 Hey, good afternoon everybody time Stuart here. I'm with Liz Trotter our guests today are Peter Swartz and Peter Swartz Yes, that's not a typo. We're they're so awesome. They're like two for the price of one. How about that? How are you guys doing today? We're great happy to be here Tom appreciate it we're gonna be jumping into a discussion here shortly this is leadership month and Peter and Peter have a presentation that is is really unique. It's really awesome We talk about leadership a lot Normally we talk about in the context of some type of soft squishy type subjective thing Well, they've got an objective way of measuring leadership that's been used thousands of times It's been you know validated and it's a it's a model that once we see it You're gonna really have a deep different appreciation for what the different dimensions of leadership are and Some some pretty good takeaways in terms of how you can develop your leadership skills and leadership skills in your company You know what the day is Liz Don't report. Oh my goodness. You you you Had that on your calendar, right? I'm excited. I like the jokes Well, the number of job openings in total have gone down a smidge not enough to get terribly excited about though I mean, you're still almost know 10.7 million job openings and I'm in the wrong year. I'm sorry Did they go up? They went up like 200,000 Wow hires went down Forget about this. I'm depressed. I can't okay Yes with a show. I'm I can't I can't I can't work under these conditions. That must be the recession Wow, that is That's a big jump. That is not what I was expecting to see Tom if you scroll down to The industry numbers What do we have here like leisure and hospitality which is probably decent proxy for our industry? This is better fire those hires went down and openings went up Yeah, but not not not as bad that number Peter I know that you do a ton of coaching to these Numbers surprise you well, you know, I do peer groups and all this and I work primarily out of the Washington DC area in northern Virginia area and There isn't a person that I a CEO or an owner that I work with that isn't struggling with talent right now It's really it's it's it's just a real problem Here's a graph but Department of Labor does it shows the number of job seekers for every job opening and for the last Several months it's been at point five. So there's two jobs for every person looking for a job It's it's across all labor categories and all professional types So it's just system-wide. It's it's really hard environment to recruit people That's that's not The type of news where we're looking for it's got to get better. I guess which is why leadership development is so timely Yeah Good lead and I mean, go ahead Liz And he's right. That's that's a truthful tie-in right it is more important now than ever. Absolutely Peter I'm really excited for it to have you joining us today You're you're you're a special guest just for you know our audience who who might not know you and They wouldn't because you don't travel in the same circles as we do Peter is a Vistage chair Vistage is a CEO organization. I know number of you out there know what Vistage is well He's he's a chair. He's a recognized chair. He is a cope award winner and Every year Vistage Selects one of their chairs and the chair basically leads a Vistage peer group to be the most outstanding Chair in the world as Vistage groups all over the globe and How many how many Vistage chairs are there Peter? There's 1,250 worldwide now. We're in 27 countries Tom Holy moly and to be like number one out of this is pretty stiff competition too because you just not Not does anybody ever gets you know gets the opportunity to even be a Vistage chair so when you're number one out of an elite group that begin with it's like You know being first in your class at Harvard. It's Pretty pretty hard thing. So we're lucky to have you Peter. I'm very much appreciate you being here. Sure It's a real pleasure to spend some time with you today Are you gonna load the deck or All right, so I just got to say this real quick There are just not a lot of people in my life They can say that they're best in the world at anything like on any kind of a measurable scale, right? That's huge Well, I was pretty good on one day. Let's just call it that There are a lot of chairs that are deserving of this award. I was fortunate enough to get it I you know if I was gonna boil it down to one thing I'd say it helps if it if you love what you do It's not only one day though Peter. It was the right day. It was the right day. Okay, I'll take it any way it comes But so it's very flattering. Thanks for the shout out. I appreciate it my partner today is my son Peter Reza and Peter is has a number of certifications all in high performance and leadership and he partners with me whenever I do a leadership development Program inside of an organization that involves the entire leadership team and Peter Reza does all the wonder ones with the with the cohort in the group and he uses a specific coaching modality Which we can get into in the in the Q&A and hopefully if you're if you like it Liz you can have mom one day to go deeper into what he specializes them so but the whole thing is leadership and It's it's a really timely presentation Because it's the one thing every owner can actually control is how they're showing up as a leader You can't control external Environment you can't control labor market. You can't control A lot of things but you can't control or influence how you're showing up as a leader And we know a lot about leadership now When jim Collins wrote good to great over 25 years ago That book by itself spawned more research into leadership development than any other book in the history of business books And a lot of what i'm going to talk to you today comes from the research That was spawned from jim Collins's good to great and the research that followed So if we can go to the next slide I'll just start off by saying That We our leadership. I believe it's a kind of a gradually than suddenly thing our leadership effectiveness Succeeds or fails gradually then suddenly one interaction at a time One interaction at a time and while no single interaction is guaranteed to transform a business Uh a team or an outcome Any single interaction could Any single interaction could how you're experienced as a leader Determined your impact as a leader How you're experienced as a leader determines your impact as a leader So that's one of the key takeaways I would invite you to consider today is How are you experienced in your interactions with others? And is the way that you're experienced likely to inspire people to follow you? Or shut people down? How you're experienced as a leader determines your leadership impact And why is that so important? Next slide time Because we are living in a vuka world ladies and gentlemen And vuka stands for volatility uncertainty complexity and ambiguity We have just been through two and a half years of the pandemic And just when we think we're going to get a breath of fresh air we get clobbered with double digit inflation a supply chain disruption And whatever else is going on And it's not going to change We are living in a vuka world. It's constantly volatile. It's constantly uncertain It's constantly complex and highly ambiguous all the time I hit we started the conversation before this thing as you know, how scarce the talent is And the type and how disruptive it's become to try and find talent in our business And in fact the level of disruptive change is coming at that is coming at us is unprecedented And we can only expect it to increase as leaders We must learn to navigate the permanent white water in which our organizations operate It's not enough to cope with the volatility and unpredictability in our markets We must develop a new leadership literacy Uh a mastery and agility We either rise to meet the challenge Or we get swamped and overwhelmed by it all As businesses grow Their long-term sustainable success depends on more than developing great products and services Securing necessary funding and hire or hiring and retaining talent It also depends on scaling the leadership So as you go through this presentation It may pertain simply to you. You're basically the leading the company If you have ambitions to scale the business and layer in a management team Then this conversation will relate to that And if you really want to scale the business, it's much more than just growing products and services It's growing the leadership team that you're going to be uh required to lead Yeah Go ahead Tom. How recent is this vuka world? Is this something that's been happening for a long time or would we be having this discussion say three years ago? Or is this like it's just hit us all of a sudden so Where where does vuka come from? Well, it turns out vuka was coined by the war college In response to what our special forces found in the first of rock and afghanistan engagements back in the early 2000s The best trained best equipped fighting force in the history of the world Encountered an enemy that totally fought against all the known rules If the enemy the whole the whole battle scene was volatile on certain complex and ambiguous And that's what our special forces found themselves in the at the start of the fight And in order for them to prevail they didn't need more equipment or better equipment or better training They had to reimagine the whole way they had to fight Right, and that's how the vuka of acronym came to be Was how they how they learned how to do this Fast forward in the great recession of 2008 2010 when I was running visage groups back then And and and to now though vuka the acronym started to find its way into the business world And so it's been in the business world now for 15 years And it's not going anywhere folks. We're we live in a vuka world Yeah, and the only way to address vuka environment is to develop vuka mind And vuka mind is vision understanding clarity and agility As leaders, this is what we need to bring if we're going to solve and address the complex challenges of business life today And business life has gotten very complex since the pandemic I mean we can all admit that two and a half years ago. Half of us were wondering if we're even going to have a business And somehow everybody on this call managed to get to the other side And so somehow you managed vuka environment pretty well And I'll bet if you were to reverse engineer how you got here some of what i'm about to talk about today You'll realize you kind of got there by accident Got lucky Yeah, I mean, you know, so congratulations. I mean, you know, you you brought the vision you got to the understanding You recognized the need for clarity and you were willing to adapt And become more agile in your approach You recognized that what worked two years ago isn't going to work today We have got to rethink the way that we approach the business problem So that's where it's required to address vuka environments. It's developed vuka mind So let's let's go there a little bit. So where I basically want to approach this with a bit of a a metaphor Uh, and I just want you to get curious as you hear this with respect to your personal leadership approach How do you approach the problems of the business? How do you approach? Interactions where you're guiding people to kind of go along with what it is you want them to do And the way I would describe the two approaches is one is more reactive in its orientation and one is more creative in its orientation When collins wrote good to great He described the bottom half of the circle the red the reactive styles as good He called that level three leadership So I want you to be clear as we go through this conversation that the bottom half Which by the way 75 of the entire workforce population that is leading lives in the bottom half their entire professional life So nothing's really broken here It just comes at a price So and we all start our careers out of from this place. We all start out with reactive styles But if you remember good to great and what the all the research says is we have to evolve or develop A more complex way to approach a more complex environment And those are the creative competencies So the leadership journey developed go back Tom a little bit He's excited you want Journey is really about going from good to great From reactive styles to creative competencies and the way I would ask you to think about this as as if it was an operating system We all we all understand that our computers have an operating software And that level of operating software will allow the the computer to perform certain tasks And we recognize that if we wanted to perform more complex tasks faster We need to upgrade the operating system And that's how I want you to look at leadership development today It's your internal operating system And we all recognize that if we want to address more complex problems We have to have a more complex operating system And that's what leadership development is all about from the way that uh, Peter Reza and I approach it in our work Reactive styles which Collins called good Needs to evolve to creative competencies which Collins calls great. So next slide So what you're looking at is a is a 360 That maps out where a leader would stand on on these reactive tendencies and creative competencies And what you see on the right there is the The results of a 360 feedback the dark shaded line On that circle or if I if this was about me that would be my Answers to 120 questions on a five point scale That that produces the 360 result the shaded area are all the people that answered the same five 120 questions on a five point scale about me And you can see that there's some differences So you'll see here that this particular Profile shows the leader is highly creatively experienced by His team Yeah, because all the shading is across the top That's ideally where all leaders want to be Is that kind of experience by their the people that experience them as leaders and and it's there in the feedback What you see to the left in the scatter dots there Is it turns out through the research That that top half of the circle those creative competencies Are highly correlated to leadership effectiveness In fact, that's correlated at a point nine three I don't if there's any statistic folks on the call A point nine three is a holy cow number. I mean it's it's very large So this is highly correlated all the research is very clear That if you're going to take on the complexity of today's challenges Then ultimately as a leader you want to be at the top half of the circle And and what that says is you're experienced differently When you're at the top half of the circle then go to the next slide tom This would be a highly reactive leader And you can see that the way that leader is experienced is very differently All the all the responses are shaded in the bottom half of the circle And so and you can see at the scatter graph to the left that that's highly negatively correlated to leadership effectiveness at a point six eight So the research is really clear That react that creative competencies are really where we want to be as leaders But I also want to be very clear that reactive leadership the bottom half of the server Which by the way 75 percent of all leaders and managers live day to day Is not broken necessarily Um reactive leaders can and do get results Sometimes extraordinary results They may sell more innovate more deliver more than anybody in the organization But they often leave behind a trail of broken disenchanted and disengaged employees and peers And stakeholders who feel pushed coerced pressured or let down Reactive leaders can create an unhealthy or or else ultimatum culture that brings burnout and diminishing returns over time So this the bottom half of the circle Usually comes with a price And I'll tell you a funny story about When I get through the slides about a well known example of a highly reactive leader and I'll get there at the end just to kind of illustrate this But basically if you go to the next slide tom So if I'm reading this right if if you can put yourself in the top of the circle With the correlation that of point nine three You're almost guaranteed to be a highly effective leader If you're more normal and and like most of this you still a point six correlation doesn't I mean you can still be effective down there You still get results. You can get results, but usually at a price And so and and so here's the here's the ROI slide Why should I invest in leadership development? Why should I go through the effort to develop myself and maybe my team? Well, it turns out that top 20 percent that that slide it has the the shading in the top creative Gets a two x return on profit That's what leadership development can bring to the organization I like that reason It's pretty compelling and this is this is out of the research And so and you look at the bottom half of the circle gets a minus one x they actually lose the company money So, you know, this is why it's so important particularly when talent is so hard to get and retain That if some of that talent is leading the company Are they leading and are they experienced in a way? That's likely going to bring out the best in their people Are they experienced in a way that creates a positive positive impact or are they experienced in a way that creates a negative impact? So when we look at the jolts report or if we consider the fucco world that we're in You're going to be more successful the odds of being more success for a lot greater If you can get to the top half of that circle Yeah, and and the reason I mean, there's Of course, there's the business reason the the numbers the profit and all that kind of yield But there's another reason in why I do the work frankly I think it takes less out of the leader and less out of the organization. It takes the rpms down inside the organization It's less organizational stress On on the leaders and on the organization when you lead from a more creative place less burnout occurs there So it's really an important consideration to take Seriously with respect to how you're being experienced as a leader So, let's put into some research. That would be the next slide So I want to share with you this this research by the way is is Maybe three years old It comes out of the book that I'll share with you at the end. I have an eight page book summary We're happy to share with anybody at the end of this if you want one Send an email to peter reza and his contact information is below in a minute But when we do a 360 and you get the kind of results that you see on the right All this is done anonymously, by the way, we have a way to make the feedback completely anonymous. We also ask three questions And the evaluators the people giving the leader some feedback can type in anonymously Their responses to the following three questions. What's the leader's greatest asset? The leader's greatest liability and the leader's greatest area of improvement? And we now have And we now have over a million of these responses in the norm base And the the founders of the leadership circle have been able to mine this data these written comments And they've synthesized it into some findings which I want to share with you now And just before we go to the slide We're going to look at the top half the top 30 of all the leaders Which is the top half of the circle so the top if I was to aggregate The the hundred thousand leaders that ever have taken this 360 the top one third Of that grouping would be aggregated by the profile on the top right That's that that represents the top third the bottom third Of those hundred thousand leaders that have taken the 360 is the is the circle to the left So we're going to just look at the top one third of all leaders on according to the Science and the bottom one third. So let's go to the next slide Next slide you go the wrong direction there guy Okay So this is what comes out of the written comments And what we've been able to glean from that are what we call thematic strengths What works? Creative leader strengths what differentiates the most effective leaders? And so what just to look down the center column where you see thematic strengths and you'll see some descriptors thematic strengths Strong people skills visionary team builder personable and approachable leads by example passion and drive A good listener develops people empowers people positive attitude So these are the themes that we were able to glean out of those a million comments That evaluators gave to leaders. This is kind of how we would describe leaders that we work with Right in our written comments. So go to the top left under the creative and you'll see 79 What that means it is 79 of the time Three or more people that were giving that particular leader their their feedback comments In their theme the theme was they had strong people skills 79 of the time three or more people Would thematically express in their comments that that leader showed strong people skills That's that top half of the circle Look over to the reactive only 28 of the time Will you see that written about high reactives the bottom half of the circle? And now just take that all the way down And you'll see That these are thematic strengths for the top half of the circle And this really shouldn't be a surprise to anybody on this call because we've all seen good leadership in motion And if we were to describe it we would use language like this You know one of the things that I like on here is it's a quick illustration about why Even those um reactive leaders are getting some results because passion and drive is so important And being a visionary is so important for that leader Well, it's so interesting you point that out lives because what's going on that on passion and drive the high reactive score higher than the high creatives What's going on there? Well, here's what we know Uh, yeah, they high reactives are driven. I mean they're driven to the point where it's tough to be around them sometimes Yeah, uh, it's they're passionate and they're driven, but it's all about their agenda They're not servant leaders And so that's the way that's why that shows up that way So it's very interesting that these strengths can be can actually work against you if you're not careful And we're going to get into that in a minute, but here's the thing that I in I want to invite everybody on the call to consider How would you be described? By the people that you lead would they use language like this to describe you Are you experienced this way? And how would you know? And if you have a leadership team the level leadership level below you Are they experienced in language like this with their teams describe them this way? So the idea is How you know, of course you want to describe this way? What's your plan to develop yourself to ensure that in fact you're described this way? This is what leadership development's all about and why you should take it seriously Because people that are described this way have a different impact On people that are described by the next slide What's the statistic creative leaders endorsed 2.3 times more than reactive leaders? What does that mean? It just look at the two averages at the bottom You'll see average 54.4 and average 24.0. That's where that comes from And so leaders high creatives are going to use they're going to be described this way much more often than high reactives okay So now let's look at the bottom half of the circle the way those people are experienced by others in the written comments And what's curious about this is a whole different set of language shows up Look at what shows up passion and drive is there but go down to second circle strong network or domain technical knowledge results focused intelligent and brilliant creative and innovative and and you'll see that You know look at the way that the scores show up If you look at the reactive 61 of the time three or more people will describe Passion and drive is as a part of it. But if you go to the left, you'll see 49 of the time They say the same thing about creatives And so if you go down here and net it out Sum it all up It turns out that high creatives score higher on these as well So what is this telling us? When we're looking at reactive leaders thematic strengths It turns out that these are non differentiating What that means is these are table stakes folks You don't even get invited to the game of leadership unless you can do these things And think about it the cfo that got promoted got promoted because they were a terrific accountant That's domain technical knowledge Everybody gets promoted because they were good at the thing they did before they were subject matter experts That's the ticket to the dance. You don't get to be in leadership unless you can do all the stuff that's here This is non differentiating. This doesn't change the game. You of course you have to do this So it's not enough. It's not enough to be experienced this way You need to be experienced this way and the previous slide way unfortunately Many high reactives are experienced in a way that we're about to discover next slide so It strikes me on this slide that the attributes that we're looking at are kind of What you're you're taught you need to be good at as you're developing your your skills the stuff in the slide before And it doesn't get nearly as much attention does it nobody teaches us how to do this We didn't learn this in college. What we went to college for was the counting Right What we're taught is subject matter expertise, of course and that and so This is why the journey to leadership is so difficult Is it's and it's and it's an entirely different skill set. It's a relational skill set not a subject matter skill set So here's a here's how high reactives the thematic liabilities that come up for high reactives the bottom half of that circle And now look at all look at these these descriptions and all of us have had experiences with leaders That have shown up this way. We all probably have been led this way 63 percent of the time three or more people Will describe a highly reactive leader has having an ineffective interaction style. They don't relate to the people well That's a big number It's a huge number And and go all the way down. I mean it's over demanding micro managers How many of us on this call have promoted somebody and they just micro managed the hell out of it And then what happens people quit those people and we wonder what the heck man in this in in the in the Dirt of talent that we have we can't afford to lose people to managers that are micro managing them People don't quit jobs. They quit their managers So look at these thematic liabilities and so now i'm again i'm going to challenge the audience on the call If you were being described by your team Would any of this language show up in the way that you're experienced And how would you know Strikes me that team that held countables on that list all the others I would have you know could have could easily guessed but I wouldn't have naturally have Assumed the accountability part And again, you know, there's a lot of reasons why people don't hold teams accountable. It could be because They're afraid of hurting people's feelings when it's time to give them tough feedback I think that I find that's usually the biggest reason is they they're afraid to have the tough conversation So they don't want the team accountable Yeah, they want to be nice or give second chances or yeah Here's the thing It comes up in the written feedback people are dying to be led. They'll tell it to you in your feedback They want to be held accountable or Well, I mean, obviously that but they also want other people to be held accountable They hate your high performers, right? They can't stand it When people aren't being held accountable and they're high performers high performers will quit If if if the if there isn't a culture of accountability Yeah So let's go to the next slide This this slide here changed the way I coached when I saw this Four years ago three and a half four years ago. It gave me a new way to approach the problem And this is what peter junior specializes in is is the cancellation effect and he does it through a specific modality um And and so look at the thematic strengths for high reactives the left-handed cop. Go ahead. Hold on Was that english? Could you like say that more simply? What's that that what what does peter do? What does peter reza do? He helps people resolve how they cancel themselves out He helps he helps surface How they're canceling people themselves out, okay? So for the leader they they're able to be able to see what they're doing Okay Well, he does through the way that he doesn't he can get him to chime in on how he does it But he helps surface what's canceling the leader out Okay, the unfortunate part is we're blind to it. We don't even know we're doing That's why these things are called blind spots So that the so but I love the language of it because if you're canceling yourself out It presupposes. There's something good being canceled out And that's the reactive leaders gift. That's the left-hand side of the column All we everybody brings leadership Goodness to the job. We're canceled out by all the things to the right Nice And so what a tragedy that is It's like driving around one foot on the gas one foot on the brake or running in sand all the time No leader wants to cancel themselves out. Of course But we're doing it every single day And as leaders of leaders if you've ever led a team a lot of your frustration arises because my team is canceling themselves out on the job and I can't get anything done And so what do we how do we get this surfaced? and talked about But so this really this was an eye-opener for me because it just changed the way I had the conversation with leaders In a way that that it was it was more likely that they could actually hear it Because it presupposes they're bringing gift to the party That's being canceled out Yeah, I love this I can see how people can hear this message. You're not saying I'm bad. You're saying I'm great But unfortunately people can't see my greatness because of these other Because I'm can't it's canceled out by a full interaction style. I over manage. I I'm over demanding I don't show I have I lack emotional control So as as soon as we identify that Then we can start working on The cancellation effect we can start to address it You're hitting us hard peter because tom and I both keep wanting to interrupt you This is I mean This gives you hope though, you know a lot of times you look at the The diagnosis and god this sucks is hopeless But you look at it this way. It's like I got all this awesome stuff going on I just got to work on some of the stuff on the right hand side and Think about how truly awesome we could be and here's the thing and I think you make a good point there When I work with leadership teams when my my son and I work with leadership teams What we focus on is we have every leader just pick one big thing One thing What's one leadership habit? You want to develop That will basically change the way you're experienced as a leader And it needs to be an aspirational statement But there always comes with start stop behaviors The start behaviors are up in the top half of the circle the but the stop behaviors in the bottom half of the circle The stop behaviors are always this cancellation of effect thing And we pay attention to it for the entire leadership journey usually a year And the the leaders the the research is compelling on this that positive movement on one big thing A habit built around one positive leadership impact Positively addresses the entire half of the top half of the circle. It's that strong I totally make sense But you're you're setting expectations though because what I'm hearing here is that this isn't a quick fix There's no pill we can take to become the the visionary leader. This takes time and effort It's called development and development is experiential It involves mindset shifts belief shifts It's work and it's rigorous. It's why only 25 of the world that ever goes on a leadership development journey will ever live in the top half of the circle It's infinitely doable But it it takes time. It takes intentionality. It takes deliberate practice Which is why uh peter junior and myself have jobs In a lot of job security and well, I have a bright future. Let's call it that So I I always like to conclude a quote by dillbert in my leadership presentations He's my other leadership expert And here's something by dillbert. Did you see the article on the internet about the five signs? You might be a bad boss. Yeah about 70 people forwarded the link to me Well, that was number one on the that was number three in the list. I didn't read it. Well, that was number one I like that The question here is What are you going to do about it if if you recognize or if you can accept that How you're experienced as a leader determines your impact as a leader And if we're not mindful and intentional we could in fact cancel ourselves out Then where how do you go about making progress? And so that's kind of where I mean there are a few more slides if you want to get to that We go through the next slide really quick tom and then we'll open it up for conversation. Well, we've got time Oh, yeah, we got plenty of time Yeah All right, I would invite it. I would say it really breaks down into four things the first one is awareness How self-aware of you? What do you pay attention to? I would say Focus is the new iq folks We're being bombarded with information every single day. It's not information. That's a differentiator It's what you choose to pay attention to that's the differentiator Focus is the new iq And with respect to leadership development Are you aware of how you're experienced as a leader and are you paying attention deliberately and practicing? Something that will have your experience determine your impact as more positive than negative next next pace You need to be evolving. This is the whole vukat thing folks as leaders We must be evolving At a pace that matches or exceeds the complexity of our environment Or introduce or we will introduce friction into the system And it's not just enough for us as the leaders of the business Oh, if we have leaders on the team, we have to be developing developing them at a pace That matches or exceeds the complexity of their environments So you we have to be developing it's a strategic imperative if you want to be best of breed You have to be on a leadership journey next next far In pace meaning I guess making progress is necessary, but if it's not at the correct pace if it's not fast enough Well, yeah, I in fact tom. I would say disruption is the new competitor Disruption is the new competition It's not the the business that just came in down the street. That's charging 10 less It's the it's the innovative thing that doesn't exist yet. That's just around the corner That's going to throw a monkey wrench into your entire business proposition And so this development of vuka mind Is so so important to be able to deal with disruptive forces and the paradoxes that we're faced with today in business The third thing is impact, you know as leaders we bring the weather Are you aware that every time you walk in the building went back when we were coming into the office on a regular basis That everybody was looking to you On whether or not you had a smile on your face or a frown on your face And that determined how their day was going to go You know we as leaders bring the weather We have to regardless of how tough the day is we have to emotionally regulate We have to always breathe positive. We have to be real, but we have to be positive It's about emotional control and flexibility And then finally the last bug a nugget there to Adaptability how adaptable and capable of meeting the complexity of our business as leaders were always facing two types of challenges There are technical challenges That's the bigger better faster cheaper thing and of course we've got to be addressing those But the second and more important of the two talent challenges are adaptive in nature And an adaptive challenge is the requirement to solve for a problem where no solutions seem to exist Nothing that we used in the past will work to solve this particular problem The pandemic was was full of adaptive challenges Most people that I worked with never believed we could get work done remotely And suddenly we figured it out. That was an adaptive challenge folks And we're and we're consistently Being pressed with adaptive challenges going forward and creative mind the top half of the circle It is better equipped to handle these four things than the reactive mind This makes a ton of sense Yeah, and it's it's interesting because I can I mean, it's all interesting but another point that is really interesting is I can see how Because we've been taught this way this reactive leadership and that's what we've seen and that's what we've seen modeled etc that we can Even when we're trying not to go into it It can pull us and draw us because that's what we've seen. That's what we know And even some of the words sound right They sound like what we're supposed to be driving toward And so much of these reactive tendencies are part of our identity Which I'd need three hours to get into that and that's what uh, peter junior deals with is how our mental models Shape the way we behave as leaders And why it's so important to understand that inner dialogue that we're having That informs the way we show up as a leader And so You know, here's how you scale leadership you start with yourself for anybody on this call I would get serious about one area of improvement What's one thing I know I need to get better at and just get committed to doing it And if you need to reach out for for help there are resources out there like me and peter junior or other other ways to get help on this But start with yourself Get better at something And once you feel your own progress and start to prove to yourself that you can actually do this thing Then push it down to your team And then take it throughout the rest of the organization I'll tell you a quick funny story and then I'll we'll turn it over for questions and go to the last slide A lot of times when I'm doing presentations like this, uh, I'll get a question like well, it's just me I'm I don't really want to build a leadership team. I don't think I want to get much bigger than I currently am Should I take any of this seriously or is this for companies that just want to grow? And the story I like to tell here is that a Seinfeld you everybody's probably heard of at least Seinfeld, right? And does anybody remember the soup nazi episode? Oh, yeah So we all know the soup nazi he this guy was Had a was famous For his outrageously delicious soup. He had domain expertise That guy could was the best soup maker in all of manhattan people would line up around the building to do it And of course when you uh, when you get in to get your soup, you're going to experience soup nazi a certain way Right? Yeah, and it worked He was selling soup all day long Well, what do you think would happen to soup nazi if he decided to open up a second location? What would the struggle be for soup nazi? Who's going to be the nazi? Well, I mean since he's the nazi What's it going to be like to manage a remote location where he's not on at 24 hours a day? Yeah, and and what's it going to be like for that team to work for soup nazi? Do you think it's going to be high control and high directive and really hard to work for? Yeah And and so You know, that's if you're growing your business. Let's just say soup nazi never wants to grow It's always going to be one location. You think soup nazi ever takes a day off No, he can't he can't why Because who's going to be the nazi if he's not there Controls everything everything has to be his way. He doesn't empower anybody. Nobody trusts anybody Soup people don't know how to do anything So, I mean So kind of a dramatic way to talk about leadership development But if you want to run your business on less rpms grow the way you're being experienced as a leader So the business can operate without you. Yeah, that makes sense A lot of soup nazis out there running businesses So, uh, let me just if you go in the next slide Next one after that. This is the research is out of this book Uh, just before we get into some q&a if you want a complimentary coaching session I have an eight page summary of the book scaling leadership We can send your way and we're also certified in the predictive index It's a it's a kind of an assessment to to let you know what your strengths are your drives as an individual It's a lot of fun learning about yourself The first thing you got to do is learn about yourself before you can learn about others And if you would like any of that the contact information is at the bottom Peter Reza is my partner in this he'd be happy to follow up with anybody that's interested in having a follow-up conversation I'm going to take all this information and drop it and chat Thanks, Tom so, um Peter Reza Just a couple of words on on how you help leaders Remove the cancellation effect So if I actually like your example of the soup nazi Right, so why is somebody like that so rigidly uptight about his soup? And what we find out is that when you start to look inside what's going on with leaders like that They've attached some form of meaning to either behaving in a certain way Or not behaving in that way So the hypothesis is that if the soup nazi doesn't have control over the soup That he's made something true unconsciously About what that means So that might mean something about him Or that might mean something about his worth That is unacceptable or scary or intolerable to him and so in this framework of coaching We call these unconscious assumptions and every leader and every performer Has unconscious assumptions that they're making about themselves about the world About their product and all of these things determine how easy it is Or how difficult it is for them to engage and change So the the role of the coaching is to become aware of okay, here is the outcome That we want to move towards as a leader. Here's the things i'm doing or i'm not doing And then what is it that I might be believing unconsciously? Where have I attached extra meaning That is no longer true That's preventing me from showing up the way I want to show up And this is pervasive in absolutely every area for the leader when uh, peter Senior was talking about How your experience and how you show up as a leader. We have unconscious assumptions about our self image We have unconscious assumptions about the way we expect people to respond to us And so it's mission critical if we want to be as effective as we possibly can to have some form of ongoing practice where we can Uh align those unconscious assumptions with the outcome if that makes sense So Do you do you start with becoming conscious of those unconscious assumptions? Yeah, and and you know just because it's the word unconscious A lot of people think unconscious is like this deep buried hidden thing But information can pass from unconscious to conscious and back from conscious to unconscious very easily So for example Right now Until I finish the sentence. You're not consciously aware of the sensation in your right foot But the the information was outside of conscious And that bang right there into consciousness, right? Well, well these unconscious assumptions are exactly the same way So we look at the outcome and we say, okay I'm doing this or I'm not doing that And if you want to know what the leader's belief system is you follow their feet You follow the way their feet move. What is the actual behavior that they're engaged in? And we work backwards from the behavior We find out why is the new change slightly icky or uncomfortable? And then that brings into conscious awareness whatever the belief system was And once you have the awareness of the belief system It actually becomes easy enough to shift the belief and then now you're just training in a new habit At that point. So what what uh, peter res is talking about is upgrading the internal operating software. Yeah, you make that You make it sound really easy Yeah All you have to do is just create a new habit. Yeah, well, well when when you were a kid When you were a kid you probably believed In something that you no longer believe in now. Yeah, you probably believe in the easter bunny. You probably believe in santa claus There is a natural process For changing your belief system. The coaching takes advantage of the way Beliefs change naturally. So once you have awareness that if I let somebody customize their soup That means that I'm unlovable or something like that once you realize that you've been believing this lie unconsciously It's pretty easy to Create a new belief system there Wow So that's why leadership we call it leadership development You don't you don't have an hour-long seminar with two passionate people like me and peter junior here And now you're suddenly fixed you have to dive in and you have to go deep and you have to do the work of the work Yeah, but the other side is very very promising And I guess i'm also thinking that regardless of where you fall between You know The objective spectrum there's always opportunities for improvement None of us are anywhere close to being perfect at this I have you know, I have a few more years on me than peter reserve So I I've bowed all down to one single word and that's growth and it's forever And I've just embraced the fact that i'm just going to be growing the rest of my life and that's a good thing I'm not expecting that you've ever seen one of the circles or everything's on top or everything's on the bottom I've seen so i've been doing this for 17 years. I've done four 500 d briefs Most of them the predominance of the circles in the bottom half Yeah, and then and then I've worked with leaders and and teams for long periods of time You know, I have through vestige uh tom And three years later a leader will take that assessment again And if they're really intentional on the journey suddenly you'll see a shift in where the gray appears And that is a you know, it's not a surprise to me. I've been watching them grow But what a what a moment when they see that it's been evidenced as true by others, too And that's huge because it takes a while for other people to change their mind Yeah, even if they see like yes, you're this yes, you do this things now Yeah, change their mind about the story that they have of who you are That is very true listen and I That is I found that to be true in almost every circumstance that you create a reputation for yourself That's hard to outgrow And so you've got some minds you have to change along the way and the only way you do that is behaviorally You got to show up differently consistently over time But what you said is that it absolutely can happen because with the coaching you have seen it shift from bottom to top So it can happen It does happen it you just have to decide you want it Enough to put the work in what the heck with that word decide That's always the tricky word people you're all right. It's hard to decide that i'm really going to do it Well, I'll give you a tricky little reframe there the decision not to decide is also a decision Smart people what the heck? Yeah, that's good. It's good doing nothing doing nothing is a choice. Yeah Yeah Well, we are Right at the top of the hour This was Really good stuff. Um, I had a lot of fun doing this and I have hate of notes Yeah And the really cool part about this is and again, this is in in chat where you know, I dropped all the contact info and uh How peter r's uh email address Take advantage of that as an opportunity. There's an assessment that where you can see You know, you set yourself and see where you fall within the circle and you know, I I did it We're out of time. Luckily, so we can't But uh, you'll you'll you'll you'll get some insight about yourself that that will be useful Um And uh, Liz uh, peter peter reza would be happy to talk to you about hit the immunity to change coaching framework that he uses That's a certified at a harvard. Okay. That's uh, largely where he was talking from today and it makes for an interesting presentation All right, I'm gonna send you another email peter because I got a request my eight page summary and I got to get all the goods too, right? No, yes, and I'm really happy to tammy. I just have to shout out for tammy today She's been working with a hard A couple of hard issues in our strategic success circles And she wants to make some of these shifts. I'm sure that and she's got a big thank you on there I'm sure this is like super impactful for her. So Yay tammy. Good job Uh, we're just real pleased to share our passion with you all hope you got something out of it And so thanks again for letting us talk with you all Well, thank you very much. Uh, I guess that uh does it for us today We'll be back next wednesday five o'clock eastern smart business modes. Take care everybody. Take care. Bye. Bye