nd place.
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They loved it.
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She wrote me a message the next day saying they loved it.
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And the reason they loved it is because they're mathematical, logical learners who are also
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linguistic.
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So they wanna be able to measure what it is that they did.
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They wanna know clearly who the winner and who the loser was they wanted to be able to compete
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in a in a logical way.
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They could make that list.
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The rules were clear.
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Like, is setting up the activity for them was the most important part and aligning that
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activity to that style of learner.
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That's what I talked about in my book the business that cared.
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And it the multiple intelligences is the secret sauce.
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It is the magic that allows us to be able to reach people because it's not team building.
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It's team learning.
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And when we take away that idea that we're building something, building that sweaty.
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I mean, I've I've built houses and renovated, like, two hundred year old.
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How do you sweat, right?
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But when you're learning, you can engage.
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You can lean in.
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You can process.
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You could do all those things that it's a it's a lot easier for people to lean in and enjoy
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what it is that you're doing.
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I love that because, ultimately, right, like, I think, in business, we do the small analysis.
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We we look at the metrics, all that up, but what you're what I love about, what you're
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talking about is that you're actually looking at, capabilities or abilities that attract
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people to certain things.
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Right?
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So I'm a psychologist.
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Right?
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So certain things, you're not gonna give me any numbers.
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You know, because I'm gonna go Excuse me.
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Right?
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Yeah.
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You'd be like, time out.
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That doesn't
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matter.
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Okay.
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But if you give me anything that's intuitive or, problem solving or you know, seeing the
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nuances embedded in something, I'm all in.
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Like, I'm I'm 150%.
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So what I hear you saying, which I love, actually, is that when you go into an
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environment then, are you doing an actual assessment of, the types of, positions of
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people are doing for teens, or is it cross what if you have a cross functional team then?
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You know, that's that's the other thing that's interesting when you're doing team building as
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well.
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Yeah.
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Yeah.
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Yeah.
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Of course.
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So, okay.
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So in the book, we we cover that, and we have a tool.
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So there's a there's a tool we call we call it the, the MIQ fingerprint.
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So what we can do is we can do an MI test.
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So multiple intelligence tests, MIQ, and we can figure out what is the general what are what
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are your top 3 learning modalities?
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What what do you how do you what are your top 3 learning intelligences?
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You know, I'm a kinesthetic learner.
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I'm a, you know, visual learner, and I'm a linguistic learner.
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We take my 3.
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We do a scatter graph with everybody on the team and what their top 3 is.
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And what we'll find is that there's commonalities of a top 3.
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So while you might have a high musical intelligence, but nobody else does, in our
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team, we're not gonna do anything with musical because it's only just one thing, but you do
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share linguistic with the teams.
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We wanna make sure there's a linguistic part to the team building that we're doing.
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So we find that magic fingerprint that is very unique, and that's that, more and stuff of of
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what makes great groups, right, where there's there's a there's a synchronicity.
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There's that there's that magic between people that, you know, that Oppenheimer had that, Gil
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Clinton had that, in their team.
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So we're able to we're able to figure out what the the magic kind of formula is for reaching
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that team.
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Now we don't always have the the benefit of being able to to to use the tool to be able to
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find out about team.
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You know, I do I do programs for upwards of 8000 people.
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So it's hard to do in calculating the data all at one time.
22:55
But if we're doing an executive team that might be, say, 10 people, it's easy to to implement.
23:00
But what we can do is we can look at job functions.
23:03
So Howard Gardner did a really good job of assessing where kids, with those intelligences
23:12
should go based on their modalities.
23:15
So if you have a kinesthetic child, they might do well as a dancer, a police officer, a
23:23
firefighter, a construction worker, stuff like that.
23:27
So If I'm working with a if I'm working with a group of firefighters, I know that whatever I'm
23:32
gonna do, it needs to be kinesthetic, right, because they are doers.
23:35
They are with their hands as part of their job roles.
23:38
So we'll look at the roles and what's required to be successful in those roles and make some
23:44
inferences of what types of team building we should provide.
23:47
And then there's the cultural.
23:48
So Tyler, like, one of these Right?
23:50
Right.
23:51
Because if if you think about it and you're you're going in and you're gonna do the thing,
23:55
like, that everybody's done for, people are gonna go, do I have to show up at this thing?
24:00
Right?
24:00
And and do we have to participate?
24:02
And and what is what is he what's he gonna make me do?
24:06
That I don't want to do.
24:07
Right?
24:08
Yeah.
24:08
Yeah.
24:08
Yeah.
24:09
Yeah.
24:09
So I was doing a thing for Exxon Mobil.
24:12
It's a group of, oil oil and gas people.
24:16
And then and it was a customer service center within ExxonMobil.
24:20
And one of the feedback pieces was I can't believe that was 2 a half hours.
24:25
I can't believe we did that for 2 a half hours.
24:27
It's, McKinsey sent me, I talked about flow, you know flow.
24:30
I'm sure you're, you know, you know, flow theory and and and how you kind of lose track
24:36
of what it is that you're doing.
24:38
You know, in flow theory, McKelczyk sent me high talks about how do we get to that optimal
24:44
state of flow?
24:45
And that's what good team building is all about.
24:47
It's where our skill level matches our maximum challenge level.
24:53
And what happens when people are in team building is they'll look at well, the team
24:58
builder will all of a sudden start to set up things that are either really boring, like low,
25:02
low, low skills and you know, low, low, low challenge, and and you'll have an apathetic
25:07
team.
25:07
You know, kids do that all the time in school, right, or all of a sudden, you get dumped into
25:13
this activity that's really highly challenging, low skill levels.
25:17
And next thing you know, you're an anxious mess.
25:19
Right?
25:20
Right.
25:20
Right.
25:21
So being able to match what we want people to succeed at, we need to get an understanding of
25:27
what they're challenge level is and what their skill level is.
25:30
And as soon as we can do that, we can get them into that flow state where they're like, oh my
25:36
gosh.
25:36
Where did that time go?
25:37
You know, it's like a rock climber climbing up a pitch all of a sudden they're at the top and
25:42
they're like, where did the time go?
25:44
Or you're driving down the road and and we all have this high level of except when we're on
25:48
the 401.
25:49
We have this high level of expertise, you know, and the challenge is just right.
25:53
And all of a sudden, we're at our destination, and we don't remember the moments in between.
25:57
That's flow.
25:58
And that's what we attempt to do inside of team building.
26:01
It doesn't work all the time.
26:02
I mean, not an exact size, but I can't believe people haven't been doing this for years.
26:06
Like, I'm gonna be honest with you, Roxanne.
26:08
I'm not the smartest guy in the world.
26:10
Like, I'm not a rocket scientist.
26:12
I have a degree in recreation management I did not graduate top of my class, but it's to me,
26:18
it's simple.
26:19
Right?
26:20
It's simple in that we're reaching to what what moves people.
26:23
It's like judo.
26:25
Instead of stopping the punch, we move the punch beyond us.
26:28
We're we're we're saying, okay.
26:29
How do you want to get there?
26:31
Okay.
26:31
Perfect.
26:32
This is the root, right, as opposed to trying to stop you and move you over this way so
26:37
that you're going the way they want.
26:39
Keto, then I I did a Keto.
26:40
I'm I'm pretty small.
26:42
And, my instructor obviously was, you know, you know, he was a police officer, big guy.
26:47
And, when I learned my stuff and then I I did it with 2 big guys.
26:52
And then the seconds, of course, they'd be down.
26:55
It it then you'd think, right, the outcome was I took it because I wanted self defense.
27:01
But the fact is when you you're so right when you're in flow and you learn what is necessary
27:05
to move you along, And then off of a sudden, I'm like, oh my god.
27:09
I just took down two six foot three guys, you know, you know, that are triple my weight kind
27:13
of thing.
27:14
And I'm like, wow.
27:15
It's amazing.
27:16
When you finally, like you said, figuring out the way to learn and what's the best way to get
27:21
that person there.
27:22
I think you're you're right.
27:23
It's it's simple, but not easy because you have to think in different way.
27:28
Right.
27:28
Absolutely.
27:29
And I also and I also know now it's a six foot five, two forty pound man.
27:32
I'm gonna need to be really careful when I'm around That's what I've learned all of a
27:36
sudden.
27:36
Watch it.
27:36
Watch it.
27:37
When I see this go back city at at the, you know, I can be try I'm trying to brush out on
27:41
my skills.
27:42
Now let's
27:42
talk
27:43
about some of the realities of, you know, C suite or people that are thinking and that can
27:48
can reach out to you and, I would love them to do that or or interest it.
27:52
Let's talk about, look, it's not people have been through a lot.
27:57
There's been, you know, obviously, we know what they economy is doing.
28:00
There's been a lot of, you know, downsizing, rightsizing, you know, blending, all that
28:04
stuff.
28:04
Right?
28:05
Yep.
28:05
And a lot of managers have not done or senior teams haven't done well.
28:12
Sometimes with hope they lead.
28:13
Yeah.
28:14
And then they think, oh my god.
28:16
I wanna start doing this thing.
28:18
I wanna build trust.
28:19
I want you to build transparency.
28:20
I wanna start to do recognition and but you're coming in and I'm sure you've dealt with in
28:26
environments like this and you're like, oh, boy.
28:29
There's some reparative stuff that has to get done.
28:32
How do you approach those kind of scenarios with, senior teams.
28:38
Yeah.
28:38
So if you're working in a senior team and and you know what?
28:40
It is it's a it's a it's a challenging time.
28:43
And and I've been in the speaking business for, as I said, 28 years.
28:46
I've I've seen the economic downturns already a couple times.
28:49
And the the the leaders in the c suite that I've seen really succeed are the ones that go
28:54
dip back down to the basics.
28:55
So they they figure out what they need to do, how they need to communicate with their teams.
29:01
I'm gonna I'm gonna show you something else because it's it's ironic.
29:04
You're asking me a lot of questions that I have slides for.
29:07
I'm not sure because we did not play unless we just said we're having a station.
29:10
And I'm like, I think I know what Roxanne's gonna wanna hear about.
29:13
So, and that's my job, I guess, as a consultant.
29:16
So, you know, what what's really important is is how do we take our team through what I call
29:21
the team swell?
29:23
So this is built off of a model, that's inspired by, you know, that that good
29:32
educational paths have a beginning in the middle and and just like a corporate cycle has
29:35
a beginning middle and and The adventure theory, adventure wave theory is about growing
29:40
our teams in a progressive wave.
29:43
The idea of flow theory where challenges, skills, and motivations, matter.
29:49
So the the c's the when I when I work in coach C suite people, what I what I really get them
29:55
to focus on is let's let's look for the low hanging fruit right away.
30:00
Let's let's close that that that timeline of how we communicate and work with our teams.
30:06
Let's now look at it as an annual basis.
30:08
Let's now look at a quarterly basis.
30:09
Let's look at it a month or a week basis.
30:11
And what can we do inside of the team as well?
30:14
So in the beginning, how are we orienting people?
30:17
How are we challenging them How are we motivating them?
30:22
How are we applying the skill sets that are required in order to be successful in any of
30:27
the projects that they're doing?
30:28
Because team building as we said can be fun fast forward or fixed.
30:31
So what are we doing every day?
30:32
How can we gamify it?
30:33
How can we make it interesting?
30:35
How can we support them and motivate them, reward, and recognize, do all of those things.
30:40
And and as we start to do a good job at that, the production, effort starts to increase a
30:47
little bit, and the engagement starts to increase a little bit.
30:50
And and what what we need to then do is when we realize that we're just starting to curve over
30:56
top of that engagement and that production curve is we need to celebrate what we've
31:00
accomplished.
31:00
Now here's the track is when we celebrate what we've accomplished, we can head back into
31:05
another swell stage where we orient what we're going to do next.
31:10
It's like building blocks.
31:11
It's like Lego.
31:12
We're just gonna keep building on top of one another, and it's done in small incremental,
31:18
ways.
31:18
As we talked about at the beginning.
31:20
It's about the little things that we do as a leader, setting up the right challenges, making
31:24
sure that they're unique.
31:26
Building communication, trust, and collaboration in in progressive levels, like
31:31
Richard Laveau with the with the this the the poker chip.
31:34
It's those things, making sure that the tasks and, jobs that we're asking people to do are
31:41
engaging for those individual learners within side of our workforce.
31:48
You know, when we start to shift that paradigm of employees to learners, We start to see how
31:53
we can utilize their skills that little bit differently.
31:57
Just that little bit differently.
31:59
So the counter side of that is that's fantastic.
32:02
Yeah.
32:02
I'm
32:02
gonna say that sometimes you're gonna run into managers that don't have some skills.
32:08
Yep.
32:09
To deliver what you're suggesting.
32:11
Right?
32:11
Like, they're they're not so good as at engagement.
32:14
So they're not so good at really dropping down into ready their space kind of stuff I talk
32:20
about is dropping down into understanding where you're at, when you're stressed, you know, when
32:24
you have the deadlines and and we're missing deadlines and are needing something.
32:28
You have to be able to be able to meet meet individuals where they are, but that's
32:32
ultimately starts with you as the the manager, the leader, to be able to create the space for
32:37
all these amazing things to happen.
32:39
Yes.
32:39
So as part of your tree, are you kind of looking at the subset of skills with the
32:44
managers to see if they could deliver these things.
32:47
Of course, it's the authenticity.
32:49
And you might you might download that to somebody else within your team to manage the
32:53
engagement y kind of stuff.
32:55
You know, it it it works the same for you.
32:57
You're you're an employee as well.
32:59
Right?
32:59
You're part of that team as well.
33:01
And and if you're not living your best skill set, then you're not gonna engage your team in
33:08
the way that you might want to engage them, to their highest peak performance.
33:13
So if you're looking at your skill set and what your learning modalities are, we'll start to
33:17
use your learning modalities to connect with theirs.
33:20
Where do you sit in the same spot?
33:23
Like, we're all mathematical logical.
33:25
Okay.
33:25
Well, what how am I gonna I'm gonna engage my team through the numbers.
33:29
Right?
33:29
So we're gonna come up with a way of of managing our success by looking at metrics.
33:35
Right?
33:36
Kinesthetics, we're gonna wanna look at those same metrics, but I have to build a way of
33:40
doing that.
33:41
So every time somebody succeeds, they write what they succeeded on a coin and they glue it
33:46
to the next coin.
33:46
And the next thing you know, you're backing up all these coins glued together.
33:49
Like, some coming up with ways of using your skill set.
33:53
I always tell, the leaders that I work with, you know, don't try to do what I do because
33:59
what I do is what I do.
34:01
Right?
34:01
And that's my skill set.
34:03
Right?
34:04
Use what you have.
34:05
Use your talents in order to engage folks and do it in a way where you're engaging them where
34:11
they're at.
34:12
That's the key.
34:13
Right?
34:13
So it's a it's like a two sided point to some degree.
34:16
If I internally know what kind of leader I am and I'm phenomenal at certain things and I'm
34:20
not so good at other things, and there's alignment too.
34:23
Right?
34:24
So if I'm a lot like you Tyler, I'm gonna engage with you more because it's it's easier
34:28
to flow with you.
34:29
But if I magically post to you, I'll be like, oh, boy, here he comes.
34:33
Now stay away from him.
34:34
So it's really the same things that I talk about in my book, which is Rwar, which is
34:38
really getting that deep sense of Who am I?
34:41
How do I communicate?
34:42
How am I transparent?
34:43
How do I make decisions?
34:45
And how do how do I like to be recognized?
34:48
Does that mean that that's how everybody else needs to be recognized and really starting from
34:53
that point, then you're able to kind of, you know, kind of create that radius of connection
34:58
around you.
34:59
Yeah.
35:00
I mean, think about, so I think about the the interpersonal versus the intro personal.
35:05
The intro personal person likes to you know, sit in their cave.
35:08
They like to, you know, look at the cause of the fact they love to, you know, they love to
35:12
think deeply about why.
35:14
Like, they love to go and research the answer and wine, then they'll tell you the answer.
35:17
And it's nine times a 10, it's crack, because they've done the depth of reading.
35:21
The interpersonal person is about collaborating with everybody.
35:25
They wanna be on stage.
35:26
They wanna ask questions.
35:27
They wanna present.
35:27
They want all that kind of stuff.
35:29
If you're given a reward to an interpersonal person.
35:32
It's absolutely okay to stand them up in front of the group and say, hey.
35:36
Congratulations.
35:37
You were absolutely amazing.
35:38
Here's your Here's your award hang a thing around their neck, big shiny metal, but if you
35:43
do the same thing to an intra personal person, They're never gonna do whatever you're
35:48
rewarding them for ever again.
35:50
Like, it's over.
35:51
Like, it's done.
35:53
Right?
35:53
So you know, and and and give yours honor yourself with the same, the same piece of
35:59
wisdom that, you know, be where you are and and and acknowledge where you are and connect with
36:05
people where they are.
36:06
That's what it's about.
36:07
You know, and having been a manager in multiple roles because of those hatch ons before we
36:11
started to do this thing.
36:12
I've heard of these things.
36:14
I don't really know what they are.
36:15
Oh, j o b s.
36:16
But, you know, what I learned, it was I was like, you know, there's certain things that I
36:20
was really, really good at.
36:21
Like I said, but I had people on my honestly, I think sometimes they were planted on my team.
36:26
And they were microscopic, and they were like they were like the engineers of the team.
36:30
Right?
36:31
Right.
36:31
And you would find every time I have missed something, But what they forced me to do is to
36:37
get better at what they were needing for me to connect at.
36:40
So I would like to pour through report more, and I would look at my training analyses even
36:46
more so that I could deliver in a way that allowed them to hear what they needed to hear
36:50
based on the outcome that they were looking for.
36:53
So it forces you.
36:54
Right?
36:55
And and do you know why it forces you?
36:57
Because you are that naturalistic or where you care about that community and that culture and
37:02
you were getting pushed back from the culture saying, jeez, Roxanne, you know what?
37:06
We need it in this way, and you you let us down in that way.
37:08
And you didn't wanna let that that group down.
37:11
And you didn't wanna break the fabric up.
37:14
So using, you know, our tool of Q, you know, your interpersonal skills where you really
37:20
cared about the people and your naturalistic skills where you cared about the process and
37:25
that there was that community and all those pieces happening, you were willing to go that
37:29
extra mile in order to help to make sure that that can be done right.
37:33
Sometimes they made you look they tripped you up.
37:35
So then you're like, look.
37:36
I'm I'm I can't be out.
37:38
It's like with, the legal profession.
37:40
And when I Yep.
37:41
There's a statistical analysis error of point 5, and I'm like, you know, and then you're
37:46
like, you're in the middle of a presentation.
37:48
And then you're
37:49
like, yeah.
37:49
Yeah.
37:50
Yeah.
37:51
But it's irrelevant, but they've toppled you.
37:53
So I think it's it's really what it did for me as a a young manager because I was in my
37:58
twenties is it raised showed me.
37:59
Okay.
38:00
Well, I obviously don't naturally think like that, but I've got a subset of such different
38:05
learners.
38:06
And if I'm gonna lead them, How is it that I'm gonna effectively do that?
38:10
And then, I mean, somebody just go, well, that's too bad.
38:13
You're you're thinking like that.
38:14
And then lost you lost a third of your team, but, as managers, you know, obviously, it's
38:19
kinda figuring out what am I what are my gifts?
38:21
What are my blogs?
38:22
And how do I enhance what I need to.
38:25
Now for people that are, I'm sure, looking to love this because you're so engaging and funny,
38:32
Tyler, for let's say there's leaders listening and they're like, boy, you know what?
38:37
Jeez.
38:38
We've kinda done that thing we said.
38:40
We do we do the professional development days and Right.
38:44
Oh, yeah.
38:44
There's another one coming up, and I don't even know to do because we're not getting engagement
38:47
and things aren't getting better.
38:49
And, what where can people reach out?
38:53
Or what are some of the things that they should start thinking about?
38:56
As they plan because they've not have been have getting the outcomes that they're looking for.
39:01
Sure.
39:01
Well, I mean, you can you can connect with me for sure.
39:04
And guess what?
39:05
There's a slide for that too.
39:06
So here's a here's a bunch of slide.
39:08
A lot of people are prepared, Tyler.
39:10
So this is all good.
39:12
I appreciate that.
39:13
So I you know what?
39:14
Here, you know, you can go to my website tylerheating.com.
39:16
You can go to team building school, dot com.
39:19
Or if you're scanning that QR code right now, then what you're gonna find is that there's
39:24
actually a link to the team building toolbox.
39:28
So if you wanna look at doing things a little bit different, I can come in for sure and
39:32
absolutely happy to do so.
39:34
But you'll also find that working with the team building toolbox, there's a bunch of premade
39:39
activities and tools and things that you can do, straight away to help to engage your team.
39:46
Like, for example, and you wanna we could play a game if you want to.
39:50
I'll start.
39:51
Yeah.
39:52
I love playing games.
39:53
Let's see if we can find the right screen.
39:55
There it is.
39:55
We've got a game called the Magic 2 ball.
39:58
And the Magic 2 ball is awesome because what you end up doing is you end up coming in and
40:03
you remember might remember another ball from pool that I can't talk about because it's
40:08
different.
40:09
Yeah.
40:09
But you you shake it, And then all of a sudden, there's a quick little question that comes up.
40:15
Like, what's your greatest passion?
40:16
What's your greatest passion, Roxanne?
40:19
Scuba diving.
40:20
Scuba diving.
40:22
Very cool.
40:22
I love that.
40:23
And then you just go back down to the 2 and you flip back over and you do another one that
40:27
randomly comes up with another question.
40:29
So there's new ways in of engaging and and finding cool ways to connect with people.
40:35
That's one of them.
40:36
Another one that's my little piece of paradise that you're seeing now.
40:39
That's where
40:40
my that's my cottage.
40:41
Here's the picture.
40:42
That is, Kingsburg, Nova Scotia.
40:46
It is, just just outside of Halifax on the so short.
40:51
Absolutely spectacular.
40:53
We have another one, which is called, so you wanna be a 100 air.
40:58
Okay.
40:58
And, you might recognize that game too where you might get a few more dollars than a $100,
41:04
but you can go through and you can play the same style of questions.
41:07
And these are all templates that you can use in order to level up the kind of activities that
41:13
you wanna do, with your team.
41:15
So we've got some pre made things that you can use.
41:18
You can pick up, I've got a couple different We've got, virtually engaged.
41:22
If you're doing virtual engagement activities, this goes through some of the theories of
41:25
things we talked about as well as has a a little bit of a rolodex inside where you can,
41:31
check out some different activities that are simple and easy.
41:33
They've got kind of a recipe of how to do it.
41:36
We've got a tool inside the team building school that's a huge database that you can
41:40
actually filter based on the types of intelligences and find reward ignition debrief
41:46
energizers, team buildings.
41:48
We're adding to that all the time.
41:49
There's about a 130 things in there right now.
41:51
We're gonna add some more.
41:53
Yeah, and then we've got the the business secured about people.
41:55
It's got a bunch of other activities.
41:57
So, yeah, reach out.
41:58
I mean, if you wanna just chat and have some conversations, I'm happy to kind of give you
42:03
some ideas and shoot me an email.
42:05
So you can do that right off.
42:08
Amazing.
42:08
Amazing.
42:09
Amazing.
42:09
Amazing.
42:10
I love it.
42:10
And like I was like you said, you know, I like the fun, and that's what I'm taking away fun
42:16
and fast forward.
42:17
And I love the fact that you could cue those together because if I am having fun associated
42:25
with learning something and then I think of this in reference to vision and strategy, That
42:30
officer, and I'm I'm having fun, and I'm already thinking about the business, you know,
42:36
and and really I'm in it already.
42:38
So I'm already learning something different while associating fun with doing something that
42:45
impacts the business.
42:46
Which I think is best.
42:47
You want an old funny thing, Roxanne?
42:49
80% of what you learn, you learn when you're having fun.
42:52
80% So if you if you had a subject in school that you hated, you like me in math, I hated it
42:58
so much.
42:59
I took it in summer school.
43:01
Like, I hated it that much.
43:02
Right?
43:03
I took it in the summertime.
43:03
That's how much I hated it, but and and I reported it as a result.
43:07
So, you know, let's find a way you're absolutely right.
43:09
Let's make it fun.
43:10
Let's make it exciting.
43:11
Let's connect people, in a in a professional way that that matters to them.
43:17
Well, I can see how people wanna hang out with you because you're you're this has been
43:21
amazing.
43:21
So much fun, Tyler, thanks so much again for your time.
43:24
For others, thanks for hanging out with me again.
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You know, I just released my new book, ROR return on relationships.
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If you wanna know about, where you are in reference to relationships, either homework
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work, just go to roxanderhodge.comforward/quiz.
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You'll get a really nice mini quiz with some recommendations and, you can follow-up with me
43:45
if you're needing more.
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So again, Tyler, thanks so much.
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And for everyone, we'll hang we'll check you next week and, look forward to hanging out with
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you again then.
43:52
Take care.
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Bye for now.
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Thanks for tuning in to authentic living with Roxanne creating the space for positive,
44:02
healthy change.
44:03
Roxanne is a keynote speaker, psychotherapist, and coach to work with Roxanne, visit
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roxannederhaj.com/blueprint.
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We'll see you next time on authentic living with Roxanne.