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The Motivate Mindset with Tucker Miller · Military Broadcast Radio | MBR Talk

1:02
Or want to not just learn, but want to.
1:05
But I think that that. Yeah, boss.
1:18
I mean, welcome to the motivated mindset.
1:19
I'm your host, Jose Flores, proud Latino, born in Brooklyn,
1:23
raised in the Bronx, NY, A a retiring CEO, a veteran with
1:27
over 30 years of military service, and someone who
1:30
believes that our greatest chapters are often written after
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we face our greatest challenges. You know what I'm saying?
1:38
And in my journey has taken me from the streets of New York to
1:42
the battlefields around the world, serving our nation in
1:45
places like, you know, Afghanistan, Iraq, you know, and
1:48
of course, Germany, Korea, Central America, and of course,
1:52
various places around the United States.
1:54
And my commitment to serve continuous ICE transition into
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the federal government where I had the privilege, privilege of
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serving as a Department of Defense civilian and later with
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the Department of Housing and Urban Development.
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And throughout my federal career, I had the honor of
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working with some incredible leaders, mentors, and
2:16
individuals who reminded me that leadership is not a, it's not
2:20
about a title, It's, it's about influence, integrity, and the
2:23
impact that we have on others. And that's what the motivated
2:28
mindset really all about. Recognizing the people who pour
2:32
into US, learning from their wisdom, and sharing stories that
2:36
inspire others to keep moving forward.
2:40
Every person has a story. Every challenge I say has a
2:44
lesson. Every set back can be can become
2:47
a setup for something even greater.
2:49
Whether you're a veteran transitioning into a new
2:52
chapter, a leader trying to make a difference in a in an
2:56
organization and entrepreneur chasing a dream of someone
2:59
simply looking for motivation to get through today.
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Look, remember this, your mindset matters, you know what
3:07
I'm saying? And that's what that's so
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important. But before we get started, if
3:13
you value what you hear today, if it, if this vibes with you,
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you know, if this conversation inspires you, if you appreciate
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the interviews, right? The energy, what's up, my
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people. That's why I bring it every day.
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And the message, all I ask is support our YouTube channel.
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Use that, that, you know, all you got to do is get that QR
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code, but no hit like hit subscribe and share it with
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someone who could use a little motivation.
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Look, your support supports our team, you know, continue to
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bring powerful guests so we can continue to bring powerful
3:48
guests, meaningful conversations and purpose driven content.
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That's key straight to you. All right, Familia, you know,
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now let let me go and let me introduce you to our amazing,
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amazing guest. I'm excited to introduce to you
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Tucker Miller, a leader who understands that great
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leadership isn't just about having a title.
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It's how you show up, how you communicate the impact the
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people around you, right? Tucker brings more than 35 years
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of experience as an attorney, HR executive, business leader,
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consultant, executive coach, and she is a founder of Onward
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Leadership, where she helps leaders communicate more
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clearly, lead more courageously, build trust, and create high
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impact cultures where people can thrive right.
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She is also the author of 1st 4 words, a practical guide to
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starting difficult conversations, you know, with
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greater confidence and ease. And what I really appreciate
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about Tucker's approach is that she combines a can't can do it
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with compassion and accountability with support.
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Understand that because leadership isn't just going to
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say it's about getting results. It's about how you get those
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results and how people how people you bring with you the
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people you bring along along the way.
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So today, today we're going to talk about leadership, difficult
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conversation, accountability, trust, culture and what it
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really takes to become a better leader.
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So let's welcome Tucker Miller. Give me a moment.
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The interview of the week is brought to you by Jersey Mike's
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a sub above. All right.
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Welcome, Tucker. Man, thank you for being here.
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Thank you for having me, it's great to be here.
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Who is stupendous? So before we get into all the,
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you know, the titles and everything, let's who who is who
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is Tucker Miller? Who is Tucker Miller?
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Well, I live just outside of Seattle, if you're familiar,
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it's Bellevue is where I'm at, so on the other side of the lake
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there, but in the Seattle metropolitan area.
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And I've lived here since probably the late 70s, but
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before that, I felt like I lived in a lot of different places
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throughout the continental United States.
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My dad was a military officer and we thank him for his
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service, as we thank you for your service.
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But I'm going to shout out to all the families that move along
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with those heroes. Thank you for your service as
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well. And I felt like we all put our
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time in. So I am married for 34 years.
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I have two adult children and a daughter-in-law and I have two
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grandchildren and couple of sisters and a few a few
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relatives in this area. But most of my roots are from
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Ohio. Wow, wow.
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What is it raining right now in Seattle?
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It's so funny that you asked that because we've had an
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amazingly dry and sunny summer and it poured like crazy this
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morning. But it's in the process of
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clearing off. But I know you've, you've been
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out this way. You know what it's like.
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We have more Gray days than sunny days for sure.
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Oh my goodness, yeah. I, I had the the privilege of
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being stationed there. You know, I when I forgot that
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was why they have so many bars here and and two years, you
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know, in down Tacoma. Now I know why because of the
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rain. But it is a beautiful place.
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I did enjoy it. You know, it's just hard when
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you're in the military and you at Yakima in the rain training.
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That was before. Oh my goodness.
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Well, Yakima, any type of weather is going to be kind of
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tough. So you come on over to the other
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side of the mountains. It's a little little easier,
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little more beautiful, I think, not to knock Yakima, but it it's
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definitely tougher over that part.
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Yes, ma'am. It is, it is and no that.
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Thank you for sharing that. So you've you spent more than 35
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years, right moving through? In yeah, in business, yeah.
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Is in business. And yeah, largely in business.
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So I graduated from law school and took a in house legal
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department role for a company here in the Seattle area.
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And that was 35 years ago, give or take.
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It's been a long haul through different iterations, different
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roles, but. Lots of experience and I know it
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was like HR consulting, sales, senior leadership development,
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all that. Well, in in pieces, it was sort
8:36
of, you know, saying yes to the next thing and the next thing
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and the next thing. And, and people have asked me,
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you know, how did you get the kind of career that you had?
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And I said, I kept saying yes, trusting that I would figure it
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out and. In.
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In all but maybe one or two places, I figured it.
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I figured it out well enough, but I really excelled in almost
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every role that I had. Yeah, because I mean, like, you
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know, what, was there any, let's say, was there a threat
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connecting all those different chapters that they're all of
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your life? Yeah, I think leadership was it.
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So I, you know, started out as a trial attorney, I was a risk
9:16
manager, then I was AHR executive and then on and on and
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on. But the willingness to say yes
9:24
to new experiences and be confident in my ability to lead
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in all those uncertain and new places and help other people
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around me is probably the through line.
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The the passion for helping and serving others is really
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consistent. And, and, and you've worked with
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leaders at some pretty high levels.
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You know what would like, What have you learned about
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leadership that you wish someone had told you, let's say 35 years
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ago? If there is such a thing that
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you know? Well, we all get better at
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leadership as we practice more leadership, and the best leaders
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are committed to continuously learning and experimenting.
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You never arrive at that place where I got it now.
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You never do. You're constantly refining and I
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think that's where you know, some of the lessons that have
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been the hardest and most valuable that have been formed
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my leadership have been in raising my kids and working
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through my marriage. And I, I think those are very
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transferable skills. And I get a little bit more
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grace in those places from people who love me and are going
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to be here for the rest of our collective lives.
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Practice and refine there. But all those insights we take
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forward and pluses and negatives we take forward and we keep
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getting better. I do have to agree with you
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raising, raising children, you know, it's come challenge it in
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marriages. It does.
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It does translate to that because, you know, every time,
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like when I used to PCs go to another unit, I had to adapt to
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the my new leader. What was their pros and cons?
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What did they need from me? Oh, my goodness.
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Yeah. Some were good.
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Some were like, OK, I'm only here for two or three years and
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it's time to move on. You know, it's so funny that you
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say that because people will often think about what's the
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best leader that they ever worked with and that's going to
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be their model leader. And I'll say yes.
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And what was the worst leader that you worked for?
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Because if you can illuminate what what made them the worst,
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you've almost defined the recipe for what you want to take
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forward. I don't want to be this person,
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and I find that people have a much more visceral reaction to
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the leaders they hated and don't want to be like that.
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They're almost more informed, formed decisions, more
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informational in the ways that they want to lead forward.
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So yes, best is good. Worst is even better.
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Yeah, no, absolutely. But you know what, 'cause you
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know, like in most like you know, when I first came in your
12:19
private, everybody learned, but sometime having some of those
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leaders that were not as effective, I learned from that
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too. Yeah.
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You know, I I do tend and let me somebody, somebody LinkedIn use,
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I'm going to put it up. It says Miss Tucker is awesome
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from Yvette. Well, I know of that, and I
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think she's pretty awesome too. I know you do too as well.
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Jose. Yvette and I have crossed paths
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so many times I can't even recall, but she's wonderful.
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Yes. That is that that is stupendous,
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you know, and I really so I want to talk about you found that you
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found that onward leadership. You know, what problems did you
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see an organization that made you say, you know, we need to
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approach leadership differently? Yeah.
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Well, the first piece, the first part of the answer is, you know,
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why leave a Kush corporate role to go start your own business.
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And there may be any number of reasons, but I had gotten to a
13:16
place where I had really been the voice for a lot of things
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for the other organization I was with.
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And as passionate as I am about their their mission, it wasn't
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my mission. And my mission was really around
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helping leaders lead more boldly and confidently, to have the
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kind of influence that makes them proud to lead and their
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organizations really support them in that.
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And I was particularly interested in supporting women
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leaders. You know, at this stage of my
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career, this is my last iteration of my my various
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versions. And I thought, what's the
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legacy? I want to leave and I want to
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leave helping leaders lead better, boldly and more
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confidently. And particularly focusing on the
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needs of women leaders. And what I did not expect was
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focusing on the needs of women leaders means that I'm working
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almost more with male leaders than women leaders.
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Because at this stage in our world, we still have men who are
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at those highest levels that are working to bring women up and
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into those roles. So I, I've adapted to really
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focusing on the needs of men and women and others as they lead.
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But that's the passion to find my own spin on what leadership
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is. And you know, it's sort of the
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Boy Scout rule to leave my campsite better than I found it.
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My campsite, as we've mentioned, wasn't always the best, but I am
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determined to leave it in the best way I can.
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And I, I remember thinking during COVID, there were two
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questions that came up to me as I was thinking, should I stay or
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should I go? What are the risks, etcetera.
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And the first question was, what regret do I not want to have at
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the end of my career? And the second one was, who do I
15:22
want to hang out with? And those two questions were
15:26
very clarifying for me of it's time for me to start my own
15:30
company and, you know, look to support leaders in a much more
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specific, confidential, intimate way in the work that I do.
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No, I I agree. I know my dad used to tell me
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the same thing. You borrow a shovel.
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Turn it in better than what you borrowed it.
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Definitely sharper, cleaner oiled.
15:53
Yep. No, and absolutely and we've got
15:56
some shout out so tracer rounds that's one of our podcasters
16:01
here. She's saying let me see where is
16:03
there we go. It's a hello Jose and Tucker,
16:06
hello. Awesome and let me see we had
16:10
somebody from I think it was MJI want to say hello MJ, how are
16:13
you? She said she said hello.
16:15
That's it. Roger, hello.
16:17
We actually said, I wrote back to there we go.
16:20
MJC said good afternoon. That's another one of our
16:23
podcasts are here. But we, we have a question and
16:27
let me see the question. It says today's topic is the 1st
16:31
4 words, a leadership strategy that gets resolved.
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Follow up by what 4 words define the legacy you want to leave as
16:40
a leader. I guess I'd put that out to your
16:44
audience. I'd love to hear what they would
16:46
say. Let's play with that.
16:50
So the whole idea of the 1st 4 words is we make the most
16:55
impactful conversations either too diluted with too many words,
17:00
or we make every conversation that we know we need to have,
17:05
but nobody's having it. We make it too difficult because
17:09
we're trying to plan the whole Dang thing ahead of time and
17:12
we're anticipating all the bad reactions.
17:15
So if we think about what's 4 words that I would use, the
17:18
first thing I would say it's 4:00-ish words. 4 words is a
17:22
sweet spot, but if it's five or six, we don't worry about that.
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But we want to be succinct. And I would say my 4 words and
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Jose, get ready. I'm going to ask you for years.
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Oh my goodness, I saw you take some water.
17:37
So let's, let's think about this.
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I mean, that's, that's the value is if I have to boil it down to
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4 words, I'm going to be much more intentional, more
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thoughtful and more prepared. And I wasn't prepared for this
17:51
question, but I I help leaders thrive.
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Oh, so you can use it in a sentence?
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Yes. Yes, a force forward phrase.
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I see. OK, OK.
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You're my audience. Anybody I need I need getting a
18:14
foot here. What's Jose's 4 words?
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Yeah, no, I have 4:00. I have the four words.
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I was just going to say the four words, but now I'm trying to put
18:23
it in a in a sentence like that, can you say yours again?
18:27
I help leaders. Thrive.
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I help leaders that that is that is awesome.
18:32
I help leaders thrive. OK, yeah, I'm not good at
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putting things that can I just does it have?
18:40
Can I just say my 4 words? Yeah.
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Just or do we have to I mean, so I build it resilience,
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resilience, faith, motivation and compassion.
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That's fantastic. That's that's what, when I think
18:56
of what is it that those are the four words that resonate with
18:58
me, 'cause yeah, so that would be it.
19:01
Yeah, those are, yeah. Well, that's very much in line
19:04
with with your podcast and and your life as I've gotten to know
19:09
you. I love that you started with
19:11
resilience. So very frequently I'll work
19:14
with leaders and let's say I just need to be more confident.
19:18
It might be a leader that's been promoted to a new role and
19:22
they're feeling a little over their skis.
19:26
And how do I get more confidence?
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I think they sort of expect that I'm going to poof, make you more
19:31
confident or something. And I, I think confidence is a
19:35
bit of a misdirect. And I love that it wasn't one of
19:37
your words. Resilience is the key to getting
19:41
more confidence because you only get more confident by being over
19:46
and over uncomfortable, not confident.
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And then suddenly you do it enough times and you realize I'm
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OK with this, I can do it. You know, it comes back.
19:58
We realize it in the look back. That wasn't such a big deal.
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I got this now. And then there's the next thing.
20:05
But really building that strategy around resilience.
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What are the ways that I can build that muscle?
20:13
Guaranteed best way to become more confident in leadership and
20:19
in life. Yeah, wow.
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So that makes perfect sense. Yeah.
20:25
We, we, we do have a LinkedIn user, I think her name is
20:28
Yvette. And this is what she says.
20:30
She says I inspire through action.
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Love it, love it. Inspire through action.
20:37
Yeah, we don't just Mull it over.
20:39
We do stuff right. Yeah, one of the and I have to
20:43
say that a lot of the things like those words in different
20:46
parts of my life, the resilience definitely came from the
20:49
military side. Some of the things we go
20:52
through, you know, and, you know, and, and the motivation.
20:56
So all these when I'm I'm thinking of the words, I, I'm
20:59
actually like, OK, why did I come up?
21:00
I understand why, right Sense, you know, and, and I know
21:05
another thing is grace. Sometimes giving ourselves grace
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and that's. True, that's true.
21:12
That's what we. Mean by that?
21:13
No, no. Thank you for sharing that.
21:14
Yeah, I got some new word. Now I know how to use it.
21:16
I know. Yeah.
21:19
What we're going to do, we're going to take a quick break, but
21:22
when we come back, I want to talk.
21:23
Some of the things I would like for you to talk about is when
21:26
you say that organizations, you know, say they may not call
21:30
because they may not need another leadership program.
21:33
But when they call a leader, you know, when they call a leader's
21:35
behaviors affecting, let's say culture of retention,
21:38
performance or trust, you know, and what are some of the warning
21:41
signs that an organization shouldn't ignore?
21:44
So we're going to take a quick break.
21:46
When we come back, we'll re engage.
21:47
Maybe we'll give our audience some time to come up with some
21:51
questions or some comments. So let's take let's take a
21:53
quick, quick break here. And I think you're going to like
21:56
this snakes, this snakes commercial.
21:59
Here we go. Thank you.
22:00
We'll be right back. The station where our veterans
24:59
voices are heard. MBR talk.
25:01
Hey thanks for tuning. In Welcome Back are those of the
25:07
speakers and do not necessarily reflect the views or positions
25:12
of any entities they represent. The web at MB radio dot.
25:18
All right, welcome back. Welcome back.
25:20
All right, Tucker, what did you think of that, that video?
25:23
I loved it. I thought it was great.
25:25
You were right, I liked it. And you can't spell hero without
25:29
her. Without her.
25:31
I totally agree. And when we left, we wondered if
25:34
we talked about what are some of the things that organization
25:38
should not ignore when you know, based on what the question I
25:43
asked. Yeah.
25:44
So this comes up most frequently when it's a company that's
25:48
hiring me and they are saying, here's our issue, here's our
25:51
problem. And sometimes it's we've got a
25:55
doctor, a high level individual, someone who's just receiving a
25:59
lot of complaints. And if those complaints are
26:02
perhaps, you know, not a direct violation of a policy or law,
26:08
but we got to keep them in their high profile.
26:10
We need to restore the reputation.
26:13
That's the kind of person that I will end up working with from
26:16
time to time. The complaints become really the
26:21
signal if you've got someone who is the subject of a complaint
26:26
and people might characterize the complaint as discrimination,
26:31
harassment, any number of things.
26:35
And and then there's the findings.
26:37
So particularly where the findings don't necessarily
26:40
support the violation that's claimed, but there's still an
26:44
opportunity to address those behaviors.
26:47
That's someone that I'll get called in to work with.
26:51
And then there's more often what I'm seeing is companies saying
26:57
we have this amazing leader who's so critical to the role
27:00
that we've assigned them to because they're so smart, but
27:04
they can't quite make the transition from all the tactical
27:08
kinds of things that they've done as a contributor.
27:11
We now want them to elevate and take on this higher level role
27:15
where we need them to be visionary, strategic,
27:18
influencing people in positive ways and they need to level up
27:22
their skills. And that's happily the a friend
27:27
that I'm seeing more often in my client base because it's really
27:30
taking a high performer and now helping support them have high
27:36
stakes conversations of a whole broad range.
27:40
And to do it more effectively in ways that further not only the
27:44
organization and their culture, but their own individual career
27:48
and their teams. So I'm thinking about, you know,
27:53
what are the things that you might watch?
27:54
One is turnover and complaints when people people don't stay
27:59
with the company, they stay with the leader.
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So when they're not staying, what's the problem?
28:03
Look to the leader. And when I talk with leaders,
28:07
oftentimes they'll tell me we used to be great, but this new
28:12
generation or since COVID, you can't hire any good people when
28:17
their problem is always outside of themselves.
28:20
I would say that's also a little insight into we need to start
28:26
with the leader here. They think the problem's
28:28
elsewhere, but let's look in the mirror and figure that out.
28:32
But you have to approach it kind of carefully because the last
28:35
thing I want is anyone shutting down and becoming defensive.
28:38
It's it's a journey, it's a process.
28:41
It is and and I want to come back to that, but there's a
28:44
question that just came up and the question is what is the
28:48
leadership behavior you believe creates the biggest long term
28:52
impact? First thing that came to mind
28:58
and now I'm editing and and adding one more thing.
29:01
But the first is the leaders who listen and take action on what
29:05
they hear. That is powerful.
29:09
That's how they build and maintain trust.
29:12
And they're also consistently telling the truth, the truth,
29:25
Not their truth, not a workable truth, not the truth that people
29:29
might want to hear, but they're telling the truth and they're
29:32
giving accurate, timely information of what they see.
29:37
So it's both. It's a combination of I'm
29:39
listening deeply and prepared to take action, and I'm also
29:43
telling the truth that will help us collectively move forward.
29:48
So that's very important when you talk about the truth, cause
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you know, because I, the question I wanted to ask is
29:53
like, what's 1 mistake people, leaders make in the 1st 30
29:57
seconds of, let's say, a difficult conversation?
30:01
When you, when you say trigger, I mean, we say the truth like,
30:04
you know, just make. Can you tell us more about that,
30:06
Tucker? The biggest mistake leaders
30:09
make? It doesn't even take 30 seconds.
30:11
OK, OK, it takes 2 seconds. It's like, that's going to go
30:15
badly. I don't have the time for that.
30:18
I'm not going to have the conversation.
30:19
I hope they work it out on their own.
30:21
They'll figure it out. I'm not going to have that
30:24
conversation. The magical thinking that
30:27
happens to justify The Walking away and avoiding the
30:30
conversation is #1 the biggest and most consistent mistake I
30:36
see leaders and humans making repeatedly.
30:42
Wow. OK.
30:43
So it's even before that. OK, got it.
30:45
It's it's immediate like, oh, that's going to be hard or I
30:51
can't tell that kind of truth. So I'm going to water it down
30:55
and you know, I'm going to use my sandwich method or whatever
30:59
we do. And usually what happens in the
31:02
1st 30 seconds after they've decided not to have the
31:05
conversation is that then you start building out the narrative
31:09
and the story that explains why it wouldn't make sense to even
31:13
try to have the conversation. That's that's really undermining
31:18
because the more caught up we get in the story that we create,
31:23
the harder it is to bust through that.
31:25
And you're all about mindset, you know, that's once that
31:30
becomes your, your truth for why it doesn't make sense to try and
31:34
have these conversations with someone.
31:38
It's really hard to shift it. That's why coaching is so much
31:43
more effective, I think, than training because training is a
31:47
single event, but coaching is over a period of time in a safe
31:52
environment. You're going to try some things.
31:55
We're going to look at what your results are.
31:57
We're going to tweak it or toss it and try something new.
32:01
But it's, you know, much more iterative and immersive kind of
32:05
experience for leaders to breakdown that habit of I don't
32:11
even want to go there. Right, no.
32:13
And, and you're right, it's more than so when I was in, it's
32:16
called it through the, the 360, the whole person from, you know,
32:20
counseling and, and some of the things that have nothing to do
32:23
with civilians, but we even had to know their shoe size, the
32:27
anniversary of spouses. And it was the whole 360 and
32:31
having that conversation, not like once, you know, a quarter,
32:36
but every day, just engaging, having that.
32:38
How you doing, soldier? How well, how are you?
32:40
Hey, how's your family? Your your daughter's birthday is
32:42
coming up. Having that engagement really
32:45
makes a difference on the performance, I think, I think.
32:49
It really does. So that takes us to the the
32:52
often quoted Maya Angelo quote where people won't remember what
32:56
you say, but they will always remember how you made them feel.
32:59
Yes. That's how we build that kind of
33:02
rapport with people. Absolutely no.
33:05
Yeah, you you're absolutely correct.
33:06
And it took I'll never forget the first time I was in Fort
33:09
Hood, TX and clean. I was like a private that's like
33:12
nothing. And here I am.
33:14
And my saw he tells me you got to take care of those two
33:17
individual who were lower grade than me.
33:19
And I'm like, I can't even take care of myself but.
33:23
He believed in you. Yeah, And what that forced me to
33:26
do was to. OK.
33:27
And he gave me his. Here's the book, here's the
33:29
outline. This is what you got to do.
33:31
And it forced me to not only take care of them, but also how
33:35
to take care of myself. Yes.
33:37
That was another thing that I make mistakes.
33:39
Absolutely. So you're absolutely correct.
33:41
What you just said about, you know, the whole mindset things,
33:45
you know, that is that is crazy. But yeah, here we are.
33:49
And I'm doing better so. Well, I love the example that
33:53
you gave of. I don't even, I don't even know
33:55
how to do it, but I'm going to step in there and do it and help
33:57
these guys improve. But you ended with the most
34:00
important insight. And I see this a lot with the
34:04
people that I work with. I improved, I may have even
34:08
proved more than they did, but I got better for having had that
34:12
stretch experience. And I, I see this a lot with
34:16
leaders who have someone who's not performing to expectation.
34:21
They're not meeting the expectations.
34:22
And so, you know, in the corporate world, there's the
34:25
performance improvement plan that you have to administer and
34:29
people hate the process and it takes so long.
34:31
And I said guaranteed at least one of you is going to get much
34:35
better for having gone through that process.
34:39
And it's definitely going to be you.
34:41
If the other person improves, that's a bonus, but you're going
34:44
to be better for having walked through that.
34:47
And you know, time and time I see those results.
34:51
Oh my God, that, that is hilarious.
34:53
I mean, when I think about it, I was like, I, I wasn't even
34:56
shaving yet. And I'm talking to forget it.
34:59
It's, it's great. But all those experiences when I
35:02
became a senior leader, I remember those things.
35:05
And I remember because sometimes real quick, you forget that one
35:09
time you were there and somebody gave grace, somebody gave you an
35:13
opportunity when you made a mistake, you know?
35:16
That's right, and that's right. But I've been in organizations
35:20
with they don't they burn you. They try to, you know, because
35:23
you made one more. Yeah, it's.
35:24
Not yeah, it's the worst. It's the worst.
35:28
I was doing something with a group yesterday and I said,
35:32
well, another meeting down and it didn't go perfectly.
35:35
And I left the response that someone said, no, what we love
35:38
about the meetings said, you know, I was leading.
35:41
But what we love about these meetings is they're so perfectly
35:44
imperfect. That's where the humanity and
35:47
the humor shows up. So, you know, we're not we're
35:51
not launching missiles here. We, we have some room to be
35:55
showing grace. So where we do?
35:57
Let's do. Absolutely.
36:00
And what I want to do, Tucker, is bring up your website.
36:04
Let's talk about your website, some more questions that come in
36:06
and then you can talk about any leaders out there, anybody that
36:10
needs to use it and I'll bring it up.
36:12
OK, I'll give it to you. It's all.
36:14
Yours. There it is.
36:15
Yeah. So Onward, leadership.com, this
36:19
is where you can find me. I also have, and I know you'll
36:24
show it a little bit later, but I also have a bi monthly
36:28
newsletter that I post on LinkedIn that is real
36:32
conversations, real insights, real lessons learned to help
36:36
people have some practical approaches to dealing with the
36:39
challenges that all of us as leaders face.
36:42
I, you know, encourage you to take some of those that are
36:46
written for business environment.
36:47
And I would say just as we take our our personal and transfer it
36:51
to business, I think you can take some of those business
36:53
insights and transfer it to how you might parent or lead within
36:57
your own personal life. So real conversations, real
37:01
leadership, real impact. That's what I'm all about.
37:03
How do you level up your impact? It's literally one conversation
37:08
association at a time. Are we building and sustaining
37:11
trust or are we behaving in ways that might deter or detract from
37:17
that trust? So that's the key.
37:23
And then in terms of what I do, I provide workshops and
37:28
training. I am also a certified
37:30
facilitator for civil treatment. Those of you are familiar with
37:34
or certified through Eli, you will know that training very
37:37
well. Workshops and training.
37:40
I also have some of my own workshops that I do.
37:43
I work primarily right now as an executive coach working with
37:47
organizations of various sizes. And I'm right now working quite
37:51
a bit in healthcare and with some technology startup
37:55
companies. But I'm open to anything and
37:58
that's really what one of my passions.
38:00
I love not only working with individual leaders, but I love
38:03
understanding how's the business work.
38:06
How do we level up your influence in the business that
38:09
you're in? And I do take individual
38:12
coaching clients from time to time.
38:14
They will reach out to me and then keynotes.
38:18
I love speaking and supporting people.
38:23
Yvette who who welcomed us initially, she knows me through
38:27
keynotes primarily. So she's I'll let her vouch for
38:30
me on that. But that's great fun.
38:34
Yeah. And then here's my contact
38:36
information. This is on my website.
38:38
You can reach out there and ask any questions that you want and
38:44
also find me, as I mentioned on LinkedIn and there's my topics.
38:49
These are things that I do and teach.
38:52
These are frequently things that people ask for.
38:55
And as I mentioned, I also do the civil treatment workplace
38:59
training and the various iterations of that.
39:04
And my book, I have my book right here.
39:06
You have the book represented there.
39:09
The 1st 4 words. This is really the I almost
39:14
think of it as a love letter to the leaders I was working with
39:17
who constantly challenged me about I can't have that
39:20
conversation. There's no point in having the
39:23
conversation. And I've already decided how
39:26
that conversation is going to go.
39:28
And I thought, what's the sweet spot?
39:30
That's just enough. Not so much that everyone gets
39:34
lost in all the explanations and apologies and whatnot, but just
39:39
enough to really get it started in a meaningful way and we stop
39:43
and listen. So when you were asking me what?
39:46
What do leaders need to learn to do better?
39:49
Get more concise because you've got very few seconds to get
39:52
people's attention and then createspace to just listen to
39:56
what the reaction is and trust yourself to know what the next 4
40:01
words are. The goal being that you're
40:03
working towards resolving the issue and not walking away from
40:07
the problem. Let me mention.
40:11
I checked just before we went Live Today.
40:15
Apparently Amazon is temporarily out of stock with the book.
40:19
You can get an ebook version of it for your Kindle, but Barnes
40:24
and Noble does have copies available if you want to buy the
40:27
book online. And and Tucker, and that's your
40:30
e-mail that people can reach out to you also, right?
40:33
Yes, yeah. So if you can't find it and you
40:35
want to just e-mail me, I will make sure that you get a book.
40:40
Cool beans all right all. Right.
40:41
Yeah, Connect, How to connect? There's that LinkedIn and then
40:47
there's my website address. So would love to hear from
40:51
anyone who's interested in learning more.
40:54
And thank you very much for putting that up for everyone.
40:58
One team, one fight. One team, one fight.
41:01
That's that's how we, that's how we roll up in here.
41:03
That's how we roll. I love it.
41:04
You know, so we we have some more questions, but I needed to
41:08
get that out of the way. And here's the next question.
41:10
And the question is, what question should every leader ask
41:15
themselves daily? What's the conversation?
41:22
I'm avoiding that has been incredibly powerful for the
41:29
leaders that I work with because everyone has some conversation
41:36
that they're waiting for people to have and nobody's having it.
41:40
And this is where we look at who's a leader and who's a
41:44
follower. And if you put yourself in the
41:46
place of leader, I want to identify what's the conversation
41:50
I'm avoiding. And the next question is, why
41:53
aren't you having it? Go have it.
41:55
Say it in four. That's really critical.
41:58
Just say what you know already. No apologies, no blather.
42:06
I have some feedback. Hey, have a minute.
42:10
Here's what I'm seeing. Really simple, but it's just
42:14
enough to start the conversation.
42:16
Yeah, yeah. No, thank you for that.
42:18
We and we have another one. And this question is I hear you
42:22
talk about leadership and legacy.
42:24
What would you, what would you, what would you thank your
42:28
youngest self for? What would you?
42:30
Yeah. What would you do?
42:31
I guess that what would you? Think, yeah, what would I thank
42:33
my younger self for? There we go saying yes over and
42:39
over and over because every yes gave me the opportunity to get
42:46
more and more aligned with my talents and skills.
42:51
And so I feel like I'm living the best life.
42:54
But, you know, back in the day when I started out, there was no
42:57
such thing as an executive coach.
43:00
You don't start out in your 20s being a keynote speaker.
43:03
Like, what the hell are you going to talk about?
43:05
And who's going to believe anything you have to say?
43:07
I know there's people out there, but I come to the work that I do
43:12
now with so much story and insight and application, and I
43:19
am grateful for every hit and miss along the way.
43:25
No, absolutely. And we have, let me see, nothing
43:28
else. Did we talk about this?
43:31
I guess, yeah. What's 1 take away?
43:33
You want every listener to apply today.
43:36
You know what's a good take away?
43:38
So the the best take away is what's the conversation you can
43:45
start believe if everything you might want is on the other side
43:52
of a conversation you haven't been having, what's the four
43:56
words that will get you into that conversation?
43:59
Because that's where you really start to see magic develop.
44:04
I want a promotion. Let's move to Australia, let's
44:09
have a baby. It doesn't matter what the
44:13
conversation is, but if you can think of the one that you're
44:17
hesitant or fearful about, put it in a forward phrase, get
44:22
comfortable with it, and then go have it.
44:26
That is, that makes perfect sense.
44:28
Yeah. But sometimes we contemplate
44:30
things but we don't take the execute the phase of it.
44:34
You know what happens. I think we imagine that all the
44:37
planning is the action. We can go back to a vet on that.
44:41
She said she she helps people take action.
44:45
Planning is not action. Planning is procrastination.
44:49
Get into your life. Live your life well.
44:54
Absolutely. No, no, no.
44:56
Tucker, thank you for the information.
44:58
Is there anything we didn't cover or something you would
45:01
like to leave the audience with before we we get as we get ready
45:05
to close out? I, I think you have everything
45:08
that's ripe and ready right now. I've got a lot of things that
45:11
I'm working on. I, I'm hesitant to put too much
45:15
out there because I'm still working on it, but please
45:19
continue to follow me. If you're interested, reach out.
45:22
I'd love to have a conversation with anyone who's curious and
45:27
we'll stay in touch. Oh well.
45:29
Oh absolutely. I want to say thank you for
45:31
being on here. Spin stupendous.
45:33
You made me think about them. 4 words.
45:35
I got it. I.
45:35
Good. Well, I have muchas gracias,
45:39
Jose, I didn't I didn't tell you that I have over 1300
45:45
consecutive days on Duolenco Spanish.
45:48
What? We should have been doing this
45:50
in Spanish. Necesito practical.
45:56
You know, I, I have a vet who has to correct me because I'm,
45:59
we use Spanglish in New York. City.
46:01
It's not like real, you know, you know, but, but I want to say
46:06
thank you, ma'am Tucker, for being here.
46:08
And I, I want, I'm always learning something.
46:11
And I, I was going through your website and it was, it was
46:13
really good, concise, clear and, and to the point.
46:17
It was easy to read. So I ladies and gentlemen,
46:20
please take a look at that because it really is good.
46:22
I I enjoyed it because sometimes you go on some website and it's
46:25
just seems so proud. It's so convoluted like oh man,
46:28
you know, yours was just easy to follow.
46:30
If I needed this I could go here, so I appreciate.
46:33
It thank you. It was really good.
46:36
And before I let you go, let me just talk real quick about my
46:39
next upcoming guest. And this here is Miss Rochelle.
46:45
Let me try to say this. Rochelle McAllister.
46:47
Thank you. OK.
46:48
She's the founder of the Single Parent Achievers program.
46:52
And Rochelle knows first hand what it means to, let's say, be
46:57
a single parent. She raised 4 amazing children
46:59
while working multiple jobs to provide for a family.
47:03
But instead of align how we say those challenges to the finer,
47:07
Rochelle made a conscientious decision with the grace of God
47:11
to transform her life. So this is next Saturday.
47:14
This is a pre record. Ladies and gentlemen, please
47:17
join us next Saturday. You know, it's a Labor Day
47:21
weekend, same times. I'm about to say 1700.
47:25
Wow, 5:00 in Eastern Standard Time, you know.
47:29
So please join us. Oh, and somebody, somebody says
47:32
Gracia at Tucker. Look at that, you know better.
47:41
I'm open now I can now I can go Spanish.
47:49
Thank you. Ladies and gentlemen, thank you
47:51
for being here for asking the questions.
47:53
Please check it out if you have any question.
47:55
Again, there is the e-mail all right, there is a e-mail and
47:59
what I want to do real quick there is the contact
48:01
information. So please reach out and and and
48:05
make contact with Miss Tucker and it'll it'll be awesome.
48:09
So I with that I will let you Gracia migente Puerto.
48:14
There we go. Yeah, thank you, Miss Tucker,
48:19
you have a blessed weekend and thank you for everything.
48:22
Thank you. Everybody have a good weekend.
48:25
Bye bye. Hi, I'm Beaker with Military
48:28
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