This Podcast Will Help You Flourish At Work

Each week, I grill thought-leaders and results-getters to discover specific, actionable insights that boost work performance.

Apr 13
0

562: How to Get More Done by Working Less with Alex Pang

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Alex Pang says: "It is possible to rethink and redesign everything about how we work."

Alex Pang discusses how to significantly boost your productivity while working fewer hours.

You’ll Learn:

  1. How working fewer hours greatly increases productivity
  2. Small productivity hacks that save a massive amount of time
  3. When you should and shouldn’t multitask

About Alex:

Alex Pang is the founder of Strategy and Rest, a consultancy devoted to helping companies and individuals harness the power of rest to shorten workdays, while staying focused and productive. He is the author of 4 books and have been featured in publications such as the New York Times, the Guardian, the Financial Times, and the New Yorker.

Pang is also an international speaker and has led workshops across the globe on the future of work and how deliberate rest makes creative careers more productive and sustainable. He received his B.A. and Ph.D in History of Science from the University of Pennsylvania.

Resources mentioned in the show:

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Alex Pang Interview Transcript

Pete Mockaitis
Alex, thanks so much for joining us here on the How to be Awesome at Your Job podcast.

Alex Soojung-Kim Pang
Oh, thanks very much. It’s a pleasure to be with you.

Pete Mockaitis
Well, I’m excited to talk about working less and shorter and resting effectively, and so I’ll mention right up front that I found it more difficult to rest when there’s all this chaotic pandemic news around me. How are you finding rest during this time?

Alex Soojung-Kim Pang
I think it’s a challenge for everybody. I do an awful lot of work from home and work remotely anyway, so for me the biggest disruption is not being able to travel, but someone who mainly writes books for a living, kind of shelters in place anyway. So, I am fortunate to be less disrupted than many people I know.

Pete Mockaitis
Excellent. Well, I’m glad to hear that you’re doing well and that’s working out. I want to hear about your latest book Shorter. You’ve written a few. So, tell me, what made you think that the world needed you to craft this one?

Alex Soojung-Kim Pang
So, Shorter is essentially a sequel to my previous book Rest which was about the hidden role of rest in the lives of really creative and prolific people. And when I was promoting that book, I got a lot of questions along the lines of, “Okay, this all sounds great in theory, but if you’re a single mom or a working professional, how do you make the case to your boss or your clients that you should rest more?”

And so, I started looking for organizations that had figured out how to do this, and fairly quickly stumbled on these companies that had moved to 4-day workweeks or 6-hour days that not only were recognizing the importance of rest for creative work, for doing good work, but also were changing how they worked, redesigning their work days in order to make it available to everybody without cutting salaries and without hurting their productivity or their profitability.

And so, the fact that I was seeing these companies all over the world in a variety of industries, often in industries where overwork is the norm, like software, advertising, call centers, restaurants, made me think these are actually doing something really significant that was worth sharing with the world.

Pete Mockaitis
Well, that’s cool. I’ll tell you I was a fan of all the line graphs in your book. I’m a sucker for real numbers. So, could you share with us a couple of the most striking pieces of research, whether it’s a case study or two, or more of a global kind of survey, that really makes a compelling case that, in fact, if you’re working a shorter amount of time, you can see the same or better results?

Alex Soojung-Kim Pang
Well, in organizations that have done this, what I am seeing is that if they are thoughtful about how they redesign their work days, if they explain it well to clients, if they use technology well, they’re able, actually, to not just maintain the same levels of productivity or profitability, but often increase them. So, for example, there’s a call center in Glasgow, Scotland, and Glasgow turns out to be like the call center of Europe, there are lots of these companies up there called Pursuit Marketing.

Pete Mockaitis
It’s the Scottish accents or…

Alex Soojung-Kim Pang
Exactly, yeah. Oh, yeah. And a couple of years ago, they made the move to a 4-day workweek, and they found that, after they did this, their productivity went up something like 40%, dropped down a little bit, and then settled down at about 30% higher than normal. So, even though they were working 4-day weeks, they were doing more business, generating more revenue for their clients than they had been when they were working 5-day weeks.

And they, not surprisingly, were also more profitable as a result, and they saw absenteeism and turnover dropped really substantially. This is an industry where people do an awful lot of job-hopping, you’re constantly attracted to the next job by a new set of potential performance bonuses and other incentives, so people generally move quite a bit. But after they moved to a 4-day week, attrition dropped to single-digit percentages which is absolutely unheard of.

Pete Mockaitis
Annually.

Alex Soojung-Kim Pang
Yeah, annually.

Pete Mockaitis
In call centers that is striking.

Alex Soojung-Kim Pang
Which is unheard of in the industry. So, that’s one. And this is also an industry where you measure absolutely everything, right?

Pete Mockaitis
Right. Average Handle Time, First-Call Resolution, da, da, da.

Alex Soojung-Kim Pang
Precisely. And so, they had really good numbers that illustrated that even in an industry where having constant contact with prospective customers, being on the phone a lot, where those kinds of things really matter, where you would not think necessarily that shortening working hours could deliver results, even in those kinds of industries, this turns out to pay off.

And this is a story that I saw over and over again, right? Places that whether it is very topline numbers, like just revenues and profitability, or whether it is the results of weekly surveys either internally with employees or externally with clients, or in terms of things like industry prizes and awards given. When done well, basically, all of those numbers, over time, go up into the right.

Pete Mockaitis
That’s striking. And so, I think you said if we started with a 40% productivity boost, then we hit a 30%. Now, let’s clarify a couple of these. I guess if you’re reducing hours by 20%, five to four days, and you’re getting a productivity boost of 30%, you’re actually producing more in four days than you are in five.

Alex Soojung-Kim Pang
Correct.

Pete Mockaitis
Do you see folks take like five 8-hour days and turn it into four 10-hour days, or is it just, no, four 8-hour days?

Alex Soojung-Kim Pang
Sure. There certainly are companies that convert to four 10-hour days including some fairly big ones now offer that option, especially in Japan. So, 7-Eleven does this and a number of other large companies. But what I was particularly interested in were companies that were shortening the total number of hours that people were working.

Generally, this means going from 40 hours to 32 or 30. So, doing four 8-hour days or five 6-hours. In the restaurant industry, because people are often working 12- or 13-hour days, to go to a 4-day week means you’re going to 48 hours, but still, even there, you’re going from like 60 or 70 hours down to something substantially lower.

Pete Mockaitis
Okay.

Alex Soojung-Kim Pang
So, really, what I was interested in for this book was absolute change in working hours as opposed to just taking 40 hours and moving them around differently on the calendar.

Pete Mockaitis
And this is intriguing. Well, I’ve got my own theories but I want to hear yours, you’re the expert. What’s your hot take there on the mechanisms by which less time yields greater results? Is it they’re more rejuvenated so they have more creative ideas to solve the customer caller’s problem? Is it fewer silly mistakes that cause…? Like, what are the sources of productivity gains from working less?

Alex Soojung-Kim Pang
Very broadly speaking, having more time for recovery means that you have more energy on the job, and that matters whether you’re in a creative industry, or you’re a maître d’, or you’re working in a call center. The second thing is that, in knowledge work, in office work, there are estimates that through multitasking, poorly-run meetings, interruptions, we lose an average of about two hours a day of productive time.

And so, if you can eliminate that stuff and get that time back, you go a long way to being able to do five days’ worth of work in four days. And what the companies that I’ve seen do, essentially, is figure out ways to get those two hours back. So, the second part, the redesigning your work day to use your time more effectively, gives you the fundamental ability to fit five days’ worth of work into four. And then, I think, having the extra time to cultivate other hobbies, to rest and relax, to deal with life admin, that gives you an additional boost that accounts for that increase in productivity or creativity on top of the 20% that you need to make up for working fewer hours.

Pete Mockaitis
Okay. Well, so then, I’d love to dig into some of the how-to here even for individuals or teams. Like, I’m running all these, we’ll have the ability to persuade the top decision-maker at the organization that this is what we want to do. But I’m sure there are some leeway to be done here and there, particularly when more people are working from home right now. So, how do we go make it happen?

Alex Soojung-Kim Pang
So, the first thing that almost everybody does is dramatically shorten meetings, eliminate the standing Monday morning hour-long meeting, take the traditional meetings and make them half as long or less. Our calendar programs kind of default to running meetings for an hour which means that people tend to drift in, things start a little bit late, you check your email, you chat a little bit, then you do some business, and then maybe you pad out the time at the end by talking about what you did on the weekend, etc. By making meetings much sharper, more pointed, often smaller, having agendas and decisions that need to be made, and then focusing on those and then getting out of there, you can save an organization an amazing amount of time.

The next thing is getting technology distractions under control. So, implementing norms where you have email checks at particular times a day, you’re more thoughtful about how you use tools like Slack and other messaging programs, can go a long way to eliminating the kind of everyday state of what Microsoft executive, Linda Stone, called continuous partial attention, that state where you’re kind of focused on one thing but you’ve also got an eye on your inbox and you kind of toggle between different activities or different things that capture your attention. That feels like a very productive way to work but every study indicates that, actually, it’s not.

Pete Mockaitis
I might just sort of linger there for a moment. I think that’s critical. It feels productive so we do it and it feels good to do it but, in fact, if you actually took a look at your output, your outcomes generated, it’s lower. And I think that’s fascinating stuff. Do you have some insight into, like, the biochemistry? I’ve heard that we get a little bit of a dopamine hit in terms of, “Hey, there was an email, and now it’s gone. That’s done. I’ve done something. It might be tiny but it’s done. Ooh, and I did a lot of tiny things, therefore, I did a lot, or I feel I did a lot,” but, really, it’s like, “Hey, those 20 inconsequential emails versus that one meaty piece of thought that will generate thousands of dollars, they’re not at all equal in terms of their value.”

Alex Soojung-Kim Pang
No, they’re not. Definitely not. And it is certainly the case that, as creatures who often seek novelty, and especially those of us who are in creative industries, tend to…we are a little more likely to like new stuff, to like stimulation, than sometimes people who are happy in other kinds of businesses. We have something of a bias toward this. But it’s also the case that there’s a real difference between the kind, in productive terms, between the kind of sort of multitasking where you’re juggling several different things that all aim at the same endpoint.

So, when you’re giving a talk, for example, you’re managing your slides, you’ve got the points you’re trying to make, you’re reading the room, you’re interacting with people, there’s actually an awful lot of different cognitive strains that are happening at once. But because all of them go to making a good performance, helping an audience understand some new thing, helping them solve a problem, it doesn’t feel like the kind of cognitive overload that trying to simultaneously be on a conference call and look at a spreadsheet about an unrelated thing incurs.

The problem is that, through a combination of organizational habit, through the fact that for most of human history, we haven’t had a lot of opportunity to do that second sort of multitasking, to look at multiple screens at once, we’re not yet very well-tuned to recognizing the difference between that really  productive, engaging kind of multitasking that involves multiple channels that all build to the same goal, and this other kind that feels productive, but which is actually a lot harder for us to manage and gives us the feeling of engagement and the feeling of productivity without very much productivity.

Pete Mockaitis
Well, that is just a heck of a distinction because I’m thinking about times in which I’ve sort of been in charge of an event, like I’m pulled in very many directions kind of all at once, like, “Oh, the food is here, the volunteers are there, and the attendees are there, and, ooh, here’s an unexpected issue.” And so, for me, it’s when I’m properly prepared, it’s exhilarating as opposed to anxiety-provoking. But it’s all geared toward making a great event, great experience for the people who are present, and that works.

Versus, it might give a similar sensation if I’m doing five completely different things but rapidly switching between them, but they don’t, actually, synergistically helping each other. It’s just sort of like, “Oh, I’m cleaning my Mac files in one place, and my emails in another place, and my voicemails in another place, and maybe I’m switching between all three because that can happen, but they’re not actually helping each other at all. I’m not learning one from one source. So, that’s a really powerful distinction, I think. Thank you.

Alex Soojung-Kim Pang
And, actually, companies that move to 4-day weeks are pretty explicit about recognizing that distinction. And one of the most important ways in which they express it is by redesigning their work day so that they carve and set aside times for what Cal Newport calls deep work, right? It’s a couple hours of the day, usually in the late morning, when you can be…you have permission to be a little antisocial, to not answer the phone, you’re expected not to ask people those one quick question that turns into a 10-minute conversation, but rather everyone has permission to focus on their most important or most challenging, tasks.

And so, by creating that time, and creating it for everybody, you make it easier for people to get into that state of concentration, that flow state, and to get substantial stuff done. So, I think that’s another really important thing that I see these companies doing. And then the fourth and final one is using technology to augment people’s abilities, right? You, essentially…

Pete Mockaitis
I’m a cyborg, if you will.

Alex Soojung-Kim Pang
Yeah, you automate kind of ordinary stuff, or of less significant, less value-added tasks, but you use technology to augment people’s ability to do really significant creative tasks.

Pete Mockaitis
We have an example of that. So, I can think of all sorts of ways to automate. We had Wade Foster from Zapier on the show earlier, which is cool. I’m a big fan of outsourcing whether it’s through a personal assistant service or to some folks in developing countries where there are some…the dollar can go farther and provide a good living wage with fewer total dollars. But tell me about using technology to do the big hard stuff.

Alex Soojung-Kim Pang
Sure. And there are plenty of these companies who do have relationships with virtual assistants in the Philippines or Malaysia or such, but a good example is an accounting company called Farnell Clarke based in the UK. Farnell Clarke does cloud-based accounting. An awful lot of the accounting industry is still working on pen and paper or on personal computers using software loaded up onto people’s machines.

What Farnell Clarke’s specialty for years had been using cloud-based services like, I think Xero is one of them, there are a couple others that own most of this market, and moving clients onto those systems to make basic things like quarterly reporting, tax filling, that sort of stuff easier. What they have also realized once they moved to a 4-day week was that automating all that stuff freed up a whole bunch of time for the accountants that they could now spend on stuff like financial consulting or providing financial services, keeping in touch with clients often through Skype, and Zoom, and other tools, with which we have all become intimately familiar in the last few weeks.

And between those two things and then also becoming familiar with other kinds of financial planning tools or research tools, making it possible for the company to go from just mainly doing tax preparation kinds of stuff, ordinary bookkeeping, to more labor-intensive or more creatively-intensive kinds of financial advisory work. And then there are other versions of this that you see with, let’s say, restaurants or garages where people are using fairly ordinary tools, sometimes in far more labor-intensive kinds of ways. But I think that the Farnell Clarke example is a nice illustration of how cloud-based tools can be used in this manner.

Pete Mockaitis
That’s really cool to see sort of like the virtuous cycle effect there in terms of, “Hey, now that we’ve freed up some time, we could put some time into something that yields even more cool benefits.” So, that’s really cool. I’m curious, when folks are saying, “Alex, this is awesome. Yes, we’re going to go forth and do this,” what are some common mistakes or hiccups that folks run into that you can give a watch-out, a heads up, to?

Alex Soojung-Kim Pang
Right. I think that the first thing is that I’ve never encountered a company that said, “We spent too much time planning this. We spent too much time thinking about what could go wrong,” or thinking through contingencies, doing scenarios. I think that the more you’re able to plan in advance the better, partly because you do actually come up with problems that you might not foresee, but also because giving everybody an opportunity to think this through is really important in building confidence that they can actually make it work.

I think another thing that has killed off experiments in a couple places was letting everybody choose their own day versus deciding, “Everybody is going to take these days off. So, the office is going to be closed on Fridays,” or, “Half the workforce is on from Monday to Thursday, the other half is Tuesday to Friday if the office needs to stay open five days a week.”

So, I think that recognizing that you have to design with your own culture in mind, and you want to make sure that you don’t disrupt that. And then, finally the other thing is that it’s really important to make the transition something that the employees themselves drive, right?

Every company has a leader at the top who, for various reasons, decides, “This is an experiment worth trying and a risk worth taking.” But the actual implementation is done by employees themselves. And they have to be able to conduct, to experiment with different ways of working, to try things out, to prototype, to rapidly iterate, and to also be sure that if this works out, that they’re going to keep the kind of benefits of the time saved by learning how to be more productive and how to use technology better.

The only other places where this experiment falls apart is where there’s a sense that, “We’re going to do all this stuff but, ultimately, and the company is going to get 20% more work out of us, but we’re going to go back to a traditional schedule.” So, I think that being very clear that everybody is going to benefit from these changes, is a really important thing to establish and to honor from the outset.

Pete Mockaitis
Okay. Well, tell me, Alex, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Alex Soojung-Kim Pang
Yeah, I think that the other critical thing is that everybody worries about how clients will react. And I was amazed to hear exactly one story of a prospective client who had objected to a company moving to a 4-day week. Clients, it turns out, are incredibly supportive of this partly because they have the same kinds of problems that companies moving into 4-day weeks do with work-life balance, with burnout, with recruitment and retention and sustainability.

So, I think that involving clients early on, making clear to them that this is what you’re trying to do, that you’re still available under emergencies, all of that is important, but you’ll also find kind of sometimes contrary to your initial expectations or worries that clients can be some of your biggest allies.

Pete Mockaitis
Okay. Well, now, could you share with us a favorite quote, something you find inspiring?

Alex Soojung-Kim Pang
I often remember a line from Bertrand Russell from his essay about the uses of idleness, where he talks about how we could, by now, have a 4-hour work day. And he says that modern technology offers the prospect of convenience and ease for all, or a future that offers overwork for a few and idleness for many. And it feels to me like that he was really onto something there, that in a sense we have, for various reasons, chosen the second future, but it’s not too late to choose the first one.

Pete Mockaitis
And how about a favorite book?

Alex Soojung-Kim Pang
Probably the book that has affected or changed my life more than any other in the last ten years has been Mihaly Csikszentmihalyi’s book Flow, which is the classic study of flow states, what they are, why they’re important, and why they not only make us happy but are essential for living a good life. And I think that for those of us who really enjoy our work, who love nothing more than getting lost in an interesting problem, Csikszentmihalyi offers a great key for understanding what it is that is so rewarding about really interesting problems, about really good work, and a foundation for thinking about how we can build on that to make our lives better, not just to be more productive, not just to be more successful, but to become better people, and to have better, more sustainable lives.

Pete Mockaitis
Well-said. And I like that you pronounced his name perfectly.

Alex Soojung-Kim Pang
Hey.

Pete Mockaitis
I had to look that up and practice it a few times because I name-drop his as well. It’s an excellent book. And how about a favorite tool, something you use to be awesome at your job?

Alex Soojung-Kim Pang
Scrivener. It’s a kind of supercharged word processor that also has a bunch of organizational kind of outlining tools. I’ve written three books using Scrivener, and without it, I probably would’ve written like one and a half. It is for writers, what something like Lightroom is for photographers. It’s not simple and it’s got, definitely, a learning curve. But once you figure it out, you can’t live without it.

Pete Mockaitis
And if folks want to learn more or get in touch, where would you point them?

Alex Soojung-Kim Pang
So, if you want to learn more, my company website is www.Strategy.rest. Rest is now a top-level domain, very happily for me. And then on Instagram, on Twitter, and pretty much everything else, I am @askpang. So, those are the best places to find me. And, of course, the books are available in fine bookstores, virtual and, one day, one hopes again, physical everywhere.

Pete Mockaitis
Beautiful. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Alex Soojung-Kim Pang
It is possible to rethink and redesign everything about how we work. And that even starting with small things, like changing how you run meetings, can have very big impacts over the long run. It can start teaching you how to improve things that you’ve kind of put up with for years, that everyone complains about but no one has figured out how to change. These things actually turn out to be changeable. They turn out to be fixable. And when we take a kind of more experimental, more skeptical approach to how we work, and we ask the question, “Why is it this way? Can it be different? And what can we do to figure out how to improve it?” it turns out you can do dramatic things that pay off both for your company and for yourself.

Pete Mockaitis
Well, Alex, thank you. This has been a ton of fun. I wish you lots of luck in all the ways that you’re working shorter.

Alex Soojung-Kim Pang
Oh, thanks very much. It’s been a pleasure talking to you.

Apr 09
0

561: The Ultimate Guide to Working Remotely with Lisette Sutherland

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Lisette Sutherland says: "When you're remote, you cannot be sloppy. You need these systems in place."

Lisette Sutherland shares expert tips and tricks for working from home masterfully.

You’ll Learn:

  1. The remote worker hierarchy of needs
  2. Smarter alternatives to online meetings
  3. Three tips for managing distractions while working remotely

About Lisette:

Lisette Sutherland is the director of Collaboration Superpowers, a company that helps people work together from anywhere through online and in-person workshops. She also produces a weekly podcast featuring interviews with remote working experts highlighting the challenges and successes of working with virtual teams. 

Resources mentioned in the show:

Lisette Sutherland Interview Transcript

Pete Mockaitis
Lisette, thanks for joining us here on the How to be Awesome at Your Job podcast.

Lisette Sutherland
Thanks for having me. I’m really honored to be here.

Pete Mockaitis
Oh, we’re honored to have you. Remote work is a hot topic right about now, and you are quite the authority. I’ve been impressed at checking out all of your stuff, and you’ve got some cool stories about just what folks can achieve with remote work. And I’d love it if you could maybe open us up by sharing the tale about the hyperloop pod contest.

Lisette Sutherland
Yeah, I love that story. Yeah, it was random. My husband actually said, “You’ve got to check out what these guys are doing.” So, I invited them on the podcast, and it turns out that SpaceX started a competition for who could build a hyperloop or a hyper pod for the hyperloop, which is a superfast transportation system that can take a commute of 7 hours and squeeze it into 30 minutes. I mean, you’re basically getting shot through a gravity tube.

And I wouldn’t want to be the beta tester, right? That would be not the funnest. But, anyway, so it’s a superfast transportation system, and this one guy, Tom, put out on Reddit that he wanted to join the competition and asked if there was anybody else that would like to join him. And one year later, with a team of 400 remote volunteers from all over the world, they actually came in finalist in the competition, and they’re still doing stuff on it to this day. I mean, not the same people, of course, but the project continues, and they’re still working on the hyper pod.

So, it just showed to me that when people want to, at great distances and projects of great complexity, that we can do great things together if we just get the right people together, which is actually the origin of why I find remote work so exciting to begin with. It’s sort of this idea of like think of the things we could solve. I mean, with the current coronavirus, we’re right in the middle of it right now, with that, we’re going to need global solutions, global problem-solving, everybody working together on that, I think. So, for me, that’s what makes it so exciting.

Pete Mockaitis
That is very cool. And so, yeah, 400 people just kind of random, like, “Yeah, I find this interesting. Let’s get after it.” And to be a finalist amongst, I imagine, I don’t know the economics of this whole project or contest, but I imagine, again, some pros who like this is their company and this is their business, and transportation is their thing, and they want to a piece of the action.

Lisette Sutherland
For sure. Like, universities have been competing, and, yeah, totally.

Pete Mockaitis
That is cool. That is cool. So, well, boy, you’ve been studying remote work for quite a long time, and were remote working before many of us knew that you could.

Lisette Sutherland
Before it was cool.

Pete Mockaitis
So, well, maybe you could open us up by sharing, have there been a couple of sort of fascinating or surprising discoveries you’ve made that would be useful for us to know?

Lisette Sutherland
Well, for one, most people when they think of remote working, you get this image of somebody laying on the beach, right? You’re going to see it, like a beach with a laptop and an umbrella drink or with an umbrella over you. And I think that a lot of people are discovering that that is not what remote working is all about. And if anybody has ever tried working from the beach, you would know that that is a ridiculous idea because sun on the laptop, and sand on the laptop, I mean, it’s complete…it’s hot, like the laptop is hot on your lap, so it is totally not the right atmosphere for working, like doing any real serious work. So, I always laugh at those stock photos.

But what has been surprising for me is how reluctant people are to try new things. I mean, it goes for me too. I get stuck in my own rut so I’m not on a high horse here, that’s for sure. But how reluctant we all are to try new things, and how, you know, I’ve been telling people for years and years, not that everyone listens to me, but I’ve been saying for years and years, “Regardless of whether you’re allow people to go remote, you should have the processes in place in order to support that in case something happens.”

And in the past, that “in case,” so that something would’ve been sick kids at home, or transportation strike, or bad weather, or the plumber that comes between 8:00 a.m. and 8:00 p.m., it never occurred  to me that it would be like a global pandemic virus, of course, so it was like an extreme situation. But it does surprise me now how much people are struggling with some of the basic things.

Pete Mockaitis
All right. Well, that’s a good opening. So, what are some of the basic things that we just got to get handled?

Lisette Sutherland
Well, I would say the first thing is infrastructure. So, many people are not used to using video in the video conferencing, although that is changing quickly. And I always tell people, like, that is really important if you’re on a team where camaraderie and trust and team building is really important. There are some teams out there where that’s not super important, and so, in that case, video may not be useful. But for the majority of teams, if you’re not feeling connected, it’s usually because you can’t see each

So, there’s infrastructure, so video, a decent headset, it doesn’t have to be the beautiful QC35 Bose . That was a gift from my rich sister. So, thank you, sis. But a reasonable headset. And then, I would say, one thing that I’m telling people right now is, given that we’ve been at home for like a week or two now for most people that have been trying this, or maybe three, and I would say it’s time to get comfortable knowing that this is going to be happening for the next four to 12 weeks. We don’t know.

So, there’s a lot of makeshift offices right now. And I would say, actually, given that it’s going to be this long, invest in a decent chair, or a sit-stand desk, or whatever it is that you need in order to be productive. Maybe it’s an extra monitor. But I think that most people don’t have the basic infrastructure in place to be able to do this well. And, fair enough, they’ve never had to do it before. It’s all been provided for at the office in most

And then the other thing that I really would highlight is that we need to learn how to design and deliver great online meetings. And the thing that I’m noticing right now is that people are in online video calls all day long. Like, we’ve gone remote and, all of a sudden, we’re just like on the phone all day. And my suggestion to people is, it’s not healthy, number one. So, one, we need to shorten our meetings and take more physical breaks in between meetings, like this back-to-back video meeting thing is not healthy. And the other is we need to start to go more asynchronous with our communications. It can’t just be all online together. There’s got to be more that we can pull out

So, I would say for people that are just starting out, it’s time to think about infrastructure, and then how to design these meetings because you can’t do back-to-back. I mean, you can but it’s not great.

Pete Mockaitis
Well, we talk about this, you named these infrastructure things that my mind is like firing off tools left and right. So, maybe we’ll just go buck-wild for a minute or two because this is a rabbit hole you could just sort of, “Oh, here are 60 apps that I love.”

Lisette Sutherland
Oh, yeah, for sure. For sure.

Pete Mockaitis
But while we’re on the topic, let’s hit a couple. For chairs, I tell you what, I think, I’ve mentioned it before, but the Autonomous ErgoChair II from Autonomous.ai, and we’ll put these in the show notes. I’ve been impressed at how many things you can adjust at a price that’s lower than Herman Miller at a comfort that’s approaching that. So, in terms of value and performance I think that’s pretty cool.

For headsets, I love the Sennheiser SC60s for audio quality. And for sit-stand desk, there’s a lot of good ones. I got the UPLIFT Desk. And I think infrastructure, you also talked about just internet speed. Do you have any figures there, like, “These many megabits per second is probably okay and this much is not”? Because I think a lot of people say, “Oh, sorry. Oh, oh, sorry. I’m kind of cutting out. Oop, oop.” And I think they don’t actually know how much is enough. So, can you lay that down for us?

Lisette Sutherland
At a very minimum, if you’re going to do video conferencing, at a minimum, you’re going to want at least 10-20 Megabits per second. At a

Pete Mockaitis
All right. Upstream and downstream?

Lisette Sutherland
I don’t actually remember which one is which, but I think it’s upstream. Yeah, at home I have 200 Megabits per second, it’s like superfast and it does everything. But, yeah, you want at least 10-20 Megabits per second, if not faster. But it is the foundational layer of the remote worker’s hierarchy of needs. Like, I’m sure everybody has seen the cartoon with Maslow’s Hierarchy of Needs, and like Wi-Fi is the bottom layer. But with remote working, that is so true because you need a reasonable amount of bandwidth in order to run some of these tools that make remote working a joy

So, like video conferencing or virtual offices, if you want to go way far out, you can start getting into virtual reality or things like that. But bandwidth is going…that’s not where you want to save your money. You want to invest in as fast as possible.

Pete Mockaitis
And so, is Speedtest.net where you like to go to double-check your speeds?

Lisette Sutherland
Yes.

Pete Mockaitis
Okay. All right. Well, I did all the tool-dropping. Sorry to steal the fun. Lisette, please, are there some of your faves that you want to mention while we’re going for it here?

Lisette Sutherland
Well, so there’s pros and cons to all tools, and I would say I’m a total tool junkie. So, speaking of rabbit holes, I could go down this one forever. However, it’s not about the tool. It’s about the behavior that the tool enables. That’s what we’re going for. So, when you’re thinking about what the tool that you want to use, you have to think about, “Okay, what are we trying to accomplish? What is our objective here?” But I do have some

I mean, Zoom is my favorite video conferencing tool. I know it has security flaws.

However, the features that Zoom has that I think are just exceptional, and nobody else has them as good as Zoom has them, is breakout room functionality.

Pete Mockaitis
All right.

Lisette Sutherland
So, the video quality is excellent, you’re not dependent on each other’s bandwidth, which is very common with other tools like Skype for Business. The lowest bandwidth actually affects everybody else on the call.

Pete Mockaitis
Oh, really?

Lisette Sutherland
That’s why it’s so bad.

Pete Mockaitis
Now I know.

Lisette Sutherland
That’s one of the reasons why that’s so bad.

Pete Mockaitis
Now, I always kind of wondered. Zoom just kind of works better. I don’t know. Well, that’s probably why. Thank you.

Lisette Sutherland
Yeah, that’s part why for many. I’m a Skype for Business hater, by the way, so we won’t go down that route. But breakout rooms, so if you’re trying to make online meetings more engaging, or workshops, or anything more engaging, breakout rooms are the way to go. We do it in in-person workshops, we do it in in-person meetings and brainstorming sessions, so why wouldn’t we do it online? So, that’s the feature that I think makes Zoom like awesome. Plus, they have polling and whiteboards and some other fun things in

But some other fun tools that people wouldn’t know about, which I think would be more applicable for this podcast, are things like virtual offices. And it’s exactly what it sounds like. It’s an office that you go to online, and you’re looking at a floor plan, and on that floor plan you see these individual boxes and avatars. So, if you’re in that office, you can only see and hear the people that are in the same office as you, but you can double-click on another office and just pop yourself in, just like walking down the hall in a normal office building. You could just double-click, pop in, say hi, and then go back to your own

Pete Mockaitis
Well, intriguing. Is there a software website or platform I go to to get me a virtual office?

Lisette Sutherland
There are many. There’s like 25 different ones.

Pete Mockaitis
Oh, wow. Okay.

Lisette Sutherland
My very favorite one is Sococo. That’s my very favorite. But there’s also Remo, Workabout Workplace. I mean, for every tool, there’s a million competitors. But I think they’re awesome because it creates a new kind of presence. And for people, when we’re online, we have all these meetings because we need to talk to each other, but you don’t want to just call because you don’t want to interrupt somebody. With a virtual office, you can see where people are, and see if they’re interruptible, and then go just like virtually knock on their door. So, these kinds of things, I think, are really changing the playing field in terms of what’s possible now.

Pete Mockaitis
Yeah, that is really intriguing. And I hope there’s a virtual foosball table because that’s a lot of fun. Walk over to that and go poom, poom, poom.

Lisette Sutherland
You know, video games are the virtual foosball tables of today, right? And I encourage companies to actually put video games in their offices because that’s the modern-day version of the ping-pong table or foosball.

Pete Mockaitis
You know, I’ve recently been connecting with my buddy, Connor, in the pandemic by playing Fortnite, and it was just, I thought like, “Isn’t this for 12-year old boys?” He’s like, “Maybe but it’s so fun.” And so, I kind of got bit by the bug there. It really is fun.

Lisette Sutherland
I just bought myself an Oculus Quest.

Pete Mockaitis
Oh, wow.

Lisette Sutherland
I am amazed at how good it is. I did the ISS, the space station. You get to take a tour at the space station.

Pete Mockaitis
All right. Well, also to your point about being asynchronous, boy, I love Loom myself, which is, if you’re not familiar, listeners, it’s a means by which I can record a video, a screen capture, of what I’m doing, so perfect for like constructions and processes and documents, like, “Hey, team, here’s how we’re going to do this thing. Here’s how you apply for this. Or, here’s how you vet a guest and determine if they’re worthy of an in-depth investigation, kind of whatever.”

And what’s cool about Loom, use Loom.com, is that it’s practically instantaneous in terms of click, it’s recording my screen, click, done, and like within seconds, here’s my link. And I found that impressive. So, Lisette, any other asynchronous tools that can be a really nice means of reducing the number of synchronous meetings?

Lisette Sutherland
Well, I’m also a Loom fan. I use it with my assistants all the time because, yeah, it’s so great to show a video rather than type out email instructions.

Pete Mockaitis
Oh, yeah. Instead of sending long emails, I might just say, “Hey, I made you a video response with Loom,” which is awesome.

Lisette Sutherland
Yeah. And, actually, I think that that is, speaking of other asynchronous tools, people should be thinking more about instead of sending text messages, sending video messages with your screen, or showing something. But I guess, to get back to your question, the biggest tip I can give is if you’re still using email as your primary source of communication, you should be thinking about some sort of a group chat system, like Slack or Teams. I mean, there’s a million of them out there but Slack is probably the most popular at the

But companies that don’t have that yet, you don’t know how much pain you’re in. And, to be fair, I don’t think that these group instant messages systems they solve everything, but in terms of transparent and fast communication, if you’re using email for that, you can evolve and should evolve from there into some sort of a transparent platform.

Pete Mockaitis
Well, so, yeah, maybe let’s zoom out a little bit from tools now because we took the plunge and I think both of us can succumb to this. Well, so I’m curious about Slack and email in particular. In the realm of distractions, talking about that kind of ball of wax there, I find personally, because I’ve been remote working with my business for at least a decade here. But lately, in the particulars of the coronavirus pandemic, I find that I’m – obsessed might be a strong word – but I’m checking news frequently, more frequently than I need to or should or is advantageous for me.

And I think that that’s one source of distraction, is the pseudo-work work, “I need to be informed” you know? And another form of distraction could be maybe just too frequently checking out the Slack or the email because, yeah, you’re tired and that’s easy and you’re sort of curious, you want a novel stimulus. So, how do we slay that dragon?

Lisette Sutherland
Yeah, this is a tough one. I think this is the thing that most people struggle with, and that’s boundaries, boundaries on our time and our attention. That is one of the lovely things about working in an office is that there is a very clear boundary on when work starts and when it ends. It’s pretty clear. And there’s a transition period of commuting in and commuting out of the office, so that’s also very clear. But when we’re like this and everything is freeform, we have to be self-disciplined and put boundaries in place for ourselves. And that is not to be underestimated in terms of its

I’m sure everybody, especially right now, back in the old days, I can’t believe I’m saying that, you used to get your newspaper once a day and that’s where you got your news. But, now, it’s like every time something happens, everybody is on it, like the whole world. You know everything happening wherever you want, anytime. You just have to find the right news source, right? And so, it’s really addicting, and especially when there’s something like this going on. It’s just like all-consuming.

So, in terms of distractions and notifications, one is you have got to get your own notifications under control for yourself, so whatever those rules are. For me I turn everything off. And then you’ve got a time box where you’re going to place your attention. So, for example, I allow myself to look at the news three times a day, like when I wake up because I can’t help. I want a cup of coffee and the news, that’s just what I want. After lunch, just as I transition into the afternoon, and then after dinner, just as a way to relax. And I feel like three times a day, if I can accomplish that, that’s pretty

But these boundaries, it’s super hard. And to make it more visceral for people, I usually use the analogy of weight loss. Like, we all know what the formula is for weight loss, right? Super easy. We move more and eat less. But if you’ve ever tried to lose weight, you know that it’s not as simple as that formula, right? Like it is and it isn’t. It’s super hard to do. So, it’s the same with boundaries. Like, really easy to put boundaries in place, really hard to maintain them over long periods of

So, this is one of the great challenges. I think when you master this, you hit the golden ticket. But I haven’t mastered it myself. I’m constantly struggling with this, and always working

Pete Mockaitis
Yeah. Well, it’s reassuring to hear that this is the golden ticket because that tends to be my own experience as well, is in the days that I’m successful at sort of having a plan, “Hey, during these times, this is what happens,” then things go excellently. And then when it gets all loosey-goosey, then it’s like, “Oh, today was kind of disappointing. I wanted to do five big, amazing, cool things, and I did two. Hmm, bummer.” So, yeah, I think that’s great. Time-boxing your attention, like, “These are the times that I will do this.” And so, you use news, but we could also say, “Check Slack messages, check email,” in those same ways. Well, with your many guests in your podcast or your own experience, have you encountered some best practices for sticking with those boundaries to getting the job done?

Lisette Sutherland
One of my favorites is from an academic life coach that I interviewed, Gretchen Wagner, and she teaches college students how to do study techniques. And what she said is, “Visualize your time.” So, we all know what we need to get done during the day, then put it on your calendar and visualize how much time each thing might take. So, like, “Okay, I’ve got to do finances today. I’m kind of estimating one and a half hours for email.” Actually, put it in your calendar as an event of like one and a half hour just so that you can manage your own expectations in terms of, because sometimes I have a list, and I’m like, “Oh, I could totally do that all in one day.” And then you get halfway through and it’s like, “I’m on crack. There’s no way you can do these all in one day. Had I visualized my time I might know that.” So, that would be

Another guy does a retrospective of his office once a year, who was Michael Sliwinski who does Nozbe. He also runs Productive! Magazine, that was a good interview actually. And he does a retrospective on his home office once a year, and he just goes through what’s working, what’s not working, and he just rearranges. And I think he said he takes everything out and then puts it all back in a new way or something. So, I was like, “Oh, that’s an interesting idea,” because I look around, I’m like, “Oh, yeah, there’s a few piles that there’s a few things that could be cleaned

The most common one, people use Pomodoro time technique, you know, 25 minutes on, 5 minutes off, 25 minutes on, and then 10 minutes off. That’s my favorite. That’s one that I use because I’m not a morning person so I really need a rhythm to get going in the morning, otherwise I could just like sit at my desk and look at things for way too long. So, yeah, those are

Pete Mockaitis
Okay, yes. Well, that’s helpful. Thank you. I appreciate that. Well, maybe let’s shift gears a bit to, let’s call it management accountability, taking care of business. So, I think that for some people, working from home is like a joke that goes into scare quotes, like, “Ho, ho, what that really means is I’m doing almost nothing, and I’m occasionally checking my email.” So, we’ve talked about some ways to make that not the case with the infrastructure, with the boundaries. And so, I’m wondering, if you’re managing someone or collaborating with someone, then you really need them to handle their business. How do we do that well? You’re managing remotely versus being in person is a different game.

Lisette Sutherland
Oh, for sure. If you’re a micromanager, you’re going to hate remote working because you can’t, you simply can’t micromanage. There’s no way to do it. I’m sure you could put some sort of a monitoring system, keystroke, taking pictures of you in place, but I would never recommend that. I think it’s horrible. Nobody wants that. Think about yourself. Would you really want

What I would say. There’s three really important things. One is you want to set expectations so that everybody knows what success and failure look like. Remote working is results-oriented work. It’s not hours-based work. So, you want to set out what do you expect people to get accomplished and by when. And the more detailed you can be, the better it is,

Software, like agile software teams will use sprints of one or two weeks where they set out, they have a sprint-planning session, and they set out what they’re going to accomplish that week. And then at the end of the week, they have a demonstration of what they built, what they’ve done, and they do a retrospective over how it went, like what went well, what didn’t go well, how can they improve for the future. And then they set the next week’s sprint. So, that is a great way of doing results-based work and sort of taking small pieces as

So, really, setting expectations and what is the objective, and what are the results. And then get out of the way of your professionals as a leader. Like, you hired people because they’re supposed to have the ability to do a particular job. I think the role of the leader is to set the goal posts and then remove any impediment that might get in the way of that professional in getting to that goal post. So, that’s setting

Then number two would be creating a team agreement, so that is just outlining what are the best ways of working together. So, what kind of information do we need to share and where is it stored? Are there security protocols necessary to get to it? How are we going to communicate with each other? Which tools and what tools are you going to use for what? Are there expected response times, these kinds of things? And then collaboration, how do you know what each other are doing? And how are you giving each other

So, a standard team agreement, just setting out some basics. It doesn’t have to be a big rulebook but just setting out some basic guidelines and principles for how you’re going to work together so that you can avoid all the basic

Pete Mockaitis
Right.

Lisette Sutherland
And then number three would be put feedback loops in place. These retrospectives that the agile software teams are awesome. I mean, it gives the team a chance to celebrate successes when they have them, it gives them a chance to blow steam when they need to blow steam, and it gives them also a chance to bring up little things that you might not bring up in the moment because it’s just too small, like talking about it might make it into a bigger thing than it is. But these retrospectives give you a space to just be like, “You know that thing you did last week? Like, totally annoying.” Sometimes you’ve got to just say that, you’ve got to just get it off your chest, otherwise it’ll explode in weird ways. So, I would say, as a manager, if you’ve got those things down, setting expectations, creating a team agreement, and putting feedback loops in place, you’re going to get

Pete Mockaitis
You know what’s so intriguing about that is that these practices would make all the difference for an in-person team as well.

Lisette Sutherland
Totally.

Pete Mockaitis
I think it’s easier for you to sort of lose track of what the heck is going on. And I think it just maybe, I thought to summarize, it’s just like the remote piece just makes it…it just sort of amplifies it all in terms of, like, you might notice that something is not working in person faster because you’re right there, as opposed to remotely, it’s like, you can maybe go weeks before you discover it’s not fine.

I also love that agile example. When you have to demonstrate the thing kind of publicly in a short timeframe, boy, there’s a boatload of accountability there in terms of so if you were goofing off and watching funny cat videos for the whole work day, you would either need to stay up late to get it done or embarrass yourself publicly, like, “Yeah, this doesn’t really work and I’m not done. Sorry, guys.” And then you’re like, “Note to self: Never do that again. That felt terrible.”

Lisette Sutherland
Right. Nobody wants to be in that position. So, yeah, you’re right. It amplifies the good and the bad. So, it’s going to amplify the George Costanzas on your team, you know, that are just always trying to get away with laziness, or it’s going to amplify, you know, if they’re rock stars, they’re going to be rock stars remote as well. But it’s going to amplify communication challenges. And I would say, when you’re in person, you can be sloppy about some of these things. And when you’re remote, you cannot be sloppy. You need these systems in place.

Pete Mockaitis
Yeah, that’s well-said. Then, at the same time though, remote does have really cool advantages. And I guess there’s a debate on whether you are more or less productive when remote. And you said your studies, your research reveals that most people would prefer, in their dreamworld, to have a combo of sometimes in the office with the colleagues and sometimes remote. So, I don’t want to use the word hacks, but what are the special opportunities that are possible when remote working that really boost productivity that we don’t have access to when we are obligated to go to an office?

For example, I was just chatting with some guys in my men’s group, and we said, “Hey, one thing that’s cool about remote work is that I can sort of rearrange my day how I want it. Like, I might take a shower at 10:00 a.m. after doing an hour, an hour and a half of work just because I’m having a sleepy lull time, and why not be under hot water because I’m not going to get much done at the computer, and then I’m rejuvenated from having had the shower to do another round of work.” So, I think that’s pretty cool. It’s not as easy to do in a workplace, “Hey, see you soon, boss. I’m going to take my 10:00 a.m. shower. Be right back.” Probably not as doable.

Lisette Sutherland
I mean, you could but nobody would do it.

Pete Mockaitis
Yeah.

Lisette Sutherland
I think that’s the number one thing is, one, designing your lifestyle around, because I’m that person. I’m like I do my shower late, or I like to just get to work, and then a few hours later, I’m like, “Okay, I need a break.” And then I go running, and then take my shower, and then continue, so that’s totally me. But there’s also all kinds of things. Like, when I used to work in an office, it was always freezing cold in the office, like I was freezing. I had sweaters and all kinds of stuff. It’d be like superhot outside and I was in my sweater in the

Pete Mockaitis
All right.

Lisette Sutherland
So, there’s temperature which is never good. There’s noise which you can’t control. I have a little candle that I burn on my desk, it’s like this cute little candle thing in here. And so, you couldn’t do that in an office. You’re not getting people burning candles at their desks. And, also, in between my virtual meetings, I like to do some jumping jacks, or squats, or just something that gets the blood

Pete Mockaitis
Or take a nap.

Lisette Sutherland
Yeah, I’m not a napper.

Pete Mockaitis
You dance.

Lisette Sutherland
I’ve never been a napper. Yeah, but you could dance. I’d dance for sure.

Pete Mockaitis
You could be ridiculous.

Lisette Sutherland
And I would never do it at the office. But, here, I just have to close the curtain so that the neighbor can’t see me, but I can just boogie down. And I think that that’s pretty great.

Pete Mockaitis
It is.

Lisette Sutherland
You can just design your productivity. So, yeah, if you have the right space.

Pete Mockaitis
I think that’s intriguing. Maybe the master key or theme there is like wherever there is a social norm that is preventing or compelling you to do something that’s not actually valuable, you can kind of just chuck it, it’s like, “I’m going to have a dance party. I’m going to work in my underwear. I’m going to take a nap. I’m going to take…” You can kind of be as weird as you need to be if it’s helpful and productive.

Lisette Sutherland
And I think if you are getting your results done, then I say, “Let your freak flag,” because, I mean, it’s great. We’re all diverse. I just think, “Great. If you’re getting your work done, have a really good time.” And it’s great that we can reward results instead of time because if two people are doing a marketing report, and one person, it takes them a whole week to do it, and the other person, it takes him four hours to do it, well, good for the person that took four hours. If they’re the same quality, great. We should be rewarding people getting things done, not how long they take. I can draw stuff out forever if you’re paying me on an

I remember being in an office thinking like, “What’s the rush? I can just work on this forever,” kind of thing. But now that I work for myself, it’s just like, “Okay, I’ve got like three deadlines. I got to get it done. I’m on the ball.” So, it’s just different motivations.

Pete Mockaitis
Oh, that’s fun. That’s well-said. Well, I’d love it if you have any other random tips, tricks, tools, do’s, don’ts before we hear about some of your favorite things. I got to chime in one real quick because I’m at looking them. I love earplugs, I think, at an office or at home. My door blocks a lot of the noise but sometimes two-year old’s screams will still penetrate it and really catch my attention. And I guess primally that’s what they’re supposed to do. So, earplugs plus noise-cancelling headphones is just lose all track of everything else but the work. It’s pretty fun. So, what else do you want to make sure to mention before we hear some favorite things?

Lisette Sutherland
Well, I would say use visual cues. When you’re using video, that’s one of the benefits because, for instance, you can use cards to

Pete Mockaitis
“Oh, you’re on mute.” That’s so cool.

Lisette Sutherland
…”Hey, you’re on mute,” or, “Dang, it’s totally awesome. I really love that

Pete Mockaitis
Did you make those cards? Where do I get them?

Lisette Sutherland
Yes, they’re on the website. I could send you a pack. I’ll send you a pack.

Pete Mockaitis
Well, thank you.

Lisette Sutherland
Or if you want just to express, like, “Oh, I love the idea. I love the

Pete Mockaitis
She’s holding the cards. We’re audio only. Just to make sure they don’t miss it, Lisette. She’s holding up cool cards that say things like, “Awesome,” or “Heart,” or “You’re on mute,” or, “Should we record?” And so, it enables you to convey a message without interrupting somebody, and just sort of make it interesting and visually dynamic. That’s brilliant.

Lisette Sutherland
And beautiful. And I would say one of the best cards, the most popular card out there after “You’re on mute” because that one everybody does, is this one, and it’s called “Elmo” and it stands for “Enough! Let’s move on.” And this is for that person in your meetings online or in-person that just goes on and on and on. And if you don’t know who I’m talking about, it’s probably you, right? But this is your visual indicator to let that person know because they’re going on and on because they don’t know that you’re ready to move on. So, if you can just show them, “Okay, got it. Let’s go on to the next point.” So, that takes your

Pete Mockaitis
And what’s so handy about those cards, I’m not trying to be an ad for you but I am, that’s fine, is that different platforms will have emojis or whatever, but a lot of times, I think in Slack, like it’s sort of often the default is to be hidden, like in the chat box, and it’s like, “Oh, there’s a chat. Let me click it,” versus, if you’re going on and on, you will probably not stop to click it.

Lisette Sutherland
Right.

Pete Mockaitis
And if multiple people are holding up the “Enough! Let’s move on” card, it’s like, “Okay, that’s very clear. A strong majority got the point.”

Lisette Sutherland
Yeah, like one Elmo where it doesn’t have to change the conversation but if, all of a sudden, four or five, then you know, people are done.

Pete Mockaitis
Oh, that’s good. That’s good. All right. Well, Lisette, now, could you share with us a favorite quote, something you find inspiring?

Lisette Sutherland
It’s a very simple one but I think it’s perfectly apt in this time, and it’s from Mr. Rogers, so I love it even more knowing that it’s from that. And I don’t know the exact quote, but he says something of, “Look for and be one of the helpers.” So, I really like that because it speaks to me on a number of levels. In these times where everybody is stressed, and everybody is going through something difficult, the whole world is at the moment, that we need to be looking for opportunities and ways to help each other just to take some of the bleakness out.

Pete Mockaitis
And how about a favorite study or experiment or bit of research?

Lisette Sutherland
This one is a bit of a silly one so I won’t spend too much time on it. But there is a bit of research that shows that when one person has spoken once in a meeting, they’re more likely to speak again. So, this bit of research, I think, is my favorite because it gives you an opportunity, or makes the case for using icebreaker questions, or warmup questions, or check-ins before a meeting starts. I use them for all my meetings with teams that I know really well.

I just do a quick silly icebreaker question, like, favorite food, favorite vacation spot, or, “Take a picture of your shoes and show us what’s on your feet,” just something.
And there’s a lot of kickback against icebreakers, but i would say that it doesn’t have to be silly. You could also use things like, “What are you hoping to get out of this meeting today? Why did you come? Or what are you hoping to contribute to this meeting today?” So just getting people to state so it doesn’t have to be silly. But I think icebreakers, and the research that shows when people have spoken once, they’re more likely to speak again, I think that that’s encouraging for all my meetings.

Pete Mockaitis
Thank you. And how about a favorite book?

Lisette Sutherland
One book that I really, really love, and it’s going to be a professional one, I’ve got it right here because I’ve been using it a lot, is this book called Beyond Bullet Points.

Pete Mockaitis
Oh, I got that one.

Lisette Sutherland
It’s a great book.

Pete Mockaitis
I think mine was the first edition. Oh, that’s nice.

Lisette Sutherland
Oh, you see I’ve used it quite often. But I think people’s presentations are just terrible most of the time. I mean, talk about, you know, they’re always like tons of bullet points with eight-point font. And I don’t know about you, but I cannot read and listen at the same time. I just can’t do it. I can’t multitask maybe. So, this book Beyond Bullet Points if you’re giving a presentation, or you’re doing anything online, use this book because it tells you how to create a compelling story even if you’re not a good storyteller, and it tells you how to create compelling slides even if you’re not a designer. So, that’s my favorite book right now.

Pete Mockaitis
And how about a favorite tool? You’ve mentioned a few.

Lisette Sutherland
Right now, the Oculus Quest is my favorite tool right now. Really, I’m blown away by the experience as you could have. I’ve been canoeing in the Artic, I’ve been at the International Space Station, and it feels…I’m learning Tai chi, like I’m doing all the calm stuff because it makes me really nauseated, but I’m really enjoying the experience. Virtual reality is so great.

Pete Mockaitis
Well, it sounds like such a great way to get out when you can’t get out.

Lisette Sutherland
Totally. That’s why I bought it, I was like, “I want to be able to have some sort of outdoor experience.”

Pete Mockaitis
And how about a favorite habit?

Lisette Sutherland
At the moment, my favorite habit is intermittent fasting, and I’m really enjoying that. I do it so that I don’t eat between the hours of 10:00 p.m. and 1:00 p.m. So, it’s not a severe fast or anything but I feel better when I like it. So, that’s the habit I’m going to keep.

Pete Mockaitis
And is there a particular nugget you share that people really connect with and you’re known for?

Lisette Sutherland
The super cards, that’s definitely so. And beyond that, people know that I’m really crazy about telepresence robots, and I just think the potential for telepresence robots are great. So, if you don’t know what they are, they’re drivable robots where you beam in just like any video conferencing tool, and you drive them using the arrow keys on your keyboard. And what I like is that it simulates a human in the office. And so, if you’re one of the only remote people in an all in-person company, beaming in via robot can be an awesome way of giving yourself more presence in that office. It sounds really far out but these things are pretty inexpensive these days.

Pete Mockaitis
Cool. And if folks want to learn more or get in touch, where would you point them?

Lisette Sutherland
CollaborationSuperpowers.com. Everything is there. Everything.

Pete Mockaitis
All right. And do you have a final challenge or call to action for folks seeking to be awesome at their jobs?

Lisette Sutherland
For all the people that don’t like turning their videos on, just try it. Just try it on a couple of calls and see what the difference is. So, I know that’s a simple one but I think in these times, we need to learn how to connect and be closer in new ways, and video calls, I think, are the way to do it. It’s your one step into the new reality.

Pete Mockaitis
All right. Lisette, thank you. This has been a treat. And I wish you lots of luck in all of your superpower collaborative adventures.

Lisette Sutherland
Thank you. I really appreciate it.

Apr 06
0

560: How to Resolve Conflict and Boost Productivity through Deep Listening with Oscar Trimboli

By | Podcasts | No Comments

 

 

Oscar Trimboli says: "The most important thing to listen to is what's not said."

Oscar Trimboli explains how to increase your impact through sharpening your listening.

You’ll Learn:

  1. The magic phrases powerful listeners use
  2. How to expertly listen for what’s unsaid
  3. One question to ask the people you disagree with

About Oscar:

Oscar Trimboli is an author, host of the Apple award-winning podcast Deep Listening and a sought-after keynote speaker. He is passionate about using the gift of listening to bring positive change in homes, workplaces and cultures around the world. He is a marketing and technology industry veteran with over 30 years’ experience across general management, sales, marketing and operations for Microsoft, PeopleSoft, Polycom, Professional Advantage and Vodafone.

Oscar lives in Sydney with his wife Jennie, where he helps first-time runners and ocean swimmers conquer their fears and contributes to the cure for cancer as part of Can Too, a cancer research charity.

Resources mentioned in the show:

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Oscar Trimboli Interview Transcript

Pete Mockaitis
Oscar, thanks for joining us here on the How to be Awesome at Your Job podcast.

Oscar Trimboli
Good day, Pete. I’m really looking forward to listening to your questions today.

Pete Mockaitis
Oh, I’m looking forward to listening to what you have to say. So, we’re talking listening and I want to sort of start off with a real strong why. Could you give us sort of like the case or a study or an example that reveals really what’s at stake when we listen well and what can be possible, and when we don’t listen well and how we’re suffering?

Oscar Trimboli
30th of December, Wuhan, China, Dr. Li has said to a group of his medical professionals, he’s an ophthalmologist, that he’s worried that the patients he’s seeing at the moment have SARS-like symptoms showing but it’s worse. And he publishes that on the local social media app that they use, and that gets seen by the Chinese government. And the next day, he’s visited by the Chinese government officials and told to recount what he said and everything he said is wrong.

And everybody ignored him, nobody was listening to him. And, as a result, we have the coronavirus that’s completely changed the world in 2020. That’s one of the costs of not listening. So, the costs of not listening can be quite significant. And in a lot of workplaces, Peter, people whose opinions are different, who may be seen as far out or different, they’re ignored, whether it was on the Deepwater Horizon’s oil rig in 2012 where a whole bunch of people, 11 got killed because engineers weren’t listened to.

But, also, the global financial crisis. Dr. Rajan was presenting a paper at Jackson Hole, Wyoming in 2005 and actually predicted where the global financial crisis would play out but, again, he was ignored. He wasn’t listened to. Millions of jobs, billions of dollars of savings, and all of that variety. They are some of the big costs of not listening. In our workplaces, it creates confusion, it creates chaos, it creates conflict, it creates projects that go overtime, it creates lost customers, and it creates great employees who leave because their managers don’t pay attention to them. So, they are just a couple of the costs of not listening.

Pete Mockaitis
Wow! Oscar, you are nailing it. Yeah, those are huge costs. And so, we’re looking at listening then in a pretty broad perspective in terms of not just you and I in a conversation, and me absorbing what you’re saying, but the extent to which I am even accepting, adopting, choosing to acknowledge your views as valid, true, and possible.

Oscar Trimboli
Yeah, listening is the willingness to have your mind changed. Listening is the openness to hear what’s unsaid. Listening is making sure you’re listening with your head as well as your heart. And I think a lot of us think of listening as one-dimensional. We think of it as monochrome. We think of it as a very, very simple thing, but listening has got lots of nuance to it.

And, for many people, one of the exercises we always talk about in our workshops is go and listen to and consume media, it’s a podcast, it’s a TV show, go and read a blogpost from somebody you fiercely disagree with, and notice what’s happening in your mind while you’re fiercely disagreeing with them, because for a lot of us we get blocked by our own assumption filters.

My daughter-in law, when she was 21, she’s a Judo player, and Judo players have this incredibly high tolerance for pain, Peter, in a way I can never understand, that you would literally have to choke them before they would stop fighting on the mat. And Jen got hit by a car while she was riding her bike to training, and she was completely devastated because she had spent a lot of money saving for that bike, and that bike was her means of transport in an Olympic year. And she literally picked up the bike, put it on her shoulder, with a broken ankle, by the way, and went to a local emergency room and was treated by a doctor.

And the doctor was confused why Jen brought the bike into the ER because that bike was more important to her than her ankle at that moment. But what I’m curious about right now, Peter, is in your head, describe the doctor.

Pete Mockaitis
Describe the doctor. Well, I guess I was really visualizing the scene of your daughter with the bike and kind of limping, and so I’ve got very little on the doctor. The doctor, I guess, is inquisitive, it’s like, “Hey, why did you bring your bike?”

Oscar Trimboli
Yeah. But, physically, gender-wise, height, weight, what sort of doctor are you visualizing right now?

Pete Mockaitis
Well, boy, not much. He’s kind of faceless, I saw just more sort of like the white robe. But I guess if I were to kind get more into the picture, well, I kind of see my buddy, shoutout to Johnny, he’s a doctor, and so he looks like my buddy Johnny, who’s in his late 30s. He looks a little bit like the Property Brothers if you’ve ever seen that TV show, so that’s what I’m picturing.

Oscar Trimboli
Yeah. And the doctor that saw Jen was 5’4” and an Indian woman. And, again, so the point of the story is, yeah, the bike and all of that, but a lot of us go into conversations where we have our own assumptions from our own experience base that filter how we listen, and we’re not even conscious of these things that are getting in our way when it comes to listening. And a lot of that is really initially caused by our internal distractions as well as our external distractions. A lot of us have our cellphone going, or a laptop, or some kind of tablet, something like that. So, we got all these external distractions but we’ve also got these internal distractions as well.

And, for a lot of us, we don’t even know it’s happening. We just aren’t even at that point of consciousness because we’re so distracted coming into the conversation. So, for most of you listening right now, it’s happening now. You’re distracted while you’re listening to Peter and myself. You might be commuting. You might be preparing a meal. But your mind is wandering in a completely different direction.

So, I wanted to give a commercial break to the neuroscience of listening, if that’s okay, Peter. Right now, I speak at about 125 words a minute. You’re a little quicker, about 150, and if you’re auctioning cattle, you’re at about 200 words per minute. But you can listen at 400 words per minute so you fill in the gaps because your mind gets bored and your mind is distracted. So, this is the 125/400 rule that says, “I speak at 125 words a minute, you listen at 400.” And if you don’t notice this gap, you’re going to drift away.

Now, it’s okay. I do it myself when I spend all day training people on how to listen, but the big difference between me and anybody else is I know when I’m distracted before you do, so I come back into the conversation much faster. So, it’s really, really important if you understand the neuroscience of listening, that I speak at 125-words a minute, you listen at 400, you’re going to get bored and distracted. It’s okay. You just come back in. And we’ll talk about some tips later on about how to notice and what to do about it when you drift away.

Pete Mockaitis
Well, that’s intriguing. And I heard another stat about how we can think even faster than the 400 words per minute. And I guess when we’re thinking, we’re not even thinking in subvocalized words there.

Oscar Trimboli
No. You’re absolutely right.

Pete Mockaitis
Because I’ve tried that in prayer, like I would think the Rosary prayer as fast as I can think the words, and it’s quick. It’s quicker than like a talk, yeah. But it’s still maybe it is around 400. It’s not much beyond that.

Oscar Trimboli
On average, it’s 900 words a minute you can think at. That’s nearly double your listening speed. Some people can do up to 1600 words a minute think, and right down at the other end of the Bell curve is about 600 that, welcome to the speaker’s problem. And this is why it’s critical that everybody understand the most important thing you need to listen to is what’s not said. I know it feels like Yoda just stepped onto the podcast. How do you listen to what’s not said? But it’s really critical.

If you understand the neuroscience of speaking, you speak at 125 to 150 words a minute, you’ve got 900 stuck in your head, that means the likelihood that the first thing that comes out of your mouth is what you mean, that’s 11%. One in nine chance that what you say as a speaker is what you mean. Therefore, if you want to have a powerful conversation with somebody, you want to get the next 125 words out, and the next 125 words out. And if you can get to about 300 words out of their thoughts, you’re probably getting closer to what they mean.

And this is another distinction, Peter, when it comes to listening. As a listener, it’s not your job to make sense of what they say. It’s your job to help them make sense of what they’re trying to say. Now that’s a really big difference, and what that means is most of us, our mind is like a closed washing machine. We’re in wash mode when we’re thinking, and it’s sudsy, and it’s agitated, and it’s like the water is dirty, and we’re moving but we’re not making progress. And the minute the rinse cycle comes on in a washing machine, out flushes all that wonderful clear water, and that’s exactly what it’s like when you speak.

Your mind is wired differently while you speak, while you think, and you make much more sense of what you say by saying it aloud than saying it inside your own head. So, powerful listeners will use these magic phrases. Michael Bungay Stanier did a wonderful job of talking about a couple of these on past two episodes ago for you. And he talked about the phrase “tell me more,” “what else,” and, “use silence.” These are three powerful techniques in that moment where you ask somebody “What else?” Something magic happens to the human mind.

And, Peter, tell me if it’s happened for you. People kind of tilt their head, they’ll breathe out, and they’ll say, “Well, actually, you know what we should talk about?” or, “Peter, you know what’s really important for us right now? Not what we’re talking about. I need to talk about this.” And for a lot of people, they’re out there nodding because it’s a real-life experience. But most of us just talk to the first thing they say rather than trying to understand what they really want to mean.

And if you’re in your role, whether you’re a manager or you’re working with your manager, making sense of what people mean, not what they say, makes work quicker. You work on the important things that have impact, not the transactional things, and listening helps you get to the result in a much quicker way, with a much bigger impact.

Pete Mockaitis
Yeah, that’s powerful. And so then, the points you’re making with those numbers associated with the first 125 word in the first minute, there’s 11% chance that that’s what I really want to say, you’re saying it’s so important to not just respond to that and we’re off to the races. “You’ve spoken for a minute therefore I know what we’re talking about and I’m going,” but rather draw it out for a few more minutes, and then we’re going to get at the good stuff. And we save time because instead of spending, I’m just going to make up numbers, instead of spending 15 minutes talking about the thing that’s not the thing, we can spend five minutes listening to get the real thing, and then go from there.

Oscar Trimboli
Yeah. And in a lot of modern workplaces, we’re dealing with issues that are really complex, that don’t have just single or binary responses that are possible. Whether you’re in a creative role, or you’re in software development, or you’re in professional consulting, it doesn’t matter what profession you’re in, if you’re in the medical profession right now, there’s so much complexity and multiple and exponential vectors that you’re dealing with on a topic.

The likelihood that the very first thing that either of you talk about is the result or the possibilities. Whenever you’re stuck in these binaries, if you’re arguing A versus B, or one versus two, or red versus blue, the critical thing to ask yourself the question is, “What’s the third possibility? And what’s the fourth possibility?” And that’s only going to come about by listening.

On the days where we’re just doing tasks that require us to think one step ahead, we have to anticipate many things today in the imagination economy, because we’ve kind of moved from the information economy to the imagination economy, and our imagination can open up so many more possibilities. And that’s why one of my favorite quotes from Peter Drucker is, “The most important part of communication is listening to what’s not said.” And if we spent some more time there, the confusion, the conflict, the chaos in our workplace would go away.

Pete Mockaitis
So, let’s get after a little bit more how one does that effectively. So, there’s not jumping at the first minute, there’s kind of more encouragement of “tell me more” and “what else.” What are some of the other best practices that can get us to identifying and listening for what’s not said?

Oscar Trimboli
Yeah, I think we have to wind this way back, Peter, and start at the very foundational part of listening. And you can’t listen to anybody else till you listen to yourself. So, the very first part of listening is listening to yourself. Most of us turn up to a conversation with a radio station playing in our head that’s a completely different frequency to the conversation we’re just about to go into. We’re going from a meeting to a meeting, we’re going from a phone call to a phone call, and we’re still processing the last thing that was in our head.

So, getting ready to listen is more important than actually listening. In our database, we do proprietary research ourselves, 1410 people who are listeners, who have put up their hands, and said, “Help! Help! We need help in improving our listening.” We’ve been tracking them for two and a half years. And 86% of them say the thing that gets in the way of listening is not how they’re having a conversation with the speaker. Eighty-six percent of them say what’s getting in the way is the distractions before the conversation commences.

And some of those distractions are a story that they might have in their head about, “Oh, well, the last time I had a conversation with Peter was really wacky and the conversation didn’t go so well. And what’s he going to show up here because he’s a really unpredictable character?” or, “The last time I had a conversation with Peter, it was really, he is really dense and detailed, and I really didn’t make sense of it.” And you’re turning up to that conversation in that posture, and that’s your internal distraction, let alone your external distractions.

Most people walk in with their electronic devices of some sort, whether it’s a phone call, whether it’s a meeting, whether it’s a team meeting, we’re distracted internally and externally. So, I would always encourage people to do three things to get ready, to get that foundation right, when it comes to listening.

Step number one. Remove the electronic devices. And if that sounds like cold turkey, then put them in flight mode, that’s my big request. Just put them in flight mode so you remove the dings, the bings, the buzzes, the beeps, all those notification things that are going to come across your devices. Tip number two, drink water. Most of us turn up to a conversation with a cup of coffee only. I’m not anti-coffee, I’m not pro-coffee. I don’t have a position on coffee. Drink water. A hydrated brain is a listening brain. Or Red Bull, I don’t have a position on Red Bull either, Peter.

A hydrated brain is a listening brain. Now, why does it matter? The brain is only 5% of the body mass, yet it consumes 26% of the blood sugars. The best way to get your brain operating in a place that’s optimal for listening is to drink a glass of water every half an hour. So, a hydrated brain is…

Pete Mockaitis
Is it 8 ounces, 16 ounces, or how big is this glass of water we’re drinking every half hour?

Oscar Trimboli
However big your glass is. Most people don’t even drink water, Peter, so I’m not really worried about the size of the glass.

Pete Mockaitis
Well, I’m thinking if you’re awake for 16 hours, are we talking about 32 glasses of water?

Oscar Trimboli
Yeah, so a properly hydrated high-performing corporate athlete should be drinking about two liters of water a day.

Pete Mockaitis
Okay.

Oscar Trimboli
So, most people go, “Wow, that’s quite a lot of water.” But if you’re exercising effectively and you’re moving through the day, two liters of water is enough. So, a standard can of whatever your favorite soda is about the size of the glass I’d be thinking about right now for anybody there. So, hydration is really critical because a lot of people say when they concentrate during the process of listening, their brain hurts. They walk out of a conversation, they literally hold their head, and that’s got nothing to do with the act of listening. It’s got to do with the fact that they’re dehydrated. So, if we’re hydrated, we’re going to be in a better position.

And the third thing is just it sounds so basic. Take three deep breaths. And I’m not talking yoga pose kind of breaths. I’m just saying, in through your nose, down the back of your throat, all the way down to the bottom of your diaphragm, and then back out through your mouth. And for me, the way I make this practice simple for me, if I’m going to see a client, Peter, when I cross the lobby in a building, I’m going to switch off my phone the minute I cross the lobby, put it in my bag, go into the elevator, put my back against the elevator wall, take three deep breaths. And by the time I come out, I’m going to reception, they offer me a refreshment, so I always ask for a glass of water for me and the guest.

And in that moment, my mind is ready to start to listen. We’re going to get onto the techniques of what happens during the dialogue shortly. But it’s so critical that we all understand you need to be ready to listen. Most of us aren’t.

Pete Mockaitis
Okay. So, some hydration, some deep breaths, and you’re sort of prepping the…I’m kind of imagining like if you’re painting a wall, it’s like there’s the prep, and then there’s the application of the paint. So, in the prepping, you support or else you’re not going to get a great end result there. All right. So, let’s say we’ve done that. Good news, we’re ahead of the game. What do we go forward with in the actual conversation?

Oscar Trimboli
Yeah, a lot of us spend too much time in the first kind of conversation thinking about what we’re discussing. And one of the things that sets up a great conversation is how.

Pete Mockaitis
How we’re discussing it?

Oscar Trimboli
How we’re discussing it. What would make a great conversation for us today? By the time we’re finished, what would you like to do? Now, all the research we’ve done, Peter, is on the workplace. I always put this by “Beware” announcement, “Please do not try this at home with your loved ones. They’ll see right through it.” It’s really critical. When I speak, most people come up to me or ask me questions from stage, saying, “Oscar, how do I get my wife, my husband, my partner, my loved one, to listen to me?” And men tend to listen to fix, and women tend to listen to feel.

Pete Mockaitis
Fix? I’m going to fix this?

Oscar Trimboli
Yes. So, men are very solution-orientated. So, a “how” question is, if you come home during the day, like this is a thing that transformed my relationship with my wife. In the early days, she’d go, “Oh, this is what happened in my day,” and I’d go, “Oh, yeah. Did you try this?” And she’s like she would get so furious because I was trying to fix it. She just wants to be listened to. And what I do now is I simply say, “Is this a conversation where you want me to listen or is this a conversation where you want some suggestions?” And 99 out of a 100, it’s just to listen, but in the odd case, she goes, “Yeah, I’d like some alternatives.”

And the same is true in the workplace. Most of us don’t agree out front how the conversation should be orientated. Is it a brainstorming conversation? Is it a conversation where we’re looking to make progress? That context is always king. But most of us don’t take the time to create the context at the beginning. What would make this a great meeting for you? What’s an outcome you would like to achieve from this meeting? Then we can actually get into the dialogue and explore the five levels of listening that we can kind of sequence as we go into that conversation, around listening for context, and listening for content, listening for the unsaid, and, ultimately, listening for meaning.

I would say this, there’s a lot of big people out there saying really important things about it’s crucial to understand the why. And when it comes to listening, why can feel judgmental. When you ask a lot of why-based questions at the beginning of a dialogue where you have low trust or low relationship with somebody, please be careful. Whether it’s FBI hostage negotiators I’ve spoken to, or telephone-based suicide counselors, why questions are loaded with judgment where when you ask somebody, “So, why do you do that at your company?”

You can achieve exactly the same result by simply asking them, “How does the approval process work at your organization?” as opposed to, “Oh, why does your company do approvals that way?” Same question, very different orientation. And I think, for a lot of us, what we’re not listening to is the actual way we’re dialoguing ourselves, and we need to be asking more how- and what-based questions, and a lot less why-based questions as well, Peter.

Pete Mockaitis
All right. You know, it’s so funny, as we were talking, my phone is sort of buzzing, and it’s like, “What? I’ve got it on Do Not Disturb,” but it was an emergency notification about fixing clothes with the coronavirus. So, anyway, even when I’ve set it to Do Not Disturb, distractions, interruptions can emerge. But point well-taken with the why question puts you on the defensive, it’s like, “Well,” you feel like you need to justify it, and you’re more likely, you kind of dig into it, so excellent. Well, then, can you bring us deeper, then, into these five levels of listening?

Oscar Trimboli
Well, a lot of us are taught to listen to content level two. So, level one is listen to yourself. Level two is listening to the content, and that’s interesting. Most of us are listening for words and, occasionally, body language, but a lot of time we’re not listening for state, we’re not listening for where people’s energy is at. And I’m not doing that from a woohoo perspective, but I was working with Peter who was…complex merger he was undertaking about two and a half years ago, and he was just going on and on about how frustrating it was, how unfair it was, that he shouldn’t be running the integration. The company being acquired, why are they asking him to do that?

And something just shifted in his head, and his shoulders moved a little bit more upright, and he just kept going on and on and on and on. And I went back, and I said, “You know, Peter, when we’re talking about that, you did this with your body.” And he looked at me, and he went, “Wow, I didn’t think you noticed.” And I said, “Well, when you shifted, your whole body moved.” And he said, “What I did in that moment, Oscar, was I realized I was listening to myself, and I couldn’t stand what I was saying, and I made a decision that I have to take responsibility for the merger.” And I said, “So, what decision have you made?” And he said, “I’m completely responsible for everything going forward.” I said, “But you spent the next seven minutes still complaining.” And he said, “Yeah, I guess I’m habituated into that right now.”

But for most us, our heads are buried in our laptop, or our cellphone, we wouldn’t have noticed that. So, looking at somebody from pretty much from the shoulders up is really critical when it comes to listening to content. When I talk about listening for context, this is really critical. Most of us don’t understand the backstory to any conversation. We turn up like we walked into a movie theater 35 minutes into the movie, and we’re trying to figure out, “Who are these characters? And what’s the plot? And when they’re all laughing, what am I missing out on?” And most of us don’t take the time to simply say, “Can we get back to the beginning? When did this all start?”

And, slowly, by putting those pieces of context into place, it’s not important for you. Yes, you’ll make sense of it, but it’s more important for them. So, one of the powerful questions that you always want to ask is, “When did this start?” But for a lot of people, whether you’re in sales, or professional consulting, and all of that, most of the time you’ll take a brief, but you only take the brief at that point in time, “What we’re looking to do in the future is X, Y, Z.” That’s interesting. But what’s really important is, “How did they get there?” And if you just take one moment to ask that question, that context will create a beautiful landscape for you guys to dialogue on that makes sense for everybody. You know all the actors in the movie now, and you can make sense and laugh at the punchlines like everybody else does.

We spent a bit of time at level four talking about what’s unsaid. And then level five is listening for meaning. What’s the meaning that they’re making from the conversation? I was working with a pharmaceutical company about four years ago. Have you ever walked into a building, Peter, where you feel the tension dripping out of the elevator ducts, out of the air-conditioning ducts? It’s like there’s just this tension in the room. So, that’s the organization I was walking into. I was asked to speak to the people leader community in this organization, and 20 minutes in, I just felt the room. There was this tension. And I turned to the managing director of this manufacturing pharmaceutical plant, and I said, “Look, with your permission, I’d just like to try something different.” And he gave me the most dismissive look, and said, “Well, if you must.”

Pete Mockaitis
If you must.

Oscar Trimboli
Now, I said, “I’d prefer to do it with your permission,” and he said, “Oh, go ahead.” And all of this is going through my head as well, “I’m not getting paid for this.” And I said to the room, “Hey, look, just turn to the person next to you and tell the person next to you what movie is going on in this manufacturing plant right now.” And the room explodes into laughter, and they’re all chatting away, and the tension is completely broken.

And the CEO steps up on stage next to me, puts his hand behind my back and switches off my lapel mic, and basically looks me straight in the eye, and said, “This is not on brief.” And I said, “Mark, can’t you feel what’s going on in this room?” And he says, “I’ve got no idea what you’re talking about.” I said, “Look, just give me five minutes. We’re going to bring the room back and we’ll try to make sense of what’s going on because something is going on here. There’s a lot of tension in this room. And if not, just kick me offstage.” And he goes, “All right. Look, I’ll trust you.” And he went back down and sat down.

Now, what you’re going to imagine, it’s like popcorn in the room, everybody is bouncing off each other. And every time somebody announces what movie is going on, the room explodes into laughter like popcorn in a stove. And the movies they were coming back with was like Die Hard and Titanic and Towering Inferno. You imagine the disaster movie that we’re talking about. And what happened next was amazing. That CEO, who looked at me with disdain and disgust, came up, pointed at me, and told me to go and sit down in the chair in the corner, and I thought, “Oh, wow. This is a bit of a moment. I’ve never been told to get offstage.”

He stood up there in front of the room and did something that completely changed my perspective on leadership. He stood up and said, “I’m really sorry that coming to work feels like a disaster movie for everybody here. We’ve been trying to solve this problem for three weeks. I need your help. I don’t know all the answers. What I’ve learnt today is something that changed my mind. And for the balance of our time together, I’m going to invite Oscar back up on stage to see if he can help us navigate through this issue.”

And I was stunned in the humility, I was amazed in the eloquence, and the invitation for me to come back was exciting, and I simply said to the room, “Who aren’t we listening to right now?” Peter, honestly, I didn’t even know what the issue was. All I knew is they thought it was a disaster. And it was that permission slip to say, “What movie is going on?” that helped the room create meaning for what was going on.

Now what they discovered was there was a pipe that a frontline worker had told the business about six months ago that required maintenance but he was ignored. And in our discussion about “Who aren’t we listening to?” they said, “People in the production line,” because these were all pansy-pants, Six Sigma, chemical engineers, Masters, PhDs, and they were all trying to solve a problem that was seemingly solved within a couple of days, and then it would come back a couple of days later. But it was a 35-year old line veteran who had worked on exactly the same line for 35 years who had pointed out six months ago, “This pipe needed maintenance,” and he got frustrated because he got shot down, and said, “We can’t afford to slow production down for just that pipe.” That was costing them tens of millions of dollars in backed-up stock because they couldn’t go through quality assurance because of impurities there.

So, I think, ultimately, for all of us, every conversation is not going to be a $10-million conversation, Peter, every conversation is not going to be the coronavirus, every conversation is not going to be the global financial crisis. But if we go in with a willingness to have our mind changed, there’ll be less conflict, chaos, and confusion in our personal lives and in our work lives. And that’s something worth fighting for.

Pete Mockaitis
Well, yeah, there’s a lot of great stuff there. And I love those particular questions in terms of “Who aren’t we listening to?” and “What movie is playing right here?” because then I think that can, you’re right, that is like a lighthearted way to get after…

Oscar Trimboli
Tell the truth.

Pete Mockaitis
What do you see? Is it a disaster? Is it a romantic comedy? Is it Office Space? Like none of us are really doing anything. Is it Up in the Air? It’s funny because that can spark a lot of things. And so, I’m curious, and I wanted to ask this at the beginning, but I’m glad you brought it up again. When listening is the willingness to have our minds changed, and you’d say read something from someone you completely disagree with and notice what’s happening in your brain. Well, so, let’s say we do conduct that exercise, or we are just talking in real time with a real person saying something we wildly disagree with, what’s the right way to run our brains to manage it in terms of it’s like, “Oscar is full of malarkey. That’s ridiculous. Has he been to my workplace?”

Oscar Trimboli
It’s even simpler. We’ve all got an uncle or an aunt at Thanksgiving table that we know we’re going to disagree with. Every year they say the same things, and we all think they’re crazy, and they all think we’re crazy too. And simply asking them this question, “When did you   form this perspective? When did you first form this opinion? When did you first…?” whatever it is. It will short-circuit their mind because their mind is literally on a rotating play. It’s that list in your music play that just is on repeat over and over and over again, and nothing is going to break that circuitry unless you go, “When was the first time that happened to you?”

So, I was talking to a family officer. So, a family officer works in very large private companies, typically with the founders, and they were very frustrated with the founder around the way they thought about cost control. To say they counted the pennies would be wrong. They want to make sure that we’ve not only counted the pennies, but we’ve stored the pennies. That was the kind of description we’re getting about the founder. And I simply said to the family officer, “Go back and ask them when they first formed this opinion.” And they went back to the story and explained that in the ‘50s there was a rationing in the UK, petrol wasn’t easy to find, there was no fresh fruit, and there was this whole story.

And the founder, in that moment, said, “Times are very different now.” And then he smiled, and he said, “Times are very different now. Maybe it’s time for me to loosen up a bit.” And in that moment, that family officer was able to change his mind by going back and asking him the question, “When did you first form this perspective?” Because in helping people go back in time, they can notice the distance between that event and now, because a lot of those events that create that play track, Peter, they’re very seminal, they’re very foundational, they’re very emotional. They’re in the part of the brain that’s in the primitive part of the brain and they’re stored really deeply.

And us arguing with somebody about why they’re wrong on that topic, you’ve got about as much chance as flying as a human without a plane as convincing somebody who’s got a deep-seated emotional experience that they’re wrong. You have to ask them the question when did they form that opinion, and it will take them back to that moment. And give them permission to pull that memory out and choose. They might choose to keep it, but in a lot of times they’ll throw it away and go, “Hey, time to change,” or, “This situation is different,” or, “Maybe we can explore something a little bit more.”

So, when you get frustrated with someone you deeply, deeply disagree with, and you’re lucky enough to have the opportunity to just speak to them, just ask them when did they first form this perspective. That will help change your perspective but, more importantly, theirs.

Pete Mockaitis
That’s beautiful. Thank you. Well, Oscar, tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Oscar Trimboli
Look, I just always want to reinforce that if you just focus on removing the electronic devices, if you hydrate and drink a glass of water every 30 minutes, and if you breathe deeply, you’ll be ready to listen. And when you’re ready to listen, you’ll be able to make a big impact, and impact beyond words, because for most us, we’re trying desperately to listen to the other person while there’s a big, big radio station playing on in our head, Peter. So, devices off, drink water, take three deep breaths, and that’ll put you in an awesome position for the conversation.

Pete Mockaitis
Thank you. And now, how about a favorite quote, something you find inspiring?

Oscar Trimboli
Consistently, it would be Peter Drucker’s quote around communication is an illusion, and the most important thing we don’t listen to in communication is what’s unsaid. And that kind of triggered a whole bunch of research for me, and started the journey for 1410 people to go, “What am I not hearing?” when it comes to my research around listening. And he passed away about three years ago, but he was a prolific writer, he was a prolific person who led a lot of corporate thought, and he’s somebody who thought about things deeply.

Pete Mockaitis
And how about a favorite study or experiment or bit of research?

Oscar Trimboli
My favorite research was where in 1993 in Ottawa, Canada, they discovered that if you breathed and if you listened, they had 414 students paired off, and they had a little device connected to their fingers to measure their oxygen, their current O2 rate. And what they noticed is that people with a higher O2 rate were having more productive conversations, which was interesting. But what was the most interesting was, the most productive conversations, so they were self-rated by the students, the most productive conversations, the O2 level was synchronized. So, people were literally breathing at the same rate. So, that was something for me.

That’s why I always say to people, in one of our listening exercises, “Hey, how did you go with your breathing?” And they always go, “Oh, yeah, I did the three deep breaths and it was great.” And I said, “Did you notice the breathing of the speaker?” And most times they’ll say no, but those at a high-level of consciousness might say yes, and they go, “I realized I had to slow down the speaker’s breathing.” And I said, “How did you do that?” And most people will say, “Well, I just asked them to slow down.” But the really expert role model, great leaders, literally just slowed their speaking down, which slowed down the heartrate in the body, which got the oxygen up.

So, those kinds of studies where you’re integrating both the physiology of listening with the actual impact of listening from Canada in 1993, that research to me is just amazing.

Pete Mockaitis
And how about a favorite book?

Oscar Trimboli
I’m a big James Clear fanboy at the moment. I’ve been reading Atomic Habits probably once a month at the moment for the last 14 months.

Pete Mockaitis
A habit itself.

Oscar Trimboli
Yeah. And he’s got a quote in there that you don’t rise to the level of your goals. You’re pulled to the level of your systems. I’d say James’ book is a well-put together book, but it’s also, I’ve read a lot in 35 years, probably one of the best written nonfiction books I’ve read.

Pete Mockaitis
And how about a favorite tool, something you use to be awesome at your job?

Oscar Trimboli
It’s really a basic one, it’s one called TextExpander, Peter.

Pete Mockaitis
I love it. They’re our first sponsor, and I use it daily.

Oscar Trimboli
Oh, I would say eight to 12 times a day, TextExpander is saving me five to 10 minutes a day. And whether it’s a quick comment or reply to something, or just common phrases that I use, and things like that, it’s just a brilliant tool to kind of automate my brain. I love TextExpander.

Pete Mockaitis
And how about a favorite habit?

Oscar Trimboli
My favorite habit is really simple, and it’s changed dramatically in the last three weeks because of what’s happening. But on a Wednesday night, I swim or I run. I run in winter. I swim in summer. And Saturday morning, I run or I swim. I don’t meditate but I think running and swimming is my meditation. these physical habits are really important keystone habits to everything else that happens in my life.

Pete Mockaitis
And is there a particular nugget you share, that you’re known for, and people quote back to you often?

Oscar Trimboli
Yeah, but it’s a quote from Yoda, “Try not. Do or do not. There is no try.” and it’s something that can either set you free or frustrate you because sometimes I work really hard on the wrong things, and I have to realize later on that they weren’t the right things. And sometimes it’s the right thing to do and I just need to try a little harder to break through.

Pete Mockaitis
And if folks want to learn more or get in touch, where would you point them?

Oscar Trimboli
Just go to the ListeningQuiz.com where you can figure out what kind of listening villains get in your way, and a very personalized three-step plan what to do about it as well at ListeningQuiz.com.

Pete Mockaitis
All right. Oscar, it’s been a ton of fun. I wish you lots of luck and many enjoyable conversations.

Oscar Trimboli
Thanks for listening.

Apr 02
0

559: How to Unify, Motivate, and Direct Any Team by Picking a Fight with David Burkus

By | Podcasts | One Comment

 

 

David Burkus says: "Put to words the vision that's already in people's hearts and minds."

David Burkus discusses how crafting a compelling vision in terms of a fight can inspire your team to action.

You’ll Learn:

1) The three kinds of fights that inspire

2) A simple trick to greatly boost motivation and efficiency

3) The secret to getting along with the coworker you dislike

About David:

One of the world’s leading business thinkers, David Burkus’ forward-thinking ideas and bestselling books are changing how companies approach innovation, collaboration, and leadership.

As a skilled researcher and inspiring communicator, Burkus’ award-winning books have been translated into more than a dozen languages, and his TED Talk has been viewed over 2 million times.

A renowned expert, Burkus’ writings have appeared in the Wall Street Journal, Harvard Business Review, USAToday, Fast Company, and more. He’s been interviewed by NPR, the BBC, CNN, and CBS This Morning. Since 2017, Burkus has been ranked as one of the world’s top business thought leaders by Thinkers50.

Resources mentioned in the show:

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David Burkus Interview Transcript

Pete Mockaitis
David, thanks for joining us here on the How to be Awesome at Your Job podcast.

David Burkus
Oh, thanks so much for having me. Great title for a show, by the way. I just need to say that.

Pete Mockaitis
Oh, thank you. Yes, well, I like it clear. So, that’s what you’re getting here. I understand one thing that you’re awesome at is Brazilian Jiu-Jitsu and you got a blackbelt. What’s the story here?

David Burkus
Yeah, so I have been doing Jiu-Jitsu since probably 2016. Like a lot of people, I have that exact same story of college student, etc., go to Blockbuster when it’s still around and rent one of those old UFC DVDs and watch this guy named Royce Gracie destroy everybody. And, suddenly, you’re going, “What is this weird art from Brazil that everyone is talking about?” So, you go to the first class and get just like beaten to a pulp, but you go, “That was so much fun.” And if you keep doing it for 13 years, eventually the hand you a blackbelt. You get to be not terrible which is about what I would rate myself now.

Pete Mockaitis
Blackbelt equals not terrible.

David Burkus
Yeah, yeah. There are some people, like one of our coaches has been doing it for, let’s see, he’s probably 50 so 40 years and he’s still pretty fit. So, you’d think that you could beat up an old man, but you really can’t.

Pete Mockaitis
Well, now, David, do you have any pro tips if, let’s say, someone is at a grocery store and they’re buying the last roll of toilet paper or hand sanitizer, and then someone attacks you, what do you advise?

David Burkus
Well, the first thing would be to not get in that situation, right? Distance is your friend. So, the more that you can, I think, have situation awareness about who that guy that’s been eyeing the toilet paper awkwardly is and realize, “This is a situation I need to walk further away from,” that’s really your friend. That should be the biggest goal. I think a lot of people end up jumping. I mean, you watch it now but you also watch it during Black Friday shopping and things like that. People jump into confrontation way too quick. Keeping space from people is your friend.

Pete Mockaitis
Okay. Now, that’s advice for personal safety. Now, when it comes to rallying a group of folks, you advocate that people pick a fight. What do you mean by this phrase?

David Burkus
Yeah. So, pick a fight, referring to… it’s a bit of a double meaning, right? So, I believe that, fundamentally, we’ve had these conversations about purpose for probably two decades now and, yet, a lot of people are still really bad at saying what the purpose of a company is. We do mission statements or we try and start with why. We try and do all those things and it doesn’t really rally people the way it should.

And so, I believe, fundamentally, when you look at the research that one of the best ways to give a clear and concise and motivating statement, a purpose, is if you can frame it as the answer to the question, “What are we fighting for?” As a leader, if you can do that, and individually if you can do that, it just seems to, like you said, rally and motivate people a bit more.

But here’s the key, you have to choose your fight wisely. So, that’s the secondary meaning, you also have to pick the right fight which is almost never competitors. For the average employee, you’re almost never motivated by, “I work for Coke, and I want to destroy Pepsi.” “I’m probably going to go to work for Pepsi one day,” or something similar. So, you have to pick what is that higher purpose, that bigger thing that you’re striving for, that’s what the right fight looks like.

Pete Mockaitis
Yeah, that’s interesting. So, we’re fighting for something as opposed to against something. I guess maybe you could fight against something if it’s like intrinsically evil, like poverty or disease.

David Burkus
Yeah. The way that I phrase it is, “What are we fighting for?” not “Who are we fighting?” right? It’s not about the other because, again, you see. I mean, we’re seeing it right now as we’re recording this. This was totally unintentional, by the way, but we’re seeing it right now. This is arguably the first time in world history that every country in the world is fighting for the same thing and we’re all fighting against the same thing, and it’s sort of that proof of concept. There’s not time and situations like this for little squabbles over which country is right and all this sort of stuff.

And the same thing happens organizationally when you have that true sort of purpose worth fighting for. Those little silos, politics, turf wars, they all get squashed to that larger purpose. So, that’s why I really emphasized, it’s, “What are we fighting for?” not “Who are we fighting?”

Pete Mockaitis
Okay. And so, when you’re picking what you’re fighting for, we got some pro tips and pointers already in terms of not who we are fighting against. And so, maybe paint a picture for us with an example in terms of maybe if you’ve seen some cool transformation stories or some contrasts like, “Here’s an example of an organization that’s fighting for something and it works great. By contrast, here’s an organization that’s not quite doing that, it’s not working so great.”

David Burkus
Yeah. So, my favorite example, and one we talk about in the book, of changing that fight midstream, because it’s easy to see, “Okay, this startup has this sort of big fight-based mission,” but it’s a lot harder to do with an established organization. But in the late 1980s and throughout the entirety of the ‘90s, a gentleman by the name of Paul O’Neill took the reins at Alcoa, which is an aluminum-manufacturing plant. They make a lot of different types of aluminum. Fun fact, they make the aluminum foil that goes around Hershey’s Kisses, or they did for a really long time.

And what they were running into when Paul O’Neill took over, stock price was declining, their efficiencies were declining, I mean, it’s a normal 1980s, 1990s story of losing out to offshoring and manufacturing in developing countries and that sort of thing, and a lot of people were wondering, “What are you going to do to turn this company around?” And the way O’Neill describes it, he says, “Part of leadership is to create the crisis,” but he knows the crisis of a declining stock price isn’t going to rally anybody. The crisis of “We need to be more efficient” isn’t going to rally anybody.

So, he chooses, as his fight, safety. He gets up on the very first day of his tenure at this press conference and says instead of, “Here’s how we’re going to increase profitability or shareholder value, etc.” We’re in this era where CEOs basically go right to buy-backs and try and back stock as a cheap way to raise the stock price. He doesn’t do any of that. He says, “I’d like to talk to you about worker safety. I’d like to talk to you about the number of people that lose a day of work because of preventable accidents and I intend in my time at the leadership of Alcoa to go for a zero-accident company.”

Now that’s unheard of in manufacturing but that’s something worth fighting for. It speaks to that sacred value of who’s to the left and to the right of you. And, ironically, if you make a plant more safe, you make it more efficient anyway, so he knows that there’s still this goal, “We’re going to turn the company around,” but just turning the company around doesn’t rally anybody. He chooses to name the enemy. And in this case, the enemy is safety, because if we beat that enemy, we’ll find a lot more things that we accomplish along the way as well.

In his time, by the time he retired in the late 1990s, the stock price had increased fivefold. The company ran more efficiently. Alcoa now is like a pinnacle of safety. There are other manufacturing plants that go to Alcoa to learn how to be much more safe. But, before he came, that was never a concern. It was an acceptable cost of doing business. It hints at the first of like the three templates of fights that I outline in the book. I call it the revolutionary fight, which is when you say, “This has been a norm or a standard that the industry does, and we refuse to accept it as normal any longer. We don’t find it acceptable.” In Paul O’Neill’s case it was safety, “We don’t find some level of acceptable loss acceptable anymore. We’re going for zero.”

Pete Mockaitis
Okay. And so, that’s a revolution. While we’re at it, what are the other two?

David Burkus
Yeah. So, the other two, the underdog fight, my personal favorite fight because I’m from Philadelphia and we’re the city of underdogs, is about not necessarily about what the industry is doing but how you’re perceived by the industry. Sometimes it’s by competitors, other times it’s by critics, etc. You leverage the underdog fight when you can point to a way that people are disrespecting your team, disrespecting your company, or underrating it, and you can point to why they’re wrong. And this is really key, you need two things. It’s not enough just to be criticized because they might be right. You also need a rebuttal. You need rejection but also rebuttal for this one to work.

And it turns out, I mean, this is, like I said, I’m from Philadelphia. We know the Rocky story. Our favorite sports hero is a fictional character who lost a boxing match. New England gets Tom Brady. We get a fictional character who loses a boxing match. But it turns out, more modern research has shown that that really, that desire to prove the critics wrong, even in a business context with the way people frame their careers, the way people frame whether or not going into negotiations, like salary negotiations, etc., the more that you can frame that narrative, that this is about proving the haters wrong, the more you can actually inspire and motivate somebody. So, that’s the underdog fight.

And the ally fight is, I think, one that a lot of organizations look at because if they’re really a customer-centric organization, this is an easy one for them because the ally fight is not about our fight at all. It’s not about what we’re fighting for but we can point to a customer or some other stakeholder who is engaged in a fight every day, and we exist to help them. We exist to provide them what they need to win that fight.

Pete Mockaitis
Well, yeah, so I’m picking up what you’re putting down here in terms of these are kind of visceral, emotional, maybe even primal human things here in terms of like, “No more,” for the revolution or, “We’re going to prove them wrong,” like the Rocky story, or, “We are going to help someone who’s in need of our help,” and you sort of tap into that heroic action there. So, yeah, I’m digging this. So, then can you give us some examples? So, we got Alcoa in terms of, “Hey, efficiency in plants and let’s lower costs and stuff,” doesn’t do it as the way safety does. Can you lay out a few more to make it all click into place?

David Burkus
Yeah, a few more from the revolution or from the underdog or the ally?

Pete Mockaitis
Let’s take them all.

David Burkus
So, my favorite revolution story, this isn’t actually in the book, so this is new for you, is I have this around my phone, and you can see it but everyone else is just going to have to like Google it. There’s a company based out of Vancouver called Pela Case, they make cellphone cases. The difference between them and every other cellphone case is theirs don’t sit in a landfill for 10,000 years when you get a new phone. If you throw it in a compost pile, it will decompose within 10 years. It’s totally biodegradable if you compost it.

So, their revolution is there’s this whole consumer goods company that finds using petrochemicals and creating plastics totally acceptable because we need to lower cost or whatever. It’s an acceptable norm that they’re using this thing that’s destroying the environment. They refuse to accept that. You ask anyone who works for Pela, “What are you fighting for?” they’ll tell you they’re fighting for a waste-free future. They’re never going to change consumerism. We’re not going to get people to, it’s not like a plastic bag, you can’t reuse it, right? As soon as there’s a new cellphone with a different design, it’s hard to reuse that case. But we can change what’s consumed to itself be waste-free.

And what I think is really telling, they just did this about six months ago, they launched their second product which proves that their focus is on this waste-free revolution idea, because their second product has nothing to do with cellphone cases, which no strategic advisor would ever say. You have this little niche inside of electronics, inside of smartphone case, the next thing you do is make an iPad case or something else. No. Their next thing was sunglasses because that’s the next thing that’s consumable that they could tackle, right? We buy sunglasses in May. We’ve lost them by September. So, if we can trust that they’re biodegradable, somebody finds them, they get put in that landfill, they’ll decompose, they’ll biodegrade eventually, then at least we’re making it waste-free even that. We’re never going to change consumerism but we can change what’s consumed to make it waste-free. That’s my other favorite revolution story.

Pete Mockaitis
Yeah, and that reminds me. You talk about it doesn’t seem like a strategic adjacency from the classic strategy matrices type of thinking, but from that fight, that purpose perspective, that makes total sense. And I’m reminded of Pat Lencioni who we had recently, talked about a company and their purpose, why they were founded, was to provide good work opportunities for people in the community, and so they did roofing, but they’re like, “Hey, man, if people didn’t want roofs, we could shift to landscaping or concrete, that’s fine.”

And so, that might not seem like, I don’t know, the same skillset or whatever, but it fits in from that perspective and it continues to be inspiring even when there’s a shift afoot. So, that’s pretty handy. Well, so then how do we, let’s say, I’m thinking if we zoom into maybe an individual contributor or someone who has a small team, how would you recommend…I’m just going to throw you into the fire here. Let’s just say, “Hey, you know, we’re a marketing team, and what we try to do is get a lot of impressions, and conversions, and brand awareness, and our story out there.” And so, these are the kinds of the things that we measure and so maybe that’s a little bit flat from a fight perspective. How might we go about tapping into the power of the fight?

David Burkus
Yeah. So, the first thing, like if you’re running a small team, for example, the first thing you got to do is figure out which of these fights will most resonate with your existing people. This is actually the big misconception with a lot of the leaders that I work with is that you, as the leader, get to declare and cast the vision. It doesn’t work that way and it never really has. You get to put to words the vision that’s already in people’s hearts and minds but they haven’t really thought about enough. And so, there’s that idea. What’s going to resonate the most with you?

If you’re an individual, again, I think it’s thinking about each of these in turn and figuring out which of these narratives. I know a joke that I’m from Philly, but the truth is, the way that I’m wired, that underdog fight is actually what inspires me, motivates me to get to work, etc. And then you got to choose what stories you need to be exposing yourself to, to keep that up.

So, let’s say you choose the ally fight, for example. You’re that marketing team, you find out what the ally fight, meaning it’s, “Yeah, we’re measuring progress with impressions,” but what the larger company does can be framed inside that ally fight, then you have to figure out, “How can I make sure that I’m seeing evidence of that finished product?” This is, I think, the big problem in a lot of motivational research inside of organizations is that very few people inside the organization actually get to experience what, in psychology, we call task significance. They actually get to see the end-product of their labor and get to see how it helps people.

Adam Grant sort of did a lot of research on this about 10 years ago and reframed it. It’s what he called prosocial motivation, the idea that if you’re working to help people, you’re more motivated. But even task significance, even if it’s one of the other types of fights I think is hugely important. So, I think the biggest thing you can do, once you figure out what resonates with you, is, “How do I make sure that I’m catching that material, that I’m catching success stories from clients? If it’s the ally fight, how do I catch stories about what’s going on in the industry and why we’re doing differently so that I’m seeing that on a regular basis?”

Because most of us in the day-in, day-out, especially if our performance metrics and things like that, or how many impressions we get on random websites, we lose sight of that larger thing. And so, if you’re the only one that can do it for you, do it for you. If you’re running even a small team, that becomes one of your job, it’s how do you curate those stories. It’s not your job to cast the vision. It’s your job to curate those stories.

Pete Mockaitis
Yeah, that’s good. That’s good. Well, that reminds me of right now is, hey, we’re speaking on the podcast and all I really see is you, and then I see impressions, downloads, etc. in my platform. So, we had a 10 million downloads celebration in Chicago, which is informal, we had some folks over for dinner. And then I’ll just give a shoutout here, we had a couple from Alabama, and Andrew told me that they started listening to the show on the way back from a funeral, and they were listening to kind of a heavy audiobook, like Tom Clancy, I think terrorists and stuff, it’s like, “You know what, let’s just mix this up and change it to something,” and then heard the show, it was really upbeat and it was useful and inspiring, and it keeps coming back. And so, I thought that was super awesome that, one, they valued it enough to drive from Alabama to Chicago just to have dinner. So, that was super cool.

And to remember that, these numbers, we talk about impressions, translate into human beings who are having an experience that is empowering and worthwhile and, boy, that can resonate hugely if it’s in sort of medical care. But even in smaller matters in terms of, boy, I’m just looking around my desk, a candle that makes for a nice intimate, positive experience for someone who’s having dinner or praying or just setting a mood that’s more pleasant for everyone there. And if you’re marketing candles, I think that does connect and resonate a whole lot more than, hey, 12,400 people saw our Facebook ad about our candles.

David Burkus
Yeah. You know, I totally agree. A lot of organizations, too, will rather than even create impressions, will just label growth, “This is how we’re growing and therefore that.” But growth isn’t a sense of purpose, right? That’s like saying, “Hey, we’re driving 65 miles an hour. Now we’re driving 70. We should all be excited.” Where’s the car going? Tell me more about that. And I think that’s incumbent on if you’re in any leadership role, even if it’s a small team, but it’s also incumbent upon us.

One of the practices I’ve had, admittedly it’s easier to do when you’re an author, but one of the practices I’ve had is to develop what I used to call the win folder. I don’t know what it’s currently called. I should look on my desktop. But it’s basically when people really do send you those thank you emails. I drag them into a folder so that when I need them, I can pull them back. We get those for any of our work.

Even if our work is the impressions and somebody elsewhere in the company said, “Hey, thank you so much for this. I know this project was rough. And look at this success.” When they give you that sort of thank you email or that success email, find a way to keep that because that’s going to be the easiest way to give yourself that reminder is to keep looking back on those sort of things because those are…I mean, we like to think that an organization’s customer are just the people that spend money with them. But your customers are everyone in the organization who benefits from the work that you do. So, finding ways to capture stories from all of them is hugely important.

Pete Mockaitis
Absolutely, yes. Well, why don’t you go ahead and tell us about a win that keeps you inspired?

David Burkus
Yeah. So, I have a bunch of them. So, I was a full-time business school professor for seven years, and this started as a non-digital, right? We taught business, and I taught a couple of the sales classes. We taught about thank you notes, and people actually listened to me and started sending them. So, I had a little box that was full of those thank you notes. Now, it’s been electronic. Probably my favorite one in the last six months or so, and this is why it comes to the top of my mind, is my prior book was called Friend of a Friend, which is a book about how networks inside organizations but also if you’re looking for a job,  or you’re in sales and trying to find more clients, networking works as well.

And I got an email from a woman who was totally dissatisfied with her job in PR and moved to New York thinking, “I was a PR major, this is where I’m supposed to go to get into film and television and news and media and all that sort of stuff,” and just hated it, loath it. Walked through Barnes & Noble, found the book, which is great but also a little depressing because I wish people like that would already know I exist, but that’s a whole other dilemma. Found the book, read it, and sort of started to develop a plan of action for moving into that world of fashion. And now that’s the world that she’s in. I have no idea why fashion appealed to her, but if you’re already in New York, it’s not a bad place to transition from media over to because it’s also based there.

And, literally, it was two emails. She sent one, I sent one, and then I think she sent one back. I have those two emails in my computer about her job transition over time. I look at it, especially when I look at the sales numbers for Friend of a Friend and we have an off week. I go back and I pull emails like that.

Pete Mockaitis
That’s powerful. Thank you.
Okay. So, then by contrast you say that it’s not so effective for the leaders to go offsite and go figure out and cast a vision or a mission statement. You say that they’re often terrible. What’s the story here?

David Burkus
Yeah. I mean, I think they all start well-meaning. The process that we use to develop a lot of them is really flawed. So, we go off to an offsite, usually we start with sort of a draft, we start with what we do which is just not necessarily why we do it but just what we do. Like your example of the roofing company, it’s not really why we do it, it just happens to be this is the business that worked best for the people we have. But we start with that description of what we do, and then everybody turns into like college English professors or parliamentarians and starts debating the specific wording, where this comma goes.

The first thing we need to do, because we care about everybody, is we need to make sure that everybody gets represented. And so, we talk about shareholders, and customers, and stakeholders, and the community, and a ton of different people. And then it’s not enough to say what we do, we also have to say how we do it, so we throw in buzzwords like synergy and excellence and innovation and all of that sort of stuff. And the end result is a phrase that ends up, and it’s way longer than the answer to the question, “What are we fighting for?” part of the reason for the question is just cut through the crap of a mission statement and tell me what you’re fighting for. But it also becomes incredibly difficult to even remember.

I have literally been in the room with CEOs of companies, and said, “What is your mission statement?” and seen them like look under the table, at their phone, or they have to look up their investors, or About Us page of their website to find it because we’re all excited when it came out two years ago and we put it on a glass plaque. But if it doesn’t actually inspire people, using one of the three levers that we were talking about, it gets very easily forgotten.

Pete Mockaitis
Yeah, I hear you. Well, now I’m intrigued. So, some people might say, “Well, you know, that’s really great for any number of those examples, safety with aluminum, candles, writing books.” Have you seen some folks do a bit of connection to a fight in maybe an industry or a set of activities that would seem like the opposite of inspiring? Like, “It’s really hard to find a purpose here but, by golly, these guys did it and it worked for them.”

David Burkus
Yeah, there’s a couple different there. One of the big things we’re seeing is, like you said, I, after I wrote the book, became aware of a company in Cincinnati called Jancoa that is very similar, they’re a janitorial company, but their whole thing is to help people get settled. Usually, folks that are trying to climb the socio-economic ladder, or immigrants, etc., trying to find and get them settled and move on, so there’s that idea that what we actually do isn’t necessarily all that important, so there’s that idea.

But then there’s other things that people do or sometimes it’s supplied to you from the business model that makes what you do not necessarily all that important. Now, if I’m getting it, something that might be behind your question, I don’t know if I’ve ever seen anybody properly leverage a fight and say, “We’re going to do evil,” right? “But we’re going to call it the revolution because the rest of the industry does good.” And this actually is an example that’s coming into my head but it reminds me of we were just talking about mission statements. Sometimes if you’ve got a good fight that you’ve adopted, the mission statement isn’t actually all that important.

So, there’s a little company, you may have never heard of them, they’re called Hershey, the Hershey Company, they make this candy. I don’t know if you’ve ever heard of it. And for a long time, actually, they had the worst mission statement I’ve ever seen. Their mission statement was literally “undisputed marketplace leadership. That’s our mission. In this industry, we aspire to that.” And, thankfully, they changed it over time mostly because people, like me, criticized them for a really long time. But the truth is they didn’t need that mission because their fight has been a part of the company DNA for a lot longer than that. Not a lot of people know this, but if you work at Hershey you definitely do.

Milton Hershey, before he died, set up a school for biological and societal orphans, the Milton Hershey School. It’s literally almost across the street. You basically, if you go to Hershey Pennsylvania, you have the headquarters of Hershey, Hersheypark, which is an amusement park, and then on the other side of Hersheypark is the school right there, all sort of laid out. Almost along the same street. And this isn’t like a corporate social responsibility, “We give some of our profits to this school that Milton started.” When Milton was preparing his estate, when he was getting ready to die, he set up a trust for the school and willed his shares to the trust. So, the trust and the school is still the majority shareholder of the school. It’s not the profits that fund the school. The trust owns the school. Milton Hershey School owns Hershey Foods.

And so, they could get into any industry they want at this point as a company, and there’s a lot of different divisions now, they’re in entertainment, they make a lot more than just chocolate, all of that sort of thing. So, I think they’re probably my favorite example of a company that you could go into any business, and as long as the trust still owns the primary business, you could change your mission statement to whatever you want to because the sense of purpose that people are going to feel is that ally fight, “What are we fighting for? We’re fighting to give those kids an education.”

Pete Mockaitis
That’s cool. Well, so we talked about the fight a lot. I’d love it, adjacent to that or complementary to that, do you have any other best practices that make a world of difference when it comes to motivating a team?

David Burkus
Yeah. So, the task significance piece, I think, is a huge one. I think the biggest one that we are probably in dire need of in this world of virtual work that we’re about to face is, I think, we don’t often tell people how best to interact with us. Like, if you think about the majority of research that you read on people inside of teams, how you interact with your coworkers, etc., most of it is like, and I’m guilty of this, most of is content about how to deal with that coworker that disagrees with you, how to deal with this coworker that you can’t get along with, etc.

I think we’d be a lot better if we thought about us as the problem, and we actually presented to our team, “Hey, here are my little idiosyncrasies.” So, like mine is I’m very easily distracted not by little shiny things, but you’ll say something and then I’ll think about the ramifications of it, and you’ll keep talking but I’ll be over here thinking about how that affects some downstream issue. Like, it’s just I’m a systems thinker like that, and you may have to catch me up at times. You may also find me super excited about an idea that has nothing to do with what we’re talking about but it sparked in that meeting.

So, I try and present to people, “These are the little idiosyncrasies of how I work.” I’ve sometimes heard this described as an owner’s manual for yourself. What if you created an owner’s manual for yourself and gave it out to the rest of your team, and said, “Hey, based on people that used to work with me in the past and my own introspection, these are the things you can expect, strengths and weaknesses, so that we can get a little more clear”? I think that goes a whole lot further than just reading a bunch of listicles about, “How do I deal with a coworker that we disagree with?”

Pete Mockaitis
Absolutely. And it’s so powerful in terms of that display example of vulnerability invites others to do the same and just can go so far in building trust and camaraderie and all kinds of good things.

David Burkus
Yeah. Oh, no, I totally agree. I had this situation, in the spirit of trust and vulnerability, I’ll actually share this from two days ago. I was in a back-and-forth, more chat-based debate with somebody that’s, we’ll call him a colleague. Like a lot of the work that I do now is we don’t work for the same company but we’re working for the same mission, be it getting the book out or whatever, and we’re arguing back and forth.

We’re saying something, and he said, “Sorry, this was harsh, whatever,” and I said, “No, I wasn’t offended,” and then I immediately hit him back with, “No, actually, that’s a lie. I was but then I reminded myself of this.” And I forget what the this was but it was basically like, “No, in that moment, I really was angry at you for like 45 seconds but I got over it and here’s why.” And I don’t think he had ever had somebody actually say, “Yeah, you made me angry and I got over it because I care more about this project,” right?

So, those little, I think, displays of vulnerability, I think, are hugely important. I do want to caution here around vulnerability and authenticity that it’s also not an excuse to be a jerk. Like, this owner’s manual is not, “Here’s all the things you can expect about how I tell it like it is.” Right, this is not what we’re talking about.

Pete Mockaitis
Sometimes I’m going to scream at you.

David Burkus
“Sometimes I’ll just throw things and walk off.” No, that’s not what we’re talking about. But we are talking about, “Hey, here are the things I know about what it’s like to work with me, and some ways that I found are easiest. Here are my flaws so that we can work around them.” And, hopefully, that inspires a conversation. That works a whole lot better than like, “Let’s all do a book club, or let’s all take a personality test and talk about our differences.” I don’t know that those go all that far but that vulnerability and open sharing definitely does.

Pete Mockaitis
Yeah. And I think the tools whether it’s Myers-Briggs or StrengthsFinder, any number of things out there, can be a fantastic starting point in terms of like, “Yes, this is highly resonant for me, and so I will share it.” And it’s interesting, you mentioned that that person had never had anybody admit that they were upset or offended. I think that’s a whole other ballgame. But there have been some times where people have said that they did this thing, and they said they’re sorry, and I really was kind of ticked off, and I said, “Oh, I forgive you.” It’s like people are used to hearing that, and they’re like, “Actually, that feels more intense.”

David Burkus
Right. You’re supposed to respond with, “No worries,” or, “Oh, it’s no problem,” or whatever. Like, “No, it really was a problem, but I forgive you because I care about you.” Yeah, and it’s the same deal with like I learned this from my kids and like parenting books, which is, ironically, more relevant. Most of them are more relevant to the workplace than they are to parenting. But one of the other things around emotions is it’s always okay to say your emotion. It’s never okay to blame somebody else.

So, when we work on with our kids, you can never say, “Mom, you’re making me mad.” You can say, “I’m mad.” You can say you’re mad at me as much as you want, but you got to take responsibility for your emotion. And then when you say you’re mad, I’ll help you. That might be because I have to apologize, or that might be I need to help you calm down, whatever. It’s totally cool to label your emotions. But I think we’re in this game where we only got half of that in the corporate world where we were talking about you’re not suppose to use you-statements, use I-statements. We ended up just saying nothing instead, and we just kind of mask those emotions. So, people say, “I’m sorry,” and we say, “No worries,” and that’s a lie on both counts because they’re not sorry and we’re still angry.

Pete Mockaitis
Yeah, that’s true. Well, hey, man, labelling emotions when we’re working out with our two-year old who’s been doing a lot of screaming, maybe you heard some, and so we got these emotion flashcards which are really helpful in terms of the different happy, disappointed, sad, angry, and that’s been going far. We also say, “Johnny, can you please stop screaming?” And then when he does, we clap, and he likes being applauded.

David Burkus
Oh, I like that. I like that. Mine are not two but I might still steal that. For my coworkers, I mean, not for my…

Pete Mockaitis
“Will you stop screaming?” All right. Well, tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

David Burkus
No, I think to bring it all together, I think emotions, again, are a powerful thing in the workplace, and we’re just sort of realizing that. And that’s one of the reasons I think this purpose thing, like you said, it’s almost primal, this idea of a fight because it taps into that emotional level. Purpose is great but if it’s just logically apparent, we see how AB equals C, and C is a good thing in the world. That’s not as motivating as let’s tap into that actual emotion of, “Here’s an injustice I need to fix,” or, “Here’s a critic I need to prove wrong,” etc. So, ironically, we hit from both angles, that power of sort of emotions that work used properly.

Pete Mockaitis
All right. Well, now, can you share with us a favorite quote, something you find inspiring?

David Burkus
Yeah, one of my favorite quotes. I mean, I’m trained as an organizational psychologist, even though I always wanted to be a writer. And one of my favorite quotes from that world is W. Edwards Deming, “In God we trust, all others bring data.”

Pete Mockaitis
And how about a favorite study or experiment or bit of research?

David Burkus
So, I talked about it a bit in the pro social motivation piece around, and some of Adam Grant’s studies. You probably heard these, because I know you and you’re smart, around the doctors and handwashing, very timely study for right now but also the call center workers and spieling the beneficiaries. But I feel like we need to shine more attention on a lot of those studies because one of the things you realize right off the bat is that organizations are pretty terrible at sharing those stories, at sharing those wins and those people who benefit from work. So, it’s a popular study already but it’s not popular enough.

Pete Mockaitis
Okay. And for those who have not heard it, now is your chance to popularize it. What should they know about it?

David Burkus
Oh, yes. Sorry, we’re all getting nerdy here. I apologize. I shouldn’t assume. So, Grant, while he was a Ph. D. researcher at the University of Michigan, the first study of this was a call center study looking at…especially if you’re going to a state school. I went to grad school at OU, and the very first thing I got in terms of any communication from the University of Oklahoma was a call from a student trying to raise money for scholarships. Every large school has these call centers where we’re just calling alumni asking for money all the time. And I appreciate him because they’re trying, they’re working, these are kids who were trying to pay their own way through school. Talking to them is a bit like talking to the Cat in the Hat, or the Green Eggs and Ham guy. I forget it. It’s Sam. It’s a bit like talking to Sam-I-Am because it’s like, “No, I don’t want to donate a thousand. No, I don’t want to donate in a box. No, I don’t want to donate $20 worth of fox.”

So, Grant looked at this, I mean, it’s incredibly sort of draining job, and Grant looked at it and thought, “How can we increase that task significance piece, leverage the pro social motivation?” is the term that he would use. And so, he designed this study where, basically, everybody in the call center got put into three groups. One group got an extra 10-minute break one day, another group, during that 10-minute break got to read letters from students saying how much they appreciated the scholarship that they earned because of these call center efforts, and the third group got to meet an actual student. So, they went to the breakroom for the normal break and there is a student who describes how the scholarship helped him, how he wouldn’t be able to afford to go to the University of Michigan without it, etc.

Interestingly enough, there’s no effect in group one or two. Obviously, there’s no group in group one because they just got an extra break. But group three made more phone calls afterwards for a number of weeks, raised more money per phone call. None of these groups received any training on how to be a better salesperson, anything like that. It was just the sheer motivation to, “I can put a face and a person to who I’m helping. I know what I’m fighting for at this point. I know it just feels like I’m on a phone call but I’m fighting to help keep those kids who would otherwise not have it, stay educated,” had a dramatic effect on their motivation with no other interventions.

So, Grant wrote all this up in a series of follow-up studies, too, and kind of labeled this term pro social motivation, which I think, personally, like I said, I think it needs to be more popular, talking about extrinsic motivation at all time, we’re talking about intrinsic. I think we’re going to start talking about pro social motivation like it’s a third lever of that level of motivation, that it goes alongside these other two.

Pete Mockaitis
All right. Thanks. And how about a favorite book?

David Burkus
One of my favorite books is by an intellectual hero of mine named Roger Martin, it’s called The Opposable Mind, and it’s about how, especially in business, but even in life, his thing was when we look at a lot of different mental models of how a business should operate, for example, it’s low cost or differentiation, or we look at how you interact with customers, either speed of service or quality of service, a lot of times those models that seem opposed are not actually opposed. And it’s the leader or even the individual contributor that can find a way to integrate those two models and leverage the strengths of both, that’s why it’s called The Opposable Mind, that can really thrive and create something new.

Pete Mockaitis
And how about a favorite tool, something you use to be awesome at your job?

David Burkus
This is going to sound super, super low-fi, my absolute favorite tool is Facebook Messenger. I don’t know why. I feel like there’s a lot of stuff you can do in iMessages or Slack, but there’s a little bit more you can do inside of Facebook Messenger, but then there’s not all the other disruptions. And what I like about it is I probably could figure out how to do this better on my computer. But what I like about it is I can get at it from just about anywhere. I’m on my tablet, it’s auto-installed there. I’m on my phone, it’s there. I’m on my desktop, it’s sort of a click away. So, I never could get messages to work the way it should. I know that seems weird but that’s probably how I interact with more colleagues and that sort of stuff. And I don’t use Facebook for anything else. I literally only have Messenger on my phone.

Pete Mockaitis
Okay. And how about a favorite habit, something you do that helps you be awesome?

David Burkus
So, we talked about kids already so I’ll tell you this one and yours is at the age where you could start this. My wife brought this into our daily kind of shutdown routines. So, apparently, when she was growing up, it was a common question they asked on the dinner table. Our life is such that we have more family breakfast than we have family dinners, so we didn’t ask it there. But before we go to bed, we ask both of our kids, “What was the favorite part of your day?”

And when the oldest was about three, maybe three and a half, he started asking it back to us and wouldn’t let us put him to bed until we gave him an answer too. And so, that little, now we’d call it a gratitude practice and all of this sort of fluffed-up stuff, but I really just like that question, “What was the favorite part of your day?” Let’s spend 30 seconds and go, “What was the favorite part of today? What went absolute best today?” And so, we still do it. Now, they’re eight and six, but we still do it almost every night. We probably don’t remember every night but we still do it pretty much every night.

Pete Mockaitis
And what’s a particular nugget you share that you’re known for?

David Burkus
I like to say that I’m trying to make the experience of work suck a little bit less, and I do that in a variety of ways. Pick A Fight is one of them, a lot of the other books that I’ve written, but we also put out a lot of content, just like you said, about how to interact better with coworkers and show motivation. I think work, the big grand overarching theme, or my personal fight, is that work is far more important to think about work-life balance as just the number hours because toxic work will drag itself home, and positive work will make homelife better as well. So, we need to be talking about the experience of work in a way where people leave it more energized than they came.

Pete Mockaitis
All right. And if folks want to learn or get in touch, where would you point them?

David Burkus
I would point them to the show notes for this episode because you do an awesome job of writing up all those show notes with all of these little lightning-round questions. And if you’re listening to this, you already know where that is. And, let’s be honest, both of our names are a little hard to spell so no one is going to remember that. I’d send you to DavidBurkus.com but you’re already listening to the show. You know where the show notes are. Find me there.

Pete Mockaitis
Alrighty. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

David Burkus
Find your fight. Look at the tasks that you do and the story that would resonate the most with you, and find a way to frame it, and remind yourself of that story all the time.

Pete Mockaitis
All right. David, this has been a treat. Thank you and good luck in your fights.

David Burkus
Oh, thank you. Thanks so much. Thanks for fighting for people to have a more awesome job.

Mar 30
0

558: How to Escape Non-Stop Urgency and Become Visionary with Michael Hyatt

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Michael Hyatt: "Success is not about how much you accomplish, it's whether you're accomplishing the right things."

New York Times bestselling author and leadership mentor Michael Hyatt shares what it really takes to become a vision-driven leader.

You’ll Learn:

  1. Why anyone can be a vision-driven leader
  2. The 4 key components of a good vision script
  3. How to turn your vision into action

About Michael:

Michael Hyatt is the founder and CEO of Michael Hyatt & Company, a leadership coaching and development firm twice listed on the Inc. 5000 list of fastest-growing US companies. A longtime publishing executive, Michael is the former chairman and CEO of Thomas Nelson, now part of HarperCollins. He is a New York Times, Wall Street Journal, and USA Today bestselling author of several books, including Your Best Year Ever, Living Forward, and Platform: Get Noticed in a Noisy World.

Michael is the creator of the Full Focus Planner, which combines quarterly goal-tracking and daily productivity in a proven system for personal and professional achievement. His blog and weekly podcast, Lead to Win, are go-to resources for hundreds of thousands of entrepreneurs, executives, and aspiring leaders. He has been featured by Forbes, Inc, Entrepreneur, Fast Company and Wall Street Journal. Michael and his wife of 40 years, Gail live just outside of Nashville, Tennessee.

Items Mentioned in the Show

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Michael Hyatt Interview Transcript

Pete Mockaitis
Michael, thanks so much for joining us here on the How to be Awesome at Your Job podcast.

Michael Hyatt
Thank you, Pete. I appreciate you having me on.

Pete Mockaitis
Oh, yes. Well, I’m looking forward to dig into this. We’re going to talk about visions and leaders. So, I want to kind of hear from your own experience. Tell us, who’s the greatest leader you’ve encountered firsthand and what was their vision like?

Michael Hyatt
Oh, man. Yeah, I would say probably John Maxwell. He’s well-known in corporate circles for sure but I had the privilege of being his publisher for about a decade and got to know him pretty close. And he was sort of my unofficial mentor. But, yeah, he had a tremendous amount of charisma and was always able to just be super relatable. And the thing that I loved about him the most is he led from his heart.

Pete Mockaitis
Yeah. Well, we’ve had him on the show a couple of times, I’m a fan, so right on. Very cool. And I’m curious, did you have any particular moments with John that really kind of hit you, like, “Hmm, yeah, do that. Do that in my leadership”?

Michael Hyatt
Yeah, there were a couple of times. When I was the CEO at Thomas Nelson Publishers, which was a pretty large publicly-held company, I remember him telling me when I first took that job, he said, “You know, you hear people say all the time it’s lonely at the top.” He said, “I just want you to know that’s a choice. You don’t have to be lonely at the top. That’s totally a choice.” And I’ve always remembered that because I thought there’s a real reason why you need friends outside of work, and why you need people that you can relate to outside of work that can kind of understand you, get you, be an encouragement to you, and support you when things are not going that great at work.

Pete Mockaitis
All right. Well, that’s a handy tip. Excellent. So, well, let’s dig into your latest upcoming book here, “The Vision Driven Leader.” So, I’m curious, that sounds like that’s how leaders should operate. But if leaders are not driven by vision, what is driving them?

Michael Hyatt
Yeah, the thing that’s driving them typically is the tyranny of the urgent.

Pete Mockaitis
All right.

Michael Hyatt
Most leaders I know that are leading are not driven by vision, and I think that most of them think they should be driven by vision but it’s not taught in business school, there are only about two books that I could find on the topic on Amazon, nobody’s really written about it, and because there aren’t a lot of visionary leaders in the marketplace, people just assume that it’s a special kind of charisma, or clairvoyance, or gifting, and most people just kind of go, “I don’t have the vision thing so I guess I can’t lead from vision,” so they just kind of do the next thing that comes across the plate.

And being driven from vision is a very different way to live. It’s a way to live by design, a way to run your business or your department or your division by design, because the alternative, Pete, is to drift and nobody ever drifted to a destination they would’ve chosen. And if you’re just in reactive mode all the time, then you’re really squandering resources, you have lack of focus, lack of attention, and if you can consolidate all that around a vision, it changes everything.

Pete Mockaitis
Well, so I’m intrigued by your assertion there that there’s only a couple of books on Amazon. I guess I think that, hey, a vision is one of like the main things you got to have as a leader, and you should craft and communicate and inspire through that. And so, you’re saying that is a rarity. And so then, I want to kind of zero in on the distinction here. So, I guess there’s a lot of books that kind of talk about vision. You say there’s only about two that do what exactly?

Michael Hyatt
Yeah, I think the issue is that people confuse it with mission, and people think that a vision has got to be something that’s short, brief, clever, something you can slap on a coffee mug or put on a T-shirt, and that’s really not robust enough to guide you. But just to make it clear, mission and vision seems similar but I differentiate the two in the book.

A mission provides day-to-day clarity by kind of defining the identity and scope of the business. And an effective mission statement keeps on you task by answering some certain questions. But a vision is really not about now, and a mission is about now. A vision is about then. A mission is typically short, something that you can repeat almost from memory, but a vision is going to be more robust blueprint of the future that you’re trying to create. So, I think it’s important to differentiate those two things from the other.

Pete Mockaitis
Okay. Well, so then let’s zero in. So, the subtitle of your book, we’ve got 10 questions there that focus efforts, energize team, and enable scaling. Well, I love powerful questions. So, can you lay some of them on us here?

Michael Hyatt
Yeah, like the first one is, “Are you a leader or a manager?” And this is a fundamental question, both of them are important, but they’re distinct functions. Sometimes they’re the same. Sometimes your role, they require that you have a leadership role and a management role, but let me kind of differentiate the two.

First of all, leaders create vision while managers execute vision. Think of it this way, if you’re leading, you’re leading people somewhere, otherwise you’re just taking a walk. That somewhere is your vision. If you don’t have a vision, you’re just taking a walk. Leaders inspire and motivate. Managers maintain and administer. Leaders take risks, managers control risks. Leaders stay focused on the horizon, while managers have their eye on short-term goals and objectives. Again, both are important but the essence of leadership, the foundation, the thing that’s kind of the number one priority is vision.

Pete Mockaitis
Okay. Well, so then I guess a couple of clarifiers. One, can a person be both a leader and a manager?

Michael Hyatt
Totally.

Pete Mockaitis
And I imagine you’re doing some activities that are more in the leader column, and some activities that are more in the manager column, depending on the hour of the day.

Michael Hyatt
Yeah. Well, let me give you an example of where we’ll separate it in two people, but I really think this is a skillset and something that anybody can develop, and this is why I wrote “The Vision Driven Leader” because it’s my conviction that anybody can be a vision-driven leader.

But Steve Jobs is probably the most iconic biggest example, somebody that was a visionary leader. His wife, at his funeral, said that the thing that Steve brought to the table was that he didn’t just see what reality lacked, but he set about to try to remedy it. So, he saw what was missing and went about to try to remedy that.

And so, you can remember when the iPhone was introduced. Steve wasn’t just a guy that said, “Hey, let’s make an incremental improvement on the phone keyboard,” which was very prevalent at the time. No, he said, “Let’s completely eliminate that. Let’s make it software-driven. Let’s let it be operated with one finger,” and he had one button on that initial iPhone. Of course, now it doesn’t even have a button. But that was an iconic kind of vision.

Meanwhile, you’ve got Tim Cook who is really the manager, who is behind the scenes optimizing the supply chain, making sure that costs could be controlled, risks could be managed, and it took both of those guys to really develop an amazing company. But here’s the thing, when Steve died, everybody, all the press, all the tech press, people on Wall Street said, “Well, I guess that’s the end of Apple. Maybe they’ll last for a while, maybe they can coast on their momentum, but the visionary is gone.” Not so fast.

Tim Cook stepped into the role of leading that company and became visionary in his own way. It’s different than Steve’s but it was still visionary. And guess what the stock price did. Basically, the market cap of that company tripled under Tim’s leadership. So, the company has gone on to amazing heights that even Steve couldn’t take it to. So, yeah, so I think these kinds of roles can be…they are roles, they’re not the essence of who you are. Anybody could be a vision-driven leader.

Pete Mockaitis
Yeah, that’s a good line there. They are roles and not the essence of who you are. And so then, you say that we are often kind of caught up in the urgent and the stuff that we’re handling, and the vision is bigger and it’s kind of where we’re going. So, could you just sort of lay down a few articulations of visions for us so we can get that distinction crystal clear, like, “Oh, that”?

Michael Hyatt
Let me give you a definition. So, when I’m talking about a vision, I’m not talking about a vision statement. A statement is not sufficient. I’m talking about, and the word I use in the book is a vision script. It’s a written document that’s three to five pages in length, it articulates an imagined future, at least three years into the future, maybe five years or more depending on your industry, it’s superior to the present, it motivates you, it’s written in the present tense, and it guides you and your team in day-to-day decision-making.

And it’s organized, and I talk about this in the book, around four key components: the future of your team, that’s where it’s got to start, the future of your products, the future of your marketing, and the future of your impact. And those are just sort of the objective, measurable metrics, things like financial size, or market reach, number of customers, web visits, or something like that.

But the reason it starts with your team is your team is going to be the primary means by which you realize this imagined future. They’re going to be the ones who are going to help you bring that into reality. Your team, the people you attract, the culture that you’re creating is the single biggest driver of operating results. This is why some leaders can’t seem to make any progress in their organizations. They’re fighting against this invisible wall of culture. So, you’ve got to reimagine something different and begin to create that. That’s why the team component of that goes first.

Pete Mockaitis
Well, I also want to get your view, so if you’re not at the super senior, or CEO, or just a notch or two below level, how do you envision – huh, vision – these vision scripts or principles playing out for someone who has a small team or someone who does not yet have formal direct reports but is doing that influencing across functions and such?

Michael Hyatt
Well, it totally works at any level. So, I talk in the book about when I became sort of the mid-level manager at Thomas Nelson Publishers. I was given a responsibility for one of our 14 book divisions. So, I was two steps removed from the CEO, I was in charge of this division, and I discovered, much to my surprise, a few days after I took the job, that that division was number 14 out of 14 in every important metric. They had the slowest revenue growth. It was the least profitable. In fact, it had lost money. Team morale was terrible. The division was failing.

So, the CEO said to me, he said, “How long is it going to take you to turn this division around?” And so, I said to him, I said, “I’m not sure but I think probably about three years.” The first thing I did was I booked an off-site retreat. I went away for 24 hours, and I just tried to get clear on what I wanted to create for the future. This is the first time I’d ever done this but I thought, “This thing is such a mess that I’ve got to imagine something different that’s going to motivate us and something that we can build toward.”

And I’ve been heavily influenced, though I’ve never met him, by Stephen Covey, and habit number two in the seven laws is “Begin with the end in mind.” So, I began to think to myself, “Okay, what is it that I want to create here?” And I started writing down everything I could think of, and I end it up, this is like an early version of the vision script, I end it up with 10 statements or 10 bullet points about the reality that I wanted to see in the future.

So, for example, let me give you an idea. So, that division had not had any bestselling books for years, and so I wrote down, “We’re publishing five New York Times’ Business Bestsellers per year.” So, literally, I wrote that down like it was a present reality. I said, “We’re publishing 48 books a year.” Now, the interesting thing was, at the time that I wrote that, we’re publishing 120 books a year, so I was essentially proposing that we cut the list by more than half because I felt like the increased focus, the concentration of resources, would better ensure the success of each of the books. So, it was a radical thing.

Another example, I said, “All of our employees are maxing out their bonuses,” because I wanted our team, I wanted us to earn the maximum bonus because I knew that would motivate people, and people can work for that because they would have the incentive to succeed because they would directly benefit if we did.

So, after that retreat, I came back with those 10 items written down, and I got together my inner circle, a handful of direct reports, and I said, “Look, I’ve been thinking about the future, and I’ve written some things down, this is kind of the beginning of a vision, but I don’t have it perfect, and I need your help. This is a rough draft. It’s wet cement. I’m probably missing some things, there are probably some things I don’t have quite right, and I need your input.” So, I involved them, I invited them to a conversation, where over the course of the next few weeks, we collectively got clearer on what it was that we wanted to create.

Once we got that together, then we shared it with the entire team. It was so motivational, everybody was inspired by it, we got excited about it, we let that be an operating document that informed our daily actions, and we worked hard. It didn’t take us three years like I told the CEO. It only took us a year and a half. We went from number 14 to number one in revenue growth, number 14 to number one in profit margin, and that division remained the most profitable division at Thomas Nelson Publishers for 10 years, for a decade, until I left the company in 2011.

Pete Mockaitis
Well, yes, that is quite lovely in terms of once you start to describe specifically those bits in a present reality, it just naturally stirs something inside you, like, “Yes, I want that.”

Michael Hyatt
Definitely.

Pete Mockaitis
“Let’s go get that.” And, now, a few things that leap to mind here are, one, how do you deal with the potential cynicism or lack of belief, like, “Yeah, Michael, that’d be great but, I mean, come on, you know, not in the cards. Yeah, I’d love that yet here we are”?

Michael Hyatt
Yeah. Well, cynicism is really a cancer, and it’s a really hard thing to deal with in a lot of organizations because people have dealt with a lot of disappointment, they listened to leaders that articulated a vision but not rolled up their sleeves to help. It seems so pie in the sky. People have to believe it. And I think it really starts with you as the leader. You’ve got to be sold first. If you’re not buying what you’re selling, you don’t have a chance of selling to other people. You’ve got to be able to believe it, and you’ve got make it compelling.

This is like so many things in any kind of organization. It comes down to sales. We’re all in sales. I don’t care what your role is, if you can’t sell your ideas to your boss, if you can’t sell it to the people working for you, you’re not going to be successful. So, what you go to do is you’ve got to tune in to the most popular radio station on earth that everybody listens to, and that’s WII-FM, “What in it for me?” That’s the question that everybody is asking, and so you’ve got to be able to answer that question when you’re selling the vision.

What’s in it for you? It might not just be financial compensation, although that helps, and that’s why I put the one bullet point about maximizing bonuses, but it’s also for a sense of meaning. People work because they want to be connected to a larger story. They want to feel like they’re a part of something meaningful, something that’s making a difference, something that’s making a dent in the universe. And this is particularly important for the millennial generation. Millennials often get a bad rap because people say they don’t have the work ethic, they’re entitled, whatever. I’ve got an entire company full of millennials. They’re the hardest working people I know. But the reason they are is because they’re connected to a vision they believe in.

And that’s another key too. It’s got to be their vision. It starts with you as the leader, you can’t outsource this, you can’t delegate it, it’s got to start with you, but in the process, it’s got to become ours. It’s got to become a collective vision, otherwise people are going to be disengaged, and they’re going to be cynical, and they’re not going to work towards the fulfillment of it.

Pete Mockaitis
All right. So, once we’ve got it situated in terms of we’ve got a draft, we got some inputs, we’ve got it fleshed out and revised based upon that, what are some of the key questions and next steps to turn that into specific actions that starts bringing it closer to that vision?

Michael Hyatt
Yeah, one of the things I talk about in the second part of the book, I talk about, “Is it clear? Is it inspirational? But is it practical?” This has got to translate into your daily actions. And here’s what the linkage looks like. There’s so much emphasis on most corporations on execution, “We got to execute. If we could execute better, we can accomplish more.” Well, here’s the thing, if the execution isn’t based on a vision, you’re going to create a lot of sideways energy, a lot of unproductive fake work. But the vision acts as a filter. It enables you to separate opportunities from distractions.

And so often, the more successful you become, distractions show up masquerading as opportunities, and this is why people get overwhelmed, like companies have too much to do, why people work in 70 to 80 hours a week. The vision focus is that effort. But once you’ve got a clear vision, then you can ask yourself the question, again, the three-year time horizon, “Based on that, what do our annual goals need to be for this year so that we can achieve that vision over the course of the next three years?” I recommend seven to 10 goals on an annual basis. That’s got to be further disseminated or distilled down to two to three goals per quarter.

Then, from that, we come down to the weekly priorities. And everybody’s got to have weekly priorities that are based on those goals, and I recommend no more than three. Probably you got a thousand things you could do this week, but what are the three most important? And then, finally, what are your big three daily tasks? The average person has, and we’ve done a lot of research on this, but the average person who uses a task management system has 15 tasks on any given day that they have to do. As a result of that, they wake up feeling overwhelmed. Even if they get eight of those done, more than half, they end up with seven that are unchecked, they go to bed defeated. They’re playing a game they can’t win.

Instead, if you take sort of the Pareto principle, that 20% of the effort drives 80% of the results, there’s probably 20% of those 15 tasks that are really going to move the needle, that are the high-leverage activities that really, really matter. So, 20% of 15 is 3, so identify your three big tasks for the day, declare it a victory if you get those three done, and do that day after day after day, and you’ll incrementally move toward that vision. And that’s exactly what my coaching clients do, that’s what the leaders we consult with do, and that has made all that difference, and it links that vision with daily action.

Pete Mockaitis
Well, you’ve given me some fun data there, those 15, and I guess, in practice, most of the time, people do not accomplish all 15, and then you do have those carryovers that are frustrating. And so, I’ve thought a lot about the 80/20 Principle and I am…it’s funny how you talk about do those three and you get to declare a victory. Sometimes I wonder, it’s like, “Well, there’s those three things, but what about the amount of time? It’s like have I really earned a victory if I did those three things in one hour?” And so, take it.

Michael Hyatt
Yeah. Well, I was going to say, it’s not about how long it takes. Here’s the thing, success is not about how much you accomplish, it’s whether you’re accomplishing the right things. And this is the question that real leaders ask, they’re not asking, “How much could I get done?” but, “Can I get the right things done?”

And as it turns out, there’s not that many things you have to do to contribute toward the vision. Now, let me just give you a case in point. So, I have about 500 business coaching clients, many of those are business owners, some of them are entrepreneurs, some of them are just leading inside a corporation. But on average, people that are responsible for revenue in my business coaching clients, on average, in the first 12 months in the program, using this kind of vision-driven approach, their business grows by 62%. On average.

Pete Mockaitis
All right.

Michael Hyatt
That’s interesting all by itself. But here’s what makes it even more interesting. On average, they shaved 11 hours off their work week. They’re able to achieve more by doing less because they’re not fixated on all these stuff that doesn’t contribute to the vision. They’re focused on the stuff that contributes to the vision and to the future reality that they’re trying to create. Does that make sense?

Pete Mockaitis
Absolutely, yeah. Well, that is exciting for all the overworked people experiencing that. All right. So, we’ve got the crafting the vision, breaking it down into the particular activities. I want to hear, when you are going about communicating this, what are some of your top do’s and don’ts for conveying it effectively with other people?

Michael Hyatt
Well, the first thing I would practice is something I call cascading communication, but it’s got to begin with a written vision statement. So, it’s not enough to just have this rattle around in your brain, let it be vague, or ambiguous, or just kind of floating out there. You’ve got to express it, and so that’s why I always say you’ve got to write the vision. That will force clarity. By writing it down, that forces clarity. So, you’re going to end up with a vision script, again, a document that’s three to five pages in length.

You’re going to practice cascading communication which means that you’re not just going to like go back, get your entire department together, or your entire division, or your entire company, and then just read it. No, that’s not the way you want to do it. You want to submit this, first of all, to a small, small group, your inner circle. Then you want to roll it out to the next level down, and then the next level down. This gives an opportunity for input, so if you’ve got some glaring errors, or some things that you’ve absolutely missed, or don’t have quite right, you’ve got a chance to correct those before you roll it out to a broader group.

So, each time you roll it out, there should be a little bit less change. But even when you roll it out to the entire group, and you’re standing in front of whatever organization you preside over, whether, again, that’s a department, or a division, or the entire company, you basically want to say, “Look, we’re crafting, we’ve crafted and we’ve worked on a vision of the future. This is a reality that we want to create. And we, as a leadership team, or a management team,” or whatever you call it inside your organization, “we’re committed to this future, but we can’t do it ourselves. We need your help. There may be things here that we’ve missed, and we want to invite you to contribute to that and to give us some feedback.” So, you want feedback.

And, by the way, you’ve got to reframe negative feedback as something that’s truly helpful. If somebody sees something you’re missing, I would much rather know from a teammate than to roll it out into the marketplace and figure out when the market doesn’t accept it, or you embarrass yourself, or fall flat on your face. So, you want to involve everybody in that process, so it does involve cascading communication, that’s one thing.

Second thing, it’s not a one-and-done kind of thing where you finish your vision script, you make a big announcement, “Ta-dah!” and then you put it on the shelf and forget it. No. Here’s the thing. Vision leaks. Andy Stanley talks about this in his book on vision, but vision leaks. What that means is that in a daily grind, as we’re trying to work through all the tasks, and we’re trying to deal with all the incoming stuff that we’re reacting to, it’s very easy to forget where this task you’re doing fits into the bigger story. That’s why leaders, true leaders, have to be the voice for the vision. If they’re not giving voice to that vision, the vision might as well not exist. The only thing that keeps it alive is you constantly repeating it.

Another story, 2009, I was in the teeth, the midst of the great recession. It was a horrendous time. Our sales have fallen by 20% that first year, the entire industry had fallen by about…the book publishing industry had fallen by about 20% that year, I mean, it was rough. And I remember complaining to my executive coach, I said, “I am so tired about talking about the vision. I feel like it’s kind of a lost cause at this point. We got to re-strategize, and I’m tired of hearing myself talk about it.” She said, “Well, I’ll tell you what, when you’re tired of hearing yourself talk about it, you’re half done. This is the time people need to hear the vision because people are discouraged, people are not seeing the results of their work. They need to be reminded why they’re working, what’s important, what you’re trying to create.”

So, I rolled up my sleeves, redoubled my effort, and kept preaching the vision. I had to keep it alive, and I really think that was the only thing that got us through the great recession, was the belief that we were creating a future that was bigger than the recession and would come to pass once we got through the other side of the recession, which we did.

Pete Mockaitis
Oh, very cool. Well, let me follow up on your point with regard to that this applies to all folks at all levels. So, how do you recommend you apply some of these questions, or principles, or approaches when you got no direct reports whatsoever? Do you make a vision for yourself, and a plan for yourself, or how do you think about those matters?

Michael Hyatt
Absolutely, because you’re still presiding over an area where you have responsibility. And if you’re responsible for any kind of results, you can have a vision for what those results can be. So, to give you an example, our social media manager has zero direct reports, but she’s got her own vision script about what it is she’s trying to create for us in terms of our social media channels, in terms of she’s got an outside team, very small team of contractors. She’s got one contractor that she’s working with, that’s her team. What’s her product? Well, it’s the posts. What’s the marketing? How does she do this? What’s the impact she’s wanting to have?

But for her to get crystal clear on that, the alternative, again, if you don’t design the future, you’re going to get to the future. You’re just going to drift into it and you’re going to drift to a destination that you didn’t design using one that’s not desirable. So, I really believe that everybody at every level needs to have a vision for what it is they’re trying to create in their role, even if they’re just a solopreneur, even if they’re one person in a department with no direct reports, or they have a small department or a division. It doesn’t matter. You still need vision. Begin with the end in mind.

Pete Mockaitis
All right. Well, Michael, tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Michael Hyatt
Well, I would say that inevitably when you’re coming up with a vision, you’re going to experience resistance, there are going to be challenges. Just because you come up with a vision, it doesn’t mean that, all of a sudden, like magic, this begins to start happening. Steven Pressfield wrote an incredible book called “The War of Art.” And one of the things he talks about in that book is the resistance. And anytime you purpose to make an improvement, I don’t care whether it’s trying to lose weight, improve your marriage, improve your business metrics, whatever it is, you’re going to encounter opposition.

And it may just be in the form of something that’s not direct or personal, just challenges in the marketplace or whatever, or maybe just people that oppose your vision. But, regardless, the value of a vision is when you get into that messy middle, when you’ve invested too much to quit, and you’re not sure you have the resources to finish, it’s that vision that gives you the tenacity to stay in the hunt, and follow through, and not quit, not bail out before you realize it. So, this has a really practical consequence for staying engaged when you want to quit.

Pete Mockaitis
Cool. Well, now could you share with us a favorite quote, something you find inspiring?

Michael Hyatt
Yeah, I would say one of my favorite quotes about writing that’s apropos to a vision is “Thoughts disentangle themselves passing over the lips and through pencil tips.”

Pete Mockaitis
That’s fun. Thank you. And how about a favorite study or experiment or bit of research?

Michael Hyatt
I think the research that I’ve done in my book “Free to Focus,” which is my last book, was the importance of actually limiting the amount of time you work so you increase your focus and your productivity. One of the things I discovered in that process is that once you work more than about 50 hours a week, you actually go backwards in terms of productivity and accomplish less. So, all these people that are out there advocating what I call the hustle fallacy, you need to work 70 or 80 hours a week, or like a loan you need to work 80 to 100 hours a week, they don’t have the science on their side. People that are more productive and accomplishing bigger results are people that are putting firm boundaries around their work and have a life outside of work.

Pete Mockaitis
And what’s the magic number or the range?

Michael Hyatt
Oh, 50.

Pete Mockaitis
Fifty, all right.

Michael Hyatt
Yep.

Pete Mockaitis
And how about a favorite book?

Michael Hyatt
I’m typically a fan of the last book I read, and one of the most recent ones I read that I really loved was Jason Fried’s book “It Doesn’t Have to Be Crazy at Work.” He advocates some of the same kind of concepts. But if I had to point to a book, one of my favorites of all time is, I’ve already mentioned, is Stephen Covey’s book “The 7 Habits of Highly Effective People.”

Pete Mockaitis
And a favorite tool, something you use to be awesome at your job?

Michael Hyatt
The tool I’m using the most right now is a tool called Dynalist. Have you ever heard of it?

Pete Mockaitis
I think I’ve seen it listed but I’ve never used it. Tell me more.

Michael Hyatt
It’s an outlining tool. I used to use a tool called Workflow. And I tend to think in hierarchical outlines, so whenever I’m trying to create content, that’s where I start. But Dynalist is kind of like Workflow on steroids. It’s got a lot of features that Workflow is missing. But, yeah, I love it.

Pete Mockaitis
Cool. And a favorite habit?

Michael Hyatt
My morning routine. That’s crucial. Having a morning ritual that sets me up to win is critically important. And of my morning ritual, there’s a number of things that I do there. I think my daily practice of exercise while listening to either podcasts or audiobooks is critical to both my physical maintenance and my intellectual growth.

Pete Mockaitis
And is there a particular nugget that you share, you’re really known for, people kind of quote it back to you often?

Michael Hyatt
I think the whole thing about self-care and investing in yourself, that if you want to accomplish more, you’ve got to drive the roots deep and plant the tree on firm ground. And I think a lot of leaders don’t do enough of that. They’re run rugged by their work. They’re not reinvesting in themselves. You’ve got to fill the well if you’re going to have anything to share with other people.

Pete Mockaitis
And, Michael, if folks want to learn more or get in touch, where would you point them?

Michael Hyatt
Well, first of all, to find out about the book, you can go to VisionDrivenLeader.com/awesome, we’ve created a special landing page for your listeners. And there, if you buy the book, “The Vision Driven Leader” from any outlet and bring the receipt there, you can turn it in, we’ve got a number of free bonuses there including the Audible version of the book. So, if you buy the physical book or the Kindle and come there, we’ll give you the Audible book that you can listen to as well for free.

Also, the Kindle edition of my last book, and then a tool called the vision scriptor tool which will take you by the hand and walk you through the process of creating your first draft of a vision script for your department, or your division, or whatever you preside over. So, again, that’s all at VisionDrivenLeader.com/awesome. For all other things related to me, my podcasts and my other products and tools and blog and all that, it’s in MichaelHyatt.com.

Pete Mockaitis
And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Michael Hyatt
Yeah, I would say you’ve got to be, if you want to succeed, if you really want to grow, if you want your career to progress, you’ve got to be a vision-driven leader. It’s essential. I don’t care at what level you are, if you develop a vision, if you develop the habit of developing a vision, if you’re being vision-driven, that’s going to make you stand out and give you a competitive edge against everybody else that is totally in reactive mode. You’ll create bigger better results, you’ll get noticed, and you’ll get promoted faster.

Pete Mockaitis
All right. Michael, thanks. This has been a treat and good luck to you.

Michael Hyatt
Thanks, Pete. Appreciate it.