 So let me say welcome and thanks to all of you that have joined us today. I am thrilled to have Juan Kingsbury back and to talk to us about the new work mindset. So Juan is going to share with us a little bit about a new release that he has and we are going to talk about this new work mindset. If you joined us in the chitty chat chat, you might have heard a little bit about the work environment and you know working remotely and how that might take a play and the conversation book of the mindset. So we will be eager to hear Juan what you have to say but first before we do that we of course want to thank Julia Patrick, CEO of the American nonprofit Academy for coming up with this wonderful idea of the nonprofit show. Here at ransom the nonprofit nerd CEO of the Raven group and I am super honored and privileged to serve along as the co host, although while the cats away the mice will play. So today I have full control over today's episode and thrilled to have the continued investment and support from these presenting sponsors. It would not be where we are today in the nonprofit show if it weren't for these very generous and very committed to the nonprofit sector companies that you see right here on the screen. So if you haven't checked them out if you haven't seen them, please make sure that you do check them out they truly exist for you, they exist to help you do more good in your community and in your sector. And you know, we talked a little bit with one in a few weeks ago and one I can't even remember which date that was, but one Kingsbury joins us today. One is the CEO of career blind spot and I want to welcome you back one. Thank you, and I'm going to call out kind of like Eminem at the end of eight mile that yeah I am wearing the same shirt that I have in my bio picture from my book. Okay, because I noticed that and I'm thinking is that a shade or is this like spot on. Yeah. So thank you, thank you for having me back. You know, it's like last time we did performance harmony. And in terms of the team dynamic whether you're a nonprofit sports team for profit. At the end of the day you want people in sync, not necessarily best friends but so a new work mindset is kind of all the nuances of why things get out of tune so to make a call back for those loyal listeners. I love that and again for everyone you can always access our archives. Now one in our previous show that he just mentioned planted this seed and did a great teaser that oh you know I'm working on this book and so one tell us about the truth about leaders jobs and ourselves at work because we want to know more about this book your book launch what it is that's between these covers and how it will help us. Well and thank you because this is, it's my way to share the philosophies the trends or the casual research that I've had for, I think I've been in this business of consulting team workshops, personal assessments for almost 15 years, 10 on my own. And what this is is a collection of, oh I see the same problem again and again and again be it a hiring issue we can't get the good fit we have a team dynamic issue, our leaders lacking leadership qualities or someone's refusing to step up or doesn't know how. So I realize, oh it's this mindset which over generalize. But you know earlier I was telling you know when we're sick, you know inflammation is a big word now, you know something's causing you to be inflamed or there's something off with your gut. It might be overly simple, but you know if you don't feel great if your tummy is a little upset, you know you don't feel great and so I realize it's this mindset, but not just of the person we like to point the finger in the workplace. And that's why one of the upcoming slides little it's not vulgar but it's not you know something you say in church is is the reference that I think we all know whether or not we're a high performer we're okay. We all know what it's like when someone doesn't have a great attitude in the workplace. And that is the crux or at least a subcategory of the bigger symptoms that we see people aren't getting along. I don't trust them I don't like them I can't you know the list and the negative list goes on. The list of solutions for me anyway is actually very simple and so that's what the books about. Hopefully get in hands of a lot of leaders but hopefully those leaders also put in the hands of people they see a lot of potential in and want to help, but maybe don't know where to start. And you said, I believe in our chitty chat chat or maybe even before that. This is your first book is that right. It is and writing a book. It was a lot of fun. It was harder and it's probably I struggled is this for leaders is this for an employee is this and I kept this is probably, you know, we hear about movies that the original script called for this or it was a horror or now it's a romcom you know it's like this is like the fourth version duration of what I wanted to put out there and it's kind of a marketing tool for people to get to understand my style. But more so I'm trying to going back to that word the truth. I mean how often in an interview you're hiring someone to someone tell you the truth about why they left their last job they have not calling them liars, but it's kind of like how often are we telling the truth on our first date. And so I was trying to take my my tone my sense of humor little self deprecating little. Not controversy but just basically what do people say at happy hour, you know that gets lost back in the office and how can I turn that constructively so I use the word truth. And it's it's really my truth that I've seen, but I'm trying to be very objective of this is why it's happening. And if it does change here's what's going to need to shift. So, so yeah it's it's it's my first shot at doing that and what I'll tell you is I do plan on writing a whole lot more. So not to plant future seeds but I feel like if you're good at that yes. But yeah if you're an expert in nonprofit or I know a lot of pharmacists or people, they can talk about blind spots and their field a lot better than I can I can get a big picture so one of these days I would or not one of these days. Sometime in 2020 I'll be starting that with who's going to be the first person who who basically takes this framework to help their peers who are striving for a better workplace. Now, I love that so let's go to that what you shouldn't are usually say in church right. Why can't people just do their damn jobs right like we hired this person or people. They know the job requirements the responsibilities they know what needs to be done the system the process, but they're simply not doing it right so why can't people just do this. And that's. So I mean, if we're being honest. Yes, this is our conversation. We've had that about a conversation about a peer or a restaurant service provider or someone. Unfortunately, and you know you're going to the doctor hospital. It's not like I hate this person they're terrible but it's like all I'm asking for is this. The chances are someone's also thought that of you at some point in time. Now what they think your job is versus what you want to do. There's all these different things going on so so basically what I'm getting at with that one of the earliest quotes in the book is, we've all been frustrated by people doing who who we expect to do x, y and z, but don't always like I'll give an example. If I'm paying for a five star restaurant probably on my honeymoon maybe a couple other times with with clients. But if I'm paying if I'm not paying my expectations, maybe not as high. But if definitely if I'm paying for five stars, and I get four stars. That's popping them. Why can't they do this like I paid for this. I'm paying for three stars, and I get three stars. That's what I paid for you know at least if I'm being honest with myself. I know some people who go to three star places, expecting five star and they're mad. You know, expectations are otherwise so that is our expectation there's the keyword that we think people should be doing ABC, when you go to the DMV that you believe they're supposed to move you in there and out of there as fast and Yes, they however might have a different expectation or demands, etc. So the first thing is it's, we're just what we think is the finish line, compared to what someone else does is thinking is the correct thing. We're off base, and it doesn't often have to be very far like for example, we were just talking about remote work from Phoenix, if you were you and I are like hey let's go to California. And you're like yeah all right let's go let's drive. Let's go West we're going to go to the beach. Well we could go to San Diego we can go to LA there's a lot of choices, but just between those two that's pretty close. But all of a sudden we're going to start fighting with each other. Once you know was it do we take the high eight the 10 etc. And so those expectations the finish line of what doing a good job work is everything. It's not personal, although it soon becomes personal, but the reason people can't do their job is because they're doing a different job than you think they should be doing. You might be right you might be wrong, but if they have a job tomorrow. They're incentivized to continue to do that job that they're already doing. So I'm hearing that that's really communication right like communicating the expectations of, okay yes we're going to the beach in California specifically La Jolla or whatever right so. So we need to have that increased communication does that play a factor into why people can't just do their job the way that we think they can. 100% and I do hope you know people order it or at least check it out but it's a really easy short book, and I debated on doing that. But I was like I'm not trying to write 300 pages to make 300 pages but I'm just going to tell you that the five chapters that are in there. Why can't people do their damn job chapter one culture is a choice sort of three reason, three reasons that we work five career blind spots and simply put get more fist bumps those are just the general themes of it. And so, at the end of the day, culture is a choice shorter, sort of to your point about communication. That's where it starts and ends leadership. If it if if all the attention is on Oh these two departments are squabbling sales and service or this boss etc. But what's leadership incentivizing or de incentivizing. And so that's why culture is a choice you can shape your culture to a degree just like and I'm not a parent but I think last time we talked about you and your son you as a as a parent set an example. You can tell him what to do my mom you say do as I say not as I do. But the way a leader relates to their own job really sets the tempo for everyone else. And so if the leader is a really great communicator which also means admits fault because we're not perfect. Well then you have a better than a puncher's chance that everyone else will do that too but even still not so much. But if leadership is not clear open consistent course corrects. Guess what you're setting up the odds that those people who aren't getting along. Are they going to communicate effectively. Kind of that that same which takes us to that mindset right and and the motivation because I can imagine that these two might go hand in hand motivation into mindset as well as communication. 100% and you know my background with team workshops, the disk assessment, I think you're familiar with that before. So that's other people might say or companies might say it measures x, y and z. What we do is we only claim behavioral communication or even more laments. It's how you prefer to communicate. Not what you're good at it's if it's up to you you'll be highly influential big ideas or more steady compliant play it safe etc. If it's up to you. It can correlate with skills but the disk assessment is not measuring skill. So how you communicate has a lot to do with this. So if you have an energy or question of mindset and motivation, those are more some particle or at least correlate, because this does not tell me that you want to be a nonprofit leader actually a call back to I think we talked about this last one. You're very entrepreneurial for a nonprofit person, you have a very, let's get ROI let's be intentional etc and feel free to push back on that because I know you're totally right I want to put profit back into nonprofit. There's a lot of the attraction I'm not saying everyone but is we want to help altruistic it's not about the money well eventually it will be your idea, if it's worthy is going to be able to produce this in some way it's not always a correlation but if this matters to you you're going to find cash flow grants whatever it is. So motivation and mindset are less changeable than behavioral preference, because you and I will you're a you're a host I have my own podcast group lines but we like to talk share ideas etc. But if all of a sudden, I don't know someone we really respected showed up on this podcast and was, or on the show and was telling us all these, we'd be quiet, you know, we'd start to listen we'd want to chime in, but we can adjust that. What we can't really change is your engine that you want to see the profit in nonprofit you same same with me. So motivation and mindset go hand in hand. So that is one thing. And that's a big thing to know what you're motivated by it actually that the end of the last chapter get more fist months is about figuring that out what really motivates you. Not trying to plug my business too much but using a good assessment that goes beyond this will help people see that otherwise chapter five will help you. But the other part is, and I don't want to be I don't want to jinx anyone, but you can be doing great work right now, and getting paid really well or cash flow whatever it is. But then all of a sudden whatever the next covert is or the next economic crisis, and you can get knocked on your rear end. And that's more the previous chapter of the three reasons that we work, regardless of your minds or your motivation. People go to work for three reasons this actually I borrowed from a book, the go giver, it's a very it's a very short sentence but they mentioned, are you familiar with the book the go giver. I have no, but I'm going to write down. It's a pretty simple book, what we call like anecdote not fairy tale but you know it's fictitious story about basically how to do networking way better and get way better results but it's flipping and it's on its head. But there's a short line where it says there's three reasons that people work to survive you know pay your bills keep the lights on to save, you know, have more money get nice things etc and to serve an retirement maybe. Yes, exactly. And so, you know I really took that concept and ran with it I did a little research I was like that where do you pull this from and I'm sure borrowed it from someone else. But what I realized is, even if you're serving and you're making good money, a pandemic changes things, you know, a housing crisis changes things. And what I realized is even in the book, and I haven't read that book in probably 10 years that it's kind of like well serve sounds better who doesn't want to serve we all want to make our dent in the universe, right. Yeah, but we all don't want to live paycheck to paycheck. And we all want to have gone vacation or not take the bus or something more than just bear. So I realized is serve isn't better than the others, because if you get knocked on your rear end your first thought is, how do I keep food on the table, or how do I this or that or at least most of us. If you have a lot of money in the bank. You might not think that immediately but someone survival is subjective so long way of coming back to mindset. Think about when you've interviewed for someone with the job. Why do they want this job. Are they looking because hey this you know my parents delivered mail for the post office. They love stamps, or you know, they did it because it provided benefits and pensions and da da da. Yeah, and so you know some is very hard both of them were mail carriers for a while delivering mail and son. They didn't do that because you know they really wanted their vitamin D it was, you know and then they change jobs and so I realized there's this very three simple concepts so even if you know what motivates you. Sometimes you're in panic survival mode, I just got to get to the next paycheck or next year you know because you know maybe $40,000 is a lot of money to someone but maybe you know 100k is surviving for someone else. Yeah, and so but those mindsets were all on equal footing. And so a lot of us, especially in America, not trying to be too controversial here, we are able to save a whole lot more. But because of things like credit cards and, but you can feel like you're surviving, but years ago. 2008 the housing crash. I remember hearing about families where the one parent had to quit their job because they couldn't afford babysitting. And then all of a sudden they realized, Oh, I actually get to see my kid grow up and we're saving you know $10,000 a year. And so it was this realization of, I was going to work for pay pay for these things but when I lost it I actually realized we were saving more money so not saying that's the case for everyone, but mindset of, you know what, every person is at work for three reasons or at least ideally or not ideally, simply, they're there because they just need to be there, not because they want to be there. Some are there because they're like, Oh, this is the best place I can make more money or get benefits. That's kind of a wide net because sometimes that can be great when you get your first job and it you know pays 20% more than you're used to. But after a while you outgrow that money will only give you so much satisfaction. And then fulfillment or serving. Some people love that, but also that can go toxic, because just because you love doing something one day doesn't mean it's going to be it's like the honeymoon phase connects that can eventually flame out. So knowing your motivators knowing the mindset. And as a leader going back to that person or people. They need to figure out how they're relating to their job and a lot of leaders or I'd say bosses managers aren't in that serve mode. Maybe they're not even in the same mode they're just trying to survive and cover their rear end. Well, and as this slide shows and what you've talked about truly one is like this motivation factor plays such a critical piece for all of us. Everyone at our core has a motivation right everyone at our core has a certain level of mindset. And as you bring in the disk assessment or you know any of the other kind of personality traits. There are some things that we just innately bring as you mentioned, for me naturally I'm an entrepreneur at you know you mentioned your parents being postal carriers, mine were entrepreneurs. So that's what I was around like that is what I know. And so that was you know a bit of a motivation but also the mindset of that. And one of our viewers that that wrote in and I'm very grateful that you did talking about an observation of the putting profit back into nonprofit and he says, no money, no mission. I have many nonprofit leaders and I could not agree more, because many of us are, you know, here to serve here to just do what we can and have that mindset, and lacking that motivation for the profit but the more money, the more abundance to serve your community. I think we would be remiss one, and I feel like we need to switch switch gears just a little bit here to talk about where we are today in this great resignation as we all know it's been coined. So is this something that we should have seen coming. Yeah, the one I don't mention it all in the book but I totally could, could and should have or maybe not should made a prediction I left out a chapter of here's things that I think are going to happen according to technology and where we're at today. But I'm lazy so I didn't do it. The great resignation for those not familiar is there's way more people leaving jobs and yet this high demand for people who won't apply and it's easy to get your opinions and your theories why and really I'm just going to give you mine as well but to the question here, should we have seen this coming. Yes, like when you have people, and you are not able to you can only reward people so much money only goes so far, but in the workplace. Money does matter. You know if like oh I hate my boss or hate this, or I don't like this work anymore to behave. Oh I got, you know, a 10k bonus for the year or added on those little things matter. Well my guess is a lot of these people, quitting their jobs, we're not getting those and you know some I'm sure. Take that away and now you go back now we were just talking about remote work. Some people see that as a luxury of benefit oh I'm so lucky I can be more flexible at home blah blah blah. Some companies pose it that way yeah we as long as you do the work we want it. A lot of companies don't or didn't even allow it or maybe couldn't allow it. So what happened was the reason why we should just saw this coming is, if you keep expecting more and more out of people to compromise compromise compromise and you are not going to reciprocate. How do you expect them to act. You know if you've ever been in a dating relationship or a friendship, it's like eventually you can't take enough. Now I'm not saying companies and organizations are always bad, but they're always run by people, and people don't care of other people or they don't, and I'm not saying they always can. And I told this to a couple people close to me of like look, you still have your job but it sounds like you don't love your organization culture etc. Okay fine. That's unfortunate, but would you rather have lost the job for a company that can't pay you anymore, but is really compassionate super kind. So today, I'm not saying there's an easy choice but I would guess that most people would rather have a job from some they don't like, then to work for free for someone they really admire and respect. So what happens is the reason we should have saw this coming is like, people weren't getting the they felt and maybe they're wrong, but that hey I've been putting all this extra time in now. Now eight hours at work, ain't the same at eight hours at home. You know you go to work you see your coworkers, I'll be generous I'll say six hours of real work, but I know a lot of different jobs. I guess three is more of the average, but you go home into an office, they're expecting you or maybe even you were expecting you have I got to be working for eight hours. So now already I'm doing more not having to drive and not having to do all these other things, but this expectation of do more because you have these things gets twisted. And so the companies and the leaders and there are them out there who got ahead of that said hey you're here for us we can't pay you more but thank you. Take Thursday Friday off or you know what you know you have a standing three hour lunch on Thursday because your kid like you can't make your your your staff. You know you can't affect their personal decision but you can try to keep them sustainable because you know who burns out high performers, not low performers. And so the high performers and I'm not saying all of them, but enough people caught on of like, Oh, I could give more and more. I'm not going to get anything back. And I have the luxury to go home and not work or my partner or my family or whatever. So, you know, but Popeye, I had enough and I can't take it anymore. That's what it was. And, you know, it's a blanket statement but that's why if you are paying someone and you do not treat them well, money can only go so far. And maybe it's equal. But if you are expecting more and more or their job has gotten harder maybe has nothing to do with it. Like, people are going to get tired and say no more I don't I don't have to do this. Yeah, I saw on the news this morning that it was coined it to this month as strike tober right and so there's a lot of strikes going on this month. And again this is our current economy our current situation right now. And these are some really big companies you know and I'll call out Kellogg is one of them. There's a lot going on and I do know unfortunately in the nonprofit sector. So this is a very different business structure and size than Kellogg as a corporation. But we need to treat our team in a way that they feel rewarded they feel that you know what they do matters and really plays a part in that because I think when it comes to the nonprofit sector that it has really like struck a nerve with so many individuals I know many, many nonprofit leaders that have just said, I am burnout and when you said one that you know who burns out it's the high performers, not the low performers. It's the high performers right and I think that's that's something you know for us to really consider. So there's a question from one of our viewers one and they just write in and we don't have much time but I do think this is a relevant question. If the pandemic never happened. Do you think the resin, the sorry the great resignation would still happen. I don't think in mass and not a psychic not a not even a data analyst or an economist but I listened to those people who study those things and. But I think it would have came anyway, especially with with more with technology that one of the things I don't know if I mentioned the book so much but I say it all the time of everyone knows change but we are severely underrating how quickly our jobs change, especially because of technology my parents as postal workers, they were done I mean they were done in the 90s as postal worker I'm sorry as a male carriers but they still work for the post office, but having a smartphone being able to schedule schedule check in clock in clock out. But those dynamic now you're expecting someone to have a phone that's you know $200 plus or whatever the company give you $200 to now have that. So I think it would have came just not immediately like like it did because it we were kind of like companies said you have to go home so we can survive, not necessarily because it's best for business and here's another controversial take. A pandemic innovated more than any business or government. So I think it would have came but surely and slowly because more people are working from home or remotely, but now it's just mega because people were forced to to just keep the lights on. I think it exacerbated absolutely and I think to your point of the economic crisis in 2008, many of us got to experience life in a different way, which then made us think internally. I mean, wait if I'm working to pay for daycare if I'm working to take, you know, this opportunity for for whatever that expense might be, but we could switch our lifestyle and I've even heard from so many men and not to make this agenda, you know, but so many men that have said, you know, I am able to play a bigger role in my family's life. I am helping, you know, my partner make dinner, I am I'm taking the the kids to school or whatnot. So there's been kind of an equal balance of responsibilities which has kind of debunked that gender, genderized role whether you subscribe to it or not, but it's really kind of this entire, you know, team atmosphere. So we don't have have too long but I want to make sure one that we say thank you and you have the ability to tell us where we can find your book and a little bit you know about career blind spot and how you and what you shared with us today can be of service and have helped to so many others around the nation. Thank you and I appreciate the platform and those who have come on and ask questions awesome. I forgot you guys were in there so thank you. Your focus, that's good. The easiest way to get it is Amazon. You go on there search a new work mindset or I think even my name and you'll see the red book pops up, or you can go to career blind spot my business, and there's a little button right there at the top order on Amazon same thing. And, and one of the other things you know especially with nonprofit but the serving to me it's it's not when you serve you're also telling the truth you're not always giving the answer that people want almost like tough love. So, if you had to have the most respect for a lot of leaders and organizations that did lay off their employees or cut their salary, but it's how. Not while I am thankful that people kept paychecks and studying is because we do underrate that like you know if you ever missed a paycheck or a company like that's an awful feeling like I did my work where's my check, you know a lot of people take that for granted to produce the money is one thing but how you do it that that's etiquette that's you know being a human. And so it's not just be nicer at work. It's be honest like hey I, if you say oh I'm going to pick you up after work and take it to lunch because you're great. I really can't do that or I know I'm going to be late. That's what this book is about is about being more honest and so that's with what I do with hiring and development. I can't guarantee many things but with assessments disk and motivators or eq. We can be more objective on who the people are in the workplace and the jobs that they need to do. And ultimately, it starts with leadership just like with the parent, you know it's not a parent, but you can help your kid but if you're frazzled and super stressed and you know my parents weren't always coming home, like super energized, you know you deliver mail you whatever. But that's the foundation for how the rest of the culture is going to play out. So check your own mindset before you point a finger assuming you want things to be better. But if you don't, then just blame everyone else. Yeah. Well I want everyone to pick up the book so please do we're also going to have it listed on the nonprofit show Julia Patrick will place it on the American nonprofit Academy calm, where we have a list of books and so once book will be right there. I'm Jared ransom so glad to have this conversation. Again, we would not be able to have this conversation if it weren't for the investment and the continued support, not just financial investment but truly continued support around the nation with so many of our partners that are helping you do more good in your community so please do check out our sponsors. Today has been a very fabulous conversation timely. And again this book is not just for those leaders before the employees and everyone so one thank you so much for joining us. I want to sign off the way we always sign off on almost two years now by saying thank you for joining us and please stay well so you can do well. Thanks one and I hope to see everyone back here tomorrow.