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Hello and welcome to the Moonshots
podcast.
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It's episode of Wait for It 250.
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I'm Neil co-host My Passions.
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And as always, I'm joined by Mr.
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Matt Pearson Freeland.
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Happy anniversary, Mark.
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Well, thank you very much, Mike,
and thank you to all of our listeners
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and members for joining us
all the way through to episode number 250.
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That excludes, of course, Mike,
all of our unique master series.
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That's only two members, but you write
a quarter of a thousand episodes.
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We're certainly clocking up these numbers,
aren't we?
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I love your math.
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I think it sounds epic.
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Yeah, I'm not great at math.
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I didn't know that.
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Apart from 250 episodes,
it's been an absolute joy to do a year
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and we about to have the chance to look
at the 21 irrefutable laws of leadership
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to wrap up our absolute
scorching servant leadership series.
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How are you feeling and who is this
author we're going to study?
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Well, Mike and listeners and viewers,
we're digging in today
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in episode
250, what, 250 into John C Maxwell's
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the 21 irrefutable laws of leadership
and might get this as the sublime
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follow them, follow
these rules and people will follow you.
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Now, Mike, for those who don't necessarily
know John C Maxwell that well,
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he is a celebrated renowned leadership
expert.
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This book, in fact, was written
and released 25 years ago.
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Mike So maybe there's a nice symmetry
there.
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25 years Episode 250 You know, somebody
is going to see a correlation there,
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but this book really has those key
principles for effective leadership
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and really helping develop
this idea of a leader within us.
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So I think, as you say,
within this servant leadership series
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that we've we've gone
on, this deserves its place
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as one of the all time
best that we can dig into for this topic.
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Yeah, angry.
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As you rightly pointed out 25 years ago
when this was published.
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The beautiful thing is there is a thread,
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as you said, follow them
and people will follow you.
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That is exactly the same narrative
that we hear from Lincoln.
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But we hear from Brené Brown
and what we heard from
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Simon Senate with Ed leaders eat last.
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And this is the underpinning
storyline of servant leadership
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is if you work hard to serve those around
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you, you will achieve leadership.
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And anyone can do this, not just the one
or two folks in the ivory tower.
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It's an offer for all of us.
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Now, Mark,
I wish we could promise our listeners
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that we did the whole 21
irrefutable laws of leadership,
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but we would have been here for 250 hours
and having the stamina
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is obviously something we need to improve
because we're only picked out
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the four best ideas.
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But I can't wait to jump into those ideas.
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If our listeners, viewers and members
want to actually take the leadership
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game and master it, this is the show.
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I think we should jump in.
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Or I think we've set it up perfectly.
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So listeners, viewers, members.
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Episode 250
I hope you're getting ready and fired up
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because we're about to jump straight in
to one of John C Maxwell's
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irrefutable laws of leadership,
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specifically around the idea of influence.
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Today, I would like to talk to you
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on becoming a person of influence
in your workbook.
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The first statement is important
Leadership
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is influence
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in the 21 irrefutable laws of leadership.
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I talk about a couple of laws.
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One is the law of influence that says the
true measure of leadership is influence.
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Nothing more, nothing less.
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The other law is called the law of E.F.
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Hutton that says when the real leader
speaks, people listen.
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What I'm really wanting to share with you
in this lesson,
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in this training series,
is to understand that
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that leadership is influence influences
leadership.
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The person in any given group
that has the most influence at any
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given time for any given
reason is the leader of the group.
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So our goal, since leadership is influence, our goal is to increase your influence.
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Look in your notes.
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Increasing your influence equals
increasing your leadership.
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J.R. Miller said
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there have been meetings of only a moment
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which have left impressions
for a life for eternity.
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No one can understand that
mysterious thing we call influence.
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Yet every one of us continually exerts
influence either to heal or to bless,
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or to leave marks of beauty or to wound,
to hurt, to poison, to stain others lives.
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So the goal of our training is twofold.
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Number one,
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help you better understand influence.
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And number two,
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help you increase your influence without.
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Now, what I like about
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the reframing of leadership
to be influence
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is it's suggestive that it's not
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command and control.
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It's suggestive that real leadership
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is something you sort of earn.
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You earn in those moments
where you can choose to lift people up,
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help them grow
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or push them down
and almost send them in reverse.
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That is a moment
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where you choose as an individual
whether you want to be a leader or not.
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And it's so tempting
to give in to immediate fight or flight.
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Fear of uncertainty.
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It's very easy to give in to that.
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But if you do so,
if you give in to your emotions too much,
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then you are saying no to influence
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and as a result, no to leadership.
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Now, what I like here, Mark, is the
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the delicacy
that this idea of influence represents,
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because influence is not
is like because I told you so.
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It's perhaps because I asked the question
or suggested
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something that people wanted to do it.
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And I think that is such
an interesting area
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to think about how we achieve influence.
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And I think it starts by earning it.
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I think it starts what we've heard
throughout this entire series
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is it is about earning the right
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to lead, the right to influence,
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as opposed to dictating
through your job title.
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Yeah.
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Yeah.
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When you hear this influence thing
and he talks about the moments
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in those meetings,
what comes to your mind?
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Do you have memories, good, bad or
otherwise where you think about influence
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either for yourself,
Mark as a leader or watching others?
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I think I agree with with everything
you've just said and
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earning the right to lead
rather than dictating is,
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I think, in line very much with what
we've seen with servant leadership,
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but also Michael Bungay Stanier,
you know, he very much leads us,
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right, suggests leading in that fashion
from a coaching perspective.
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But for me,
when I heard that clip from Maxwell,
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the thing that really stands out to me
is the reminder
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that any interaction
that we have with other people,
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there's a chance that they are going
to remember something that we say or do.
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Hopefully that's going to be positive,
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but there's also a chance
that it could be negative.
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For me, where I think Maxwell does
a really good job
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of describing in that clip is reinforcing
the idea
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that if you've got this opportunity
to work with others,
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sometimes
there are single things that you do
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or say that really can change
or pivot the direction
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of a certain project campaign,
maybe some of these behavior.
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So it's a real reminder to me,
and I've been in meetings before when
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somebody will explain
maybe a creative idea
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or a strategy in maybe a unique way
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and the penny will drop.
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And I'll think, now I get it, or why now
I'm really inspired.
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It's enough behind people's behavior,
the way that they interact,
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the way that they describe things,
I think is enough to really inspire
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an entire collection of people,
sometimes maybe without even meaning.
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But I think where Maxwell saying is,
just in case
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you're going to be in that position,
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make sure that you are doing it
to the best of your ability.
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Make sure to not,
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you know, take advantage,
but make sure to really put in the time
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and the preparation,
I think to be a person of influence
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that then helps you grow,
that you start to earn that right
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to be the leader
through behavior and through patterns.
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Yeah, Yeah.
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Now what I think is interesting for us
to do
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is say just because you have the authority
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doesn't necessarily
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give you the influence
of the leadership, right?
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No. I think you know,
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where I naturally go is
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how do you build that influence?
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And I think we know influence
is something that comes over time.
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But I'm instantly drawn to the idea
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of the the underlying
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level of the five dysfunctions
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of a team, which is trust.
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And what I'd love to do with you
for a second here is explore
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how we can create influence
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to be great leaders.
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But what do we have to do
to create the influence?
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Like, let's get into
like the really practical stuff.
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And I think it is
all about being trustworthy.
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And I think I'll start it off.
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Let's do a little
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bit of a game of suggestions
on how to build trust within our teams.
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Okay.
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Yeah, I think
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the first thing that comes to my mind
around
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trust is
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do what you say.
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I will be in the office at 8 a.m.
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to take that call. You should join me.
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Whatever you do, you should be hell bent
on getting into the office today,
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regardless of what problems
you have getting out of the house.
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Right.
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Because when.
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When you don't do simple things.
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And I think
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we all make the mistake of thinking
the train was late, I'll be in at 815.
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Can you stop the call?
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No, no, no, no.
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Because what you're saying
is my commitment to you, my colleague
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and the counterparty on the call, it's
not that great.
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And I'm not going to make
that much of an effort. Right.
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So I think just keeping your word
and delivering the things
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you promised that you would deliver,
it's such a basic thing.
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Another thing around
like doing what you say
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is, you know, when people say,
I send you an email tonight,
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I had this this morning.
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I had a call.
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So I'm in Sydney, Australia yesterday,
had a call with someone in New York.
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I said, okay,
will you send me an email tomorrow?
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Your day?
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Yes, my guy. Will I wake up this morning?
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It's end of day, New York.
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I'm like,
There is no set email in my inbox.
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Trust.
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I've only just met this person.
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I'd like to partner
on this thing for a project,
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but they've already missed
their first thing.
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So the trust went down, the influence
went down, and then I'm like, already?
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And it's just a small thing.
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I know maybe I'm being a bit OCD here,
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but if someone says to me, I'll
send you an email and then they don't.
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I'm like, Ooh, it makes me reconsider.
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Okay, Yeah, it's reliability. Totally.
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Do what you say.
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What else can you do to build the trust,
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to build the influence,
to build the leadership?
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I think you've got to be.
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I like that one a lot.
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I think reliability is so key.
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I think authenticity as well.
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I think that's somewhat
inspired by the reliability piece.
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I think rely
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in my mind what I mean
by authenticity is be authentic to you
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as an individual that then inspires
others to behave in the same way.
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So like you say,
if you're setting intentions
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such as I'm going to be in
for this meeting
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or I've set it up, I'm going to deliver
what I've said I'm going to do.
00:13:06:23 - 00:13:09:06
I think authenticity comes through
00:13:09:06 - 00:13:11:18
with the angle of
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making sure that if there's anything
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that's awkward, anything that's unknown,
it's brought up.
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So, for example, if we were in, you know,
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and this is probably a case specifically
with remote working,
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you know, you and your colleague
or soon to be colleague in New York,
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the authenticity of hanging out
face to face,
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you'd probably get to a certain
point of trust quite quickly.
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But I think working remotely,
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you're going to need to find ways
now to build up that trust again.
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So by being authentic, maybe the example
here would be bring it up with him.
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You know, you could say, Hey, look,
you said you were going to do this.
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How come it didn't happen?
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It's okay. It didn't.
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But what I'd like to
establish is a patent where we do deliver
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each promises that we make each time.
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So you kind of set those intentions
quite early on because that's
00:14:02:10 - 00:14:06:02
the sort of thing I think would happen
if we were face to face. Yes.
00:14:06:10 - 00:14:11:10
And I think another thing so I like that
suggestion, being authentic, being open.
00:14:11:16 - 00:14:12:14
Right.
00:14:12:14 - 00:14:15:12
I think the heart of that is admitting
00:14:16:11 - 00:14:17:19
a vulnerability.
00:14:17:19 - 00:14:22:21
If fallibility
like I think it's very tempting
00:14:23:23 - 00:14:27:11
when, you know, you're expected
to lead to have all the answers.
00:14:28:10 - 00:14:30:23
And I think it's actually really powerful
00:14:30:23 - 00:14:33:23
and say, guys, I have no idea.
00:14:33:25 - 00:14:36:15
I got let's brainstorm together
on how we might solve this.
00:14:36:15 - 00:14:39:23
But honestly, it could be
a range of answers to solve this problem.
00:14:39:23 - 00:14:40:22
I've got no idea.
00:14:40:22 - 00:14:42:23
I really don't know.
Never seen this before.
00:14:42:23 - 00:14:44:12
Let's go and explore.
00:14:44:12 - 00:14:47:17
As opposed to you're thinking,
I've got no idea.
00:14:47:17 - 00:14:50:19
And then you say the only way to do
this is to go this direction.
00:14:50:19 - 00:14:52:25
I know everything. Go, go, go.
00:14:52:25 - 00:14:54:15
And then it's like, that didn't work.
00:14:54:15 - 00:14:59:17
Mike Yeah, well, that was rainy
and the dog ate my homework and, you know.
00:14:59:22 - 00:15:01:03
Yeah, somebody else's problem.
00:15:04:02 - 00:15:05:11
But that's exactly it.
00:15:05:11 - 00:15:08:11
Yeah. Yeah. But isn't it interesting
00:15:08:20 - 00:15:11:21
that if you want to be a leader,
00:15:12:23 - 00:15:16:12
you then need to understand that
it's actually a position of influence,
00:15:16:12 - 00:15:19:07
not authority.
It's influence, influence, influence.
00:15:19:07 - 00:15:20:01
And how do you get there?
00:15:20:01 - 00:15:21:22
You've got to go build the trust
with everyone.
00:15:21:22 - 00:15:25:00
You've got to be reliable,
transparent, open, fallible,
00:15:25:07 - 00:15:28:06
honest and human about it
00:15:28:09 - 00:15:32:03
and treat others as you'd only want them
to treat you as a starting point.
00:15:32:14 - 00:15:36:16
And I think we're all fighting
against the temptation
00:15:37:04 - 00:15:41:08
to pretend to know the answer or yeah,
00:15:42:02 - 00:15:46:16
when things are not going well,
to not take full accountability,
00:15:46:16 - 00:15:51:04
be a bit Teflon like, well,
we did give it to the other department
00:15:51:04 - 00:15:55:01
in the other department dropped the ball,
but one might say, Well, why
00:15:55:01 - 00:15:55:25
didn't you help them?
00:15:57:07 - 00:16:00:07
Yeah,
why didn't you raise the observation?
00:16:00:10 - 00:16:02:20
You know, it might be
that you've got more experience
00:16:02:20 - 00:16:06:03
perhaps than that other department,
and you would have maybe experienced
00:16:06:14 - 00:16:09:02
the fallibility in the past.
00:16:09:02 - 00:16:12:17
So rather than holding that back, it's
possible that you could have said, Hey,
00:16:12:18 - 00:16:15:15
I've a department, here's
what I've seen before,
00:16:15:15 - 00:16:18:02
just to give you a heads up,
this might happen as well.
00:16:18:02 - 00:16:19:25
So it's more of a team player.
00:16:19:25 - 00:16:21:22
I think maybe Mike that comes into that.
00:16:21:22 - 00:16:25:22
The next area that I think
a person of influence can lead
00:16:26:07 - 00:16:29:13
is, you know, crucial conversations,
noticing
00:16:29:13 - 00:16:33:02
when those type of things need to happen,
maybe with teams.
00:16:33:23 - 00:16:38:01
And again, maybe it's reliability,
maybe it's authenticity.
00:16:38:14 - 00:16:42:20
But just noticing
when people require a conversation,
00:16:43:06 - 00:16:46:06
maybe they maybe that's
within the other department,
00:16:46:11 - 00:16:49:09
you know, I can see this problem
maybe happening.
00:16:49:09 - 00:16:51:10
This is what I wanted to share.
00:16:51:10 - 00:16:54:04
I think crucial conversations
as I've probably gone
00:16:54:04 - 00:16:57:04
on maybe too much in Servant
leadership series about.
00:16:57:07 - 00:16:59:02
Mark, I think Let me let me push it.
00:16:59:02 - 00:17:01:09
I think we need confession time.
00:17:01:09 - 00:17:04:06
Q Confession Music two Do, do, do do, do.
00:17:04:06 - 00:17:07:25
Mark, do you love more than anything else,
more than any other book
00:17:07:25 - 00:17:11:07
that we've ever reviewed,
crucial conversations.
00:17:11:07 - 00:17:12:05
Is this true?
00:17:12:05 - 00:17:16:06
Well, it's I think I think it is
mind and listeners and viewers.
00:17:16:17 - 00:17:19:21
I went to the library,
picked up the copy again the other day.
00:17:21:03 - 00:17:21:17
But I think
00:17:21:17 - 00:17:25:07
I think this influences
is really connected to behavior.
00:17:25:13 - 00:17:28:08
You think that's what we're we're kind of
finding out already, isn't it, Mike?
00:17:28:08 - 00:17:31:22
It's about behaving
as a person of influence,
00:17:31:22 - 00:17:35:07
and then you become
that person of influence through behavior.
00:17:35:16 - 00:17:36:07
Yeah.
00:17:36:07 - 00:17:39:04
And I think if we are reflective enough
00:17:39:04 - 00:17:42:03
about how we're behaving,
00:17:42:05 - 00:17:43:25
we can catch ourselves.
00:17:43:25 - 00:17:48:00
And even if we, you know, fall victim
to fear, self-doubt and certainty,
00:17:48:09 - 00:17:51:01
frustration, anger,
00:17:51:01 - 00:17:52:13
we can work on it, right?
00:17:52:13 - 00:17:53:16
We can work on ourselves.
00:17:53:16 - 00:17:55:20
And I think that's exactly
what we're doing here
00:17:55:20 - 00:17:59:19
on the Moonshot podcast and that's exactly
what our members are helping us do.
00:17:59:19 - 00:18:02:21
Mark yes, they are indeed.
00:18:02:21 - 00:18:06:25
Mike Now,
obviously we have got into a real pattern
00:18:07:11 - 00:18:11:08
of calling out our members
and to those eagle eared listeners,
00:18:11:16 - 00:18:14:01
I think last week, Mike,
I nearly passed out
00:18:14:01 - 00:18:17:05
from trying to do them too fast
and without enough breaths.
00:18:18:20 - 00:18:19:06
So this
00:18:19:06 - 00:18:22:10
week, members, you're getting
maybe a slightly
00:18:22:10 - 00:18:26:02
slower call out than last week
just for my own health and well-being.
00:18:26:11 - 00:18:31:24
But please welcome without further delay
and do a little Bob,
00:18:31:24 - 00:18:35:12
Ken, Dietmar, Marjan, Connor,
Rodrigo, Liza and Sid.
00:18:35:23 - 00:18:39:06
Mr. Bond, you, Paul Berg and Kalman, Joe,
Christian,
00:18:39:12 - 00:18:43:03
Samuel and Barbara, Andre,
Chris, Deborah and Lisa.
00:18:43:03 - 00:18:45:23
Steve Craig, Daniel and Andrew.
00:18:45:23 - 00:18:50:00
Ravi, Eve and Karen, Raul, Nicole
to Ingram, Dirk and Harry
00:18:50:07 - 00:18:53:10
Van Carter, Marco Jett, Roger,
Steph and Gabby,
00:18:53:20 - 00:18:57:17
all of whom are annual members guys,
thank you again for always
00:18:57:17 - 00:19:03:05
joining us Hot on those heels
it's raw animal and James and Diana Wade,
00:19:03:05 - 00:19:08:24
Christophe, Denice, Laura, Smitty, Cora
and Gayla Bertram, Daniella, Mike and Dan
00:19:09:04 - 00:19:14:17
Antonio, Zachary Austin and Fred, Lorenzo,
Ola, Andy and Diana.
00:19:14:22 - 00:19:18:11
Guys, thank you so much once again
for joining us and being part
00:19:18:15 - 00:19:23:24
of the Moonshots Master series
and members of the Moonshots Club.
00:19:25:04 - 00:19:26:00
it's a club.
00:19:26:00 - 00:19:27:22
It's a membership. It's a club now.
00:19:27:22 - 00:19:29:07
It's a kid, you know that
00:19:29:07 - 00:19:32:24
You get this Luna powered good karma
when you become a member, right?
00:19:33:15 - 00:19:35:04
Because you really do.
00:19:35:04 - 00:19:35:11
Yeah.
00:19:35:11 - 00:19:39:08
We invoke the mythological spiritual
00:19:39:08 - 00:19:43:04
forces of the galaxy
to travel down the Internet
00:19:43:11 - 00:19:46:11
right through your Patreon account
to make you feel good.
00:19:46:11 - 00:19:49:06
Right? So head to Moonshot
stereo, become a member.
00:19:49:06 - 00:19:53:01
You get this extra podcast,
you get a whole lot of love, good karma.
00:19:53:09 - 00:19:57:07
And I'll tell you what,
you even get to hear your name,
00:19:57:07 - 00:20:00:06
which might be Mark a special thing.
00:20:01:12 - 00:20:04:25
Well, funny you should say that, Mike,
because the next lesson,
00:20:04:25 - 00:20:09:10
the next piece of wisdom
I want to call this clip is from Maxwell.
00:20:09:10 - 00:20:13:14
Now, reflecting on the impact that Dale
Carnegie's book, How to Influence Friends
00:20:13:14 - 00:20:17:25
and Influence People had not only on him,
but also his mentor, his father.
00:20:18:08 - 00:20:21:18
So let's hear a quite
a wonderful little story and visualization
00:20:21:25 - 00:20:25:03
of what
the sweetest word to others really is.
00:20:26:03 - 00:20:28:08
Another
lesson that I learned from my father.
00:20:28:08 - 00:20:31:08
My gosh, what a huge lesson this one was.
00:20:31:19 - 00:20:34:04
This one stare stayed with me
throughout my life.
00:20:34:04 - 00:20:35:18
I just well, they all have.
00:20:35:18 - 00:20:38:17
But my father,
00:20:38:17 - 00:20:43:04
who he introduced me to, to how to win
Friends Influence People by Dale Carnegie.
00:20:43:05 - 00:20:46:04
As you know, my father picked out
books for me to read when I was a kid.
00:20:47:19 - 00:20:50:21
And if you read if you've read
How to Win Friends and Influence people,
00:20:50:21 - 00:20:52:24
I assume you have. I mean. I mean, hello.
00:20:52:24 - 00:20:55:23
I mean, can you really go through life
and not read that book?
00:20:56:06 - 00:20:58:16
Because it is, to me, the relationship
Bible
00:20:58:16 - 00:21:01:18
simple, basic principles on relationships.
00:21:01:18 - 00:21:05:16
And Dale Carnegie said the sweetest
sound to a person's ear
00:21:06:23 - 00:21:08:00
is the sound of their name.
00:21:09:05 - 00:21:09:20
And so Dale
00:21:09:20 - 00:21:12:19
Carnegie emphasized the importance
of remembering names.
00:21:13:04 - 00:21:16:04
And my father was really good at it.
00:21:16:06 - 00:21:19:08
And when I was a junior in high school,
we went and took a Dale
00:21:19:08 - 00:21:22:01
Carnegie course on remembering
names. I'll never forget it.
00:21:22:01 - 00:21:25:18
It was my dad and I took it together
and how they had us back then.
00:21:25:18 - 00:21:27:20
I don't even know
how Dale Carnegie teaches it now,
00:21:27:20 - 00:21:30:01
but while they taught it back then,
it was that.
00:21:30:01 - 00:21:33:25
That what you did is,
as you put a visual object
00:21:33:25 - 00:21:37:16
on their head
that would relate to their name.
00:21:37:16 - 00:21:40:16
So I'm just, for example, if I met you and
00:21:40:24 - 00:21:44:21
and your name
your name was, let's say, John Water.
00:21:44:21 - 00:21:49:02
Okay, well, then what I do is I would put
water right on top of your head.
00:21:49:02 - 00:21:52:08
I would put a visual picture of water
right there.
00:21:52:20 - 00:21:56:04
And so I would visually see water
on your head so that when I saw you next,
00:21:56:04 - 00:21:58:16
I would call you John Water.
00:21:58:16 - 00:22:01:14
I remember I remember one time
00:22:01:14 - 00:22:05:02
speaking of water, I was
I was going to my new church in Lancaster,
00:22:05:02 - 00:22:08:02
Ohio, and had hundreds of people
to learn their names pretty quick.
00:22:08:11 - 00:22:12:09
And I met the first I met a wonderful
couple named the Hargis family.
00:22:12:25 - 00:22:18:08
And soon, as they said, Hargis, I grew up
near a lake that was called Hargis Lake,
00:22:19:11 - 00:22:21:06
and I thought, man, I got this one out.
00:22:21:06 - 00:22:24:00
And so I put a lake
right on top of their head.
00:22:24:00 - 00:22:28:05
And the next week, when they came back
to church, I, I mean, I was so calm.
00:22:28:08 - 00:22:31:05
I just reached out my hair, said, Well,
how's our Mr. Mrs.
00:22:31:05 - 00:22:32:20
Lake today?
00:22:32:20 - 00:22:33:08
I'll never forget.
00:22:33:08 - 00:22:35:07
They looked at me
and they looked at each other.
00:22:35:07 - 00:22:38:06
And of course, immediately
I realized, Oops, I missed that one.
00:22:38:18 - 00:22:39:25
I missed that one.
00:22:39:25 - 00:22:42:06
And I said, I'm sorry, I'm sorry.
00:22:42:06 - 00:22:43:21
What was your name?
They said, Hargis, of course.
00:22:43:21 - 00:22:46:18
Then I laughed.
I told him the Hargis Lake story.
00:22:46:18 - 00:22:48:06
So it's not a foolproof.
00:22:48:06 - 00:22:50:14
But here's what I do know.
00:22:50:14 - 00:22:54:07
My father impressed upon me
00:22:54:24 - 00:22:59:19
that the name is the sweetest sound,
the person's ear, and that immediately
00:22:59:19 - 00:23:02:07
when I get it,
if I can visualize something
00:23:02:07 - 00:23:05:25
and put it on top of the head
so that I can remember their name.
00:23:08:11 - 00:23:09:24
my, that was hilarious.
00:23:09:24 - 00:23:11:09
Start. Mark.
00:23:11:09 - 00:23:14:00
I think that was a very good story,
wouldn't you say?
00:23:14:00 - 00:23:17:00
Mark Yes, he's I like.
00:23:17:09 - 00:23:19:23
Swooning over, you know, wrong answer.
00:23:19:23 - 00:23:21:13
You should have said yes.
00:23:21:13 - 00:23:24:19
Mike Yes, you're right, Mike You're right.
00:23:25:05 - 00:23:28:04
Mike And the way I remember
your name, Mike
00:23:28:17 - 00:23:32:18
is quite handy with the moon shot show
because we have Mike's.
00:23:33:16 - 00:23:37:20
And Mike's with Mike
and Mike with the same initials.
00:23:37:25 - 00:23:38:15
It goes on.
00:23:38:15 - 00:23:41:14
Yeah, but let me say it goes
00:23:41:23 - 00:23:43:24
like it can be tempting
00:23:43:24 - 00:23:48:12
in 2020 forward to the well,
remembering people's name to be cheesy.
00:23:48:12 - 00:23:51:12
That's a bit Dale
Carnegie is a bit old school,
00:23:52:05 - 00:23:55:10
but I would ask everyone
00:23:55:10 - 00:23:59:03
just to take one step back
and look at it more.
00:23:59:03 - 00:24:03:00
As you making a gesture.
00:24:03:06 - 00:24:06:06
It's a deliberate sign of respect
00:24:06:06 - 00:24:09:06
that you remember the friggin name.
00:24:09:12 - 00:24:11:01
Like that's all you're doing.
00:24:11:01 - 00:24:13:25
It's respecting them, right?
00:24:13:25 - 00:24:17:23
And there is nothing more charming
00:24:17:23 - 00:24:22:16
than when if you and I have just met
or we don't know each other too well
00:24:23:02 - 00:24:26:10
and that third party comes along,
I say, Hey, third party, I'd like
00:24:26:10 - 00:24:27:07
you to meet Mark.
00:24:28:09 - 00:24:31:05
And everybody knows, like, wow.
00:24:31:05 - 00:24:33:09
Mike remembered Mike's name, right?
00:24:33:09 - 00:24:35:11
That kind of feels like
00:24:35:11 - 00:24:37:09
you have been respected.
00:24:37:09 - 00:24:38:20
It's a little nod.
00:24:38:20 - 00:24:41:09
It's a little recognized person.
00:24:41:09 - 00:24:43:21
So whether you think
it's a bit old school or not,
00:24:43:21 - 00:24:48:16
I do believe it's powerful,
and particularly when I'm having
00:24:49:24 - 00:24:54:03
to tricky or important conversations
00:24:55:10 - 00:24:58:10
in a work context,
00:24:58:20 - 00:25:00:23
I find myself
00:25:00:23 - 00:25:04:14
addressing the person by their name.
00:25:04:17 - 00:25:05:15
Like Mark.
00:25:05:15 - 00:25:08:09
We this is a really important conversation
for us.
00:25:08:09 - 00:25:09:24
Mark Right.
00:25:09:24 - 00:25:16:05
This and for some reason
it seems to be appropriate, as it does,
00:25:16:15 - 00:25:20:01
the capability of introducing people
who don't know each other and remembering
00:25:20:01 - 00:25:21:03
both of their names.
00:25:21:03 - 00:25:23:23
It means you are endorsing
and respecting them.
00:25:23:23 - 00:25:26:22
And I believe that it a hard of things,
00:25:28:11 - 00:25:32:02
starting with good manners and respect.
00:25:32:11 - 00:25:34:14
I mean, what's not to like about that?
00:25:34:14 - 00:25:38:19
Mark Honestly, Mike, it's amazing
00:25:39:22 - 00:25:42:17
in the communities that I've joined,
00:25:42:17 - 00:25:45:16
both from a work perspective
as well as social,
00:25:46:05 - 00:25:49:07
I am always incredibly touched
00:25:50:11 - 00:25:53:18
by those individuals
who will not only remember my name,
00:25:53:18 - 00:25:55:13
but maybe they'll remember
something about me.
00:25:55:13 - 00:25:59:20
Maybe it's a story I've told,
maybe it's a situation I've ended up in.
00:26:00:20 - 00:26:03:22
And what it does
is it creates an immediate connection.
00:26:04:16 - 00:26:07:16
And you're right, it's this word respect.
00:26:07:18 - 00:26:10:25
You're suddenly in an equal space.
00:26:11:03 - 00:26:13:14
You know, if the individual let's say,
00:26:13:14 - 00:26:16:14
Mike, that you've introduced me
to this third party,
00:26:17:14 - 00:26:19:23
the fact that, you know, you've introduced
00:26:19:23 - 00:26:22:25
me, maybe you've said something about me
specifically, you called out my name.
00:26:23:20 - 00:26:24:12
It shows me.
00:26:24:12 - 00:26:27:12
Okay, well,
Mike's taken time to remember me.
00:26:27:16 - 00:26:33:00
He knows and respects me, so therefore,
I already going back to this idea
00:26:33:00 - 00:26:36:01
of trust that we were talking about
earlier, the scale of trust,
00:26:37:02 - 00:26:38:20
that trust increases.
00:26:38:20 - 00:26:39:16
Because now I know.
00:26:39:16 - 00:26:42:05
Hey, I think
I think Mike is going to be reliable
00:26:42:05 - 00:26:43:05
if he's able to remember
00:26:43:05 - 00:26:46:22
something quite small like my name,
I can trust him with other information.
00:26:47:02 - 00:26:50:16
I think I can trust him with a project
or a key deliverable
00:26:50:20 - 00:26:53:22
because I believe that he's going
to be able to remember and keep his word.
00:26:54:09 - 00:26:58:06
So again, Mike, I'm seeing a lot of
connection between that first clip.
00:26:58:06 - 00:27:01:15
We heard this idea of influence
and now this.
00:27:01:15 - 00:27:04:06
It comes down to reliability, doesn't it?
00:27:04:06 - 00:27:08:08
It comes down to this insight around
behaving in a way
00:27:08:08 - 00:27:11:08
that you would like to be treated
and what it does.
00:27:11:21 - 00:27:15:14
Hey, it lowers
those barriers between individuals
00:27:15:14 - 00:27:18:00
and therefore you're going to do
better work together.
00:27:18:00 - 00:27:19:01
What do you think?
00:27:19:01 - 00:27:22:14
And what Dale
Carnegie goes on to talk about
00:27:23:24 - 00:27:25:19
is that if you want to be
00:27:25:19 - 00:27:29:05
interesting to others,
you need to be interested in them.
00:27:30:08 - 00:27:32:07
That's it. Yes, I remember that one.
00:27:32:07 - 00:27:33:23
That's right. Yeah. That's nice.
00:27:33:23 - 00:27:37:05
And this is the thing, like as a leader,
00:27:37:09 - 00:27:40:09
if you want to lead people,
00:27:40:22 - 00:27:44:19
you need to understand
what's going on for them
00:27:45:09 - 00:27:50:11
and genuinely have a level of interest
00:27:51:04 - 00:27:53:16
and curiosity,
00:27:53:16 - 00:27:56:15
whether it's like,
what's their set up at home?
00:27:57:06 - 00:27:59:24
What are they into outside of work?
00:27:59:24 - 00:28:01:12
What are they looking forward to?
00:28:01:12 - 00:28:04:11
What are their challenges?
00:28:05:09 - 00:28:10:17
It's how can we possibly want people
to follow us
00:28:11:18 - 00:28:15:05
if we're not paying
some sort of interest in them?
00:28:15:10 - 00:28:16:19
Yeah, yeah.
00:28:16:19 - 00:28:18:22
And I and I'm sure we all have.
00:28:18:22 - 00:28:20:19
I've worked with
00:28:20:19 - 00:28:23:13
colleagues, but also leaders who
00:28:23:13 - 00:28:26:24
in my opinion, have never really shown
that level of interest.
00:28:27:01 - 00:28:30:04
PERAINO And what what does it lead to?
00:28:30:15 - 00:28:34:09
Well, it kind of leads to the opinion,
yeah, I could probably work a bit harder
00:28:34:12 - 00:28:38:23
for this boss, but I mean,
he doesn't really know my name,
00:28:39:03 - 00:28:40:12
let alone anything else.
00:28:40:12 - 00:28:43:11
So I'm not I'm not going to be motivated.
00:28:43:21 - 00:28:47:15
So obviously the name is an extreme,
but I think you're right.
00:28:47:18 - 00:28:50:23
If you unless you are leading again
00:28:50:23 - 00:28:54:12
from a level of influence,
as we heard in that first clip,
00:28:55:07 - 00:28:59:03
how do you expect anybody to have trust
and follow you into the battlefield?
00:28:59:14 - 00:29:01:10
Yes. And and check this out.
00:29:03:03 - 00:29:05:01
I believe
00:29:05:01 - 00:29:08:01
that you can find a connection
with anybody.
00:29:08:09 - 00:29:12:02
And all you have to do
is get rid of your social status
00:29:12:16 - 00:29:15:18
to rid of your profession,
and you will eventually come to
00:29:16:23 - 00:29:17:22
you and me.
00:29:17:22 - 00:29:19:02
We're human beings.
00:29:19:02 - 00:29:21:12
We're just trying to do our best
in the world.
00:29:21:12 - 00:29:22:06
Yeah.
00:29:22:06 - 00:29:26:10
And that gets you a billion people
that you've got something in common with.
00:29:27:21 - 00:29:28:24
That's a few.
00:29:28:24 - 00:29:30:23
It's going to be a lot of names
to remember.
00:29:30:23 - 00:29:33:13
Now, this is like a game of concentric
circles.
00:29:33:13 - 00:29:36:19
It gets a bit wobbly after that because
then, like, what language do you speak?
00:29:36:19 - 00:29:38:14
You know, what religion are you
and all that kind of stuff.
00:29:38:14 - 00:29:40:15
It gets a little, you know, filtered out.
00:29:40:15 - 00:29:43:21
And my point is, is like in
the end of the day, the people that you're
00:29:44:09 - 00:29:49:05
in a sports team with or your family
or your community or the people at work
00:29:49:16 - 00:29:54:25
in the end, we're all humans
trying our best in our special way.
00:29:54:25 - 00:29:59:20
And you can always come back to that
right?
00:30:00:02 - 00:30:02:23
And that's where if you respect people,
you can always just go through
00:30:02:23 - 00:30:06:06
all those levels and go, okay,
they seem pretty crazy at work,
00:30:06:07 - 00:30:07:09
but what's the story behind it?
00:30:07:09 - 00:30:09:00
And just get to the point like,
00:30:09:00 - 00:30:13:16
my gosh, I totally connect to them
because we both like Paper Machine.
00:30:13:23 - 00:30:14:21
I don't. Know. Yeah.
00:30:17:08 - 00:30:20:24
If you,
if you listeners, members and viewers,
00:30:21:06 - 00:30:24:17
if you love your papier
maché head to moonshots then I know
00:30:25:03 - 00:30:26:16
I'm kidding you actually though
00:30:26:16 - 00:30:29:17
if you do want to dig in to Dale
Carnegie hit are the moonshots done?
00:30:29:17 - 00:30:34:01
I check out the back catalog
and have a listen to that show. But.
00:30:34:08 - 00:30:37:06
But, Mike, we're halfway through.
00:30:37:06 - 00:30:40:08
We've got a ton more to give you.
00:30:40:20 - 00:30:43:23
What's the next low
that we want to dig into from a mr.
00:30:43:23 - 00:30:46:00
Maxwell himself?
00:30:46:00 - 00:30:49:01
Well, this one,
I think we we heard a very soft,
00:30:50:12 - 00:30:52:19
quite beautiful story in that last clip.
00:30:52:19 - 00:30:55:19
So I think this time we're going
to go a little bit heavier hitting.
00:30:55:19 - 00:31:00:01
We're going to hear some hard truths
from John C Maxwell today.
00:31:00:07 - 00:31:01:00
We're now going to get
00:31:01:00 - 00:31:04:08
into one of his other laws from the 21
irrefutable laws of leadership.
00:31:04:19 - 00:31:08:16
And this one is all about
calling and offering
00:31:08:22 - 00:31:11:21
and honoring the law of the lit.
00:31:12:24 - 00:31:13:14
The first
00:31:13:14 - 00:31:17:15
law of the 21 irrefutable
laws of leadership is little.
00:31:17:15 - 00:31:21:00
The lid
which basically says leadership ability
00:31:21:21 - 00:31:24:18
determines
a person's level of effectiveness.
00:31:24:18 - 00:31:28:08
In other words,
how well you lead determines
00:31:28:08 - 00:31:31:08
how well you succeed.
00:31:31:17 - 00:31:33:19
You see
00:31:33:19 - 00:31:37:05
over 35 years ago,
I came to the conclusion
00:31:37:05 - 00:31:40:15
that everything
rises and falls on leadership.
00:31:41:16 - 00:31:43:25
Think about that for a moment.
00:31:43:25 - 00:31:46:00
Everything
00:31:46:00 - 00:31:47:22
rises
00:31:47:22 - 00:31:50:21
or falls on leadership.
00:31:51:14 - 00:31:53:12
In other words,
00:31:53:12 - 00:31:55:09
how well you lead not only determines
00:31:55:09 - 00:31:59:11
how well you succeed, how
well you lead, determines
00:31:59:11 - 00:32:02:21
how well the people that follow you
succeed.
00:32:03:05 - 00:32:06:22
Leadership has a multiplying effect,
either
00:32:06:22 - 00:32:09:23
positively or negatively on people.
00:32:10:18 - 00:32:12:07
This is huge
00:32:12:07 - 00:32:15:25
and when I became convinced that
everything rises and falls on leadership,
00:32:16:04 - 00:32:19:03
I looked at that in the business world
and found it was true.
00:32:19:06 - 00:32:21:00
I looked at it
in the religious world, found
00:32:21:00 - 00:32:24:00
it was true, looked at the education
world, found out it was true,
00:32:24:03 - 00:32:26:22
looked at the governance world,
found out it was true. It's true
00:32:28:17 - 00:32:30:24
in your life right now,
00:32:30:24 - 00:32:32:24
in your organization, everything
00:32:32:24 - 00:32:35:23
rises and falls on leadership.
00:32:36:21 - 00:32:41:07
Your leadership is the lead
that determines the level of your success.
00:32:41:12 - 00:32:43:24
Let me illustrate with my hand
for a moment.
00:32:43:24 - 00:32:46:15
Let's say that this is my leadership lead.
00:32:46:15 - 00:32:49:03
This is how well John Maxwell leads.
00:32:49:03 - 00:32:50:10
And let's say I'm an average leader.
00:32:50:10 - 00:32:52:21
I'm a five out of a 1 to 10, I'm a five.
00:32:52:21 - 00:32:55:06
So I'm an average leader.
This is my leadership lead.
00:32:55:06 - 00:32:58:22
What this means is that my organization,
my business, whatever,
00:32:58:22 - 00:33:01:21
I'm trying to lead my community group,
whatever it is I'm leading.
00:33:02:22 - 00:33:06:03
If I'm a five as a leader,
what that means is that
00:33:07:20 - 00:33:10:22
my leadership
and my success will only become a four.
00:33:11:21 - 00:33:16:12
I can't be successful beyond
and above my leadership lead.
00:33:16:19 - 00:33:21:19
My leadership
lead holds down my potential.
00:33:24:03 - 00:33:26:22
The lead Mark.
00:33:26:22 - 00:33:28:04
my gosh.
00:33:28:04 - 00:33:32:16
I think we're getting into the heart
00:33:32:16 - 00:33:37:07
of the matter here because,
I mean, I heard so much here.
00:33:37:07 - 00:33:39:10
I'm going to start with,
00:33:39:10 - 00:33:42:16
Yeah, To succeed
you have to lead or to lead is to succeed.
00:33:42:23 - 00:33:45:23
I think that connection is already like
00:33:47:05 - 00:33:48:24
that one, a big one.
00:33:48:24 - 00:33:53:01
But where I want to go to
is the connect tivity
00:33:53:01 - 00:33:56:03
between your performance and subsequently
00:33:56:03 - 00:33:59:03
those around you and the organizations.
00:34:00:01 - 00:34:00:12
Know.
00:34:00:12 - 00:34:04:19
What Maxwell is saying is your ability
00:34:04:19 - 00:34:08:04
to lead affects those around you
00:34:08:04 - 00:34:11:04
and therefore the overall group
00:34:11:23 - 00:34:12:08
here.
00:34:12:08 - 00:34:14:22
And what we could do
is now say that differently.
00:34:14:22 - 00:34:17:02
Your ability
00:34:17:02 - 00:34:21:16
to build trust,
take care of support, help each individual
00:34:21:16 - 00:34:26:02
and our collective cores
is how you gain influence
00:34:26:19 - 00:34:30:05
and get the ship sailing in the right
direction towards the overall goal,
00:34:30:05 - 00:34:33:15
which is the mission and the vision
that we have with why we're together
00:34:33:24 - 00:34:36:25
all comes back to Do you do what you say?
00:34:36:25 - 00:34:38:11
Do you listen to others?
00:34:38:11 - 00:34:42:07
Do you serve others or are playing
00:34:42:07 - 00:34:45:16
the hyper selfish defensive?
00:34:45:18 - 00:34:47:06
It's not my job.
00:34:47:06 - 00:34:50:04
Blame the others DOT for COVID.
00:34:50:04 - 00:34:54:15
Leave the office five
because you're too damn scared to leave.
00:34:55:05 - 00:34:57:22
That's what I heard. That's the lead.
00:34:57:22 - 00:35:00:22
And I think we all face this decision.
00:35:00:25 - 00:35:03:24
Do we push through the discomfort
00:35:03:24 - 00:35:07:06
and attempt to lead
or do we run for the hills?
00:35:08:05 - 00:35:10:14
Yeah, I think you're totally right.
00:35:10:14 - 00:35:14:24
I think this is the
this is the hard truth, isn't it?
00:35:15:03 - 00:35:18:05
Because I think there's a lot of us,
including myself, you know,
00:35:18:05 - 00:35:21:22
particularly in my more junior years
of having a career,
00:35:22:14 - 00:35:25:14
I would probably have
00:35:26:01 - 00:35:28:19
leaned away from leadership
00:35:28:19 - 00:35:32:20
because of the responsibility
is because of the fear of doing it wrong.
00:35:32:25 - 00:35:35:17
But the fear, I suppose, is
that is the key word here.
00:35:35:17 - 00:35:38:23
I was afraid of it, which is
probably common for a lot of people.
00:35:39:08 - 00:35:42:08
But what I find very, very
00:35:42:12 - 00:35:46:07
surprising,
and that would be the word when I was
00:35:46:09 - 00:35:49:18
when we were digging into the show today,
you know, this clip in particular
00:35:50:04 - 00:35:53:21
took me a little bit by surprise because
I realized it was a penny drop moment.
00:35:54:23 - 00:35:57:02
I can't expect to be
00:35:57:02 - 00:36:01:01
a fantastic individual
within my team as a leader
00:36:01:15 - 00:36:04:16
if my leadership skills are,
you know, pretty average.
00:36:04:25 - 00:36:07:25
Because at the end of the day,
when you have direct reports,
00:36:08:17 - 00:36:11:15
they are going to be inspired
by your behavior.
00:36:11:15 - 00:36:14:06
So they need to have
00:36:14:06 - 00:36:17:06
the best version of a leader
that's available.
00:36:17:07 - 00:36:21:00
So not only do you have to others
and the business
00:36:21:00 - 00:36:22:24
to be a good leader, but actually,
00:36:22:24 - 00:36:25:24
as we're finding out from Maxwell
and this is the penny drop moment
00:36:26:12 - 00:36:29:12
to not invest the time
00:36:30:03 - 00:36:32:14
in becoming a good leader,
00:36:32:14 - 00:36:34:07
obviously there's lots of different ways
to do that.
00:36:34:07 - 00:36:37:16
As we've delved into on the seven leaders
on the Servant Leadership series.
00:36:38:11 - 00:36:41:02
But if you don't
want to lean into empathy,
00:36:41:02 - 00:36:44:01
you don't want to understand
and respect others,
00:36:44:01 - 00:36:46:08
what you're doing is
you're setting yourself back
00:36:46:08 - 00:36:50:08
because you can't ever go beyond
and further your career
00:36:50:18 - 00:36:53:14
because you're always stuck in the
in the bleachers.
00:36:53:14 - 00:36:53:21
You know,
00:36:53:21 - 00:36:57:22
you're not on the pitch playing the game
because you're afraid to get out there.
00:36:58:05 - 00:37:01:06
I think as we heard in last week's show
with Brené Brown,
00:37:01:15 - 00:37:04:17
this idea of vulnerability
certainly came through.
00:37:05:04 - 00:37:07:23
I think where Maxwell is now taking us
here is saying, well,
00:37:07:23 - 00:37:12:05
we vulnerability is true and
it's going to exist, but it's up to you
00:37:12:05 - 00:37:16:19
whether you smash through that glass
ceiling of your fear of leadership
00:37:17:06 - 00:37:20:05
and therefore raise the lid
a little bit higher.
00:37:20:05 - 00:37:23:14
Yeah, I think for me, Mike,
when I heard this clip
00:37:23:14 - 00:37:26:13
for the first time
and you know, we're digging into it now,
00:37:26:20 - 00:37:30:05
this was a good invitation to me
to really assess.
00:37:30:20 - 00:37:33:20
And what I mean by
that is think about reflect on
00:37:33:25 - 00:37:36:20
and judge the way that I lead my team
00:37:37:24 - 00:37:39:22
and question whether I'm doing it
correctly.
00:37:39:22 - 00:37:41:24
Am I doing it with enough,
00:37:41:24 - 00:37:45:22
you know, emphasis, with enough
enthusiasm, with enough inspiration,
00:37:46:03 - 00:37:49:02
but also more importantly,
with enough direction?
00:37:49:02 - 00:37:53:13
Are there enough, you know, let's call
them KPIs or whatever you want to call it.
00:37:53:23 - 00:37:58:01
Is there enough actionable elements
that my team are able to follow in order
00:37:58:01 - 00:38:01:01
to be the best version of their team
that they can be?
00:38:01:02 - 00:38:04:04
If I'm not setting that, my lid is closed
00:38:04:04 - 00:38:08:01
and I'm not getting myself any better
and the team are getting better either.
00:38:08:11 - 00:38:10:01
It's a surprising insight.
00:38:10:01 - 00:38:11:22
This one, I think.
00:38:11:22 - 00:38:14:22
It reminds me of.
00:38:14:25 - 00:38:19:22
There's a lot of scientific research
supporting the idea that the first
00:38:19:22 - 00:38:24:13
five years of a child is very critical
because they will do a lot of their
00:38:26:09 - 00:38:28:24
you know, they talk about nature
versus nurture, right?
00:38:28:24 - 00:38:32:01
So there there's their inherent nature
and then there's what they nurtured.
00:38:32:01 - 00:38:34:19
And a lot of that nurturing happens
in the first five years.
00:38:34:19 - 00:38:36:22
And from whom the parent?
00:38:36:22 - 00:38:40:22
And how does that lead
turn up in parenting?
00:38:41:07 - 00:38:45:03
There is a lot of evidence
that chill children
00:38:45:25 - 00:38:49:05
will adjust their lead based
00:38:49:05 - 00:38:52:04
on modeling the behavior of their parents.
00:38:52:05 - 00:38:55:18
If their parents say, thank you,
what do you think the kids say?
00:38:55:18 - 00:38:57:03
Mike?
00:38:57:03 - 00:38:59:05
Thank you, Mike.
00:38:59:05 - 00:39:02:05
If the kids are aggressive, sorry.
00:39:02:05 - 00:39:03:24
If the parents are aggressive,
what do you think
00:39:03:24 - 00:39:05:13
the kids are going to do?
00:39:05:13 - 00:39:06:14
They're going to be aggressive, too.
00:39:06:14 - 00:39:07:20
They're going to follow suit.
00:39:07:20 - 00:39:09:16
They're going to follow the pattern.
00:39:09:16 - 00:39:14:01
And leadership in organization
is exactly the same idea.
00:39:14:18 - 00:39:18:23
Only ask of those around you
to do what you are prepared to do.
00:39:18:23 - 00:39:20:02
It's a very common
00:39:21:07 - 00:39:23:17
little piece of wisdom,
00:39:23:17 - 00:39:28:14
but if you're not prepared to do the work
00:39:28:24 - 00:39:32:00
well, hey, what about going
the extra mile?
00:39:33:12 - 00:39:37:06
Is it fair that you have the expectation
that somehow magically you're
00:39:37:06 - 00:39:40:07
going to take it easy and everybody else
is going to go the extra mile?
00:39:40:16 - 00:39:42:07
Hell no.
00:39:42:07 - 00:39:44:01
Then it doesn't work like that.
00:39:44:01 - 00:39:47:14
Know that you've got to again,
it's this idea of behavior, isn't it?
00:39:47:18 - 00:39:50:24
Yes, It's
maybe even, you know, going back to Abby
00:39:50:24 - 00:39:53:24
Wambach,
you know, if you can lead from the bench,
00:39:54:02 - 00:39:57:09
then then that's a great leader
because you're able to
00:39:58:20 - 00:40:03:00
put into practice the things that you've
taught them, perhaps.
00:40:03:18 - 00:40:05:10
Well. Let's use.
00:40:05:10 - 00:40:09:13
You know, in Abby's example,
I mean, just to go
00:40:09:13 - 00:40:12:13
back to that magic story,
00:40:13:01 - 00:40:15:10
arguably the greatest soccer
00:40:15:10 - 00:40:18:11
career in history across all genders,
00:40:19:21 - 00:40:22:21
and she gets
benched for the last game in the World Cup
00:40:23:04 - 00:40:26:18
and she's on the sideline on the bench,
cheering,
00:40:26:18 - 00:40:31:05
helping, supporting
and not for a moment doing bullying.
00:40:31:14 - 00:40:32:21
I would put me.
00:40:32:21 - 00:40:36:03
In a world and I got benched
and I'm never happy
00:40:36:03 - 00:40:39:03
and I don't have my Mercedes friend in and
00:40:40:01 - 00:40:42:24
no, she's like, let's go girls.
00:40:42:24 - 00:40:45:10
We're going to get this done.
00:40:45:10 - 00:40:50:13
And that just raised the lid insanely.
00:40:51:09 - 00:40:53:14
It's exactly, exactly
00:40:53:14 - 00:40:57:04
that intention, that behavior,
it demonstrated to the team.
00:40:57:05 - 00:40:59:19
Well, if I'm not bothered by it,
you shouldn't be either.
00:40:59:19 - 00:41:03:05
In fact, if I'm sitting on the bench,
I'm still this enthusiastic and
00:41:03:13 - 00:41:06:11
and ready for this game to.
00:41:06:11 - 00:41:07:14
Be a level of my head.
00:41:07:14 - 00:41:09:12
If you're on yet,
you'd better meet me here.
00:41:11:04 - 00:41:12:02
So this
00:41:12:02 - 00:41:15:04
this is this is fantastic
because I think where we're
00:41:15:10 - 00:41:19:08
what we're seeing is
you got to lead to succeed.
00:41:20:11 - 00:41:23:07
You've got to really
00:41:23:07 - 00:41:27:09
understand that you earn this influence
through your daily behaviors.
00:41:27:23 - 00:41:31:10
And I believe that
if you're doing this in a cycle,
00:41:32:04 - 00:41:37:00
then you've got some
but not all of the picture.
00:41:37:00 - 00:41:40:08
And I think this last clip opens up
the opportunity
00:41:40:08 - 00:41:43:19
to reflect on this process
and to continuously improve it.
00:41:44:01 - 00:41:47:17
So, Mark, why don't you slay us
with your last clip for the show?
00:41:48:15 - 00:41:51:20
Well, might get ready to be slight
because this clip,
00:41:52:15 - 00:41:55:14
I think it's going to be inspirational.
00:41:55:22 - 00:41:56:02
I think
00:41:56:02 - 00:41:59:22
it's going to set us up as we think
what are the things that we need to start
00:41:59:22 - 00:42:05:00
putting into practice to really help us
raise our lids as well as our creativity?
00:42:05:17 - 00:42:07:02
Let's hear from Maxwell.
00:42:07:02 - 00:42:10:16
Sadly, it's going to be
the clip of today's show, number 250.
00:42:10:23 - 00:42:11:19
But let's hear from Max.
00:42:11:19 - 00:42:14:19
Give us some classic daily wisdom
00:42:15:03 - 00:42:19:06
around jotting
and how writing gives Maxwell direction.
00:42:20:05 - 00:42:23:05
I write every day,
00:42:23:07 - 00:42:26:06
and what I've discovered is this writing
00:42:26:06 - 00:42:29:06
brings clarity to thinking.
00:42:29:07 - 00:42:32:06
In fact,
the process goes something like this.
00:42:32:09 - 00:42:33:21
I think it.
00:42:33:21 - 00:42:36:21
I say it, I write it.
00:42:37:22 - 00:42:41:15
Sane gives me buy in to what I'm thinking,
00:42:43:00 - 00:42:45:25
but writing gives me direction.
00:42:46:22 - 00:42:50:07
You see something that you have written,
It's very clear.
00:42:51:07 - 00:42:55:25
In fact, that's why when you read
something, it is so much more.
00:42:56:02 - 00:42:59:06
Not only visual to you,
but you immediately
00:42:59:06 - 00:43:02:10
can see a good sentence
from a bad sentence because it's written
00:43:02:10 - 00:43:05:10
when you hear
and it just kind of runs together.
00:43:05:19 - 00:43:08:10
So when I talk about writing every day,
00:43:08:10 - 00:43:12:25
what I'm saying is you need to spend time
reflecting and learning.
00:43:13:25 - 00:43:16:24
So you begin to
you don't have to be a journal person.
00:43:17:04 - 00:43:20:04
You don't have to do that
just just to be a jot person.
00:43:20:05 - 00:43:22:05
I jot. I really don't journal.
00:43:22:05 - 00:43:26:17
Just just have your iPhone ready
or have something quick that you can
00:43:26:17 - 00:43:29:24
just every day write down your thoughts,
Write down your quotes.
00:43:30:12 - 00:43:33:05
Never let a day, never let a day escape
00:43:33:05 - 00:43:37:08
without writing down
something that's worth repeating.
00:43:38:18 - 00:43:41:09
Yes, that's worth repeating.
00:43:41:09 - 00:43:44:24
In fact, I get my iPhone
and I open up to my sections
00:43:44:24 - 00:43:48:03
where I jot
and where I put these thoughts in quotes.
00:43:48:24 - 00:43:52:22
And every day I just pull it down
and I just look at it and reflect on it.
00:43:53:20 - 00:43:56:11
Writing makes you a clear leader
00:43:56:11 - 00:43:59:11
and clarity gives confidence.
00:44:00:15 - 00:44:01:24
Clarity gives confidence.
00:44:01:24 - 00:44:06:12
He was on a bit of a roll there, Mark,
but I will take you back to what he said.
00:44:06:23 - 00:44:11:04
Write down something worth repeat. Oof!
00:44:13:03 - 00:44:16:18
So, you know, I'm going to forgive John
C Maxwell.
00:44:16:18 - 00:44:21:05
He's talking a little slang on the old
journaling there, Mark, And he's on
00:44:21:14 - 00:44:24:13
sensitive ground with you in me
there, isn't he?
00:44:24:19 - 00:44:29:08
I mean, look, I know I had to weigh up
whether I was going to put this clip in.
00:44:29:08 - 00:44:33:10
I know that our listeners and particularly
our members will be familiar
00:44:33:19 - 00:44:37:14
with our testimonies around
journaling and reflection and so on.
00:44:37:25 - 00:44:43:12
But the reason why I think this one is such a practice that we should, you know, re
00:44:44:18 - 00:44:47:18
enforce or encourage
00:44:47:18 - 00:44:50:04
is the fact it's a way
00:44:50:04 - 00:44:53:04
of repeating information.
00:44:53:13 - 00:44:54:08
And that's the key.
00:44:54:08 - 00:44:56:16
The key takeaway, as you've just said
as well, Mike.
00:44:56:16 - 00:44:59:08
Rather than you know, where we would go
00:44:59:08 - 00:45:02:13
with journaling around,
reflecting on the things that we have,
00:45:03:11 - 00:45:05:03
you know, Don felt
00:45:05:03 - 00:45:08:13
the way that we are interpreting things
to hold ourselves accountable
00:45:08:19 - 00:45:12:00
and take ownership of certain
behaviors, motivations and so on.
00:45:12:20 - 00:45:15:08
I think Maxwell's point
is slightly different here.
00:45:15:08 - 00:45:18:20
I feel like Maxwell's point here
is a little bit more around maybe Julie
00:45:18:20 - 00:45:23:07
Cameron's book around morning pages,
I believe, where are jotting
00:45:23:08 - 00:45:26:14
based more on inspiration
as well as things that you've learned.
00:45:27:02 - 00:45:30:13
And I like this idea
because then that helps us become leaders
00:45:30:13 - 00:45:34:07
that are going to teach,
that can share wisdom, share information,
00:45:34:24 - 00:45:38:11
where I'm getting inspired
by this idea of jotting.
00:45:38:14 - 00:45:41:20
It is quite different in my mind
to, you know, the classic journaling
00:45:42:04 - 00:45:45:09
because it has a different type
of, let's call it deliverable.
00:45:45:24 - 00:45:48:09
It's possible that I'll jot something down
and say, Hey, might
00:45:48:09 - 00:45:51:13
you never guess what
I what I what I wrote down yesterday?
00:45:51:13 - 00:45:52:14
Check this out.
00:45:52:14 - 00:45:56:02
It feels a little bit more sharable,
I suppose, is one way of putting it.
00:45:56:09 - 00:45:58:12
But also, Mike,
it feels much more like a mantra.
00:45:59:24 - 00:46:00:05
yeah.
00:46:00:05 - 00:46:03:10
And you know, I'm a bit partial
to a good mantra, Mark.
00:46:04:04 - 00:46:08:13
I do every single
so every single day, right?
00:46:09:10 - 00:46:11:13
And I think that's where Maxwell goes
towards
00:46:11:13 - 00:46:14:13
the end of the clip
where he'll pull down the notes and,
00:46:14:22 - 00:46:18:12
you know, drop in and out every so often
to get maybe a little bit of inspiration.
00:46:19:04 - 00:46:22:16
I feel as though maybe Maxwell
could take a leaf out of your book, Mike,
00:46:22:16 - 00:46:26:03
and, you know, start hitting the daily
mantra a little bit more
00:46:26:14 - 00:46:28:08
and maybe
even getting some journaling in there.
00:46:28:08 - 00:46:33:25
But I do like the idea of revisiting these
moments, let's call them of inspiration.
00:46:33:25 - 00:46:36:15
That is that he's dropped down
00:46:36:15 - 00:46:39:14
because they lead to sharing knowledge,
00:46:39:21 - 00:46:42:20
which I think is which
is a wonderful thing for a leader to do.
00:46:43:00 - 00:46:44:22
Where were you getting
inspired with that clip?
00:46:46:09 - 00:46:47:12
I believe the
00:46:47:12 - 00:46:50:13
power of what he's saying is
whether you like to journal or jot.
00:46:50:19 - 00:46:51:21
It doesn't matter.
00:46:51:21 - 00:46:54:01
Choose what works for you.
00:46:54:01 - 00:46:57:24
But I believe where we're presented
00:46:57:24 - 00:47:00:23
with so much information
throughout the course of a day
00:47:01:16 - 00:47:05:20
that if we don't find a mechanism,
journaling, jotting, or
00:47:06:20 - 00:47:10:09
whatever, if you don't find the thing
that works for you,
00:47:10:09 - 00:47:15:08
how do you honestly think you're going
to process
00:47:15:21 - 00:47:18:07
and move from not just knowledge
00:47:18:07 - 00:47:21:10
but getting to understanding
and from understanding?
00:47:21:10 - 00:47:24:10
Develop your own insights
and from insights.
00:47:24:10 - 00:47:28:00
See opportunities the way forward,
00:47:29:19 - 00:47:32:03
whatever it is that helps you think
00:47:32:03 - 00:47:35:13
clearly, process, digest
everything that's going on.
00:47:37:18 - 00:47:40:17
If you don't do that,
you will be a victim to your environment
00:47:40:17 - 00:47:46:02
as opposed to being in control
because you won't have a clear view.
00:47:46:07 - 00:47:50:07
Of course in a perfect correlation,
you won't see it.
00:47:51:09 - 00:47:54:12
So you'll
miss problems and they'll get big
00:47:54:18 - 00:47:57:18
and you'll miss opportunities
because you'll be blind.
00:47:58:00 - 00:47:59:18
Whatever it takes.
00:47:59:18 - 00:48:01:20
Journal jot.
00:48:01:20 - 00:48:02:25
Jump up and down.
00:48:02:25 - 00:48:05:24
If it starts with a J,
it sounds like it's all right to me.
00:48:06:12 - 00:48:07:02
Crazy.
00:48:07:02 - 00:48:10:01
Just go crazy and find a way to process.
00:48:10:02 - 00:48:13:07
Martin, You're obviously processing
a whole show here.
00:48:13:17 - 00:48:16:21
What is the homework assignment for you
00:48:17:01 - 00:48:20:01
after digging into 21 irrefutable laws?
00:48:21:04 - 00:48:25:11
Well, Mike, I think for me,
it really comes down into the second
00:48:25:11 - 00:48:26:12
half of the show.
00:48:26:12 - 00:48:30:06
This idea of the lid,
I think there's accountability in there.
00:48:30:17 - 00:48:33:21
But also I think it's a great opportunity
00:48:33:21 - 00:48:36:21
to really it's an invitation
00:48:37:04 - 00:48:40:16
to consider where all of us are
within our leadership journeys.
00:48:41:17 - 00:48:46:01
We can utilize tools like jotting
in order to break through that ceiling
00:48:46:01 - 00:48:49:14
and lift the lid because you're able
to get better and become an expert.
00:48:50:08 - 00:48:52:02
But for me, it's it's the lid.
00:48:52:02 - 00:48:53:13
That's what I want to dig in.
00:48:53:13 - 00:48:57:11
I want to reflect on and see,
you know, just how much of a lid.
00:48:57:11 - 00:48:58:12
Where's my lid?
00:48:58:12 - 00:49:01:22
That's that's what I think
I need to go and do, I suppose.
00:49:01:22 - 00:49:02:13
What about you?
00:49:02:13 - 00:49:05:13
We learn a lot today from John C Maxwell.
00:49:05:19 - 00:49:06:12
What stood out to you?
00:49:07:25 - 00:49:08:17
Well, I do have
00:49:08:17 - 00:49:11:20
great appreciation for the lid,
and that is one of his unique concepts.
00:49:11:25 - 00:49:15:23
I like actually where we started,
which is leadership
00:49:15:23 - 00:49:19:18
is influence and influences trust
and being consistent, Keeping your word.
00:49:19:18 - 00:49:21:06
Doing what you said.
00:49:21:06 - 00:49:23:22
Being consistent
and reliable and transparent.
00:49:23:22 - 00:49:28:06
Things we can talk so easily about.
00:49:28:06 - 00:49:31:06
But I think it's in the heat of the battle
00:49:31:10 - 00:49:34:12
where you have to remember
to stay on track.
00:49:34:15 - 00:49:35:11
Right.
00:49:35:11 - 00:49:39:16
It's the classic moment
when the snooze alarm comes up
00:49:40:01 - 00:49:42:16
as snoozing and losing.
00:49:42:16 - 00:49:44:23
Are you jumping out of bed? Right.
00:49:44:23 - 00:49:47:06
Are you going to be consistent?
00:49:47:06 - 00:49:50:15
Are you going to build the trust
to influence
00:49:50:15 - 00:49:54:00
others and have true leadership? Who?
00:49:54:09 - 00:49:57:09
Marky Mark 250 shows.
00:49:57:15 - 00:50:00:21
I got 250 horsepower
to process all of that.
00:50:01:20 - 00:50:03:22
I want to thank you, Mark,
00:50:03:22 - 00:50:08:19
and I want to thank you, our listeners,
members and viewers for joining us
00:50:08:19 - 00:50:12:04
here on a very special anniversary
show, show 250,
00:50:12:14 - 00:50:17:23
with John C Maxwell and his 21
irrefutable laws of leadership.
00:50:18:11 - 00:50:20:25
And boy, that began
00:50:20:25 - 00:50:23:07
with the law of influence.
00:50:23:07 - 00:50:27:08
How do you build influence
with those around you in authority?
00:50:27:16 - 00:50:29:24
You earn it every single day.
00:50:29:24 - 00:50:33:20
And as you interact with those people,
the sweetest word in the world
00:50:34:07 - 00:50:37:02
is their name. Don't forget it.
00:50:37:02 - 00:50:41:13
And as you move through your organization
and, you know, collaborate
00:50:41:13 - 00:50:44:19
with different people, remember,
you're always setting the bar.
00:50:45:03 - 00:50:48:12
You're lifting the leader,
the level of performance,
00:50:48:12 - 00:50:52:08
the level of trust, the level of alignment
in the business to where they're going.
00:50:52:19 - 00:50:56:10
And it is you get to the end of the day,
remember that you need to reflect whether
00:50:56:10 - 00:51:00:12
it's journaling or jotting right down
and ask yourself, what did you do?
00:51:00:12 - 00:51:01:11
How did you do it?
00:51:01:11 - 00:51:02:20
Or Why did you do it?
00:51:02:20 - 00:51:06:09
Do those things and you will be
the best version of yourself.
00:51:06:14 - 00:51:09:04
Do those things
with us here on the Moonshot podcast
00:51:09:04 - 00:51:12:13
and you'll be doing it
while we learn out loud together.
00:51:12:19 - 00:51:13:25
So come join us.
00:51:13:25 - 00:51:17:17
Be a leader to succeed here
on the Moonshot podcast.
00:51:18:03 - 00:51:18:22
That's a wrap.