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Okay, so we'll start in three. Two, one.
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Hello, everyone, and thank you to the next edition of our Achieving unity success formula about achieving success through unity and helping us all work together None of us can do this alone.
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Look at the first screen, the first slide. My gift to you is our Achieving Unity Guide.
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Please put your information at the bottom. Request the guide. You can also use the QR code on the bottom left.
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Take a look at the guide. Give me feedback and let's get together and talk about how achieving unity can help us build a better world.
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Qr code on the right is our blog. And I write an article four per month to every two weeks newsletter comes out on the first and third Thursdays of every month.
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I'd love you to take a look at it. Give me feedback.
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The Achieving Unity Success Formula Weekly Podcast, please put this on your calendar and join us each and every week.
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This is number 35 every Wednesday? 1 p.m. Pacific time, 4 p.m. Eastern time, and we're always looking forward to you.
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Your comments. And if you have comments during the podcast, please put them in the notes. We'd love to talk with you.
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Reality-focused dynamics, success-focused solutions. That's our drive. And we can do that by achieving unity. All of us working together building that better world that we continue to talk about and we need to put it into action The QR code on the left, that's our website, the website home.
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Qr code on the right is to contact me. If you ever have questions, want to talk about coaching.
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I want to talk about the webinar. I want to talk about the stand-up speeches that I do, the keynote speeches That's where you get in contact with me. Or if you just want to chat, I'd love to hear from you.
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Proven, compassionate strategies. That will turn conflict into lasting harmony.
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This is at home. This is at work. And it's in every relationship that matters to you.
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Frustrated by tension? Are we tired of arguing? Are you tired of people arguing with you?
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Our seven-step roadmap gives you the tools to move from conflict to collaboration.
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Quickly and confidently. End that frustration. End it today.
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Craving a stronger trust. A stronger connection. Discover communication tactics that build respect, number one.
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Repairs relationships. And unifies teams.
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And families alike. We can transform that conflict.
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Into connection. Together through achieving unity.
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Unity inspires us in our homes. It shapes society.
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You see some of the negativity and the division. Talk about this more later.
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We can transform our workplaces. Make the world be as we feel, know, and see it can be.
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We help you turn frustration into understanding. Probably heard that sometimes. Some people will say what the frustration. That's what it is. It's a frustration of something not working correctly.
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Or for our expectations. We need to find value in our actions Instead of reacting in that anger or that frustration.
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We show that anger holds no value. Have you ever been proud of a family member or maybe even a child. Have you ever been proud of a aunt, uncle, parent, any one of your siblings when they got angry I don't think so. There's no joy to anger.
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Anger is nothing more than actions not gaining effective results. Anger. Where are there ever any results from anger? You say, well, I got angry one time and the guy did what I needed him to do.
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Could you have done it another way? Did it need anger?
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No, not at all. Life happens, and it happens in every relationship.
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From personal relationships to professional relationships. From parenting time to partnerships.
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From the boardroom to the bedroom and every room in between We show you how to embrace challenges.
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And encourage a more inspired an inclusive future.
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The EII, we talk a lot about it in my newsletter. Well, please go check the blog. I'd love to have your feedback.
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One vision, one goal. Achieving unity in every area of life.
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What's our call to action? Let's ditch that drama. Let's get stuff done.
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What we can do is show you how to turn your life For what may seem like a dumpster fire at times.
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To a well-oiled machine. Understand. Don't join into the anger of others.
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Don't join into that frustration. Achieving unity is the path.
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To a stronger relationship Inspire leadership and lasting change. Contact us today.
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Realityfocusednynamics.com. Or call me, 303-362-8733. And that translates to 30325.
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Focused, reality focused. We can make it real.
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Our next course is coming up in August, August 7th. It's on Thursdays, seven Thursdays in a row, 1 p.m. Pacific time to 4 p.m. Eastern time.
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Positive coaching doesn't just solve problems. It builds bridges to our possibilities.
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And through the EII we show. How we can encourage each person's growth By replacing criticism with compassion.
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We can inspire change. Through hope, not pressure Every step forward matters.
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We can include every voice. So no one feels unseen.
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Unheard. Unworthy.
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When we replace that disconnection. With empathy and replace that frustration with understanding, we'll create a space for that trust.
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The collaboration and shared success.
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This is how we thrive. Together achieving Unity.
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Our next podcast coming up. Again, this is weekly. I want to see you again next week. I have a wonderful guest tonight, which I'll introduce in a second.
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Next week, Mariana Leed. We'll be here and she'll talk about me.
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My brand and why. Who am I? Who am I and why?
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The following week, Robert Butwin. Relationship in a virtual world.
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When you hear and do what he tells us, you'll do anything Well, anything but wind.
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Because you will win with Robert. Michael Olson, The Silent Epidemic.
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He starts on June 4th. We have… podcast in a row.
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Talking about men. Fathers and male parenting.
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How it has changed over the decades, where a lot of times, including myself men didn't know how to parent as well decades ago, a century ago.
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It's a new world today. Through our communication, through our collaboration, we can build better families. And that's what's going to start these next four.
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After Michael, Sean Yezner. Be here to talk about the widowed parent.
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Happens to all of us. Let's work together. Then Key Schumacher is in a great organization. It's called Father Friendly Schools.
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Helping the schools understand more about how fathers are a huge part of the Marriage, part of the family, part of the child raising And schools haven't been associated with that previously, but that's what we will bring together and he'll be here on June 18th to talk with us.
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Today, I am so honored. Al and I have struggled this week trying to get to communication with each other, all kinds of technical problems.
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But I am very honored to have him on my podcast today. Alan Gatlin.
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The master of counterintuitive thinking. Thinking differently. We're going to ask him some questions about that in just a few minutes.
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Alan is an accomplished educator. Business consultant and sales and management professional with extensive experience In teaching, sales management.
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And training. And I guess… we've been friends and I should call him Dr. Alan Gatlin.
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Very educated person. With a proven track record in program management.
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Organizational development, and solution-based sales strategies Alan has consistently exceeded goals and driven organizational success throughout his career.
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As the founder of J.A. Gatlin, an LLC in Santano, Texas.
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Dr. Gatlin provides expert consulting services In sales strategies?
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Infrastructure development. Technology implementation and organizational restructuring.
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Wow, some of the most complex situations And that's what Dr. Gatlin will tell us and talk to us about, as well as how we can build that into our own personal life.
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Because he advises clients. On market analysis.
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Sales forecasting, strategic planning. And delivers training and mentoring to improve Teams sales.
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Project management, and technical knowledge. This is going to be such a wonderful hour of understanding and learning Would you please join me in welcoming?
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Dr. Alan Gatlin.
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You bet, Alan. How are you today? How are things going for you?
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And Mark, thank you so much for that introduction.
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I'm doing well. We're entering a time of heat. This is the first week of 100 plus degrees Fahrenheit.
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In Texas. It is the time to adjust.
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Oh my gosh.
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That is a time to adjust. Now, what I heard you just say is you're starting a week. So you're expecting this temperature to last all week?
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All week.
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Oh my gosh. I'm sorry again. Whereabout in Texas are you?
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San Antonio. So it's about four hours south of Dallas and probably about two, two and a half hours from the coast.
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Oh, I read that earlier.
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To the first of the coast. Wow. It's a pretty area.
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It is.
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Pretty part of texas I've been to San Antonio on the, was it the Riverwalk, that little river should say little.
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The Riverwalk. Yes, many conventions are held here.
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That is excellent. Well, let's introduce you just a little bit, Dr. Gatlin.
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Can you tell us a little bit about your journey and How did you get started in business?
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Yes.
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And teaching and helping others to succeed.
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Well, my undergraduate degree is in accounting And I was in Arizona at the time.
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And I also completed my certified fraud examiner designation. Frankly, didn't like accounting all that much. I didn't like to be stuck behind.
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A desk just looking at numbers. I'd rather interact with people and situations.
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And so I was able to get on with the arizona superior court system is a special master being placed When a company goes into receivership or there are challenges that the management has to be taken out, I would come in and take over. And that really
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Wow.
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Gave me an appetite for having more understanding both about people And about processes.
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Later on, I was able to I pick up my master's in clinical counseling because understanding yourself and understanding others and how teams work together, or shall we say don't work together.
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Is a very huge dynamic, especially in sales forces and within management structure.
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Good point.
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And then lastly, I was able to, just prior to COVID, I'd been traveling five to seven days a week.
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Wow.
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Doing essentially company restructures, analysis. Both domestic US and international, I just hit the wall.
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So I stepped back and set up my own practice. And then COVID hit. So the timing was great. And then also within the last few years completed the doctorate.
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And organizational psychology. So I tell people I work with numbers, numbers, people, and processes.
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Congratulations. Numbers, people, and processes.
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So it's a… Yeah, so it's a little different way of looking at an organization or looking at an issue.
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And I work a great deal with entrepreneurs in the three to $5 million range.
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As well as organizations getting ready to sell. Today and oftentimes the issues are more related to personalities and people.
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That are driving the numbers issues and problems as well as the organizational structural issues.
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Can I ask you a question on that? I'm glad you brought that up.
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It's more on the attitudes of people And whenever you're working with your accounting background and when you're in working with these companies.
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A lot of what you're dealing with is dealing with pretty much hard facts. I know there's a little bit of play with accounting and maybe play is not a good word.
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Yes.
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But it gets into these attitudes. And can you maybe help me with some examples are an example of how An attitude might have impacted, of course, not getting into any Great information. But maybe an example of something that might have happened.
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No. No. Okay. I had a client call today, actually.
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Where the client is actually selling his business. And so we were going through and pretty much we found a buyer It's within the same general organizational. It's a franchise type of arrangement.
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And we had a call today with his accountants, his CPAs, because I wanted to make sure that everybody's on the same page.
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And in terms of making sure that we minimize tax impact.
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And also, as we move forward, what's the best structure? And there was some resistance from the accountants.
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The CPAs. And it was shall we say dispelling some of their fear.
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Not were they losing a client as much as the client was transitioning into another phase in their life. They're still going to have a business.
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Right.
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They're still going to be using their services. But it's even interesting, I found, how seasoned professionals, because these were not younger people these were younger people older accountants that have seen a few things and had gray hair So, you know, and yeah, they were experienced, but yet they they
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They were experienced, right?
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They filtered their perception through fear. And dispelling the fear.
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Wow.
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Was how I spent. Probably half our time of speaking.
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It's amazing in some ways as far as, again, working with accountants in situations like this.
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That's…
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Well, there are people like everyone else and you know they especially if you do something that impacts their livelihood or their income.
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Mm-hmm.
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That's a…
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Or they perceive it. As a threat, then you feel what you feel. And my role was to dispel that fear using facts using calming, using accommodation, using all the tools.
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That you would use dealing with an employee. Or managing up within an organization. It's the same set of tools.
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Different applications.
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I see exactly what you're saying and even there When I'm thinking about the accountant, I'm thinking about the people that are handling the numbers.
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For an organization I see a lot of black and white.
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Yes.
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But as you just mentioned, they're people too. So they may see the black and white But that emotion that attitude that you're talking about that can step in at times Right. And kind of block some of those numbers that maybe black and white, maybe positive, maybe negative.
00:17:15.000 --> 00:17:23.000
But their attitude… can possibly redirect some of that thought process?
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And, you know, the one thing I always encourage people to remember is that you don't know what baggage the person you're about to meet with or you're meeting with has brought into the meeting that has nothing to do with you.
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They may have had a terrible night and not gotten a good night's sleep. They may have had an argument with their significant other.
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They may have been cut off in traffic going to work.
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Exactly, yeah.
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All these things are brought into interactions And so their perception is their reality.
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My role then is to, in a sense, alter the reality and bring it back to a common ground and topic that we can both agree and work through.
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I so appreciate what you're talking about. I hope I'm not wrong here, but I'm hearing some of the doctor in organizational psychology come out as you're talking and as you're speaking about some of these situations.
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Yes.
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Because that type of I call it the training and then understanding that of how people act and react, which I talk about quite a bit and related quite heavily to when you talk about even something as somebody… Not driving. Pulling in front of you on the road and causing
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Road raging maybe in some cases and maybe being somehow part of it or trying to get away from it.
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Yes.
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Can then drag on to work with you. And… Create impacts in conversations.
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It does. It does. And so, you know, being gentle with people accepting them where they are.
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As you may, depending on the degree you know them. You can even make comments that using I statements, you know, I feel that maybe we may need to defer or delay this conversation.
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I don't sense that I don't sense this is an appropriate time that there may be other distractions happening right now.
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And then that sometimes resets them and say, oh, no, it's okay. We can go forward just because, and I'm not, I'm just saying I feel.
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It's what I perceive of them. Not that, well, you know, you're acting all tense, you're acting all defensive.
00:19:41.000 --> 00:19:42.000
Exactly.
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That you statement will get you in a lot of trouble. It's the I statement that is the calming.
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And consolidating.
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I appreciate that so much. And I hope as we were talking about earlier in my newsletter one of my articles is about get the you out of here.
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Get the out of here. Get the U out of here because so many times we use that U word.
00:20:04.000 --> 00:20:05.000
It's accusatory. It's accusatory.
00:20:05.000 --> 00:20:09.000
You this, you that. It's accusatory. It is.
00:20:09.000 --> 00:20:10.000
So well said. And maybe you can help me also. That was a great example.
00:20:10.000 --> 00:20:15.000
Absolutely.
00:20:15.000 --> 00:20:20.000
How about a moment in your life, in your career that maybe has really pushed you.
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Toward that coaching and leadership. As you said, you started a little bit more toward the accounting, but you didn't do numbers.
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Maybe what do you think may have helped?
00:20:28.000 --> 00:20:31.000
Right.
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Push you maybe the moment or maybe the incident or situations toward more of the coaching and leadership.
00:20:35.000 --> 00:20:51.000
Well… I think it's the depth of experience you know they're Is it required that you have a a deep wide breadth of knowledge and experience to be able to be a good coach or consultant. And the answer is, of course, no.
00:20:51.000 --> 00:21:01.000
However, the more life experience you have with a variety of situations, particularly international.
00:21:01.000 --> 00:21:07.000
Our business has become very international or at least It had been historically.
00:21:07.000 --> 00:21:12.000
And understanding other cultures, understanding how people react to other cultures.
00:21:12.000 --> 00:21:29.000
And all of those interactions is not something that you can easily learn. It's something that really has to be experienced.
00:21:29.000 --> 00:21:30.000
Wow.
00:21:30.000 --> 00:21:39.000
So I really believe that living abroad for two years in the south of France and working there for a company of Blucent Technologies back in the day help me to gain a perspective and an understanding of both myself As well as to see others.
00:21:39.000 --> 00:21:47.000
And then it's, I don't know that I plan to go into consulting coaching as much as it evolved into it.
00:21:47.000 --> 00:21:57.000
I was open to the possibility. Especially when I just really found that health-wise, I could not maintain a constant travel schedule.
00:21:57.000 --> 00:21:58.000
Insanity-wise.
00:21:58.000 --> 00:22:06.000
That sounds, and help me out here too, because that's what I'm hearing because when you're traveling that much, were you saying five, sometimes seven days a week?
00:22:06.000 --> 00:22:07.000
Yeah. Well, it led to one divorce.
00:22:07.000 --> 00:22:12.000
What does that do to you and your family?
00:22:12.000 --> 00:22:13.000
Sorry to hear that. Yeah.
00:22:13.000 --> 00:22:18.000
Ultimately, but it um you know my second, we've been together for over 30 years now. So it's a matter thank you So, I mean, it's a matter of prioritization and understanding.
00:22:18.000 --> 00:22:24.000
Oh, congratulations.
00:22:24.000 --> 00:22:33.000
The more that you recognize limitations. Not in a bad way, but as an opportunity to change and to grow.
00:22:33.000 --> 00:22:42.000
I think that's where evolution comes. It's not that I had to. It's more that I kind of wanted to.
00:22:42.000 --> 00:22:49.000
And then these things started to be become available to me as options.
00:22:49.000 --> 00:22:56.000
That is excellent. I like your story. But it's true that a lot of us too many of us don't see that.
00:22:56.000 --> 00:23:12.000
And that your ability to move from that and understand that it's better all around is a great step forward Again, like I said, a lot of us do not see… I talked to a lot of people in my coaching.
00:23:12.000 --> 00:23:18.000
Is that way. And you mentioned priorities. Because priorities are so important.
00:23:18.000 --> 00:23:19.000
Yep.
00:23:19.000 --> 00:23:25.000
If we don't have a priority for ourselves, someone else is going to have a priority for us.
00:23:25.000 --> 00:23:35.000
You're so true. And I also, I believe one of the one of the, I'm not going to say secrets But I think one of these solutions, at least for me.
00:23:35.000 --> 00:23:40.000
Was having an ongoing mentor. Or series of mentors.
00:23:40.000 --> 00:23:43.000
I have a coach right now that I meet with weekly.
00:23:43.000 --> 00:23:49.000
That is a paid coach. That has been a lifesaver.
00:23:49.000 --> 00:24:03.000
And able to help me stay focused. I have a business plan. I have an active business plan. It's a very dynamic one.
00:24:03.000 --> 00:24:04.000
Yeah.
00:24:04.000 --> 00:24:10.000
That I maintain. But still, I can get the bright, shiny object syndrome where something looks really good and I want to go over here And having someone that I meet with on a regular, a weekly basis.
00:24:10.000 --> 00:24:14.000
Really helps pull me back in and have a sounding board.
00:24:14.000 --> 00:24:19.000
I think so many business professionals, men and women.
00:24:19.000 --> 00:24:28.000
Lack that. And that's how I think they get I have seen so many get in trouble physically, emotionally.
00:24:28.000 --> 00:24:37.000
Financially, just by not having someone to resonate and say it because when you say it.
00:24:37.000 --> 00:24:48.000
It is so powerful because then you're a different part of the brain actually analyzes and puts it into perspective.
00:24:48.000 --> 00:24:53.000
May be the right thing to do, but until it's like, if you think it, you never write it, you never say it.
00:24:53.000 --> 00:24:56.000
You really don't know.
00:24:56.000 --> 00:25:02.000
And that's two quick questions here on that. Number one, I like the way you talked about it.
00:25:02.000 --> 00:25:05.000
Male or female, a mother or father, man or woman, it's not gender. It's not gender bias in any way, manner, shape, or form.
00:25:05.000 --> 00:25:09.000
Doesn't matter. No. No.
00:25:09.000 --> 00:25:16.000
It's about learning and building that going forward. And I just got off a call about an hour ago talking with a client.
00:25:16.000 --> 00:25:23.000
And that's what we talked about to break it down write it down. And I think that you were just talking about too, write it down And then I talk also about review as dependencies. What are your dependencies?
00:25:23.000 --> 00:25:28.000
Yes. Yes.
00:25:28.000 --> 00:25:29.000
Yes.
00:25:29.000 --> 00:25:33.000
In the process. Is it one dependent upon another? And then get it done. Once you know that, once you break it down.
00:25:33.000 --> 00:25:36.000
Yes.
00:25:36.000 --> 00:25:42.000
Write it down, review its dependencies. Get it done. It's basically bid read.
00:25:42.000 --> 00:25:50.000
And help ourselves as well as others get to the point where they can make that decision and grow to that next step, right?
00:25:50.000 --> 00:25:55.000
In project management, the tools use something called a Gantt chart, G-A-N-T-T.
00:25:55.000 --> 00:25:56.000
Gotcha. Mm-hmm.
00:25:56.000 --> 00:26:04.000
Which is basically a visual representation of dependencies against time. Tasks against time.
00:26:04.000 --> 00:26:12.000
And it is surprising to me how often this is not utilized within management.
00:26:12.000 --> 00:26:21.000
Yet every business faces challenges, faces tasks. Most management is really about task orientation.
00:26:21.000 --> 00:26:32.000
And yet they often do not have a clear understanding of what the chain of events that will occur to reach their end goal, whatever that goal is.
00:26:32.000 --> 00:26:53.000
And then to work it backwards. And if something goes wrong in the timeline, what does that mean?
00:26:53.000 --> 00:26:54.000
Mm-hmm.
00:26:54.000 --> 00:26:58.000
And that's a great point. And you talk about that gantt chart too many times that Gantt chart gave us too much of that those numbers that black and white And it provided… an accountability matrix that I started out with the Gantt chart back in Microsoft Project many, many years ago, the program manager project management you're talking about. You make an excellent point, Alan, because
00:26:58.000 --> 00:27:03.000
Of course.
00:27:03.000 --> 00:27:10.000
It definitely showed Here's when something needs to be done. Like you said, it's that time measurement.
00:27:10.000 --> 00:27:16.000
And when you put that accountability pinpoint into what we do.
00:27:16.000 --> 00:27:19.000
Personally, as well as professionally that can place a challenge upon each of us, right?
00:27:19.000 --> 00:27:27.000
Yes. And it does. When I have an initial consultation with a client.
00:27:27.000 --> 00:27:36.000
Or a potential client. I show them going through the common issues of first asking, well, what do they think are the challenges within their business?
00:27:36.000 --> 00:27:47.000
And then I have a program that does an analysis of this setting a Gantt chart, but also establishing KPIs, key performance indicators.
00:27:47.000 --> 00:27:53.000
That are relevant to and directly related to the task that they've identified.
00:27:53.000 --> 00:27:59.000
It then lays it out in that type of graphical representation, but I tell them.
00:27:59.000 --> 00:28:09.000
Gantt is not religion. It is not a obsession or it's not a must do. It is a can do.
00:28:09.000 --> 00:28:19.000
And life changes. These types of things need to be dynamic enough that if situations warrant, only when it's warranted.
00:28:19.000 --> 00:28:28.000
That adjustments are made. But otherwise that you have goals and objectives, criteria that you're looking to meet.
00:28:28.000 --> 00:28:39.000
And that's something I run into a lot. On the coaching side is the coaching side You make some great points about it can be adjusted Things can change. Life does happen.
00:28:39.000 --> 00:28:46.000
Yes.
00:28:46.000 --> 00:28:47.000
It's all personal. It's all personal.
00:28:47.000 --> 00:28:50.000
But there are a lot of times people don't want to say, well, that's business that's not personal. But yet many times
00:28:50.000 --> 00:28:53.000
Thank you. One more time. It's all personal.
00:28:53.000 --> 00:28:56.000
Yeah, it's all personal.
00:28:56.000 --> 00:29:01.000
It is. And that's where that's the base because we are the ones doing this.
00:29:01.000 --> 00:29:02.000
We're the ones that make business. Go ahead, please.
00:29:02.000 --> 00:29:12.000
Right. Right. I thought… And I've also learned something that there are generational differences for we're both probably close to our same age.
00:29:12.000 --> 00:29:23.000
In our generation identity, especially for a man but we'll talk about what's happening now. More for a man was tied to what they do.
00:29:23.000 --> 00:29:34.000
And if they lose, that's why we talk about how life expectancy changes when somebody retires if they are not having a succession plan, well, now what do I do with myself?
00:29:34.000 --> 00:29:44.000
That has changed with some of the seceding generations. And that now women are also facing some of that challenge.
00:29:44.000 --> 00:29:56.000
But health, I think it's very healthy that also, especially some of the younger people in their 20s and 30s now are coming out and not tying their identity to their job title.
00:29:56.000 --> 00:30:02.000
But are looking more of understanding the self-realization of, well, who am I?
00:30:02.000 --> 00:30:08.000
As a person, yes, I do this, but I'm also a parent. I'm also this, I'm also that.
00:30:08.000 --> 00:30:15.000
And in many ways, that's, I think, a healthier perspective than what our generation came up with.
00:30:15.000 --> 00:30:21.000
It is. And that's one of the things, as I mentioned earlier, I have four podcasts coming up in June.
00:30:21.000 --> 00:30:22.000
Fatherhood.
00:30:22.000 --> 00:30:29.000
All about dads and fathers and parenting as a dad father Well, in August, I have the same thing on the moms and the mothers.
00:30:29.000 --> 00:30:30.000
Yes.
00:30:30.000 --> 00:30:35.000
Because you're saying in one of my domains is the best parent is both parents.
00:30:35.000 --> 00:30:36.000
Yes.
00:30:36.000 --> 00:30:48.000
And what you're talking about now where people are being able to I may be a doctor, an engineer whatever my career may be, male or female, mother, father, or woman.
00:30:48.000 --> 00:30:49.000
I am still a mother. All right, Father, to children.
00:30:49.000 --> 00:30:51.000
Yes.
00:30:51.000 --> 00:30:52.000
Yes. Yes.
00:30:52.000 --> 00:30:59.000
And that ability for us to bring that out And I was raised the same way when i was raised My dad was the wage earner. My mother did work some.
00:30:59.000 --> 00:31:05.000
Yes.
00:31:05.000 --> 00:31:06.000
Yes. Now.
00:31:06.000 --> 00:31:09.000
But that was still the aura. The culture that came out of that. Well, that's changed a lot now. Go ahead.
00:31:09.000 --> 00:31:18.000
It really has. And if we, for instance, I had the opportunity to work in many multi-international environments.
00:31:18.000 --> 00:31:29.000
It is imperative. That you understand the culture or something about the culture that you are working within if it is not your own.
00:31:29.000 --> 00:31:36.000
I worked with, there are two types of basic cultures. There's individualistic cultures, which is the Western world.
00:31:36.000 --> 00:31:48.000
Pretty much. And then there's collective cultures, which are often represented in Asia.
00:31:48.000 --> 00:31:49.000
Wow.
00:31:49.000 --> 00:32:02.000
And the Pacific. I had a great many contacts with China, with Japan, with other collective societies. And the way that you manage them and work with them and how they see themselves they're not just a person that's a manager. They're not just a VP.
00:32:02.000 --> 00:32:11.000
They see themselves fitting within a society. And performing the roles within the society.
00:32:11.000 --> 00:32:17.000
And within Western society, we don't have that. As much. I think we're we're getting to it.
00:32:17.000 --> 00:32:27.000
And is probably a healthier view. Now, some of their problems is sometimes they lose themselves in their society and they have a hard time becoming task focused.
00:32:27.000 --> 00:32:28.000
Oh.
00:32:28.000 --> 00:32:34.000
But it's just all dependent upon the multinational environment you're working in. And if you're managing people.
00:32:34.000 --> 00:32:40.000
To understand what their priorities are and what their prejudices and biases are.
00:32:40.000 --> 00:32:41.000
As best you can.
00:32:41.000 --> 00:32:58.000
And that's right. And that's one of the things that I talk about also. And maybe you and I can talk about it one time.
00:32:58.000 --> 00:32:59.000
We do.
00:32:59.000 --> 00:33:04.000
Together is no matter who we are and I teach all the time about biases and the prejudices and how many there are Yet we all have For brief moments at a time But we all have those within ourselves.
00:33:04.000 --> 00:33:06.000
We do.
00:33:06.000 --> 00:33:14.000
And that ability to control that right to control right understand it and see what our next step must be.
00:33:14.000 --> 00:33:16.000
When those feelings come across. Right? Mm-hmm.
00:33:16.000 --> 00:33:34.000
Yes. And for those individuals that fail to observe that or fail to understand themselves in what they're at least the overt prejudices and biases are will not be as good of a manager, a parent, a partner.
00:33:34.000 --> 00:33:50.000
As if they have awareness and are able then to find solutions around how to cope and how to minimize those situations where Because it's an emotional response.
00:33:50.000 --> 00:33:51.000
These are things that are ingrained within us. And if you don't see that flag pop up.
00:33:51.000 --> 00:33:54.000
It is.
00:33:54.000 --> 00:34:00.000
Usually negative things happen.
00:34:00.000 --> 00:34:15.000
And there's some things I work on as well. I'll even be closing with this in a minute because Sometimes the simple things that we think about during the day, such as a disconnection we're not connected with someone connected with someone
00:34:15.000 --> 00:34:16.000
Yes.
00:34:16.000 --> 00:34:25.000
Something causes a disconnection between two people can create a hate, but yet we're not hateful people But that disconnection from someone or something Or something as simple as a lifestyle can create a little bit of hate in the process.
00:34:25.000 --> 00:34:33.000
Yes.
00:34:33.000 --> 00:34:34.000
Yes.
00:34:34.000 --> 00:34:43.000
And then sometimes the frustrations that we have Frustration from driving to work, frustration from that person that pulled in front of you and some of the other frustration you talked about earlier Those can cause a little bit of anger within us.
00:34:43.000 --> 00:34:44.000
And I talked about anger earlier, but action is not gaining effective results.
00:34:44.000 --> 00:34:46.000
Yes. Yes.
00:34:46.000 --> 00:34:56.000
They can all cause things with us. On a day-to-day basis. And if we can't control those We don't think to control those.
00:34:56.000 --> 00:34:57.000
They control us.
00:34:57.000 --> 00:35:12.000
Yes. That's why I think having a mentor, having a coach, having whoever is like looking at yourself in the mirror with someone else who can really see you.
00:35:12.000 --> 00:35:13.000
Right.
00:35:13.000 --> 00:35:23.000
Now, obviously, they also have their same set or different sets of biases and prejudices and circumstances, but hopefully they can reflect back to you what they're seeing for you to say, oh.
00:35:23.000 --> 00:35:28.000
It looks like there's something I need to think about and examine.
00:35:28.000 --> 00:35:38.000
How best to correct, particularly as a manager. Because as a manager, you're held to a different standard Rightfully or wrongly, than a worker.
00:35:38.000 --> 00:35:40.000
Right.
00:35:40.000 --> 00:35:47.000
And if you don't realize that and you don't address that appropriately.
00:35:47.000 --> 00:35:53.000
And relate to it, then you will not be as effective or in many cases, you'll be ineffective
00:35:53.000 --> 00:35:59.000
And does that come from, as you're mentioning, when you have a title And sometimes that is a label there are expectations.
00:35:59.000 --> 00:36:02.000
Yes. Yes.
00:36:02.000 --> 00:36:05.000
That are tied to that that title Or the label.
00:36:05.000 --> 00:36:13.000
Yes. With yourself and others. Others have that same. If you're your vice president.
00:36:13.000 --> 00:36:24.000
Then it's a matter that, well, I should act a certain way or I should dress a certain way or other people have the expectation, well, then you obviously are X, fill in the blank.
00:36:24.000 --> 00:36:26.000
Which may or may not be true. And in most cases they aren't. I mean, they're not necessarily valid.
00:36:26.000 --> 00:36:29.000
Right.
00:36:29.000 --> 00:36:34.000
But their societal they're societal company culture, every company has a personality.
00:36:34.000 --> 00:36:35.000
Right.
00:36:35.000 --> 00:36:45.000
And, you know, understanding that personality is also very important. And acting appropriately within the rules and regulations of that family.
00:36:45.000 --> 00:36:46.000
Entity.
00:36:46.000 --> 00:36:57.000
It is. And the ability for us to understand certain parts of every culture Politeness, just the respect.
00:36:57.000 --> 00:37:12.000
That must be the same we must all remember that no matter what level or what position that we may be in that level of caring And understanding needs to be there at all levels.
00:37:12.000 --> 00:37:13.000
Yeah.
00:37:13.000 --> 00:37:27.000
And it's not that… all managers or senior managers have it and a worker doesn't The worker needs to have those types of they need to be trained. They need to be taught because they may not be yet.
00:37:27.000 --> 00:37:28.000
But that top.
00:37:28.000 --> 00:37:35.000
And just depending whether it's technology or technology companies are, I think, the hardest because you've got a lot of really smart people.
00:37:35.000 --> 00:37:45.000
Unfortunately, they may have very little emotional intelligence. Interpersonal interactions are often the crux of issues within those companies.
00:37:45.000 --> 00:37:57.000
But even manufacturing and other less technical or highly educated groups There still are all these things, you know, assuming is really will get you in a lot of trouble.
00:37:57.000 --> 00:38:03.000
Observe and then take appropriate action based upon what you observe.
00:38:03.000 --> 00:38:11.000
That the employees or the family needs. If you look at the company as a family, I think it changes the whole dynamic.
00:38:11.000 --> 00:38:13.000
Of its operations. And you treat people differently, hopefully.
00:38:13.000 --> 00:38:20.000
It does. And we hopefully will grow and treat people better.
00:38:20.000 --> 00:38:21.000
Yeah.
00:38:21.000 --> 00:38:27.000
That we learn from our emotions because everything that we do we need to view it and learn from it.
00:38:27.000 --> 00:38:28.000
Right.
00:38:28.000 --> 00:38:37.000
And always be in that There's old terms for it, but that continual life improvement, sometimes called continual process improvement in the business world but That continual improvement to see what we've done.
00:38:37.000 --> 00:38:44.000
Yes. Yes.
00:38:44.000 --> 00:38:45.000
And how we could have done it better. And then build
00:38:45.000 --> 00:38:54.000
Yes. Here. Yeah, here in san antonio We are a Hispanic majority population.
00:38:54.000 --> 00:39:01.000
And I think that's South Texas in general. So for those organizations you work with in Texas.
00:39:01.000 --> 00:39:07.000
It is very likely that many English is, first of all, it's not their first language.
00:39:07.000 --> 00:39:16.000
And there can even be languaging issues. That connotate differently to them than it does to you.
00:39:16.000 --> 00:39:23.000
And so even choosing your words and making sure that you're clearly communicating what you're trying to say.
00:39:23.000 --> 00:39:34.000
Rather than just passing it off. It becomes just a needed function that some people forget.
00:39:34.000 --> 00:39:43.000
And that's one of the things I hear you're saying also that And I was raised in Southeastern New Mexico for the majority of my life.
00:39:43.000 --> 00:39:44.000
Which also had a higher Hispanic.
00:39:44.000 --> 00:39:48.000
Oh, yeah. Yes.
00:39:48.000 --> 00:39:56.000
Population and One of the biggest things that we need to understand, and I teach this and preach this in my Keynote speaking.
00:39:56.000 --> 00:39:57.000
Yes.
00:39:57.000 --> 00:40:03.000
Is we are all the same. All of us. There's four blood types in this world.
00:40:03.000 --> 00:40:04.000
And I'm saying world, around the world, whether we're being China, Russia, Australia.
00:40:04.000 --> 00:40:08.000
Yes.
00:40:08.000 --> 00:40:13.000
Antarctica, New Zealand. Or it might be there's four blood types and we are all the same.
00:40:13.000 --> 00:40:14.000
Yes.
00:40:14.000 --> 00:40:27.000
We talk about our talk about Hispanic culture because of where Back in the day, we were all together in that way and we did more because of that specific culture.
00:40:27.000 --> 00:40:28.000
Today, we've expanded more. And our cultures are more intermixed.
00:40:28.000 --> 00:40:39.000
Yes.
00:40:39.000 --> 00:40:40.000
Or clear cut. Yeah.
00:40:40.000 --> 00:40:53.000
And it's not. As… controlled maybe in some ways it's opening up as clear-cut And we're opening up more in this world were much more global. I joke about the other day I was talking to One of my friends in my nonprofit damien
00:40:53.000 --> 00:40:55.000
Who is in Rwanda, Africa. And then later I was talking to a person in Ukraine. And this was just an hour or two hours apart.
00:40:55.000 --> 00:41:05.000
Yes.
00:41:05.000 --> 00:41:06.000
Yes.
00:41:06.000 --> 00:41:14.000
This world has gone so small. And in so many ways that we can eliminate. And that's what i'm Teach, preach, reach on is eliminate some of those biases, as you mentioned earlier And there's prejudices you mentioned earlier And how do you think
00:41:14.000 --> 00:41:19.000
Yes.
00:41:19.000 --> 00:41:26.000
Being raised in South Texas. How do you think that may have impacted you on what you teach today?
00:41:26.000 --> 00:41:29.000
Well, I was raised in Eastern Kansas. I've been in South Texas for four years.
00:41:29.000 --> 00:41:31.000
Oh, okay. All right.
00:41:31.000 --> 00:41:42.000
So I came from Midwest. I spent uh In Arizona, 20 years and then 22 years in California, Southern California.
00:41:42.000 --> 00:41:49.000
So seeing, again, where I lived was irrelevant as long as I could get to an airport.
00:41:49.000 --> 00:41:50.000
Good point.
00:41:50.000 --> 00:41:57.000
I told people when I was living there that sometimes I could tell you more restaurants in Paris than I could in San Diego.
00:41:57.000 --> 00:41:58.000
So, and I was only half kidding. Not 100% kidding.
00:41:58.000 --> 00:42:03.000
Wow.
00:42:03.000 --> 00:42:04.000
Right.
00:42:04.000 --> 00:42:13.000
But one of the things that I've worked with managers on is viewing their employees under under the structure of Maslow's hierarchy of needs.
00:42:13.000 --> 00:42:22.000
That is one of the, I see one of the unifying truths within we all, we all have the need for physical security.
00:42:22.000 --> 00:42:29.000
We all have the need for emotional security. We all want to walk up that pyramid.
00:42:29.000 --> 00:42:49.000
And that starts to brush away many of Everything from clothing to languaging to all the different things. If you understand and see a person that has a need for the basics And they are not having those needs met.
00:42:49.000 --> 00:42:55.000
Then there are going to be issues. If employees come to work hungry.
00:42:55.000 --> 00:43:12.000
If employees come to work under housed. Or lacking transportation or these other basics, it's not necessarily employers responsibility to do that, but to understand that these deficiencies will impact their ability to do their work.
00:43:12.000 --> 00:43:22.000
I so agree with you. And that is what we had talked about and it's bringing up But business ethics, as you so well know, in multicultural environments.
00:43:22.000 --> 00:43:39.000
And that's Right there is a multicultural not being able to drive to work i mean there that's That could be something that… It's definitely something that brings a… an extra weight on their shoulders on their back.
00:43:39.000 --> 00:43:40.000
Coming to work every day, right? And it's just like the The road rage that we talked about.
00:43:40.000 --> 00:43:52.000
Yes.
00:43:52.000 --> 00:43:53.000
Or not.
00:43:53.000 --> 00:43:57.000
That they bring to work. Sometimes that road rage is Once in… an extreme period of time. But someone who has issues where you love you mentioned Arizona, so that's another area that's in it.
00:43:57.000 --> 00:44:02.000
Oh, yeah. Well, here's crazy. With people driving. And they all carry guns.
00:44:02.000 --> 00:44:07.000
Yeah, go ahead. Denver is I-25 north-south in denver It's kind of the same way.
00:44:07.000 --> 00:44:11.000
I-25. Yep. It really is.
00:44:11.000 --> 00:44:18.000
But that cultural process of us learning There's so much here I think we could talk about.
00:44:18.000 --> 00:44:19.000
Yes.
00:44:19.000 --> 00:44:29.000
Alan, but as you were just mentioning the ability for people to get to work and how they get to work and where they live and just the whole process.
00:44:29.000 --> 00:44:39.000
Our multicultural environments that we see every day now that didn't they existed decades ago but not to the impact that we're seeing today, right?
00:44:39.000 --> 00:44:46.000
Yes. One thing I'm also seeing that has to me a very strong negative.
00:44:46.000 --> 00:44:57.000
Is it used to be, again, in our generation growing up, there was a division or a divide between management and functional labor.
00:44:57.000 --> 00:45:05.000
For a while there, we had management that was very heavily engaged. And technology companies, I think they still are to a degree.
00:45:05.000 --> 00:45:23.000
To understand and know their employees, or at least the people that they directly work with or have a an understanding. Well, now it seems that we're moving back to an era where people, management sits in their tower and doesn't understand and in some cases doesn't care.
00:45:23.000 --> 00:45:30.000
About the challenges and the issues related to the people who do the work for them.
00:45:30.000 --> 00:45:46.000
And that disparity is problematic to me. Business ethically wise, but I think also in terms of gaining productivity and loyalty. Companies, you know, they say they want loyalty, but they don't give it.
00:45:46.000 --> 00:45:58.000
Look at the layoffs that are occurring throughout Seattle, Washington. Boeing lays off 20,000. Microsoft lays out lays off 1900, almost 2,000 people. Meta laid off.
00:45:58.000 --> 00:45:59.000
Hmm.
00:45:59.000 --> 00:46:07.000
All within a very short period of time. Without impact or in some cases you could say without caring about the impact.
00:46:07.000 --> 00:46:18.000
And these are profit, with the exception of Boeing, were profitable companies that were just looking to increase their profitability, not trying to turn a company around.
00:46:18.000 --> 00:46:22.000
And that's so you said a lot right there, too, because as you're saying.
00:46:22.000 --> 00:46:37.000
A lot of it is to increase profits. But we're not able to see who was laid off and who wasn't to even build a better judge about how many of the people laid off we're in as the rumor goes, when we don't know.
00:46:37.000 --> 00:46:38.000
Yes. Yes.
00:46:38.000 --> 00:46:46.000
More of the theoretical worker bee as they're called, compared to the management bee And how much of the management has remained?
00:46:46.000 --> 00:46:47.000
Yes.
00:46:47.000 --> 00:46:54.000
There's a challenge there for us to understand that Most cases we will not know or not learn from.
00:46:54.000 --> 00:46:55.000
Right.
00:46:55.000 --> 00:47:03.000
I worked for MCI many years ago. And that was one of the things they would They would hire us and would work for X amount of time, one year, two years, whatever the time might be.
00:47:03.000 --> 00:47:04.000
And then they go through a big laugh. And then there was one time, for example.
00:47:04.000 --> 00:47:08.000
Yes. Yes.
00:47:08.000 --> 00:47:12.000
I was working for them. I was laid off. Had an eight-week severance But they hired me back as a contractor nine weeks later.
00:47:12.000 --> 00:47:17.000
Yes.
00:47:17.000 --> 00:47:18.000
So I was theoretically one week without pay But laid off.
00:47:18.000 --> 00:47:24.000
Of course.
00:47:24.000 --> 00:47:27.000
Through their mismanagement in a lot of ways. And that's all it was. It was a crazy situation.
00:47:27.000 --> 00:47:32.000
Yes, yes.
00:47:32.000 --> 00:47:33.000
Right. And those bad old days are returning to some extent.
00:47:33.000 --> 00:47:38.000
Amazed me as talking through the process
00:47:38.000 --> 00:47:39.000
Is it right?
00:47:39.000 --> 00:47:51.000
And I'm afraid it may. And if we do go into a recession, which may be happening is cyclically these things happen on a somewhat regular basis or kind of do.
00:47:51.000 --> 00:48:08.000
I think choices are made. And even on the smaller business scale, I think sometimes choices are made without understanding the impact overall on the productivity of the business and how it affects your individual workers.
00:48:08.000 --> 00:48:13.000
You want to decimate the morale of people, just start laying people off.
00:48:13.000 --> 00:48:14.000
Exactly. People that are…
00:48:14.000 --> 00:48:22.000
Especially when they have no understanding or they're seeing big bonuses or they're seeing all of these perks given to a select few.
00:48:22.000 --> 00:48:31.000
And reporting profitability and everything else but yet people are losing their jobs. The incongruence of that speaks volumes.
00:48:31.000 --> 00:48:37.000
It speaks volumes. I am so… So see what you're saying and agree that process.
00:48:37.000 --> 00:48:42.000
And as we've got about 12 more minutes left right here. This time has gone so fast with all the great conversations.
00:48:42.000 --> 00:48:43.000
But let me ask you a couple of questions here. Let me start with this one.
00:48:43.000 --> 00:48:46.000
Yes. Of course.
00:48:46.000 --> 00:48:48.000
You've worked with a lot of different people. There's no doubt about it. You worked with a lot of different people.
00:48:48.000 --> 00:48:51.000
Yes.
00:48:51.000 --> 00:48:57.000
What do you think might be one way that you can help them maybe find some of that common ground.
00:48:57.000 --> 00:49:02.000
Even when they're… different.
00:49:02.000 --> 00:49:08.000
Is asking them to stop and think. Rather than just act.
00:49:08.000 --> 00:49:15.000
And again, sometimes we get so tied to goals, to objectives, to KPIs.
00:49:15.000 --> 00:49:30.000
At every level. That we often do not think, and I've been guilty of this as well, not thinking, was there a kinder or better way to do this to accomplish the same thing?
00:49:30.000 --> 00:49:44.000
Rather than taking a harsher Sometimes swifter tactic. They're seemingly swifter, but at a cost of later that we did not intend or understand.
00:49:44.000 --> 00:49:45.000
I agree.
00:49:45.000 --> 00:49:51.000
So I tell people to slow down. And consider the impact of your actions.
00:49:51.000 --> 00:50:05.000
And look for alternatives. Doesn't mean you'll do them. But just the fact that you took a step back to consider it likely will mean that you will make a better decision and a softer decision.
00:50:05.000 --> 00:50:06.000
And I think you mentioned Go ahead.
00:50:06.000 --> 00:50:09.000
In terms of spatial. No, go ahead.
00:50:09.000 --> 00:50:12.000
You mentioned even the beginning of you were in accounting to begin with, you didn't like accounting. You want to get out with more of the people.
00:50:12.000 --> 00:50:15.000
Yeah.
00:50:15.000 --> 00:50:25.000
But if we had more of those more Maybe I just mentioned a few minutes ago, more of the accounting numbers that Where is the greatest profitability within the company?
00:50:25.000 --> 00:50:43.000
But yet, where were the layoffs the highest? Truly have a justification of the people that were laid off from that company compared to where the profitability was in the company do we have that ratio?
00:50:43.000 --> 00:50:44.000
Do we can we see
00:50:44.000 --> 00:50:57.000
Well… I can tell you and give you another example of one that I worked with in the last few months that they wanted to make a reduction in middle management.
00:50:57.000 --> 00:51:03.000
Thinking that those are the most highly, and indeed they are the most highly compensated.
00:51:03.000 --> 00:51:11.000
In terms of people. But they also had the vast knowledge, wealth of experience and knowledge.
00:51:11.000 --> 00:51:15.000
The tribal knowledge. Of how to do things and how to do things well.
00:51:15.000 --> 00:51:27.000
So across the board, they eliminated categories of jobs. Now, the impact of that has turned out to be They did not do us, first of all.
00:51:27.000 --> 00:51:43.000
I really suggest and strongly recommend that a profitability analysis be done not based upon the gross or the collective profit, but the type of tasks and activities that generate the most profit.
00:51:43.000 --> 00:51:47.000
Right.
00:51:47.000 --> 00:51:53.000
And then you fortify those. Now that may mean you sell a division or you do whatever.
00:51:53.000 --> 00:52:00.000
But to arbitrarily cut positions just because they make a lot of money.
00:52:00.000 --> 00:52:04.000
Doesn't also mean they're not making you a lot of money.
00:52:04.000 --> 00:52:05.000
And that's the mindset that I think people sometimes forget. Where are you making your money?
00:52:05.000 --> 00:52:10.000
Well said.
00:52:10.000 --> 00:52:17.000
Is this action going to actually impact that? Are you really going to save or are you really just hurting yourself in the long run?
00:52:17.000 --> 00:52:29.000
And sometimes they will keep the people that are working the overtime When they're not quite justifying why they're working that overtime. Is it because
00:52:29.000 --> 00:52:30.000
Yeah.
00:52:30.000 --> 00:52:39.000
Well, or there's a lot of nepotism that goes on a lot of friends family, you know, buddies that are hired and even in public companies, it's surprising the amount of people that are hired in management positions that probably do not have the skill set.
00:52:39.000 --> 00:52:44.000
Or shouldn't be in those positions. But yet, you're not going to lay off your friend.
00:52:44.000 --> 00:52:53.000
That's a very good point. And that's what We want to make sure that we understand the difference between building from my perspective.
00:52:53.000 --> 00:52:58.000
Is we want unity and we want But we have to draw the line. And that's one thing that some people have a hard time with.
00:52:58.000 --> 00:53:01.000
Yes. Yes.
00:53:01.000 --> 00:53:16.000
In a situation such as this if you have a situation someone that is a friend but is not helping you earn a profit But someone that's not a friend, but helping you earn a profit.
00:53:16.000 --> 00:53:17.000
No. Yes.
00:53:17.000 --> 00:53:21.000
Or benefit in some way because it's not all business. Like you said, it is personal You've got to be able to choose fairly
00:53:21.000 --> 00:53:28.000
Well, understand the difference and understand the difference. Most people are reasonable now.
00:53:28.000 --> 00:53:36.000
There are those that are not. But when a valid and thorough explanation of get is given of a situation.
00:53:36.000 --> 00:53:41.000
Most people, they may not like it, but they'll understand why.
00:53:41.000 --> 00:53:52.000
It's the arbitrary or seemingly no logical reason decisions. Those are the ones that generate ill will.
00:53:52.000 --> 00:53:53.000
Yes.
00:53:53.000 --> 00:53:57.000
And cause tremendous damage within the company. Organization. Not-for-profits are as guilty as this is for-profits.
00:53:57.000 --> 00:54:14.000
So true. So true. As we get a bit close here, we get a couple more of these. How… How can you help people? I love what you're doing. You have a great foundation and how you're helping people But how can you help people
00:54:14.000 --> 00:54:20.000
And it's all personal, but how can you help people grow their business without losing that personal touch.
00:54:20.000 --> 00:54:25.000
I use that word unity. Without losing that personal touch and unity that made it special in the first place.
00:54:25.000 --> 00:54:39.000
Yes, yes. I really believe that, especially, and I'll fall back to technology companies I was a part of an organization that was later bought by Lucent.
00:54:39.000 --> 00:54:43.000
That I was employee number 48 when we sold, it was four or 500.
00:54:43.000 --> 00:54:47.000
But we knew each other intimately. Because we're working 12, 14 hour days, seven days a week sometimes.
00:54:47.000 --> 00:54:52.000
Wow.
00:54:52.000 --> 00:55:02.000
But the point being that management communicated regularly and regularly in detail.
00:55:02.000 --> 00:55:09.000
Probably over-communicated over communicated the reasoning for certain actions and decisions that they didn't need to.
00:55:09.000 --> 00:55:19.000
Over-communication is often more beneficial and less detrimental than under communication is the kiss of death.
00:55:19.000 --> 00:55:20.000
It is.
00:55:20.000 --> 00:55:32.000
As companies grow, communication lines tend to be severed. And restoring and actively maintaining communications from the top to the bottom Just like having a mission statement.
00:55:32.000 --> 00:55:37.000
Every employee should understand and personalize the mission statement, in my belief.
00:55:37.000 --> 00:55:45.000
To get the highest of best. If they don't even know what it is.
00:55:45.000 --> 00:55:46.000
That's problem number one.
00:55:46.000 --> 00:55:53.000
Then that's problem number one. And if they don't know how their action enables the mission statement. That's problem number two.
00:55:53.000 --> 00:55:54.000
Because if they don't, it is it's one of those situations if we don't know where we're going.
00:55:54.000 --> 00:55:58.000
That's communication.
00:55:58.000 --> 00:55:59.000
It doesn't matter which way we turn. We have got to know, we must know center mission, going toward our vision.
00:55:59.000 --> 00:56:05.000
Nope.
00:56:05.000 --> 00:56:08.000
Where are we going? What is our end result? And there's got to be one somewhere back to your Gantt chart you mentioned earlier.
00:56:08.000 --> 00:56:12.000
Yes. Yes.
00:56:12.000 --> 00:56:14.000
There's got to be some measurement.
00:56:14.000 --> 00:56:22.000
And having a plan. You don't have to give the intimate or minute details of a business plan down to the janitor.
00:56:22.000 --> 00:56:28.000
But an appropriate level of communication to service people.
00:56:28.000 --> 00:56:35.000
Is critical because first of all, they then are buying into your vision.
00:56:35.000 --> 00:56:41.000
And they will work harder and I think more effectively if they understand the why.
00:56:41.000 --> 00:56:43.000
And buy into that than if they don't. It's not just a job.
00:56:43.000 --> 00:56:49.000
I so agree with you. It's not.
00:56:49.000 --> 00:56:52.000
It can't be. And you're saying so much when you say that.
00:56:52.000 --> 00:56:58.000
As we're talking here about to close. What's one final message? You help a lot of people.
00:56:58.000 --> 00:57:03.000
You help a lot of companies and i know and you know you've impressed me. I'm impressed by what you do.
00:57:03.000 --> 00:57:11.000
What's one final message that you could share to our audience, our listeners especially those who want to grow.
00:57:11.000 --> 00:57:22.000
Those who want to stay connected and succeed through what I call unity What's one message that you think could help the people that are listening today with what you do.
00:57:22.000 --> 00:57:28.000
I think it's two pronged. The first is don't be afraid to say you made a mistake.
00:57:28.000 --> 00:57:33.000
Or that there could have been a better way of doing something.
00:57:33.000 --> 00:57:47.000
And the second is to have either a group of people, a mastermind group for that's kind of the popular term right now, or a group of trusted peers.
00:57:47.000 --> 00:57:56.000
That you can be honest with and reflect with And get constructive feedback with.
00:57:56.000 --> 00:58:02.000
But I think that first thing at all levels, if somebody, if you make a mistake is own it.
00:58:02.000 --> 00:58:08.000
And then do something to rectify it. And the second is, which often leads to that first.
00:58:08.000 --> 00:58:14.000
Is having a reflective group that can help you be honest and stay honest with yourself.
00:58:14.000 --> 00:58:24.000
And that is so true. And then be able to make that mistake Be honest about it. And if you don't make them over and over, it's something we all need to celebrate.
00:58:24.000 --> 00:58:25.000
Yes.
00:58:25.000 --> 00:58:32.000
Coach, as they say, was it Edison? In the phone, it made 10,000 mistakes.
00:58:32.000 --> 00:58:33.000
No, no, no. Sorry? Lightboard. That's what light bulb.
00:58:33.000 --> 00:58:38.000
Light bulb. It was a light bulb you know that created the filament they had to choose, you know, because it's never been done before.
00:58:38.000 --> 00:58:43.000
Yep, the filament. There you go. Thank you. And he said, I didn't make 10,000 mistakes. I found 10,000 ways that did not work.
00:58:43.000 --> 00:58:46.000
Yes. Yes. Different perspective.
00:58:46.000 --> 00:58:55.000
And that's this yes and that's It's all about the things sometimes that we look at today that we don't test enough.
00:58:55.000 --> 00:58:56.000
Yep.
00:58:56.000 --> 00:59:07.000
And that's definitely a push. We're testing and understanding something as simple for us today as a light bulb to what it took him to make in so, so long.
00:59:07.000 --> 00:59:08.000
Alan, thank you so much for your time today. I appreciate it.
00:59:08.000 --> 00:59:10.000
Yes. Well, thank you.
00:59:10.000 --> 00:59:14.000
This has been awesome. And I think you've opened up a lot of great thoughts for a lot of our listeners.
00:59:14.000 --> 00:59:21.000
And this will be on the internet. We will have it out here shortly. So please check back with me. We'll put it out there. It'll be on YouTube.
00:59:21.000 --> 00:59:25.000
Come back and listen to us again. Any final comments?
00:59:25.000 --> 00:59:26.000
Alan, before we close?
00:59:26.000 --> 00:59:33.000
Is continue to move forward, continue to strive even when you don't feel like it.
00:59:33.000 --> 00:59:42.000
That consistency and persistency, I think, are two of the Attributes that we need more of in the world today.
00:59:42.000 --> 00:59:51.000
I still agree with you. And I think that bit about continuing on As I say, collaboration.
00:59:51.000 --> 00:59:52.000
Yes.
00:59:52.000 --> 01:00:05.000
Through the Achieving Unity Success Formula. That is what eliminates the disconnection and the frustration and the negativity that's dividing us personally and professionally around the world today, let us work together and unity by harnessing the power of encouraging, inspiring, and including others
01:00:05.000 --> 01:00:11.000
Yes.
01:00:11.000 --> 01:00:21.000
As we take action to end that disconnection. And that hate in that frustration and that anger and that prejudice in building better businesses better lives and a better world.
01:00:21.000 --> 01:00:23.000
Yes.
01:00:23.000 --> 01:00:27.000
Today. Alan, Dr. Alan Gatlin. Thank you so much for your time. We appreciate it. We can do it.
01:00:27.000 --> 01:00:30.000
Thank you.
01:00:30.000 --> 01:00:36.000
And do it together in unity. Cheers.
