Latest / King Dems Podcast | Growth Mindset, Leadership, AI and Business Insights / CQ Leadership Method for Tech Leaders: Mindset, Skillset & Toolset Strategies

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CQ Leadership Method for Tech Leaders: Mindset, Skillset & Toolset Strategies · King Dems Podcast | Growth Mindset, Leadership, AI and Business Insights

• 0:00
  Do you create environments or how do you help leaders foster
• 0:04
  environments where teams are thriving to the point where you
• 0:10
  know it's reducing turnover and increasing productivity at the
• 0:14
  same time? Because like you said earlier,
• 0:16
  when we're building teams, it's not necessarily productive to
• 0:20
  have all rock stars or all, you know, that one type of person.
• 0:24
  We are structuring our teams to be a whole force, a whole
• 0:30
  system, a whole machine. But how do you make sure that
• 0:34
  every part of that team, you know, feels included to where
• 0:38
  turnover isn't an issue and productivity isn't, you know,
• 0:42
  suffering before? We dive back into today's
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  conversation. I want to share something
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  I encourage you to take that first step.
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  If you've been thinking about it, sometimes the best that's
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  meant you can make easy. Yourself Welcome to The
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  Kingdom's podcast, where we share the stories of
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  extraordinary people and dissect hot, relevant topics that shape
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  our world. From visionary leaders to
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  trailblazing creatives, we uncover the mindset, strategy,
• 2:01
  and grit behind greatness. Whether it's business, culture,
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  or personal growth, we ask the real questions.
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  This isn't just conversation, it's transformation.
• 2:11
  The Kingdom's podcast, Your next breakthrough starts here.
• 2:15
  Licencing reimagined your life. Ladies and gentlemen, you'll
• 2:23
  once again welcome to the King James Podcast and Diary of a
• 2:26
  CFO. And today I've got with me a
• 2:30
  VVVIP fortune out of Posner Pollard Beck.
• 2:36
  Welcome Alexandra Leman's car and when the action begins, my
• 2:46
  Co host is no Aller, the best sales expert on earth.
• 2:58
  Let's go. Wow.
• 3:02
  I'm ready. Oh, OK, so you want to get
• 3:05
  welcome. Alexandra is being a couple of
• 3:07
  months in the making. But we made it happen.
• 3:12
  Like, you know, or and many people don't know we're actually
• 3:16
  family. You know, she she, she's my in
• 3:18
  law. You know, my brother's married
• 3:20
  to a Polish lady at a press. You know, Poland is very, very
• 3:24
  close to my heart. I have been in Poland without
• 3:27
  being being in Poland. I was in a former part of
• 3:31
  Poland. Lithuania.
• 3:33
  Was that last year? Yeah.
• 3:34
  So I love Poland. Go Poland and we've actually
• 3:39
  done our assignments, you know, to give you flowers because your
• 3:43
  body of work is actually highly, highly impressive.
• 3:46
  So today we are incredibly excited to sit down with the one
• 3:51
  and only Alexandra Lemanskar, A renowned leadership expert, the
• 3:55
  visionary founder of Lehman Skills and the brilliant mind
• 3:59
  behind the groundbreaking CQ Leadership method.
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  Alexandra has dedicated her career to revolutionising how
• 4:06
  tech leaders communicate good, high performing teams and truly
• 4:10
  excel in today's dynamic and often complex environment.
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  Get ready for an insightful conversation.
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  Let's dive in. So I'll offer my Co host to
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  shoot you the first question. Let's say ladies first.
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  Absolutely, absolutely. Well, thank you so much for
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  joining us, Alexandra. We're so excited to have you
• 4:32
  talk about your expertise and leadership.
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  For anyone who may not be familiar with the type of work
• 4:39
  you do, could you share a bit just about your journey and what
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  inspired you to dedicate your career to tech leadership and
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  you know, the communication intelligence that you're that
• 4:50
  you dedicate your life to right now?
• 4:52
  Yeah, of course. Hi team, Thank you for having
• 4:54
  me. It's it's, it was a long journey
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  for us to meet here today, but fifth time's a term, I would say
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  I'll. Tell you no.
• 5:02
  So Mandela wrote a book. He say he called it a long Walk
• 5:05
  to freedom. And of course, finally, this is
• 5:08
  the long walk. It's sure.
• 5:09
  Fitz, it's sure Fitz. So I'm so happy to be here and
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  excited to to talk to you both. Yeah.
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  So, so yeah. So my name is Alexandra
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  Laminska. Alex.
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  It's it's in short as well and good.
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  And my story is quite unusual, I would say, but I think that's
• 5:24
  most of the guests are saying that's the stories unusual
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  because I was a violinist since I was 8 years old.
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  So the whole journey that I had in my childhood as a young adult
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  was to become a musician and 12 years of education in Poland,
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  six years in the primary school, quote unquote.
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  That is the next sticks in the higher education in music, in
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  being a musician, becoming a musician.
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  And then I have already started an academia of music as well.
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  So it was all set and done and I was an A straight A great
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  students like the nerd of the nerds.
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  So it was always super important to me to be the best of the best
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  and great students, of course. And it was the second year of my
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  music music Academy. And I was, I was having so much
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  fun as well because you know, musicians are fun and classical
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  music as well. And I had great, great, great
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  friends. I started to play in different
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  orchestras all around Europe and in Poland.
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  There is this part of music, musical education, the art
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  education overall, that you need to be a great solo player, solo
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  musician, to be in orchestras or teams of musician.
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  And I never wanted to be in the greatest solo person on the
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  stage. I was great in the orchestra.
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  I also met a lot of orchestras actually, back then, the
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  weirdest thing started to happen.
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  I was so stressed, you know, it was years ago.
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  I didn't have all of the tools that they have right now.
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  And I started to fail my exams, only solo exams.
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  And I was like what the hell is going on?
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  Because you know, I never failed.
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  It was like it wasn't possible for me.
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  And I failed once. Then I failed the second for the
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  second time. And the Dean of the Academy
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  organised a meeting and she told me maybe it's it's time for you
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  to quit. And I was like, what are you
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  saying to me? I'm not a quitter like I was.
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  No, I was only ace or B's, B's plus from different, different
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  things and only one failed exam. So I was like not going to
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  happen. And I left and then I failed
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  again and it was like super hard for me because you know, the
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  whole life you're being prepared for this journey.
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  And it wasn't, it wasn't like I, I couldn't have done something
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  else. I was pretty smart as a, as a
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  kid and as a teenager, but it was a path and it was a lot of
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  money and time invested in practising, you know, concerts,
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  travelling, all of those, the instruments, all of those
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  things. And I was like, maybe it's,
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  maybe it's time to quit. And I didn't know analysis
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  because my brain is super analytical.
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  And I was angry, I was upset, I was sad because, you know, it
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  was like a part of my identity to be a musician.
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  But I've decided to quit. And my parents actually didn't
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  talk to me for like two or three weeks after this decision
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  because, you know, my whole life was created around and I've
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  changed to my whole life. I've shifted my identity.
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  I moved cities, I applied to University of Technology.
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  So I became an engineer and then I'm business psychologist.
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  And right now here I am with all of my skills, analytical brain
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  that was formed as a musical person, musical kid.
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  And the last 10 plus years I've, I spent to work around
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  supporting others, supporting mainly leaders and their teams,
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  mainly in technology because of my engineering brain that was
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  created back then in the, in the, in the musician times.
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  And I've decided that I don't want for other people to hear
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  that sentence. Maybe it's time for you to quit.
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  And instead of giving support, asking questions or maybe show
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  the direction or show what's on the table to choose out of.
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  I've, I've seen so many situations like that in my
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  career in business and different organisations, corporate worlds,
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  medium, small, big organisations in Poland and globally that I,
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  it is like for me, it's, it's a mission, but also a life on
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  project. And that's why I started to
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  create my own tools. I learned all the time.
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  I started to create the frameworks and right now where,
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  where, where I am 2025 for recording it October.
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  And I'm in this moment where I run my own business for almost 6
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  years now. And I've created tools,
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  frameworks and the part of the method that I think that we are
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  going to talk about today. So here we go.
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  That's awesome. That's amazing.
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  That's. Like the?
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  Story I know that AI definitely myself as well we definitely
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  relate to kind of the golden child super analytical nerdy kid
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  best of the best type of kid and then.
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  Guess what? To be faced.
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  Guess what? Look what I have on my screen,
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  right? This is one of my favourite
• 10:29
  songs. This is a song by Connor Price.
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  The title is Straight A students.
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  Straight A student. And that is what we are.
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  Everybody on the school, the guy says I'm a straight A student,
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  but I'm friends with the cool kids.
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  Yeah, Well, let all the rules of the rule break go.
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  Listen to that song. It's the story of your life.
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  Sorry, the story of our life. And you're speaking to two
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  musicians. You're speaking to two musicians
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  as well. No coincidence.
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  Right. It definitely runs deep,
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  especially like I've definitely had situations where you
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  dedicate your whole life to a certain path and then you face
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  that failure and it you do go through huge identity shifts.
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  But it sounds like, it sounds like because of that experience,
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  you've been able to create your QC leadership method kind of
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  around those experiences. And I are helping a lot of
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  businesses, which is amazing. Would you be able to kind of
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  give us like a quick overview of what the CQ?
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  Sorry, I think I said QC is CQ leadership method entails.
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  Of course, so secular communication intelligence, so
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  this is an abbreviation from leadership method, is a
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  framework that I've created based on my work with leaders,
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  especially in technology engineering.
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  It is my main area of expertise because I'm an engineer myself.
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  And since I started my work in HR in the organisation, I, from
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  the very beginning, I've started working with IT technology
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  engineers because you speak the language.
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  So this is like a natural thing to do.
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  And it was like over 10 years ago and not a lot of HR people
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  actually spoke the language of, of technology.
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  So it was something that was natural when it comes to giving
• 12:21
  me those business units to, to, to take care of.
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  So based on all of those experiences that I, I held all
• 12:28
  the layers, being an HR business partner, working with people on
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  the C level, directors and -1 all of those levels of net
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  management and their teams, I've gathered so many examples,
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  experiences, and that's all the patterns and the pattern
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  recognition. I think it's one of the most
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  important skills right now, especially in the age of
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  technology that is growing so rapidly that we need to, we need
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  to take care of our brains and our skill sets and mindsets to,
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  to see how we use the technology, not to be now be
• 13:02
  pushed by right out of what we are doing on a daily basis.
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  So it was something that I've, I've created based on that.
• 13:09
  I learned the tools all over the way.
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  I got certifications. I, I fed my brain so hard.
• 13:15
  So it, it was, it was important and I saw the patterns when it
• 13:18
  comes to communication and how much it is entitled to, to the
• 13:22
  leadership itself, because leadership is all about product
• 13:27
  and it's all about people that create this product.
• 13:30
  Regardless of that industry. The part of the world that
• 13:32
  you're in and how you lead your team is directly proportional to
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  how their team, your team built that the product services that
• 13:41
  you are, you're providing to your clients.
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  Internal external one depends on where the team is and I've based
• 13:50
  on the transaction analysis. This is the part of the the
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  science that the psychology diet I'm very entitled to.
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  This is a part of the Eric Burns work.
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  So it was the part of the psychology that he didn't
• 14:03
  believe that the Freud's work was was the best possible ones.
• 14:07
  So he created that a new one and there were so many tools that
• 14:12
  you could use work in a therapy process, but also they are super
• 14:17
  replicable to organisations, teams and leaders because there
• 14:20
  are always transactions between people.
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  And based on that, there are there are many different tools
• 14:25
  and that they use in the organisational path.
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  And there is the whole process communication model PCM
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  framework that I use and is a part of, of the CQ method.
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  So it is like the lay, they're the layers of the of the tools
• 14:39
  and and little pieces of exercise crisis that you can do
• 14:45
  pieces of the knowledge that I give leaders and their teams.
• 14:48
  But the main goal of it is that you understand yourself.
• 14:52
  So you know how to tailor communication because
• 14:54
  communication intelligence is about tailoring your
• 14:56
  communication to others because it's one of the most the biggest
• 15:01
  misconceptions that there is actually one-size-fits-all.
• 15:03
  If I like something, I'm sure that they will like something
• 15:07
  and it will fit their preferences when it comes to
• 15:10
  communication, how they like to work, what kind of delegation
• 15:15
  and tools they are going to be responsible to, etc.
• 15:18
  So the method itself is about gathering all of those tools
• 15:22
  that I believe and I made it in practise that they work.
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  They are logical because a lot of people when it comes to this
• 15:31
  group of engineering technology leaders are very analytical
• 15:35
  brains. So they need to have patterns
• 15:37
  and logical things to, to use. So I decided to give them the
• 15:42
  essence of everything that I've learned over over the last 10
• 15:45
  plus years and have created the method that they can take and
• 15:49
  implement right away, not after like months and months of
• 15:53
  learning. They can take it and they can
• 15:56
  implement it right away to the work.
• 15:58
  Nice, nice. And I know that you mentioned a
• 16:03
  couple pivotal moments prior to switching gears over to
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  engineering, which kind of led to this entire approach.
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  Were there, I guess, when you started in engineering and when
• 16:17
  you started kind of developing this method, getting your
• 16:21
  strategies together, working with these leaders?
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  Can you think back to your early career after you kind of
• 16:28
  switched over and were there any pivotal moments that drew you
• 16:32
  closer to leadership psychology and development of the
• 16:38
  frameworks of your CQ method? Was there something during your
• 16:42
  engineer time, maybe during school or when you first started
• 16:46
  that you can think of? Yeah, for sure.
• 16:48
  I started to work very early in my engineering degree.
• 16:51
  It was, it was a full time job actually, because I managed to
• 16:54
  do so many things in a in a daily basis that I've decided to
• 16:58
  start working as fast as possible because it was
• 17:01
  important to me to put things into practise.
• 17:04
  And I think we we know that university in University of
• 17:09
  Technology is, and I know that it's different from country to
• 17:12
  country, but in Poland is very theory based.
• 17:15
  So a lot of theory, a lot of talking about the past, the
• 17:21
  books that professors wrote, right?
• 17:23
  And a lot of those people never work a day in business.
• 17:28
  So there's no application whatsoever when it comes to that
• 17:31
  theory versus versus. Sorry, sorry to interrupt you.
• 17:34
  Why does you describe in Poland sound like you're describing
• 17:38
  Nigeria? There are patterns all over the
• 17:43
  world and it's not on the our countries.
• 17:46
  Yes. Shout out to Nigerian.
• 17:49
  Shout out to Nigerian. Poland.
• 17:51
  Yes, that's true. And you know, you are in the
• 17:54
  United by blat right now. So yeah, it's it's it's.
• 17:58
  And in the United Kingdom, that is why you got united.
• 18:02
  Yes, that's true. That's true.
• 18:04
  You know, it's, it's not funny, but it's like funny, not funny
• 18:07
  thing that we are seen as very smart people.
• 18:12
  And from the intellectual perspective, I think it's, you
• 18:15
  know, there are all of the research connected with that,
• 18:18
  but we are learning so much theory that there's no space for
• 18:23
  practise most of the time as well.
• 18:24
  And children the age of 6 or 7, when they start school, they're
• 18:29
  learning. Of course it's changing right
• 18:31
  now and different in public schooling, different in private
• 18:35
  schooling, but, and as we did learn in our generation, it was,
• 18:39
  it was something like that. So I've decided to go to
• 18:42
  practise as fast as I could. And so I started in a little
• 18:47
  internship with PR agency. So I started to move my brain a
• 18:51
  little bit into how people are actually work and what they need
• 18:56
  in the market so we can create better solutions.
• 18:58
  But I very, very, very soon decided to go into HR because it
• 19:03
  was like a connection between the human part that I loved
• 19:07
  because I was a musician for years.
• 19:09
  So I've created value for people so they can change themselves a
• 19:12
  little bit, you know, and then the engineering part, because my
• 19:16
  love to process to, you know, to create processes to, to put the
• 19:20
  things in the right places was, was huge.
• 19:23
  So I've decided to join the project that was connected with
• 19:26
  Transformation. So hey, change in transformation
• 19:29
  right away. And we've moved and I was a
• 19:31
  recruiter back then and we moved to several roles from UK and US
• 19:36
  to Poland because of the costs. Of course, back then it was
• 19:39
  always over. Yeah, over 10 years ago now.
• 19:42
  And The funny thing, funny thing, got to know like five
• 19:45
  years ago or so, the same roles that we knew from UK and the US
• 19:49
  were moved to India and Nepal from Poland because of the
• 19:52
  costs. Of course we know how it works
• 19:54
  right now and it was a pivotal moment for me to start working
• 19:58
  in a corporation right away. So first job as a as an HR
• 20:01
  person, it was in corporate world and I saw so many things
• 20:05
  that were not so good. But I saw a lot of things that
• 20:08
  are very good when it comes to, you know, the organisational
• 20:12
  culture, things that you can do with that kind of budgets that
• 20:16
  are incorporated that are not in the in the small organisations.
• 20:20
  Then I switched gears. I work in Polish organisation,
• 20:23
  big organisation, around 10, around 1000 people, 1200 or
• 20:27
  something tops. Then I moved into into different
• 20:31
  organisations, having higher and higher roles, but switched and
• 20:36
  pivoted myself from being a nature person, like a
• 20:39
  generalist, to their learning and development, because it was
• 20:42
  the development that growth people was also in my heart.
• 20:45
  So it was the most important thing for me.
• 20:47
  Yes, L&D, Indeed and I grew, I grew, I took more and more
• 20:53
  responsible jobs, hire and hire in the organisation.
• 20:56
  I started to be a leader myself very early in my career because
• 20:59
  of my skills and mindsets and and so on and this eager to
• 21:03
  learn all the time. But it was a shift, very
• 21:07
  important shift to me when I was in one big organisation and it
• 21:13
  was a corporate environment and I was responsible for the for
• 21:19
  the huge part of the world back then in the technology, one of
• 21:23
  the companies that were inside of the portfolio of companies.
• 21:27
  My boss was in the US and he was responsible for America since I
• 21:30
  was responsible for the rest of the world because it was like
• 21:34
  possible, of course, for me to do so You so it was you Cane,
• 21:38
  Spain, Italy, Germany, France, Poland, Middle East, India, New
• 21:42
  Zealand, Japan, Australia, of course, because it is so
• 21:46
  manageable. And I created a huge programme
• 21:50
  for tech leaders back then. And we were and we both run it
• 21:55
  in our regions and people were so happy about it.
• 21:58
  It was the first time that something like that was created
• 22:01
  and we had great feedback and we run the project very
• 22:05
  successfully. And then because it was a global
• 22:08
  call, the boss of my boss told that we need to lie about how
• 22:13
  we've created this programme because it's not possible from
• 22:17
  the corporate perspective. So we asked like a small people
• 22:22
  in this whole big structure to build something on our own.
• 22:27
  So we needed to say that it is based on the other project and
• 22:31
  the other programme that was already built inside of the
• 22:34
  organisation. So it was like, are you kidding
• 22:37
  me? And it was it, I was done.
• 22:41
  And I've decided, you know what, it's like, I don't want to do
• 22:45
  something like that. It's like my ethics, my, you
• 22:47
  know, they need to create value out of trust and, and high
• 22:54
  quality was so important for me. So I've decided, you know what,
• 22:58
  I just need to do my own thing because it's like I cannot work
• 23:02
  that way. The money was great.
• 23:05
  A position that I have was amazing.
• 23:07
  I was very high in the instructor.
• 23:09
  I had a lot of autonomy. But this situation was like a no
• 23:14
  go for me. And since then my brain started
• 23:16
  to go in this direction of doing things on my own.
• 23:20
  I had different organisation. I did a part and then so it was
• 23:23
  an iterative work, I would say to transfer myself to where I'm
• 23:27
  now with my team. But it was, it was, it was
• 23:32
  pivotal, I would say. Yeah, absolutely.
• 23:36
  I love that you speak about creating programmes that impact
• 23:43
  leadership globally because obviously at our pot, if you
• 23:47
  can't tell, we're all from different countries right now.
• 23:50
  So a lot of what we do is create global impact and we love
• 23:54
  speaking about topics that to impact business in all different
• 23:58
  countries. So to hear that you have that
• 24:01
  expertise is such kind of an inspiring story because you also
• 24:05
  knew when to walk away. And I think that's a lot of, I
• 24:08
  think that's a lot of pressure that not only is put on you, but
• 24:14
  even a lot of people in our audience when they're in
• 24:16
  different workforces or they're moving through pivotal moments.
• 24:20
  It takes a lot of wisdom to know like, OK, how much am I going to
• 24:25
  give to a company when I'm in a great position, when I'm making
• 24:28
  a lot of money, when I'm making this global impact and in
• 24:32
  control of this insane programme that I'm building for several
• 24:36
  different countries. It takes an immense amount of
• 24:39
  like self trust, self-awareness and self leadership.
• 24:44
  Obviously you have to lead yourself in order to lead other
• 24:46
  people. So it's like, it's just really
• 24:48
  amazing to kind of hear that. We definitely see the value and
• 24:54
  those skills. I'm going to have AI kind of
• 24:58
  take the next couple questions for you and so we can keep it
• 25:02
  moving. But yeah, I think it's I think
• 25:06
  it's just so incredible to have that self leadership.
• 25:11
  I think you're definitely just speaking on that so well because
• 25:19
  in order to pivot, you have to have such self-awareness and you
• 25:22
  have to have such self leadership.
• 25:24
  So I just think that's really awesome.
• 25:28
  Wow, it's actually been what I say a mouthful A handful a globe
• 25:35
  for you know, everything that you've said, your journey.
• 25:41
  It's very, very robust. But you know, a couple of themes
• 25:45
  that have me is I'll take first your philosophy because your
• 25:52
  philosophy very much aligns with my philosophy, our philosophy.
• 25:58
  We have three podcasts, right? Two of them are globally ranked.
• 26:02
  The third one we just started was it last week.
• 26:05
  Yeah, $1,000,000 Blueprint podcast.
• 26:11
  And that podcast is about interviewing millionaires from
• 26:16
  all around the world. And we asked them questions on
• 26:21
  three themes. That is the three pillars of our
• 26:27
  philosophy #1 mindset #2 skill set #3 tool set.
• 26:33
  And you've mentioned those 3 themes today.
• 26:36
  Others podcast The real recognise the real.
• 26:39
  You know, life is principle based.
• 26:41
  That's just the thing. You're in Poland, the United
• 26:44
  Kingdom, America, but we have never sat down together to have
• 26:50
  a single conversation or we've always operated in a particular
• 26:54
  direction. And you know, mindset is very,
• 26:56
  very important. You know, I, I had to learn this
• 27:00
  from a very, very expensive business coach when it comes to
• 27:04
  hiring. And of course, you're into HR
• 27:07
  and you, you probably did not know last month I was invited to
• 27:11
  train a couple of HR professionals, business,
• 27:14
  business accurate, right? And this is, you know, one of
• 27:18
  the things I have to teach them before you hire a person, Most
• 27:22
  organisations evaluate the skill set or don't realise they need
• 27:27
  to evaluate the mindset first before evaluating the skill set
• 27:31
  and then evaluating the, would I say the ability to use the tool
• 27:37
  set, right? So I'll love for you to speak on
• 27:39
  that mindset skill set, tool set.
• 27:41
  So. Yeah, I agree.
• 27:44
  And personally, when I hire people, the first thing that I
• 27:48
  do is to is to talk about mindset and to evaluate the
• 27:52
  personality structure. Of course, I'm not telling them
• 27:56
  that I'm evaluating the the because there is a questionnaire
• 27:59
  from the process communication model perspective, but I'm not
• 28:01
  using it to for the recruitment processes.
• 28:04
  But I believe that we can all learn and myself and I'm sure
• 28:08
  that both of you as well are the best examples that you can learn
• 28:11
  anything you have, anything you need to do the work.
• 28:15
  But if you don't have your mind right, and if you are not
• 28:19
  courageous enough, if you are not curious enough to do it,
• 28:23
  persistence, it is not going to happen, because you can be the
• 28:26
  smartest person in the world. But if you don't want to use the
• 28:31
  knowledge, if you don't want to share it, if you don't want to
• 28:34
  help people thriving and being the best version of themselves,
• 28:38
  I think this is the essence of the leadership in partnership as
• 28:42
  well, of course, because Steph, I've heard once the sentence
• 28:44
  that stuck with me and it's, it's it's with me since then
• 28:48
  that we'll teach leaders how to be good leaders.
• 28:52
  But we don't teach team members how to be a good team member to
• 28:57
  others. And I think this is super
• 29:01
  powerful. Absolutely.
• 29:05
  I think Even so like training team members, it's the same, the
• 29:13
  same awareness, same skill set that you're teaching the
• 29:16
  leaders, you know, because at the end of the day, even if you
• 29:20
  have someone at the head who's delegating, the stronger, you
• 29:24
  know, they say another quote to your strongest leaders only as
• 29:30
  strong as a team under them, you know, So you have to empower
• 29:35
  your team. You have to make sure that yes,
• 29:38
  they have the right mindset and kind of integrate leadership
• 29:45
  into the team so that the team is also self leading.
• 29:49
  I think there are so many businesses where that definitely
• 29:53
  goes into the mindset. Like you're like you're
• 29:55
  mentioning, if your team doesn't have a mindset of where they
• 29:59
  want to empower people, where they do not want to grow, maybe
• 30:03
  they just want to sit in the skills that they've learned and
• 30:08
  maybe, you know, sit in a corporate setting or do
• 30:11
  whatever. I think being stagnant as it can
• 30:14
  be a huge issue for sure when building a team to be, you know,
• 30:18
  just something be very mindful of.
• 30:20
  But I think being able to integrate your team into your
• 30:24
  leadership only makes the whole unit stronger for sure.
• 30:28
  So yeah, you're making really, really, really good points for
• 30:32
  sure. Two things that that came to my.
• 30:37
  Mind about it? Yeah, that's true.
• 30:39
  It's the things that I think that important and came to my
• 30:42
  mind because, you know, I mentioned that when people are
• 30:45
  stagnant, that's it can be an issue for a team and when people
• 30:49
  don't want to learn. And you know what, years ago it
• 30:53
  was heartbreaking for me, if a person don't want to learn, they
• 30:58
  don't want to sign up to pork shops, they don't want to go on
• 31:01
  one-on-one sessions with me or something like that.
• 31:03
  But over the years I've learned that, you know, it's OK for some
• 31:08
  people if they don't want to learn, if they want to be good
• 31:12
  at the job, it is OK to let them go.
• 31:16
  With Mel Robbins, they let them and there's a great book that is
• 31:20
  I think a Bible of leadership, The Radical Candour by Kim
• 31:23
  Scott. It is something that I work with
• 31:26
  the method and the framework, but also in the book Kim is
• 31:29
  writing very, very good about team development and she's
• 31:33
  talking about how important is to have people who may, who do
• 31:37
  the maintenance work, the repetitive tasks that there need
• 31:40
  to be done. Of course, some of them are are
• 31:43
  replaced by technology and will be replaced by technology.
• 31:46
  That's not all of them, and you cannot have all of the stars in
• 31:51
  your team because if you have only stars in a team, it is
• 31:54
  very, very not sustainable to to lead A-Team like that, so.
• 31:59
  Players only. Of course it is super hard to
• 32:02
  have only a players because they are the ego are huge, they need
• 32:07
  constant challenges, new projects and let's be honest,
• 32:12
  there's no such business like like that, even if in the first
• 32:16
  part of when the business grows very fast.
• 32:19
  I work in start in startup environment very closely.
• 32:22
  So even if you run a startup, there are phases.
• 32:26
  So first they're growing very rapidly, of course, but then
• 32:30
  there's a maintenance phase and we need people to maintenance
• 32:33
  things as well. So what?
• 32:35
  I teach leaders, and it is my learning as a leader as well, to
• 32:38
  not be mad at people who don't want to learn all the time like
• 32:42
  myself because this is my passion and not theirs.
• 32:46
  And you know what it was one of? The biggest leaders I.
• 32:49
  Had yes, exactly and I I lost people because of those beliefs
• 32:54
  that I had that all the people need to to learn it to be like
• 32:58
  me, a very passionate about learning lifelong learning in a
• 33:02
  value list. You know, I've learned that it
• 33:05
  is not true and it's OK to let people not be as I am and
• 33:11
  they're OK as well in their thinking Of course the question
• 33:15
  is what kind of team and what kind of organisation we want to
• 33:17
  lead. This is a different story, but
• 33:19
  from the pace of understanding the human thinking and to the
• 33:24
  way of doing things, it is OK to let them so, and I think that's
• 33:30
  what what you said, it's resonated with with me and I, as
• 33:33
  so many examples of people are that they're very mad at their
• 33:37
  teams that they don't want to learn.
• 33:39
  They don't want to use the budgets, you know, the
• 33:42
  trainings. They don't want to use the money
• 33:44
  and they don't understand why. And it's sometimes it's just out
• 33:48
  of the values. It's just just it, it's not
• 33:51
  important for me or I'm in the moment of my life where I need
• 33:55
  to take care of my family, of my health.
• 33:58
  I just had a kid and this is not my priority at the moment and we
• 34:03
  need to make a contract around that to see how it fits to the
• 34:07
  organisational goals, the team goals, but also a person that is
• 34:10
  in from the past. This is the leadership essence.
• 34:14
  How to learn it? Very well said.
• 34:15
  Yeah. You know, you develop
• 34:19
  programmes, training programmes, learning opportunities, but then
• 34:23
  they say this is not my priority.
• 34:25
  You know, even had to spend money on trainings and have my
• 34:32
  business partner say I am not interested in that data.
• 34:35
  But it hurts very deep, especially where you spend
• 34:38
  money. You spend money on a training
• 34:40
  and then they say no, right. So what are you gonna do?
• 34:43
  Are you gonna force them? So how do you need to learn the
• 34:45
  hard way to let them? I did force them in the past,
• 34:48
  you know. You can force a host to the
• 34:51
  stream. Yeah, this is something myself
• 34:54
  and do. I were discussing about it
• 34:55
  yesterday. You can force a hostile stream
• 34:58
  or you can't force to drink. Yeah, I had to let it in a hard
• 35:01
  way. Give a man of fish you fed him
• 35:02
  for a day or teach him how to fish.
• 35:04
  You fed him for a lifetime. So we are in the business of
• 35:06
  teaching men to fish. I'd rather feed you for a
• 35:08
  lifetime than, you know, feed you for just one day.
• 35:11
  It's very tiring. It means you're going to wake me
• 35:13
  up the next day to feed you again the next day, the next
• 35:16
  day. Come on and come on.
• 35:17
  And like you need to learn how to fish.
• 35:20
  And Speaking of learning how to fish, you know, trainings are
• 35:23
  very, very essential. I love the fact that you are
• 35:27
  into training. And of course, that's something
• 35:29
  we are also into as well. But as far as the philosophies,
• 35:33
  you know, go, philosophies are born out of principles, right?
• 35:37
  And the world is ruled by principles.
• 35:42
  CQ method, please educate us. Teachers train us because the
• 35:49
  two the two goals of this podcast are to educate and to
• 35:53
  motivate. And that's why we have the best
• 35:56
  in the the best of the best from around the world.
• 36:00
  Come on this platform to educate us and motivate us.
• 36:03
  You have been motivating us. Now we want you to educate us.
• 36:06
  Thank you very much. OK, in a nutshell, because you
• 36:11
  know, I can, I can, I can, can teach you and educate.
• 36:14
  You great Jindabra. Jindabra, Jindabra.
• 36:19
  OK, so in the essence of the method that the goal of the
• 36:23
  method is for you, the two things, the first thing is so
• 36:27
  you understand yourself. While you mentioned the
• 36:29
  self-awareness and self leadership, and this is always
• 36:33
  the first thing before you start leading others, you need to know
• 36:37
  yourself. So the the first step in the
• 36:40
  method is to to map yourself when it comes to your process
• 36:44
  communication model, personality and communication preferences
• 36:48
  structure. So there are 6 levels of the
• 36:50
  personality. Every single person on the
• 36:52
  planet has them, but there's always one thing that's going to
• 36:56
  be dominant. And actually it is.
• 36:57
  It was shaped around 6-8 years old or something like that.
• 37:01
  So young kid had this moment forming moment in their lives
• 37:06
  when they are learning about themselves in the world that
• 37:08
  they surround them. They learn what they need to do
• 37:12
  or not to do to be seen, loved, taken care of.
• 37:16
  So it shaped their belief system actually about themselves in the
• 37:20
  world. And the neurological system is
• 37:22
  shaping as well in this age. So that's why, and this is this
• 37:26
  moment and we, we have it for adult life and in the base of
• 37:30
  personality, when once you know what it is, you can take a
• 37:33
  questionnaire, you can work around hypothesis, of course, is
• 37:36
  always the best thing for especially for tech IT
• 37:40
  engineering people to have numbers.
• 37:42
  So you can have the report and you can have your structure.
• 37:45
  But without that, you can make hypothesis as well and see, OK,
• 37:48
  So what is the language that I prefer?
• 37:51
  What is the type of the sentences that I prefer for me
• 37:54
  to use? What are my main psychological
• 37:57
  motivational needs? What I, what is my distress
• 38:00
  sequence? So how I react as a pattern in
• 38:03
  the stress situations under pressure, When is that there is
• 38:06
  a tight deadline, when I have not a lot of resources and I
• 38:10
  need to manage to certain situations and so on and so
• 38:13
  forth. So there are many different
• 38:15
  elements in there that you can learn about yourself.
• 38:17
  Once you have it, then you can go and map your team.
• 38:21
  So this is number #2 so step number 2 is to map your team.
• 38:24
  I even create a like super short and simple Excel spreadsheet
• 38:28
  that you can use. You put your name of your
• 38:30
  teammates in there and you make your observations.
• 38:34
  You take verbal communication, emails, Slack, Teams messages,
• 38:39
  and you just look for the keywords because we all have one
• 38:42
  main preference when it comes to communication and we can map
• 38:45
  people that are around us. So as I mentioned, there are six
• 38:50
  types of language that people are using and you have the
• 38:54
  keywords that are around all six of them.
• 38:57
  And you were just starting like the curiosity journey and to
• 39:01
  start to analysing things that people are doing, how they're
• 39:04
  talking, what they're talking. So the the verbal and nonverbal
• 39:07
  communication and how they behave under stress, under
• 39:11
  pressure. Because this is all data about
• 39:13
  people and that way you have hypothesis about your team.
• 39:17
  Of course you can map your team with question, but it's not the
• 39:20
  key. The key is for you to understand
• 39:22
  how to map a person and make a good hypothesis to then tailor
• 39:29
  communication more after first 2-3 sentences.
• 39:34
  But they're, they're saying to you, so this is the key.
• 39:36
  So very fast and very efficient. So because we don't have the
• 39:40
  time, so we make the time, we need to have efficient things
• 39:44
  that we can use right away. And this is this is that what
• 39:47
  they learn in the workshops, growth processes, one-on-one
• 39:51
  sessions with me from the podcast that I run.
• 39:53
  And everything that's there is a base that you can use.
• 39:57
  So this is number 2 #3 is to match the communication, tailor
• 40:02
  the communication. People are going into
• 40:06
  misunderstandings, conflicts, they hate working with each
• 40:10
  other. They they don't understand each
• 40:13
  other, not because they have bad intentions, but because they
• 40:17
  speak different languages. And I don't mean that I speak
• 40:20
  Polish and you speak English. But if I speak data and I say
• 40:25
  the facts are that the data is saying, the numbers are that it
• 40:30
  is not logical to make that kind of decisions, and the other
• 40:33
  person is saying, Alex, I don't feel it.
• 40:36
  I don't know. I'm not sure why, but I know in
• 40:38
  my heart it doesn't feel very well.
• 40:42
  And, you know, I'm messing up a little bit.
• 40:44
  But the same part of the brain is responsible for talking and
• 40:49
  learning different languages like Polish, English.
• 40:52
  Right brain versus left brain. Yes, the same part of the left
• 40:57
  brain is responsible for learning languages, foreign
• 41:00
  languages and speaking these languages when it comes to data,
• 41:03
  emotions, beliefs, reflections, reactions or actions.
• 41:08
  So six types of language and This is why people are not
• 41:12
  getting along. They think that the other person
• 41:18
  is the same, has the same preference.
• 41:21
  That's why we sometimes we, I'm not sure how it is in your
• 41:26
  countries and cultures, but in Poland is like, I'm not sure if
• 41:29
  I speak Chinese to you, but you don't understand me, you know,
• 41:34
  and, and both of us speak, speak Polish.
• 41:37
  So it's like we just don't understand each other.
• 41:40
  And it's not because we speak different languages from the,
• 41:42
  from the native perspective, but it's like we are speaking
• 41:45
  different languages from that, from the personality preferences
• 41:48
  perspective. So first three steps of the CQ
• 41:52
  method is to know yourself. So map yourself, map your team
• 41:56
  or people around you. You can train on your own
• 41:58
  family. We recommend that because it's
• 42:01
  the closest people to you and you have so many data about
• 42:04
  them. And then tailor communication,
• 42:06
  see how people are going to react differently.
• 42:09
  Sometimes it's just one word. Changing one word is a huge
• 42:12
  thing that you can do. You change I think to I believe,
• 42:17
  I think or I feel, and sometimes it is.
• 42:19
  It is just that asking a question or making a direct
• 42:22
  sentence because people have different preferences when it
• 42:25
  comes to building sentences, when it comes to communication.
• 42:29
  So yeah, in a nutshell, as I said.
• 42:33
  Well, I, I feel and I know that there's nobody better to do
• 42:42
  these that a Polish person, a Polish or Lithuanian.
• 42:49
  Well, the guy from Lithuania invited me.
• 42:51
  I was like, I want you to come to Lithuania, you will like it.
• 42:57
  Just two sentences. I was convinced.
• 43:01
  And you did it. And when I landed, I think I
• 43:04
  landed at Carter's airport, I had to drive to Vilnius.
• 43:08
  And when I met him, Vilnius, he said, oh, you're person of your
• 43:12
  word. You said you were doing that UK.
• 43:18
  Yes, yes, and you did. And this is super important for
• 43:21
  some people. If you keep your word, this is
• 43:23
  the. People that have.
• 43:24
  Beliefs and, and you know, the trust, and this is important
• 43:28
  some for some people, it doesn't really matter because they have
• 43:31
  super small access to this floor and their personality structure.
• 43:34
  We all have everything. So basically we can, we can go
• 43:38
  into communication and get along with everybody that's we observe
• 43:44
  the world first of all, mainly through our lenses, through our
• 43:48
  frame of reference, our like favourite paths and patterns.
• 43:53
  And this is OK because that's who we are and nobody teaches it
• 43:58
  at school. And it breaks my heart.
• 44:00
  So that's why I'm here and trying to to do my best to to
• 44:04
  change that. Now people like you are teaching
• 44:06
  it right. And I did have a guest on the
• 44:09
  podcast recently. I don't know if you've seen that
• 44:12
  interview. That is the one with Doctor
• 44:16
  Tatiana Tepova. She's Russian and she's have a
• 44:20
  trained and she's an expert at non verbal communication.
• 44:24
  You saw that. OK, that's cool.
• 44:26
  So he says that non verbal communication is even more
• 44:31
  important than verbal communication.
• 44:34
  The non verbal cues are more important than what you were
• 44:37
  saying because the body is a snitch.
• 44:40
  The marking face. Of it, yeah.
• 44:42
  Non verbal is your body is giving you out.
• 44:45
  Yeah, definitely. And our different research gives
• 44:49
  different numbers, but something between 60 to 90% even is non
• 44:53
  verbal. That's why we have so many
• 44:56
  conflicts around e-mail or when you don't put your camera on
• 45:00
  when you're talking to somebody. It is because you're robbing
• 45:04
  them out of all of the cues that they can see.
• 45:08
  They can, they can hear when and especially when you have a
• 45:13
  meeting and you're muted and off camera.
• 45:15
  So it's like you have a back on your on your on your head and,
• 45:19
  and there's nothing and over e-mail.
• 45:22
  It's crazy how much miscommunication and conflict
• 45:26
  and misunderstandings are. And I see it all the time in
• 45:29
  different organisations, regardless of the industry and
• 45:32
  the country and the size of the company that are emails, e-mail,
• 45:38
  e-mail, e-mail, e-mail. And there is nothing out of this
• 45:41
  this conversation besides conflicts, since, you know,
• 45:44
  they're wasted time, so. All these people like to do,
• 45:49
  would I say tap in? Sounds like what you just did.
• 45:53
  They say ask a question. Boom, boom, boom, boom.
• 45:55
  Why is it? Why is it that you guys do that?
• 45:58
  I'm curious. It adds up to the nonverbal
• 46:03
  communication. So you have more cues that you
• 46:06
  can, you know, you can make your guess and your hypothesis about
• 46:09
  the and the communication, but not all the people are doing it.
• 46:12
  And it depends on on your, your structure as well.
• 46:15
  If you have very, very far this, this, this floor that it is
• 46:20
  connected with using more non verbal because there are many
• 46:22
  people who are very flat when it comes to using non verbal like
• 46:26
  poker faces, like very monotonous tone of voice, very
• 46:30
  like sitting like like a tree or something very like, And
• 46:35
  actually there are also people like that.
• 46:37
  So I, I have them, a lot of them in the workshop.
• 46:41
  Sometimes they're sitting for the whole day.
• 46:43
  You really, you really can't tell.
• 46:45
  It's this person happy? You can tell what is happening
• 46:48
  in their brain. The poker face is just so crazy.
• 46:54
  The question is, do you prefer the poker face or the beach
• 46:56
  face, right? Because it's like you need to,
• 47:00
  you need to choose because some people have this one something,
• 47:03
  some people have that one. And it is a, it is a queue as
• 47:06
  well. You just, you need to follow the
• 47:08
  signs because there is an algorithm to recognise who is in
• 47:11
  front of you. And there are patterns.
• 47:14
  I mentioned 6 type of language, four types of nonverbal
• 47:17
  communication, four types of communication channels, 9
• 47:22
  motivational needs connected to all floors and you're done.
• 47:25
  So that's why people, especially in technology, IT, engineering,
• 47:30
  so this is that area that I work with.
• 47:32
  They love this method because it's not the psychological
• 47:35
  bullshit. That's psych.
• 47:37
  You need to listen more or you need to be more open.
• 47:40
  It is like blah, blah, blah, OK, So what exactly I need to do?
• 47:45
  So that's why people love it because it's, it shows them step
• 47:50
  by step what they need to take care of when it comes to
• 47:54
  themselves, what they observe, what they, what they need to be
• 47:58
  more aware of, what kind of signs they need to, they need to
• 48:03
  be more and more conscious of. And then they observe the world
• 48:07
  in the better way. So it's, it's, it's the ready to
• 48:12
  go process, the ready to go step by step process that they can
• 48:15
  use, you can use. And then the beautiful thing is
• 48:19
  that it is replicable. So we can use it at work, you
• 48:22
  can use it at home, and you can use it anytime in any culture
• 48:26
  because it's immune to bias when it comes to the culture
• 48:28
  differences. So we all have everything and I
• 48:31
  think that it's it's, it's, it's very much a relief that we can
• 48:37
  actually get along with everybody.
• 48:40
  Sometimes it hurts because the people are so different in the
• 48:43
  structure that they need to stretch themselves more.
• 48:47
  But it is possible from that from this perspective.
• 48:51
  You know, clocation is key to achieving anything, right?
• 48:56
  And of course to achieving organisational goals and
• 48:59
  individual goals. But you have this affinity
• 49:03
  towards tech. So when it comes to specific
• 49:07
  communication challenges that are unique to tech leaders, you
• 49:10
  know, for example, the high analytical teams that work
• 49:15
  remotely and of course with all of the complex technical jargon
• 49:19
  that they have to communicate. So what is that immediate impact
• 49:24
  of better communication on the team dynamics and success of
• 49:27
  their projects? The first thing that I see the
• 49:31
  most, after the first part of the training or mentoring
• 49:35
  sessions, they start to understand.
• 49:37
  They have so many aha moments. They start to understand from
• 49:40
  their brain because they use mostly the logical part of them,
• 49:42
  all of themselves. They have like that's why they
• 49:46
  don't get it. Not because they're idiots or
• 49:49
  they're not thinking logically, but because I have the curse and
• 49:53
  knowledge. I am an expert in my area and
• 49:56
  the language that I'm using that is very much into details,
• 50:00
  technological aspects of it. This is very much connected with
• 50:05
  what I want to achieve. I want you to understand every
• 50:08
  single thing. This is my mission and shifting
• 50:11
  your brain into OK, they need to understand the bare minimum or
• 50:16
  only what they need to know to move their work forward.
• 50:20
  It is crucial and it is essential for them to make this
• 50:23
  shift when it comes to mindset and then the skill set because
• 50:26
  they learn that yes, they need super techie jargon.
• 50:30
  They need super techie communication.
• 50:32
  But this is only their need. Not all of the people,
• 50:35
  especially in business that there's not as tech savvy as
• 50:38
  themselves. So they start to learn how to,
• 50:41
  and this is important, how to simplify the communication
• 50:45
  because there are amazingly doing amazingly well with
• 50:49
  complexity and people especially nowadays are great in
• 50:53
  complexity, but simplification not so easy to do.
• 50:56
  So what I see and what I work with, with teams especially is
• 51:01
  to simplify the communication. It keeps it shorter, more
• 51:06
  essential and more to the point, regardless of the culture,
• 51:10
  because we we talked a little bit about that, regardless of
• 51:13
  the culture, regardless of the country and the size of the
• 51:16
  organisation, it doesn't really matter.
• 51:19
  But being more to the point and understand that people have
• 51:22
  different communicational needs. So sometimes they need to say
• 51:25
  how they feel about something. Sometimes they need to do a
• 51:29
  little brainstorm. Even if we already have a
• 51:31
  solution, sometimes people get involved in the process and we
• 51:36
  need to let them because that's how we build engagement.
• 51:39
  That is critically low right now when we are recording this
• 51:42
  episode globally, it's getting lower and lower.
• 51:45
  So it is something that I see the most that people start
• 51:49
  understanding that their communication preferences,
• 51:54
  they're not the only one. They will find somebodies that
• 51:57
  they will speak their language fluently because they speak they
• 52:01
  speak data and don't speak data. But there are five different
• 52:06
  options there and they're aware why people are reacting in a in
• 52:10
  a certain way. They are getting the why that
• 52:13
  this is so essential. So this is the, the biggest, I
• 52:17
  think change that I see in people's brains in the thinking
• 52:22
  patterns, but also the doing patterns, because thinking is
• 52:25
  only one part of the story. How they react differently, how
• 52:29
  they change the approach, how they doing projects together
• 52:33
  differently, how they work on a daily basis, especially remotely
• 52:37
  or hybrid when they don't sit together in A1 room, but they
• 52:42
  work and in different countries in different times, time zones,
• 52:47
  they will work on different tools.
• 52:49
  So they were becoming more aware and the leaders are becoming
• 52:54
  more aware how to lead that kind of complex environment, not to
• 53:00
  adding more complexity, but actually to simplify things
• 53:03
  because we don't need more complexity.
• 53:05
  We have it. I think we have enough.
• 53:07
  We need more more simplification and things that make sense and
• 53:12
  they actually create value at the end of the day.
• 53:14
  Absolutely. Well, you know, you've spoke a
• 53:19
  lot about psychology and, you know, having people have been
• 53:25
  allowed to express how they feel.
• 53:27
  And psychology is simply the study, the scientific study of
• 53:31
  the human mind, right? And we said this, your
• 53:36
  philosophy, reason by philosophy, mindset is #1 skill
• 53:40
  set is number 2, tool set is #3 right?
• 53:43
  So Speaking of practical psychology, right?
• 53:46
  Like moving beyond the theory to measurable impact, you know, to
• 53:52
  resolve treating frameworks. But how do you translate complex
• 53:56
  psychological principles into something that is tangible and
• 54:02
  actionable for these tech leaders who are often looking
• 54:06
  for clear, direct solutions? Tech guys, they want to be able
• 54:11
  to measure the impact, right? So how do you translate those
• 54:17
  psychological principles into something that gives results and
• 54:23
  that result is measurable and trackable?
• 54:26
  So when the first thing that I do most of the time when, when a
• 54:30
  person or a team or a company approaches me that they say,
• 54:33
  hey, Alex, we saw what you're doing or we saw you at the
• 54:36
  keynote at the conference or something.
• 54:37
  We want to do something like that for your team or for our
• 54:40
  team or for our manager or something like that.
• 54:43
  I I ask a question, what kind of change do you want to see at the
• 54:47
  end of this process, of this workshop, of this growth
• 54:50
  programme, you name it, What kind of change do you want to
• 54:54
  see in this person? Insight.
• 54:57
  Of course, and then we do reverse engineering because I do
• 55:01
  believe that you need to have the purpose.
• 55:03
  Without that, it's it's it's only a just a one day training
• 55:07
  and it's you know, it's going to be fun.
• 55:08
  It's going to be interesting, but after a week you won't
• 55:11
  remember a thing. So it needs to be rooted
• 55:14
  somewhere in the numbers because as I said, I'm an analytical
• 55:17
  person and I believe in that, that when if you don't measure,
• 55:21
  you can't grow it. So it can be quantitative and it
• 55:24
  can be qualitative, doesn't really matter.
• 55:27
  So I ask about this change and I look for the numbers they can
• 55:31
  use. It can be engagement results,
• 55:34
  engagement survey results. It can be satisfaction, team
• 55:37
  satisfaction results. It can be feedback that they
• 55:40
  they've gathered over the months.
• 55:42
  It can be 360. It can be feedback from the
• 55:45
  team. So sometimes I talk with the
• 55:46
  team and the very beginning of the process, I have them, I have
• 55:50
  the script that I run, let's put it that way.
• 55:53
  And then I do the same conversation at the end of the
• 55:55
  process and I and I measure the difference.
• 55:58
  So it is it, it, those can be goals, business goals, it can be
• 56:02
  KPI's, OK Rs from the perspective of how the team or
• 56:05
  how the person works in daily basis.
• 56:08
  So over 1/4 of the work it is, it is very visible actually
• 56:13
  after first training, after first mentoring session, you can
• 56:17
  you can see the first pieces of changes.
• 56:20
  So answering your questions, I always put the goal that is
• 56:24
  connected with numbers regardless of the time of the
• 56:26
  work that we are doing together. So what kind of change do you
• 56:29
  want to see in yourself, in this team, in this results which have
• 56:32
  them from the business perspective, from the team
• 56:34
  perspective and organisation perspective.
• 56:36
  Sometimes if the organisation is small, you can make it directly
• 56:40
  proportional to the goals that you have as a business.
• 56:42
  And then we go to the toolkit. So what kind of tools here is
• 56:47
  the palette and just kick your poison for over those years that
• 56:52
  I've learned on my own and I taught it Tartars, but also use
• 56:56
  it on myself as a leader and as a person.
• 56:59
  I can tell what can you take out of it?
• 57:03
  And I can suggest something. But at the end of the day, this
• 57:05
  is your decision what you are going to choose.
• 57:08
  So the autonomy of building yourself is crucial.
• 57:12
  So you're choosing your tools and to work on them, so you work
• 57:16
  in practise on how to use them. So if you are choosing the
• 57:20
  process communication model, as I mentioned, we are going to the
• 57:22
  questionnaire, we are going to the reports, we are going to the
• 57:24
  tools you're training how to tell your communication to what
• 57:28
  you have to yourself. But other in the next two
• 57:32
  others, we gather feedback from the team how they see that you
• 57:36
  changed over the last couple of weeks or months and we measure
• 57:39
  the change. So this is what I what I do
• 57:42
  because I do believe that the motivation is important, but it
• 57:48
  comes and goes. Consistency is a key.
• 57:51
  If you do things over time and you do it repetitively and to
• 57:56
  measure the results, this is what we can, what you can
• 58:00
  actually see when it comes to transformation, transition and
• 58:03
  change. And it's learned so well.
• 58:06
  People who need it, who don't need another wishy washy woo
• 58:12
  thing. Sometimes it's important, you
• 58:14
  know, to feed your brain with something like that.
• 58:16
  But at the end of the tape, business results are there to be
• 58:20
  met and we need to be equipped to do it from the mindset, skill
• 58:24
  sets and tool sets perspective. You know, Speaking of, you know,
• 58:28
  mindset, skill set, tool set, now you're talking about tool
• 58:32
  sets. And I see psychological concepts
• 58:36
  or psychological frameworks as tool sets, right?
• 58:42
  Of course, definitely you use these psychological models to
• 58:47
  achieve change and in the process of achieving change in
• 58:53
  any organisation there are three things that are involved.
• 58:57
  You have the people, the processes and the systems.
• 59:01
  You cannot achieve change by just changing one thing.
• 59:05
  If you change the people or you don't change the process, you
• 59:08
  don't change the systems, you will achieve the change you're
• 59:12
  trying to achieve. Right.
• 59:14
  So one of the when I say one of my favourite psychological
• 59:19
  models is Masters Heracle of needs a course.
• 59:24
  It just helps you to understand people on a general basis,
• 59:28
  right, and what everyone is striving to achieve ultimately.
• 59:33
  I also love the Myers Briggs, you know, the type indicator,
• 59:37
  but I'll not for you to give me maybe 1-2 or three psychological
• 59:43
  tools that you like on your own to use to in your process of,
• 59:51
  you know, consulting with leaders or So what tool sets do
• 59:57
  you like? So the first one is that I
• 1:00:00
  mentioned a couple of times already.
• 1:00:02
  So the process communication model PCM is a framework.
• 1:00:05
  It is similar to if you know inside or disc or anything
• 1:00:10
  actually based on the Carly Young.
• 1:00:13
  Methods can be, can be treated similarly, but the PCM is very,
• 1:00:18
  very much, much complex, but in a good way.
• 1:00:22
  So it's not, it's not only saying you are from the
• 1:00:27
  perspective of the structure of your personality, but it was
• 1:00:31
  most important. It says why, so it gives you the
• 1:00:35
  why that is behind it. So what shaped you in the past
• 1:00:39
  that as you are a person that you are right now as an as an
• 1:00:43
  adult person, it gives you algorithms of your behaviour, it
• 1:00:47
  gives you patterns and you can do a pattern recognition and and
• 1:00:51
  what kind of patterns are serving you and what kind of
• 1:00:54
  patterns doesn't. So this is important for from
• 1:00:57
  the understanding this, this the behaviour part.
• 1:01:00
  So not only who you are, but why and what you can do with it.
• 1:01:03
  So this is the application in real life, not only the theory,
• 1:01:08
  not only the framework, not only describing who you are, but why
• 1:01:12
  and what can you do about it. Bad days and good days.
• 1:01:14
  So this is this is important. So this is the first one.
• 1:01:17
  The second one is the whole framework of transaction
• 1:01:20
  analysis. The PCM is a part of it, but I
• 1:01:23
  treat it separately because it is that the concept, the
• 1:01:26
  framework that is, that is separate and but the whole the
• 1:01:28
  framework is transactional analysis and there are many
• 1:01:32
  tools that I use on the organisational level.
• 1:01:34
  The one is contracting. So how to make contracts with
• 1:01:38
  other people? So this is the first one and to
• 1:01:40
  avoid misunderstanding conflicts because I'm not going to assume
• 1:01:44
  what you want, I need to actually say it out loud.
• 1:01:47
  So it is there in between US and people are not doing it very
• 1:01:52
  well. And I see it all the time.
• 1:01:54
  So this is the second one as a whole structure.
• 1:01:57
  And the third one that I really, really love is the will of
• 1:02:01
  conflict. And this is the tool, not the
• 1:02:04
  not the whole like Myers Briggs or PCM, but this is a tool that
• 1:02:09
  is extremely powerful. Five types of conflicts, the
• 1:02:12
  will of conflict as a tool that shows you why again, it gives
• 1:02:18
  you why people are wasting time, because time is is a currency.
• 1:02:24
  And I hear it all the time that people are I'm I'm sure that you
• 1:02:27
  you do as well. I don't have time and it drives
• 1:02:31
  me crazy and I hate. It we have only three resources,
• 1:02:35
  time, money and effort. Time and effort.
• 1:02:38
  Those are the four resources we have.
• 1:02:40
  Of course, and when I hear the senders, I don't have time.
• 1:02:43
  I'm, you know, I in the past right now, I'm different because
• 1:02:47
  I'm smarter. I've got wiser over the years.
• 1:02:50
  But like a couple years back, I got mad when I've heard this
• 1:02:54
  sentence because it's so much a lie.
• 1:02:58
  You know, it's not true. It's not about the time.
• 1:03:03
  It's never about the time. It's about your priorities and
• 1:03:06
  how you get them. And of course, we have different
• 1:03:09
  situations when it comes to your life.
• 1:03:11
  You can have kids or don't have them.
• 1:03:12
  You can live in a certain part of the world or not.
• 1:03:16
  You can have different positions and different task lists,
• 1:03:18
  different roles that you have. But we all have 24/7.
• 1:03:22
  So it's not about the time. And the will of conflict is
• 1:03:25
  showing you where you are losing your time and how you can get it
• 1:03:30
  back because you go into the wrong directions when it comes
• 1:03:33
  to using it and you're wasting so much time.
• 1:03:36
  Don't miss communication in conflicts because you don't
• 1:03:39
  tailor your communication. And we're circle back to
• 1:03:41
  communication intelligence very freely.
• 1:03:45
  Wow. What goes around comes around
• 1:03:48
  having that full circle around, yeah, communication is still, it
• 1:03:53
  still senses back on communication.
• 1:03:56
  Whatever model you're looking at, whether you're looking at
• 1:03:59
  ECM, you're looking at BIOS breeds, you're looking at even
• 1:04:02
  the pipeline of languages. I just ways of compute the Asia.
• 1:04:08
  So you know, when you are actually helping these leaders,
• 1:04:16
  basically what you're doing is you're breaching a gap, right?
• 1:04:22
  Of course, as a consultant, you are brought in to solve a
• 1:04:26
  problem and that is the mindset. You know, I am a consultant as
• 1:04:32
  well. I remember work with the BIG4
• 1:04:34
  accounts and fans PWCKPMG. They tell us the reason why
• 1:04:39
  these guys bring you to their offices is 'cause they have a
• 1:04:43
  problem that they cannot solve on their own and they need you
• 1:04:47
  to solve it. If you're basically bridging
• 1:04:50
  gaps, being a consultant, even though you have very high level
• 1:05:00
  academic qualifications and of course also professional, you
• 1:05:05
  know, certifications, you and me, we both know that theory is
• 1:05:09
  different from practise. They teach you something is
• 1:05:12
  cool, but when you get into practise, it's a different ball
• 1:05:17
  game. How do you help bridge that gap
• 1:05:19
  between academic psychology and first real world leadership
• 1:05:24
  challenges? And of course, I love love for
• 1:05:26
  you to give us examples of how understanding team psychology
• 1:05:31
  can lead to specific positive outcomes.
• 1:05:35
  Yeah, So 80% of what I do is practise.
• 1:05:40
  So it is super important for me. I'm not a theoretical person.
• 1:05:44
  I love a good theory, of course, but it is super important for me
• 1:05:48
  for people to to train themselves.
• 1:05:50
  And as an example, like it was like last month or something,
• 1:05:54
  one organisation approached me. It is one one of the biggest
• 1:05:57
  tech organisations in Poland and they asked me about.
• 1:06:02
  Hi Alex, we, we just need some communication workshop, you
• 1:06:06
  know, one they think and because we are OK, but we need something
• 1:06:10
  that people can experience. We have some budget left for the
• 1:06:13
  year. So let's do something like that.
• 1:06:15
  And every single time when I have a situation like that, I
• 1:06:19
  start to dig deeper into what is under the surface.
• 1:06:22
  Because if they are saying that we are OK, we have some budget
• 1:06:26
  left. We want for team to do something
• 1:06:28
  together, to meet on side, to have lunch together or dinner or
• 1:06:32
  something. And aside of all of that, they
• 1:06:35
  have a workshop that they have. We love your energy, we love
• 1:06:38
  what you're doing and you are trained as a person in tech, so
• 1:06:43
  it fits. And what I did is to start
• 1:06:45
  talking with every single team member or 10 people in a team.
• 1:06:50
  And we've started just to talk just a quick meet and greets,
• 1:06:54
  like 30 minutes a conversation or something.
• 1:06:56
  And they started to, and I don't know about you, but I, I don't
• 1:07:01
  know if it's a gift, quote unquote or a curse, but I have
• 1:07:06
  something in myself that I meet somebody and we talk for 10
• 1:07:11
  minutes and I have the whole story of the lives, the Horror
• 1:07:15
  Story. They're all, the whole situation
• 1:07:19
  at home, their health situation. And I'm not even asking, OK,
• 1:07:24
  let's be honest here. But I don't know if it's
• 1:07:27
  something in me that invites them to share it's.
• 1:07:30
  Something in US? I think I you know I.
• 1:07:34
  And that is why you're also a podcaster.
• 1:07:36
  That is why you're also a podcast.
• 1:07:39
  That's true and. We get stories without even
• 1:07:43
  asking. And then, you know, they talk
• 1:07:44
  and talk, and then they say, wow, you made me say so much.
• 1:07:50
  I didn't. I'm actually didn't.
• 1:07:52
  Yeah, that's that's true. And you know, I have I have it.
• 1:07:56
  It happens all the time. And that, you know, I, I have
• 1:07:59
  this hypothesis that people just don't have other people to talk
• 1:08:02
  to. And that's why they have a
• 1:08:04
  person like that, that actually is listening and no phone, the
• 1:08:07
  phone is, is somewhere there. And I'm, I'm really curious
• 1:08:12
  about yourself as a person. It gives them a space that they
• 1:08:15
  don't have on a daily basis. I have this hypothesis and I'm
• 1:08:17
  testing it right now. But hey, so I'm coming back to
• 1:08:20
  the story. I start talking to those people
• 1:08:23
  and they start talking to me about different situations and
• 1:08:26
  different problems. And there I see the patterns.
• 1:08:29
  I see the patterns that there is no feedback, there is no trust,
• 1:08:32
  there is no recognition that is tailored to what they need and
• 1:08:35
  not what the leadership or organisation did set as a
• 1:08:39
  framework for the team. And I come back to into the
• 1:08:43
  stakeholders, let's put in the name like that on them.
• 1:08:46
  And I say, hey, I know that you came to me with a need like
• 1:08:49
  that, but I see that of course I can do it if you want.
• 1:08:54
  But I would take three steps back and address this, this and
• 1:09:00
  this before we go into your need.
• 1:09:03
  And they were like, how do you know that?
• 1:09:06
  And like I was like, yeah, people and I saw the pattern and
• 1:09:11
  I can come to you with a solution because it's, it's like
• 1:09:15
  we can train people on communication, let's put it that
• 1:09:17
  way. It is always beneficial.
• 1:09:20
  It will be always beneficial. So they train on themselves,
• 1:09:22
  they train on communication between themselves, etcetera.
• 1:09:26
  But you have problems on that process level of the contracting
• 1:09:30
  level. You have frameworks at place
• 1:09:32
  that are not a fit to a team like that.
• 1:09:35
  They need something else and before we go further, I advise
• 1:09:40
  you to take care of it and we can do it together.
• 1:09:42
  You can do it on your own. I always do it like that.
• 1:09:45
  I'm never pushing that. You need to do everything with
• 1:09:47
  me. I'm not an expert in everything
• 1:09:49
  of course. So I told them that this is what
• 1:09:52
  I can do for you. I do it.
• 1:09:53
  I would do it in this in this order and then we can do the
• 1:09:57
  communication or we can do the communication workshop or growth
• 1:10:00
  programme or whatever. So they were so shocked that
• 1:10:05
  they ended a call. So they, they told me they'd
• 1:10:09
  need time and I said OK, tell me whatever.
• 1:10:12
  And they called me like 2 weeks after or something like that.
• 1:10:17
  And they say, Alex, thank you for your honesty.
• 1:10:18
  Nobody ever told us something like that.
• 1:10:22
  And we want to do it your way, we want to try it.
• 1:10:25
  We don't know what is going to happen.
• 1:10:27
  We need to be careful because our organisation has difference
• 1:10:30
  policies and then processes etcetera.
• 1:10:33
  But we want to try and we've already started.
• 1:10:36
  So it is always something underneath the surface.
• 1:10:41
  You know, as and as you mentioned as consultants we
• 1:10:44
  have, we have different things that we can see because we are
• 1:10:49
  not inside of the of the system all the time.
• 1:10:52
  So we have different different perspective.
• 1:10:56
  And that's why myself and my Co host have grown the lens so that
• 1:11:01
  we can see very well into your organisation.
• 1:11:05
  That's true. That's true.
• 1:11:06
  And sometimes it's crucial just to ask one question that nobody
• 1:11:11
  ever asked before. That's this is what happened
• 1:11:14
  with this disorganisation that I just gave you the example about.
• 1:11:18
  The ability to ask proving questions is very very
• 1:11:21
  important. I'm going to give it over to my
• 1:11:23
  Co host to ask you questions about team building excellence.
• 1:11:28
  But before I do that I need to appreciate your skills anyways.
• 1:11:35
  Layman skills. I'm sorry, Lemon skills Le Mans
• 1:11:44
  coaching from team building. Asides from engineering, asides
• 1:11:50
  from music, you are also talented with improv comedy.
• 1:11:56
  You know how to mimic people. You switch voices and tones and
• 1:12:02
  cadence call. Give it up for the world's best
• 1:12:05
  Alexander Lemansko. You know it's.
• 1:12:10
  Always good to, to have, you know, the, the, the Plan B when
• 1:12:15
  it comes to the business, right? I'll switch peers a little bit.
• 1:12:19
  I'm going to hand you over to the world best in music and
• 1:12:23
  marketing and sales experts, Noella Rook.
• 1:12:32
  So you've spoken a lot about your background in HR and how
• 1:12:36
  kind of you bridge the gap between engineering and
• 1:12:40
  analytics and even have a having a musical brain and creating
• 1:12:44
  this insane, this insane leadership method that is, it's
• 1:12:50
  so funny. A lot of the most productive
• 1:12:54
  methods, I always call them simple, but not easy.
• 1:13:00
  You know what I mean? Like the structure of it is so
• 1:13:02
  simple, but as humans, we overcomplicate our minds and we
• 1:13:06
  overcomplicate our thinking and overcomplicate just the way to
• 1:13:09
  success. So when it comes to, I feel like
• 1:13:14
  everybody deals with this at some point.
• 1:13:17
  And with your background in HR, you're most likely an expert on
• 1:13:22
  this. How do you create environments
• 1:13:26
  or how do you help leaders foster environments where teams
• 1:13:29
  are thriving to the point where you know it's reducing turnover
• 1:13:34
  and increasing productivity at the same time?
• 1:13:37
  Because like you said earlier, when we're building teams, it's
• 1:13:41
  not necessarily productive to have all rock stars or all, you
• 1:13:46
  know, that one type of person. We are structuring our teams to
• 1:13:49
  be a whole force, a whole system, a whole machine.
• 1:13:55
  But how do you make sure that every part of that team, you
• 1:13:59
  know, feels included to where turnover isn't an issue and
• 1:14:03
  productivity isn't, you know, suffering?
• 1:14:07
  Yeah, I'm going to going to simplify it as the ocean to make
• 1:14:13
  them simple. Not easy, because if you ask
• 1:14:16
  different leaders, you have this checklist.
• 1:14:18
  Do you do it all, myself included, as a leader?
• 1:14:21
  And of course I'm not doing all of those things all the time.
• 1:14:26
  Mm Hmm. Of course, I'm not somebody
• 1:14:28
  who's perfect, but I do my best. So I would simplify it to three
• 1:14:32
  main things that I see the patterns again and I see that
• 1:14:36
  it's working. The first thing to do when
• 1:14:39
  you're building an environment for people that can thrive, it
• 1:14:42
  can be effective is what I mentioned before, is to do good
• 1:14:46
  contracting so people know what they do, what they not do, and
• 1:14:52
  this is important, what is in their scope of responsibilities
• 1:14:56
  and where they make decisions. So they are not wasting time on
• 1:15:01
  asking around or wondering or looking for information or
• 1:15:05
  making meeting to the meeting, to the meeting to the meeting
• 1:15:08
  and they're wasting so much time.
• 1:15:10
  So this is what I do as a leader as well.
• 1:15:12
  First of all, good contract for the scope overall.
• 1:15:17
  It is not like we did recruit this person.
• 1:15:19
  So they supposed to know from the recruitment process what is
• 1:15:22
  in their scope because the three of us know and I'm sure that all
• 1:15:25
  of the people that are listening know that the recruiting process
• 1:15:28
  is the marketing process. Both sides are giving their
• 1:15:31
  best, but not remembering a thing from the conversations
• 1:15:36
  that actually had. So it's needed at the very
• 1:15:39
  beginning of the of their cooperation to set the rules.
• 1:15:43
  And it's about processes, it's about procedures, it's about the
• 1:15:47
  tools that we are we are using. It's about how we communicate
• 1:15:50
  what kind of tools we are we are using for project management,
• 1:15:53
  for the management of the specialists role that they are
• 1:15:57
  doing. So this is the first and
• 1:15:58
  foremost thing. The second thing is to tailor
• 1:16:02
  your communication. I'm going to be boring about it,
• 1:16:05
  but it's about people need to be seen.
• 1:16:08
  And if you as a leader, you're not, if you don't know who is a
• 1:16:12
  person in front of you, who are you leading?
• 1:16:15
  Who is in your team? What are the preferences?
• 1:16:17
  What is the team map? What is the quake of
• 1:16:20
  communication they need? What is the way of working they
• 1:16:23
  need, because some people need to work alone on their own.
• 1:16:27
  Some people need to work in a huge group and the huge open
• 1:16:31
  space on side because without that they're not efficient.
• 1:16:34
  Some people will work well in a small group, 234 people, and you
• 1:16:39
  need to know who your people are as a leader to make this
• 1:16:43
  environment work for them because sometimes people, and
• 1:16:46
  this is my experience as a leader.
• 1:16:48
  I had the assistant, it was like 2 years ago, a year ago as well.
• 1:16:53
  And I made those mistakes on my own as well.
• 1:16:56
  So I teach people how to not do it.
• 1:16:57
  I had a person who preferred to work with people and he had a
• 1:17:03
  background in a corporate world and he was used to work with
• 1:17:06
  others and with me is a remote work.
• 1:17:08
  We see each other like from time to time.
• 1:17:11
  And he didn't deliver his work, not because he didn't know how
• 1:17:14
  to do it, because he was incompetent.
• 1:17:16
  He was fully competent, but his preferences of working with
• 1:17:20
  people and contact was so strong that he was frustrated all the
• 1:17:24
  time. And it influenced his, his, his
• 1:17:26
  creative creativity and efficiency and effectiveness.
• 1:17:30
  So this is the second thing. Tailor your communication, know
• 1:17:33
  your people. And this is connected with
• 1:17:35
  delegation, feedback, recognition, goal setting,
• 1:17:39
  execution of goals, growth, growth goals, everything that is
• 1:17:43
  connected with, with a person's journey in your organisation.
• 1:17:45
  So this is the second thing. The third thing, don't be afraid
• 1:17:50
  of letting people go. Yes, we are tend to to to stick
• 1:17:56
  with people who we deeply we know that are not a fit, that
• 1:18:03
  are not a person with a skill set, mindset and tool set the.
• 1:18:09
  Mindset first. The mindset first, always.
• 1:18:14
  Of course, we we know after working with them for a couple
• 1:18:17
  of months or a year, years even, that they're not a good fit for
• 1:18:23
  the team, for the role, for the products, for the organisation
• 1:18:25
  itself. Sometimes there is a misfit when
• 1:18:27
  it comes to the culture because the values are different, so
• 1:18:30
  much different that a person is suffering and the organisation
• 1:18:34
  is suffering, the clients are suffering.
• 1:18:36
  So it is not selfish. It is not.
• 1:18:39
  If you did everything you could have and it's crossed everything
• 1:18:43
  from the list above, it is OK to have this conversation and just
• 1:18:47
  to support a person in the transition to another team or
• 1:18:49
  another organisation. And people are so afraid of
• 1:18:53
  doing it because they they're so afraid that they're going to
• 1:18:56
  hurt others and they're going to crush them.
• 1:18:59
  But it's really depends on how you're doing it and why you're
• 1:19:02
  doing it. So, and I did this mistake in my
• 1:19:05
  past as a leader as well. So I'm saying in out loud right
• 1:19:09
  now, don't be afraid of doing it.
• 1:19:11
  Of course, not the first thing you're doing, don't get me wrong
• 1:19:13
  here. But sometimes it's just it, it's
• 1:19:17
  just a, it's just a misfit. And you cannot measure
• 1:19:20
  everything during the recruitment process because it's
• 1:19:23
  just not possible. You kind of measure everything.
• 1:19:25
  I'm going to see something before that comes back.
• 1:19:29
  You said that the recruitment process is like marketing and
• 1:19:33
  you know ages like you're talking about Noella's work.
• 1:19:36
  Noella is the best marketing expert in the world.
• 1:19:38
  Nobody can tell me anything about that.
• 1:19:41
  If you have a problem, go report me to the British police.
• 1:19:47
  But you know, the interesting thing is what if I lied of I see
• 1:19:51
  that I can speak Polish and now Alexandra is asking me
• 1:19:55
  questions. The only thing I can say is
• 1:19:56
  Jindobra. Jindobra.
• 1:19:59
  A good start now don't don't be too harsh on yourself.
• 1:20:02
  I see a lot of jokes on the Internet these days when I light
• 1:20:05
  up my CVI can do this. And then yeah, yeah, yeah.
• 1:20:08
  I just had to put that in. Over to you, Noella.
• 1:20:14
  A couple things kind of lit me up a little bit.
• 1:20:18
  So mainly I just wanted to touch on how you're speaking about not
• 1:20:26
  being afraid to let people go. It kind of made me think a
• 1:20:30
  couple things about just from like a leadership standpoint,
• 1:20:33
  kind of, I guess what I wanted to start with is that as a
• 1:20:39
  leader, it's so interesting because if you're not able,
• 1:20:44
  well, first of all, if you're not in alignment with the
• 1:20:47
  overall vision and you're not committed to the overall vision,
• 1:20:51
  you won't be able to let people go.
• 1:20:54
  So if you don't, if you're not, I guess 100% clear on where
• 1:20:58
  you're going as a company or what the goals are or even what
• 1:21:01
  the branding is. You've worked with a lot of
• 1:21:03
  startups. When you're in that rapid phase,
• 1:21:06
  you have to be super clear on kind of what your goals are,
• 1:21:12
  what your mission is, what your purpose is, and what you're
• 1:21:15
  doing. So I think it's really important
• 1:21:18
  to be clear on that so you can let people go in the correct
• 1:21:23
  time. And I think you're 100% right
• 1:21:26
  when it comes to saying people are scared of hurting each
• 1:21:29
  other's feelings and stuff like that.
• 1:21:31
  It's really interesting when you're able.
• 1:21:34
  It's when you're not able to let the right people go and you keep
• 1:21:38
  the wrong people, your turnover can absolutely be higher.
• 1:21:43
  And then the right people will quit, You know what I mean?
• 1:21:47
  Because they come in and they think the culture, they're super
• 1:21:50
  excited to come in. Maybe they have meetings, you
• 1:21:53
  know, with the head HR person who's super clear on the
• 1:21:56
  mission, or they have meetings with the CEO or, you know, the
• 1:22:00
  top leaders, whatever. Then they come in.
• 1:22:03
  But we haven't had that same standard trickle down into the
• 1:22:06
  rest of the team. And you have someone who has a
• 1:22:09
  certain expectation, like, OK, I'm so excited to come in.
• 1:22:13
  We're going to crush these goals.
• 1:22:14
  We're going to do XYZ and I'm going to grow or we're going to
• 1:22:17
  change lives or, you know, whatever, or I'm going to come
• 1:22:20
  in here and do the best paperwork, you know, whatever it
• 1:22:22
  is. Maybe they're not like training
• 1:22:24
  and stuff like that. Maybe they are more
• 1:22:26
  administrative. But Even so, that can lead to
• 1:22:29
  higher turnover just because the people that are aligned, you
• 1:22:33
  know, kind of bring it, bring it down a little bit.
• 1:22:36
  So I think that's so interesting and so important to kind of be
• 1:22:42
  in alignment and not be afraid just because if you don't, it
• 1:22:46
  could just lead to more turnover and lead to even worse, you
• 1:22:51
  know, production and the and the team.
• 1:22:54
  So that's really good insight for sure.
• 1:22:56
  I just loved loved hearing you speak on that.
• 1:23:01
  And then with that, I guess are there any misconceptions, I
• 1:23:06
  guess about team building that you address with the method that
• 1:23:10
  you're working with right now? I feel like like you said, you
• 1:23:13
  mostly you're so good at what you do and we become so good at
• 1:23:17
  what we do because we fail and we're not kind of scared to
• 1:23:21
  fail. So what are kind of the
• 1:23:23
  misconceptions that people face with this method and that they
• 1:23:27
  work through? I think the first one, and I
• 1:23:31
  want to stay here a little bit because it's about diversity.
• 1:23:36
  I guess we, we were taught as leaders for years that you need
• 1:23:40
  to build a diversity, that the more diversity you have in a
• 1:23:43
  team, the better for everybody. And the leaders started doing
• 1:23:47
  that. And what I see right now is that
• 1:23:50
  people are so tired of this world in overall, this world in
• 1:23:55
  overall that they, they did quit doing that because it's easier
• 1:23:58
  for us to work with people who are similar to us because they
• 1:24:02
  have the same preferences of similar preferences.
• 1:24:04
  They work in a similar way, they have similar preferences when it
• 1:24:08
  comes to work environment. They have similar needs
• 1:24:11
  basically. And what what I address with the
• 1:24:15
  method is that you'll build diverse teams, but people need
• 1:24:22
  to have something in common. If they are so diverse that they
• 1:24:27
  have nothing in common, it's almost impossible for them to
• 1:24:31
  get along and it will cost a lot of effort, energy, time,
• 1:24:36
  stretch, learning for them to, to go into the level of
• 1:24:41
  understanding each other so well that they they work together
• 1:24:46
  well as as they are so diverse. So we are working on creating
• 1:24:51
  teams and team building based on yes, you need different talents,
• 1:24:56
  you need different skills. Do you need different pieces of
• 1:24:58
  mindsets? Sometimes you need people who
• 1:25:00
  are going to hate what you are, what you are doing because they
• 1:25:03
  need to tell you need to be challenged, they need to
• 1:25:07
  challenge the status quo that you are giving them and so on.
• 1:25:09
  But then what you, what you mentioned, Allah is about having
• 1:25:14
  the common goals. This is the first thing.
• 1:25:16
  So we know, we know, we know all know where we're going, why we
• 1:25:21
  are doing it. So what is the value that we are
• 1:25:22
  creating? So this is this is it and who is
• 1:25:25
  doing what again to the contracting part.
• 1:25:27
  So one of the biggest misconceptions for me is that
• 1:25:30
  this is we need to be so diverse, as diverse as possible.
• 1:25:33
  And this is not true. So this is the first one.
• 1:25:36
  The second one is A1 size fizzle.
• 1:25:38
  If I learned one tool, 1 framework, an approach, it is
• 1:25:43
  going to be copy and paste and it's going to be working all the
• 1:25:47
  time. And it is so wrong.
• 1:25:49
  That's my heart is bleeding right.
• 1:25:51
  And I see how people are coping and paste and pasting the tools
• 1:25:56
  that can be amazingly well used, but they're using them wrong and
• 1:26:01
  they're not working and they map on the tools and the tools are
• 1:26:04
  crappy. I'm not going to use them
• 1:26:06
  anymore. And it's not about the tool.
• 1:26:08
  It's never about the tool. It's about how you implement it.
• 1:26:12
  And that that's why you need bigger toolkit for you to take
• 1:26:17
  what you need and to fit it too much it into certain situation.
• 1:26:22
  This is the second. No, again it is not run
• 1:26:26
  breaking. You know discovery that there is
• 1:26:28
  no such thing and was as visual, but you would be surprised how
• 1:26:32
  many people are doing it. Sorry, sorry to interrupt you.
• 1:26:36
  In Nigeria we have a proverb. That proverb says a lazy man all
• 1:26:40
  his beams, his tool. A lazy farmer, all his beams,
• 1:26:42
  his tool. Yeah, always.
• 1:26:45
  Because it's easy, right? It's easy and there's a tool.
• 1:26:48
  I learned the tool. The tool doesn't work.
• 1:26:50
  There's a crappy tool. Easy peasy, right?
• 1:26:53
  Yeah, that's what you know, lazy people do the blended tools, but
• 1:26:59
  mindset skill set of tool set. Absolutely, absolutely.
• 1:27:07
  So I guess my next question is I'm going to kick it back over
• 1:27:16
  to AI to see where he wants to take it.
• 1:27:19
  OK, I just wanted to say that I have 7 more minutes so.
• 1:27:24
  Building relationships with people who understand global
• 1:27:28
  impact for sure, because that's a pillar of what we do.
• 1:27:32
  And obviously leadership in general just trickles down into
• 1:27:36
  every area of success. So it's, you know, we really
• 1:27:39
  appreciate having you and hearing what you have to say.
• 1:27:43
  There's like you said, we could talk about this for hours and
• 1:27:46
  hours and hours. And it's so important.
• 1:27:48
  It's incredibly important. And it's so funny just to talk
• 1:27:54
  about things that are can be so simple, can be simple, but are
• 1:27:58
  not necessarily easy to implement.
• 1:28:00
  But it impacts culture and leadership in just the success
• 1:28:04
  of all the businesses that we want to thrive just around the
• 1:28:08
  world. So it's so great to have you, so
• 1:28:11
  great to hear about your expertise.
• 1:28:14
  And honestly, it's just fun to talk to you because we're pretty
• 1:28:18
  similar. Like, you know, we're all
• 1:28:20
  analytical people, we're all musical people.
• 1:28:23
  So it's and we're all, I call it kind of try hard.
• 1:28:27
  So like we're if we're going to do something, we do it very
• 1:28:32
  passionately. You know, I can tell that about
• 1:28:34
  you. It is very passionate.
• 1:28:35
  So that's amazing to have. We love to hear and I know our
• 1:28:39
  audience needs to connect with that because that's another
• 1:28:42
  thing too is when it comes to leadership, sometimes there is
• 1:28:47
  this strange, strange notion sometimes where you have to like
• 1:28:54
  have a certain like a certain mask to where you have to be
• 1:28:59
  strong or be whatever, you know, whatever it is, depending on the
• 1:29:03
  industry you're in. We have a lot of tech people,
• 1:29:05
  lot of tech people that TuneIn and I love to speak
• 1:29:10
  passionately, speak openly about what really leads teams.
• 1:29:15
  Hang on. I think my daughter is yelling
• 1:29:17
  for me so I'm going to mute my mic really quick.
• 1:29:19
  Authenticity is key. Authenticity is really, really
• 1:29:24
  key to what would you. And of course, you know, that's
• 1:29:26
  one of the reasons why we really, really appreciate you.
• 1:29:29
  I'll put you through a quick fire round real quick so that we
• 1:29:32
  can get your testimonial on the podcast as well.
• 1:29:36
  So what is one word, just one word that describes your
• 1:29:42
  leadership style? Authenticity.
• 1:29:47
  Whoa. You stole my word.
• 1:29:51
  You stole my word. We need to bring a war to
• 1:29:55
  Warsaw. Because when Poland saw war,
• 1:29:58
  they ride. Whoa.
• 1:30:00
  OK, who's the leader? Past or present you deeply
• 1:30:04
  admire? Then why?
• 1:30:09
  You know, I, I think it may be an outrageous answer, but I
• 1:30:14
  admire Elon Musk and not a person, yes, but what he does,
• 1:30:20
  the intellect, what he does with all those businesses that he's
• 1:30:23
  running, I admire that. Yeah, I love that.
• 1:30:28
  We we will do great business together.
• 1:30:30
  The crash, there's something, there's something.
• 1:30:32
  I honestly is very important to be able to separate the artist
• 1:30:37
  from the art. And that's exactly what you have
• 1:30:40
  done. A lot of people don't have that
• 1:30:42
  ability. So.
• 1:30:43
  And of course, the three of us have that ability to separate
• 1:30:46
  the artist from the art. And yeah, we, we we really,
• 1:30:49
  really appreciate you. OK, So if you could give your
• 1:30:54
  younger self a piece of advice, what would that be?
• 1:31:03
  I think that I would tell her to let go more, so let's go more of
• 1:31:11
  the beliefs I have, the desires I have, the dreams I have
• 1:31:16
  because they're mine and not all the people that are around me
• 1:31:20
  have the same ones and that's OK.
• 1:31:22
  So at this juncture, I want to say very, very big thank you to
• 1:31:26
  you. I want to see this on the
• 1:31:28
  podcast when a person shares the time with you to share their
• 1:31:32
  life with you because the SI unit for measure in life is
• 1:31:35
  time. And of course, love and respect
• 1:31:37
  to you. Been on the show today, Noella,
• 1:31:41
  at the last words. And of course, if you want to
• 1:31:43
  give a shout out to anybody, let us know.
• 1:31:46
  Yeah, I just want to definitely thank you so much for your time.
• 1:31:51
  It's honestly been amazing to hear you.
• 1:31:53
  I know our audiences, so I don't want to say thirsty, but yes,
• 1:31:59
  thirsty for this type of knowledge.
• 1:32:01
  We're all passionate people for sure.
• 1:32:04
  And having that expertise and having these systems are just
• 1:32:08
  imperative for whatever industry we're in right now, whatever
• 1:32:11
  phase of business we're in right now.
• 1:32:13
  So just thank you so much for spending time with us and giving
• 1:32:16
  so much knowledge, so much experience, and so much of your
• 1:32:20
  energy. It's really appreciated.
• 1:32:22
  You're such a pleasure to have, so thank you so much.
• 1:32:25
  I guess my only other. Yeah, I would love to maybe even
• 1:32:29
  book another session to do the second part because we would
• 1:32:31
  just like we could just talk forever, forever about
• 1:32:35
  leadership. So yeah, if we can, absolutely.
• 1:32:38
  But it's just been such a pleasure either way.
• 1:32:42
  The pleasure is mine. Thank you for having me.
• 1:32:43
  And you know what? I love talking with other
• 1:32:46
  passionate people about shared passion.
• 1:32:48
  So creative value together. 1 + 1 + 1 is more than three in our
• 1:32:52
  case. So thank you for having me.
• 1:32:54
  Boom, boom, boom, boom. Let's go to the audience, guys.
• 1:32:58
  Guys go like, subscribe, share, share with your, your, your
• 1:33:02
  family members, your friends, even your exes, right?
• 1:33:05
  And your enemies. Just keep sharing.
• 1:33:09
  Sharing is goodbye from us guys.