Latest / Authentic Living / Jessica Potts, High Performance and Leadership Expert

Transcript

Jessica Potts, High Performance and Leadership Expert · Authentic Living

• 0:01
  Welcome to authentic living with Roxanne, a place where we conscious conversations about
• 0:08
  things that really matter in our lives.
• 0:12
  And now here's your host, Roxanne Derhodge.
• 0:36
  Hi, everyone.
• 0:36
  It's Roxanne Derhodge of Authentic Living with Roxanne.
• 0:39
  Today, I have, a colleague, Jessica POTS, joining us today.
• 0:44
  Hi, Jessica.
• 0:44
  How are you?
• 0:45
  Hi, Roxanne.
• 0:46
  Thanks so much for having me.
• 0:48
  Thanks for coming on.
• 0:49
  Jessica is has been in her field for quite a while, and leadership.
• 0:54
  So I invited her on because I think there's so much that we can continue to learn about
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  leadership.
• 0:58
  So I'll read a little bit about Jessica and then we'll jump right in things.
• 1:02
  Jessica is a recovering government worker.
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  That's makes me snickle.
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  She who's now spends her time with a right wide range of public and private sector clients as
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  president of inspired Strategy Group Inc.
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  She builds high performance leaders and teams.
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  She sustains, sustaining employee stakeholder and in community engagement along with,
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  facilitating strategic processes.
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  She's known for energy, and she is the energizer Bunny.
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  Trust me.
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  I've spent time with her.
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  Strong optimism and belief in pursuing the things that you are most passionate about.
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  Jessica's life purposes summarize simply is seeing you at your best.
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  Awesome.
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  So, Jessica, now I know you've been doing this kind of work for a while.
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  So, What I often say is I like to know a bit about you, just you.
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  Now I know I know a bit about you, and I know we've spent some time because but I'd really
• 1:56
  like the the people listening or viewing to to get to know about a bit about you.
• 2:00
  So tell me a bit about How do you go from, you know, whether it's college or university to,
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  leadership?
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  Yeah.
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  Wow.
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  It's been a a pretty amazing journey and, I I say that very humbly.
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  I don't consider myself a wild success, but I do consider myself extremely happy and
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  satisfied and fulfill.
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  So to me, that makes me, a success.
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  So as we talk about authentic living, I think back to how things started, I, in in my career,
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  my first job was in retail, which, was met with less than, rave results from, graduating the
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  top of my class and then going firmly into retail.
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  But I quickly found what what I consider my dream job or at the time I did anyway, working
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  with entrepreneurs.
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  So I managed a government resource center helping entrepreneurs pursue their dreams.
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  And this was through 2008 and the financial crisis, so there was a lot of workers that were
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  getting laid off in their fields.
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  And deciding, what am I gonna do for myself now?
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  And they would come to me, and I would help them navigate the rules and regulations,
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  through the government processes and red tape.
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  And during that time, I was invited to join a, a, a young person's networking group.
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  Here I was, in my early twenties, giving advice to people as old as my parents about how to
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  start and sustain successful businesses.
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  So, you know, I I'm sure you've talked about imposter syndrome.
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  This was, a very real thing that I was experiencing at the time And so having joined a
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  young person's networking group, they, sort of helped me feel as though I belonged somewhere.
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  And about 6 months later after joining this group, the the fellow who had asked me to join
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  said to me, so what do you think?
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  And I said, honestly, it's amazing, but it's also extremely humbling because I look at you
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  guys, and I see that you're at the top of your field.
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  You're at the top of your game.
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  And it leaves me wondering what makes me so special.
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  And so instantly, that person reached back to, his bookshelf and handed me a book.
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  It's actually this book, called strengthsfinder 2.0, which is written by the grandson of the,
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  grandfather of strengths based psychology or positive psychology.
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  And so that book, the concept is is so fascinating.
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  It it talks about a story when you were in elementary school, and you were, maybe you got
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  straight a's, except for a b in math.
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  What would your parents make you study?
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  And, of course, the answer is math.
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  But this book kind of flip flips things on its end and says, by the time we get to our age and
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  stage in life, We're gonna be specializing in something.
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  So the concept of well rounded becomes flawed.
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  We should all be shining like a star expanding on our points of excellence rather than trying
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  to be well rounded.
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  And where well rounded comes in is when you take a team of Star that that have all
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  discovered, what their talents are and bring them together, then you get a well rounded
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  team.
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  And so I I love this concept it took me a couple weeks to get through the book and to to
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  do the assessment that comes with it.
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  But once I did, I found clarity and confidence were 2 of
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  the biggest byproducts.
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  Suddenly, I understood how I could create value for my clients.
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  Absolutely.
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  And, you know, it's it's not interesting.
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  Right?
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  Like, in my in my various environments or even me being part of my yearly core, performance
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  evaluation, right, where how do we bench ourselves?
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  We kinda look at it and say, oh, I'm good at this this and this, but but these are the areas
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  you need to improve on.
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  And, automatically, what as human beings, as we know, what do we do?
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  We focus on you know, we forget all the resourcing of all the great things that we do,
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  and we focus on the one area that somebody says, well, no, you need to improve here and
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  here and here.
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  So it makes sense that looking at it from a a resource point of view that if you could really
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  look at, I'm actually really good at a lot of things.
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  However, these 2 or 3 areas potentially are not that's not that's not my god given gifts.
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  It's kinda like, I have to work really, really hard at those And, you know, that way I don't
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  beat up myself if if it's an area that seems to always come up in my life.
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  Exactly.
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  And so, one of the the concept of strengths based development is all about not just finding
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  things that you're good at, but the things that bring you energy.
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  And it's really easy to feel drained after doing some of those things that we might look
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  at as as weaknesses.
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  Gallup defines strengths as, a talent, you're naturally reoccurring patterns of thinking,
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  feeling, and behaving, honed when we can can harness them and apply them intentionally, then
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  we get consistently excellent results, which is our strengths.
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  Our weaknesses can also be not just things that we don't have in our lives or or areas that
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  were deficient, but it can also be an area of strength that you haven't reigned in.
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  So I'll give you an example.
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  There's 1, the Gallup identified 34 different talent themes.
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  Everybody has talent.
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  Everyone is unique.
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  And, the assessment will typically give you your top 5, although you can expand further.
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  And one of them is called Wu.
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  Wu stands for winning others over.
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  These are people that enjoy the challenge of meeting new people and breaking the ice.
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  But if your woo goes unchecked, then you might be that person that's trying too hard to get
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  people to like you.
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  You might make business decisions that are not productive.
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  You might give a discount to a friend, thinking more about the the friendship angle than about
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  the profitability angle.
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  So the the same way that our talents, those natural ways of thinking, feeling, and
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  behaving, can be our greatest strengths, they can also be our greatest weakness.
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  And and an analogy that I love to use is I look at talent like a wild horse.
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  So I want you to think of a Mustang, a wild horse just grazing around in in the grass.
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  This horse might be able to run the fastest or jump the highest But unless you put a saddle on
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  it and intentionally tell it what to do, it may end up eating the grass instead of finishing a
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  race.
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  So there's an example of how our talents need to be harnessed, need to be saddled, just like
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  a wild horse.
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  So when, you know, I think all of us can experience that because I know I am very macro.
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  So my And, you know, and I I, you know, not having the guidance, you know, early on when I
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  started to, like, different management roles and stuff like that.
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  I always used to say, well, how come this is so easy for me?
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  Certain things.
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  Right?
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  I can get in.
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  I can be strategic.
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  I can see what needs to get done high level.
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  And then you put me down to, like, the actual pragmatic, tactical steps, and I struggled.
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  Like, I would do it, but it was like, I literally was it was like root canal daily.
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  I was like, okay.
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  Great.
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  I've gotta work on this.
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  And, you know, and then, you know, when I started I got, you know, connected with an
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  organization of psychologists in the different roles that I played, then it really helped me
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  realize that Wow.
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  You know, this could be something that you could get better at, but if you're in a
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  position where you you could have somebody else do it for you, you know, the energy savings
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  that I had, but I recognized that that Jessica was profound because then I was like, wow.
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  If I gave this up, If I had to do this for 2 hours, I actually gained 4 hours doing other
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  things that I was better at.
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  Exactly.
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  You know, so I don't so when you work with someone with, Gallup, when they look at their
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  strengths, kind of perspective versus the areas that they're that that's not their or say,
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  essence, how do you kind of work with them?
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  Like you said, they they can they can enhance those, but is there a point where sometimes you
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  say to them maybe you just have to accept that there's certain skill sets that will never be
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  enhanced along the way for you.
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  Yeah.
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  I I do I do believe that.
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  I mean, as a child, we're old, you can be anything that you wanna be.
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  But I I I agree.
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  You can be anything you wanna be, but you can't necessarily do anything you wanna do.
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  And as you said, some of those things make us feel, like, timeless time.
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  Just you get you get in a flow, and all of a sudden, it's 2 o'clock in the morning, And
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  where did the time go?
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  You had no idea that the time had passed by so quickly.
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  Other things, it feels like hours when maybe it's only been minutes.
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  And that doesn't mean that you're not necessarily good at it.
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  Administration is one of those areas that we tend to use as an example.
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  I'm very proficient at administration, but it bogs me down.
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  It weighs me down, and it takes away that natural energy, that natural motivation that we
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  get by doing something that we love.
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  And I think that, you know, when we think about why this is so important, from a productivity
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  standpoint, you know, we're globally, we're we're looking at a productivity crisis in in
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  many ways.
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  We've got a skill.
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  We've got skill shortages.
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  We've got jobs without people, people without jobs.
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  And so to try to bring those together by helping people understand how they work and how
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  they can be more of, is one of the answers to to that.
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  And I think that inherently people want to be valued and they want to be of value.
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  And when I say of value, I mean, a value in a way that lights them up, a value in a way that
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  brings people energy.
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  And it seems it almost sounds hokey pokey, airy fairy, but at the end of the day, we just all
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  wanna feel great about the work that we're doing.
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  We just, you know, to leave with a bounce in your step, knowing that you've done something
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  that was impactful, that was valuable, and that made you feel great to work, you know, to to to
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  work for the people, to work the profit and to work for the greater good.
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  That's that's one of the big trends that that I've seen, especially over the years, is that
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  people need to have that purpose, and they need to have the alignment with their own values.
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  And you also see it on the other end, right, if if when management or let say, you know, you're
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  hiring, right, but you're hiring, you know, what I saw across, my kind of consulting
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  situation with different companies that a lot of managers got hired because they've produced.
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  So they were good at whatever the skill set was, on the front line.
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  And because they were a high producer, say, for instance, in in sales, we'll make them a sales
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  manager or, you know, a finance manager or whatever.
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  And then these people get into those positions.
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  And they're still good at the job, but they're not so good at say the management piece.
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  And that's where you kinda get that disconnect around skill skill.
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  Like, what skills do I have?
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  I'm very, very good at say finance, but I'm I'm not so good at managing people.
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  And that skill deficit oftentimes is a disconnect, with with employees because they're
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  looking for a connection you know, at, you know, regardless of the different positions
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  that I've had, which is so true, what you're saying is I always want to know, how did I
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  do?
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  Yeah.
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  And then, you know, I'm I'm
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  you're expected in a way because it's kinda like not that you're expecting that pat on your
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  back all the time, but you just wanna kinda have a general sense not at performance
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  evaluation time.
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  That's another thing, but kind of generally through your week or through your month, I'm
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  kind of wanting a sense of, am I on the right path of what's being speculative of me.
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  Yeah.
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  And, to your point, I think management skills are one of the most underestimated skills
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  oftentimes they're associated with what what we sort of previously knew as soft skills, and
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  soft skills are undergoing or rebranding to core skills, which sort of underscores the
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  importance of these skills, relationship building, critical thinking, the ability to
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  relate to people, problem solving, These are all skills that, become really, really
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  important for managers.
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  And and in your example, you're right, just because you're good at sales doesn't
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  necessarily make you a great sales manager.
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  Oftentimes, we see people getting promoted to their highest level of incompetence, which
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  isn't, a great way to think about it, but just because you were great at sales doesn't make
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  you a great sales manager or or vice versa.
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  I've also seen managers who are very proficient with their management skills don't necessarily
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  get the respect they deserve because they don't have the technical savvy.
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  Maybe they didn't come up as a sale person in our example, but they really understand how to
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  motivate and energize people.
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  So, the importance of of placing value on those management skills becomes even more and more
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  important.
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  And when we talk about that in in teams and in management, you asked, how do I do it?
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  Part of what I do can be summarized in in a quote.
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  We judge ourselves by our intentions We judge others by their actions.
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  We judge ourselves by our intentions.
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  We judge others by their actions.
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  And so We may not know the intention somebody has.
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  We may only see the actions that they produce, and that might turn us off.
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  We might we might think that they've done something the results may not be, the, the best
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  or or may rub us the wrong way, but we don't necessarily appreciate that maybe they were
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  trying to do something for the greater good, something that aligns with the the vision
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  mission values and purpose of of the organization or of our team.
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  And so to help people really understand what the motivation is behind their actions, and
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  I'll use an example.
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  I have, a committee member who, will will he he comes across as confrontational.
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  We might have a meeting and something, a a place of of uncertainty or, or conflict might
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  come up.
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  And he's the first one to jump in and and sort of call it out And other people see that as,
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  combative or or or, desiring conflict.
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  But once we did the assessment with this individual, we found that he possesses a
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  talent, a natural ability, to clarify, to get to seek emotional clarity and to do that
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  through being direct and decisive.
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  So in his case, he was turning off the people around him, but his intentions were extremely
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  pure in that He just wanted to get past, you know, cut through the BS, if you will, and get
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  to an emotionally clear place, emotional clarity for the team and for the good of the
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  team.
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  So once we understood what his intentions were, we could understand that the actions, even
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  though they may have rubbed some people the wrong way around the the boardroom table, his
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  intentions were very noble.
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  And so now we use that.
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  We utilize that, that bluntness, that ability to very direct and and decisive.
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  We use that, in our meetings as sort of checks and balances.
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  So he's become a very valuable member of the team now that we understand what his intentions
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  are.
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  And it's so it's so interesting that you say that because I, you know, in my in my tenure,
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  I've, ran several different environments, in in one particular, clinic that I ran.
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  I think I had 10 different personalities if that's possible.
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  And, like like you were saying, you know, that whole element, I was very young and, walking
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  into this position.
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  I had, some credibility with some background, but I was just starting off in my career.
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  That was my first management position.
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  And you know, and when you look at it, it's kinda like, you know, it's kids in the
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  playground.
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  It's look it feels like, you know, of course, they're trying to get a sense of me because I'm
• 18:00
  young.
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  Yes.
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  You've got some background.
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  Yes.
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  You've got the education, you know, but I I don't know what to bring it to the table, and
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  they had had poor management prior to me coming on.
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  So to to some degree, they were shuttling to understand who I was.
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  Can they trust me?
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  Trust me, know me like me, and can I can they allow me to manage them because, you know, like
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  you, they were twice my age most of this team?
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  And after a while, I was like, as a young manager, I was like, okay.
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  Well, like, when are people gonna stop throwing sand each other's eyes?
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  Quite literally, it felt like it.
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  And then what I realized was it was just the element of what had happened prior to me really
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  was it was not personal and different personalities.
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  So some people I could relate to because, you know, you I don't know if you know true colors,
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  which is a a, like, a so I was I'm a gold blue.
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  So guess what?
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  Anybody gold or blue, I was all good with.
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  Right?
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  Because they thought like me and they understood me.
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  The greens oh my goodness.
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  They were the microscopic.
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  So guess what they did for me, Jessica?
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  They kept they were churning me all the time for everything microscopic, and you had the
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  people that just like, you know, the, you know, the oranges of the world, which like to they
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  like to fund, right, but they are still productive.
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  So after a while, kind of knowing and getting to know them, there was so much strength in
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  that room of ten.
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  And, you know, once I recognized it with guidance and coaching, those types of things we
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  could work together, but I it could have gone quite poorly.
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  You know?
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  Yeah.
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  Yeah.
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  It it can.
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  And so you're right.
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  The the, there's a famous quote from the the founder of strengths based psychology or
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  grandfather of strengths based psychology.
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  He says we learn more from our successes than we do from our failures.
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  So by studying the successes of of the team, but also of those individuals, those 10
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  different personalities of in the room, we can find ways to, scale.
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  We can find ways to, to recreate those circumstances where we felt successful,
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  individually and as a team and get the best, results out of, out of everyone.
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  So you're right.
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  It starts with knowing yourself than knowing the team and then working towards the common
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  goal.
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  And that's something that one of my mentors taught me, from from the get go that that was
• 20:14
  always her mantra.
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  Know yourself, know your team, and then work together towards the goal.
• 20:19
  Absolutely.
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  So, you know, I want I'm I'm gonna I'm gonna take you back
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  a little bit because I know that you shared with me kind of, how you think and feel about,
• 20:30
  community and it was something that truck meet when we were having lunch and spending some
• 20:34
  time together and kind of the passion that you bring to what you do now.
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  So I want you to share with people kind of your beginnings as as a young girl and kind of why
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  connection in community is such a key foundational piece for you and what you do out
• 20:48
  there in the corporate world.
• 20:51
  Yeah.
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  I I'm happy to share.
• 20:54
  One of the things that we talked about was, about why community is is so important So I'm
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  involved with 2 initiatives that in the last 4 years have raised over $400,000 for local
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  charities.
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  And, I do that just to tie it in by working with a team.
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  So we've got amazing teams of volunteers, and one of my rules is you don't get to help unless
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  you are doing what you do best.
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  I want everybody to get that sense of accomplishment to feel, to feel like they are
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  contributing in the way that that that they are valued and, and can bring value.
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  And so it really starts with, as when I was 6th, my my parents split up, and I moved to a
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  town where I was the only person with my last name.
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  And this was a very small town, a very privileged town.
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  My mom made sure that, she put me into the best schools, after, my parents split up.
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  And, that meant, again, a humbling experience that here were, you know, again, privileged
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  people that that I grew up alongside.
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  Meanwhile, my mom, this would have been 1987 Ish made $16,000 a year, in her job and
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  struggle to to to keep us normal.
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  I I will say because I never really had an appreciation of of how poor we were.
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  And, so when it comes to understanding community and belonging, Those were always
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  things that were really important to me.
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  And and there's one story that I remember sharing with you at at our lunch where, it was
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  grade 6 We had just been exposed to skiing for the first time.
• 22:37
  You could choose downhill skiing or cross country skiing, and we chose cross country
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  skiing and My best friend and I got a taste for it and then wanted to go back after the
• 22:46
  school's eday.
• 22:47
  Well, I had no appreciation.
• 22:49
  Like, zero appreciation of what an expensive sport skiing is.
• 22:54
  And so when I said to my mom, you know, I I I really wanna go skiing, can can, you know, do
• 23:00
  you have any money that I can use to go skiing?
• 23:03
  And I think we we didn't need much.
• 23:04
  It was probably $18 or something.
• 23:06
  And again, this is, like, early nineties, currency, but, we just didn't have it.
• 23:13
  And so my mom was bound and determined she wasn't gonna say no.
• 23:17
  She she never wanted me to have that full weight, that full appreciation of of what it
• 23:22
  meant to live, in a single parent household.
• 23:26
  Right at the poverty line.
• 23:27
  And so we started going through all of the couch cushions.
• 23:31
  We went through all of her purses.
• 23:32
  We went through all of the pockets.
• 23:34
  And, finally in what was the 1980s, early 90s dream, one piece ski suit.
• 23:42
  It was purple with geometric fluorescent powder, cut cut out on it.
• 23:47
  There was a a a brush pocket, and I reached in there, and I felt paper.
• 23:51
  And it was one of the most exciting moments of my life.
• 23:54
  And I pulled it out, and there was my mom still going through the couch cushions and I said 20,
• 23:59
  40, 60, 80.
• 24:01
  We're rich, mom.
• 24:02
  We're rich.
• 24:03
  And that's what it felt like at the time.
• 24:04
  It, you know, to find that much money.
• 24:07
  I mean, even in today's standards to find $80 in a in a pocket is a huge fine, but back then,
• 24:13
  that really made me appreciate the first of all, the sacrifices that My mom she was an
• 24:23
  amazing manager.
• 24:24
  She'd let me understand the poverty that or or anything less than normal life, and that always
• 24:31
  gave me a sense of belonging.
• 24:33
  And, and and also made me want to give back.
• 24:36
  So so when I think about the the course that my life's taken, there's always been a huge
• 24:41
  element of volunteerism and of building community in there.
• 24:45
  So.
• 24:46
  So, you know, it's what what an inspiring, and I know 2 of the big events are here in in
• 24:51
  Niagara.
• 24:51
  I see them all over social all the time.
• 24:53
  And, you know, the passion that I know that you put into that you know, I could just imagine
• 24:59
  what you do with the clients that you coach because you're bringing that real understanding
• 25:04
  of what it was to not fit in.
• 25:07
  Right, or feel that you're not fitting it, especially as a a a young child.
• 25:11
  And then really looking at things, really what was important around connection and then
• 25:17
  bringing that element with you to, you know, a team or, you know, between different levels of
• 25:24
  management.
• 25:25
  You know?
• 25:25
  And and, I mean, you walk into an, you know, like me over the years, you walk into a
• 25:28
  corporate environment and you're like, wow.
• 25:30
  There's a lot going on here.
• 25:33
  And then you if when you kinda when you're the ex subject manager of expert being brought in,
• 25:37
  you have to kind of almost take an aerial aerial shot to to quite literally from the top,
• 25:42
  but all I always say from the bottom too because it's a different perspective from the
• 25:46
  bottom versus the top.
• 25:48
  And you become the thread that's gonna weave everything together.
• 25:52
  Right?
• 25:53
  Yeah.
• 25:53
  Exactly.
• 25:54
  Exactly.
• 25:54
  And and it it's interesting because when you mentioned the community, and I I talked about
• 25:59
  the money that we raised, but the most important thing, we we both of, my big events
• 26:05
  which I consider more programs than one day events.
• 26:09
  We have 3 strategic pillars and So while it's often mistaken for a fundraising event, or, or
• 26:16
  in one case, even a boxing event, the first and most important priority for us is to build
• 26:23
  community.
• 26:23
  So we build community.
• 26:26
  We raise funds, and then we put on a world class boxing event.
• 26:30
  And the reason why I say that that's so important and why it's so well communicated
• 26:35
  within every level of, of our organization is because we will make decisions that might
• 26:42
  sacrifice fundraising for the broader, objective of building the community.
• 26:47
  So if if you know, we we've had to turn down sponsors in the past because they didn't align
• 26:52
  with, our vision or the vision of some of our most strategic partners.
• 26:56
  So it's really about understanding those core fundamentals that that helps lead to the
• 27:01
  greatest success.
• 27:03
  Which speaks to the whole element of what I talk about, which is being authentic because if
• 27:06
  you're if you're in congruence with what your core values are, then how
• 27:12
  is that gonna translate.
• 27:13
  How's that gonna come off you?
• 27:15
  Whether you're the CEO to the person, that's the very first point of reference, to, you
• 27:21
  know, the public.
• 27:22
  If that's out of alignment, then, you know, obviously there's gonna be ripple effects of,
• 27:27
  of, of, pools of conflict along the way because You know, it's kinda like the CEO.
• 27:32
  You give him the high level executive summary, and the frontline person has all all the all
• 27:38
  the information.
• 27:39
  And then the you know, it kind of tears down, but it's everybody having that same vision,
• 27:44
  that same mission.
• 27:45
  But I think even more so, like you said, it's that connection.
• 27:48
  To why they're doing what they're doing.
• 27:51
  Yeah.
• 27:51
  Purpose is becoming more important as a driver.
• 27:55
  We talk about the the evolution, of the workplace and of of the manager.
• 28:00
  And when we look to particularly the millennial generation, they're saying, I don't want a
• 28:05
  paycheck.
• 28:06
  I want a purpose.
• 28:07
  I don't want a boss.
• 28:08
  I want a coach.
• 28:10
  You know, I and and these are the types of of behaviors and attitudes that we're really
• 28:15
  seeing rise to the surface in, in our workforces.
• 28:18
  So it becomes more and more important to have that common purpose and then, what we call
• 28:24
  cascading messaging, because you can't just take for granted.
• 28:27
  As you said, you've got people on the front lines, and you've got people at the top, how do
• 28:31
  you make sure that that there is that alignment?
• 28:33
  As, as you say, alignment's one of my favorite words.
• 28:35
  So making sure that that, it's aligned to each individual and to the broader purpose, that
• 28:41
  that's one of the biggest keys.
• 28:43
  So so give me the the kind of the typical kind of project that you would be, a approach to
• 28:49
  work on and kind of your process that you go through.
• 28:53
  Like, because I know recently you were just sharing with me that, you know, you've got a
• 28:57
  pretty big project that you can be working on.
• 28:59
  So what's, you know, that or just generally because you've been doing this for a long time.
• 29:04
  How how does the typical kind of climb come to you?
• 29:07
  And kind of what's your kind of, you know, mind map in your head that you utilize to kind of
• 29:12
  approach the project.
• 29:14
  Yeah.
• 29:14
  So one size never fits all.
• 29:18
  Most of my clients come through referrals.
• 29:20
  So, somebody who's had a great experience in the past will, be having a beer with a friend,
• 29:28
  and that friend will say, oh, I'm having this issue with my team or I I really want, my
• 29:35
  organization to get on board with my vision or, you know, something along those lines.
• 29:40
  Or sometimes it's, geez, things are going really well.
• 29:44
  How do we stay at the top of our game?
• 29:46
  And so it'll start with a conversation like that.
• 29:48
  There'll be some sort of referral that happens or maybe maybe somebody will find me through
• 29:53
  website or through social.
• 29:54
  And then, Really, it's combining the this notion of strengths based development with, my
• 30:03
  strategic background.
• 30:04
  So for 10 years, I helped entrepreneurs start and grow their businesses through developing
• 30:08
  business plans, marketing plans, all sorts of plans, but the plan is only as good as the
• 30:15
  people implementing it.
• 30:16
  So it's really about combining the strategy with the strength of the individuals.
• 30:21
  You can have the most solid feasibility study, but the but if it doesn't connect with the
• 30:27
  people, if it doesn't move them, if it's not aligned, and if there's not, that that common
• 30:32
  purpose, then it the strategic plan just ends up on a shelf somewhere and, never gets used.
• 30:39
  So what I do is I start the process maybe with mission vision values, or if if they've got
• 30:45
  something like that, then we'll maybe do an audit of those mission vision values and make
• 30:50
  sure that it aligns with the people that are at the table now versus say, 10 years ago when it
• 30:55
  was created.
• 30:56
  We talk a lot about, time, talent, and treasure.
• 31:00
  So where do the people again, that are sitting around the table, where do what do they value?
• 31:06
  And then we'll identify some of the legacy pieces of the organization that they're working
• 31:10
  with.
• 31:11
  And how can we connect, where are the the synergies, and how do we connect that, and then
• 31:16
  ultimately operationalize it.
• 31:17
  So that comes with, a lot of training, leadership training, management skills,
• 31:23
  coaching skills, tapping into people's strengths, doing individual coaching with with
• 31:29
  teams, And then again, as we talked about that cascading messaging, so we'll typically start
• 31:34
  with, the owner or general manager or supreme leader of the organization and then, and their
• 31:42
  team.
• 31:43
  And then we'll we'll build in systems that maybe will bring in the level, the management
• 31:48
  team, and then maybe we'll bring in the supervisory team.
• 31:50
  It just depends on the size of the organization, but, again, cascading that
• 31:54
  messaging so that we make sure that there's alignment all the way through.
• 31:58
  And sometimes we'll do stakeholder consultation to to see what what do those frontline people
• 32:04
  or what do partners or clients or customers, or suppliers.
• 32:09
  What do they think about the organization?
• 32:11
  Where do they see opportunities or trends or challenges that could be faced.
• 32:16
  And then ultimately bringing it back to the team and saying, here it is.
• 32:19
  How are we gonna address this and how are we gonna do it together?
• 32:22
  So really a very multifaceted because, you know, you're talking about, obviously, macro to
• 32:27
  micro.
• 32:28
  Yeah.
• 32:29
  And then you're kinda looking at the legacy piece like I talked a little bit about if
• 32:32
  you've had some difficult things, so maybe they've had a lot of, competitive, things
• 32:39
  happen.
• 32:39
  Maybe they've lost pieces of business.
• 32:41
  Maybe they've had some good management people that they've lost.
• 32:45
  You know, there there's so many moving malls at any given point.
• 32:49
  So you're really having to take all of those into consideration, I would think.
• 32:54
  What what kind of what are some of the potential things that you see people.
• 33:00
  Like, let's say you have you start with them.
• 33:03
  What are some of the resistances that you that you not typically because I know every
• 33:07
  organization is different.
• 33:08
  But what are some of the things that you find?
• 33:10
  Oh, this this this is shifting or, oh, no.
• 33:14
  I've got a block here.
• 33:15
  It comes down to one fundamental thing, and that is about trust.
• 33:19
  So do the team members have an inherent trust for one another.
• 33:24
  And, Patrick Lencioni, the author of 5 Dysfunctions of the team and, the advantage, as
• 33:30
  some of his more popular titles, talks about, a lot of those concepts and how important it is
• 33:38
  to, really make sure that that everyone is on the same page.
• 33:44
  Talking about, vulnerability based trust.
• 33:48
  And so we often think of trust as predictability based trust.
• 33:53
  I know that if I I'm gonna meet Roxanne at 5 pm, that she's gonna be there at 5 pm.
• 33:59
  That's there's a certain predictability that if if you ask me for a bio, I'm gonna send it to
• 34:03
  you in a reasonable amount of time or whatever whatever that is.
• 34:06
  That's the predictability side of it.
• 34:09
  Volorability based trust is, it's quite a bit different.
• 34:13
  It's quite a bit deeper.
• 34:14
  This is when you're working together on a team, and I'm not afraid to say, you know what?
• 34:19
  Roxanne, I like your way better.
• 34:21
  Roxanne, could you help me walk through this?
• 34:24
  And and acknowledge our own, shortcomings or vulnerabilities in while being vulnerable, that
• 34:32
  is going to and and knowing that the people on your team aren't gonna take advantage of that
• 34:37
  or or or put you down or think less of you, In fact, they'll think more of you.
• 34:41
  And one of the terms that I like to use is, we'll put a link to the video.
• 34:46
  Do I have something in my teeth?
• 34:48
  And I, I say that because, I, to me, while that's a surface statement, I believe that it's
• 34:56
  incumbent on members of the team to let other members of the team when they're know when
• 35:01
  there's something in their teeth.
• 35:02
  And and so while I'm saying that literally, I mean, figuratively, we have to be able to to,
• 35:09
  gently challenge the people that we work with, because the worst thing is I knew it was gonna
• 35:16
  fail.
• 35:17
  I knew it.
• 35:18
  I I I I could have told you that from the get go.
• 35:20
  Well, then why didn't you?
• 35:22
  You you you owed it to your team, you owed it to yourself, you owed it to your organization
• 35:28
  to be straightforward and and honest if you thought something was gonna fail, so one of the
• 35:33
  techniques that we use, when it comes to management is, the the concept of advocacy
• 35:39
  versus inquiry And so oftentimes we'll approach a meeting ready to advocate for our idea.
• 35:45
  We know what it is that that we want, to achieve with that meeting.
• 35:49
  Maybe it's buy in.
• 35:50
  Maybe information, maybe it's resources, and we will go in there prepared to advocate for it.
• 35:56
  That's how we've been conditioned over the years.
• 35:59
  But if we change that and and people will still advocate for their ideas.
• 36:04
  But if if as a member of the audience or a member of the team, We, instead of, staying
• 36:12
  silent, maybe we'll inquire with them.
• 36:15
  Oh, how do you think you might measure that?
• 36:17
  Oh, what what resources do you think you're gonna need for that?
• 36:20
  So using that, gentle form of inquiry to help, strengthen other people's ideas or, and then
• 36:30
  they say strengthen, meaning ultimately strengthen.
• 36:33
  In in the short term, you might be pointing out something in someone's teeth.
• 36:37
  But you wanna do that now.
• 36:38
  You want you wanna poke holes in something before it becomes customer facing or before it
• 36:43
  comes to that next level of that next tier of staff when we're talking about cascading
• 36:48
  messaging.
• 36:48
  So to me, it comes down to trust, And understanding that loyalty is about, being
• 36:55
  being open to being vulnerable and and open to building those trusting relation ships because
• 37:00
  the power of a well put together team is just like a well oiled machine.
• 37:06
  You you see it.
• 37:07
  You feel it.
• 37:08
  And, it's it's where the most powerful results come.
• 37:12
  Right.
• 37:12
  And safety.
• 37:13
  Right?
• 37:13
  Like, I mean, to some degree, people have to know if
• 37:16
  I'm gonna be you you call it vulnerability based decision making.
• 37:20
  Right?
• 37:20
  Vulnerability based trust.
• 37:23
  Right.
• 37:24
  So so think about that.
• 37:25
  And if but if I feel that I have not been, given that capacity to to speak my mind in the
• 37:32
  past, you know, and I've been shut down based on, my past manager or a direct report.
• 37:39
  I'm and I'm gonna be more I'm gonna be more timid, right, to be able to to go to the table
• 37:45
  to say, you know, I really, you know, I don't under agree with this.
• 37:48
  This is my perspective.
• 37:50
  So, really, it's kinda sometimes you would just say it's fair to say it's kinda like clearing
• 37:54
  out the old.
• 37:55
  If if if projects have not been done in a certain way that would promote trust, to clear
• 38:00
  it up to say, what went well, what didn't go well, what would you have done differently,
• 38:04
  what skills did you need, all those things.
• 38:07
  It's almost like an, I I call it an auto autopsy or diagnostic to look at it and say,
• 38:13
  you know, wow.
• 38:13
  What can we learn from it and what things will we not do again, before you go on because
• 38:19
  sometimes, you know, with companies, you know, things are quicker.
• 38:22
  There's, you know, people are having to output so much more quicker.
• 38:26
  That they don't stop to really kind of celebrate and, you know, relishing the fact
• 38:31
  that what they achieved and did really well, but also to to to truly have a honest
• 38:36
  conversation about what didn't go well.
• 38:38
  Yeah.
• 38:38
  Yeah.
• 38:39
  And so interesting, your choice of language, my teams and I after a significant event or
• 38:44
  milestone, we have we call a post mortem.
• 38:47
  So you're doing an autopsy and we're doing a post mortem and, and and at the end of the day,
• 38:51
  it's really what, a great process to get that that really important feedback.
• 38:57
  Disney talks about the importance of continuous feedback and continuous improvement.
• 39:01
  It can't just be all about feedback, there has to be that output that that goes along with the
• 39:06
  input.
• 39:07
  And so that's one of the ways that you can ultimately build trust, not just with your
• 39:11
  staff team, but with with customers, you know, take their feedback and and, continuously
• 39:17
  improve.
• 39:18
  And if you don't improve on something that someone's given feedback, about, then you have
• 39:22
  to loop back to them and and explain why it didn't align with, with the broader goals or or
• 39:28
  whatever it is.
• 39:29
  But but to keep that communication, cycle going is really probably the single most important
• 39:37
  thing when we talk about building trust and cohesive organizations and teams?
• 39:41
  Yeah.
• 39:41
  Because a lot of times, managers who will go to the tactical performance based things and
• 39:46
  skills that have to be done, and they forget to stop and say, okay.
• 39:49
  Well, wow.
• 39:50
  You know, like, just commending people sometimes not for big, big things.
• 39:54
  Oftentimes, like you said, it's that gentle wire Roxanne.
• 39:57
  That was awesome that you were able to do that a bit differently.
• 40:00
  I know that must have been a skill that you had to work so hard at because you're not
• 40:04
  microscopic.
• 40:05
  And in my case, that would be really, really true.
• 40:07
  But if someone were to notice that and to commend me on that, I would be like, wow.
• 40:11
  Thank you.
• 40:12
  I'm gonna wanna try a little bit harder next time.
• 40:14
  Yeah.
• 40:15
  And it's funny because oftentimes we take some of our greatest strengths for granted.
• 40:19
  And so through the lens of other people, and by working with your teams and by celebrating
• 40:25
  those successes, we often learn, very rich insight about ourselves and about how we
• 40:30
  process information and how we execute and how we build relationships and how we, use our
• 40:35
  influence.
• 40:36
  So to make sure that that that feedback is as much personal.
• 40:40
  And, as, to your point as well, you also wanna build up some, of those positive feedback,
• 40:49
  performance type issues before you're raising the negative type issues.
• 40:53
  And so, you know, Steven Covey has an generations old concept about the emotional
• 41:00
  bank account and how and this is something that managers can use but really everybody should be
• 41:06
  using in their day to day lives.
• 41:07
  And the concept says that we each have an invisible emotional bank account with each
• 41:12
  other.
• 41:13
  So you and I have one Roxanne.
• 41:14
  I have one for you and you have one for me, and we can make deposits into those bank accounts.
• 41:19
  Sometimes it's as simple as a smile or, you know, offering to drive together to an event or
• 41:26
  whatever it is.
• 41:27
  And sometimes it can be as complicated as being there for somebody during, you know, a a a time
• 41:33
  of need or or something like that.
• 41:35
  So small deposits or big deposits into one's emotional bank account.
• 41:39
  And then if you have to coach someone, if you have to manage someone's performance, you've
• 41:44
  made those significant deposits as a manager so that when you do say, you know, this action
• 41:51
  wasn't behavior that's in line with our company values, it becomes a little bit easier to say
• 41:57
  that, knowing that you've already built them up to to know what, to know some of the things
• 42:04
  that they're great at and and have and have that trust.
• 42:07
  So, a really simple Stephen Covey principle that is still extremely relevant today, decades
• 42:13
  later.
• 42:14
  Yeah.
• 42:14
  And I often say, you know, 3 to 1, you know, if you're gonna say something that you needed a
• 42:18
  change in behavior, you know, you might say, hey, Roxanne.
• 42:21
  I like the fact that, you know, you did x, y, and z, but, you know, what I wanted to
• 42:26
  eventually get it to at some point is this particular thing that's happened on this
• 42:30
  project.
• 42:30
  You know, when do you think we can do that?
• 42:32
  Or I was thinking maybe we could talk about how you approached it and how I was thinking about
• 42:37
  it.
• 42:38
  So we could eventually look at maybe, making some tweaks.
• 42:41
  That's different from I didn't like the fact that you did X Y Z And then you, you know, any
• 42:47
  positive after that's gonna get lost in the model, right, because I'm I've I've already
• 42:51
  forgot I'm already remembering what you told me I did wrong, and I've held on to that.
• 42:55
  And first and then you may have said 3 or 4 nice things after, and I've lost, you know,
• 42:59
  that that pebble of those things that you probably are giving me, which is still
• 43:03
  valuable.
• 43:04
  It gets, you know, lost in the shuffle.
• 43:06
  Now I'm just gonna pivot a little bit because I think this is important because I know people
• 43:10
  are thinking because I'm thinking it, and I've been there.
• 43:13
  What about the people that don't wanna make the changes?
• 43:17
  What about the people that are, you know, disgruntled or you know, their present, you
• 43:24
  know, and we call it presentism where you're getting 65% of their productivity They're
• 43:30
  they're telling you what you need to hear.
• 43:32
  They're they're supposedly trying to walk the walk.
• 43:35
  They're going along with Jessica Potts because she's the new consultants.
• 43:38
  What do you do with people like that and how do you approach it?
• 43:42
  So it doesn't jeopardize you, you know, what you've been contracted to do.
• 43:46
  Yeah.
• 43:46
  And that's, that's a really, really complicated answer.
• 43:51
  There's there's no one size fits all because the circumstances are always extremely
• 43:54
  dedicated.
• 43:55
  So depending on how much influence that person has within the organization, how long they've
• 44:00
  been with the organization, you know, I've always said the turnover can be a really
• 44:05
  positive thing because it lets the management team sort of usher in some of the the the the
• 44:11
  new things but really it shouldn't, you know, to to find somebody that much out of out of
• 44:17
  alignment, which I've seen before, and it it it typically never ends well for that person.
• 44:24
  But sometimes sometimes there are extenuating circumstances where it it becomes more of a
• 44:30
  performance management thing than than it does a a dismissal.
• 44:34
  So it takes a lot of one on 1.
• 44:35
  It takes, a lot of work with both the manager and the individual, and really trying to track
• 44:41
  down those intentions behind the actions.
• 44:45
  And how to coach for performance that's gonna align.
• 44:48
  So when we can outline, one of my clients has, behavioral models.
• 44:52
  So they they outline the the behaviors that they expect from from their team.
• 44:58
  And, one of them is called mature directness.
• 45:03
  And I love that.
• 45:04
  Mature directness.
• 45:05
  I've never heard that before.
• 45:06
  Isn't that a fantastic phrase?
• 45:08
  Mature directness, which gives people permission to tell you when you have something
• 45:12
  in your teeth.
• 45:13
  It gives people permission to to, you know, display that loyalty or or to be more
• 45:18
  vulnerable in the way that they, operate.
• 45:21
  So, it's never easy, but it's net there's no one simple answer to how to bring people on
• 45:27
  board that are are not feeling on board.
• 45:30
  The best way is to never hire them in the first place, but that's not always And that would
• 45:37
  that would speak to
• 45:37
  the skill kind kind of betting the right skills.
• 45:39
  And I know with Gallup that you use, is that a a technique that Gallup is used for is in
• 45:45
  hiring also?
• 45:46
  Actually,
• 45:47
  no, it's really interesting.
• 45:48
  Gallup does not recommend using their profile, the, CliftonStrengths assessment.
• 45:54
  For recruiting because what it will tell you is that the presence or absence of talent, it
• 46:00
  won't necessarily tell you how that person is using their talent.
• 46:04
  So one of the terms that, that Gallup uses is balconies and basements.
• 46:09
  So we can display the best of a trait which would come through as balconies, we can display
• 46:14
  the worst of a trait, which would come through as basements.
• 46:17
  And so, to to use a a tool like like this one in particular for recruiting can be flawed
• 46:24
  because you could end up with somebody with the perfect personality or profile on paper, but
• 46:29
  then they're not actually living up to it.
• 46:32
  So it's not recommended as a recruiting tool.
• 46:35
  Right.
• 46:35
  And 45 minutes to an hour at interview.
• 46:38
  Most of us can do relatively well.
• 46:39
  I would say, wouldn't you agree with that?
• 46:41
  And then but the practicality of being in the actual environment and those types of things,
• 46:46
  it's it's that much more that's It's, you know, it's like, here's the switch.
• 46:49
  It's live now, and now you've already hired, but I but then, obviously, there's probationary
• 46:54
  kind of periods and stuff for that reason, but that's a lot.
• 46:57
  When you go ahead, you hire, you go through that whole process, you know, you you get the
• 47:02
  person, onboarded and you know, and then it doesn't work out within 3 months.
• 47:07
  That's a huge, you know, cost to to the company because then they have to go through the whole
• 47:13
  process again.
• 47:14
  1,000,000,000 of dollars.
• 47:16
  Yes.
• 47:16
  Absolutely.
• 47:16
  Dollars are being spent on on the turnover business, if you will.
• 47:20
  Not finding the right people aligned with, for whatever reason.
• 47:25
  One of my first district managers, said to me, higher attitude and train aptitude.
• 47:33
  And I've it's followed me for the last, what year is it?
• 47:36
  I don't know.
• 47:37
  Say 17 years, higher attitude and train aptitude.
• 47:42
  There are certain things that you just can't train people.
• 47:46
  You can't train people to be happy.
• 47:47
  You can't train people, to feel fulfilled.
• 47:51
  But that said, you can train people to be more in tune with what they already have and, and to
• 47:57
  be satisfied with with those types of things.
• 47:59
  So to try to find that connection, becomes really, really important and I
• 48:03
  love I love your little 2 word, one liners, Jessica.
• 48:07
  Like, I mean, how many of those have we gone through today?
• 48:09
  Oh, I got a whole bunch.
• 48:10
  I got a whole all right up here too.
• 48:13
  I I love it because it's like, oh, train attitude, not aptitude, but that is something
• 48:17
  I'm gonna remember.
• 48:18
  Higher attitude, not aptitude.
• 48:20
  Right.
• 48:20
  Higher attitude.
• 48:22
  Higher attitude train for aptitude is like.
• 48:25
  Abs I I love that because that's so that's so clear.
• 48:28
  Like, I mean, how many times, you know, have you you know, I know in various positions I've
• 48:32
  had, you know, to to hire a a stack of 200 resumes.
• 48:36
  Right?
• 48:37
  Yeah.
• 48:37
  And that you kind of think, oh my goodness.
• 48:39
  Everybody looks the same gender on paper, except the odd person might come up to the top,
• 48:44
  and then you you whittle it down to 10.
• 48:46
  And then, you know, out of that 10, you're gonna interview, say, 6, and then you know, and
• 48:50
  it really, like, at the end of the day, somebody has to do something in that interview
• 48:55
  to really kind of shuttled ahead Right?
• 48:57
  Because, you know, both have all have the same kind of education as they've had massive, you
• 49:01
  know, experience blah blah blah blah blah.
• 49:03
  But you're right.
• 49:04
  If you get a sense of that person, of, like, okay.
• 49:07
  You know, how do how do they approach things?
• 49:09
  Are, you know, not the, what do they want me to experience, but how am I experiencing that?
• 49:13
  Going again, going to my sense of how am I connected internally and what am I experiencing
• 49:18
  to that person?
• 49:19
  That's definitely attitude.
• 49:21
  Right?
• 49:21
  Yeah.
• 49:22
  And it's interesting because as you talk about that, I'm reminded of another Disney,
• 49:26
  principle.
• 49:27
  Disney starts with the emotion that they want people to feel.
• 49:31
  In their experience.
• 49:32
  And so it it's similar with management.
• 49:35
  So Disney, I wish I could remember exactly what they say, but, it's something about really
• 49:42
  awesome entertainment experiences.
• 49:45
  We create happiness is one of their internal models we create happiness.
• 49:50
  So they leave that as an empowering statement for their team that no matter what you do, at
• 49:56
  the core of it, you create happiness.
• 49:58
  And it's it's evoking an emotional reaction, which is what we need to do, whether it's in
• 50:04
  interviews or whether with with the team or whether with the client, We need to evoke that
• 50:09
  emotional, reaction, that emotional response, that's going to help us get the results that we
• 50:15
  need.
• 50:16
  So very, very interesting.
• 50:18
  Yes.
• 50:18
  It is.
• 50:19
  It is.
• 50:19
  And, I could just imagine, like, with managers, right, you know, the middle managers are I
• 50:25
  would often say the most difficult point of an an organization, right, like, because they have
• 50:30
  to deliver everything from the senior executive, and then they are, you know,
• 50:34
  responsible for, you know, the front line.
• 50:36
  And they're they're often being pushed on both ends So their skills have to be quite quite
• 50:42
  high.
• 50:43
  You know, and then, like, all those things are just saying, they, you know, they're having to
• 50:46
  you know, know their team, be able to manage things, to, you know, and other the, you know,
• 50:51
  like you said, the the core skills that you're calling them now.
• 50:55
  You have heightened because, you know, if they if they are not able to kind of have a good
• 51:01
  attitude, be able to connect with people, be able to read people, right, because when you're
• 51:06
  on part of a team, I know you've been parts of teams so have I.
• 51:08
  And I once you get to know them, I know if you're off, you know, potentially, because I'm
• 51:14
  not because I've gotten to know you, but if I don't know you and I don't have a benchmark for
• 51:18
  you, then I'm gonna go, oh, what what I don't know where Jessica's at.
• 51:22
  And oftentimes, that's how people manage.
• 51:24
  They manage without really knowing their people and something could be going on and right in
• 51:28
  front of
• 51:29
  them, and they're not even aware.
• 51:30
  And what does that do to trust?
• 51:32
  Right?
• 51:33
  So the importance of of understanding how that's gonna make someone feel and then dialing
• 51:38
  back and saying, is that the response that I want to elicit from someone?
• 51:42
  So starting with that end result in mind and then backing up and saying, how can I get
• 51:47
  through the output that I'm looking for, in in any aspect of life?
• 51:53
  Well, this is a this has been an awesome time.
• 51:55
  I'm so happy that you took the time to spend it with me today.
• 51:58
  Now is there I'm I'm sure people listening or or, you know, tuning in are gonna wanna connect
• 52:04
  with you.
• 52:05
  Where can people reach you, you know, to if they're interested in in getting any kind of,
• 52:11
  assistance from you?
• 52:13
  I would say start with www.inspiredstrategy.ca.
• 52:19
  You can find me on pretty much every social medium.
• 52:23
  I'm I'm at inspiredniag or on Twitter.
• 52:25
  My company is at inspired strategy.
• 52:28
  Twitter, Instagram, Facebook.
• 52:29
  We're we're everywhere.
• 52:32
  So thank you.
• 52:34
  Awesome.
• 52:34
  Well, I've gained so much today.
• 52:36
  And, again, you know, I talk about being authentic, which what is authenticity?
• 52:41
  It's about that you're listing deep down on-site and ensuring that your internal world
• 52:46
  the outer world, which is really trust.
• 52:48
  And that's what's from, you know, just as expertise, we're recognizing that we're we're
• 52:53
  just people.
• 52:54
  We wanna go out there.
• 52:55
  We wanna do, we wanna do good things in the world, whether it's at home or in our our
• 52:59
  positions at work.
• 53:00
  We wanna feel good with the things that we're doing out there in the world.
• 53:05
  So if you're ever wanting any additional information myself, my name is Roxanne
• 53:09
  Derhodge.
• 53:10
  I'm a mental health and wellness specialist.
• 53:12
  I'm a keynote.
• 53:13
  And I also do executive coaching and training.
• 53:15
  So take care, everyone.
• 53:16
  Thanks a lot again, Jessica, and we'll talk to you soon.
• 53:19
  Thanks for tuning in to authentic living with Roxanne, creating the space for positive
• 53:25
  healthy change.
• 53:26
  Roxanne a keynote speaker, psychotherapist, and coach to work with Roxanne, visit
• 53:32
  roxannedurhaj.com/blueprint.
• 53:36
  We'll you next time on authentic living with Roxanne.