March 3, 2026

How Do You Get People All In Face of Uncertainty?

How Do You Get People All In Face of Uncertainty?
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Divya talks with Major General Robert W. Mixon Jr. (U.S. Army, Ret.), former 7th Infantry Division commander and author of The Power of Being All In, about leading through uncertainty. Drawing from battlefield and business experience, he explains why commitment—not compliance—drives high performance and how leaders can build cultures of ownership, belonging, and purpose even during volatility and rapid change.

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you can connect with vants contact dancedvpark dot com. This

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is beyond confidence and now here's your host, w Park.

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Good morning listeners. Today's Tuesday, and of course it is

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one of my favorite times of the week because I

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get to be with you and bring you stories that

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are powerful and that help you live your best life.

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So today I want to introduce you to a specially guest, Robert,

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who has served thirty plus years in our army. And Robert,

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you know I want to thank you for your services.

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So welcome.

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Thanks Devia.

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I'm glad to be here and proud who have been

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a soldier in the United States Army for thirty three years.

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It was an honor, absolutely it sits an honor to

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have you here because we wouldn't have the freedom that

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we all of us enjoy in our country without y'all.

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So thank you. So share with us a little bit

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about your journey as to how did you get into

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the leadership arena.

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Well as a as a young person growing up in

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Georgia and North Carolina, I found myself involved in activities

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in junior high and high school where I ended up

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being responsible for others and I found that to be

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something that I was okay with.

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You know.

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There was a little discomfort there, but I was okay

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with it, both in a school environment socially and then

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in athletics.

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And so.

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I became the quarterback of my football team, and I

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was with the student council of the high school. And

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one night I came home from a football game and

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there were two Army football coaches sitting in my living

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room talking to my father. Soon thereafter, I found myself

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on the plane the parade field at West Point along

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with about twelve hundred other young men in July of

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nineteen seventy, entering a crucible in my life that I

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had never really expected. I want to play college football.

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I really didn't want to be a soldier. But I

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ended up being a very mediocre football player, even though

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it was a dream of mine. But I was part

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of what was then the Band of Brothers, and it

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was all mail at that time. I was successful in

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navigating my way through a very very attrition based environment

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called the culture of compliance, and then found myself a

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lieutenant the United States Army in charge of a platoon

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of forty two soldiers patrolling the East West German border.

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In the spring of nineteen seventy five, and that's where

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my journey began. You know, it's taken me quite a

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way since then, but that's sort of how I ended

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up at the beginning of my leadership journey.

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Yeah, and you talk about the compliance leadership, So tell

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us your experience from back then and what did you

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learn from that and how did you build that community

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within the band we that you were working with.

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Yeah, we.

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Were brought up in an environment there at West Point

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which was very compliance based. You know, do what you're

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told when you're told to do it without question or hesitation,

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and we're not going to talk about the why. What

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we want you to do is learn to follow, in

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many cases unquestioning and comply with a very rigorous set

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of parameters that we have established over one hundred and

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fifty plus years and therefore it's proven to work and

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so we're not going to debate it or contest it.

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So what you had to choose, I was either going

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to go with it, or if I chose to object

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to it, then they simply told you to go away.

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You know, it was that's the way it was. He

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had the complied with the rules and regulations and the

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directives and the cultural environment which was oftentimes not very

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respectful of individuals, and the greater good was always always

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the priority, and I understood that. I mean, the mission

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comes first in the military, but they sought to mold

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us into a somewhat different person as a result of

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your experience as a cadet at West Point. And you know,

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it's interesting that, you know, we had a forty percent

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attrition rate in the in those four years at West Point.

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My younger son graduated from West Point in the class

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of twenty eleven.

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He had the same number.

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Of people that went in with him, you know, the

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twelve hundred plus men and women at that point in time,

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and their attrition rate was about eleven percent. Now, you know,

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what do you think happened there, Devian Well, I think

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the culture changed from a culture of compliance almost entirely,

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to a culture of commitment. And that culture of commitment

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is what I am a champion for now because I

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believe the buy in and the understanding of the why

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is essential to be an effective leader in the world

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that we're in now. But the journey for me was

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one of evolution, not revolution. As I progressed through the

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ranks of the army in a culture of compliance and

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learned as the army changed, I also changed my views

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about how important commitment was as a cultural standard.

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Yeah, commitment is such a beautiful word that can have

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such varying nuances and different layers. So when you think

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about commitment, what comes to your mind and how do

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you define it?

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I think commitment is defined by being all in now.

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Obviously that's the title my last two books. You know,

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it's a shameless book. Promotion wise, I'll talk about you know,

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We're all in and the power of being all in

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as my two stories about developing and nurturing a culture

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of commitment where people are all in. Now, how do

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you create that environment. It's not going to happen by

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OUs mosis typically, you know, you have to be deliberate

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as a leader in nurturing that culture of commitment where

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people are all in where they want to belong. I mean,

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we're basically pack animals by nature anyway, we want to belong.

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But in the world that we're in, in the world

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of chaos that we're in today, and I think we

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are in a world of chaos, belonging is much harder

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than it's probably ever been. It certainly is something that

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adaptive leaders have to work at every day in order

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to create that belonging in that by.

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It absolutely the world that we are in. What are

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some of the first steps that leaders can do? Because

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culture is designed by people, Culture is designed by what

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we are willing to commit, because commitment does take time,

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and sometimes we may have to go against what may

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be the norm or what may be expected to keep

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that sustainability. So what are some of the steps I.

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Think for the first person you have to lead is you,

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and you have to make a commitment to yourself.

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You have to decide, Okay.

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I am going to be committed to being an adaptive

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leader in an environment of chaos economically, politically, social, aid business,

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the chaos is there. I'm going to commit to being

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an adaptive leader to lead effectively through that chaos. So

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when I coach individuals and teams, I talk about building

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a personal leadership philosophy. That personal leadership philosophy is a

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statement of who am I and what do I represent?

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It starts with a personal mission statement and then followed

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with your values and then your way of doing things

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and your commitments and basically it's a charter where you

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sign it and date it. And in my latest book,

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I put a copy of my personal leadership philosophy in

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there so everybody can see it that I wouldn't ask

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other leaders to do something I hadn't done myself. The

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second that's the first component.

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You know.

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The first component is a commitment to yourself and you

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state that commitment and you put it out there in

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front of other people so they can hold you accountable

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to it.

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Ah, that is the keyword that you're making commitment laced

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with accountability because commitment can be you know, anybody can

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say anything that they want, but if you're not held accountable,

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or if you don't hold accountable other people or yourself,

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then that commitment has no value because promises without delivery

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are just empty promises. That's all. So now as we

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talk about that, after you left the army, you know,

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where did you go? And like, you know, what was

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your leadership journey?

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Like two weeks after I retired from the Army as

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a division commander, I went into a manufacturing company president

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of manufacturing company, and we went right into the Great

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Depression of two thousand and eight, two thousand and nine

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and there was some shock and awe involved in that process.

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I you know, I didn't have a lot of transition development.

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It was sort of like, oh, here you go. And

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that culture was also one of more compliance based than

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I think it was healthy for us at that point

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in time. And so I learned some hard lessons. I

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learned some hard lessons about culture. For example, I thought that,

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you know, people would emulate behaviors or positive behaviors automatically. Well,

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soon after I went in the company, someone sent me

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a picture of one of my employees sleeping on a

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palett at three o'clock in the morning, said, here's your

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culture in general. That was kind of a stunning revelation

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for me to realize that, you know, people weren't going

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to be all in just because we thought it was

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a good idea. They were going to be all in

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if they believed in what we were doing and why

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we were doing it, and we were willing to invest

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in them and underwrite some mistakes when people were making

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honest mistakes, and that was going to take time. It

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was not going to be you know, as we used

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to say, throw a hand grenades and the flash to

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bang time was about a second. Well, the flash to

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bang time of culture is not one second at all.

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In fact, it's months and even I think a couple

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of years to establish a culture of commitment in an organization.

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And some leaders aren't willing to invest in that. You know,

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in the corporate world, people tend to be more transactional

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than you know, investment oriented in the people because the

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return on is not obvious there returning investment of selling

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a product or service and doing a conversion from you know,

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candidate to client, that's very tangible in.

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The eyes of many business leaders.

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So you've got to work through that understanding in your

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organization to start to develop a culture of commitment. I

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learned that pretty quickly when I ended the corporate world

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that it was not going to happen quickly or easily.

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You're going to have to be dedicated to being an

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adaptive leader.

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Absolutely. And when you mentioned about that, oh, just because

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it was a good idea, we were not going to

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get the buy in. And there's so many initiatives that

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happen in any of the organizations, you know, so many

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organizations as we are talking about AI and a lot

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of people are thinking, oh, you know, we can just

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roll out AI it's not just about rolling it out,

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it's about building that psychological safety and connections. So when

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you started out with one idea, but when the next

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idea or next initiative came, what did you change and

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how did you get to buy it?

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I learned from some very smart people, and I think

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DVA certainly. One of my mentors that I've worked with

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was General Cole and Powell as Chairman of the Joint

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Chiefs of Staff, one of the most brilliant and capable

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Level five leaders I've ever known, and he he encouraged me,

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among other great mentors, that I was privileged to have

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to establish a framework for developing a culture that people

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could understand and adapt and keep it simple. So I

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developed six leadership principles, and those six principles were set

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the asimuth your cardinal direction. Listen with the intent to understand,

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trust and empower, do the right thing when no one's looking,

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when in charge, take charge, and balance. So around those

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six principles, I built aadership development program. After you establish

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your personal leadership philosophy, now you begin to nurture the

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cultural evolution through the leadership development of your organization. Using

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those big six principles and using practical tools to apply them,

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because that which is measured gets done. You know, I'm

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not a very esoteric person. So if you want to

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talk to me about the right brain, left brain, I'm

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not your person. But if you want to talk about

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you know, what works, I can talk about that because

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I think I've made just about ninety nine point five percent,

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maybe six percent of all the leadership mistakes you can make.

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I think I've made the vast majority of them, and

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through that scar tissue, I've learned some tough lessons and

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I think the application of those six principles can lead

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to the development of the buy in which creates the

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conditions for the culture of commitment.

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And that definitely makes sense because you're listening and you're

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taking charge committing. So when you talk about making those mistakes,

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are there like, you know, two or three that kind

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of stand out from which our audience can learn from.

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Yeah, I'll give you a couple here.

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When I was a young lieutenant out there in the

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in the East German West German.

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Border, in the forest area there near Fulda.

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You know, I had a platoon of forty two soldiers,

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ten armored vehicles, all of our weapons were loaded all

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the time. The Russians were within certainly with a you know,

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a gunshot distance. We watched saw them every day, and

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I thought that the best way to give instructions to

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people was to you know, issue in order and say,

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all right, we're going to go take this hell over

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in this part of the sector, and then we're going

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to orient to the east and we'll have to be

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there by midnight. Everybody got it, Oh yeah, yes, sir,

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we got it, okay, And then they'd all get in

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their tanks and many times go different directions. So I

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don't know if anybody's ever tried to stop a tank

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in the dark, in the rain, in the forest in Germany.

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Yet I can tell you that it's not easy a

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sixty four ton tank. Once it gets moving, you can't

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holler at it. It doesn't do any good. It's louder

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than you are, and it's a very difficult problem to

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undo once you've got it screwed up. So I found

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out early on they just why asking people if they

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got it was not the way to confirm that people

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heard what you think you said. So I learned that

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the confirmation brief, what we call now the back brief

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was a tool that really worked if you applied it.

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So before we dismissed the group to go get on

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their tanks and go on a mission, I learned that

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we needed to confirm that they heard what I thought

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what I thought I said, So we would use the

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back brief, as I call it now, as a confirmation

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that they heard what you think you said. In the

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business world, that is absolutely indispensable as a tool. You know,

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in a manufacturing company, we often said I've often heard

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that saying that really bothers me. You know, we don't

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have time to do it right the first time. We

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always have time to do it over. That doesn't make

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a lot of sense. You know, if you're going to

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do it over, it's going to cost you money between

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the top line and the bottom line. So instead of

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chasing tanks in the woods at dark, in the dark,

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you're trying to figure out why you can't make the

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profit margin you should be making because you're doing things

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doing three times because you didn't do it right the

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first time. So I would say that's one of the

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key lessons I learned by screwing it up, is that

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you've got to make sure that people listen with the

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intent to understand and not just reply. And the back

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brief is one tool where you can confirm that what

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they heard is what you think you said, or what

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you heard is what they think they said. And taking

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the time to do that. If it becomes habit, not episodic,

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it becomes habit can change the culture of your organization.

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It's one ingredient in that big six under that listening

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cornerstone that produces measurable.

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Results, absolutely, and that is so powerful that ensuring that

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somebody has got it and that you are aligned on

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the same thing. So, based on your experience, have you

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found that there may be one or two key things

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to kind of remember when you're doing that back brief

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so that you're full proofing it.

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Yeah, I think that a couple of tools inside the

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back brief are you know, the fact that you can

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tell from the individual who's speaking to you, he or

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she has the body language to a company what they're saying.

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And it's not always possible if you're not physically in

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the room. You can do it virtually too, as long

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as you insist on having a video component to your

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their zoom calls, well just audio. It's one of the

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reasons video is important is you can get some body

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language along with the language itself to give you the

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I guess, the indication that they did indeed hear what

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you think you said. I'd also use the idea or

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the tool of having them recount one or two key

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nuggets of what they heard so that you know, indeed,

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they're not just saying, well, I got it, Robert, or

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I'm going to go do this by this time, but

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I'm going to employ these milestones or give you these

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updates as you passed along your instructions, so that they

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understood that there was a pathway that they're going to

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follow as well as the end result. And you can

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tailor that to the group. But I think it helps

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that clarity. You want to get that clarity that they

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did indeed understand what they are chartered to do absolutely.

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And those are some of the ways that help people

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to make sure that you know not only the person

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that you're sharing with, that they've heard correctly, and sometimes

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even kind of having them like, okay, here's what we

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have agreed upon, here's the document. Let's send it out

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to everyone on the team, especially if it is crucial

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manufacturing or whether it's a certain initiative. Especially when you

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don't have the time to do it right, it becomes

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even more critical to have it nail down and ensuring

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that everybody's on the same page. So you talked about like,

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you know another story that you may remember from your

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leadership experiences.

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Well, one other story resonates with means. I've been in

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a number of companies in my role at the level

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five associates where I'm helping them to build that culture

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of excellence commitment. And then I asked them the question,

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so what is your asthmas, what is your cardinal direction?

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And typically I'll get a response as well, we have

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a mission. We're supposed to make stuff or we're supposed

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to throw customers, And okay, well that's a mission, I guess,

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but I think it should be a little bit more

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understandable inside the framework of who you are and what

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you represent. So as we work together to build an asthmath,

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you find out that there is, indeed, in most cases,

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a lack of clip in you know, who are we

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and where are we going and why are we doing this?

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So you build a mission statement as a team. You

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don't build it from the CEO giving the mission statement everybody,

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you build it as a team. Then the next component

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of the asthmuth is what is our intent. I'm not

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a big fan of the idea of vision because I

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think it is too broad. The idea of intent I

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got from the military, just as I did the term asimuth.

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The intent is where you take the mission and you

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distill it into key components. For example, what's our in state.

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What is our definition of success? Normally that's a two

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or three year horizon, but you define success as part

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of the asimuth development. Then you define the key tasks

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that enable that condition to come about into a three

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years What are the key tasks we have the must dues?

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And then the other component of the intent is the

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why why are we doing this? So you've got the

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mission and the intent. The third component of the asthmuth

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is what are our values? What do we believe in?

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Let's define them instead of just list them. Instead of

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and loyalty and dignity and things like that, let's define

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what they are as a team. Then the fourth component

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is one of the behaviors, our cultural behaviors that we're

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going to manifest as a team. It's a leadership team

396
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the organization to bring those values to life. One of

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my favorite stories is in a company I was with

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a few years back. They wanted to have respect as

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one of their values, and I said, well, how do

400
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you define that? And after some you know, back and forth,

401
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it came up with okay, we'll define respect as having

402
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regard for myself and others. I said, okay, that's great

403
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because it's concise and people can understand it right now.

404
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How are you going to put it in your cultural behaviors? Well,

405
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we're going to be polite. Well, okay, that's that's a

406
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sort of a broad term, sort of like boiling the ocean.

407
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How do we get more discreet in how we're going

408
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to manifestors?

409
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You know?

410
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And I said, how about this one? How about if

411
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respect is our value, then our behaviors. One of our

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behaviors could be we do things on time, sort of

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a silence than the room. And one of them said, man,

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I've wasted half my life on bullshit meetings. I said, yep,

415
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me too. Meetings that had no purpose, no agenda, no deliverables.

416
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They were just random thoughts while someone was out fishing

417
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or something like that. I said, why don't we do

418
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things on time? If we respect people's time, aren't we

419
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respecting them if we start when n we're supposed to,

420
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if we have an agenda, if we have deliverables, accountability,

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If we rotate the spokesperson role in the room so

422
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that people have to develop the meeting process and they

423
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learn from that, we're creating respect. We're being more than polite.

424
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We are having regard for ourselves and others. And that

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company took asimuth and they became very, very successful because

426
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when they bought in to the Azimuth, then they were

427
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able to understand what the admission intent was and there

428
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was I guess you would say in alignment in the

429
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company that didn't exist before.

430
00:24:07.240 --> 00:24:10.799
Absolutely, Robert, that's such a great point because you talked

431
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about and that's one of my favorites is when I'm

432
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coaching teams, it's important that you rotate who the leader

433
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is going to be, because if a leader is the

434
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one who, especially stepping into a meeting and leads with answers,

435
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you know, then that just kind of shuts people up

436
00:24:30.559 --> 00:24:33.920
sure does not create the space for them to talk.

437
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So what has been your experience around that, Well.

438
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I think the leader of the meeting or the leader

439
00:24:40.640 --> 00:24:44.880
of the organization should speak last. I've always been in

440
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meetings or ninety percent of them where the leader spoke first,

441
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and then he would say or she would say, well

442
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what is everybody else think? And then you get the crickets,

443
00:24:51.279 --> 00:24:53.640
you know, where you get the well I'm with you,

444
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you know, boy a great idea boss greatly, and then

445
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they go have the meeting after the meeting and they

446
00:24:57.400 --> 00:24:59.880
decide what they really want to do. So, you know,

447
00:25:00.039 --> 00:25:04.119
the alignment of the organization is facilitated by the buy

448
00:25:04.160 --> 00:25:07.079
in that is created when you get when you gather,

449
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when you gather in a meeting, forum or other forums.

450
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And I think the leader should be the last one

451
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to speak, you know, he or she should be the

452
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one that sets sets the meeting conditions in terms of

453
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the time, agenda, or at least approves that. But the

454
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people in the in the meeting who are attending the

455
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meeting should have a role, to have a role in

456
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making the meeting successful. And I like to rotate it

457
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because it gives everyone more ownership of what's going on

458
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in the meeting. You know, I don't want people who

459
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are just sitting there figuring out what else they would

460
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like to be doing. In many cases too, I find

461
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that you don't have the right people in the room

462
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for the meeting. You don't want to offend Robert, so

463
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you don't invite him, or you don't want to offend

464
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so you don't invite her. But you and I are

465
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not relevant to the meeting. We can get you know,

466
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minutes after the fact. You know, especially with the EI

467
00:26:00.359 --> 00:26:03.799
capability we have now, you can publish the minutes in

468
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seconds and send them out to people who don't have

469
00:26:05.960 --> 00:26:08.000
to necessarily be in the room, and they could be

470
00:26:08.039 --> 00:26:10.960
doing something more productive for the organization. But you have

471
00:26:11.000 --> 00:26:13.480
to condition people not to take it personally. If you're

472
00:26:13.480 --> 00:26:16.519
not invited to six meetings a day, you know, the

473
00:26:16.759 --> 00:26:19.720
four of which you don't participate in with any active contribution.

474
00:26:21.480 --> 00:26:24.480
You brought a couple of two good points. So earlier

475
00:26:24.480 --> 00:26:28.920
you mentioned about that so many people are attending meetings

476
00:26:29.200 --> 00:26:31.480
which they don't need to be there. So that's one

477
00:26:31.519 --> 00:26:34.160
aspect of it. Then there is a second aspect when

478
00:26:34.160 --> 00:26:36.960
we talk about, oh, don't take it personally. You may

479
00:26:37.000 --> 00:26:40.240
feel bad you are not invited, So how can be

480
00:26:40.279 --> 00:26:43.920
amalgam made the two where, of course, you know most

481
00:26:43.920 --> 00:26:45.799
of the times. It is the battle of the ego

482
00:26:46.759 --> 00:26:52.440
that stands in the way of progress culture transformational leadership.

483
00:26:53.720 --> 00:26:58.759
What are some of the strategies that or your wisdom

484
00:26:58.799 --> 00:27:00.079
nuggets that you could share.

485
00:27:01.640 --> 00:27:01.799
Well?

486
00:27:02.079 --> 00:27:04.720
As I mentioned dev, I think this is a journey

487
00:27:05.279 --> 00:27:07.720
to create in a culture commitment and it's going to

488
00:27:07.799 --> 00:27:10.480
take a couple of years, and the persistence here is

489
00:27:10.480 --> 00:27:13.559
going to be essential. Once you set your asthm withth

490
00:27:13.839 --> 00:27:16.000
as a team, as an organization, now you're have to

491
00:27:16.000 --> 00:27:17.759
walk the talk and you're going to have to have

492
00:27:18.200 --> 00:27:22.440
periodic checks of your asthmus health, health and welfare of

493
00:27:22.480 --> 00:27:26.319
the asthmauth and to see if you actually are doing

494
00:27:26.359 --> 00:27:28.839
what you say you will do. One of those and

495
00:27:28.960 --> 00:27:31.440
I've seen a lot of companies do this in their

496
00:27:31.440 --> 00:27:39.240
behaviors to indicate respect and honor and the other values

497
00:27:39.279 --> 00:27:44.680
they create is to have one on one meetings that

498
00:27:44.880 --> 00:27:48.519
are indeed deliberate with their team members. When I look

499
00:27:48.519 --> 00:27:50.799
at calendars of the most executives, I don't see one

500
00:27:50.799 --> 00:27:54.519
on one developmental meetings on the calendar very often, and

501
00:27:54.559 --> 00:27:56.960
that's because some executives tell me they don't have time

502
00:27:56.960 --> 00:28:00.440
for it, and yet they will indicate to you almost

503
00:28:00.519 --> 00:28:02.720
universally that the most important meeting you can have is

504
00:28:02.759 --> 00:28:05.880
the one on one. So I get a little frustrated

505
00:28:05.960 --> 00:28:08.480
sometimes when people say, Okay, this is the most important

506
00:28:08.480 --> 00:28:10.079
meeting I can have, but I don't have any of them,

507
00:28:10.359 --> 00:28:13.400
And then they wonder why their team members don't buy in,

508
00:28:13.519 --> 00:28:15.640
or they take a lot of stuff personally that they should,

509
00:28:16.240 --> 00:28:19.079
even those one on one developmental sessions, if you calendar

510
00:28:19.160 --> 00:28:22.559
them and prepare for them and have you know what

511
00:28:22.640 --> 00:28:25.759
I call power questions involved in the conversation. One of

512
00:28:25.759 --> 00:28:28.839
the things you can diffuse is this taking everything personally

513
00:28:29.039 --> 00:28:32.200
problem that's going on. You can help condition your team

514
00:28:32.240 --> 00:28:35.519
members through your conversation that, look, you know, we are

515
00:28:35.559 --> 00:28:39.559
professionals and we respect each other individually, personally and professionally.

516
00:28:39.799 --> 00:28:41.720
But just because you don't get invited to a meeting

517
00:28:42.000 --> 00:28:44.000
doesn't mean that you're not part of the team and

518
00:28:44.039 --> 00:28:46.279
we don't love you and you're not making a contribution.

519
00:28:46.599 --> 00:28:49.759
It could be that we value your time right that

520
00:28:49.799 --> 00:28:52.319
you could devote your time more effectively to the mission

521
00:28:52.319 --> 00:28:56.119
accomplishment in our asthmath right of where we're going. Then

522
00:28:56.160 --> 00:28:59.000
you could sit sitting around a zoom call or around

523
00:28:59.079 --> 00:29:02.440
the table here with us discussing a topic that's not

524
00:29:02.519 --> 00:29:06.079
necessarily relevant to what you're doing. We can inform you

525
00:29:06.559 --> 00:29:08.640
of the outcome of the meeting, but you don't have

526
00:29:08.720 --> 00:29:11.720
to be part of the process of discussing it, particularly

527
00:29:11.759 --> 00:29:14.640
if it's an informational meeting and non decision meeting. You know,

528
00:29:14.759 --> 00:29:17.519
meetings only have two purposes. One is information or the

529
00:29:17.519 --> 00:29:18.240
other's decision.

530
00:29:19.039 --> 00:29:19.359
A lot of.

531
00:29:19.440 --> 00:29:22.160
Organizations can't sort out which one is which, or they

532
00:29:22.200 --> 00:29:25.160
have something in between. But then in reality, the only

533
00:29:25.200 --> 00:29:28.559
two forms of meetings that are effective are either informational

534
00:29:28.720 --> 00:29:31.160
or decision And if you set that standard, then you

535
00:29:31.200 --> 00:29:33.240
can decide who's there, and then you can explain to

536
00:29:33.279 --> 00:29:35.480
people why it's relevant for them to be there or

537
00:29:35.519 --> 00:29:38.359
not there, and they I think over time most people

538
00:29:38.440 --> 00:29:42.240
become conditioned to it so that they are less I

539
00:29:42.240 --> 00:29:45.000
guess you would say offended if they're not in the room.

540
00:29:45.200 --> 00:29:47.640
I understand. I've seen Hamilton, and I know that you

541
00:29:47.680 --> 00:29:49.480
want to be in the room where it happens. But

542
00:29:49.720 --> 00:29:51.480
in some points you don't really need to be in

543
00:29:51.519 --> 00:29:53.640
the room where it happens, and you have to condition

544
00:29:53.960 --> 00:29:57.640
folks to understand that and to understand that what they're

545
00:29:57.680 --> 00:29:59.640
contributing while they're not in the meeting may be far

546
00:29:59.680 --> 00:30:01.799
more important than what they would be contributing if they

547
00:30:01.799 --> 00:30:02.200
were there.

548
00:30:04.440 --> 00:30:08.480
And definitely that makes sense that conditioning people. But when

549
00:30:08.519 --> 00:30:11.359
we are talking about the conditioning, whether we are developing

550
00:30:11.359 --> 00:30:13.200
the culture, and as you mentioned that, you know it

551
00:30:13.279 --> 00:30:16.599
takes a good couple of years you are going to

552
00:30:16.640 --> 00:30:21.680
meet resistance. Because here's what I can say that coming

553
00:30:21.720 --> 00:30:26.160
from a neuroscience background, brainy is used to doing what

554
00:30:26.240 --> 00:30:29.839
it's used to doing, and now from going from there

555
00:30:30.480 --> 00:30:35.000
to helping them adapt the change, because if you have

556
00:30:35.119 --> 00:30:37.680
read the studies, you know something that's out there is

557
00:30:37.759 --> 00:30:40.359
that I think so there was a study out there

558
00:30:41.200 --> 00:30:44.839
somebody had hard issues. I don't know, like how many

559
00:30:45.000 --> 00:30:47.640
people were involved in that and they knew what they

560
00:30:47.680 --> 00:30:49.680
were not supposed to do, and yet they didn't do

561
00:30:49.720 --> 00:30:53.400
it even though it was life threatening. So going back

562
00:30:53.440 --> 00:30:57.440
to the culture, Yes, we want to condition the people,

563
00:30:57.960 --> 00:31:00.559
but how do you bridge the gap between that resistance

564
00:31:00.640 --> 00:31:04.200
to that conditioning or to that acceptance and becoming part

565
00:31:04.200 --> 00:31:05.880
of the culture and continuing it.

566
00:31:07.119 --> 00:31:09.839
I think you know in some cases by in is

567
00:31:09.839 --> 00:31:12.640
going to be very very difficult. And I mean you

568
00:31:12.680 --> 00:31:16.680
know this because your expertise not everyone is going to

569
00:31:17.759 --> 00:31:21.440
actively I guess you would say embrace change. You know,

570
00:31:21.519 --> 00:31:24.759
John Cotter and others have described this in some detail

571
00:31:24.839 --> 00:31:28.160
about how how change is hard. I think change is

572
00:31:28.160 --> 00:31:30.240
hard even if you violently agree with the idea or

573
00:31:30.240 --> 00:31:35.359
the concept, because we are accustomed to patterns, we're custom

574
00:31:35.400 --> 00:31:37.240
and pattern behavior. What time am I going to work?

575
00:31:37.279 --> 00:31:39.480
What time am I going on? You know, what time

576
00:31:39.519 --> 00:31:41.680
the kids get out of school? You know, we could

577
00:31:41.680 --> 00:31:43.960
go on and on here, right, And so if you

578
00:31:44.480 --> 00:31:46.680
if you're going to implement change, and I think in

579
00:31:46.720 --> 00:31:50.279
many cases the setting of your asthmuth or resetting of

580
00:31:50.279 --> 00:31:54.599
your asthmuth uh, the establishment of the Big Six Principles

581
00:31:54.640 --> 00:31:57.720
in your organization is going to represent change, and that

582
00:31:57.799 --> 00:31:59.880
change is going to scare some people. They're going to

583
00:31:59.920 --> 00:32:04.039
be actively or passively resistant to it. I think the

584
00:32:04.599 --> 00:32:09.160
most effective tool that I've seen is the executive acceptance

585
00:32:09.200 --> 00:32:11.680
of the fact that this journey is going to have

586
00:32:11.839 --> 00:32:15.480
initial buy in, and then it will have subsequent buy in,

587
00:32:15.640 --> 00:32:17.480
and then it may end up with people who never

588
00:32:17.519 --> 00:32:21.960
buy in getting one hundred percent of your organization to

589
00:32:22.039 --> 00:32:25.839
buy in to the concept of the Big Six Principles.

590
00:32:26.440 --> 00:32:29.279
It's probably beyond the Pale. It's probably a bridge too

591
00:32:29.319 --> 00:32:32.480
far for most of us humans, because we are who

592
00:32:32.519 --> 00:32:34.799
we are, and some of us in many cases, are

593
00:32:34.839 --> 00:32:38.400
going to be resistant to change to a high degree.

594
00:32:39.000 --> 00:32:43.319
Others will be tacitly accepting until they see results, and

595
00:32:43.359 --> 00:32:47.079
then they begin to emulate the behaviors of others who

596
00:32:47.119 --> 00:32:51.160
are now living their personal leadership philosophies and having one

597
00:32:51.200 --> 00:32:54.880
on one developmental conversations where they're listening with the intent

598
00:32:54.920 --> 00:32:57.480
to understand that Stephen Covey says, and not the intent

599
00:32:57.559 --> 00:32:57.960
to reply.

600
00:32:59.039 --> 00:33:00.319
So I don't leave.

601
00:33:00.400 --> 00:33:03.160
You can convince everybody of the goodness of what you're

602
00:33:03.200 --> 00:33:05.759
doing right away, but over the period of time, I

603
00:33:05.799 --> 00:33:07.839
think the bulk of people that you want to be

604
00:33:07.880 --> 00:33:11.319
on the team will buy in. They'll buy in, they'll

605
00:33:11.359 --> 00:33:14.440
want to belong, and they'll see the goodness in terms

606
00:33:14.480 --> 00:33:18.039
of the outcomes, the business outcomes, the personal and professional

607
00:33:18.039 --> 00:33:22.880
well being outcomes that occur from becoming part of this

608
00:33:23.000 --> 00:33:23.799
team of teams.

609
00:33:26.559 --> 00:33:34.000
Very powerful. Thank you Ofbert and tell us there. How

610
00:33:34.079 --> 00:33:36.799
can people connect with you? Where can they find your book?

611
00:33:37.319 --> 00:33:40.759
Sure, you can write to me. You can write to

612
00:33:40.799 --> 00:33:44.359
me personally at Robert at Level five Associates dot com.

613
00:33:44.359 --> 00:33:47.400
Spell out to five, and I can tell you. Unless

614
00:33:47.400 --> 00:33:51.079
I'm incapacitated, I will respond to you. I'll respond to you,

615
00:33:51.240 --> 00:33:56.119
and let's set a conversation. My website is Level five

616
00:33:56.160 --> 00:34:00.119
Associates againstpell to five Level five Associates dot com. You

617
00:34:00.160 --> 00:34:03.160
can go there and you can download chapter one of

618
00:34:03.240 --> 00:34:06.079
my book We're All In and my book The Power

619
00:34:06.119 --> 00:34:08.679
of Being All In for free. You can download it,

620
00:34:08.920 --> 00:34:11.400
and i'd encourage you to do that. Read what's there.

621
00:34:11.519 --> 00:34:14.960
I write short books, not long ones, so I try

622
00:34:14.960 --> 00:34:17.480
to get right to the point. The third way you

623
00:34:17.480 --> 00:34:20.599
can reach me is through my substack platform, and you

624
00:34:20.639 --> 00:34:25.760
can reach me there at Robertmixon Altogether dot substack dot com.

625
00:34:26.800 --> 00:34:29.880
Come subscribe, you can subscribe for free. You can see

626
00:34:30.079 --> 00:34:34.079
my articles that I publish on a regular basis about

627
00:34:34.719 --> 00:34:38.880
adaptive leadership, about the culture of commitment, about application of

628
00:34:38.920 --> 00:34:41.920
the Big Six principles, and we can begin a conversation.

629
00:34:42.400 --> 00:34:45.800
Or I can certainly work with you individually or with

630
00:34:45.920 --> 00:34:51.000
your leadership team on this journey of transition from good

631
00:34:51.039 --> 00:34:54.800
to great, which I think adaptive leadership provides.

632
00:34:56.199 --> 00:34:59.280
Absolutely. Thank you so much for joining us and sharing

633
00:34:59.280 --> 00:35:02.519
your list down. Are there any last thoughts that you'd

634
00:35:02.519 --> 00:35:03.079
like to share.

635
00:35:04.320 --> 00:35:07.239
Thanks Divia, I would just like to share with the audience.

636
00:35:07.280 --> 00:35:10.480
First of all, I applaud the work that you've been

637
00:35:10.519 --> 00:35:16.599
doing in helping people understand the essence of adaptive caring

638
00:35:16.679 --> 00:35:20.679
leadership and the need for commitment to the people that

639
00:35:20.719 --> 00:35:23.599
we represent. I just want to be part of the

640
00:35:23.639 --> 00:35:27.239
solution and help others and give back at this stage

641
00:35:27.239 --> 00:35:30.480
of my journey so that all of us can become

642
00:35:30.519 --> 00:35:33.880
more effective people and more effective leaders as a result

643
00:35:34.119 --> 00:35:35.079
of knowing each other.

644
00:35:36.840 --> 00:35:40.239
Well. Thank you so much for your recognition and one thoughts.

645
00:35:40.239 --> 00:35:43.519
I really appreciate it. Thank you for joining us and

646
00:35:45.000 --> 00:35:50.840
I'm sure that you'll continue doing great work and driving impact.

647
00:35:52.639 --> 00:35:55.039
Thank you wonderful audience for being part of her family

648
00:35:55.079 --> 00:35:57.719
because without you, those share would not be possible. Reach

649
00:35:57.760 --> 00:36:00.679
out just like as you always do, let us know

650
00:36:00.760 --> 00:36:04.000
how we can serve and support you and living the

651
00:36:04.079 --> 00:36:07.400
best life you can. And thank you one for making

652
00:36:07.440 --> 00:36:11.039
the show technically possible. Be well and take care until

653
00:36:11.039 --> 00:36:11.519
next time.

654
00:36:12.119 --> 00:36:14.519
Thank you for being part of Beyond Confidence. With your

655
00:36:14.519 --> 00:36:17.199
host v Park, we hope you have learned more about

656
00:36:17.199 --> 00:36:19.840
how to start living the life you want. Each week

657
00:36:19.840 --> 00:36:22.800
on Beyond Confidence, you hear stories of real people who

658
00:36:22.800 --> 00:36:27.119
have experienced growth by overcoming their fears and building meaningful relationships.

659
00:36:27.480 --> 00:36:30.880
During Beyond Confidence, Vpark shares what happened to her when

660
00:36:30.880 --> 00:36:33.320
she stepped out of her comfort zone to work directly

661
00:36:33.360 --> 00:36:36.400
with people across the globe. She not only coaches people

662
00:36:36.440 --> 00:36:39.920
how to form hard connections, but also transform relationships to

663
00:36:40.000 --> 00:36:43.400
mutually beneficial partnerships as they strive to live the life

664
00:36:43.400 --> 00:36:45.760
they want. If you are ready to live the life

665
00:36:45.800 --> 00:36:49.519
you want and leverage your strengths, learn more at www

666
00:36:49.599 --> 00:36:53.519
dot dvpark dot com and you can connect with dvat

667
00:36:53.519 --> 00:36:57.039
Contact at dvpark dot com. We look forward to you

668
00:36:57.199 --> 00:37:03.239
joining us next week.