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The Humans Behind the Business: Lessons From the Session Room with Wendy Waldron · The Ambitious Coach Lab

0:00
SPEAKER_00: Welcome to the Ambitious Coach Lab, powered by NICA.
0:04
SPEAKER_00: I'm your host, Dr.
0:05
SPEAKER_00: Cam Waldrin.
0:06
SPEAKER_00: Each week we explore the real tactics, tough conversations, and breakthrough moments that drive coaching success.
0:12
SPEAKER_00: Let's jump into today's episode.
0:16
SPEAKER_00: Hello, friends.
0:17
SPEAKER_00: I am so excited to welcome Wendy Waldron to the podcast.
0:22
SPEAKER_00: She is a certified EOS implementer based in New York State, not to be confused with New York City.
0:28
SPEAKER_00: She works, I love how she defined this.
0:31
SPEAKER_00: She works with heart-centered leaders to transform their companies.
0:35
SPEAKER_00: So, Wendy, welcome to the show.
0:37
SPEAKER_00: I'm so excited to have you.
0:38
SPEAKER_01: Cam, thanks so much for having me.
0:40
SPEAKER_01: I really appreciate uh the footsteps that I'm following here in your podcast.
0:45
SPEAKER_01: So I appreciate the opportunity.
0:47
SPEAKER_00: Oh, we you're we have I have the bar is set high.
0:50
SPEAKER_00: Uh, you were recommended by multiple people.
0:52
SPEAKER_00: So obviously it was uh it was meant to be.
0:55
SPEAKER_00: So, but why don't you uh you'd kick us off?
0:58
SPEAKER_00: Tell us a little bit about your entrepreneurial journey kind of into becoming an implementer and how you got to where you're up to today.
1:04
SPEAKER_01: Sure, sure.
1:05
SPEAKER_01: Well, um, there's some boring parts in the middle, but I'll start at the very beginning uh selling Girl Scout cookies.
1:12
SPEAKER_01: Uh I really, you know, I introduced myself as a grown-up Girl Scout.
1:15
SPEAKER_01: I am here to leave the world a better place than when I found it.
1:18
SPEAKER_01: So, those of you who know the pledge and all of that, um, that's that's kind of that's just who I am.
1:24
SPEAKER_01: Um I did sell those cookies, speaking of entrepreneurs, and I accidentally ended up selling them by the case instead of by the box.
1:33
SPEAKER_00: Why not?
1:34
SPEAKER_01: Why not?
1:35
SPEAKER_01: Right?
1:36
SPEAKER_01: I think I used the wrong word.
1:37
SPEAKER_01: Maybe I didn't know the difference.
1:39
SPEAKER_01: Maybe I got bold and asked an uncle.
1:41
SPEAKER_01: I remember the moment when he said he would buy a case, and he wrote that on my little rainbow color-coded order form.
1:48
SPEAKER_01: And uh, and I remember talking to my other uncles and that that he was buying to buy the case.
1:53
SPEAKER_01: So maybe how many cases did they want?
1:55
SPEAKER_01: I won the prizes that year.
1:57
SPEAKER_01: The next year, uh, my whole troupe won the prizes because I said to my Girl Scout friends, hey, listen, let's sell them by the case.
2:04
SPEAKER_01: Let's figure out the rules to this gate.
2:07
SPEAKER_02: Yeah.
2:07
SPEAKER_01: Let's act in in coordinated behavior, right?
2:11
SPEAKER_01: These are phrases that now ring true here.
2:14
SPEAKER_01: It's the same amount of work.
2:16
SPEAKER_01: We're scaling.
2:18
SPEAKER_01: Um, so you know, 10 times or 12 times if there were 12 in a case.
2:22
SPEAKER_01: So, anyhow, that was long, long ago.
2:25
SPEAKER_01: Um, I grew up in a hardworking household.
2:28
SPEAKER_01: Um, I understand the value of um of the number of hours that you get in a week from your employer.
2:35
SPEAKER_01: I remember the day when my parents were all around the kitchen table and they were sorting out health insurance paperwork because there was a family option that the uh that my dad's employer was putting in place.
2:48
SPEAKER_01: And we were one of the few, he was one of the few employees with families.
2:52
SPEAKER_01: So that was, he was looking out for us in that way, but it was a big deal.
2:57
SPEAKER_01: So in growing up, um, I really had a lot of connection to those employers of my parents, the family businesses, the owner operators, the the places that are all over middle America.
3:11
SPEAKER_01: Um, I was the kid that that went to college.
3:14
SPEAKER_01: I got a scholarship to Colgate University.
3:17
SPEAKER_01: Um, there I built communities.
3:19
SPEAKER_01: I talked a lot and and effectively, well, I was I was running residence hall.
3:24
SPEAKER_01: So I had 180 first-year students, a staff of six, um, hiring, firing, had to fire one of my best friends, um, learning lessons before, before I was even, you know, I was 20, 21 years old.
3:39
SPEAKER_02: Wow.
3:40
SPEAKER_01: Um, so from there, uh, a little bit, a little bit more hopscotching as one does in their 20s, I landed in Mozambique for a year uh as a volunteer, uh, mostly to see if I could do it, to see how the world was made, to answer a question for myself.
3:56
SPEAKER_01: Um, this is entrepreneurial, by the way.
3:58
SPEAKER_01: Like this curiosity.
4:00
SPEAKER_01: What would what would a six-year-old's life be like?
4:04
SPEAKER_01: I was six and I was playing outside on the sidewalk outside our house.
4:07
SPEAKER_01: And I wondered what it would be like if we lived someplace else.
4:10
SPEAKER_01: What work would my dad do?
4:12
SPEAKER_01: What would I have for a snack after school?
4:14
SPEAKER_01: Would I go to school?
4:15
SPEAKER_01: What do you mean I wouldn't go to school?
4:17
SPEAKER_01: You know, so I really wanted to know what that was.
4:21
SPEAKER_01: What is it that is the common human experience?
4:25
SPEAKER_01: Is there such a thing?
4:26
SPEAKER_01: How do we grow and and make more of what we're doing in any given place?
4:33
SPEAKER_01: So um I got back and uh a couple more hops, you know, I ended up in a place where um I was um moving, relocating for personal reasons.
4:45
SPEAKER_01: And um the place that I was relocating to, uh, there was no opportunity there.
4:51
SPEAKER_01: I wasn't going for the challenge, for the entrepreneurial challenge, for the professional opportunities.
4:58
SPEAKER_01: So, Cam, I ended up at a temp job.
5:01
SPEAKER_01: Um, I went to the agency and I said, just place me in your largest employer because I'll be working hard.
5:07
SPEAKER_01: And I landed in healthcare.
5:09
SPEAKER_01: I landed at the front desk of a medical clinic with a day and a half of training and plopped like right in the middle of every system that wasn't working in healthcare 25 years ago, which was most of them.
5:23
SPEAKER_02: Yeah.
5:24
SPEAKER_01: Doctors trained to be doctors, nurses trained to be nurses, billing systems that didn't seem to have any idea what that was all about, you know.
5:30
SPEAKER_01: So all of everything in between.
5:33
SPEAKER_01: A couple years later, I end up running the cardiology and cardiothoracic surgery division of that organization.
5:39
SPEAKER_01: Um, I was recruited home to grow the ancillary services here in upstate New York.
5:45
SPEAKER_01: We talk about healthcare deserts and food deserts and stuff like that.
5:49
SPEAKER_01: Um, my job was, among other things, to put behavioral health care inside primary clinics.
5:56
SPEAKER_01: Um, and we did that at just a pace that's kind of unbelievable.
5:59
SPEAKER_01: We did it just in about three years across hundreds of miles.
6:03
SPEAKER_01: Um, and then finally, it was with uh with cancer care.
6:08
SPEAKER_01: So there um we had it was not a family business, it was a fully accredited community cancer center.
6:15
SPEAKER_01: We did research and such.
6:17
SPEAKER_01: And also, um, it was run by the founding father, by his wife.
6:23
SPEAKER_01: Uh, his daughter-in-law was running uh the treatment center.
6:27
SPEAKER_01: So there really there were a lot of lessons there that I'm applying now to.
6:32
SPEAKER_01: Transitioning through all of that from paper charts, if you can believe it, um, paper charts to some versions of early electronic mechan medical records, um, hybrids of such.
6:46
SPEAKER_01: And then finally, you know, transition after transition.
6:48
SPEAKER_01: So um, a whole lot of the things that we talk about when we're talking about transforming companies, whether it's just the business part of it itself or the team building and leadership aspects, change management, strategic direction, all of those things are things that I've done in a variety of environments always.
7:08
SPEAKER_00: Wow.
7:09
SPEAKER_00: How cool.
7:10
SPEAKER_00: Yeah.
7:11
SPEAKER_00: So where did EOS kind of come into the journey?
7:15
SPEAKER_01: 2018.
7:16
SPEAKER_00: Okay.
7:17
SPEAKER_01: I was at a crossroads and started paying more attention to some of the people that I'd lost touch with.
7:22
SPEAKER_01: We get, you know, a little nose to the grindstone.
7:24
SPEAKER_02: Yeah.
7:25
SPEAKER_01: And I noticed um Marissa Smith's, um, all of her postings were orange.
7:32
SPEAKER_01: What was this EOS thing?
7:34
SPEAKER_01: It sounded like what I loved to do, um, minus the context of healthcare.
7:39
SPEAKER_03: Yeah.
7:40
SPEAKER_01: And so I called her up.
7:41
SPEAKER_01: We reconnected.
7:42
SPEAKER_01: Marissa and I were at Colgate together and sang in, yeah.
7:46
SPEAKER_01: We sang in an a cappella group that she was one of she was a founder of, of course, right?
7:52
SPEAKER_01: The entrepreneurial nature there.
7:54
SPEAKER_01: And I was in the first, uh, well, the the first auditions.
7:57
SPEAKER_01: I was part of the first people to be brought into the group.
8:00
SPEAKER_02: How cool.
8:01
SPEAKER_01: I know.
8:02
SPEAKER_01: So reached back out to an old friend and she said, Have you read traction?
8:06
SPEAKER_01: I was like, Well, let me order it up.
8:08
SPEAKER_01: Let's get this going.
8:09
SPEAKER_01: And and the moment, like the moment, I think I was on page three, and it just felt like like a highlights reel of all the times when I'd done something well professionally, when I was leading a group of people and it worked, when I was, you know, I don't know, putting a strategic plan in place and affecting the sort of um change that we wanted to do, and it flopped.
8:33
SPEAKER_01: I saw why it flopped too.
8:35
SPEAKER_01: Um, because of course we don't always win.
8:37
SPEAKER_01: And so understanding those times when what did I do differently each time?
8:42
SPEAKER_01: And I found the root of every single thing in this one book.
8:45
SPEAKER_01: And I thought, man, I just, this is what I gotta do.
8:48
SPEAKER_01: So I had already decided that I would be um hanging out my own shingle.
8:53
SPEAKER_01: I had done so.
8:54
SPEAKER_01: Um, I was working with local businesses that had expertise in their own areas, whatever they did uh professionally, but they didn't have the the background that I carried.
9:04
SPEAKER_01: And so I was glad to bring that to them, and even more glad to be able to use a process and a set of tools and disciplines that had been proven already by just thousands of companies, uh, so that I wasn't practicing on them.
9:17
SPEAKER_01: I knew it worked.
9:18
SPEAKER_02: Yeah.
9:19
SPEAKER_02: Yeah.
9:19
SPEAKER_01: How cool.
9:20
SPEAKER_01: Yeah.
9:20
SPEAKER_01: Yeah.
9:20
SPEAKER_01: I didn't even know.
9:23
SPEAKER_01: You know, it's been uh boot camp was in 2020, and then of course, there was a transition to um owning our own franchises.
9:32
SPEAKER_01: Yep.
9:32
SPEAKER_01: Uh, this is my session room here in in I'm in Glens Falls, New York, uh, in an old uh factory building with great big windows and history of hard work and building it resonates with me.
9:44
SPEAKER_00: I I feel that so deeply.
9:46
SPEAKER_00: I literally just got an office space in an old Pepsi Cola factory, and it was where the um the where they design their modern packaging, how they package all the bottles, right?
9:59
SPEAKER_00: Yeah.
9:59
SPEAKER_00: It's like innovated and designed and invented in the building that I'm at.
10:04
SPEAKER_00: And so I I feel that so deeply.
10:06
SPEAKER_00: There's something about just the legacy of a building or whatever you want to call it.
10:13
SPEAKER_01: Yes, brick by brick by brick, by somebody who brought their lunch, you know?
10:17
SPEAKER_01: Yes.
10:17
SPEAKER_01: And had a kid that they were worried about.
10:19
SPEAKER_01: Yes.
10:20
SPEAKER_01: And a dad that was like not feeling so great today.
10:23
SPEAKER_03: Yes.
10:23
SPEAKER_01: You know, and that's what we do.
10:25
SPEAKER_01: That's that's what it really is about.
10:27
SPEAKER_01: And plus, okay, small little little squirrel side note.
10:32
SPEAKER_01: Retro TV, if you're not familiar, Laverne and Shirley.
10:36
SPEAKER_00: Okay.
10:36
SPEAKER_01: Okay, going back.
10:38
SPEAKER_01: Laverne and Shirley.
10:40
SPEAKER_01: They worked in a Coke bottling plant, I think.
10:43
SPEAKER_01: Ridiculously funny.
10:44
SPEAKER_01: I hope that it, I hope that it stays, but we're going back.
10:47
SPEAKER_01: I mean I love it.
10:48
SPEAKER_01: Like late 60s, early 70s, maybe.
10:51
SPEAKER_00: The golden era.
10:52
SPEAKER_00: Gotta go look it up.
10:53
SPEAKER_00: Yes, I love it.
10:54
SPEAKER_00: I'm 100% doing that.
10:56
SPEAKER_00: Um, no, I my I was raised on like the I Love Lucy, and I love all those shows.
11:01
SPEAKER_00: So I'm a I'm a huge fan of this.
11:03
SPEAKER_00: Um that's awesome.
11:05
SPEAKER_00: Well, okay, so fast forwarding into now certified implementer, you know, obviously experienced.
11:12
SPEAKER_00: When we were talking before, kind of just sinking on this, you said something that I've literally thought about every day since you said it.
11:18
SPEAKER_00: So just you said, um, you said most workplaces simply don't make sense.
11:26
SPEAKER_00: And they don't have to be that way.
11:28
SPEAKER_00: And I was like, that's just such a simple statement, but I'm telling you, it was like, that is so true.
11:34
SPEAKER_00: And so as we were thinking about it, I mean like they don't make sense, right?
11:37
SPEAKER_01: We'd like to think that they do.
11:39
SPEAKER_01: And even as leaders, we'd like to think that they do.
11:43
SPEAKER_01: But so often we don't get toxic workplace.
11:48
SPEAKER_01: Thank God it's Friday, all of that stuff from nowhere.
11:51
SPEAKER_01: These, this is our our cultural lived experience.
11:54
SPEAKER_02: Right.
11:55
SPEAKER_01: That we are not connecting.
11:57
SPEAKER_01: We're not connecting.
11:58
SPEAKER_01: I mean, forget like a soul connection.
12:00
SPEAKER_01: We're just not even connecting and like the logical A to B to C kind of points.
12:05
SPEAKER_01: Sometimes we don't even know what they are.
12:07
SPEAKER_00: So when you're going through, because I think where you were going with that was really centered around the fact that ultimately, as a coach, you should want something more or better, I think is how you framed it, for not just the owner, but the actual whole organization.
12:26
SPEAKER_00: We can actually come in and transform this entire organization into something better.
12:31
SPEAKER_00: So can you just double-click into what you mean by that?
12:35
SPEAKER_01: Yeah.
12:35
SPEAKER_01: I mean the real people that actually work for you.
12:38
SPEAKER_01: If you're an owner, I mean they're kids.
12:41
SPEAKER_01: I mean, the way that all of us are all the time is so connected to whether or not our workplaces are harmonious, satisfying, if they just plain make sense.
12:58
SPEAKER_01: Or if you are asked to do something that you're telling your buddy on the phone, if you're driving a truck somewhere and you're like, Well, I was here yesterday, but they didn't tell me they needed a thing yesterday, it doesn't make sense.
13:08
SPEAKER_01: It could be, it could be so much better if we could just step back and really be our full selves.
13:15
SPEAKER_01: Or messy humans, all of us.
13:16
SPEAKER_02: Right.
13:17
SPEAKER_01: But the more we learn, the more tools we bring to bear on our work, in the same way that if you're digging a ditch and it's a little ditch, then you might use a shovel.
13:27
SPEAKER_01: If it's in my little garden, I might use a trowel.
13:30
SPEAKER_01: If it's the like the pavement on the you're refacing the road, then you need a big piece of machinery to do that.
13:38
SPEAKER_01: You need a different tool.
13:40
SPEAKER_01: And I just find that so often we don't we don't know that there's a better way.
13:45
SPEAKER_01: We don't know that there are tools to use to help manage work and support people in our organizations.
13:52
SPEAKER_01: And leaders sometimes just don't understand the impact that they have and the ripples that go out for so far beyond where they are.
14:03
SPEAKER_01: It is such a position of power and authority.
14:07
SPEAKER_01: And I don't think everybody, not everybody wants that, but also maybe they just started a company to feed their family.
14:15
SPEAKER_01: You know, it was a thing they started in their garage, and now it's really big.
14:19
SPEAKER_01: And so now making sure that we level up and learn the learn a language of leadership, learn a language of supporting and seeing all of those people, and also, by the way, all of the power that they bring and the tidal wave of success that they bring for a company when it does make sense, when they are aligned.
14:41
SPEAKER_01: And it's not just about, you know, kind of punching the clock, like, I don't know, like some sort of old cartoon, you know?
14:48
SPEAKER_00: Yes.
14:49
SPEAKER_00: And I think there's so much of that that I see, especially.
14:54
SPEAKER_00: So I when I first was introduced to EOS, I was in a landscape company.
14:58
SPEAKER_00: And so, I mean, just like a lot of companies like that.
15:02
SPEAKER_00: It was, it started with the owner with a truck and trailer, right?
15:06
SPEAKER_00: And it grew to, you know, now they've got like 70 employees, it's ginormous.
15:10
SPEAKER_00: And so, but you as it I would argue, a true entrepreneur can't help but scale beyond themselves, right?
15:18
SPEAKER_00: They're gonna get in and always want bigger, right?
15:21
SPEAKER_01: Yes, exactly.
15:24
SPEAKER_01: There's a challenge, right?
15:26
SPEAKER_01: Yeah, there's a challenge.
15:27
SPEAKER_00: And I mean, you're a perfect example of that.
15:29
SPEAKER_00: I mean, you're you figured out cheated the code as far as like selling cases instead of boxes, and then pretty soon your whole, you know, the tribe was doing it was like you couldn't help but get beyond yourself.
15:39
SPEAKER_00: And so, but I think what happens oftentimes, and and I I'm interested in your feedback on this, because I think you almost get to a point where it's like, oh wow, I've got more than I can handle, so I need to hire people, and then before you know it, you've got 10 employees, and there's almost so much the culture's just shifted a little bit.
15:59
SPEAKER_00: Sure.
16:00
SPEAKER_00: So, how do you handle that when you go into say an EOS implementation of guiding leaders, specifically the visionary, you know, founder often, um, of how to navigate through that to basically lean into the tools of EOS?
16:15
SPEAKER_01: Yeah.
16:15
SPEAKER_01: Well, first I'll say they have to want to.
16:18
SPEAKER_01: They really, you know, I could I could drag somebody in the room, I could sell them on something better, on some sort of utopia.
16:25
SPEAKER_01: But this is this transformation of your company starts with the leadership.
16:29
SPEAKER_01: It absolutely starts with the leader recognizing that the tools that got them here won't get them where they want to go, that the things that they've always done, that they've been rewarded for, that they've been successful about, are those same things, those same decisions every day that are piling on them so that the busier their business gets, the busier they get.
16:54
SPEAKER_01: They know most of the people I work with know very well that that and they say it kind of tongue in cheek, like, yeah, like this is my success, and also I'm the problem.
17:04
SPEAKER_01: I had one that sang the Taylor Swift song to me about it.
17:07
SPEAKER_00: That's awesome.
17:08
SPEAKER_01: I'm the problem, it's me.
17:10
SPEAKER_00: That's hilarious.
17:11
SPEAKER_01: Yeah.
17:12
SPEAKER_01: So it is, it's the bottleneck thing.
17:14
SPEAKER_01: We get this, right?
17:15
SPEAKER_01: Because you do first, you need somebody to answer the phone, and then somebody to make a delivery.
17:19
SPEAKER_01: You need some developers, you need some people, you got two crews, now you've got three or four crews, and you're investing your profits back into the company, which means there's more and more around you, and you realize things like the people who have been, maybe the person who was great at answering the phone five years ago isn't really the person to figure out an automated phone thing, or the even the best deal for your phones, or what's the technology that's available.
17:49
SPEAKER_01: And so you start to think, well, it'd be great if I if I had that.
17:52
SPEAKER_01: Well, what if I did?
17:54
SPEAKER_01: You know?
17:54
SPEAKER_01: So how do we re how do we just kind of rebuild everything about your processes?
18:01
SPEAKER_01: If if the founder is the salesperson, if they have to design every job, if they have to approve everything before it goes out the door, then there has been a level of quality and and like right there.
18:17
SPEAKER_01: And also, you've got the same 24 hours in a day as anybody else.
18:22
SPEAKER_01: So there are people on your team who know you could be a better leader.
18:26
SPEAKER_01: You know you could be a better leader.
18:28
SPEAKER_01: So let's figure out and decide just one thing at a time.
18:31
SPEAKER_01: What are you gonna let go of?
18:32
SPEAKER_02: Yeah.
18:33
SPEAKER_01: And we have tools for that, with tools to help people figure that out.
18:36
SPEAKER_00: Yes, that delegate and elevate tool, I will never forget when the we first did it.
18:43
SPEAKER_00: And we could we had gone through the accountability chart.
18:46
SPEAKER_00: This is still a landscape company, right?
18:48
SPEAKER_00: Um, we had gone through the accountability chart, and then we realized he was actually sitting in three different seats.
18:55
SPEAKER_00: He was sitting in the visionary seat, he was sitting in the finance seat, and he was sitting in the sales and marketing seat.
19:00
SPEAKER_02: Yeah.
19:00
SPEAKER_00: And it was like, huh, no wonder you're working like 80 hours a week, dude.
19:05
SPEAKER_00: You know, and uh and then went through and started to lean into delegate and elevate.
19:10
SPEAKER_00: And I was like, all right, well, what do you?
19:11
SPEAKER_00: He's like, well, I hate the you know, finance side.
19:14
SPEAKER_00: Like, well, clearly we need to hire a either a fractional CFO or you know, get somebody that will take that off your plate.
19:21
SPEAKER_00: And then we had people that we could raise up, myself being one of them, when we first did it, the oh, well, let's actually split the sales and marketing.
19:29
SPEAKER_00: I took over the marketing, so took that off of his plate.
19:31
SPEAKER_00: And so it started to just it was a again, answer was in the tools, right?
19:36
SPEAKER_00: We just lean into those things.
19:38
SPEAKER_00: Yeah, and so one of the things that and and another thing that I really love is the GWC tool.
19:44
SPEAKER_00: And they get it, want it, and capacity, right?
19:48
SPEAKER_00: That's the G and W and C.
19:49
SPEAKER_02: Yep.
19:50
SPEAKER_00: And you have a really unique story about a fast-growing company where someone in the sales seat had been there for I think nearly a decade, I think is what you said.
19:58
SPEAKER_00: And the conversation kind of revealed something nobody expected.
20:01
SPEAKER_00: Can you just take us into that moment in this morning?
20:05
SPEAKER_01: So think of this, right?
20:06
SPEAKER_01: When we're setting up, when we're doing the accountability chart activity with a team that has just embarked on their EOS journey, which means it's their very first day with me.
20:17
SPEAKER_01: We've met before, but now this is this is the one of the first things.
20:22
SPEAKER_01: This is the morning of the first day together.
20:25
SPEAKER_01: And we what we do in the accountability chart, it's more than in our org chart.
20:29
SPEAKER_01: I know you know this, but for anybody that's listening, this is really just the division of labor.
20:35
SPEAKER_01: So is it sales and marketing separate or are they together?
20:40
SPEAKER_01: What is it?
20:40
SPEAKER_01: All of operations, is there like a residential and commercial, and we're gonna break it down that way?
20:46
SPEAKER_01: Who is responsible for what?
20:49
SPEAKER_01: So that we can see where that founder is, we can see where there's confusion, we can identify really the point is to say looking toward the future, not who's doing what now, but six to twelve months from now, what's the better way?
21:05
SPEAKER_01: You know a better way.
21:06
SPEAKER_01: So what is that better way?
21:08
SPEAKER_01: And then let's work that back.
21:10
SPEAKER_01: So the GWC tool that you mentioned is something that we use to think about who is the right person for that seat, who fits that seat.
21:20
SPEAKER_01: And specifically, it's the right seat fit.
21:22
SPEAKER_01: It's not specifically the right person, that's about core values.
21:26
SPEAKER_01: But do they get it?
21:27
SPEAKER_01: Do they want it?
21:28
SPEAKER_01: And do they have the capacity to do it?
21:31
SPEAKER_01: So the way that I facilitate that, and I think most of us do, is that we are going around the room, we've we've described the job that needs to be done four or five bullets about what this job is.
21:45
SPEAKER_01: We then look to the the table and say, Well, is there anybody here interested in that job?
21:50
SPEAKER_01: Let's let's use this filter and see if you're a good fit for that seat.
21:54
SPEAKER_01: So in this particular case, fast growing company, they'd recently they had been One kind of company and they'd recently purchased another and another.
22:03
SPEAKER_01: And so now we've got a whole table full of people who haven't all worked together all that long.
22:08
SPEAKER_01: But some of them have worked together for a really long time.
22:13
SPEAKER_01: And we are uh GWC.
22:15
SPEAKER_01: So gets it, or I say, some say genetic, uh, like genetically coded to do this work.
22:21
SPEAKER_01: I think that's a little creepy personality.
22:23
SPEAKER_01: Well, he is gifted.
22:25
SPEAKER_01: I think genetic can go in a bad way.
22:27
SPEAKER_01: So I say gifted.
22:29
SPEAKER_01: There's just something about this, right?
22:30
SPEAKER_02: There you go.
22:31
SPEAKER_01: Right.
22:32
SPEAKER_01: So when the people that you grew up with, Cam, learn what you're doing now, they go, oh man, that fits, right?
22:37
SPEAKER_01: That tracks.
22:38
SPEAKER_01: I can totally see Cam doing that.
22:40
SPEAKER_01: Yeah.
22:41
SPEAKER_01: He was always good at whatever these things.
22:43
SPEAKER_01: That's what I mean by gifted.
22:45
SPEAKER_01: Yeah.
22:46
SPEAKER_01: That they're they get it.
22:48
SPEAKER_01: Yeah.
22:48
SPEAKER_01: They want this job at this time for this pay, these hours, these people, this set of responsibilities.
22:56
SPEAKER_01: They want to take this and run with it.
22:58
SPEAKER_01: I'm gonna, I'm gonna go, man, like, I'm gonna slam this one.
23:01
SPEAKER_01: This is gonna be great.
23:02
SPEAKER_01: So they get it, they want it, and they have the capacity is learned skills.
23:06
SPEAKER_01: In this sense, capacity really isn't time.
23:09
SPEAKER_01: That's not yet.
23:10
SPEAKER_01: It's just, do you have the skills to do the job?
23:13
SPEAKER_01: So if I need an electrician, are you an electrician?
23:17
SPEAKER_01: Right?
23:18
SPEAKER_01: So do you have the skills to do the job?
23:20
unknown: No.
23:21
SPEAKER_01: Not I want to be an electrician.
23:23
SPEAKER_02: Right.
23:23
SPEAKER_01: I've always been good with little pieces of things.
23:26
SPEAKER_01: But I actually have the qualifications to do the job.
23:29
SPEAKER_01: So GW seat.
23:30
SPEAKER_01: So here's the story.
23:32
SPEAKER_01: We're going around the table, we've set up the accountability chart.
23:35
SPEAKER_01: I'm gonna say now, so is anybody here interested in this sales seat?
23:40
SPEAKER_01: And everybody kind of laughs and they look at the person who's done sales for, you know, for this core company for a long time.
23:49
SPEAKER_01: And this guy, all morning long, like at the coffee break, the intro in the beginning, he is the nicest guy you'd ever want to meet.
23:58
SPEAKER_01: I mean, he is really, you can see where he would really connect with the people around.
24:03
SPEAKER_01: He specifically has talked about how his wife just got a promotion and he's so proud of her.
24:08
SPEAKER_01: Sure, it's a bit of a commute.
24:10
SPEAKER_01: It's a big job.
24:11
SPEAKER_01: So exciting.
24:12
SPEAKER_01: So proud of his wife.
24:14
SPEAKER_01: They've got three kids, four kids, five, I don't know.
24:16
SPEAKER_01: It was like a whole bunch of kids, all of them with sports, every afternoon.
24:21
SPEAKER_01: And he's talking about how he just loves that at three o'clock he knows where he's gonna be.
24:25
SPEAKER_01: He's on the ball field, this ball field or that ball field.
24:28
SPEAKER_01: He's gotta figure it out every day, but he's like, he's out there.
24:31
SPEAKER_01: And he truly seems to like his life, like his role with this company, and like life is good.
24:38
SPEAKER_01: So he is more than willing to be the guinea pig and to be the first one for us to go around the table and say, do we think, each of us, that he GWCs this seat?
24:50
SPEAKER_01: So they go around the table and two a one.
24:53
SPEAKER_01: Of course you get it, of course you want it, of course you're capable.
24:57
SPEAKER_01: We love you.
24:57
SPEAKER_01: It's gonna be great.
24:58
SPEAKER_01: Bob, you're the best.
25:00
SPEAKER_01: Every single person around the table gets to the person who is in this U-shaped table, the one right next to him, is from their recently acquired business, the newest business.
25:12
SPEAKER_01: So she's newest to the table.
25:14
SPEAKER_01: And she kind of takes a beat and she lays it, like kind of lays her hands on the table and she says, Well, I might as well say it.
25:21
SPEAKER_01: We're supposed to be open and honest, right?
25:24
SPEAKER_01: Um, okay, so this business has been the same for a long time, except, you know, recently these two other businesses got added on.
25:33
SPEAKER_01: So now we're one big business.
25:35
SPEAKER_01: Um I don't know what you have deal, like you don't know anything about my business.
25:40
SPEAKER_01: So I don't know if you get it or not.
25:44
SPEAKER_01: Um I'm pretty sure that you think you want it, or maybe you think you're supposed to want it, but how do you actually want it?
25:53
SPEAKER_01: Do you really want a great big job right now in your life?
25:57
SPEAKER_01: Because it sounds to me like you're thrilled to be on the ball field and you're super proud of your wife, and somebody has got to get the call if a kid is sick.
26:04
SPEAKER_01: So look, I don't think you actually want this job.
26:08
SPEAKER_01: I think you're being loyal and capacity.
26:12
SPEAKER_01: Like, here's where you're gonna think I'm a real I don't know what but why would you have the capacity to do this job?
26:21
SPEAKER_01: You've been doing the same job in a different context for a long time.
26:28
SPEAKER_01: So you might be able to learn.
26:30
SPEAKER_01: I'm not saying you're not a smart guy, but I don't think that right now you necessarily there's no logical reason that you would have the capacity to do this job.
26:43
SPEAKER_00: What was the room like in that moment?
26:47
SPEAKER_01: Like pin drop, yeah.
26:50
SPEAKER_01: And also she wasn't mean, yeah, she didn't say anything outrageous.
26:57
SPEAKER_01: She stated obvious logical things that he had stated and that were just part of the the fabric of what was happening.
27:07
SPEAKER_01: So I just let the silence do a little work and then I looked over at him and he was taking his glasses off and wiping his eyes.
27:17
SPEAKER_01: He needed to think that he would want that job, right?
27:21
SPEAKER_01: We're ambitious people, we're hardworking people, he's a loyal soldier.
27:26
SPEAKER_01: But she was absolutely right.
27:30
SPEAKER_01: So we took a little break and came back later and they decided that they would recruit and fill that job.
27:36
SPEAKER_01: That in fact they needed somebody for the whole of this whole bigger organization, and they still needed him to do what he had been doing.
27:44
SPEAKER_01: And he was happy to do that.
27:46
SPEAKER_01: And so I didn't see him again on the leadership team because it wasn't all of the job that he didn't really want to be responsible for bringing in revenue for this whole big thing.
27:58
SPEAKER_01: He wanted the job that he'd had, that he was really good at, and that fit well in his life.
28:03
SPEAKER_01: So good for him, right?
28:04
SPEAKER_01: And good for the company, because they got to keep him and not have him say yes, have him fail, burn him out.
28:10
SPEAKER_01: What are we gonna do?
28:12
SPEAKER_01: No, just let the man be in a role where that he loves.
28:15
SPEAKER_01: So that's my GWC story.
28:18
SPEAKER_01: Like I tell that story to every team, just about I think every team, when we're doing the accountability chart, because it just matters so much that not just the owner has a fancy chart, but that the people that are in it think that they want that job, that they're good at that job, and that there's opportunity in the future and they see how that happens.
28:39
SPEAKER_01: And that, you know, to your point in the in the beginning, that it makes sense, that it's like a logical thing, and that we're not trying to force uh a square peg in a in a round hole.
28:51
SPEAKER_00: Yes.
28:52
SPEAKER_00: What did that teach you in that moment that maybe reshaped from uh I don't know if coaching philosophy is as deep as it is, but like what did that, I mean, did that philosophically change the way that you approach these kinds of conversations in future engagements?
29:13
SPEAKER_01: I think that it, you know, there's a sensitivity and empathy that you have to have.
29:19
SPEAKER_01: And and it gets to something else that we talked about, and I know we we probably will touch on this, but the other people in the room, not the owner, they like they're real people.
29:31
SPEAKER_02: Yeah.
29:32
SPEAKER_01: They need a paycheck, they have a family, they have a background that tells them who they're supposed to be in the world.
29:39
SPEAKER_01: Um, so you know, they have their own dreams, they have their own lives.
29:44
SPEAKER_01: So the the work of of coaching, it just has to start with listening.
29:52
SPEAKER_01: And listening starts with presence.
29:54
SPEAKER_01: It starts with getting quiet and being really present in that room.
29:58
SPEAKER_01: It's not about sounding important, it's not about telling you what to do.
30:03
SPEAKER_01: It is really about here's the framework, and now, okay, what are we doing?
30:09
SPEAKER_00: Yeah.
30:10
SPEAKER_01: Yeah.
30:11
SPEAKER_00: I think I I want to go there because I think it applies really well.
30:15
SPEAKER_00: Because the situation that you alluded to, and you had just kind of talked about this.
30:19
SPEAKER_00: I think there was, uh, I think this is maybe early on in in your uh implementer career, but basically there was somebody that had dialogued, I think it might have been on Slack or something, um, that they were frustrated that they weren't getting a lot of participation in like a focus day, right?
30:34
SPEAKER_00: And there's a couple exercises that you do, and you talked about just the balance of, I think the empathy towards humans, but also just understanding that we have to move and we have to make business decisions.
30:47
SPEAKER_00: So can you just dive into that?
30:48
SPEAKER_00: Because I think that applies perfectly with what we're talking about right now.
30:51
SPEAKER_01: Yeah, you know, there's a way that we can believe that, at least I I um I I told you a little bit about my upbringing that that there's almost a devotion and a um like a crusadeness about building a business and about being part of a usually locally owned, or um, now it could be spread out.
31:17
SPEAKER_01: You know, my my teams are all over the place.
31:19
SPEAKER_01: Um, but this sense of like we're gonna run really hard and and like go, go, go.
31:26
SPEAKER_01: I am all for that.
31:27
SPEAKER_01: I am all for growth, grow or die 100%.
31:31
SPEAKER_01: And that looks different for different people in the room.
31:35
SPEAKER_01: So the owner might be thinking about an exit 10 years from now.
31:40
SPEAKER_01: And the person sitting next to them might be thinking that their rent just went up.
31:45
SPEAKER_01: And it matters, you know?
31:47
SPEAKER_01: Like it just matters.
31:48
SPEAKER_01: So if we are only thinking about, if we're only speaking to the greater good before we acknowledge the people in the room, we're here for the greater good.
32:01
SPEAKER_01: The greater good is what they'll decide.
32:02
SPEAKER_01: In EOS, we say that's every word on the VTO.
32:05
SPEAKER_01: That's your future, that's who we are, that's what we do, it's where we're going.
32:10
SPEAKER_01: And that's all super important.
32:13
SPEAKER_01: And it all depends on the people.
32:15
SPEAKER_01: And it it doesn't necessarily depend on these individual people, though.
32:19
SPEAKER_01: See, like I think that's the thing.
32:21
SPEAKER_01: Um there might be people in your company who are better off somewhere else, who are personally better off somewhere else.
32:32
SPEAKER_01: And there might be people in your company for who like the whole rest of your team would be better off if they were somewhere else.
32:38
SPEAKER_00: We all know those.
32:39
SPEAKER_00: Yeah.
32:39
SPEAKER_01: Right, we do.
32:40
SPEAKER_01: And we but we tend to think of it like it's when we talk about core values, when we apply that part to the right person, right seat equation, there's a a distinction, and maybe this is the important part.
32:52
SPEAKER_01: I don't know if I if we talked about this when we when we spoke before, but the the core values of your company are the core values of your company.
33:02
SPEAKER_01: They are not the core values of like the best core values in the world.
33:07
SPEAKER_02: Right.
33:07
SPEAKER_01: They are probably the core values of the founder to some degree.
33:11
SPEAKER_02: Yep.
33:12
SPEAKER_01: Right?
33:12
SPEAKER_01: Or they're probably they're they've come from somewhere and they've probably come from either a family business or a founder or group of founders.
33:22
SPEAKER_01: These are things that are really important.
33:25
SPEAKER_01: When we are part of those core values and they resonate for us and we want to be there, we think they're the best core values.
33:32
SPEAKER_01: So the people who don't fit the core values, like they gotta go.
33:38
SPEAKER_01: And also there's a way that we think that we're doing the best, most important work in the world, because of course we are, and and we should.
33:45
SPEAKER_01: It but there's just this connection that sometimes we can let go.
33:50
SPEAKER_01: So I have been let go of of positions when I was an employee.
33:55
SPEAKER_01: I've been told we we simply we like this isn't for you.
33:59
SPEAKER_01: We don't have a spot for you.
34:01
SPEAKER_01: It can it can hurt.
34:03
SPEAKER_02: Yeah.
34:03
SPEAKER_01: But it didn't mean that it wasn't true.
34:06
SPEAKER_02: Right.
34:06
SPEAKER_01: And it also didn't mean that they had any responsibility to me for the next 50 years of my life or me to them.
34:13
SPEAKER_02: Yeah.
34:14
SPEAKER_01: So there just is a way that I think we need to detach a little bit sometimes while we recognize the people in the room for the people that they are, and then see the value that they can bring to this enterprise that we're building together.
34:29
SPEAKER_00: Oh, that's good.
34:30
SPEAKER_00: How as a so the coach's role, right?
34:34
SPEAKER_00: I mean, you're already third party, maybe out of the deep emotion of it, right?
34:41
SPEAKER_00: So, how do you guide a leadership team through that?
34:46
SPEAKER_00: Where we're thinking through are there some prompts that you have or some just frames that you can set up that help them realize, hey, this is you're dealing with a human who has emotions and needs.
35:00
SPEAKER_00: How do you frame that when you're working with a leadership team?
35:03
SPEAKER_01: Yeah.
35:04
SPEAKER_01: Um, great question.
35:05
SPEAKER_01: Great question, Kim.
35:06
SPEAKER_01: I'm I'm reminded of the the framework that as EOS implementers we use.
35:11
SPEAKER_01: Um, and that is that we set the context, whether it's a new tool or a new concept or new way of thinking about something, and then we facilitate the discussion about how this team will use this tool.
35:25
SPEAKER_01: So, how will you fill in the accountability chart?
35:27
SPEAKER_01: How will you build yours?
35:29
SPEAKER_01: And then we coach about like, sure, it's hard to do this.
35:34
SPEAKER_01: What makes it hard for you?
35:36
SPEAKER_01: We ask the questions.
35:38
SPEAKER_01: It's so much about questions rather than assuming.
35:42
SPEAKER_01: I might do a um a label or an accusation audit or some of the tools and techniques that we learn along the way, um, quite intentionally.
35:52
SPEAKER_01: Um, but I do so in the spirit of prompting, of curiosity.
35:58
SPEAKER_01: And um, and that's really important because you like you set the container, but I'm not responsible for the emotions in the room.
36:07
SPEAKER_02: Yeah.
36:08
SPEAKER_01: I'm responsible for making sure that it's safe enough to show them.
36:11
SPEAKER_01: Most of the time we don't.
36:13
SPEAKER_01: I think what we're really talking about is this difference between um sometimes it gets as deep as your regular outside life or your inner life.
36:24
SPEAKER_01: Because that's what that's what helps it inform the choices that we make.
36:29
SPEAKER_01: You know?
36:30
SPEAKER_01: Yeah, we're in a simple way.
36:32
SPEAKER_01: It's because I I set the container and I let the emotions be what they are.
36:36
SPEAKER_01: We create an open and honest environment partly by being open and honest ourselves, by acknowledging there are times when I did not do the accountability chart activity well.
36:47
SPEAKER_01: In fact, there's one particular woman who probably remembers vomiting in the trash can in the corner because I didn't recognize the human in the room and she was so, so not okay.
36:57
SPEAKER_00: Wow.
36:58
SPEAKER_01: Yeah.
36:59
SPEAKER_00: That's yeah, that's a story.
37:00
SPEAKER_01: Recognizing that's a story.
37:02
SPEAKER_01: But recognizing that we're messy humans and we're learning together.
37:06
SPEAKER_01: So as a coach, as I set up the day, as I set the stage, as I set the container for the day, sure, there are little tips and tricks about that, but I think we can get lost as coaches in checking the like checking the checklist of the tips and tricks and forget the whole point about like setting the container to start with and where we are coming into that day.
37:31
SPEAKER_00: Yeah.
37:32
SPEAKER_00: Well, there's so many variables when you walk into a session room.
37:36
SPEAKER_00: I mean, I was even in one yesterday, and you know, there's just people are bringing their I love the inner life.
37:43
SPEAKER_00: I mean, they're bringing that into the room.
37:45
SPEAKER_00: I mean, they may be going through a really tough situation or, you know, whatever it is, and that's gonna, it's the lens that they're looking through.
37:54
SPEAKER_00: I mean, if I, you know, put a glasses on that have a red lens, everything is gonna be colored in red.
38:00
SPEAKER_00: That's just the lens that I'm seeing through.
38:02
SPEAKER_00: And I think oftentimes our inner life is that way, where if we're going through a traumatic situation or a very emotionally taxing situation, that's naturally gonna play itself out into whether it's short-temperedness or just you know, whatever it looks like inside the session room.
38:18
SPEAKER_00: And that's a a challenge from the coach's standpoint.
38:22
SPEAKER_00: And another thing that I'd love to dive into um is how you so business and business development, right?
38:29
SPEAKER_00: That seems to be that's the lifeblood of a coach, right?
38:32
SPEAKER_00: And so you're naturally going after, you know, interacting with the decision maker, at least on the front end, right?
38:38
SPEAKER_00: Obviously with EOS, then you bring in the leadership team with a 90, all that kind of stuff.
38:42
SPEAKER_00: But oftentimes that front relationship is typically the decision maker, which is often the owner, the CEO.
38:49
SPEAKER_00: And so, how do you balance the existing relational capital, I'll just call it, with the owner?
38:59
SPEAKER_00: And then you're moving into facilitating the entire leadership team.
39:03
SPEAKER_00: Like, how have you learned to balance the alignment with the owner, but also building trust with everyone else that's on the team and that dynamic, which I know has got to be challenging in certain situations?
39:16
SPEAKER_01: Yeah.
39:17
SPEAKER_01: Um, Kim, that's a great question.
39:19
SPEAKER_01: And I think it's one that it's really important.
39:22
SPEAKER_01: Um, so I tell owners that they are the ones who hire me and pay me, but I actually work for their company.
39:29
SPEAKER_02: Yeah.
39:30
SPEAKER_01: I work for the success of the company.
39:33
SPEAKER_01: And sometimes that means that they are not gonna like me.
39:36
SPEAKER_01: That they that I am gonna say something that they find to be very affronting.
39:42
SPEAKER_01: Um, I try to say it in such a way that that I can not actively elicit an emotional reaction that will be a barrier to our conversation.
39:51
SPEAKER_02: Yeah.
39:52
SPEAKER_01: But rather make it a space where we can have that conversation.
39:56
SPEAKER_01: So I'll ask for permission often.
39:59
SPEAKER_01: Hey, so um, do you mind if I embarrass you on purpose in front of your team for a minute?
40:04
SPEAKER_01: Hey, so can we go there or not today?
40:08
SPEAKER_03: Yeah.
40:09
SPEAKER_01: I'll ask permission sometimes in front of their team.
40:13
SPEAKER_01: Because the thing is, their team, I'll ask permission of the team too.
40:17
SPEAKER_01: They don't get that same sort of protection.
40:20
SPEAKER_01: We talked about the risk of being an entrepreneur, but there is authority if you are the boss in the room.
40:27
SPEAKER_01: And so if that's the way that it's been for a long time, where direction, you know, information kind of flows in one direction, then I try to make sure that we balance that back.
40:37
SPEAKER_01: And I I make sure ahead of time that the owner knows that that's what's gonna happen.
40:42
SPEAKER_01: Um, and that if that's not what they want to have happen, that they shouldn't have me in the room.
40:47
SPEAKER_01: That I'm not for everybody.
40:49
SPEAKER_01: Um, that I honestly I don't have competition because there are so many entrepreneurs in the world who need this, these tools that need this help, that really would love to find the person that they can trust, relax with, and now go build a great company, an even greater company than they already have.
41:11
SPEAKER_01: So if that person is me, then that's fabulous.
41:14
SPEAKER_01: If it's not, let me find somebody who might be a better fit for you so that we can get to this work pretty quickly.
41:20
SPEAKER_01: Because if if we're spending an awful lot of time doing that, um, then maybe it's just not a great fit to begin with.
41:27
SPEAKER_00: My brain's telling me to go here, so I'm just gonna go.
41:29
SPEAKER_00: Uh we're gonna send it.
41:30
SPEAKER_00: Um, so do you have because I'm I'm fascinated with this, because I'm learn I'm personally learning this, so I'm kind of being selfish in asking this, but I am fascinated with because I launched a fractional practice and I ended up taking a client that wasn't a right fit for me.
41:47
SPEAKER_00: And I have really done some self-reflection on like what led to that, but I would love so when you're going through that process and you're on, let's take even before the they've committed, right?
41:59
SPEAKER_00: Yeah, even maybe before like uh a 90-minute meeting, are there specific filters that you're running through that maybe are just mental check boxes, if you will, of hey, this is this person's checking the boxes.
42:14
SPEAKER_00: We're gonna continue this relationship versus survey says no, you know, we're not gonna move forward with this.
42:21
SPEAKER_00: Do you have a call it a focus filter for how you find right fit clients?
42:26
SPEAKER_01: Yeah, Kim, um, there are a couple things that come to mind.
42:31
SPEAKER_01: And for sure, we we learn these things because we've had that moment, right?
42:35
SPEAKER_01: I've had that moment in the bathroom in a session day at lunch.
42:38
SPEAKER_01: I do this.
42:39
SPEAKER_01: Wondering like, do I call it now?
42:41
SPEAKER_01: Like, do we just scrap the day?
42:44
SPEAKER_01: No, thankfully I haven't had a whole lot of them.
42:46
SPEAKER_01: But yeah, there are those days.
42:48
SPEAKER_01: Um, so I added a core value.
42:51
SPEAKER_01: We have our five core values for EOS, and I added coachable.
42:55
SPEAKER_01: Now, coachable is also code for something like not an asshole.
42:59
SPEAKER_01: I don't know, can we say that?
43:00
SPEAKER_01: Right, right?
43:01
SPEAKER_01: Sure.
43:01
SPEAKER_01: But like when I say coachable, I'm a coach.
43:04
SPEAKER_02: Yeah.
43:05
SPEAKER_01: This gets back to my insistence on logic.
43:08
SPEAKER_01: I am a coach.
43:09
SPEAKER_01: If you do not want to be coached and are not ready to make changes, if you are not coachable, then don't hire a coach.
43:19
SPEAKER_01: Right?
43:20
SPEAKER_01: Like it's really that.
43:21
SPEAKER_01: So if I if when we're talking ahead of time and you're telling me all of the things about EOS, and I ask you a question and you tell me you got that part too.
43:34
SPEAKER_01: And I I notice in in reflection that there's not been one question asked of me.
43:40
SPEAKER_01: That it's only like it's really only about them.
43:46
SPEAKER_01: Like like they're just not at a place where they're curious, then they're maybe not coachable.
43:52
SPEAKER_01: Um so that's the that's a uh kind of a cognitive reflective thing.
43:57
SPEAKER_01: Um also I make sure to say that we're talking.
44:00
SPEAKER_01: About a couple year commitment.
44:02
SPEAKER_01: And if they block at that because they thought this was a quick fix, then we should really make sure.
44:09
SPEAKER_01: I used to maybe just say, Oh, just try the first day.
44:14
SPEAKER_01: It never worked out for me.
44:16
SPEAKER_01: So like I don't do that anymore.
44:18
SPEAKER_01: And third is I just really trust my gut.
44:21
SPEAKER_01: And that I don't have to be every everything to everybody.
44:24
SPEAKER_01: I don't have to turn myself over, like wrap myself in a pretzel shape.
44:28
SPEAKER_01: If I'm doing that to be palatable to this person, then this is not the right place for me.
44:34
SPEAKER_02: Yeah.
44:35
SPEAKER_02: Man, that's good.
44:36
SPEAKER_01: Yeah.
44:36
SPEAKER_01: Like there that sort of like I don't know.
44:38
SPEAKER_01: I I feel it here.
44:40
SPEAKER_01: I don't know where you feel it, but for me, there's a thing like, am I saying the right things?
44:44
SPEAKER_01: But also, like, am I gonna get done with this day and just feel like like a pile of jelly?
44:52
SPEAKER_01: I'm not doing that anymore.
44:54
SPEAKER_01: I work really hard.
44:56
SPEAKER_01: And if I'm working with the right people, we're seeing results, we're making progress.
45:02
SPEAKER_01: There are bad days, right?
45:03
SPEAKER_01: There are bad things that happen.
45:05
SPEAKER_01: Um, but you can learn from those things.
45:07
SPEAKER_01: If you're coachable, if we're growing together, those are the people that are the right fit for me.
45:12
SPEAKER_00: Oh, I love that.
45:13
SPEAKER_00: That's so good.
45:15
SPEAKER_00: The yeah, it's I love the coachable aspect.
45:19
SPEAKER_00: I think that's such a great, not that I don't like the other ones, but the I think that one sticks out for me because yeah, it is it that's such a great frame of reference because I've been in those engagements where it's like, I truly think you think you know more about this topic than than you even think that I do.
45:37
SPEAKER_00: Like, why are we having a conversation?
45:39
SPEAKER_00: Like that's that's that's fine if you do.
45:41
SPEAKER_01: Like, I don't have anything against that, but like I had a business owner walk in on the focus day, bring walked in with his team, whole team sat down table, and he kind of called me over the side and he said, Do I need to stay?
45:55
SPEAKER_01: Do you want me here?
45:58
SPEAKER_01: Well, okay, so I have not been clear about this at all.
46:00
SPEAKER_01: Because this is really all about you, bud.
46:03
SPEAKER_01: That's the easy part.
46:05
SPEAKER_01: So right.
46:07
SPEAKER_01: So when I wasn't looking for coachable, I ended up in situations like that.
46:12
SPEAKER_01: And it really goes back to most business places don't make sense.
46:18
SPEAKER_01: There's something about them that just doesn't make sense.
46:21
SPEAKER_01: Some of them make more sense than others.
46:24
SPEAKER_01: So it only makes sense in my work environment, in my in my space that I create.
46:31
SPEAKER_01: I'm a coach.
46:32
SPEAKER_01: Are you coachable or not?
46:34
unknown: Yeah.
46:35
SPEAKER_01: Uh yeah.
46:36
SPEAKER_00: That's so good.
46:38
SPEAKER_00: Uh we could we could go for for hours more, I feel like.
46:42
SPEAKER_00: But uh Wendy, thank you.
46:43
SPEAKER_00: This has been so good.
46:45
SPEAKER_00: I appreciate you kind of opening up and just talking very deeply about kind of the just making things matter inside the organization and helping working through some of that emotional side of things.
46:57
SPEAKER_00: Um, so I I appreciate you sharing that.
47:00
SPEAKER_00: So I always like to ask guests two questions at the end.
47:03
SPEAKER_00: So one is more uh reflective looking back, and one is more kind of current, uh just current state.
47:08
SPEAKER_00: So, first question if you could go back to let's call it rookie Wendy, just getting out in business coaching, what advice would you give yourself with all the knowledge and experience that you have now?
47:21
SPEAKER_00: What would you tell yourself?
47:24
SPEAKER_01: Um, I learn so much from other coaches all the time, probably every conversation.
47:30
SPEAKER_01: And so I love what you're doing with this podcast series in that sense.
47:34
SPEAKER_01: And also I would say to rookie Wendy, go cold call a bunch of other EOS implementers.
47:40
SPEAKER_01: Nobody calls me, right?
47:41
SPEAKER_01: We don't like we don't do that nearly enough.
47:44
SPEAKER_01: And so I might not be available at that moment, but I will love that you wanted to talk with me and you had a specific question about something, and I'm happy to share my experience.
47:54
SPEAKER_01: That's so if you're a rookie, connect.
47:58
SPEAKER_00: Yes.
47:59
SPEAKER_00: I I feel so blessed to be in a position where I get to have, you know, I mean I've probably talked to over a thousand thousands probably at this point of coaches, consultants, fractional executives.
48:11
SPEAKER_00: And I cannot tell you how far above that put me going in of just being able to have conversations with people.
48:18
SPEAKER_00: And I can call up whoever, you know, fractional person that's got a similar thing to me, and I just know and can pick their brain.
48:24
SPEAKER_00: And I wholeheartedly agree with you.
48:27
SPEAKER_00: It's it's almost the um uh the shortcut passage in life where you can just get people who have walked your journey and can give that advice.
48:37
SPEAKER_00: So that's so good.
48:39
SPEAKER_01: Yeah.
48:40
SPEAKER_00: And then, second question I always like to ask is what is a lesson you're in the middle of learning in this current moment?
48:47
SPEAKER_00: If you want you to be as vulnerable as you want.
48:49
SPEAKER_01: My growing edge.
48:51
SPEAKER_01: I heard another coach say that my growing edge, the thing where I will be someplace else than I am now.
48:57
SPEAKER_01: Um, I think it's the importance of rest, of really, really, really in this day and age, it's not just the laptop that we can carry with us anywhere that's practically like an appendage on our hip.
49:08
SPEAKER_01: It's not just the phone, it's not just the watch, it's now the glasses, it's you know, work will be embedded in our bodies before we know it.
49:16
SPEAKER_01: And that's simply not healthy.
49:18
SPEAKER_01: There was a time when we went to work and we came home.
49:21
SPEAKER_03: Yes.
49:21
SPEAKER_01: And that sort of rhythm I think is really important.
49:25
SPEAKER_01: And it's not something that I'm great at.
49:28
SPEAKER_01: So um, as I'm learning, I'm uh, for example, on my scorecard, I'm now counting days off.
49:35
SPEAKER_01: So if I were an employee and I took a day off, I would keep track.
49:39
SPEAKER_01: I'd only have a certain allotment of them.
49:41
SPEAKER_01: And now is, you know, as uh as an entrepreneur, I can I can do what I want.
49:45
SPEAKER_01: But am I actually taking time off?
49:47
SPEAKER_01: Am I off any more than I was before when I was told how much time to take off?
49:53
SPEAKER_01: I'm not sure.
49:54
SPEAKER_01: So I'm counting.
49:55
SPEAKER_01: Um so I would say that I'm learning about the importance of truly, truly unplugging and not being available for my work and not making this integrated life um all the way integrated.
50:12
SPEAKER_00: That's a good word.
50:13
SPEAKER_00: I think especially as um with entrepreneurial tendencies, right?
50:18
SPEAKER_00: It's so easy to just go.
50:21
SPEAKER_01: I mean, it's always more, right?
50:25
SPEAKER_01: There's always more.
50:26
SPEAKER_01: And and you can tell for me, there's always more reflecting, more learning, more self-discovery.
50:32
SPEAKER_01: There's there's always more all of that, whether it's VizDev or facilitation work or practice management or me.
50:38
SPEAKER_01: Uh, there's always more of that.
50:40
SPEAKER_01: And so making a way that I both have this beautiful EOS life and also make sure that there are times when I put it completely away because I've done enough for today.
50:53
SPEAKER_00: Yes.
50:54
SPEAKER_00: Just let yourself be and be in a moment with family or whatever that looks like for you.
51:00
SPEAKER_00: I think that's so important.
51:02
SPEAKER_00: Uh, that's such a good word.
51:03
SPEAKER_00: Well, Wendy, thank you for for coming on.
51:05
SPEAKER_00: If somebody wants to get in touch with you, maybe they want to call you and pick your brain.
51:08
SPEAKER_00: Um, hopefully they'll they'll do that now.
51:10
SPEAKER_00: Uh, but what's the best place to get in touch with you?
51:13
SPEAKER_01: Yeah, the best place is probably Wendy.waldron at EOS Worldwide.
51:18
SPEAKER_01: Um, my phone number is available.
51:19
SPEAKER_01: It's everywhere.
51:20
SPEAKER_01: It's my cell phone that's with me all the time.
51:22
SPEAKER_01: Or check out WendyWaldron.com.
51:24
SPEAKER_00: Nice.
51:25
SPEAKER_00: I love it.
51:25
SPEAKER_00: Well, I'll link out to all of those things uh so we'll make it easy for people.
51:29
SPEAKER_00: Uh, but thank you for coming on.
51:31
SPEAKER_00: I I appreciate you.
51:32
SPEAKER_00: I've loved to uh get to know you over over the last couple, well I would say years, but you know, really well in the last couple of weeks, I guess.
51:40
SPEAKER_00: Uh, but um it's been fun to keep up with your journey and I I appreciate the intentionality that you go in with it.
51:46
SPEAKER_00: So thank you for being such a great example to to other implementers.
51:50
SPEAKER_00: So yeah.
51:51
SPEAKER_01: Well, I appreciate it, Cam.
51:52
SPEAKER_01: I appreciate it very much.
51:53
SPEAKER_01: Let's get to work.
51:54
SPEAKER_00: I love it.
51:55
SPEAKER_00: I love it.
51:55
SPEAKER_00: Well, thank you for tuning in.
51:56
SPEAKER_00: We've got plenty more episodes coming your way.
51:58
SPEAKER_00: We'll see you on the next one.
52:00
SPEAKER_00: That's it for today's episode of the Ambitious Coach Lab.
52:04
SPEAKER_00: My hope is that something here helps you sharpen your craft and keep building a coaching practice you're proud of.
52:09
SPEAKER_00: Before we wrap, a quick thank you to our sponsor, Nike.
52:12
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52:18
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52:22
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52:29
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52:36
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52:40
SPEAKER_00: Again, that's AC20 for 20% off.
52:44
SPEAKER_00: Thanks for hanging out with me today.
52:45
SPEAKER_00: I'm Cam.
52:46
SPEAKER_00: Cheering on as you grow your ambitious coaching project.
52:49
SPEAKER_00: We'll see you next time.