Latest / Business Roundtable / Unlocking Team Superpowers: Navigating Leadership and Growth in Business

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Unlocking Team Superpowers: Navigating Leadership and Growth in Business · Business Roundtable

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All right, welcome back everybody to the Business round Table podcast. I'm excited
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to have returning guests and a new guest with us tonight. For those of
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you that don't know, I'm David Carr of Steward your business focusing on organizational
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health team alignment, and one of our topics is going to be about that
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tonight. Bill, would you introduce yourself to the audience please? Yeah.
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I am Bill Hatch. I am a leadership guide currently developing a series of
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books on leadership and a method to bring teams and communities together to prop up
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the leader and create a new superpowered community. I stole you. I stole
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your line mo I. Also, I also do a series of podcasts under
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the banner of Bald Spots Productions and which includes interviews, round tables and studies.
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Awesome, Bill, glad to have you back. And we have one
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of our returning panel members, Doc c Welcome back, doc Cee, thank
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you. I'm glad to be here. Kurtis Coffin here. We are primary
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business consultants. We work in the mergers and acquisitions arena. We helped build
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businesses to make them not only profitable and there sellable, but enjoyable to run
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for the business owner and I'm glad to be here. Thank you, absolutely.
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And we got a new special guests here, Maurice Evans MO. Would
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you introduce yourself MOE to the audience. Hello, everybody. I am glad
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to be here. Thank you so much for having me on here. First
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time guest. How's it go? Longtime listener, first time guests, Yeah,
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yep, first time caller, that's what it is. Thank you appreciate
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it. I am Maurice W. Evans, CEO of Power Reality, and
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we do personal development, we do speaking, we do training, we do
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consulting corporate trainings as well, and we help people discover their superpowers so that
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they can activate their super self. Basically, what we do is help you
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understand how your own personality works and how you can use that to work for
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you. So we believe everybody is supposed to be themselves and that the best
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thing you can ever be is you. But it's not just a personality,
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it's your superpower. That's what we get excited about. So I can't wait
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to talk about that tonight. Absolutely, Mo, thank you so much.
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And I've been fortunate to work with MO and actually have been certified with through
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Power Reality as a trainer and coach, and I'm super excited to I've been
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working with him since last year and I've been super excited about continuing that.
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And that's why i wanted to bring my on on specifically because of there's expertise
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in background here and all that MOGO and deeper dive because our copic tonight we're
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going to discuss is what do you do when you have a person on your
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team and it's they're in the wrong role or position. Uh So there's misalignment
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in the team and this inevitably happens and all of us, I know,
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have dealt with us at some point and so h I love mo if you
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wouldn't mind before we you know, dive deeper in this. But with this
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kind of understanding that we're going to be dealing with tonight, give us a
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little maybe a little more taste of powerality and where you've seen this, you
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know, come up this challenge of team alignment and people in the right place,
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and then how powerality is involved there. Team alignment, that's the that's
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the thing, right, That's that's the holy grail. How can we get
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everybody on the same page, even though they're all coming from different backgrounds,
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different perspectives, different levels of training, different levels of education. How do
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we get everybody in harmony? How do we get a congruent messaging? How
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do we get people to basically realize they're on the same team. What do
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we do when there's that clash? Right, we get that personality conflict thing
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happening that I don't get along with you and you don't get along with me,
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and there's not really a good reason why we're just not vibing together,
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even though we are still in the same tribe. So does that come from?
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What do we do with that? I've seen this in churches, I've
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seen this in government, I've seen this in corporations. And it's a part
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of the dynamic of being human. Right, We're all humans. We're all
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dealing with this concept that we all have our way, we all have our
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perspective, and it gets frustrating if someone is a leader with an organization and
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they see that their team is in a constant state of disharmony. And so
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what we've done at Powernality is we've kind of gone below the surface. A
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lot of people are familiar with the personality assessments, and they're familiar with some
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of the things that people believe have to do with personality. But we're not
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dealing with personality with powernality. What we deal with is temperament. We want
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to get to the core of who you are. Turns out that you were
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actually born with some inherent traits. Turns out that you were actually born with
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some source characteristics within you. Your brain stem determines how you perceive things,
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and it determines how you choose to respond to things. So if we can
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understand who we are, and I mean I can understand who I am,
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and you can understand who you are, why you see things the way you
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see things, and that the way you see things is not necessarily wrong or
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incorrect. It's just different. It's just different than what someone else might see.
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It's just different than the way someone else might perceive. We're looking at
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the exact same thing, but we perceive it differently, and our decision making
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on the approach to it is different. Right, we feel like there's something
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different that needs to happen, and that's where the disagreement comes in, because
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for you, it's a threat, for me, it's an opportunity. Right
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for you, it's an opportunity to speak up. For me, it's an
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opportunity to be quiet. For you, it's an opportunity to take action.
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For me, it's an opportunity to sit back and think any value wait for
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you the objective being accomplished as what's most important for me. How it impacts
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the people is what's most important. Neither one of us are incorrect, but
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because we're on opposite sides, we're gonna have a tendency to now be in
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a place where we're disagreeing and probably eventually becoming very disagreeable with each other and
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with our team, and so there's fallout from that. Right, how do
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we avoid this friction? How do we avoid from bumping heads? How do
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we we stop this challenge that we're facing. What's more important? What's the
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right approach? What's the right assessment? And it turns out that a lot
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of times there is no right or wrong assessment. But what there is is
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there is a different perspective of the assessment. Right, it's the it's the
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blind men trying to describe the elephant. Ones at the tail, ones at
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the legs, ones at the trunk. They're describing totally different things. Oh
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no, I think this is like some kind of snake. No no,
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no, no, no no, this is a big giant tree. No
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no, no, no no, it's a little wiry, wispy thing.
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Which one is incorrect. They're all correct from their perspective, and so the
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evidence that they have has given them a set of facts. But their facts
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are not necessarily the whole truth. And so we tend to stand on the
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evidence of the facts that we've been able to ascertain, even though we have
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not gathered the complete body of evidence. But even gathering the complete body of
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evidence, some people say, oh, it's elephant, it's so cute.
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Others will say, hey, that's a wild animal. Let's back off and
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leave it alone. Somebody else will say, hey, those tusks would look
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good on my wall, right, Like it's the perspective is going to be
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different, and it's okay to have a difference in opinion. So how do
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we learn to work together so that we together can be on mission, so
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that we together can accomplish the vision of our tribe, of our organization,
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of our team. And that's what we look to help people understand that the
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reality is it's not just a perspective, it's understanding what we call your superpowers,
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the strengths of your own personality, because that's what we need you to
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bring to bear in this situation. We need you to bring that superpower that
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you have. And when you activate your superpower in an authentic way, when
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you're expressing your super self authentically, then everybody gets a benefit from that.
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If your superpower is repressed, now there's mental anguish, Now there's distress,
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now there is friction. But if I can understand what my superpowers are,
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then I know how to be in the right situation, how to be in
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the right position. I'm gonna say no to those things that are not a
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good fit for me. I'm gonna say yes to those things that are.
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If I'm the Incredible Hulk and you're looking for the Flash, it doesn't matter
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how much I get on the treadmill. I'm not gonna run any faster,
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but I'm still gonna be really good at smashing. But you're gonna be mad
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because you wanted me to deliver it quickly, but instead I smashed it,
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or vice versa. If you need the Hulk to come smash through something and
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I'm just running around really really fast because I'm the flash. Then that's not
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gonna work. So a lot of times people are misplaced with their superpower,
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or they're not aware of their superpower, or others are influencing their them to
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use their superpower and correctly. But when I understand my superpower, then I
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can recognize and respect the superpowers of others better, which means harmony on the
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team. All right, Mo, you could you laid it out for us
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here. I think we're all gonna have some questions for you here. I
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appreciate you put putting that out here. And I'm gonna go around a little
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bit here because I want do C and Bill to you know, I think
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we're gonna we want to dig into here, like you laid it out,
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MO, kind of a place for us to go in understanding this misalignment and
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and just you know what happens when we're misaligned? What does that look like
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in the organization? And Doc, I'll start with you because you're you're dealing
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with Murder's acquisitions. You're dealing with these companies that are trying to be sold
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acquired, You're looking to buy a company, and when you have misalignment in
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there and especially as I was lined laid it out here, what are some
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of the things you're seeing some of the challenges there, people like Joe moosaying
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seeing the people seeing things differently and motivated different ways. Well, there's so
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much information that the mode just laid out there for us. There's chaos in
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every organization. You know, I always use a sports sports analogies sports teams.
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You wonder why and how certain teams become champions and some do not well
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inside the organization, inside even the winners, there's turmoil, there's chaos.
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So what is it that is common like a common thread? You mentioned superpowers?
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You know, you could talk about Magic Johnson, Larry Burden, to
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Sells and Man Michael Jeorge. You know, the list goes on. But
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in their organization, within their team structure, there was fights, chaos,
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all kinds of things. So I think that that what we're trying to get
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at here, correct me if I'm wrong, is the platform where all of
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us within an organization can reveal our as mo said, our superpowers, because
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if we don't, if we don't allow the organization to see my greatness,
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because I'm holding back because I don't want to upset, you know, the
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culture. Well, that's a problem. So what is the common thread,
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the common idea that an organization or even a sports team, I know,
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a sports team. The bottom line is this, do we win? And
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if we If we win, there's there's not a big problem. But when
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we lose, everybody starts pointing the fingers and and that's exactly what happens.
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I've played sports all my life. I know exactly what that what that's all
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about. But and I'm sure you guys have two but my my whole point
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is what is the platform that an organization a safe platform? Now they call
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it probably HR, but you know there there are platforms all around organization.
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It's been upon how large it is? That would be my my question too,
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not only MO, but even David and Bill is is what what are
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we looking at for that that platform that I can reveal my superpower? Mmmm?
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Well, I'll let Bill time in here too, is thinking about this,
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you know, I mean powerality is a platform, and I We're glad
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to have MO here presented. There's been a lot of research and other things
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in here. But I think idea is, you know, we're all trying
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to understand that and as we understand ourselves, like you said, where we
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both get in. Yeah, whatever that platform is the language, then we
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can get in the right in the right spot. Bill just thoughts on kind
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of what we've talked about so far tonight. No, absolutely not no,
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no, I've just been sitting here. No, No, there's uh,
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there's definitely something to be said for for completeness of understanding. You know,
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MO was talking about the about the elephant in the room and and how each
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person might see something different, some different aspect of it. And if that
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aspect isn't useful, then you know, the understanding becomes incomplete, and it's
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just it can't be it can't be used, you know. So sometimes you
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have to switch around and and try it from a different angle. You know.
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I've tried several different angles in in business, uh, you know,
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in my in my miss begotten youth of trying to to find my place in
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the world, you know. Uh, and it's given me, it's given
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me a look at different aspects of business. So that so that I can
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see what's what's going on. So I can see an elephant, you know,
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and I know how to eat one. And yeah. So so yeah,
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so taking taking a different look. One of you know, one of
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my favorite analogies is actually the moon. If you look at the moon and
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it is did I blank out there for a second. If you look at
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the moon where your back, you're back in your buildings and trees and such,
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it looks enormous. But when it's in the middle of the sky,
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way up high, it looks tiny. But if you're looking at the moon
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in it near the horizon, if you want to see it as it really
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is, you need to change your perspective. Turn around, look at it
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to bend over, bend over halfway and look at it between your legs,
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upside down, and you will see it as it really is. So take
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a different perspective. Yeah, it is important to get perspective and clarity.
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And I think there's different I don't think there's one one platform. Dot Dead
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Poets Society taught us we lost you there, Permanent Poets Society taught us.
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Stand up on your desk. Okay, just yeah, take a take a
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different perspective, take a different look at at the way the world is,
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and uh, and you'll see quickly what it really is. M Yeah,
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I mean, we don't. And I'll be the first one to admit that
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I don't want everybody to be like me. I guarantee you that I want
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diversity. I want diversity throughout an organization. I want people to tell us
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the direction or at least given give us their opinion or ideas on the direction
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that they need to go. They have to be a sertive and and they
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have to uh. I guess MO would probably be the one to talk about
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this is to to allow them to have the confidence to actually do that.
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A lot of people have these superpowers that that they lack the confidence to actually
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bring it to the table because there's always some some individual that likes to talk
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all the time and that they talk with THEO and so a lot of people
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don't like to actually tell them to be quiet and here let's let's talk,
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no, no, whatever. But they lack a little bit of confidence in
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that regard. And I think that that's probably what Mo is referring to as
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you know, finding your superpower and let the up. Yeah, actually,
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Mo, can you expand a little bit here just on what Curtis is talking
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about in the you know, paranality, we talk about the presented behavior versus
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the preferred behavior, and people present a certain way because that's the way they
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think they should be right and I got to be in this position. I'm
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going to present this way. But by doing that, they're really not going
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to be performing the best they could be in misalignment, They're like, I
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could do this role and talk a little bit about what Doxy is saying and
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saying, hey, getting them into their preferred role, and how that if
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they get them in the right alignment, you know, let's you know that
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talk a little bit about understanding they're misaligned and getting in the impact of that
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misalignment. If they stay in that presented behavior style, good mo, you're
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you're muted and mutua. So one of the biggest challenges for people is to
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understand that majority of people are presenting their behavior style. That's what personality is.
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It's surface traits, it's it's acquired characteristics, and so their environment oftentimes
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forces them to behave in a way that is incongruent with who they truly are,
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because this is what the job requires, or this is what the culture
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within the organization requires. And so some of those people that Doxy was speaking
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on that they are afraid to speak up. It's not necessarily that they're afraid
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to speak up. It's just that they are not outwardly expressive. They're more
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inwardly thoughtful, and that maybe the few times they have spoken up, they
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were dismissed or they don't feel safe in that environment that they're in. So
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usually it's going to be one because they are not that type of a person
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that they speak up. There's one type one half of the four quadrants that
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we look at that they prefer to ask questions. The other half prefers to
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tell. One half prefers to sit and think about things and they question and
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they ask should I say something? And the other half says, I must
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say something? And so usually in the environments that people find themselves in,
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they're rewarded for speaking up. But if that is not their true temperament,
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then it becomes awkward for them, right, It becomes a challenge for them.
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It becomes something that they're not clear that they're going to be able to
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do without repercussions. Personality is a result of what the expectations and consequences are
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outside of you, and so a person who may not even be the type
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of person who's comfortable speaking up, we use inwardly thoughtful because introvert. Extrovert
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is so dynamic, and most people will try that to personality and see themselves
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sometimes one way or another. That's why introvert came out. But inwardly thoughtful
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people prefer not to speak up. Ever, this is not their thing,
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and so they prefer to process, they prefer to take time. They're going
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to ask questions when it's in a safe environment. If it's not a safe
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environment, then they're not going to speak up. And so then it's the
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responsibility of leadership to accommodate people. I use the example. Let's say you're
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at a situation it's like, hey, anybody who wants to come up to
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the stage and speak, can the microphones open? It's an open micro and
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so then there's a person there in a wheelchair who says I'd like to speak,
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and they and you say to them, yeah, sure, make your
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way on up to the stage, but you gotta get up six steps and
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there's no ramp and the mic is fixed. That person is going to have
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a very difficult time. That's assimilation. What you need is accommodation, right.
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Accommodation instead is going to present a situation where those who are inwardly thoughtful,
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are actually going to be more comfortable stating whatever it is that's going on.
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In fact, a lot of times you have to go and ask them.
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They're not going to speak up. If you don't ask them, they're
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probably not going to say anything. That's a part of the leadership element of
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understanding when you have, like Doxy says, you don't want everybody to be
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like you, but knowing that not everybody is like you in a diverse environment
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means that what would be intuitive for you, your perspective of how you are
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perceiving things and your thoughts on how you approach things is not going to be
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the same way that others perceive and think is the appropriate action. That's where
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the challenge comes in leadership, creating an environment that is conducive for all of
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the temperaments. Yeah, so the mo along that then, I think,
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you know, knowing that we want to have these different voices and how you
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know is what's and this is for doctors Doxy two, what are the strategies
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that how can we be proactive in accommodating and when we accommodate, sometimes it
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still isn't the right position. Like they've they've adjusted because they've presented a style
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MO for example, to try and posic position, but it's not really the
25:15
best fit for them. And if we have the money become aware and understand
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that, then we say, okay, we were accommodating you, meaning like,
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how do we get you in the right position, maybe the one you're
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in right now, Let's get that you're there's a better fit in the organization
25:27
here or cannidly, sometimes it just the organization's needs and this person's superpower right
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now, don't they don't align, they're not They're not necessarily what's needed.
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It's not good for the organization, it's not good for the other person too.
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So just how what's some strategies you know, I'll go to you MO
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first to starting our luck. Doxcy to chime in here too, is remedying
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this. How can we be proactive in being accommodating and and get getting realigning
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or or transitioning team members in the organization. So MO to start with first.
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Absolutely, is screenshare helpful here? Or if you want to, you
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can share your screen I can add that in there. You want to share
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that? Yeah, absolutely, So we look at what we call four different
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superhero types, commander, energizer, calculator, protect her right. And so
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one of the things is when we look at the characteristics of these individuals,
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it starts at the beginning. It starts in the recruiting process. So when
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you are out soliciting, when you are putting out your openings, what is
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the language that is there, because oftentimes we are going to use language that
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means that a person is going to have to do one of two things.
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They're going to have to say I don't fit that description and so I should
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not apply, or I don't fit that description, but I'm gonna apply,
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but I'm going to protect that. I have those characteristics. I can force
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it, I can make that happen. I can do that, I can
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be what they want me to be. That's where the dysfunction starts right there,
27:08
before they ever put in an application, before the recruiter talks to them,
27:14
before anybody sees their resume, that's where the challenge starts. And then
27:19
making them they have to feel safe from the very beginning that I can be
27:23
myself, because what this is about is not trying to say, well,
27:29
commanders we're going to put over here and protectors, we're gonna put over here.
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Each of these can serve any function. Each of these can be salespeople,
27:37
each of these can be managers, each of these can be accountants,
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each of these can be in any function. But how they do it,
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how they approach it, is what's going to be different. How they activate
27:51
their superpower. So the reality is it's not just creating an open call saying
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yeah, everybody is welcome. It's actually having a space where it's clear that
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anybody and everybody can come in and that we want you to accomplish something,
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but we want you to accomplish it in a way that is congruent with your
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super self. Mm hm. So so, Doxy thoughts on that you know
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you're seeing. For those of you that are listening to this podcast, unfortunately
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you can't see this amazing graphic, but you can go to Parorality and connect
28:30
with Mo and he can share with you more on that. But Doxy,
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when you hear that, especially beginning from the hiring process, from the beginning,
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what's your thoughts there? Well, yeah, I mean that's exactly what
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I was thinking, is the is the hiring process? Because I know that
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you know David and even you MOI I'm glad to meet you again for the
28:52
first time tonight that you you two kind of dive into the emotional aspects of
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a culture and all those things. My question would be not really a question,
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but it would be nice when boards or they put together panels to hire
29:15
people with an organization if they actually knew all of these things. And maybe
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some do because of the tests that they you know, all the tests that
29:26
potential employees have to take sometimes to get into the corporate level. But it's
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really fascinating to understand or at least be introduced to these superpowers because I absolutely
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agree with them. I agree that everything that most said is, yeah,
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there's some people that they're introverts versus extroverts and so forth and so on,
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But how do we get them to get to that super superpower are and that
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and that's a that's number one. But going back to what I said earlier
30:04
about athletics, see athletics, it's always they've always had an edge on us
30:14
from the emotional or psychological because of the physical meaning that if if David,
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if you can't run a four four forty, you're not going to be a
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running back. Sorry, it's just not going to happen. You see.
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What I'm saying is that in athletics there's something that we can actually you know,
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within our reality, we can actually see. We can see that.
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You know, if you're two hundred and eighty three hundred pounds, you're probably
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going to be alignment. And but but but then you know, I've I've
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played sports, and I've also coached sports, and I and you know,
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some of these uh, some of these players. We we had an offensive
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guard that we used from time to time, like the Refrigerator from the Chicago
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Bears long time because he loved to run the ball at three hundred pounds.
31:03
You know, he just that he loved it. Now, that might have
31:07
been his superpower, but his body just wasn't, you know there for being
31:11
a fullback. It's so this is really really good stuff that Moe put up
31:17
here, and it's something that we we we need to tap into when we
31:23
start talking about culture, especially in the areas acquisitions, because man, when
31:30
one company buys another, you're buying an entire culture that might just not work,
31:36
you never know. Yeah, Yeah, it's I like what I see
31:41
right here. It's good stuff. Yeah, I think you bring up a
31:44
good point. Doxy and Mo, I want to get your thoughts here in
31:45
a minute. If like, yeah, there's certain things you can measure on
31:48
a sports team and this is a little different. But I know and working
31:52
with Mo, I know he's done so much research and background in this and
31:55
truly trying to get at it. It's there's a lot deep. We could
31:57
spend hours and I have a talk this, but just just on the on
32:04
the idea of I agree Curtis about this alignment, like how could we understand
32:07
this better as a manager or a leader be aware? And I think number
32:13
one, it starts with our own who do we know we can be?
32:15
And I love the words that you have up here, Mo, because these
32:19
are just helping us to look at these superheroes you have here, this commander
32:24
and energizer and techat or protector these and these these words associated with them.
32:30
So I think, Doxy of these and some of the things that maybe you
32:32
can measure or identify. So Mo, can you talk a little bit about
32:37
that about you know, the words that we're seeing on here on the on
32:40
the screen, about some of these ones and again, how can we identify
32:45
them a little better To do C's point? Uh So, yeah, Doc
32:51
went into quite a few good things there. When it comes to identification,
32:55
well, that's where they're going to want to get somebody who is trained and
33:00
assisting with that. That's why they hire you, That's why they hire me.
33:04
That's why they hire Earner any of the Powerality certified trainers, because that's
33:08
what they do. They go into an organization and help them make those identifications
33:13
and create a strategy on how to approach that. And so while a lot
33:16
of things like a sport may while a lot of things like a sport may
33:30
actually seem on the surface level to be just stats, we know from anybody
33:37
who plays a video game or fantasy sports that just the numbers alone are not
33:42
enough. That there is decision making that goes into the process. There is
33:46
the human element that goes into the process. So you might have the physique,
33:52
you might have the speed, you might have the weight, you might
33:55
have the skill set in your twitch muscles. But knowing when to do what
34:05
and what is your reasoning for deciding when to do what is what makes a
34:14
difference. Because inside that person who is a linebacker, they have a temperament
34:22
and so the question is what's going to be the best way to use them,
34:29
The best way to use them is going to be based on their superpower,
34:31
because there's decision making in everything. Even if all you do is sit
34:37
on an assembly line and tap a button at some point that sometimes you have
34:42
to not tap the button. You got to pull the lever to reject something
34:45
there. And what causes you to do that? And how do you move
34:49
beyond that? How do we how do we make sure? And so that's
34:52
why I say it's it's not just looking at these and saying, oh,
34:54
the energizers will put those in sales, the commanders will put those in leadership.
34:59
That's that's what it seems like from the outside. But the reality is
35:02
all of them do something different. And so when we talk about M and
35:06
A, well, now we're in a situation where you're talking about one culture
35:10
attempting to absorb another culture, because a lot of m and as have a
35:16
big problem because there is such a culture difference. One movie that we like
35:22
to look at and and kind of pick at and show all the power Noaliti's
35:28
in is a company a movie that came out recently, and it's called BlackBerry,
35:36
and it's about the BlackBerry and their rise and how they kind of got
35:42
involved with things, but we see them being approached and almost being taken over,
35:47
and all the different things about how their culture changes over time. We
35:51
see characters who are commanders, we see characters who are protectors, we see
35:54
energizers, we see those interactions. We like to call them out in a
35:58
fun kind of a way. When we deal with the corporate environment, it's
36:07
more about understanding what you have because the majority of people are going to create
36:15
a culture that is a reflection of one of these poweralities, and leadership is
36:22
going to create another culture that is one of these poweralities. And so when
36:28
you say, maybe Silicon Valley tech company, you're going to have a ton
36:32
of calculators in there. Intuitively, that's what's going to be there, But
36:38
in order for that company to grow, they're really going to have to have
36:42
a much more well roundedness to it. In M and A, you may
36:47
need to shuffle some people around. How will you know where to shuffle them
36:51
around? It's not necessarily what their powerality is. It's about how they can
36:55
use their powerality in a specific position. Right, powerality doesn't determine the position.
37:06
Your position is amplified. You are increasing the efficacy of an individual within
37:15
a position by letting them use their powerality. So, for instance, when
37:22
we have the commander, the energizer, the calculator, and the protector,
37:28
right when you want to communicate with them, this is something that you can
37:37
do just in basic communication. But the commander show them what, the energizer
37:42
show them who, the protector show them how, the calculators show them why.
37:46
Now, this goes into leadership, This goes into sales, This goes
37:53
into team building, this goes into management, right, and we can get
37:58
deeper into these and having an understanding of what this means why Because the commander
38:04
what do they want? They want respect, they want things quick, they
38:07
want facts right, that's the showing them the what. But that's the opposite
38:15
of what a protector wants. A protector doesn't want pressure at all. They
38:19
don't really want to see new ideas. They need their goals to be very
38:22
clear, and they want recognition for their achievement. So you show them how
38:27
all those things are going to be done. It doesn't matter what position they're
38:30
in, it matters who they are because at the end of the day,
38:35
we place people because we think they're good at getting done. What we want
38:39
done, But really, anybody can get done what we want done if they
38:45
have a specific skill set, education, but how they go about it and
38:52
their capacity to excel is going to be determined by who they are on the
38:58
inside. Otherwise you're going to have a situation where there's mental anguish and they're
39:05
not going to get along with people. They're not going to show up like
39:07
you want them to show up because they're exhausted in trying to present in a
39:13
way that's not who they really are. Right, Yeah, this is this
39:19
is a great perspective, and I think this just shows the depth that is
39:22
needed. Like Doxy, you're talking about that leaders a managers need to know,
39:27
they need no number who they are very well, very well in order
39:30
to leverage their team, because if you don't have that, then we get
39:37
like you were talking about earlier dysfunction. Right, we're running into this challenge
39:40
because you don't even know who you are. How are you to manage this
39:45
team or see this in the organization or see where this is going? And
39:50
I feel like we talked about this in our last episode MO about intergenerational challenges
39:53
we're seeing right now baby boomers leaving and we've got this gen X and we
39:59
got this money, and so we've got this really interesting dynamic in the workplace.
40:05
And I think that there's a loss of a seasoned understanding of some of
40:10
these folks that have been around for a while, and you're still some people
40:15
that are still becoming and learning who they are. And you know, I'm
40:19
fifty and I sing I have a pretty good sense of myself now, but
40:22
if you ask me twenty years ago, I probably I didn't have that same
40:27
sense. And we've got some people in their thirty some things and now maybe
40:30
you were, you know, even early forties. I think that there there
40:34
there's an evolution process here, but I don't think it's going fast enough for
40:37
what we need. Right. And you have generational zeitgeist, you have cultural
40:42
zeitgeist that has to do with powernality. Right, So when you talk about
40:49
boomers versus millennials, boomers culturally have thought like commanders because that was kind of
40:58
what the culture said was appropriate for culture, whereas millennials think a lot more
41:02
like protectors. If you look just at generationally speaking, and you try and
41:09
lump them all, if you if you want to make a monolith out of
41:14
them, then you can do that right, whereas gen X where we were
41:16
more energizers. So you have these dynamics in there, but it really still
41:23
comes back down to the individual. So you know, doxy, Imagine you're
41:28
doing an M and A and both boards have a clear understanding of the powerality
41:34
of that board. The board tends to lean, the board tends to skew.
41:37
The board's decisions tend to be made in the way of a commander or
41:43
of a protector, usually because of the number of people that are there and
41:46
their individual poweralities, or the way of the energizer, the way of a
41:51
calculator, and that may or may not be the same as the board of
41:55
the organization that's being acquired. And so how do those boards talk? You
42:02
got to get those boards to have an understanding so that they can express that
42:07
then to the c suite, so that the c suite can then cast the
42:10
vision properly to both organizations and begin this change in culture. Rather than trying
42:17
to get my culture to be like yours or yours to be like mine,
42:22
How can we have our cultures in a way that individuals are able to be
42:30
who they are, but yet still stay on mission, but yet still stick
42:36
to the core values, you know, and I like that Mo. In
42:44
theory, everything you said is spot on. But in reality, what each
42:51
board looks at, if there is a board, when one buying another,
42:57
they look at the dollar amount. And then what they do is if one
43:04
is acquiring the other, they they after they acquire it, they start to
43:12
either clean house or or they implement their systems into that culture. And what
43:21
really happens is that's where fear comes along, and it's just it's really total
43:29
chaos, and it's a it's a fascinating it's fascinating to sit on the sidelines
43:37
and actually watch this because that's exactly what happens. You know, the promises
43:42
and all these things that you're going to have a job. Even when we
43:45
get acquired it that it no longer happens. It just kind of in the
43:51
reality, in the in the mix of things, chaos does in fact happen
43:57
during that process. We try to we try to slow that down, We
44:00
try to actually have the cultures talk to one another. But ultimately, whoever
44:07
gets bought out, it's it's going to be a tough tough thing for them.
44:13
But I love, like I said, I like what you're what you're
44:15
doing. I like what you're talking about. More companies, more cultures need
44:20
to hear more about this, and actually what they need to do is spend
44:24
more money on this, helping grow the organization, not not only monetarily,
44:32
but within for people, because that's that's exactly what you know, That's what
44:38
you're spending your dollars on anyway, is your people. It's your greatest asset.
44:43
And yet some some companies believe it or not. Well, you guys
44:45
probably aren't noticed. They think it's a liability because on the balance sheet,
44:51
the PNL statement, that's where more of my cash is going to is the
44:55
people. Well, if we actually did this kind of thing in more more
45:00
companies, especially in small businesses that maybe can't even afford it, I think
45:06
that they would even grow faster. To be honest with you. Leadership,
45:09
training, team building, all of that is. You know, when we
45:15
start talking about what's the cost of turnover, right, so what's what's the
45:22
cost of new acquisition? And so that's why I said, what if what
45:25
if they did this? Because we already know what the end result is when
45:30
you just go in just by the numbers, we already we can predict it.
45:34
I could write that script. I can look at the two companies,
45:37
I can look at the number. I can say, this is what you
45:38
guys are gonna end up having to do. This is what you're gonna end
45:40
up dealing with. And we see this repeatedly. And so if you know,
45:46
definition of insanity is doing the same thing over and over and somehow expecting
45:50
a different result. Right, so something needs to change. And if we
45:54
have not taken the approach of looking at culture, so what we say is
45:59
culture is by default or by design. And so you can't take two default
46:04
cultures and think they're gonna come together and be in harmony because your individual default
46:08
culture is already chaotic. You're just adding chaos and multiplying it by somebody else's
46:15
chaos. So it will definitely help. Because we do executive training, so
46:21
you're talking about from the top down, leadership down. This is something simple
46:24
enough that entry level employees can grasp and get on mission and really accept the
46:31
core values of the organization and just do better. That's increased productivity, increase
46:38
profitability, increase efficacy, increase impact, increase influence. We already know these
46:46
things work. They just have to be willing to see how this helps the
46:51
bottom line. Absolutely, absolutely, Well, there's so much more we can
46:55
unpack here, Mo, so you're definitely gonna come back. We gotta have
47:00
you back and and share this is this is so powerful because we want we've
47:07
just talked even the nail on the head doxy. If If if you have
47:09
business owners understand this and mergers and acquisitions leaders understand who they truly are,
47:16
their temperament and their way to be and how to accommodate and integrate, you
47:20
know, everyone will win in the mission here. So I just want to
47:27
say thank you for for sharing this paronality with us tonight back and given given
47:32
us more on this. We we lost, we lost Billy had to drop
47:36
out tonight. But we're glad that Bill is here, you know. So
47:42
just you know, thank you do Cy and Mo. Final thoughts just as
47:46
we wrap up do c No. I was just I love it. You
47:52
know, if you if you help people grow in any shape or form within
47:57
an organization, culture, whatever you want to call it, sport to done.
48:01
That that's the objective. The objective of any leader. Their objective is
48:09
to find someone to replace them. And that's because you're going to be replaced
48:15
so why not help everybody grow. That's the that's that's my result, and
48:21
I think that that's what that's what we're talking about here. Absolutely, mo
48:25
final thoughts, person I man, I just agree personal development at all levels
48:31
is going to make a difference. We want everybody to be the best version
48:37
of themselves, discover their superpowers, activate their super self. That is going
48:42
to benefit not only the organization, is going to benefit the investors, it's
48:45
going to benefit the customers, it's going to benefit the community, it's gonna
48:49
benefit everybody. So we really believe in this level of personal development from leadership
48:54
all the way through. And so yeah, yeah, ePower yourself. Thank
49:02
you, thank you. I'll throw it out there. If you guys have
49:06
listened to this and you're listening to this podcast, you're watching us, uh,
49:09
please leave a comment. We welcome your feedback, reach out to any
49:14
one of us where we will will reach in, but we'll respond to you
49:16
directly personally. Doc c Moe myself Bill that we bring this because we want
49:23
to share value and help you find victory in the work that you're doing.
49:27
And so I'm just so super excited for the continued guests and insights that are
49:31
shared here. So I thank you guys, thank you MO, thank you,
49:35
do Cy you. Until next time you guys, have a great,
49:38
great night. God bless