The Leader's Edge

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The topics and opinions expressed on the
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and their guests, and not those
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W four WN Radio. This is
Beyond Confidence with your host w park.

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Do you want to live a more
fulfilling life? Do you want to live

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your legacy and achieve your personal,
professional, and financial goals? Well?

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Coming up on dvparks Beyond Confidence,
you will hear real stories of leaders,

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entrepreneurs, and achievers who have stepped
into discomfort, shattered their status quo,

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and are living the life they want. You will learn how relationships are the

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key to achieving your aspirations and financial
goals. Moving your career business forward does

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not have to happen at the expense
of your personal or family life or vice

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versa. Learn more at wwdas you
don't divpark dot com and you can connect

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with div Ant contact at givpark dot
com. This is beyond confidence and now

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here's your host, div Park.
Good morning. It is wonderful to be

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here with you because it's Tuesday morning
and I love being with you because you

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are awesome. So just want to
share that it is very close to Valentine's

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Day. I want to share that
thank you, Thank you for all the

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love and support you have given to
our show over these past years. And

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I want to share that our whole
team we love you too, because without

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you the audience. You know,
without you, the show would not be

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possible. You are the soul of
our show. So think you, Thank

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you, thank you for being part
of our family. We love you,

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and we wish you a beautiful Valentine's
Day and a wonderful year that brings you

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joy love. So one of the
things that we always share that we want

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you to become influencers. We want
you to have wonderful life and how can

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you do that? So one of
the easiest ways is to get two of

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our books. It is one is
Expert to Influencer and another one is Entrepreneurs

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Garden. And not only that,
you also get to be part of our

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bigger system and our family and our
movement where we are taking partial proceeds and

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giving it out to keep what Dot
organ helping entrepreneurs all across the globe,

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so it goes all the way through. It's a wind wind situation. So

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thank you for being part of our
family and remember to keep that kind of

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circle going. Let's bring on our
guest. Yes, I'm honored to be

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here and looking forward to sharing with
you on beyond confidence. Oh, thank

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you. It's a joy to have
you, hear Paul. So Paul tell

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us, if you recall a moment
from your childhood, thanks you know that

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stayed with you for the rest of
your life, or even if it was

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a person that loved to mark on
you. Yes, and thank you for

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asking one of the things in moments
that I remember. I was the age

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of ten and my parents were both
factory workers in North Carolina and they started

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a community grocery store. So they
worked in the day. My older sister

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and I came home from school and
I was designated the individual who would open

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the store up. Brought it my
work journey and I consider it to be

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an unpaid intern for five years working
in Vans grocery and seafood market and that's

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really how I got my start,
and I left a mark on me because

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I really didn't know at the time
that it was actually preparing me for business,

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for academics, for a professional career. And so I would have to

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say that that was the time frame, the age of ten, so I've

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been working for a few years here. Well, that is actually wonderful because

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when families come together, you're also
learning that beautiful experience of families working together

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for that shared goal and which is
as we talk in leadership right, the

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whole team coming together and then also
bonding. You're seeing your parents in action,

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and what a beautiful way to see
them in setting example for you.

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Absolutely, And what I learned from
that experience is that I knew that both

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of my parents had a very strong
work ethic. And my mom worked for

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the company for twenty eight years,
dad for twenty seven So they would leave

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home every morning going to the same
company and coming back and so that's about

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fifty five years of work there.
And I'm one of ten children. Perhaps

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that's the deep mark there. So
I have five sisters and four brothers,

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so my older sister and I took
care of our younger siblings, and that

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also taught me quite a bit about
leadership as well, being able to help

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the younger siblings to get some discipline, listening and kind of standing line because

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if they got in trouble, my
older sister and I were in trouble.

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Yes, definitely, that is very
powerful. What you're sharing is and you

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know, as times have changed,
discipline is looked upon as something very very

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negative. What are your thoughts on
that? Well, I think that discipline

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is really needed, and some of
the more successful people are very disciplined,

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so much that someone is really keeping
them in alignment, but more so being

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disciplined and putting in the time to
study to learn to acquire knowledge, discipline

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and going to work and coming back
every day. That's a lot of discipline.

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And then discipline in terms of how
we lead our personal lives. I

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think that's very important. People think, well, personal life, how are

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you a leader? Well, everyone
has to lead their life, and so

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we're all leaders from that sense because
the decisions that we make in life always

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have consequences, and we always want
to make the best decisions possible, and

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that's why that's important. From a
personal standpoint. No, you're absolutely right.

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And when you talk about decisions so
many times, what happens is that

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that people get get caught in decision
proalysies and their consistent behaviors, which to

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status school because there's friction. Then
you're thinking about that change. So as

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you talk to you know, you
grew up in a lot of discipline.

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You saw your parents being very,
very disciplined. So as you grew up,

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did you have a time, especially
in teenage and continuing to learn and

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grow your knowledge, then you experience
that friction. Yes, Well i'll tell

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you, Debbia. I'm going to
share the story with you and everyone listening

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and watching. And it happened after
my fifth year of working in our store,

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and I went to my father and
I asked them, hey, I

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would continue to work in the store, but I want to play football because

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I was kind of running out of
time to do that in high school and

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all my friends, my family members
were playing football at the high school.

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And my dad said, well,
no, if you play football, you

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can't stay here anymore, stay at
the house anymore. And I said,

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oh, okay, So I said
I'll go to stay with my grandmother.

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Your mother what I did. And
you know, the first thing my grandmother

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said, she said, Paul,
I want you to play on the football

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team, because she had heard about
the fact that if I didn't work in

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the store, I couldn't play football. So I went and play football.

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But that was the moment that actually
my life changed, and it changed because

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I had to depend on myself helping
with my grandmother. She was getting up

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there in age. But what did
it teach me? I had a coach.

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I actually had my first coach was
a football coach. I had teammates.

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There was leadership, there was discipline, and we were all a part

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of the community. And I think
that that's very important as well, because

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we were just not playing for the
school, but for the entire community.

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So we competed against other schools.
Chapel Hill, Durham Rocks were all Oxford

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and North Carolina. We competed with
all of those schools and all of those

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locations, and that really taught me
something about teamwork, how to get along,

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how to have one purpose, have
a mission, have a goal,

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and expectations. And we had a
very good team. And I remember my

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last game was played at Bowman Gray
Stadium there in Winston Salem when we had

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one of the state playoff games.
But that led to me opening up as

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an individual and I could see that
there was more to just working in the

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store, and it actually led to
me getting more education because then my cousin

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had received a scholarship at East Carolina
University to play football. He was very

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successful. He's in the Hall of
Fame there, and I saw what he

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was doing and I wanted to do
something similar, and basically what happened.

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It positioned me to go out and
my parents did have it money to give

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me to go to college. So
I got a job and I earned money

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in the summer. I was a
first generation graduate from high school and I

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worked the entire four years of college, and I was at shar University in

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Raleigh, North Carolina, and then
I was crossing row at North Carolina State

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University, and I went through two
year ROTC program, so that leadership started

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kicking in. But it was all
based on one platform, and it was

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a platform of education. And one
of my great great end she had taught

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school in Henderson, North Carolina for
about thirty five years, and she told

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me, she said, Paul,
if you get your education, you could

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see the world, and she was
right. I was able to see the

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world. And so before after I
graduated from shar University with a business degree.

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I also was a Distinguished Graduate of
ROTC and I was commissioned a second

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lieutenant in the United States Air Force, so I was a military officer.

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And then I went on and I
served over twenty years and I retired as

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a lieutenant colonel. But it was
the education is what took me to the

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next level, because without the education, I would not have known the things

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to do. But I was collaborating
with other people, mentors, and I

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had a support system, so there
were people advocating on my behalf to help

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me get promotions and more. M
so powerful. So first of Aul,

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thank you for your services, Paul, because it's important to recognize and appreciate

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our heroes and heroes. Yes,
absolutely, absolutely thank you. And what

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I'm hearing is that then there was
friction. You just didn't succumb to it.

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You just didn't say like, oh, you know, situation is bad.

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You know what, I can't do
anything about it. And that's the

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piece we want to share with h
that yes, situation can be bad,

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but you have a seeing it sure, it's not that the choice has been

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squeezed out of you by the situation
or by anybody else, because you've got

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to remember, you don't know how
other people have been raised, what they've

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been going through, and you don't
know what is determining the lens through which

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they look at life. So it's
important that you create that lens that you

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look at your life, and you
design your life. And you went you

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found an alternative and listen, you
know where you have reached. So congratulations,

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well, thank you, thank you. And I think that was the

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turning point actually for my life.
And I love my father. I know

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he loved me too, but I
was maybe I was just a good employee,

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unpaid intern that he didn't really want
to bring anyone else in. But

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it worked out in the end,
and these are the things that were happening.

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Our team did very well in that
time. It was not broadcast on

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television, but it was actually broadcast
on the radio. So I played defensive

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on the defensive side of the team. And there was a tackle by Van,

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touchdown by Van. I get a
fumble running it for fifty two yard

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touchdown, and so my father is
actually hearing his name on the radio.

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And so guess who was my number
one fan? Your dad? Yeah,

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no, you cannot be my fan. No, Actually I said, I

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knew that he liked that because his
coworkers would talk to him about that in

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the neighbors and it was a big
thing for him. And of course here's

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the thing. Parents do the best
they can and so many times young ones,

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and I know it's hard when parents
say no to you. They're doing

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the best they can and sometimes,
yeah, things do go wrong. What

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helps is looking things from their perspective
and making sure that you are looking at

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your life with your perspective and seeing
what you could do. You know,

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as you mentioned that you rested the
responsibility on yourself. Paul, absolutely absolutely,

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So as you continue on your journey, can you tell us you know

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what lessons did you learn from being
a military officer? And as you were

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jumping through the letter. First of
all, I absolutely love the United States

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Air Force. Even though I've been
retired for twenty one I love I'm all

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Air Force. If I were to
bleed, it would be blue. It's

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like the uniform blue. But what
I learned is that the United States Air

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Force really cared about me, and
I want to explain this is that they

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allowed me. The leadership allowed me
to be me, and I could not

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ask for anything more than that because
once they allowed me to be me.

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And people have this concept about the
military from what they see in the movies

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or what they see on television,
but it's not like that at all.

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They're real people, right, And
so they would ensure that I always got

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more training. So I worked and
functionally, I worked in the financial field

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budget cost analysis, budget analysis,
financial management, and I managed multi billion

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dollar projects and programs, acquisition programs. So I worked with defense contractors when

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I was an age of twenty one
maybe, and so I would fly out

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to California, Chicago, Boston,
and I would lead a team of about

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twelve people and we would go out
and assess the contractors to see if he

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could perform the project and provide us
with what we needed. And it was

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about a three point three billion dollar
contracts. I led twelve consultants to California

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and in the end we had to
turn them down in terms of being able

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to provide that and I report it
to the two star general, but sir,

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we cannot go forward because they would
overrun the budget. They couldn't get

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it on schedule. They didn't have
enough personnel associate with that particular contract that

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they had to for the proposal,
and so we had to turn it down.

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But we say the taxpayers three point
three billion dollars and that's how we

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viewed it. Oh, and that's
such a powerful lesson because so many times

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what happens is that people are looking
at paper applications, which, of course,

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now you know, you can hire
a consultant, make the application look

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great, and you interview them.
But the key is going into the field.

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And I remember this, not sure
whether I had read it or somebody

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told me that is that if you're
interviewing a candidate, especially if they're going

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to be playing a crucial role in
your company, interview them in three different

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environments. And that just stuck with
me for so long that you know,

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you will get to know about the
personality of the individual. And similarly,

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that's what you did over here.
You went down, you checked out,

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you know what were there constraints and
the performance and all that. So that's

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powerful. Is it done now or
this is a thing of the past.

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This is a thing of the past. And I think the big lesson that

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I took from that particular experience because
a lot was on the line. There

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were jobs on the line. Other
community in which the corporation was existing was

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on the line. But what I
learned was this is that there are times

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when you're going to have to make
hard choices and tough decisions. And that

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was one of those times. But
what I had to my advantage was the

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fact that my leadership trusted me to
go out and do this, and I

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was a young man. I had
hair back then, did you, And

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so it ended up being an interesting
process. But over the years, what

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the Air Force did is they ensured
that I attended leadership school. So we

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had what was called Squadron Officer School, which is an introductory leadership school for

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young officers at part of being an
airman for Airpower. And so I went

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through that program at Maxwell Air Force
Base in Montgomery, Alabama. And then

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I had my Air Command and Staff
College, which is the second level of

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mid career leadership school. And I
attended that program as well and completed that.

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And the last school was Air War
College. But when Air War College

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came up, I didn't complete the
program, even though I attended probably three

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quarters of the program because I retired, but I had been developed over the

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years, and so people asked,
well, how come you didn't finish it.

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Well, I was at the Pentagon
for twelve consecutive years, and during

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that time I lost thirteen family members, including both of my parents, my

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grandparents, So I lost a lot
of people and it put a lot of

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stress on me, and I figured, well, I've been in over twenty

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years and it's time for me to
step down, which people no one could

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believe it. Paul Van, You're
leaving, You're retiring, and so it

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was a big deal with everyone.
But I was able to do that,

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and over the course of the years, I ended up working for a member

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of Congress as well. So there's
a program called the Capitol Hill Fellowship Program,

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and I applied for the program,
and I actually went through a competition

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and I was selected. So I
worked for a member of Congress who worked

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in the US House of Representatives in
Washington, d C. So I worked

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for a member of Congress for a
year and that was another just amazing experience,

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working both the House side and the
Senate side of Congress. And so

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that was a very unique experience as
well. Yeah, I can imagine.

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So just to kind of like,
you know, wind back a little bit.

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Sure, so as you were talking
that your leadership trusted you to fly

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out and check it out. But
let's say somebody does not have time or

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the resources or the finances to do
it. What's what would you say is

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a good way to figure out the
person that you're contracting is able to do

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the job that you're giving them.
Well, what we do We go out.

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We have what's called it cost performance
Criteria, systems criteria, and it's

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a program and we check every area
I was mentioned just a few earlier.

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We would check to see if they
in fact can get that project within the

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schedule, because that's the most important
thing. And it wasn't just for the

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Air Force, it was for the
Army, the Navy, and the Marines.

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It was an inter service program.
And then we would look at well

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would there be a cost overrun?
That was our main concern, and then

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that they have enough personnel there and
they didn't. So we're talking personnel,

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we're talking engineers, we're talking logistics
managers, we're talking the particular contracting experts

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that they would have, and then
the people actually building the physical product that

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we needed, and then we had
to look at the data. It will

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the data provide us with information to
help us to get this completed within time.

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And so those were the areas.
But it's called Cost Control Schedule Systems

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Criteria CSCSC, another military acronym,
but that system would tell us whether or

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not they would be able to fulfill
that mission. And part of what we

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did we would fly I was at
a Right Patterson Air Force Base in Dayton,

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Ohio, and we would fly to
Chicago, talk to one of the

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sub contractors there two or three days. We'd fly to Boston for about three

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four days, talk to the subcontractors
there, and then we fly out to

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Los Angeles because those were the primary
contract in California, and then the subcontractors

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in Chicago as well as in Boston. And so that was all done in

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about a two week period of time
and then we get the report back to

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the general. But we could tell
whether or not they could perform that work.

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And that system actually still in place
and how we evaluate them when we

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look at acquisition purchases. Absolutely,
so what I'm hearing is that, like

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you know, have your systems in
place based on experience and making sure that

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they check boxes, yes, and
that they can have hindsight as foresight as

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much as you can. So then
you did share you know, how your

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life Johnny through even you know,
going through politicians. Ye. So how

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was that experience and what did you
learn? Deb I tell you that is

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the most powerful question I've heard this
year, number one, because we know

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that right now there's a lot of
dysfunction on Capitol Hill, But in the

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time that I was there, it
wasn't like that. You could actually work

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and collaborate with other sides of the
owl. And I would say, what

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the experience was like for me is
that it opened up a whole new world

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to me. I worked with constituents
quite a bit. In fact, when

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they tallied up the year that I
was on the hell working for the Men

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of Congress, I had maybe twelve
hundred constituent letters that went out. So

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I engaged with people all the time. I would work with all services,

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whether it was the Army, Air
Force, Navy, Air Force, Marines.

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I work with each commander for that. I worked with the Department of

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Veterans Affairs because that was part of
the House Armed Services Committee. And then

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I'll give you an example of one
experience I had, and I had one

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of the congressman's constituents came in and
his son was an Air Force fighter pilot

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and this son was refusing to fly
on a particular mission in Europe. And

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so they came to me and said, well, will my son be able

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to remain in service or not?
And so I did some research. I

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came back as for Sir, Mayor, your son will not be able to

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fly again because he's a conscientious objector, meaning that he's refusing to fly.

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Typically you can refuse based on religious
reasons or something of that nature. But

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in his case, his girlfriend,
who was also in the Air Force,

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told him, if you fly on
that mission, I'm not going to marry

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you. The ultimatum. And what
happened. He refused to fly, which

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meant he lost his wings, his
aviation wings. And you know what she

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did after he did that. She
left him. Oh yeah, yeah,

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such a sad story. Yeah,
she didn't really like him, I think,

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is really what it was. And
but for him to lose all of

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that training and service to country,
and I'm pretty sure even today he's probably

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having a hard time because that's always
in your record. Basically, it's a

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dishonorable discharge. Yeah, he'll never
be able to fly in the military anymore.

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And so that was one experience,
and then I had some experiences where

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I talked to all the veteran service
organizations like the Disabled Veterans of America,

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then Listed Association of America, the
National Guard Association. I talked to all

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of those representatives and we were trying
to find ways of how we can make

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the life of military people and families
better, and that was very important,

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and I did draft language. I
went to the Library of Congress and I

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drafted some language because the members constituent
had lost a family member. He was

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a veteran, and they have the
military funeral on a detail where people go

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out with the twenty one gun salut
is. You can only get it right

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one time, and no one showed
up to perform that service, and so

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that meant the member of Congress really
took a beating on that in the media

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and in that community. And so
I drafted up some language. I gave

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it to a lawyer and he put
it in the legal lease and it actually

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ended up becoming a bill and then
law, and so it's it's House Resolution

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twenty two to eighty three to help
and assist with military funeral So I met

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everyone in the funeral business, something
I never thought out to do, but

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it was for something very important,
and so I was important, absolutely,

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and so I had experiences such as
that. And I would actually go on

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the on the floor with the member
of Congress and so I would be the

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one to help him to decide what
position he should take on a certain military

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issue. But all along we were
trying to get more aircraft, more navy

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ships, more army tanks. We
needed more and increased the pay for them.

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And then again what a lot of
people don't understand is that when it

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comes to a member of the military, we see them in uniform. Oftentimes

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we don't see who's behind him or
her, that meaning the family. But

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the family, the family is very
important. And years later after I retired,

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I actually worked in a military family
readiness and military family support and showing

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ways when the member is on the
deployment let's say to Afghanistan, Iraq,

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and we would help the family in
case they ran into problems with their mortgage,

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or if they ran into problems with
the children in school, all manner

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of things. So I did a
lot of work with that as well.

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Yeah, it's important because then yes, our heroes and chiros go out there

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or even if they're in training,
doesn't matter. Is the family is also

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part of that because they make several
sacrifices. Not only they're moving from one

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base to another, and even kids, Right, they've made friends and now

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all of a sudden, you've just
made friends and now you're into a new

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town. And so there's so much
behind the scenes that we don't see.

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So as you move through this,
right, let's take all these learnings and

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how would you say we could bring
excellence in leadership in our corporations. Well,

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that's just my favorite question, thank
you, w And the way I

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sum it all up is that leadership
in and of itself comes down to influence,

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being able to influence people that do
things that need to be done and

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take projects that need to be completed. And the only way we can do

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that is through people. And so, for example, if we have a

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leader with a title or president,
CEO, vice president, vice president,

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HR, we need them to be
able to develop other leaders within the organization.

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And the question is why, Well, seventy percent of employers state that

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all employees of the business should receive
leadership development training and the reason why is

358
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because it helps to maximize the human
potential. It is not enough for just

359
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the leader to be trained and to
receive the leadership development, but also for

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the manager and employees as well.
And oftentimes people don't look at a manager

361
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or an employee as a leader,
but they are, but no one has

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ever told them that. And the
reason why they are is because the manager

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is responsible for the entire workflow for
the organization. Because in that workflow,

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that's where the leader with the title
or the CEO's vision, his particular goals

365
00:29:53.200 --> 00:29:59.519
or her goals and expectations are for
the company. And the overall goal of

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a business is to increase the business
performance, whether it's through sales, sales

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or products, whether it's through automation
and different programs and projects such as that.

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So when we look at leadership,
we need to have an influential leader

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in there. And once we get
the manager and employees trained up, and

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the training should be standardized for all
three, not only at the headquarters level,

371
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but at the regional office as well
as the local office for the company.

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And what does this do It gives
the company a competitive advantage because they

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are all trained up, it increases
the return on investment in the talent management

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that they have, It helps to
retain the best employees that they have,

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and it also increases the valuation of
the company, meaning that if that company

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were to be bought out, then
and they would look at the people who

377
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are working there and they state that
they all trained, they all have leadership

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training because it's the number one skill
that they need, and that valuation of

379
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the company will actually increase. And
that's why it's important for that to happen.

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And people ask, well, well, how can you prove this?

381
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It's easy to prove because we have
a list of companies, the best companies

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to work for. That's what they're
doing. In other words, if it's

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a really good company, they have
the leadership training in place and they have

384
00:31:33.720 --> 00:31:37.720
as many people train as they can
and from that leadership development side of the

385
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house. And so I have a
do have a what I say to my

386
00:31:41.359 --> 00:31:45.640
book, the three pronged approach becoming
a leader of influence. And I could

387
00:31:45.680 --> 00:31:49.359
share that with people right now if
you'd like to. Oh, yeah,

388
00:31:49.359 --> 00:31:55.000
I'd love to hear that. Okay, fantastic. One of the things that

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the first things that people should do
on the first day of person is hired

390
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is to en sure that you include
them in all the meetings. Meet everyone

391
00:32:04.279 --> 00:32:07.559
at the organization, find out what
the philosophy is for the leader with the

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title CEO or the president, because
that person is a leader. And one

393
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of the things that you have to
do is what we call continuous study.

394
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For example, when I was in
the Air Force and I had left the

395
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Air Force for two years. A
lot of people don't know that, but

396
00:32:25.640 --> 00:32:29.359
I left and I was recruited by
mobile oil companies. So when I came

397
00:32:29.400 --> 00:32:31.680
back in to a certain extent,
I needed to be retrained because I went

398
00:32:31.680 --> 00:32:36.839
out to corporate. But what happened
it comes down to continuous study. So

399
00:32:36.920 --> 00:32:38.880
one day I'm walking down the hall
in the Pentagon, happy to be back

400
00:32:38.920 --> 00:32:44.480
in the Blue Air Force Blue,
and I lost my vision and people asked,

401
00:32:44.480 --> 00:32:47.400
why did you lose your vision?
Paul. There was this gentleman walking

402
00:32:47.440 --> 00:32:52.000
down the hall and he had four
stars on his shoulder, and there was

403
00:32:52.079 --> 00:32:57.200
General Colon Powell, and I was
like shocked by the light. I was

404
00:32:57.240 --> 00:33:00.680
like, Oh, that's Colon Power. So Colin Power is someone I and

405
00:33:00.839 --> 00:33:04.920
so many others had admired for all
these years, so I would purchase his

406
00:33:05.079 --> 00:33:08.720
books, I would study him and
other leaders in the Pentagon and corporate world

407
00:33:08.759 --> 00:33:14.160
as well. So continuous study is
the first prong in that three pronged approach

408
00:33:14.240 --> 00:33:19.480
becoming a leader of influence. And
so you want to study continuously and it's

409
00:33:19.519 --> 00:33:22.640
no substitute for leadership development, but
you want to continuously study your craft,

410
00:33:23.279 --> 00:33:28.599
your skills. I was mentioning before
that Air Force put me in so many

411
00:33:28.640 --> 00:33:36.119
schools and I became a certified financial
manager over the course of those years because

412
00:33:36.160 --> 00:33:40.440
they continuously put me in the Air
Force Institute of Technology and all manner of

413
00:33:40.519 --> 00:33:46.720
courses. So continuous study is very
important. The second prong is to actually

414
00:33:46.799 --> 00:33:52.839
give the employees responsibilities. So the
CEO, instead of them doing the work,

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00:33:52.039 --> 00:33:57.039
have you a manager to do that
work to give them some experience.

416
00:33:57.039 --> 00:34:00.799
It's almost like what we had in
the military shadow program. So you put

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00:34:00.839 --> 00:34:08.559
a manager with the CEO with her
and the women is the leader and shadow

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00:34:08.679 --> 00:34:16.320
them and then build them up.
Then what you want to do is ensure

419
00:34:16.440 --> 00:34:21.159
that you put them on projects that's
going to give them that leadership skills that

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they need. Because everyone doesn't come
to organization with leadership skills. They don't

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00:34:24.519 --> 00:34:28.480
know how to lead because no one
has taught them. So part of that

422
00:34:28.559 --> 00:34:31.400
process is to give them that one
on one experience and so they in the

423
00:34:31.480 --> 00:34:36.360
essence, become a mentor for them. And then the third prong is to

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00:34:36.480 --> 00:34:43.159
actually attend leadership workshops and leadership training
because that really completes the process. And

425
00:34:43.159 --> 00:34:47.159
so you have your three prongs.
So they would take different leadership development workshops

426
00:34:47.559 --> 00:34:52.960
and only have one provider provide that
because you want to standardize program. What

427
00:34:53.039 --> 00:34:58.239
a lot of companies are doing,
they're going out to get different contractors to

428
00:34:58.320 --> 00:35:01.920
deliver the leadership dev but it should
be one and that way everybody is on

429
00:35:01.960 --> 00:35:05.920
the same sheet of music, if
you will, from a leadership perspective.

430
00:35:06.480 --> 00:35:13.159
So it's the continuous study providing those
leadership experiences. And people can get some

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00:35:13.280 --> 00:35:16.639
of this working as a volunteer,
for example. If they want to get

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00:35:16.679 --> 00:35:21.639
some experience, find a nonprofit that
you'd like to work with. Are As

433
00:35:21.719 --> 00:35:24.599
i retired, i worked for the
Governor of Maryland and we worked on immigration

434
00:35:24.800 --> 00:35:29.679
issues for people who were from different
countries in the state of Maryland. They

435
00:35:29.840 --> 00:35:32.840
already had their all their paperwork to
be a citizen, but a lot of

436
00:35:32.880 --> 00:35:37.320
things they were not aware of,
like banking. Some people come from certain

437
00:35:37.360 --> 00:35:40.679
countries they don't trust banking, and
so we talked to this is banking.

438
00:35:40.760 --> 00:35:45.320
Here's going to get a mortgage.
A lot of people don't get mortgages,

439
00:35:45.480 --> 00:35:51.159
say, for example, if a
person is from a Arabic country, they

440
00:35:51.199 --> 00:35:54.280
don't do regular banking like our mortgage
is like we do here in the United

441
00:35:54.320 --> 00:35:58.679
States. They have a different types
of banking. So we introduce our banking

442
00:35:58.760 --> 00:36:04.960
to them when they're purchasing a house
or if they're in the local community.

443
00:36:05.440 --> 00:36:09.639
And so what we would love to
do is to be able to get people

444
00:36:10.199 --> 00:36:15.079
and give them that training and experience. So once we do that, then

445
00:36:15.119 --> 00:36:20.360
we just call them their influential leader. Because the people you've trained and you've

446
00:36:20.360 --> 00:36:25.159
getten forse to it's a secession issue
as well, and so that leads which

447
00:36:25.239 --> 00:36:31.000
fifteen percent of leadership at major corporations, they go to a new job and

448
00:36:31.119 --> 00:36:37.400
you'll be able to backfill that with
someone you have identified as a perspective individual

449
00:36:37.440 --> 00:36:42.559
to lead the company or lead the
business. And so that that's really how

450
00:36:42.639 --> 00:36:46.320
that process works, and in essence, that's what happened to me. That's

451
00:36:46.400 --> 00:36:51.719
my experience. It was coming into
the Air Force and them training me about

452
00:36:51.760 --> 00:36:55.199
everything air Force history, and so
yeah, that's how they do it.

453
00:36:55.559 --> 00:37:00.880
And one one thing I would love
to talk about is my basic trund and

454
00:37:01.239 --> 00:37:06.920
kind of sharing with people how that
leadership aspect kind of started. I could

455
00:37:06.920 --> 00:37:10.800
share it just a minute, and
we are getting close to the near of

456
00:37:10.920 --> 00:37:15.000
baring of offer show, but like, if you please do share it in

457
00:37:15.079 --> 00:37:19.559
brief, I'll do it really quick. I had never flown on a plane

458
00:37:19.599 --> 00:37:22.119
before I went to basic training in
Dover, Delaware. I took a Trailways

459
00:37:22.159 --> 00:37:28.079
bus from Raleigh, North Carolina.
I got their third week of basic training.

460
00:37:28.159 --> 00:37:30.360
Never flown on the plane. They
put us on the C five,

461
00:37:30.400 --> 00:37:32.800
which is the length of a football
field. Two weeks later, they flew

462
00:37:32.880 --> 00:37:37.360
us to Columbus, Mississippi, put
us in a two seat T thirty seven

463
00:37:37.440 --> 00:37:42.039
aircraft with an instructor pilot, and
we went up ten thousand feet and the

464
00:37:42.039 --> 00:37:46.039
Air Force allowed me to fly to
jet for a few minutes. That was

465
00:37:46.119 --> 00:37:51.679
hook line and sinker for me joining
the Air Force absolutely. But I say

466
00:37:51.719 --> 00:37:54.440
that just to say this is that
when it comes to leadership, it has

467
00:37:54.480 --> 00:38:00.199
a foundation that goes back several years
in my case case, because you just

468
00:38:00.239 --> 00:38:06.960
don't come in from off the bat
being a leader because there's no born leaders.

469
00:38:07.920 --> 00:38:15.920
I really like that because it's about
we shaped the leaders and you are

470
00:38:15.039 --> 00:38:22.159
shaping them into becoming the leaders that
can lead the next round of folks that

471
00:38:22.199 --> 00:38:27.119
are coming in. As you mentioned, it was with the continuous learning.

472
00:38:27.760 --> 00:38:31.800
Yes, you are developing and nothing
so much powerful like shadowing because you're learning

473
00:38:31.800 --> 00:38:38.519
and action, yes, and learning
and experience. So, Paul, if

474
00:38:38.559 --> 00:38:43.880
you were to summarize like one or
two things that people could take away with

475
00:38:43.960 --> 00:38:49.079
them and implement it starting today,
what might that be? What I would

476
00:38:49.079 --> 00:38:51.599
love to share with people. A
couple of things I love to share with

477
00:38:51.679 --> 00:38:59.119
people is that, again leaderships,
leaders are developed over time. And again

478
00:38:59.760 --> 00:39:04.519
use example of there's no born leader, and that's a myth and people think,

479
00:39:04.599 --> 00:39:07.960
well, because of quarterback. Let's
say Tom Brady, who I really

480
00:39:07.079 --> 00:39:12.519
admire, he's a born leader.
He was developed over time. In fact,

481
00:39:12.559 --> 00:39:15.079
when he came to the New England
Patriots, he was a backup quarterback,

482
00:39:15.480 --> 00:39:21.239
but eventually he ended up winning seven
Super Bowls, and so people say

483
00:39:21.239 --> 00:39:24.360
he's a born leader. Know he
was developed over time. So I want

484
00:39:24.400 --> 00:39:29.480
everyone to understand that a person is
developed over time. And then the second

485
00:39:29.519 --> 00:39:32.559
part I would want to share is
that when we look at a leader,

486
00:39:34.559 --> 00:39:40.039
a leader should be a servant leader, meaning that he or she is in

487
00:39:40.039 --> 00:39:45.559
that leadership position with that leadership title, but they position their manager and are

488
00:39:45.639 --> 00:39:51.960
their employees to succeed by've given him
all the resources they need to succeed.

489
00:39:52.559 --> 00:39:55.039
Let's say if they're building widgets,
just as an example, like we used

490
00:39:55.039 --> 00:40:01.159
to say business class, and they
want to exceed their sales mark for the

491
00:40:01.280 --> 00:40:05.800
quarter, Well, you're going to
have to give them the resources to be

492
00:40:05.880 --> 00:40:10.960
able to do that. And so
what a servant leader does is they position

493
00:40:12.119 --> 00:40:15.639
their entire staff to get the job
done. And when they complete that job

494
00:40:15.920 --> 00:40:22.039
and exceed that sells a goal,
then give them the credit. Leader,

495
00:40:22.280 --> 00:40:24.840
don't take the credit for it.
Give it to those people that work for

496
00:40:24.880 --> 00:40:30.800
you. That's the most important aspect
of that. And the number one quality

497
00:40:30.800 --> 00:40:32.639
of a leader I want to leave
and this is the third one. It's

498
00:40:32.719 --> 00:40:38.239
the quality of the leader makes all
the difference with the success of a company

499
00:40:38.320 --> 00:40:45.280
or organization. It's the success it's
their character that's the most important thing.

500
00:40:50.199 --> 00:40:53.880
Absolutely so tell us where people can
connect with you, share it with us

501
00:40:53.880 --> 00:40:58.280
about your book. Sure, thank
you, dev thank you for asking me

502
00:40:58.280 --> 00:41:02.840
in. It's honored to be here. Beyond confidence. My book is titled

503
00:41:04.199 --> 00:41:07.480
Leadership is Influenced. I'll just kind
of show it here just a little bit.

504
00:41:08.400 --> 00:41:14.280
That's that's what it looks like,
and people can get that at website

505
00:41:14.280 --> 00:41:21.159
www dot leadership is influencebook dot com, or they can contact me toll free

506
00:41:21.199 --> 00:41:25.639
at eight hundred three four one sixty
seven one nine and then by email at

507
00:41:25.679 --> 00:41:30.440
info at Paul Vanspeaks dot com and
they'll be able to get me there.

508
00:41:30.880 --> 00:41:37.079
And I'm just just elated with being
alive, and so I'm doing a lot

509
00:41:37.119 --> 00:41:43.920
of speaking engagements and interviews and getting
in a new magazine, articles, et

510
00:41:43.960 --> 00:41:47.440
cetera. I'm really enjoying this process. The book is really a very transformative

511
00:41:47.440 --> 00:41:52.960
and it has to transformed my business
model. Oh, definitely, thank you

512
00:41:53.000 --> 00:41:57.360
so much. It was an honor
to interview you, Paul, and thank

513
00:41:57.400 --> 00:42:00.159
you for your services, because you
gave us a lot of nuggets and I'm

514
00:42:00.320 --> 00:42:06.360
sure that there are even more nuggets
that will transform people in your books.

515
00:42:06.360 --> 00:42:10.320
So definitely check it out. Thank
you for joining us. Paul, thank

516
00:42:10.320 --> 00:42:15.840
you and the Beyond Confidence audience,
thank you so much, absolutely, and

517
00:42:16.000 --> 00:42:22.159
thank you dear audience because without cheer
as we know that without you, the

518
00:42:22.199 --> 00:42:25.559
show would not be possible. So
reach out to us, let us know

519
00:42:25.639 --> 00:42:30.840
how can we support you, how
can we help you live the life you

520
00:42:30.880 --> 00:42:37.760
deserve and want? So and thank
you one for making the show technically possible.

521
00:42:37.920 --> 00:42:42.639
So be val and take care until
next time. Thank you for being

522
00:42:42.719 --> 00:42:45.159
part of Beyond Confidence. With your
host v Park, we hope you have

523
00:42:45.239 --> 00:42:49.719
learned more about how to start living
the life you want. Each week on

524
00:42:49.800 --> 00:42:53.400
Beyond Confidence, you hear stories of
real people who've experienced growth by overcoming their

525
00:42:53.440 --> 00:43:00.159
fears and building meaningful relationships. During
Beyond Confidence, Vpark shares what happened to

526
00:43:00.199 --> 00:43:04.000
her when she stepped out of her
comfort zone to work directly with people across

527
00:43:04.079 --> 00:43:07.960
the globe. She not only coaches
people how to form herd connections, but

528
00:43:07.039 --> 00:43:13.360
also transform relationships to mutually beneficial partnerships
as they strive to live the life they

529
00:43:13.400 --> 00:43:15.840
want. If you are ready to
live the life you want and leverage your

530
00:43:15.880 --> 00:43:22.039
strengths, learn more at www Dotwpark
dot com and you can connect with vat

531
00:43:22.320 --> 00:43:28.079
contact at dvpark dot com. We
look forward to you joining us next week