From Individual Contributor to Manager to Leader: Requirements and Pitfalls ft. Ron Double

In this episode of IT Leaders, Ron Double, a seasoned IT professional with extensive experience in healthcare technology, shares his journey from an individual contributor to a leadership role. Ron opens up about his background, growing up in a small town and working his way through various educational institutions while developing a strong foundation in IT. He discusses the significant shift he experienced when transitioning from manufacturing to healthcare IT, where he found a deeper purpose in his work.

Ron emphasizes the importance of self-awareness in leadership, urging leaders to understand their personal stories, core competencies, and the unique characteristics of their teams. He shares valuable insights on the pitfalls of leadership, such as getting too caught up in the technology rather than focusing on outcomes, and the challenge of stepping out of the weeds to trust others with responsibilities.

Throughout the episode, Ron highlights the critical role of mentorship and the need for leaders to build strong, transparent relationships with their teams. He advocates for continuous learning, vulnerability, and the courage to make and learn from mistakes as key elements of effective leadership.

Listeners will gain practical advice on developing leadership skills, understanding the nuances of managing versus leading, and the importance of aligning personal values with professional responsibilities. This episode is a must-listen for IT professionals looking to transition into leadership roles, offering actionable takeaways and inspiring stories from a leader who has successfully navigated the complexities of IT leadership in the healthcare industry.

Creators & Guests

Guest

Ron Double

Chief Information Officer at Parkview Health

What is IT Leaders?

The purpose of the IT Leaders Council is to bring together IT Directors and Managers for leadership training, educational content from guest speakers, and peer discussions in a vendor-free, collaborative environment. IT Leaders Councils are currently offered in Indianapolis, IN and Columbus, OH, with more cities coming soon!

00:00:01:04 - 00:00:24:16
Ron Double
I'm here to tell you this is my personal journey to leadership. I am, trained in it. My background is it. I spent my life in it. So, unlike Doctor Pearce, I am the IT guy. For many, many years, and. But this is what served me well, as I've, transitioned from what I would call an individual contributor to a leader over time.

00:00:24:18 - 00:00:46:18
Ron Double
So I always, like, start by this, because everybody has a story, and a story is an important part of your leadership. You have to know who you are, what your background, what is, why you do what you do as a leader before you can ever lead anybody. You have to understand yourself. So we'll talk about that in just a minute.

00:00:46:20 - 00:01:08:09
Ron Double
So my background, so who am I, why am I? So I grew up in a small town of, 150 people, 20 miles south of Fort Wayne. In a little town called Tuckson. How many of you have ever even heard of toxin? It's around the corner from Maglaj. How many of you heard of Maglaj? Not too far from travel.

00:01:08:11 - 00:01:27:18
Ron Double
So. And not too far from Kingsland. So all big cities, you can see that you all know so much about. And they're all within 20 miles of here. But anyway, grew up in a little town. Grew up in a household with, parents who, when I was about six years old, my dad, he, like, he liked other women a lot.

00:01:27:23 - 00:01:56:21
Ron Double
So he left and left us, with my mom. And she raised four of us. My grandparents lived next door. Why do I tell you all this? Because that story is what has created how I think about things. And as a leader, it's really important to know why you think about things the way you do. And then why do your people, those folks that you work with, those people you're leading, why do they respond the way they respond?

00:01:56:23 - 00:02:23:01
Ron Double
And it's really, really important. Everybody has a story. Knowing that story is such a key part of, leadership. Okay. With that, my formal education, you can see it there. That's that's my approach to, getting an education. I really believe in lifelong learning. And so I continued, and I continue to get education every as much as I can.

00:02:23:03 - 00:02:48:13
Ron Double
It's just not as formal as it used to be, but computer technology, computer science, MBA, Parkview used to do a certificate program, just help leaders in Parkview to use some of the same tools. Did that through a Saint Francis. And then in 2015, the College of Health Care Information Management Executives, which is my professional organization, certified me as a, health care CIO.

00:02:48:14 - 00:03:09:01
Ron Double
So I went through a bootcamp, spend some time, and took a test, and was certified as a health care CIO. With my knowledge of health care and i.t. So with that, what about how did you get to where you're at? And so again, you can read it on this slide started out here and it in manufacturing.

00:03:09:06 - 00:03:32:17
Ron Double
And it will tell you Purdue Fort Wayne. Well let's back up just a minute here. So if you look at this, you see they all come from Purdue, Fort Wayne, mostly, or IU Fort Wayne. I will tell you that I spent some time in IPF. I spend some time in Purdue, West Lafayette. I spent some time with IUPUI and I spent some time back I.

00:03:32:19 - 00:03:54:11
Ron Double
So that's how the Purdue Fort Wayne came about. But, first generation born to college. I've had to pay my own way. So wherever I worked is where, whatever campus I went to. So that's the campus move around the various areas. So, back then, financial aid wasn't real great. And so you had to find ways to pay your way through college.

00:03:54:13 - 00:04:17:03
Ron Double
And so, that's kind of how I got through that. So then we talked about this. I was in manufacturing. I loved it here. Manufacturing, Purdue, Fort Wayne placement. Actually found me this first job up here at Blood mixed Mill Manufacturing Bluffton. And I came into that organization, doing some programing, nighttime programing and running their, their systems.

00:04:17:03 - 00:04:48:16
Ron Double
And we ran a system out of Saginaw, Michigan, Oklahoma, and. I'm sorry. Grand Island, Nebraska. And, they did some work in Alabama. Anyway, back then, you had to dial up. Leave now, between these three, system 36 is our 34 year old. System 34. You had to dial up to transmit your data back and forth. But I ran three of them, three different places as this nighttime operator and my boss left, and another guy came in, and he didn't last long.

00:04:48:18 - 00:05:11:23
Ron Double
And so they asked me, can you run the department? So at 19, 20 years old, I had my first leadership opportunity at two a boys and two employees and, ran this little department. But it was my first opportunity, you know, in the small manufacturing world, you get to do everything. You're the network guy. Which networks back then weren't very robust.

00:05:12:01 - 00:05:31:22
Ron Double
You're the mainframe guy, which really was a mini. You're the, a PC guy. PCs were relatively new to the organizations, and so you were all like, so you got a lot of experience really fast. So I'm sure many of you are in those situations where you're the everything person, and it's a really great place to be.

00:05:31:23 - 00:05:56:06
Ron Double
So it did me it did, manufacturing for a few years. Loved it. Absolutely loved it. It came to health care in 1989. So 35 years ago, I came to Parkview and absolutely hated everything about it. Everything was stood on paper. There was no technology. We had a mainframe with 900 dome terminals hanging off of it, and we had 60 personal computers in the organization.

00:05:56:11 - 00:06:21:11
Ron Double
Can you imagine that? 60 personal computers that we were about to 2300 people. We're 17,000 now. I have no idea how much equipment we have. Too much. We have two data centers packed, plus all the cloud computing we do. The world has changed dramatically. But what happened was I got transferred into the hospital to work with physicians and nurses.

00:06:21:13 - 00:06:55:08
Ron Double
And six months in, and all of a sudden I'm like, wow, this is worthwhile work. I'm not making widgets anymore. I'm saving lives. This is worthwhile work that I can do as an IT person so completely changed my attitude, said, I am going to transform health care, and that's what we've been doing for the last 35 years. Is transforming health care from a world of paper to a world where everything is interconnected, everything about you is interconnected, and the amount of information we have on your medical record is just truly amazing.

00:06:55:09 - 00:07:14:15
Ron Double
So that's my story. That's how I got to where I'm at. As you see, I had I think there's eight up there. I had nine jobs. I couldn't figure out what I missed, so I missed something in that job list. So with that said, how did I go from an individual contributor to a manager to a leader? And so a lot of comments up here.

00:07:14:15 - 00:07:37:18
Ron Double
But you know, the individual contributors, a guy who does stuff they normally like, task projects to get stuff done, and they're focused on completing that specific work. When I think of a manager, I like to put this this after the manager name. You can manage work, but you can't manage people. So I hate the whole name manager because I don't think you can manage people.

00:07:37:20 - 00:07:58:06
Ron Double
You can coach, you can lead. You could help people along, but you can't manage people. People are people and they're going to do what they are trying to do. But you can lead them. So, in my mind, a manager organizes work, distributes our work, does a lot of measurement, to figure out how, work for me.

00:07:58:08 - 00:08:15:09
Ron Double
And so when I think about manager, I think about that way. And the way I think about a leader, I think that's the visionary, the person who sets direction. I think that's the person who becomes a mentor, a coach. And I will tell you, that has been my key to success. I had some really great mentors in my life.

00:08:15:11 - 00:08:38:10
Ron Double
So we had a CIO from 1997 till 2006, by the name of Pat Thompson. And Pat is our CIO. We had never had an external CIO, Parkview. She came in from the outside. She came out of health care operations. And her first meeting with me was. So what do you want to where do you want to be?

00:08:38:10 - 00:09:02:11
Ron Double
Eventually. And I said, have your job. And she said, okay. So I'm a manager at this point. I have telecommunications in the service center. I think at that point, who knows one of those roles. And, and she, I said, I want your job. And her response as a leader was that, let's work on getting you there at some, some time in the future.

00:09:02:13 - 00:09:23:18
Ron Double
So it wasn't that she was put off by me saying that she was really encouraged that some of them wants her job. So we spent the next ten years. I worked for I worked in various roles. Her and, really learned a lot from her. And then, you know, as I transitioned into health care operations, I needed mentors again.

00:09:23:20 - 00:09:41:22
Ron Double
And many of you in the room probably know who I used to be the president for MSI, Sue, as do my mentor since I call Sue when I have an issue. I talked to Sue and I have the issue, and she's always been that leader that helps me through. So it's really important as a leader to find those folks that you, can work with.

00:09:41:22 - 00:10:10:22
Ron Double
And I've had so many diverse somebody up to help me here. And then, finally, a system thinker. You know, everything you do has an upstream and downstream impact. And it's really important as a leader to think about what decisions I make and what the up and downstream effects are. And I think often we do things for our own benefit, but it negatively impacts the up or downstream side of the house.

00:10:10:23 - 00:10:32:22
Ron Double
So pitfalls of transitioning to a leader. I thought this was important. You're enamored with the technology, not the outcome of a product. I long technology new technology is so cool. Everything we can do with technology, especially in health care. You know, when I start thinking about some of these new medical devices. Man, that is amazing stuff. So I could get so enamored with it.

00:10:32:23 - 00:10:55:14
Ron Double
But it's important for me to realize, you know, it may be cool stuff, but is the outcome what I really want? I can't get out of the weeds. This was the hardest thing for me. And and Dave and, and Mark and others can tell you in this room that, I really struggled gather weeds. I wanted to do things, how I knew to do them and be it.

00:10:55:17 - 00:11:17:00
Ron Double
I want to know every little detail of what was going on. And I spent hours and hours and hours took me forever to figure out. As a leader, you got to get out of the weeds. Let trust your people to do the right thing. Expectations and others will do it like you did. Jeff Colter is our associate CEO, and I expect you have to do it exactly like I did it.

00:11:17:01 - 00:11:38:17
Ron Double
And he will tell me he's not going to and, that's that's appropriate. But, you know, it's really hard as a leader to change from being that contributors say, you know, what? They're doing a different, we'll see what happens. And guess what? Usually turns out okay. And if it does, it doesn't doesn't. You can always say, I told you so, but no, you can't really say it and then focus on the work.

00:11:38:19 - 00:11:58:00
Ron Double
Not leading others. You get to focus on work and not letting others. Not thinking big enough, you know? This is a great solution for now, but is it really what we need for the long term? So, and then you can and then I think this is an important one. Are you willing to be questioned by your subordinates?

00:11:58:02 - 00:12:16:06
Ron Double
I've had people say, you know. Well, that's insubordination. No, it's not in Sport Nation. They're asking questions. They're curious. They want to know why you made this decision. And so ask me, I don't care. I'll defend it. And if I can't defend it, then maybe I did make the wrong decision and then struggled to hold people accountable.

00:12:16:09 - 00:12:32:16
Ron Double
Doctor Pierce talked about that. Especially when you move from a doer into a leader. These people, your friend, you worked with them and now you have to be their leader. Can I can I hold them accountable? You have to as a leader, you have to warn the careful. And then it took me a while to understand. And then pedestal.

00:12:32:16 - 00:12:55:07
Ron Double
Ego. Ego. One of the things I remember is I took the CIO role, was a board member, said, whatever you do, don't demonstrate that you are now one level up. And you know what? He was right. I didn't go buy a new car parked in the executive lot. I didn't do any of that. You have to think of yourself as just being one of the team and really engage with that team in the same way.

00:12:55:09 - 00:13:12:15
Ron Double
So with this. So this is my advisor have become a great leader. Know yourself. Are you an introvert? Are you an extrovert? How are you going to how are you going to overcome one or the other? Are you two extroverted that nobody can get an edge of a word in edgewise? Are you two introverted that you don't want to engage with people?

00:13:12:21 - 00:13:31:23
Ron Double
You have to know what your your style is. Core competencies. What are you good at? And list them. And I really encourage you to list the things that you think you're good at and share them with folks and say, this is what I think I'm good at. Is this what you see me good at? Get some some feedback from one of your peers, your colleagues.

00:13:32:01 - 00:13:51:04
Ron Double
Where are you? Are. Where are you at? Have love. So this was a, interview question as I became the CIO of Parkview. Was one of the board members actually asked me, where are you? A half court low. And that was an interesting question. And I would tell you where I was. Half Fort Low was developing a strategy for going forward.

00:13:51:08 - 00:14:15:17
Ron Double
I could do all the operational stuff. I could do all the technical stuff. But the strategy of where we were going, that's where I was a half court block. So that's where I really had to focus. What leadership style gives you energy? What do you like to work for? I don't like autocratic, leaders. Sometimes I think the term servant leadership is overused, so I'm not sure I'm really there, but I like a,

00:14:15:19 - 00:14:36:10
Ron Double
Some people like the democratic approach, but that's not me. I think we get input, so I like that collaboration or that collaborative approach where people interact with you, you interact with them. Sometimes you win, sometimes you lose. Kind of be flexible and get that mid route. What are your core beliefs? A list them. And then what are your non-negotiables?

00:14:36:12 - 00:14:55:14
Ron Double
List them and consider a 360 evaluation. I will tell you this is the most important thing I did as a leader was I took a 360 evaluation. So people of me, people, peers with me, people are going to work for me. People I didn't know seem like. Anyway, I had a lot of people in this 360 evaluation.

00:14:55:16 - 00:15:20:02
Ron Double
And after I completed it, I brought them into a room together and said, here it is. Here's what you guys think of me. Now let's talk through it. And, you know, they spent hours talking through it with me. And I will tell you the thing it did. It created transparency and trust. So those leaders all of a sudden now were below me, above me, beside me, were all willing to listen to me because they knew I'm an open book.

00:15:20:04 - 00:15:41:04
Ron Double
I don't care what you know about me. Let's figure out how to make me better. And so I would really encourage you to consider a 360 if you haven't, and share it with those who participate. Know your team. Again, same types of questions. Core competencies. What are they good at? What are they good as individuals and what are they good at as a team?

00:15:41:06 - 00:16:02:09
Ron Double
Because there's a difference. And I think that's an important part. Where is your team? Weak. What aren't they good at? You know, they're. Where do you need to shore it up? What gives you what gives your team energy? You know, that's the same question I asked about. What gives you energy? It's important to know what each team member individually.

00:16:02:10 - 00:16:26:07
Ron Double
Gives them energy. But also, what do you, the team as a unified group, get energy from? You know, is that autonomy? Is that transparency? Do they like education? Do they want benefits? Are they they they work for money. They just want money, you know, what is that? And you might be different from each individual. And you have to adjust your leadership based on what drives people to do the good work.

00:16:26:09 - 00:16:52:05
Ron Double
And then one of their core beliefs list them again. What are their nonnegotiable? List them again and then what challenges do they face professionally or personally? And then finally know you're so you know, you're going to know yourself. You're going to know the folks you lead. And now you need to know your constituents. What do they expect the people you're going to work with or deliver services to?

00:16:52:07 - 00:17:11:02
Ron Double
What do they expect from you and your team? And are you meeting that? How do you make decisions? Or how do they make decisions? Or are they just, you know, oh, I like a vendor comes in, shows me something, I love it. Or are they very thoughtful? Do they do use data? How do they make those decisions?

00:17:11:08 - 00:17:33:16
Ron Double
Because you have to adjust your leadership again, because not knowing your lead and your team, your leader and leading people outside of your team to where you want them to be. And so how do they make decisions? You have to really understand your constituents and how they make decisions. And do they confront things or do they just grumble in the background, or are they going to tell you they love it up front?

00:17:33:18 - 00:18:00:18
Ron Double
And then in the back room they're going to say, this is the stupidest thing ever. So you have to learn it and you have to adjust your leadership style based on that. How do you react to good news, how they react to bad news? How do you receive? How do they perceive you and your organization? I think this is a really important one, because if they already perceive you bad, you're going to struggle to lead them where you need to get them to.

00:18:00:20 - 00:18:21:11
Ron Double
So how do you that is their reality. So how do you overcome that perception? What do you need to do with those leaders to bring them along into a new, a new, sense of, of your organization? What can you do to change that? And I will tell you, when I came in the CIO role, we had a lot of negative groups.

00:18:21:16 - 00:18:46:01
Ron Double
We have other negative, perceptions. And we worked hard to overcome those, those perceptions of the organization and then create relationships with those you agree with and those you don't. I actually think it's kind of fun to go out to lunch with people. I think our total. Yeah. They're out there. They have a whole different opinion than I do.

00:18:46:02 - 00:19:16:10
Ron Double
But, you know, if you can build those relationships, guess what? You'll start coming back together. You know, the person that, Mark was talking about in his, one of the people, but, in his partnership that we talk about a lot of people the again, one of the is in his presentation, you know, going out to lunch really helps us to work closer together and change that from a negative perspective to a positive, because when we become more than just colleagues, we we share a lot of ideas.

00:19:16:14 - 00:19:40:18
Ron Double
So I think that's really important. So things that served me well. So in order to talk about me, it's all about me. Core values, you know, faith. So when I became CEO, I, hired a coach, and we sat down and we went through the things that were important to me and faith, my life, my background. And I'm based in faith.

00:19:40:20 - 00:20:06:15
Ron Double
I have a faith tradition. And so that's an important part of who I am and influences my decisions. But it doesn't impact it's not maybe on others decisions. And I have to do that balance sometimes in my head of what's right for me may not be right for the people I'm working with and the family. If I need to choose between family or my career, I will always choose family.

00:20:06:17 - 00:20:26:12
Ron Double
Now does that mean that I will do what Parkview needs me to do now? As these guys can tell you, I've spent many nights sleeping in the English hall. Well, we used to have an old school of nursing, sleeping in the, old dorm rooms that had been closed. I spend many nights doing whatever it takes. Been up all night.

00:20:26:14 - 00:20:51:08
Ron Double
I'll do whatever it takes for Parkview. But in those life moments. Weddings, funerals. Yeah. Sick. You know, parents, what do you do? You you have to choose. At least I have to choose family over my career. And every time that is proven to be the right decision because it helps your career grow. So then, respect disagreed.

00:20:51:08 - 00:21:18:21
Ron Double
But don't disrespect. In today's world, of all the news media, there isn't a whole lot of respect in my opinion, out there. And so how do we as leaders bring that respect back in? You can disagree with whoever you want, but don't disrespect them. Be be very respectful of who they are and their opinions do matter. And that's what up here, I think I put up here, if this includes language.

00:21:19:02 - 00:21:41:17
Ron Double
So I agree or disagree with me as a leader, I cannot stand bad language. If you're f ING this and f ING that in a meeting, we're not going to do anything. We're not even gonna talk, because that's shows disrespect for the people you're with, in my opinion. And so it's really important for as a leader to say, here's the boundaries.

00:21:41:17 - 00:22:05:01
Ron Double
I said, and these are appropriate and these are not appropriate. And as my team knows, we just don't do that. We are productive and we will continue to function. Family. I also think it's important to understand I have a nontraditional family, so I have a husband, and I have two kids that we we raised together.

00:22:05:03 - 00:22:27:08
Ron Double
Not traditional, but you know what? That that has no impact on my ability to lead, and it has no it should have no impact on those I'm leading. And so it's a really important part of who I am. So I'm transparent about I share it, but I don't flaunt it. So I am no I am I live my life who I am, but it's just part of who I am.

00:22:27:13 - 00:22:49:09
Ron Double
And I think it's important for my team to know who I am and who is important to me in my life. Respect. We did that on integrity. So when I was listing out the things that are most important to leaders who I looked up to gave me integrity. They were, you know, they never lied about stuff. They might be in the truth, I think.

00:22:49:09 - 00:23:08:02
Ron Double
Oh, one of our CEO. Sure. I said we could spin that. You might spin it, but she didn't. Never lied about it. So you can sometimes spin it a little bit. I won't ever make illegal decisions if it's not legal. We're not going to do it. No matter how good it is for the organization, we're not going to do it.

00:23:08:04 - 00:23:29:06
Ron Double
I take the county, building from my mistakes. So I will talk about failure later. But, accountability is really important. Don't blame it on somebody else. It is what it is. The mistake happened, I screwed up, okay? So now how do we get past it? It is what it is. How do we get past it?

00:23:29:12 - 00:23:52:09
Ron Double
How do we move on? But blaming the state on somebody else gets you nowhere. And then transparency, if it's not protected to share it. You know, people want to know that you're transparent. Your team wants to know that you're really, looking out for them and you're willing to share whatever it is with any of them and then give back.

00:23:52:11 - 00:24:13:04
Ron Double
I've been blessed as a leader. You will be blessed. And so it's really important as part of that blessing to give back to your community, give back to your organization, give back to your staff, whatever that is. Give back. I think it's a really important part of leadership. And then other attributes love, lifelong learning. I think, as I mentioned earlier, is really important.

00:24:13:05 - 00:24:32:01
Ron Double
Didn't have to be formal, but every day you should learn something. And if you go home at night and I do this on my drive home, I say, what did I learn today? And I ask myself every day, what did I learn today? Because if I'm not learning, then I'm probably not going to be a good leader into the future.

00:24:32:03 - 00:24:49:05
Ron Double
Be willing to fail. And I think this is really important. My leader, Mike Pac-Man. Many of you know, Mike, Mike said to me as I became the CIO, I would rather you get five out of seven right than three out of three. And what that means is you're going to move forward. You're going to make some mistakes.

00:24:49:05 - 00:25:09:15
Ron Double
I'm okay with that. Learn from your mistakes and move. You can move much faster by making a few mistakes and learning from them that if you just analyze everything to death and you can't get moving forward. Be curious. Mark talked about this already. It's really asking those questions, not judgment. If you want to really be curious about things.

00:25:09:17 - 00:25:30:21
Ron Double
System thinking how do you think big? How do you think about what the impact is? Too often I sit with leaders who are more concerned about their budget numbers than the organizations whole, and you got to forget about your what's important to you alone and look at what the big picture guys think is a leader that's really important, right?

00:25:30:21 - 00:25:58:05
Ron Double
Isn't always right. And how many times a we have I use this, in meetings. Yeah, it's the right answer, but it's not the right things. And I always say that it's the right technology. It's the right, in solves this problem, but the organization's not ready, or the technology is too expensive. And so you have to adjust and right doesn't always have to be right.

00:25:58:07 - 00:26:22:01
Ron Double
And sometimes you will make a suboptimal decision to optimize the whole. And I think that's an important, component of leadership be more civil. When I, demonstrate vulnerability, people respond. So I had some health issues, but, a couple of years ago, people thought, oh, my gosh, he's dying. He's he's he's out of here. I shared everything.

00:26:22:03 - 00:26:43:06
Ron Double
Told the told the team. This is what's happening with me. This is what's going on. This is why I'm struggling. And guess what? That's all revealed. He rallied people to want to help you be successful. And I think as a leader, if you can demonstrate vulnerability, you can get people to want to lead you or be, follow you.

00:26:43:08 - 00:27:02:21
Ron Double
And then fear never left fear driving decisions. You know, often I hear people say, oh, we're fired tomorrow I'm getting fired. Tomorrow I make this decision, I'm gonna get fired. Okay? If you do, you do, don't let them make your decision. Because if their fear makes your decision, you won't make the right decision and then confront problems.

00:27:02:21 - 00:27:24:02
Ron Double
And and, Mark talked about this in the crucial conversations of the courageous conversations. Because if you don't address things out of the gate, they'll just linger on. And I could give you an example of a leader who should have been gone years ago. And, I kept them way too long, and it was poison to the organization.

00:27:24:04 - 00:27:49:05
Ron Double
Once they were gone, they became the organization became so much more productive. And I'll hold it down for each other. So I quote leading means and others willingly follow you up because they have, have have to because they are paid to or that they're paid to because they want to. And I think this is really important. And people will follow you if they want to.

00:27:49:09 - 00:28:12:20
Ron Double
You can pay them whatever. You could do whatever. But unless they believe in you, they're not going to follow you. And then most teams fail because not because they lack talent, but because they lack the character necessary to subjugate personal ambition to a common purpose. I'm more interested in moving up the ladder and doing what's right for me than I am what's good for the organization.

00:28:12:22 - 00:28:40:20
Ron Double
And I think it's really important that you have to subjugate yourself in order to achieve the next level. And I think in the long run it will prove to be very valued. So you see that last when the seven levels of intimacy. That's odd leadership book. And if you haven't read it, it's all about building relationships. And I really encourage you to read it because it is about relationships at home, relationships in life, relationships and business.

00:28:40:22 - 00:29:00:20
Ron Double
And then some books. Here's the books that I would tell you are have, been important to me. Start with why we use this a lot. I always ask or often ask what is the why behind why are we doing this? It's great idea. Why are we going to do we need to be doing it? I said on strategy council with Park View and.

00:29:00:22 - 00:29:22:10
Ron Double
Ooh, let me tell you, there's some weird thing to come in to strategy Council. And I have to say, why are we doing this? And it makes people give you an answer of free thinking, you know, why are we doing this? Isn't even the right thing to do. The speed of trust, Stephen Covey I think this is an important one because, if you can create trust relationships, things move faster.

00:29:22:10 - 00:29:43:10
Ron Double
You don't need contracts. Quick story on this one. I had a gentleman by the name of Doctor Dictator Fall, for becoming chair evolution in, in, in our work, he came into my organization, said I can solve, this problem for you. And I trusted him. I hadn't known it very long, but I trusted him.

00:29:43:12 - 00:30:04:22
Ron Double
We did a handshake and worried about the contract. After the after the fact. Ended up spending dogs with me, on a handshake contract after legal about. Had a cautionary tale. Repeat that. But we had we had a handshake and we got the got the ball rolling. And you know what? He deliver on everything that we needed because we had that trust relationship.

00:30:04:23 - 00:30:22:12
Ron Double
He wasn't gonna let me down, and I will. You're let him down. Five dysfunctions his team. We use this a lot in team building sessions with and in my organization over the years. We use this the power of habit. I think learning about habits is really an important. How you build habits, how you get consistent and following up.

00:30:22:12 - 00:30:42:13
Ron Double
I am not a good habit person, so this is one that's hard for me. And then finally the seven levels of intimacy. And I would tell you, I encourage you to read this book just from a relationship standpoint. As a leader, it's really important to build relationships and this is the this is the relationship book. So that's my, that's my presentation.

00:30:42:18 - 00:30:59:15
Ron Double
I appreciate you taking the time to listen to. I thank you for being here today. And if I can help you on the journey, I didn't put my contact information up here, but it's pretty easy. Run double parked vehicle. So, or if you don't like that, you could use run by double at gmail.com and you'll get the same, right.

00:30:59:17 - 00:31:04:14
Ron Double
So, please feel free to reach out if I can help you in your journey. And thanks for having me today.