Latest / Success Story with Scott Clary / Lessons - Understanding the Habits of Highly Effective People | Jennifer Colosimo - President at FranklinCovey

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Lessons - Understanding the Habits of Highly Effective People | Jennifer Colosimo - President at FranklinCovey · Success Story with Scott Clary

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  In this lessons episode, you will learn how to apply the habits of highly effective people
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  to drive lasting behavior change across organizations, discover key principles like empathy,
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  accountability, and reinforcement, and how they foster a resilient, high-performing culture.
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  You'll also gain insights into leading effectively in remote work and navigating today's evolving
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  challenges.
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  So now you have the ability to go on an impact in influence organizations, but I would assume that
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  as you do that, there is of course a lot more nuances than just somebody who is internally
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  motivated wants to pick up the book and change. Now you have an organization you're trying to,
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  invoke change across a business unit because a certain leader wants that change to happen,
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  they respect what you do. So what or how do you best take the works of Dr. Kavi as well as all
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  the other individuals who you've partnered with in the years of experience? And what is the best
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  practice to actually, across a business unit, change the behaviors and habits and perhaps unlock
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  leadership across an entire team and make sure that those changes stick and are permanent
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  and are long lasting? And for all of your listeners who think about behavior change,
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  this is a field that is known and one of the things that we say in behavior change and behavior
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  change experts is, and you can just apply this to yourself, you can read about what you should do
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  to manage your blood sugar. You can read about it. Now if someone is really managing their blood
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  sugar, they often have regular check-ins, the check-in holding themselves accountable maybe with,
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  in this case, a physician, but as you think of behavior change in your organization, a coach,
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  you have to learn a lot. So you learned, you work on mindset, you have a reinforcement pass to
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  keep that going. All of those components have to come together for behavior change to happen
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  in an organization. And when you're talking about one in one person, you also have to have that
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  cultural support. So leaders have to bring it into their language. It has to be recognized.
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  Oh, I'll use them seven habits language. That clearly with someone going for a win-win,
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  right? I can see how we came together to creative collaborate. We came up with something
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  better than any of this could have come up with our own things that come out of that. So people
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  see this is what's culturally acceptable. And frankly, you have to see improved results.
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  Is it that you want more resilience to change? Is it that, frankly, the seven habits have been
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  used significantly lately to help people in a virtual working environment? Are you seeing improved
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  collaboration, retention, results? People have things they want to achieve. I'm making sure
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  that you've got that measurement component in addition to the sustainability path.
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  And I think that all those lessons, like you mentioned, even like the, especially the
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  measurability and accountability and culture, there's probably a similar word that can be used to
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  describe something that is encapsulating your own life. But all those things that you use for
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  success at an organizational level, that's, I think that's what psychologically goes through
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  somebody who actually doesn't implement positive change on themselves as they sort of go through
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  these steps just in a different, in a different, at a different scale, of course.
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  Every scale, yeah, agree. But I want to, and the reason why I bring that up,
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  every time I speak to somebody who, who I feel is a strong, a strong leader, the word you mentioned
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  was, I think, professional, I can't remember what it was, professional, what you, what you describe,
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  what you do as an organization. It was, there was a work for it. Oh, wow. We, we in do, the
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  behavior change is personal and professional development. I think yeah, it was, it was something,
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  it was, yeah, that, that is what it is. There was, I thought you had a really good work for it,
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  but it doesn't really matter. I think the, the point I'm trying to get across is when organizations
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  hire somebody to come in for a day, and they do like an eight hour day, and they try and fix
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  the entire organization or they try and fix an entire thing, and I just come from like a sales
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  background. And I remember the amount of times, both as an individual contributor or the higher up
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  as director or VP, when you'd have like a CEO coming in and saying, I want to hire a sales coach
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  for a day or something like that. And you know, it, it's a waste of money. It's a, it's a 100%
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  of waste of money because there's psychological drivers, there's cultural drivers, there's all
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  these things you have to have in line for that effective long-term behavioral training, positive
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  behavioral change. I mean, you're so right. We, when you think of Franklin Covey clients,
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  folks that work with us organizations, we really know that there are three kinds of buyers that
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  will come and approach it. One is an event. And if I'm clear and you were saying, I want you,
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  Jen, to speak at this keynote, I would just want to manage expectations to the conversation
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  we're having. What do you want them to know, feel anything you might want them to do out of this
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  90-minute speech, then there's some better capability. You know, we've promoted all of these
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  highly technical people into a first level leader role. And I just need a few days so they even
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  have a picture of what that looked like. And then there's some that if you truly want to
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  behavior change, there has to be some level of sustainability. Even if it, we invest some time
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  with you, live online or live, they have some on-demand elements that they take, they have coaching,
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  they have manager accountability. There's lots of ways that behavior change can be implemented,
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  but you, and sometimes, and you know this, I bet you were one of these people. You can find people
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  who will see a speech and think, okay, I'm going to do that, right? You know, it's like someone
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  hearing a runner and their plan for how they got to be able to do a hat marathon and you're thinking,
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  I'm going to do that. I'm going to figure it out. I'm going to do that. But that is just so that
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  is not going to move an organization. You'll get individuals. I want to, I want to also understand,
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  I also, I do want to speak a little bit about seven habits, like we can, because it's not like
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  going deeper into the book itself is going to be anything outside of what I really want to cover
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  in the interview anyways, but just in terms of, you know, you've, you've worked a whole bunch of
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  organizations. There's a lot of leadership lessons that you've implemented over the years.
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  What is an organizational issue? And I think, you know, if anyone's listening to this, it's going
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  to be quite obvious. But COVID worked from home, remote. What are some things that you're seeing with
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  organizations, things that they're struggling with? How are you solving those through these habits
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  or other lessons that you teach them? It's relevant right now. You know, there's a couple of
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  things. If you think about adapting to our current environment, let's put aside the virtual work,
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  which is a big piece and just start with where people are in the challenging environment. And of course,
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  we've had a minute to adjust, but now we have maybe your children are going back to school, maybe
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  they're not. Maybe you think they're going to go and they'll be home in a couple of weeks. There's
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  the constant blocks of change, huge. And unfortunately, and I know some on my own, in fact, my husband's
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  uncle passed from COVID, is even life threatening, right? There is a real lie,
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  challenges, and then day-to-day, I'm only living day-to-day because I have to adapt. The key
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  piece there that comes out of the seven habits or other content that we utilize is having,
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  and it's a skill set, but it's also a mindset. None of our skills matter if you don't have the right
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  mindset, is do you have empathy? And when I say empathy, of course, if you work in an organization,
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  things have to get done. But can you stop the train that says these three tasks need to be done,
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  and this is what an aptly listen to people in a way that you've taken off, I mean, the best way
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  to say it, you take up your hat and you put on there. You're not trying to respond, you're not trying
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  to solve, you're not trying to judge, but you're truly getting the feeling that they are feeling
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  about what, because I think our deepest human need, it could be understood. And right now,
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  people are really stressed out. I think some of the reactions that we're seeing are normal reactions
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  to an abnormal situation. So that balance, especially if you're a leader of relationship and
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  empathy and results, of course, if your organization is still, whether it's going to pivot mode or
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  a thriving mode, if you're still a viable concern, you'll need to get things done. But do you have
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  empathy? Can you slow down in this situation? And then of course, and get to the actual productivity
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  for those of us who are lucky enough to have jobs, but doing them on a screen like this all day
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  every day. There's a whole different piece of skill set there that are critical. I mean,
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  from the very technical, does your microphone work? Do you have a good lighting?
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  What's your background? Yeah, I'm good at that, right? There's all of the components as well as
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  dwelling in a virtual environment. Very different. How you make a contrast between you,
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  as possible, other providers, how you're clear in concise, selling in another environment,
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  getting work done, holding yourself accountable. If you think of first-level leaders,
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  I personally think one-on-ones, and that ability to make sure that you do your one-on-ones
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  are more critical than ever, so people don't get disconnected, more team communications,
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  and frankly, one of the things that I often say is the number of one career advice I give people
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  when they say give me career advice, do you? Are you helping people build emotional resilience?
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  And I'm not talking about true clinical anxiety. That's outside of my scope of expertise,
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  but on knowing low-grade anxiety, are you helping them recognize what they can
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  influence when not everything is in our control or influence? Here's what we can influence. Let's
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  focus on what we can do in a really abnormal situation. Thanks for tuning in. If you found this
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  valuable, don't forget to hit that subscribe button so you never miss an episode,
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  and if you want to dive deeper into this conversation, check out the links in the description
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  to watch the full episode. See you in the next one.