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Hosted by Masi Willis and Shannon Scott, Lead Like You Mean It is a leadership podcast for those who want more than inspiration—they want impact. We’ll help you lead from the inside out, with tools that stick and some truth that stretches you.
Everything Made Beautiful (00:40)
We are back. We are back. Lead it like you mean it. And I got to say, you know, we're not talking about things we've never talked about before. We talk about this stuff all the time. And but going over it again just brings it back to life in a new way. I find new ways to apply it. I realize things I need to do differently even right now in my leadership. So I hope for those of you listening, this is having the same impact for you because
This is good stuff and we never arrive at, ⁓ I'm fully healthy and I'll never have to do any maintenance or any continuous improvement. So I'm really excited about the way that we're going to be able to continue unpacking things, not only for the good of people who listen, but for us as well. Absolutely. And five years in every day, there's something new that I'm working on and it's just becoming more and more of the way I live life. And it's just helping me each day. I always need it. Yeah.
So today, we get to talk about the one, two, third letter in the Mile Leadership Framework, which is leverage. Now, that's a word that lots of people use for lots of different things, but in our case, we want to help leaders understand that influence is not about position or authority or title.
It is, it's really about how we're equipping others, how we're building trust and how we're multiplying. ⁓ Talk a little bit, you know, you're a math person. I'm not a math person. I may or may not have said to my children when they were in high school and struggling in math, don't worry about it. You'll have an iPhone. Well, back when I was growing up, was like, don't worry about it. You'll have a calculator. So I, I probably don't.
put the amount of weight on math that I should because I know we use it all the time. But we can ask Google what to do and they'll tell us. But specifically, math and mathematic symbols are really important when we talk about leadership. So just talk about the math of leadership real quickly. mean, thinking back to what you were saying about titles and positions, if you have to tell somebody you're a leader,
you're probably not leading. You have to tell them your position. You probably aren't really fulfilling that position sometimes. So we think about leaders and we think about two different, I call it hundred X. We use that terminology in coaching. The first, the numbers represent how healthy you are. And when we talk about healthy, we're talking emotional health. We're talking about personality intelligence, emotional intelligence and skills intelligence, but how healthy are you?
And then there is that mathematical factor. What is the X? Are you multiplying? Are you adding? Are you subtracting? Or are you dividing? We've all worked for the divisive leader. Probably. You've had one. Or you may be able to think of a leader that was just subtracting. They abdicated. They just were clocking in and clocking out. And if it's not broke, don't fix it. They really had the, you know, they were a leader in position and title only. Only.
what might be leading the task, but killing the morale. Then there's adding. This is where most leaders sit. On average, we've realized that leaders sit at 75 plus ish. So that mirror part, that the I in the implement, that is where we are going to look at really, are we capable of multiplying when most leaders add and that's it. And so the 75 plus,
is where we sit, but we are striving for 100X. And when you think about it, come on, you know this math. What's four plus three? Seven. What is four minus three? One. Do you want me to ask you what four divided by three is? Four divided by three? No, because it's not. Four over three is one and a third. Yeah, see? See? You've already taken me to a place I don't want to go. And?
for times three is 12. So it's a simple math, but if we can want to be leaders that are multipliers, the expansion of what we can accomplish and what we can leverage is exponential. Yeah. And if you're still doing everything yourself, you're not leading. You're hoarding. And often leaders see things happening. Here's what that plus looks like.
⁓ let's let Shannon take care of that. All of a sudden you're doing it, but not quite as fast as I wanted you to do it. Not quite as well as I wanted you to do it or the way I wanted you to do it. So I just, I got this Shannon, I'll just do this. You go work on something else. That's not taking the time to develop you. Not to do it my way, but it might be a better way. And that's where multiplication comes in. But that's really hard for most leaders. Yeah. And this step in the mile framework is really where legacy begins.
Because when we start leveraging, then we are thinking future. And we're thinking, what's going to happen when I'm not the leader? Am I developing not only people, but a culture and systems that will sustain and nary, say, grow and flourish even when I'm gone. So what does it mean to leverage?
I would say it's using your influence to lift others, not just yourself. ⁓ You're not being the hero, you are literally building other heroes. Yes. And when you think about leverage, it's utilizing your giftings and what you know you do really well for the betterment of the process, the people, the things that you're doing. You're leveraging your knowledge.
You're leveraging your influence. You're leveraging your skills. You're leveraging your connections. All of it. Each person with their individual first voice and five voices. When we look at the connector, pioneer, the creative, the guardian, or the nurture, we all have something to leverage because we all have incredible strengths that the other voices really can't tap in as easily. And so we all have that potential to multiply in our lives. Yeah. But I...
I know that you have found, and I have found, and unfortunately I have found this out the hard way, that without trust, you cannot leverage and multiply your leadership. And so talk about what we, in the giant framework, call the influence model. Yeah, the influence model, it's amazing. When you think about transaction,
You're going to transact with someone, whether you're going through the drive-through to buy a chicken sandwich or you are going to purchase clothing, whatever you're to do to transact, you have to have trust. And trust is made up of what we call the four C's. You have to unlock your chemistry, you have to unlock character, you have to unlock competency, and you have to unlock credibility.
All four of those C's need to unlock before we can even start to move from transactional to more relational. And when we go from transaction to relational, we become very significant. So if I'm working for a leader I don't trust,
It's really just punch my time card and do my thing and go home. I have no dog in this hunt. I am not interested in anything other than my paycheck arriving in my bank account. But when I've got trust and I can unlock those four C's, then I move to something that is multipliable. It is not stagnant and sitting in the same way that it was when we first started. When you think about what you just said at the beginning,
where we're just task oriented, you're punching your card in and out. When I don't trust someone or I don't feel like they're leveraging me to the best of my ability as a leader, I've had someone who just wasn't competent and I didn't see him show up with competence. And I'm like, I don't want to be led by this person, but it was paying my bills. And I could be a tiger.
But I really just became a household cat. did what they needed to do. But someone said if you unleash her and you give her the ability that you know where to lead, she's going to go 10 times where you wanted her to. But he was he had character and I liked him. He was fun and he'd done the work before and had a custom system. That's the credibility part. But he just didn't have the competence. He just didn't understand the products the way
we needed to understand the products and he wasn't willing to learn it. And so it really made it hard for me to follow him. So are there two or three or one that's more important than the rest? No, there's not. You've got to have all four. However, every voice naturally unlocks some quicker and faster than others. So we can talk through that. And when we realize that,
We have to, I have to, thinking about the mirror, I have to know that when I show up, I'm probably gonna unlock chemistry like that. Cause you're a connector. I'm a connector, I've got Wu all in me. I can win others over all day long. And I can probably show up competent, but I've gotta be prepared, cause I could just ramble and chit chat and not realize on the other side of me, I have a pioneer or someone who really needs me to have
bullet points get to the point, let me know that you know what you're talking about. line? Yes. Yeah. So all four are important. All four need to be unlocked. We have to realize we unlock them all at different times. Are you able to unlock the four Cs with a leader that you've written off? Like is there hope for those of us who would say, oh, I work for a bad leader.
Is there hope for that relationship or is it just like, find a better leader and start over? That is a loaded question. I mean, in my own belief, everything has hope. What I can say is I do believe that sometimes there are people that it just are not meant to be together. They don't bring the best out of each other.
doesn't mean they're not great people, but if you can't build that trust back, you're never going to be able to leverage that relationship. And sometimes I have to look, I have had leaders that I'm like, they just aren't going to unlock that character piece for me. They are different than me. And I don't necessarily want to make them change.
But the character for me isn't really unlocking. Do you think most leaders plateau if they plateau? It's because they're unaware of where their influence actually sits. not only do they not know how to leverage it, they're not even sure what their particular superpower or influence might be. Well, I think people don't understand or don't want to see. ⁓ That person really doesn't like you.
They think they're all friendly and smart and chummy, chummy, chummy. And the person on the other side of you is going, bull. You are full of it. You're so trying to impress, impress me. you have someone who, ⁓ you know, is the mover and the shaker. And they're like, yeah, I can, you know.
I can kayak, I've been kayaking all my life. And you're like, no, you really haven't. haven't, the credibility piece of the four C's, some people get the competency and the credibility wrong by definition. The competency is what you know. You know the information, you're an expert in your field. You can see that, you can speak it, you come across as the expert. The credibility is that you're capable of hearing my need.
and customizing or creating a bespoke solution to my specific need. And so it's why when people ask about leadership development, often as my clients, you what's the box? Like, what's your 90 day thing and how much does it cost? And that's really hard for me to say because each individual organization is made up of different people. We have some framework, but the credibility piece of it is that you understand my problem and you're gonna solve it for me.
specifically for me. And when someone can't do that and they're like, yeah, I've done that before. Yeah, I have sold tires before to boat people. Well, boats don't have tires. You're just trying to sell me something. Sometimes you don't unlock it. So if trust isn't there, the four C's are not going to come.
comes with the four C's. So you might be a trustworthy person, but you and I might not have chemistry. And therefore I might not be able to trust you even though you're trustworthy. Okay. It's good. It's understanding. isn't that someone is untrustworthy necessarily. Exactly. But in this particular tool, if I don't have these four C's, I can't ever fully trust, which leads us into relational equity. Correct.
Okay. And when we're looking at it from a business perspective, we can transact all day long. Let's just take an easy example of, you know, a quick service restaurant. If you drive through the drive-through and you are the nicest person ever and you have the best character, you are so sweet and so true, I'm probably going to buy from you even if you don't have the best hamburger.
Even if you don't have, you're just my favorite shop to go to. Now, somebody else would say, if that's the worst hamburger and you don't know how to make the best, I don't care how nice you are. I'm not coming to transact with you. So you see where we can go both directions and it really, ultimately, you will be a diehard, let's just say the name, you will be a diehard Chick-fil-A fan, your local restaurant, because you know your people. They have such chemistry when you walk through the door. They have character beyond belief.
They know how to make the chicken sandwich. deliver it the same way every time. And they give me the option to customize it the way I want it today. All four. I'm going to transact with them, but it will lead us in to a relationship. It's exponential because they will become my place. My safe food. Yes. Yes. They are a very safe food.
Now you're making me hungry again. talk about food on every podcast. do, but we're always hungry. We need to eat before we do these. Yes. Or eat while we're doing it. Yeah. ⁓ that would be terrible. You don't like mouth We would lose listeners by the droves. ⁓ So if we're actually going to be leaders who move from doing to developing, is there a framework? Is there a system or a tool that can help us? Yes. The answer is yes.
So let's talk about developing others and what it looks like to walk through a consistent series of steps when we're developing others. We are such accidental creatures at best sometimes. And we've talked about accidental and intentional. And I mean, I can go back to my very first job at State Farm and there was a specific way that I had to be trained to understand fire.
I had to understand how a house would burn down. And there was step by step by step of how I had to develop to know not only what does fire do, can I pay for this claim, but then I also had to know all the policy language to make sure I could. There was a framework. So with developing others, there I've pictured as a square. And if you just picture four sides, let's go clockwork around.
There's an image in the middle of that square. It's the outline of a clock and let's just set it at four o'clock. The only reason that clock is in the middle is to remind you it takes time to develop There's no quick fix. There is no quick fix. It is a time commitment. it could, what I'm about to share with you, could actually reduce time. You could be taking two weeks to develop someone that if you followed this framework, you might be able to get it done in two days.
So at the top of the square picture I do you watch yeah, so Shannon you're my new employee. Hey Shannon. I'm going to teach you how to Change a tire. Okay. I'm gonna do it you watch me. I change the tire Then we go to the right side of the of the box and it says I do you help? Mm-hmm. All right at the bottom of the square. It's you do
and I'll help. And the final side, the left side of the square is you do and I watch. That is very different from, Shannon, that tire needs to be changed. I need you to go out there and figure it out. Exactly. Yeah. Or, hey, I need you to go figure it out and I think the tools are in the back somewhere. Yeah. I am a culprit of that as a leader. ⁓
I'll sit down at a computer, has everyone dealt with this on a computer? A kid who is in their 20s can say, just do this, this. I mean, Snapchat is beyond me. It is not intuitive. All you people are going to hate me for saying this out there, but Canva is not intuitive to me. I don't know why it's not intuitive. But when someone sits down, like, you just click, click, click, click, click. And they're like, hey, you got it, go. You don't ever think about going back to do that thing on the phone.
And then three days later, you don't remember. Yeah. Cause they said, do you watch now here, you do it. Good luck. Yeah. So I have to think about that consistently. This tool has helped because I am a in and out kind of person. I like to think of it like, let's use like the dishwasher. So many parents are like, how do I teach my kid to? Well, I do you watch, Hey, watch me load the dishwasher. put the cups upside down. put the
wine glasses over here, I put the coffee mugs over here, I make sure the handles are this direction. Then down here, we do plates one direction, we do... Bowls. Bowls in one place, and all utensils go down, not up. That's how we do it. All right, so I watch. Then daddy would say, I do, help. Now, I pick up each dirty dish. It's like, okay, you hand me the dirty dish, Macy, tell me where to put it. So I'm not putting it, but I'm helping him.
But it's causing me to learn, okay, coffee cups go up here. Now, the third time we flip, I'm gonna do it, he's gonna help. Okay, now Macy, you tell me what you want me to pick up and put in. So now I'm saying, go get the cups, the coffees, go get the wine glasses, and then finally, hey hun, you do it, and I'm gonna watch you. If you start to make a mistake or something doesn't go right, or you have a question, I'm here. But ultimately,
I want you to be able to do it four steps and I know how to load the dishwasher. Same thing with that That's not a specific timeframe. Every task is different. Every amount of time is different. Every person is different. But if we follow that process, we will have actually developed them, not just gotten a task accomplished. Yes. When you take a look at the right side, I do and ⁓ you help. And then we're flipping to you do, I help.
We have to be really careful because you may need to bounce back and forth between those two. Because if you start doing and I'm helping, but it's not clicking, I need to go backwards. I need to go back and say, hey, help me again. Let me do it. You help me. What happens if you don't and you're like, hey, I'm going to do you watch. I'm going to do you help. See you later. You've dropped them into a pit of despair. And we call that right corner that pit.
If you look around and you've taught someone or you hired, how many times have leaders, we've hired people and been like, they're just not cutting it. I mean, we're a month in and they're not getting it. We didn't tell them what to do or equip them with anything, but for some reason they are not thriving. And we're going to fire them. And let's remember when we turn someone over, it costs us on average around $24,000. So this tool really is crucial when I'm coaching my organizations now and we're talking about releasing someone. I ask a leader mindset, but I'll also say,
Did you follow the Developing Others tool? They're six months in. They understand your culture, but have you really developed them skill-wise? But this is also a great tool to develop from an emotional intelligence side as well. Okay, so truth time. Okay. I love telling truth. Well, on yourself? Yes, sure. When is a time that you failed at this and what did it teach you?
Woo, ⁓ recently I have an organization in Tulsa that I work with. They're a ⁓ tire distributor and they have a champion inside their organization that we decided to equip and empower and get actually certified so that he would be inside the organization. They spend time with me coaching and then I'm transferring the knowledge for him to make it exponential. So when he started training, I
was turning over, we have a learning platform that we're able to partner with me as high touch from a coach and high tech that goes along with it, which makes it all very unique product. And he said, we were probably six months into me showing him how to use the platform, how to load people in, how to assign assessments to people. And I come back each month, have you done this? Have you done this? Have you done that? No, no, no. And I'm like, ugh.
What is the deal? I showed you that the last time I was here. Like, what do I need to did and you watched. Uh-huh. Uh-huh. And he finally, he looked at me and said, you have me in the pit of despair, Macy. And I paused and thought, this is awesome. My client just used a tool on me. Yes. And I said, you know what, Dennis, you are right. And he's a nurturer. So for him to use that, it was very calmly said, but for him to be very direct.
to the point and not worry about hurting my feelings. It really was, he coached up to me. I said, you're right, Dennis, let's go back through this and let's make step-by-step and I'm gonna stay here until you've done it. And then when I go home, we're gonna zoom and I want you to walk through this platform. Same thing when I was transferring the Five Voices content and he was getting certified in it. Like, hey, I'm gonna do you watch me facilitate.
this voice that I'm going to do and I'm going to pitch to you each time I want you to talk about strengths and weaknesses, I want you to present from that. Then the next time you're going to be the lead facilitator and you're going to ask me to help by adding color. And then finally, I'm going to sit back and the fourth time you lead this, I'm going to watch anything we need to tweak, we'll do it. But eventually I'm going to cut you loose and then you are going to invest in the organizational development.
That's so good because you were switching from doing to developing and you had developed him to the point that he had the knowledge and he had a tool and a common language with you that he could use to raise a flag. Yes. And the interesting thing about the whole process is you had trust. Yes. If you had not had those four C's and unlocked that trust, that could have been a
well, this is where we get off the train. Like now we've had a breakdown and it's not gonna work. But you have the trust and the relational equity and you're developing. So I think that's probably gonna be encouraging for people to know it ain't always gonna be flawless. Even with everything we know, we are gonna miss each other, we're gonna miscommunicate, we're gonna get triggered, we're not gonna pause. Like this is not a formula for perfection, but...
Progress, progress, progress can be made by just utilizing this common language. Yeah, it's unlocking people and it's unleashing performance. You're not broken. Organizations rarely are fully broken. What we get to do is unleash that ability to perform differently. The interesting thing about the 4C is, I'll admit this on myself because if I'm coming to your organization, you're going to hear me say it anyway.
I am a very trustworthy, true, moral, strong trust and strong character. I think people would say that. Now I make all sorts of mistakes and sin all day long, but I have character. But as a connector, I actually have the hardest time. We have the hardest time unlocking character. And why do you think that is?
Because we love connecting solutions to problems and connecting people to strategy. And yes, I can get that thing. Yes, I can get it done. And so we often overcommit and can under deliver. I mean, let's just face it. When I have an extra football ticket in the season, and I know tons of friends that want to go to Athens, but I don't want to drive over there by myself. I meet my family.
I'm like, I got an extra ticket. I got to find someone. It's Tuesday. And I text my friends, hey, you want to go to the football game, J-Hill? What about you, Snag? You want to go to the football game? You want to go to the football? All of a sudden, I've invited three people to the same seat and I only have one. So power in the pause. Ask whoever you think is the next person that wants to go. Wait. So from the character standpoint,
that can seem like you're being disingenuous. If you're not, you're just running too fast. Exactly. Or we are great communicators as connectors, so we can oversell. And I will sound like I know how to grow bark on a tree. I am so convincing, I can sell anyone's thing. But then all of a sudden when I gotta show up and do it,
Sometimes we've oversold and we have to figure out how to get it done. ⁓ That's good. Talk about, when we think about trust, would you say that we all start with trust and it's a matter of whether or not we erode it? Or would you say that we don't necessarily have trust until we've unlocked the four C's, that's when trust comes. Like I think
That could be confusing for people because trust is such a common word. ⁓ But you know, most of the time, unless you're just suspicious of everyone and you don't take anybody at face value, most of us, especially like think going into a new job, getting a new boss, I'm not usually going, does this Joker even know what's going on? I've said yes to the job for some reason. So there must be some level of trust I'm giving.
It's funny because I've got this whole story running in my head. I do think it depends upon the person. I think there are people who, no matter what's in their upstream, what they have brought forward with them, what's been done to them, some choice in their life may have created skepticism or somebody's got to show up and I got to see that they can be trustworthy. I, on the other hand, always drive with trustworthy and I just choose
I used to mentor high school students for about 20 years and I told them when I got them in the ninth grade and we were going off to camp up in North Georgia, I'd say to them, listen, I'm giving you trustworthy. It is my assumption that you are trustworthy. You will earn yourself untrustworthy. So there's rules about you disappearing in the woods with the boys. There's rules about you sneaking out of these cabins. It's for your own good and your own safety.
I want you to know, I'm just trusting y'all. I'm not going to micromanage you to trust. I'm going to trust you. You will unlock trustworthy. So that's me. So to answer that question a little bit, number one, I think it depends on people. Yeah, that's true. And sometimes the position itself, the title itself gives you the impression and you can make an assumption. Well, this person's a pastor.
So I trust them because they're a pastor or this person is the CFO. I'm assuming that they are a trustworthy person who's not stealing from this company. Yes. Yeah. Well, and maybe it's that I'm not really sure because I'm not in everyone's mind, but I would coach or ask, do you start with trustworthy? Or I think people walk in generally trusting and quickly they get turned off by someone's chemistry or they're like,
that person's a little bizarre or man, they're just talking in circles. I'm not real sure you are competent enough to even know what you're doing. It might even happen in the interview. I mean, sometimes I was in interviews and I thought you didn't ask me any of the right questions. You're not sure what I'm being interviewed for. I'm asking you what I'm supposed to be doing and you can't even really tell me. So it's probably both. So if we think about not just developing
projects but developing people. ⁓ I have this analogy in my head. Let's try it on and see if it works. But I think that it has a specific order and I don't think it goes the other way. So here's why I say that. So obviously my background is ministry. So on a church staff for a long time and a former children's pastor. And over 20 years time, I can tell you
almost without fail that parents will attend a church they don't particularly like or love if their kids are thriving. 100%. So if that church children's ministry is giving their kids what they need, the parents will suffer through a service they don't love. Let me tell you what will not happen. Parents will not go to a church they love if their kids are unhappy.
That is what I have found eventually from everyone by and large. In this context, tell me if you think this is true. It seems to me you can work on the system, the broken system, the broken process. We need to do this a different way. This thing, this system, this process, this task isn't working. So you can work on that all day. If the people aren't healthy,
that system cannot be sustained no matter what. So working on a broken process before you have addressed broken people will not lead you in a direction. However, assessing broken people, fixing your people culture, developing others, you can solve almost any process issue with healthy people. Does that seem true? Like there's not a scenario where it's like,
We have multiple problems here. got people problems and we got process problems. Let's just fix the processes and the people will fix themselves. I've never seen that work. No, people are not going to fix most often not going to fix themselves. And honestly, you can fix the process. Yeah. And the process can function. And if the people aren't fixed, you'll just turn them over. Yeah. That's what you either are losing. There's two ways that we turn over people pain points of that. This is most often what
in coaches because they can't get people in the front door. They can't get them hired because maybe they have a reputation of the culture or they're losing out the back door. They can be losing frontline employees. They could be losing just because of the toxicity. haven't fixed this. We're doing great work.
Yeah, our product is We're delivering newspapers really well, but we keep turning over the people delivering. Number two, you're losing high performing performers because they see issues with people around them, even though they've the highest sales person and the process is there, but the people aren't fixed, they're going to walk out too. So yeah, it's interesting. had a client once that we got hired.
⁓ This was when I was working for a consulting firm and we were hired because their accounting system was broken. There was just a lag in the system and when you put numbers around the lag in that inventory system and you added the amount of 20 seconds pause across this billion dollar company, they were losing money like crazy because their system couldn't function quick enough.
But when we got in there and our leaders got in there at the time, wasn't even coaching. Because you were brought in to fix the system. Fix the system. Yeah. But we had a brilliant leader and the two leaders partnered together from our firm to go in from the system side and the leader from the people side. And when they started assessing and asking questions and getting discovery, what we realized is the problem of the system were three different people.
making decisions apart from one another. The CIO, a local retail leader, and the CEO, the president making decisions apart from each other and they were coding different things. There was not communication. There was not collaboration. They were not working together. If we can fix the people, we could have fixed the system. We could have bought a whole new, said, let's just get a whole new accounting system. But the ball of twine that would have been
back inside the system again because there was this breakdown of communication. Everybody's siloed and working alone and nobody's collaborating. It was going to happen again. And so we had to really start pulling back. But you can fix processes all day long, but people break processes. And processes can break people. Say more about that. Well, if you are cluttery, you don't have efficiency.
you're not up in your technology, you're not forward thinking, or you don't have a process in place for your team to develop, then that lack of process, people may give up on you. And so you need both, but you most often fix people, get them working, high performing teams, and then your product capacity is gonna grow.
And then you've got to have the space and time to then create processes to support the amount of performance this team can put out. Yeah, that's good. So when we're thinking about the L in the MyL framework, we're leveraging. So we've turned the mirror on ourselves. We have asked 100,000 questions of ourselves. We've also looked and gone, how do I implement changes that deliver a different
reality for me. How do I change my actions and influence my reality so that I'm not repeating poor patterns? Now we're learning our teams, we're figuring out who they are, how they're wired, what their voice order is, and we're going, okay, we're not here to do, we're here to develop. And when I pour into my people and I give them the environment that they need to flourish, and I'm flourishing, things like
profitability and products and systems and processes are easily solved because we've got the right voices around the table. We got the right people in the room and they're thriving. So when we think about that developing others tool that you took us around, like I do, you watch, et cetera, et cetera. What is one practical way that people this week can think about implementing that? Even if it's on the home front, you know, we use.
The dishwasher, that's a great example. What's a practical way to think about when we're developing others, how to lead them around that square? Do we tell them we're leading them around the square? What's the practical application? I'm really all about clear communication upfront. Set the expectation. Because if you have this high expectation that you're just going to get them around the tool without them even knowing you're trying to do that.
you're probably gonna have some low joy in that. So I'd set the expectation by saying, hey, you know what? I've been learning this. I learned this this week. I wanna develop you in a different way. Instead of just telling you how to do this, what's one thing that I really haven't helped develop you in well? Because I wanna be that leader that does and I need practice to. That vulnerable approach to saying that to an employee that you're leading or a child.
Then you're asking, inviting them in to this work together. And you're finding out what is one thing that's sitting in the back of their head that they just feel like, if I tell anybody I don't know how to do this, they're gonna think I'm stupid or this might get me fired. So be humble as a leader, take off your title, pull your badge off, walk into that employee and say, I'm developing and I'm changing.
my leadership style and I want to, will you be my guinea pig? Cause I want to practice something that I've learned. What's one thing I haven't done a great job of developing you in, whether it's a task you have to do each day or whether it's a discipline that you need to understand or whether it's how to emotionally deal, have the intelligence to deal with somebody frustrating on our team. Let me know and then let, let me show you this tool. Draw the tool out.
and actually kind of write it down the process, one, two, three, four, this is what we're gonna do this thing four times. And it might not be in a row, but I'm gonna try this over the next two or three days to see, did you grasp it quicker? And is this something I could help the rest of our team with? That's multiplication. It's multiplication, yeah. And this is where the legacy begins to be built and we become leaders worth following. Anything you wanna say to people before we go?
You want to say that when we develop people well and we leverage our leadership, we're liberating and we become liberators. And that's both empowerment and opportunity. So when you give them that support they need, they tell you on a scale from one to 10, need, I feel like you're supporting me at about a 55. I need 75. Okay. Give them a little more support. And if they're like, I'm just dying on the vine. I need a
I need an opportunity. need you to challenge me. Okay, I want you to learn this new product or this new process. just being liberating leaders is the best way for us to leverage our influence, leverage our people, leverage our bottom line, our profit. And so I would really say to you, thinking about the developing others tool, go out there and lead like you mean it. Use it, see if it helps.