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Building Leaders Worth Following with Jeremie Kubicek · Business Roundtable

0:13
Speaker 1: All right, welcome back to the Business Roundtable podcast. My
0:17
Speaker 1: name is David Carr, founder of Steward Your Business here
0:20
Speaker 1: with Jeremy Kouba Check. I'm super excited to have Jeremy here.
0:24
Speaker 1: I've known Jeremy, he's the co founder of Giant for
0:27
Speaker 1: a number of years. Welcome to the podcast. Jeremy.
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Speaker 2: Good see David. I love your music Divide. Let's go, Man.
0:37
Speaker 3: Oh Man. So glad to have you here.
0:39
Speaker 1: For those of you that have are listening, you've probably
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Speaker 1: heard me talk about some of these tools, Giant, five Voices,
0:46
Speaker 1: five years, a whole bunch of these things over the
0:48
Speaker 1: course of many podcast episodes. And I'm super excited to
0:51
Speaker 1: have Jeremy here because he has been an influence of
0:54
Speaker 1: my own leadership journey over the last few years, being
0:57
Speaker 1: a Giant certified guide going back to twenty two twenty three,
1:00
Speaker 1: and just being a part of a great community really
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Speaker 1: creating a multiplying effect. So super excited to get into
1:07
Speaker 1: it with you here, Jeremy. You now have been an
1:09
Speaker 1: author of a number of books, one hundred x Leader,
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Speaker 1: five Voices with Steve Cochran and now the Voice Driven Leader.
1:15
Speaker 1: We're going to get into today share a little bit
1:18
Speaker 1: about among other things, but I always love folks to
1:22
Speaker 1: hear a little bit in your own words, Jeremy, your
1:24
Speaker 1: kind of story about why you're at doing what you're
1:27
Speaker 1: doing here from marketing and entrepreneurship kind of where you
1:31
Speaker 1: work with John Maxwell. If you wouldn't mind just taking
1:34
Speaker 1: our listeners back a little bit about your journey as
1:37
Speaker 1: a business owner and a leader.
1:39
Speaker 2: Yeah, I mean, thanks for having me and thanks for that.
1:42
Speaker 2: So yeah, for those interested. When I was twenty one
1:45
Speaker 2: years old, I moved from to all places. I moved
1:48
Speaker 2: to Moscow, Russia, and it was right after the fall
1:51
Speaker 2: of Communism, and I started economic school. It's the largest
1:55
Speaker 2: private school in Russia. Day started an accounting training company
2:01
Speaker 2: and a marketing consulting business and with a team, and
2:05
Speaker 2: we had a team, and so what happened. It was early.
2:08
Speaker 2: It was like Chicago in the thirties. I had a
2:11
Speaker 2: client assassinated. We were in a coup attempt. We lived
2:14
Speaker 2: at Bobb, a mafia group.
2:16
Speaker 3: So my first book became a bestseller.
2:18
Speaker 2: It's called Leadership Is Dead. It was a Wall Street
2:20
Speaker 2: Journal bestseller because of all the mafia stories probably in it,
2:23
Speaker 2: and people it was just a fascinating period of time.
2:26
Speaker 2: But what happened was I got to watch I studied
2:31
Speaker 2: Russian history from World War two, their view of World
2:34
Speaker 2: War two and versus the American view of World War
2:37
Speaker 2: two fascinating and got to another perspective. Butt end of
2:41
Speaker 2: the day, I had this big epiphany of watching what
2:46
Speaker 2: seventy years of communism did to the people, and I
2:49
Speaker 2: got to be with the people, and it realized that
2:52
Speaker 2: it was a dominating culture of control and it led
2:56
Speaker 2: to apathy and abdication. It didn't lead to empowerment, it
3:00
Speaker 2: didn't lead to liberation. And so I started creating like
3:03
Speaker 2: the support Challenge Matrix, one of our tools, and that
3:06
Speaker 2: came the liberation domination concept. And I started just thinking
3:10
Speaker 2: about people. And with me, I always think of three categories.
3:15
Speaker 2: I think of Businesses are aligned around strategy, what's your
3:19
Speaker 2: business plan, financial plan, how do you make money? And
3:23
Speaker 2: then your people your talent and you have them. It's
3:26
Speaker 2: a very crude, simple version of business. But you think
3:29
Speaker 2: of those three areas. You think, well, if you have
3:31
Speaker 2: a business plan and money and then you hope you
3:34
Speaker 2: find good people, what does that do for you? Or
3:37
Speaker 2: if you have money and people but no plan, or
3:40
Speaker 2: if you have a plan and people but no money,
3:43
Speaker 2: you have to have all three.
3:44
Speaker 3: They all have to go together, right.
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Speaker 2: So I came out of that situation at a very
3:49
Speaker 2: young age with a.
3:50
Speaker 3: Different perspective than most people did. And then I went on.
3:54
Speaker 2: And what's hard to explain is I my dad said,
3:59
Speaker 2: in your twenty it's not what you do, is who
4:01
Speaker 2: you work for that's most important. So I found a
4:04
Speaker 2: liberator and I worked for this guy named Can Humphreys,
4:06
Speaker 2: and he shaped me and changed me. And then he
4:10
Speaker 2: sold and I worked for the private equity group and
4:12
Speaker 2: they were a dominator group, not a liberator group. But
4:15
Speaker 2: I go to experience good and bad from both sides,
4:19
Speaker 2: and we bought. I was a part of acquisition team.
4:21
Speaker 2: We bought seventeen companies in three years. I started three
4:24
Speaker 2: dot coms. So by the time I was thirty, I
4:27
Speaker 2: think i'd started I don't know five six companies had bought,
4:34
Speaker 2: you know, as a part of private equity for a
4:36
Speaker 2: number of years, and.
4:37
Speaker 3: I'd just done a lot at that age.
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Speaker 2: So that gave me a very perspective as an ambitious
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Speaker 2: business person.
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Speaker 3: This whole framework of the importance of all three you.
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Speaker 2: Have to have a business model, you have to have
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Speaker 2: a financial plan, you have to have a people development system.
4:55
Speaker 2: And then as I started to build a growth advisory
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Speaker 2: business called Giant Growth Consulting Firm, that's what we started
5:02
Speaker 2: coaching people on and we realized that it's easy to
5:06
Speaker 2: get a business plan, and it's easy to have a
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Speaker 2: financial plan, easier to get work, get in a room
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Speaker 2: and think about it with some smart people. But the
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Speaker 2: hardest thing is people. And people always screw up the
5:18
Speaker 2: business plan, They always screw up the financials in some way.
5:22
Speaker 2: And so if you don't get ahead of it, if
5:25
Speaker 2: you don't think strategically about people and talent and building
5:28
Speaker 2: your bench, they'll always undermine your plans. And so that
5:35
Speaker 2: shifted me to overemphasize people development because it's very easy
5:40
Speaker 2: to do some of these other tasks.
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Speaker 3: So that a long answer, Yeah, no.
5:44
Speaker 1: That's that's great, and I think it's important for our
5:46
Speaker 1: listeners to hear you guys. So Jeremy has a long
5:49
Speaker 1: history here working with companies, getting them up and running
5:53
Speaker 1: and is seeing where the challenges are. And I think, Jeremy,
5:55
Speaker 1: what I've I've seen you and why I love having
5:57
Speaker 1: you on the podcast is because the business owners want
5:59
Speaker 1: to to go to those they I don't know for
6:01
Speaker 1: what reason. At times they I mean, we can get
6:03
Speaker 1: into this a little bit, but they are like, well,
6:05
Speaker 1: I don't want to touch the people issue. Let's just
6:07
Speaker 1: do an their system or a process or another plan.
6:09
Speaker 1: And it's like the value that they'll get from investing
6:13
Speaker 1: and building what you've done through the culture is there's
6:16
Speaker 1: much more dividends, there's much more benefit of the long haul.
6:20
Speaker 1: But that does take some intentionality, which we'll get into today.
6:23
Speaker 1: And I think where we see the business owners and
6:25
Speaker 1: the businesses that are actually winning in the long haul
6:28
Speaker 1: of how they've incorporated that. And I know Giant has
6:30
Speaker 1: done empowering guides like myself and working with big, well
6:34
Speaker 1: known companies and how they differentiate themselves, particularly today with
6:38
Speaker 1: technology and other things out there. How do you differentiate
6:40
Speaker 1: yourself in the marketplace? It is the people, right.
6:43
Speaker 3: It is.
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Speaker 2: And so I went on and we bought John Maxwell's
6:47
Speaker 2: assets and then verge them into Giant, and then we
6:50
Speaker 2: partnered with people like Pat Lancioni and Hinry Cloud and
6:54
Speaker 2: all these great thought leaders and they're amazing people, that
6:56
Speaker 2: really are, and we started helping them build their businesses
7:00
Speaker 2: and scale. But we kept running into another issue, which
7:05
Speaker 2: is how people learn. And we started seeing the twentieth
7:08
Speaker 2: century model in the twenty first century model. And I
7:11
Speaker 2: used to run these brands, the Catalyst Conferences, Leader Casts,
7:16
Speaker 2: some of the largest leadership events in the world for
7:19
Speaker 2: that period of time. And it was bothering me because
7:23
Speaker 2: it was like, Okay, we're one and done. Everything in
7:25
Speaker 2: the past was butts and seats, selling books, so people
7:29
Speaker 2: would learn from events and books. They don't learn that
7:32
Speaker 2: way in the twenty first century. Everything is visual and
7:36
Speaker 2: the next generation they learned through YouTube videos. They learned
7:39
Speaker 2: through watching and observing and conversations. So Steve and I
7:45
Speaker 2: formed a partnership and we said, let's go after changing
7:48
Speaker 2: the way people development happens. But it has to start
7:52
Speaker 2: with a mindset from the owner the leader to start
7:56
Speaker 2: treating people as an asset, not a liability. And so
8:01
Speaker 2: and then and then there was another misnomber that happened
8:04
Speaker 2: in the Good to Great book, which is awesome, and
8:07
Speaker 2: Jim Collins is a friend we used to work with Jim.
8:10
Speaker 2: Jim was awesome and that book was one of the
8:14
Speaker 2: most it still is one of.
8:15
Speaker 3: The best books.
8:17
Speaker 2: But in the book, he makes this comment of like
8:19
Speaker 2: get the right people on the bus, right, that's it,
8:23
Speaker 2: get the right people on the bus.
8:24
Speaker 3: So even like in EOS.
8:26
Speaker 2: Or some other places, people have this misnumber of like,
8:29
Speaker 2: well we just got to get the right people. Just
8:31
Speaker 2: just hire and find the right people.
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Speaker 3: We'll find them.
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Speaker 2: And I'm like, yeah, yeah, yeah, I mean like that's great, yes, yes,
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Speaker 2: but that's like that's just the beginning. It's like, how
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Speaker 2: do we pull they bring their culture into your culture
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Speaker 2: good and be a great person and be a know
8:52
Speaker 2: it all and completely disrupt your team and your culture.
8:56
Speaker 2: So it's not just get the right people, but actually
8:59
Speaker 2: develop those people into your culture, your systems, your standards
9:03
Speaker 2: so that they bring their best into your best. So
9:06
Speaker 2: let's not just find good people and it all works out.
9:09
Speaker 2: And I think that's this number for a lot of entrepreneurs.
9:12
Speaker 1: No, I agree, And as I talked to you know, Jeremy,
9:16
Speaker 1: I talked to executive recruiters, talent sourcers, right, They're like,
9:20
Speaker 1: I can find you some great people, but what's your culture?
9:23
Speaker 1: How are you integrating them into what you have? And
9:25
Speaker 1: a lot of companies I hear them say, we struggle
9:27
Speaker 1: with the success of those people staying with those companies
9:30
Speaker 1: and they're great people that we recruited them. There was
9:33
Speaker 1: there was an intention of like how do we integrate
9:35
Speaker 1: them over the long haul? And even you and I
9:39
Speaker 1: know and in businesses, when you come in in a
9:41
Speaker 1: certain role too, hopefully the good business is growing and developing.
9:45
Speaker 1: That means your role and responsibilities are going to likely
9:47
Speaker 1: shift as the company shifts and grows. And if you
9:50
Speaker 1: don't know how to do that, well, we start to
9:53
Speaker 1: live in an like use an unhealthy culture is what
9:55
Speaker 1: I've seen. Or people just want to hold into the
9:58
Speaker 1: little spaces or I know this this control and it
10:00
Speaker 1: doesn't have it doesn't create a space where people want
10:04
Speaker 1: to come and be a part of over the long haul.
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Speaker 3: That's it.
10:07
Speaker 2: Yes, So then it is this, it's the idea of assimilation.
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Speaker 2: So finding talent and assimilating them and then leveraging them
10:20
Speaker 2: to become the most effective they possibly can. So I
10:24
Speaker 2: had the privilege of also working in the sports world,
10:26
Speaker 2: and I worked with a lot of college athletes and
10:31
Speaker 2: a lot of coaches, and then I've worked with some
10:34
Speaker 2: coaches at Alabama, University of Oklahoma, we work with Florida
10:37
Speaker 2: State lots of other places, Assissippi State, and we're constantly
10:42
Speaker 2: training the coaches on the concept of what is culture
10:47
Speaker 2: and culture is atmosphere, and you can't bring in a
10:51
Speaker 2: disruptive player can disrupt the atmosphere very very quickly.
10:56
Speaker 3: So the culture dynamics.
10:58
Speaker 2: And I'll also brag on my team, the Oklahoma City Thunder,
11:02
Speaker 2: Oklahoma City Thunder basketball team that I'm from, you know,
11:05
Speaker 2: but they've done such a good job on culture building
11:09
Speaker 2: because they understand the locker room and the practice mindset
11:12
Speaker 2: and the locker room mindset and then will show up
11:15
Speaker 2: on the game day mindset. And so if you're listening
11:20
Speaker 2: to this and you're like, you know, yeah, tell me more,
11:24
Speaker 2: what we're saying is you have to apprentice talent, you
11:28
Speaker 2: have to develop talent, and you're constantly working themselves up.
11:33
Speaker 2: I have a good friend who is on the board
11:35
Speaker 2: of Quick Trip and their gas station chain. They're like
11:39
Speaker 2: the Chick fil A of gas stations, and they have
11:44
Speaker 2: this phrase, a leader readiness Trump's opportunity, and so they
11:48
Speaker 2: won't open a new location until they have their too
11:51
Speaker 2: deep of their teams, their first and second line have
11:58
Speaker 2: to be fully developed and fully ready to be able
12:00
Speaker 2: to start a newation. So and so how do they
12:05
Speaker 2: train people? Well, they have this massive org chart and
12:07
Speaker 2: they are constantly like, hey, let's move David.
12:10
Speaker 3: He might be a CFO candidate. Let's give him one
12:13
Speaker 3: year over here. So they move him over here for
12:14
Speaker 3: a year.
12:15
Speaker 2: Then they move you over here, so you get all
12:17
Speaker 2: of this experience to get you ready because they're developing
12:21
Speaker 2: four or five, six, seven layers deep for their future growth.
12:27
Speaker 1: Yep.
12:28
Speaker 2: The problem with most business owners and leaders is they're
12:32
Speaker 2: so in the weeds. And I get it, but I've
12:35
Speaker 2: started thirty something companies. I'm like, I understand, there are
12:40
Speaker 2: you know, just getting in the weeds. You've got to
12:42
Speaker 2: make the donuts. You've got client issues, you've got lawyers,
12:47
Speaker 2: you've got accounts, you get your reports, you've got your
12:49
Speaker 2: all the things you've got to start. And then once
12:51
Speaker 2: you do start, then you've got the minutia of every day.
12:54
Speaker 2: You might have issues at home. All these things affect
12:57
Speaker 2: to you. But what typically gets taken off the priority
13:02
Speaker 2: list is the development of the people. Yes, and that's
13:06
Speaker 2: what we're really really focusing on in this next season
13:09
Speaker 2: within Giant, even deeper than we were out.
13:13
Speaker 3: Yeah.
13:13
Speaker 1: Well, and I love Jeremy speak a little bit about this.
13:16
Speaker 1: You've worked with so many different organizations, so sometimes I
13:18
Speaker 1: feel like speaking a little bit about having that third
13:21
Speaker 1: party come in and look at kind of lift up
13:24
Speaker 1: the hood of the car, come in, because they're like, well,
13:25
Speaker 1: we could figure this out ourselves. We could just do
13:27
Speaker 1: this ourselves. Speak a little bit about the value of
13:29
Speaker 1: having somebody outside your organization come in and take a look.
13:33
Speaker 3: Okay, so well I'll go big and then I'll go small. Yeah,
13:37
Speaker 3: so big.
13:40
Speaker 2: I worked for Ford with Ford Motor Company in two
13:42
Speaker 2: thousand and eight, nine ten, and Alan Malali came in,
13:46
Speaker 2: So you got a brand new culture keeper. Okay, so
13:50
Speaker 2: he was. He came from Boeing. There was the eight
13:54
Speaker 2: nine ten recession. He came in, and when we did,
13:57
Speaker 2: he needed.
13:58
Speaker 3: An outside forced help him with his culture because they
14:02
Speaker 3: didn't have They couldn't see it because when you live it,
14:05
Speaker 3: you only know what's in your walls.
14:08
Speaker 2: It's like you don't have vision for it. Like let's
14:10
Speaker 2: say I went to your house right now. If I
14:12
Speaker 2: came into your house right now, I bet you I
14:14
Speaker 2: could make two major changes and probably ten minor changes.
14:20
Speaker 2: I might say, David, did you know your shoes are
14:22
Speaker 2: right here you and you're like, oh my gosh, no
14:24
Speaker 2: I even noticed that because you just live.
14:28
Speaker 3: That's just where the shoes go. Yeah, but could you
14:30
Speaker 3: move in the closet? Yeah, I mean yeah, I probably could.
14:33
Speaker 2: So the outside eyes give you perspective, right, And so
14:39
Speaker 2: this week I've been so Ford basically brought me in
14:43
Speaker 2: and then we brought a team in and we built
14:46
Speaker 2: we built their supplier relations and their dealer relations program.
14:52
Speaker 2: And he wanted to reset the culture between Ford and
14:54
Speaker 2: the dealerships. And he called it a love campaign. And
14:58
Speaker 2: we helped build a love campaign four Ford, and we
15:02
Speaker 2: built the tools, we built the systems with the process
15:04
Speaker 2: and he and so we were the ones who helped
15:06
Speaker 2: to get that, uh.
15:07
Speaker 3: And it changed, it changed the culture. Their scores went
15:10
Speaker 3: up all these different things.
15:12
Speaker 2: Well, this week I was in a place called Cinnamon Shore.
15:16
Speaker 2: Cinnamon Shore is on the coast of Texas. It's in
15:20
Speaker 2: the Gulf.
15:21
Speaker 3: It is on.
15:24
Speaker 2: Mustang Island. And the friend of mine is the developer
15:28
Speaker 2: and they have gosh, I don't know, five hundred plus
15:32
Speaker 2: houses on the ocean and they're gorgeous and it's it's
15:35
Speaker 2: like it's a it's an ermit. It's a planned community, yeah,
15:39
Speaker 2: golf arts and it's a resort, and but they they
15:44
Speaker 2: needed another set of eyes. So they've asked me to
15:46
Speaker 2: come in and work with them on the customer journey.
15:50
Speaker 3: And there's three or four different.
15:51
Speaker 2: Customers and on the employee journey, and because they want
15:56
Speaker 2: to get better. They're really good, but they want to
15:58
Speaker 2: get better. So, you know, so I drove in and
16:02
Speaker 2: I'm like, so, is that golf cart supposed to be there?
16:05
Speaker 3: Why?
16:05
Speaker 2: Why move? Why is the maintenance cart right there? Could
16:09
Speaker 2: it be somewhere else? And by the end of the
16:11
Speaker 2: day they are like, oh my gosh, we didn't even
16:13
Speaker 2: thought of it. It's like the shoes, Yeah, this other
16:17
Speaker 2: little spot. And what if you had a sign that
16:21
Speaker 2: says the you know, welcome to peace in Paradise or
16:27
Speaker 2: some phrase that really you know, what if it was
16:30
Speaker 2: right there as you drive in, there's this opportunity just
16:33
Speaker 2: to get it.
16:34
Speaker 3: Right there, right.
16:35
Speaker 2: And so the idea is a journey. What is the
16:39
Speaker 2: journey of a customer? What is the journey of an employee?
16:43
Speaker 2: And walk step into their shoes And when you start
16:47
Speaker 2: stepping into their shoes, you start realizing, Okay, this is
16:50
Speaker 2: how an employee feels right now, they're coming in with
16:54
Speaker 2: high confidence and low competence.
16:57
Speaker 3: They don't know what to do, but they're excited.
17:00
Speaker 2: Yeah, and so they and they think I got chosen,
17:03
Speaker 2: I'm here, let's go.
17:05
Speaker 3: And so how do you take them through that foundation stage?
17:08
Speaker 3: How do you onboard them?
17:10
Speaker 2: And then you know how they You do the work
17:13
Speaker 2: and they watch you. Well, now you get them to
17:15
Speaker 2: you do the work and they help you. So how
17:18
Speaker 2: do they start getting immersed into their world? And then
17:21
Speaker 2: you start to going through the development square? And then
17:24
Speaker 2: all of a sudden, there's this opportunity that can fall
17:26
Speaker 2: into the pittancepare and their confidence goes so low and
17:30
Speaker 2: their competence is still low that they can help select.
17:34
Speaker 2: So you have to lead them into the engagement stage,
17:38
Speaker 2: which is rising confidence, rising competence, and you have to affirm.
17:44
Speaker 2: But you have to do it based on their wiring,
17:48
Speaker 2: their personality and your personality. And that's where it gets.
17:53
Speaker 3: Super complicated, but super doable if you figure it out
17:57
Speaker 3: and we think we've solved it. Yeah, basically, here's the voices,
18:02
Speaker 3: here's the tools. Now, here's the roadmap, here's the journey
18:06
Speaker 3: you're trying to take every employee on and if.
18:08
Speaker 2: You can get them through the square, they become an asset,
18:12
Speaker 2: and then they become what you've always hoped they would become.
18:16
Speaker 2: Most people just hire people and if they don't become it,
18:18
Speaker 2: they fire them and then try to find another one
18:21
Speaker 2: and another one, and it just becomes a turnover factory.
18:24
Speaker 3: Yeah.
18:25
Speaker 1: Oh man, so many great nuggets there, Jeremy that you
18:27
Speaker 1: just brought up, you know, and and as one that
18:32
Speaker 1: has been in that space of what you said, I
18:36
Speaker 1: didn't know that way, and I didn't work with the
18:38
Speaker 1: company that didn't quite understand how to do that, and
18:42
Speaker 1: I started my own personal journey of like discovery. And
18:46
Speaker 1: I think, you know, you say this often is like
18:49
Speaker 1: how do we know ourselves to lead ourselves? Uh and
18:52
Speaker 1: do it well? And I think it's challenging. And I
18:54
Speaker 1: think a lot of businesses that I found sometimes they
18:56
Speaker 1: don't want to, especially if it's a small company, very
18:59
Speaker 1: small as this owner is, just to hire people that
19:01
Speaker 1: are just basically the same voice of them because they
19:03
Speaker 1: feel like they talk with the same language. I don't
19:04
Speaker 1: understand the value of getting these other voices in there.
19:07
Speaker 1: And it is complicated, it's a little messy in there,
19:10
Speaker 1: and you've created these great frameworks and tools over the years,
19:13
Speaker 1: and you now have a new book coming out of
19:16
Speaker 1: The Voice Driven Leader, which I'm super excited about. I
19:19
Speaker 1: was telling you my preiod of my copy already, so
19:21
Speaker 1: I'm excited to get that. And I know we're going
19:23
Speaker 1: to be talking about that Voices twenty five later on
19:26
Speaker 1: in this coming up. But you know, talk a little
19:29
Speaker 1: bit more about where we're at along this leadership journey.
19:32
Speaker 1: Why did you why this book now? And you talk
19:34
Speaker 1: a little bit about this development square, but you know
19:37
Speaker 1: you've done a lot, but what makes this unique? Where
19:40
Speaker 1: are we going here? You know, I know we're I'm
19:42
Speaker 1: curious as a guide myself because if the leadership and
19:45
Speaker 1: the tools you've ringing. But yeah, yeah, yeah, so let's go.
19:50
Speaker 2: Let's go into the companies that master people development will
19:55
Speaker 2: have a competitive advantage in the future. We're going to
19:59
Speaker 2: be managing half the half of people's team will be
20:04
Speaker 2: bots or agents and half will be real. Half will
20:08
Speaker 2: be machines and half will be real. So if you
20:12
Speaker 2: think about the dynamics, then we've got to have astute,
20:17
Speaker 2: strong people and strong teams. Well, so this morning I
20:22
Speaker 2: was with a treasurer of a state treasurer and helping
20:26
Speaker 2: him with his team. And I was meeting with them
20:30
Speaker 2: and I explained, so, how many employees you have? He's
20:33
Speaker 2: got well, fifty in this register in this treasurer's office
20:37
Speaker 2: the state capitol. All right, fifty five or something. How
20:40
Speaker 2: many people lead people? Got seven? So seven managers of people?
20:46
Speaker 3: All right?
20:46
Speaker 2: Then the number one thing you need to do is
20:50
Speaker 2: you need to train them because they're the most important
20:52
Speaker 2: people in your organization. They are your shirpa. They're the
20:56
Speaker 2: ones that get you up the mountain. So he was
21:01
Speaker 2: getting it. It's like that makes total sense. Meaning in
21:04
Speaker 2: Mount Everest, you have one person leading six people up
21:10
Speaker 2: the mountain. Without sherpa, the guy couldn't take fifty people up.
21:15
Speaker 3: There's no way.
21:16
Speaker 2: But by distributing it, now you've got these well that
21:19
Speaker 2: sharpa need to be the healthiest people in your organization.
21:22
Speaker 2: So if you're listening to this, how many people will
21:24
Speaker 2: lead people in your company? Make that list and draw circles.
21:29
Speaker 2: If you have ten, let's say you have ten, draw
21:31
Speaker 2: ten circles, put the name of every person in there,
21:34
Speaker 2: each individual circle, and then give them a score. Half
21:37
Speaker 2: the circle is performance one through ten. How would they
21:41
Speaker 2: do in this case? This morning, he gave one of
21:44
Speaker 2: his leaders a nine on performance, meaning how good a job.
21:49
Speaker 3: Does she do? And he gave her an eight on leadership.
21:53
Speaker 3: Pretty high.
21:54
Speaker 2: Nine to eight out of ten ten is the highest.
21:57
Speaker 2: The average when I've been doing this for the last
22:00
Speaker 2: four or five years, average has been six to four.
22:03
Speaker 2: The average SHIRPA score has been they perform at six
22:07
Speaker 2: out of ten.
22:09
Speaker 3: Now leadership is the other side. So performance is.
22:11
Speaker 2: One, leadership is the other four out of ten. So
22:15
Speaker 2: how's that working for you? If your shirpa, your people
22:18
Speaker 2: who lead people are six fours, right, Well, a six
22:23
Speaker 2: is a D on the grading scale and a four
22:26
Speaker 2: is failing. So if you think you have six to four,
22:30
Speaker 2: then they are not effective leaders. So what has to
22:33
Speaker 2: happen to get them to an eight in performance and
22:36
Speaker 2: a seven minimum in their leadership? If you get a
22:38
Speaker 2: seven seven or eight seven, you've got a really solid team.
22:42
Speaker 3: That's a really good team. You can do a lot.
22:44
Speaker 3: So that's the game. The entire game is now to
22:47
Speaker 3: develop your SHIRPA. So you then need to know, well,
22:51
Speaker 3: who are you?
22:52
Speaker 2: Well, David and I are connectors, So if we're connectors,
22:56
Speaker 2: and that's we're the leader and we're on boarding people.
23:01
Speaker 2: We're not the best in onboarding because we may not
23:06
Speaker 2: give enough detail. Yep, we will definitely give enough raw rah,
23:11
Speaker 2: like oh man, it's so good to have you. We're
23:14
Speaker 2: doing this and this, and we.
23:15
Speaker 3: Will definitely overload them on vision. So we'll give them vision,
23:19
Speaker 3: we'll give them excitement, we'll give them love, but the
23:23
Speaker 3: detail of like what's your password, how do you sign in?
23:28
Speaker 3: What's the process? Oh, it's just that's kind of like.
23:34
Speaker 2: Ask Cindy, she'll take care of ask Tracy, right, So
23:39
Speaker 2: we'll ask the guardians to take care of it. So
23:42
Speaker 2: then the onboarding process and then when we take them
23:45
Speaker 2: to the immersion stage sometimes it's like, well it's hard
23:48
Speaker 2: for us to delegate. We're not the best delegators because
23:51
Speaker 2: we kind of like to do it ourselves or we.
23:54
Speaker 3: Hope that you figured it out.
23:56
Speaker 2: So the point is is this is whoever you are
24:00
Speaker 2: as the leader, who are they? You have to know
24:03
Speaker 2: yourself and that's the power of five voices and David,
24:06
Speaker 2: you can share the link and.
24:07
Speaker 3: All this stuff.
24:07
Speaker 1: Yeah. Absolutely, the power of.
24:09
Speaker 2: Knowing who you are is one thing. Then you need
24:12
Speaker 2: to know who they are, and who's they it's your shurpa,
24:16
Speaker 2: or it's any employee that comes on. If you are
24:18
Speaker 2: the sharp, any of your new employees, well if you're
24:21
Speaker 2: if you're a connector and they're a nurturer, there's clues.
24:26
Speaker 2: It's called the voice driven leader. Lead based on how
24:29
Speaker 2: they want to be onboarded based on how you on board.
24:34
Speaker 2: So if I no, I'm with a guardian, They're gonna
24:36
Speaker 2: have a lot of questions.
24:38
Speaker 3: I need to do the.
24:39
Speaker 2: Work to give them everything they need so that they're successful,
24:43
Speaker 2: so they're onboard in that first month or two so
24:46
Speaker 2: that they can be the most effective and ultimately get
24:49
Speaker 2: them to the engagement. But if I run ahead of them,
24:52
Speaker 2: which most connectors will do, I leave them in the dust,
24:56
Speaker 2: and then they get frustrated, and then I'm frustrated with them.
25:00
Speaker 2: Now we've got an employee issue all because I didn't
25:03
Speaker 2: lead them based on who they were. I was leading
25:07
Speaker 2: based on who I am.
25:09
Speaker 1: Yes, and and and it's natural I think what I
25:13
Speaker 1: like about the five voices Jeremy, and there's a great breakdown,
25:16
Speaker 1: And like Jeremy said, I'll give you guys a link
25:18
Speaker 1: to the five Voices assessment. You guys can take it
25:20
Speaker 1: down there. There's a component of nature and nurture and
25:22
Speaker 1: choice and how we show up here. And to your point, Jeremy,
25:26
Speaker 1: you're saying, you know, how we show up naturally, But
25:28
Speaker 1: then how do we learn how to be with these
25:30
Speaker 1: other folks? It can be learned and and how can
25:33
Speaker 1: I how can I better interact with them. I was
25:36
Speaker 1: just talking with a client today about that who his
25:39
Speaker 1: he's a nurturer and his wife's a guardian and why
25:43
Speaker 1: he's all about relational harmony and just make sure everybody's okay,
25:46
Speaker 1: And she's just frustrated and like, can you just tell
25:48
Speaker 1: me the specific thing this is what I need to
25:50
Speaker 1: high challenge and like he didn't understand that. Who was
25:52
Speaker 1: like trying to ask you all these questions and she's
25:54
Speaker 1: getting frustrated and she's like, just I just need this
25:58
Speaker 1: and and so there can be you know, and that's
26:01
Speaker 1: I mean, this is not just a work we're talking about.
26:02
Speaker 1: This is a home marriage relationships, right, It goes across
26:06
Speaker 1: the board.
26:06
Speaker 3: Kids, the whole bit.
26:08
Speaker 2: Yeah, and it's so interesting because you know, again back
26:11
Speaker 2: to Jim Collins, so we got the right people on
26:14
Speaker 2: the bus. Great, what I'm trying to say, is that's
26:17
Speaker 2: just the beginning.
26:19
Speaker 3: Where do we try? Where are we trying to take them?
26:21
Speaker 3: What do we want? What are our expectations? What are
26:24
Speaker 3: they supposed to do? What's their role? Clarity? How do
26:26
Speaker 3: they win? How do other people know how they win?
26:29
Speaker 3: So the journey we've.
26:30
Speaker 2: Tried to make it now super simple. Okay, great, you've
26:34
Speaker 2: got a good employee.
26:35
Speaker 3: Awesome, Who are they? Well? Who are you? You know
26:38
Speaker 3: your person? Who are they? Are they a guardian? Are
26:41
Speaker 3: they a nurturer? Are they a creative, a pioneer, another connector?
26:45
Speaker 3: Who are they? Once you know who they are, it's
26:49
Speaker 3: a clue. Now let's give you a roadmap. You're in
26:53
Speaker 3: foundation stage, onboarding stage. Now you're an immersion stage. Let's
26:58
Speaker 3: avoid let's avoid the pititans, fair, Let's get them into
27:01
Speaker 3: the engagement stage. Let's get them into the multiplication stage.
27:05
Speaker 3: That entire development process is a minimum of a year minimum.
27:10
Speaker 3: It will take probably two or three years honestly to
27:14
Speaker 3: build an unbelievable teammate. And then once they are, then
27:20
Speaker 3: they can start multiplying other people.
27:22
Speaker 2: And now that but we've given we're actually built a
27:25
Speaker 2: roadmap so that people who've got good people on the
27:28
Speaker 2: bus now know.
27:29
Speaker 3: Where to go.
27:31
Speaker 2: And I think that's where I think that's what's missing
27:33
Speaker 2: in most leadership because most leadership books is just a
27:36
Speaker 2: bunch of motivational jargon, and it's a bunch of it's
27:40
Speaker 2: all about be a better performer, awaken the giant within
27:45
Speaker 2: all these things that are for you.
27:48
Speaker 3: But it's that's that's you. To be a climber, not
27:51
Speaker 3: to be a Shurpa has to.
27:54
Speaker 2: Be healthy and perform. But they have to help people perform.
27:58
Speaker 2: They have to help people climb, and that's what leadership
28:01
Speaker 2: is about.
28:03
Speaker 1: Jeremy so Well said, And I think you know, you've
28:06
Speaker 1: worked with a lot of private equity and building the
28:08
Speaker 1: terms and when I've heard a lot of as I
28:10
Speaker 1: look at people that are either wanting to exit or
28:13
Speaker 1: or potentially buy a company, to your point, they're actually,
28:16
Speaker 1: look what's that leadership team? Look like? What's the dynamic?
28:18
Speaker 1: Especial when we're talking a professional services in particular, because
28:22
Speaker 1: your point of like this is not health, I mean
28:23
Speaker 1: what am I actually buying as a company? You know,
28:27
Speaker 1: especially if that leader is key and they're gonna they
28:29
Speaker 1: want to step out and they're like, who, what's this team?
28:32
Speaker 1: And to your point, most of the time, that's what
28:34
Speaker 1: what I've talked with folks that are doing exits, like,
28:36
Speaker 1: it's going to take us two three plus years to
28:39
Speaker 1: get your company in a good, good enough shape, right,
28:43
Speaker 1: so to get all.
28:44
Speaker 2: Those time, yeah, totally and land and Lyunch one of
28:47
Speaker 2: our giants. We're working with a couple of private equity
28:49
Speaker 2: groups right now. And and in private equity they have
28:53
Speaker 2: two they have three years and then three to five
28:56
Speaker 2: years they'll turn and sell the business to the next group.
28:59
Speaker 3: So their job is always three years.
29:01
Speaker 2: Well, but they love talent, they just want it to
29:04
Speaker 2: be developed by the leader. So the best leaders will
29:08
Speaker 2: always build their bench. They just have a shorter time
29:11
Speaker 2: period to do so.
29:13
Speaker 3: And you can do it. You can. You can speed up.
29:15
Speaker 2: You can hire some all stars and then you bring
29:18
Speaker 2: them in and then but the job is simple. Who
29:22
Speaker 2: are your SHIPA where are they now? What needs to
29:26
Speaker 2: happen to get them to an eight seven or an
29:28
Speaker 2: eight eight?
29:29
Speaker 3: That's it. So now, if you understand performance and leadership,
29:33
Speaker 3: we're giving you clues on how to speed up the
29:36
Speaker 3: development process. But there's still work to be done in
29:39
Speaker 3: the development process. You still have to do.
29:42
Speaker 2: But if you as a if you're an entrepreneur or
29:45
Speaker 2: an owner, it's all about shurpe training. Spend all of
29:49
Speaker 2: your time on shurpet training. They'll take care of.
29:51
Speaker 3: The rest of the employees. I think that's a misnomerate.
29:55
Speaker 3: A lot of people will just go, well, we have
29:57
Speaker 3: you know, we do an annual retreat, do an annual
30:00
Speaker 3: one day of training. Check.
30:03
Speaker 2: That doesn't mean anything, no, no, no, yeah, But why do
30:07
Speaker 2: you have Why are you like a sieve.
30:08
Speaker 3: And your back doors open?
30:10
Speaker 2: And you know, no one likes Tom over here because
30:14
Speaker 2: Tom is an eight in performance and a two in leadership,
30:18
Speaker 2: but he makes money for the company. We don't want
30:20
Speaker 2: to lose him. But he's killing your employees and he's
30:23
Speaker 2: killing your culture internally, so you got to You gotta
30:27
Speaker 2: remember culture is atmosphere, and if you're the leader, you're
30:32
Speaker 2: the keeper of the atmosphere. You are leaders define the culture,
30:37
Speaker 2: but your sub leaders, your shirpa, are subculture leaders. They
30:41
Speaker 2: define the subculture. And if you have eight leaders, you
30:46
Speaker 2: have eight subcultures. And those subcultures they need to be
30:51
Speaker 2: a majority positive. But if you get six subcultures that
30:55
Speaker 2: are negative and people don't love uh to work or
30:59
Speaker 2: they don't. You know, if you've got if they're undermining you,
31:02
Speaker 2: you're you're gonna be underwater very very quickly.
31:05
Speaker 1: Oh man, Yeah, Jeremy, to your point, I mean you're
31:09
Speaker 1: just bringing in story now. This is Unfortunately they didn't
31:13
Speaker 1: have employees with subcontractors, but they was working on a
31:16
Speaker 1: very big project, complicated project, Jeremy, and they heard for
31:19
Speaker 1: a big project, these independent contractors, and to your point,
31:22
Speaker 1: that's exactly what happened. Like I'm gonna run this this big,
31:26
Speaker 1: big project, environmental project. I'm gonna run my little section here,
31:29
Speaker 1: I'm gonna run it this way. And it was just
31:31
Speaker 1: a nightmare of people colliding with each other.
31:36
Speaker 3: Yeah yeah.
31:38
Speaker 2: And that's where if if you get on the other
31:41
Speaker 2: side of the talent gap, where you start getting to
31:44
Speaker 2: the place where you have confidence. And that's what most
31:48
Speaker 2: business owners want. They just want peace, Like can we
31:50
Speaker 2: just get something that works? Can we get aligned and
31:54
Speaker 2: just execute?
31:55
Speaker 3: Like yeah, yeah, yeah we can. But you have to
31:58
Speaker 3: build your surf and and you have to deal.
32:03
Speaker 2: Yeah, well, we've got my cousin's brother involved and we
32:07
Speaker 2: can't lose him. I'm like, yeah, yeah, all that needs
32:11
Speaker 2: to go. All the nepotism. You've got to get it
32:13
Speaker 2: to the point of leaders define culture. If you want
32:16
Speaker 2: a great culture, you have to bring support and challenge.
32:20
Speaker 2: But that challenge you've got to set it up correctly.
32:23
Speaker 2: Work on your shirpa. Your shirpa great sherpa.
32:27
Speaker 3: Will will lead unbelievable teams.
32:30
Speaker 2: The problem is no one wants to follow the asthmatic shirpa,
32:34
Speaker 2: right like the unhealthy shurpa. People are like, oh my gosh,
32:38
Speaker 2: I'm on Tom's team. How do I get off and stop?
32:44
Speaker 2: And that that person. And now I would tell I
32:47
Speaker 2: would say to owners, be belligerent about your shirpa, like
32:51
Speaker 2: train them, but they need to be above a five
32:54
Speaker 2: to five for sure in both the moments and leadership
32:58
Speaker 2: and in either give them the chance to get there
33:02
Speaker 2: or move them on and get a new sharpa in place.
33:05
Speaker 2: But once you have seventy five percent of your shirpa
33:08
Speaker 2: that are healthy and moving, now you can move the needle.
33:12
Speaker 2: Now you can start seeing things really really happen. But again,
33:16
Speaker 2: I think there's just so much.
33:18
Speaker 3: Like I love EOS.
33:19
Speaker 2: EOS is awesome, but it's so misses on people development
33:26
Speaker 2: because it's just it's just like we'll just get good
33:29
Speaker 2: people and then follow our system. They're like, yeah, well
33:33
Speaker 2: who are they? Are they a guardian? Are they a nurturer?
33:36
Speaker 2: Like you got to know a lot. There's a lot
33:38
Speaker 2: more that goes into it, but eos.
33:40
Speaker 1: With Yes, I love working with the implementers.
33:44
Speaker 3: Yeah, get over if they can, if they install the
33:48
Speaker 3: people section of it.
33:50
Speaker 1: Yeah, I agree with you, Jeremy. And it's it's it's
33:53
Speaker 1: so important and the tools that you've created. And I
33:56
Speaker 1: really like how you said this earlier on is that
33:58
Speaker 1: how people are experiencing things. Why I was pulled to
34:02
Speaker 1: the Giant O West platform was you know that the
34:05
Speaker 1: the videos, the resources in there, tied with like a
34:09
Speaker 1: guy I like myself because what I found is people
34:12
Speaker 1: even like you said, maybe go to an annual you know,
34:15
Speaker 1: retreat or something, or watch a video or read a book.
34:18
Speaker 1: It can be helpful. I mean, they'd be helpful, but
34:19
Speaker 1: it's like somebody else that's coming through. Like what we're
34:21
Speaker 1: doing is building the relationship, building the muscle memory, and
34:24
Speaker 1: that takes time. It's like I don't both go to
34:26
Speaker 1: the gym and I'm super strong and I've got it
34:28
Speaker 1: all dialed in. This is an ongoing thing week after week,
34:31
Speaker 1: month after month.
34:32
Speaker 2: Right, it's it absolutely and when you when you are
34:36
Speaker 2: consistent and put together that again, that's that's back to
34:41
Speaker 2: quick trip. You're building layers of depth. Like imagine if
34:46
Speaker 2: you're listening to this and you go, we're four or
34:49
Speaker 2: five six deep, I could plug and play anybody at
34:53
Speaker 2: this position. Wouldn't that be amazing? Most people are not
34:56
Speaker 2: one deep, you know. And so building your bench and
35:00
Speaker 2: having it so what it requires. It requires you as
35:04
Speaker 2: a leader to slow down to speed up. It requires
35:08
Speaker 2: you to stop long enough to get a game plan
35:12
Speaker 2: and know yourself. Then you start with yourself. Here's who
35:15
Speaker 2: I am. Oh my gosh, I'm a pioneer connector. I
35:19
Speaker 2: just I run past people.
35:21
Speaker 3: I go too fast and that's why I'm always having
35:24
Speaker 3: these turnover issues. Okay, got it? Good?
35:27
Speaker 2: Now who are your shurpa? How deep are you right now?
35:30
Speaker 2: Be honest, I've got four sherpa. We're an average of.
35:34
Speaker 3: Five to five.
35:35
Speaker 2: I got to get a stronger group of shurpa. Great, yes, Now,
35:40
Speaker 2: how do we get to sherpa to start leading their people?
35:43
Speaker 2: And what's the development plan for them? So we got
35:47
Speaker 2: to train them to develop. So there's a system there's
35:50
Speaker 2: a process. And that's what this next book, the Voice
35:52
Speaker 2: Driven Leader, all it does is here's the crisis development crisis,
35:57
Speaker 2: here's the development system. Are like, how do you actually
36:02
Speaker 2: develop people? And then here's the system that you put
36:04
Speaker 2: in place, and it gives you all that and then
36:08
Speaker 2: we've created on top of that Five Voices AI. We
36:11
Speaker 2: actually have it now to such a degree all you
36:13
Speaker 2: have to do is ask questions of it and hey,
36:17
Speaker 2: how do I take a nurture connector through the immersion stage.
36:22
Speaker 2: If I'm a pioneer, it walks you through, it helps
36:26
Speaker 2: you in addition to it. So that's we're trying to
36:29
Speaker 2: give every resource possible.
36:31
Speaker 3: For people to actually not have any excuses.
36:33
Speaker 1: Yeah, Jeremy, So you guys, we're going to make sure
36:36
Speaker 1: everybody the book is actually available for prego now on
36:40
Speaker 1: Amazon and all those good places. We'll make sure that
36:43
Speaker 1: the link is in there, and like I said, the
36:45
Speaker 1: five Voices Assessment, so you guys can actually go in
36:48
Speaker 1: there and start checking this stuff out now. And I
36:50
Speaker 1: like how, Jeremy, you said this too. There's where you're
36:53
Speaker 1: a way of quantifying there's different ways that we can
36:55
Speaker 1: quantify that through the team performance assessment. There's other ways
36:58
Speaker 1: and that we can go through and and I'm excited
37:01
Speaker 1: to go in and even further Jeremy, as you were
37:03
Speaker 1: explaining in the book here of how to walk folks
37:06
Speaker 1: through this journey, because I think sometimes people get a
37:08
Speaker 1: little frustrated with like, oh, these are soft skills, how
37:10
Speaker 1: do we quantify this? Get how do we go wrap
37:12
Speaker 1: our arms around it? But you've spent a lot of
37:14
Speaker 1: time in an effort creating a helping us break down
37:17
Speaker 1: from alignment, rational trust or how we're executing and our
37:20
Speaker 1: capacity all of that stuff in a very you know,
37:23
Speaker 1: very thoughtful way, and it works. We know that this
37:26
Speaker 1: works when we break it down absolutely.
37:30
Speaker 2: Yeah, and yeah, we've been doing this for way too
37:33
Speaker 2: long and when people get to it, they just appreciate
37:35
Speaker 2: the simplicity.
37:36
Speaker 3: We made it simple enough our thirteen year old. And
37:39
Speaker 3: just a side note, I did this.
37:41
Speaker 2: My kids are all in their twenties, but I started
37:43
Speaker 2: with my kids when they were ten twelve years old
37:46
Speaker 2: on the tools and then the five voices, and it
37:49
Speaker 2: changed the dynamic at home. So my wife, when she
37:52
Speaker 2: found out she's a guardian, I knew that she's a guardian, nurturer,
37:56
Speaker 2: I'm a connector, so we're nemesis voices and we have
37:59
Speaker 2: a creative daughter, we have a guardian son and a
38:02
Speaker 2: nurturer daughter. Once we figured out who they were, we
38:07
Speaker 2: started speaking their language and it changed the relational dynamics
38:11
Speaker 2: between us. We started pouring in and they started to
38:15
Speaker 2: open up and accept us, apprenticing and developing our own
38:18
Speaker 2: kids so much so that we've developed a plan of
38:22
Speaker 2: how do you take them through every year thirteen's year
38:25
Speaker 2: of identity, fourteen, year of relationship, fifteen every year to
38:29
Speaker 2: get them to launch at eighteen. So we created that
38:33
Speaker 2: system because we're intentional, all because we knew who they were.
38:38
Speaker 2: And you know, that's the beauty of it. Most everyone
38:41
Speaker 2: just wants to be known. And once you're known you
38:44
Speaker 2: and they see that you're trying, they will appreciate you,
38:49
Speaker 2: and they'll have you'll have more influence in our life,
38:51
Speaker 2: and then they'll run through walls for you. And then
38:54
Speaker 2: the person that people want to follow and not have
38:57
Speaker 2: to follow.
38:58
Speaker 3: And there's a big difference between those two.
39:00
Speaker 1: Big difference, And I want to just acknowledge that, Jeremy.
39:03
Speaker 1: I mean, I've got to meet your wife, Kelly. I
39:05
Speaker 1: will as part of Giant. I've actually seen this at firsthand.
39:09
Speaker 1: So this isn't you know. I've got to know Steve Cochran,
39:12
Speaker 1: who Jeremy and Steve have worked together, lived together, gone
39:15
Speaker 1: through things life together. So this is true. And this
39:18
Speaker 1: is what I love about the Giant community and working
39:21
Speaker 1: with other guys and why we're so passionate about liberation
39:24
Speaker 1: and helping people. And Jeremy, why I have you here
39:27
Speaker 1: on the podcast. I know we're gretting close, and the
39:29
Speaker 1: time on the podcast I definitely could go longer.
39:31
Speaker 3: You know, are both.
39:32
Speaker 1: Connector voices for those of you don't know what's funny
39:34
Speaker 1: as you're saying that too, Jeremy, my wife's a guardian
39:37
Speaker 1: nurture as well, and so it's like, well we had
39:40
Speaker 1: these conflicts, now we're creating a better space of understanding
39:43
Speaker 1: and appreciation for one another. So so important.
39:47
Speaker 3: Yeah, yeah, we And so you know the way we started.
39:51
Speaker 2: We moved to London and we moved in the manor
39:53
Speaker 2: house and Steve Cockraman had his family and we had
39:56
Speaker 2: one family in two different wings of this old state
40:00
Speaker 2: and then we would bring people over and it was
40:02
Speaker 2: like an experiment. We did it for nine months.
40:04
Speaker 3: It was. It was amazing. But we got to learn
40:07
Speaker 3: our kids and know each.
40:09
Speaker 2: Other and you know, and then we'd have people come
40:12
Speaker 2: and do retreats and it was just like, uh, it
40:15
Speaker 2: was like magic, you know. And the thing is, once
40:21
Speaker 2: we've just built the five voices to be simple enough
40:24
Speaker 2: again for a thirteen year old to get it, but
40:27
Speaker 2: once you do, you'll never forget it versus you know.
40:31
Speaker 3: The other day, I was literally with someone and he goes.
40:34
Speaker 2: Yeah, I have done myerspread because I'm like, yeah, what
40:36
Speaker 2: are you? And he was joking because he could remember it.
40:39
Speaker 2: He goes, I'm an ESPN and we're like and we're like, yeah,
40:44
Speaker 2: he goes, I honestly can't remember, but it was good.
40:47
Speaker 3: I can't remember. And we've tried to get well. Once
40:50
Speaker 3: you know, if you're a connector, you'll never forget that.
40:53
Speaker 2: If you know you're a pioneer, you'll never forget that.
40:55
Speaker 2: You'll at least you'll know your foundational voice. And that's
40:58
Speaker 2: what we're trying to do, is like help people know
41:00
Speaker 2: themselves so they can lead themselves. Then help them to
41:03
Speaker 2: know other people so they can help them lead them
41:07
Speaker 2: And when you do that, well, gosh, it's way better
41:11
Speaker 2: than being accidental. You avoid some of the issues that
41:15
Speaker 2: most business leaders have because they're accidental with their leadership.
41:19
Speaker 1: Mm hmm.
41:20
Speaker 3: Yeah.
41:20
Speaker 1: And that's the whole point of this podcast. We don't
41:22
Speaker 1: want you to be accidental. We want you to be intentional.
41:25
Speaker 1: Jeremys and and Steve Cockerman and then the team at
41:28
Speaker 1: Giant have just amazing tools and resources. That's why I
41:31
Speaker 1: got certified as a guide. Five voices for teams and
41:34
Speaker 1: and and helping you be more impactful. As we're wrapping
41:39
Speaker 1: up the podcast, Jeremy, I like to always give our
41:41
Speaker 1: our guests an opportunity, if you know, as we've covered
41:45
Speaker 1: a lot of ground here today, just you know, last
41:48
Speaker 1: maybe thought or action that somebody can do that you
41:51
Speaker 1: you would say, hey, if you did nothing else, if
41:53
Speaker 1: you took nothing else from this podcast, and you listen
41:55
Speaker 1: to this today, I you know, hopefully you will. You'll
41:57
Speaker 1: walk away with this you know, thought or action.
42:01
Speaker 2: Yeah, I would hope that you'd be super, super curious
42:04
Speaker 2: to figure out who you really are. So going to
42:07
Speaker 2: take the five voices. It's going to tell you what
42:11
Speaker 2: happens to you understress, Where do you tend to go,
42:15
Speaker 2: what are your patterns and actions, and you'll find if
42:19
Speaker 2: you take it in the right spirits, you're taking the assessment.
42:23
Speaker 2: Don't take it based on who you think you should be.
42:26
Speaker 2: I don't want to know who you play on TV.
42:28
Speaker 2: We want to know who you really are. And so
42:31
Speaker 2: if you just take it and go, oh my gosh,
42:33
Speaker 2: this and then you read it and soak in it,
42:36
Speaker 2: you'll probably find is probably we hear this. I don't
42:40
Speaker 2: know ten thousands of times, you know, we've we've had
42:44
Speaker 2: there's a lot a lot of people take this and
42:47
Speaker 2: they'll go, oh my goodness like that.
42:49
Speaker 3: I've seen people cry. I've seen my own kids read
42:53
Speaker 3: report and.
42:53
Speaker 2: Cry because it's like, this is me, this is me.
42:58
Speaker 2: And once you do, then there's something that happens. You
43:02
Speaker 2: have to give yourself grace and truth. You bring support
43:06
Speaker 2: and challenge in this process. So I hope you would
43:09
Speaker 2: want to know who you are. But because once you
43:12
Speaker 2: know who you are, you'll start going, well, I want
43:14
Speaker 2: to know who David is.
43:15
Speaker 3: I want to know who my wife. I want to
43:17
Speaker 3: know who there is.
43:18
Speaker 2: And then once you get to know who they are,
43:20
Speaker 2: then the voices are like languages. Then you just learn
43:24
Speaker 2: to speak their language. When I used to live in Europe,
43:28
Speaker 2: I would go all over Europe and I've lived in
43:30
Speaker 2: Europe twice. And when i'd go into France, you know,
43:34
Speaker 2: I would try enough French because the French at a cafe,
43:39
Speaker 2: you know, probably food front say, and you know they're
43:41
Speaker 2: they're asking, and I'm asking for you know, can I
43:44
Speaker 2: have a cup of coffee and the nicest trying to
43:46
Speaker 2: do French. But because I'm trying, they at least appreciate it,
43:51
Speaker 2: versus if I'm like coffee, coffee black, no sugar, that's
43:57
Speaker 2: guaranteed spit in the cup. Right, So it's like it's
44:01
Speaker 2: like the idea is when I attempt to know another
44:05
Speaker 2: person's voice and I have to show it, they'll let
44:08
Speaker 2: their guard down because they'll appreciate it. They'll see that
44:11
Speaker 2: I'm trying to get to know how they operate and work.
44:14
Speaker 2: And once I do, it's like cracking code. Now I've
44:18
Speaker 2: got an opportunity to turn them into an asset, not
44:22
Speaker 2: a liability.
44:23
Speaker 3: So that's the game.
44:25
Speaker 1: Yes, I love that. Yeah, you guys will have that
44:27
Speaker 1: in there. The five Voices Assessment absolutely free. You guys
44:31
Speaker 1: can check that out. Learn what your foundational voice is. Jeremy,
44:34
Speaker 1: I want to just thank you for sharing your wisdom,
44:36
Speaker 1: your story, your heart, where you're at, where Giant is.
44:40
Speaker 1: And I really love that this conversation reminds us that
44:44
Speaker 1: culture doesn't shift just because there's like lofty visions or
44:47
Speaker 1: big slogans, but it's really when the shurpas, the team
44:49
Speaker 1: leaders are equipped with clarity, courage, they're consistency, they're getting
44:52
Speaker 1: after and appreciating who they are and who else is
44:55
Speaker 1: on their team. So I just super excited about that.
45:00
Speaker 1: And then for those of you that you know, if
45:02
Speaker 1: this sparked you know something for you today, I want
45:04
Speaker 1: to make sure that you guys go check out the
45:06
Speaker 1: new book Jeremy and Steve Coachman, The Voice Driven Leader.
45:10
Speaker 1: It's coming out. Here's what's the date when it's actually going.
45:13
Speaker 3: To be released in October?
45:15
Speaker 1: In October eighteenth something like that.
45:17
Speaker 2: Okay, it may say November on in Amazon, but it's
45:20
Speaker 2: really October.
45:21
Speaker 1: There you go, So go check that out. Uh, And
45:24
Speaker 1: you know, we would love to have you back. Jeremy.
45:27
Speaker 1: You've been great here. You own our connected on LinkedIn
45:29
Speaker 1: as well. Jeremy can be check dot com Giant worldwide
45:32
Speaker 1: you can find Jeremy. He's all he's out there. I
45:35
Speaker 1: really appreciate you being here a Jeremy on the podcast.
45:38
Speaker 3: Thank you, David, appreciate what you're doing. I love the
45:40
Speaker 3: word steward by the way, oh thank you. It's a
45:44
Speaker 3: great word. Yeah.
45:45
Speaker 1: Well, you know that that comes from the place of, hey,
45:48
Speaker 1: our people, right, we take care of our people, our great,
45:50
Speaker 1: greatest asset. And you know we only we all have
45:53
Speaker 1: a responsibility along this journey. And then so I think
45:56
Speaker 1: as business owners, what to you, what you said is like,
45:59
Speaker 1: we want help help you take care of your people.
46:02
Speaker 1: I love it. Yeah, awesome. Thank you everybody for being
46:07
Speaker 1: on the podcast with Jeremy and I. Please of course
46:10
Speaker 1: like subscribe, follow us along. We appreciate you and until
46:13
Speaker 1: next time, be well. Thanks everybody,