Afleveringen
-
As leaders, it can be tempting to bypass team building exercises and just get down to business already. That is a very bad idea.
In todayâs episode, co-hosts Richard Lindner and Jeff Mask build a solid case for why leaders in todayâs virtual environment canât afford not to design trust-building experiences for their team. If you want to make an impactâand you want it to be enduringâyou have to rally people to do their best work, or it wonât be sustainable. Your dreams and aspirations will crumble, and work will be a drag. When you align people, connect with them, and build deep strong relationships, the output is the best work of your career. You can accomplish way more, way faster, and more profitably when you have a strong foundation of trust.
Listen in for some great practical advice on intentionally designing organizational trust as a leader.
IN THIS EPISODE YOUâLL LEARN:
3 levels of trust-building experiences you need to implement consistently Creative ideas for shared experiences your team will love and remember 3 big questions to ask during a vulnerability-creating experienceWhat you need to know about assessments before you give them to your teamLINKS AND RESOURCES:
[email protected] (email your thoughts/questions to Richard and Jeff)OTHER SHOWS YOU MIGHT ENJOY:
Business Lunch with Roland Frasier and Ryan DeissPerpetual Traffic with Ralph Burns and Kasim AslamDigitalMarketer Podcast with Mark de Grasse and Mandy McEwen
-
When is a decision yours to make as a leader and when do you entrust it to your team?
On todayâs episode, co-hosts Richard Lindner and Jeff Mask talk about the fine line leaders walk when it comes to making decisions. If you think that being a leader, being in charge, automatically means you make all the decisions, you need to take a step back. Sometimes the biggest decision a leader can make is deciding to delegate that decision-making to someone else. As leaders, we also need to take a deep dive into why we make the decisions we make. Are we being ruled by fear, or do we have the best interests of our team in mind? As leaders, our job is to multiply effective leadershipâto lead others well so they may lead others well.
Listen in for some actionable tips and helpful frameworks for making, delegating, and analyzing decisions.
IN THIS EPISODE YOUâLL LEARN:
Tips for creating decision-making opportunities for your team3 big fears that lead to unhealthy decisions 2 frameworks that can help you make better decisionsThe one thing NOT to say when a poor decision is made on your teamLINKS AND RESOURCES:
Ep. 35 : A Simple Decision FrameworkFierce Conversations (book by Susan Scott) Decisive (book by Chip Heath and Dan Heath)[email protected] (email your thoughts/questions to Richard and Jeff)OTHER SHOWS YOU MIGHT ENJOY:
Business Lunch with Roland Frasier and Ryan DeissPerpetual Traffic with Ralph Burns and Kasim AslamDigitalMarketer Podcast with Mark de Grasse
-
Zijn er afleveringen die ontbreken?
-
Whatâs one of the single biggest frustrations/struggles for new leaders? Time management.
On todayâs episode, co-hosts Richard Lindner and Jeff Mask take on the challenge of helping new leaders manage their time effectively as they transition from an individual contributor role to the role of manager. That shift is no joke, they say. And hopefully it helps to know that youâre not alone. No less than 100% of leaders find this difficult. And no two leaders approach time management the same way. Jeff and Richard donât. Their suggestion is to learn as much as you can, then put a plan into action. Think of it as an experiment. If it doesnât work, and you have to change it, thatâs still a win. Itâs a stepping stone on your way to success.
Listen in for some helpful guidelines and frameworks you can test out as you transition into leadership.
IN THIS EPISODE YOUâLL LEARN:
How the 3 Ps and the 4 Ds can help eliminate frustration and challengesHow to use the Eisenhower Matrix as you plan your day, week, and monthThe pros and cons of a player-coach roleHow and why to use day-theming in addition to calendar-blockingLINKS AND RESOURCES:
RTL 02/14 episode on delegating [email protected] (email your thoughts/questions to Richard and Jeff)OTHER SHOWS YOU MIGHT ENJOY:
Business Lunch with Roland Frasier and Ryan DeissPerpetual Traffic with Ralph Burns and Kasim AslamDigitalMarketer Podcast with Mark de Grasse
-
When was the last time you praised someone on your team with specific, authentic feedback?
On todayâs episode, co-hosts Richard Lindner and Jeff Mask talk about the absolute importance of leaders expressing appreciation and acknowledgment for the work their team is doingâin a consistent way. If you do it randomly, whenever the urge strikes, it probably wonât happen. You need to build this mechanism into your weekly routine. They share some helpful stories (both good and bad) and some actionable ideas for appreciating your people and inspiring them to greatness. We often glaze over this issue, but it can be one of the easiest and most powerful things we do as leaders. âThe ripple effect of this is literally incalculable,â Jeff says.
Listen in for some helpful and tangible tools and frameworks you can put into action today.
IN THIS EPISODE YOUâLL LEARN:
How to do a quick self-audit to see how youâre doing in this area of affirmation Tips for offering feedback that is consistent, authentic, and specific Creative ways to offer praise in a virtual workplaceHow often to offer praise/appreciation (and why frequency matters)LINKS AND RESOURCES:
The New One-Minute Manager (book by Ken Blanchard)The 5 Languages of Appreciation in the Workplace (book by Gary Smalley)[email protected] (email Richard & Jeff and toot your own horn)OTHER SHOWS YOU MIGHT ENJOY:
Business Lunch with Roland Frasier and Ryan DeissPerpetual Traffic with Ralph Burns and Kasim AslamDigitalMarketer Podcast with Mark de Grasse and Mandy McEwen
-
The transition to leading virtually hasnât been easy. It helps to learn from people who have been doing it for a really long time.
On todayâs episode, host Jeff Mask sits down with Ralph Burns, CEO and founder of Tier 11 and co-host of the Perpetual Traffic podcast, to talk about his new book, Virtual Boss. Jeff planned to just skim the book in preparation for their interview, but he couldnât stop reading. He loves that itâs written from the actual trenches of virtual leadership, not some theory. Ralph has put in the work and has applicable, useful info for todayâs leaders in virtual spaces. The guys geek out over human psychology together, talk about building trust and getting the most out of your team, and dig deep into what truly makes a leader great.
Listen in for some encouragement and advice from a long-time (and well-respected) virtual leader.
IN THIS EPISODE YOUâLL LEARN:
What leaders need to know about human psychologyTips for transitioning from in-person to virtual leadershipHow constructive reprimands can actually build trustWhy emojis are key to Ralphâs company being a virtual organizationLINKS AND RESOURCES:
Virtual Boss (Ralphâs new book)
Perpetual Traffic podcastTier 11
The 4-Hour WorkweekThe Motive
[email protected] (email your thoughts/questions to Richard and Jeff)OTHER SHOWS YOU MIGHT ENJOY:
Business Lunch with Roland Frasier and Ryan DeissPerpetual Traffic with Ralph Burns and Kasim AslamDigitalMarketer Podcast with Mark de Grasse and Mandy McEwen
-
âHow in the heck do we keep people?â is the question on every leaderâs mind right now in the midst of The Big Quit happening all around us.
In todayâs episode, co-hosts Richard Lindner and Jeff Mask sit down to talk about the tension of employee retention. Specifically, retaining the most talented people who are the best fit for your company. Of course you donât want them to leave. And as difficult and scary as that thought might be, there are some really simple (not easy) ways to make sure it doesnât happen.
Listen in as they share some dos and some donâts of keeping the right people on your team.
Retention Starts with the Leaderâs MindsetAs Jeff and Richard talk to other people at different levels of leadership organizationally, theyâre hearing a lot of stressful talk about retention. How do we keep people from leaving? Why are they leaving? Is this my fault? Tell me what to do!
Jeff says one aspect of leadership that can happen is that you finally find the right team, a great fit, and you develop a scarcity mindset of âI hope nobody leaves.â He had a manager once with this underlying attitude of âIâm paying you well. You should be grateful. Your only way to grow is in this company and nowhere else.â The employees felt like they were under his thumb, like they were owned.
He believes this is why much of the workforce is saying, âIâm done with this. I donât have to keep enduring what Iâve endured. I donât have to put up with this fear-based tactic.â Covid has opened our eyes to what matters, to what weâre willing to put up with.
Jeff thinks that the lack of care and love for individuals is what has led to the Great Resignation. Itâs not the only thing, but itâs a big part of it. Itâs time to rethink and not repeat the habits and behaviors of that manager. Have you had that leader? Have you been that leader? Are you that leader right now?
We need to talk about how to retain people in a more healthy, holistic, long-term way of thinking, instead of a short-term, scarce, fear-based way of thinking. Some things are obvious. Donât make your team members feel owned. Donât posture as if theyâre lucky to have this job. Donât ask for inappropriate chunks of their personal time as the norm. Other things are less obvious and will take some thought and maybe even some trial and error.
Building a Sense of BelongingA sense of belonging is so important in a workplace, but how do you build that? Richard has tried some things in the past that just didnât work. They did team lunches once a week one time. The budget ballooned, and people would get their food and sit in the corner with their cliques. It had little to no effect on anyoneâs sense of belonging.
If youâre not prioritizing knowing your team, thereâs no way youâll know what to do or if itâs working. You need a cadence of communication. Jeff and Richard believe weekly one-on-ones are the key. Theyâre one of the best retention builders. And you need to posture the one-on-one as their time, not yours. Your âagendaâ is getting to know them first and giving them clarity second. Building relationships is key. Itâs easy for an employee to leave when thereâs no relationship.
Jeff plays devilâs advocate for a minute. âWeekly one-on-ones? You donât realize how busy I am or how many people Iâm leading. We work together daily. We donât need one-on-ones.â
Yeah, you do. Doing meaningful work together is great. Get stuff done and that builds bonding. But if you only do that, and you donât dedicate time to finding out their hopes, dreams, and aspirations, it wonât be enough. This is not a secondary...
-
If delegation is challenging for you right now as a leader, this simple, proven exercise will help.
Todayâs episode is a micro-session with host Jeff Mask, and itâs for any leader who has big goals for the year but way too much on their plate to get it all done. Itâs okay to admit it: to accomplish what you need to accomplish going forward, youâre going to need help. Youâre going to need to delegate.
Listen in as Jeff walks us through a simple delegation exercise that can make a huge difference for any leader.
The Decision TreeWithout meaning to, leaders tend to be bottlenecks. A lot of things have to run through you for approval. Or you have your team coming to you for questions that seem really elementary and self-explanatory. You know you donât actually need to be part of every decision or meeting, but no one is clear on who has ownership of what. People feel disempowered and disenfranchised, because theyâre constantly coming to you for permission.
Jeff came across a very helpful delegation framework while reading Susan Scottâs book, Fierce Conversations. One of her employees shared it with her. Itâs called The Decision Tree. Think of your organization as a tree. Trees have trunks, branches, leaves, and roots.
Each decision fits into a category. Itâs either a leaf decision, a branch decision, a trunk decision, or a root decision. To visualize this framework, imagine 3 columns going left to right and 4 rows going top to bottom.
Column 1: Decision Type (leaf, branch, trunk, root)Column 2: Team Memberâs RoleColumn 3: Leaderâs RoleWhen you get clear on what type each decision is, and get clear on each personâs role, then itâs amazing how you can eliminate bottlenecks, confusion, and frustration.
Leaf, Branch, Trunk, or Root?If you pluck a leaf off a tree, does it make much of an impact on the tree? No. A leaf decision is something that doesnât require your approval. Something like setting up a team meeting. You donât need to sign off on it.
A branch decision is something a little bigger, like handling a high profile client. The team member can decide it, do it, and just let you know.
A trunk decision is a little bigger. Maybe this is something like changing a strategy. The team member can decide what they think, connect with you, get approval from you, then go do it on their own.
A root decision is something major, something very impactful to the company. Maybe a core value needs to be changed. A team member can make a recommendation, but you make the ultimate decision as the leader.
Implementing this simple exercise is powerful, magical. There are no more bottlenecks. Everything works more quickly. People have autonomy. The leader is relieved. And itâs onward and upward to those big goals.
Google âdecision tree templateâ to find the one that works for you.
Richard and Jeff want to hear from YOU. Did something in todayâs episode resonate with you? What insights or actionable items are you going to run with today? Theyâd love to hear your feedback on this episode. Email them here with your thoughts/questions: [email protected]
LINKS AND RESOURCES
Fierce Conversations (book by Susan... -
If you hope to grow your revenue, your teams, and your company, you have to find a way to delegate. Thereâs simply no way around it.
In todayâs episode, co-hosts Richard Lindner and Jeff Mask take on the evergreen, but ever-challenging, topic of delegation. Delegation is something all leaders need to take a look at annually (okay, and monthly, weekly, daily), but itâs especially timely right now. As we kick off a new year and aspire to achieve new goals, we realize we canât continue to own everything we owned last year if we hope to grow this year. Weâve got to find a way to hand off tasks.
So how do we do it? Who do we delegate to? How do we let go of control? How do we set the person up for success?
Listen in as Richard and Jeff answer all of these important questions and more.
The Delegation Doom LoopIf youâre paralyzed by fear at the very thought of delegation, youâre not alone. Maybe youâve delegated in the past and gotten burned. Maybe you tried to delegate and ended up wasting a bunch of time and doing everything yourself anyway.
Jeff says that leaders often find themselves in a difficult doom loop when they try to delegate:
Iâm so overwhelmedI semi-delegate a critical taskI semi-train someone on said taskIt doesnât work out, and I take it back overRepeatBut what if a simple mindset shift could make you sprint toward delegation instead of running away? What if you could delegate confidently and give up control easily? What if you could help your team truly own what youâre delegating, and then grow it beyond anything you could have done yourself? What if you really invested the time to train people well? What could happen in your future?
Most of us leaders have the human tendency to want to control things. This makes delegation challenging. But the more you delegate, the easier it gets. Your company canât grow if youâre always holding on to the most important things. And itâs always the most important thing for where youâre at. Itâs not the most important thing for where you want to go. If you donât delegate, youâre always going to be treading water. You wonât get anywhere.
It all starts with your mindset. Think of the top of that doom loop. Youâre so busy. Youâre so overwhelmed. Replace: âIâm so busyâ with âI have all the time in the world.â And look at what happens to your energy and your thinking. When we think that way, rather than using busyness as a badge of honor, we have all the time in the world to go create and innovate. It enables our mind to delegate in a truer form, a way thatâs more enduring and sustainable instead of coming from a place of scarcity and fear and franticness.
The E.D.G.E. Framework for DelegationJeff learned a methodology 20 years ago as a Scout Master teaching 13-year-old boys. Itâs called E.D.G.E.
ExplainDemonstrateGuideEnableExplain the why behind the task youâre delegating. Help them understand why it matters to them, the purpose behind it. Give visual aids/examples to solidify the idea/end product.
Demonstrate the actual skill when done well. Show them what success looks like, all the while keeping in mind that they might do it a little differently than you do.
Guide them, coach them through the process. This is where you let them try and experiment, so it sinks deep into them, instead of just watching you, then being left on their own. This step takes time and patience. This is the key step we...
-
Millions of people left their jobs last year, and the elephant in every office right now is: how do we talk about money?
In todayâs episode, co-hosts Richard Lindner and Jeff Mask tackle the difficult topic of salaries and raises head-on. 2021 was the Big Quit, the Great Resignation, the Year the Employee Leaves. Everyone has felt it. When 38+ million employees in the U.S. quit their jobs in a single calendar year, everyone feels it. Thatâs a lot of people walking out. Thatâs a lot of investment in training and onboarding and growth. Thatâs a really big hit. So, what are we going to do about it?
If youâre a leader freaking out a little (or a lot) about this right now, know that youâre not alone. Listen in as Jeff and Richard calmly and wisely walk us through next steps.
Letâs Be Honest: No One Really KnowsWhat Richard is hearing from people he leads and in his communities, masterminds, and from other CEOs, executives, and mid-level managers is this: My employees are asking for raises, and I donât know what to do. I donât know how much to pay them. I donât know if I should pay over market. I donât even know what the hell market is right now.
Richard doesnât know either. He says it feels like weâre sitting here bidding on a house in the hottest real estate market out there. How much over market do we have to go? There are times when the answer is whatever it takes. Sometimes itâs none. How do you know?
The next big question is: How do you have these conversations with team members? If they havenât asked, theyâre thinking about it, building up the courage to ask. The longer theyâve waited, the bigger issue itâs become in their minds.
When they do ask, how do we have that conversation from power, not fear? From humility and vulnerability? How do we model leadership practices and principles within that conversation? How do we stop waiting for them to ask and just initiate, so itâs not this big elephant in the room?
Avoid Panic and Emotionally-Driven DecisionsRichard passes the puck to Jeff who doesnât have solid answers either, but he does have some really good ideas. His first tip is to avoid extremes. Donât panic. Donât rush into decisions that are driven by emotion. This time may seem unprecedented, but he and Richard have seen a lot of ebbs and flows over the past 20+ years. Theyâve been through up markets and down markets. There are some tried and true principles that can give you peace, clarity, confidence, and unity as a leadership team.
You need to be unemotional. This doesnât mean you donât care about your people. It means your decisions arenât rash and made in the moment based on feelings. (Like panicking and thinking, âI canât lose this person!â) You need to be united as a leadership team. You need responsibility and alignment. You have to do whatâs best for both the person and the company as a whole.
Looking at a situation unemotionally means that the question isnât âWhat are we going to pay Jeff?â But: âHow do we pay here?â You need an agreed-upon compensation strategy upfront from the beginning. When this is missing, there will be friction and tension. You need to know what your principal stance on compensation is at your company. Whatâs your compensation methodology? If youâre not in charge of this at your company, ask your leader that question.
Clarify and Communicate Your Compensation StrategyConversations around money are much easier when everyone understands the companyâs compensation methodology. And when that methodology has been clearly communicated to all employees. The whole team needs to be aligned. Youâre overtaxing everyone when
-
When you know your purpose, your why, as a leader, youâre able to set harmonious and powerful goals for yourself and your team.
In a previous episode, co-hosts Richard Lindner and Jeff Mask talked about setting relevant goals that align with their overarching purpose as a company. In todayâs episode, they want to continue that conversation and connect some dots. How do you go deeper into your own personal why, your personal purpose? This is a topic that is absolutely invigorating for Jeff and, frankly, pretty intimidating for Richard.
As they chat, Jeff plays the teacher/coach/guru/spiritual guide and Richard is the critic/cynic. Listen in for two very different and valuable perspectives on discovering your lifeâs purpose.
Richardâs Reluctant PerspectiveWhat if you donât know what your personal why is? What if youâre not even sure you care to know? Then youâre on Team Richard. Richard says, âI donât clearly know my personal why. I donât have a personal mission statement. I canât tell you my personal purpose.â
What Richard does know is that, at the Scalable Company, their purpose is to help entrepreneurs scale themselves so they can scale their companies. Itâs something heâs really passionate about. Heâs also passionate about the Ready to Lead podcast because he believes he and Jeff can help other leaders learn from their failures and mistakes.
Richard is envious of those who have personal mission statements. Itâs hard for him. Blue ocean thinking and dialing that in are not his strengths. He just wants to get to work on his goals. But, because of his deep respect and admiration for Jeff, heâs willing to listen and is open to changing his mind.
Jeffâs Passionate PerspectiveJeff believes this episode will be so valuable to people on both sides of the issue. Those who donât know their purpose and those who do. Heâs going to share a few exercises and frameworks he uses to help the CEOs and leaders he coaches uncover their why, the gift they bring to the world.
âThe clearer we are on our why,â he says, âand the more effectively we can set goals that are relevant and in harmony with our why, the more weâll be in the flow, excited and energized.â So many people are already exhausted and burnt out, and the year has barely begun. He believes itâs because weâre not anchoring to our bigger purpose and the reason we exist. Weâre missing out on a deeper, richer meaning we could attach to our goals that could fuel us and keep us going.
Jeff and Richard are both leading people in all walks of life. Itâs important to understand peopleâs mindsets and backgrounds to lead them from where theyâre at. Maybe you know your true why, but youâre leading people who donât. Or maybe you donât know yours, but youâre leading people who do. Itâs important that we understand each other.
Some Necessary Prep Work in 3 StepsJeff has a valuable framework to share that includes four questions to ask yourself when trying to figure out your purpose. But, like most things, we need to do a little prep work first. We need to set a foundation for discovering our purpose and living into it. Here are 3 important first steps:
Step #1: Avoid perfectionism.What happens very often when people try to discover why they exist is that they get stuck on making sure itâs perfect and exactly right before they go anywhere else. You kind of have to try it out. I think itâs this, or it might be this. Be okay to flex with it, tweak it, change it. If youâre a perfectionist, itâs all or nothingâand most often, itâs nothing.
Step #2: Ask yourself how at peace you are -
The words âyouâre firedâ spark a lot of emotion, but in some unfortunate circumstances, theyâre necessary to say or hear.
In todayâs episode, co-hosts Richard Lindner and Jeff Mask talk about best practices when it comes to delivering termination news. Most leaders have facedâor will faceâthat moment of truth when they have to let someone go. Thereâs a right way and a wrong way to fire people, Richard and Jeff believe, and they want to give you the script.
Listen in for some super practical advice on firing someone the right way and tips for preventing it in the first place.
The ScriptThey start off with the script right away, then work backward. Hereâs what you say in 30 seconds or less. If you handle things right from the very beginning, this is how easy it can be to fire someone. If youâve led with clarity, if everybody knew what was required/expected, there shouldnât be surprises. Having a script memorized is key so you donât freeze up under pressure.
The script: âHey, Jeff. Thanks for joining me. Listen, the decision has been made that this will be your last day with the company. Iâm sure this is not what you wanted to hear, but Iâm also sure itâs not a total surprise. While I know this isnât how you wanted it to end, Iâm sure there is some relief as well. I have this HR person with me. Theyâre going to walk you through whatâs next with benefits and any remaining pay and returning equipment and next steps. Iâm sorry it turned out this way. Itâs not what any of us hoped for. I wish you luck and let me know if thereâs anything I can do for you.â
It may seem short, even cold, but when you hear the process leading up to it, youâll see why this is all thatâs needed.
Avoid Surprises by Creating Clarity from the BeginningOnce upon a time, Richard sent Jeff a text saying, âIâve let people go in the past, and I want to do it better.â He had a situation that raised his spidey-sense, and he wanted to address it before it got bad. He says he had a rare moment of intuition, of realization before reaction. He and Jeff chatted on the phone and it went great.
He says that was the day he chose to lead differently, to avoid surprises, to create crystal clarity from the beginning so people know where they stand at any given moment for any given goal in any given role. Jeff shared what he had done, and Richard tweaked it to fit his business. They co-created a collaborative version of how to walk people through a plan, the Performance Improvement Flowchart.
Youâve hired someone and things are going well, until something goes wrong, a triggering event. When you make the decision to fire someone, there has typically been a series of things that went wrong. Did you brush those under the rug, or did you address them as they came up? Something going wrong is an opportunity to have an alignment conversation. (You donât need a flowchart for immediately-terminable offenses like assault or harassment.)
Letâs say something happened. Whoâs responsible? Letâs say Jeff is responsible. Richard leads Jeff, so he has a conversation with him and leads with curiosity. âHey, Jeff. Letâs grab some time to chat. I want to talk about this. Is this something you feel youâre responsible for?â The goal is to leave the conversation with clarity about responsibilities. Richard ends with: âDo you have any questions? Do you need anything?â
What Happens After the ConversationAfter the conversation, Richard sends Jeff a simple follow-up email so they have a document to refer to. The motive of the email is not bureaucracy...
-
You want to hire people you know, love, and trust, and quite often those are friends and family members, but how do you avoid favoritism and nepotism?
On todayâs episode, host Jeff Mask is joined by his brother, Clate Mask, CEO and co-founder of Keap (formerly known as Infusionsoft), a sales and marketing automation platform. Clate loves entrepreneurs and has great respect for the grit and tenacity and perseverance they show as they build their businesses. He built a company that helps entrepreneurs overcome the challenges and frustrations that go with the territory. Automation helped him and his business, and now he shares it with others.
Clate and Jeff have a lot of experience working together in multiple companies over the years. Theyâve seen what works really well and what can be really painful, creating family strife.
So how do you work with family and friends? How do you lead through nepotism and favoritism? How do you avoid those horror stories we all hear about when family members work together and end up ruining their relationships outside of the office?
Listen in for some encouraging stories and practical tipsâall born from years of experience, both good and bad.
What NOT to Do When Working with Family
Years ago, during the dotcom era, Clate was Jeffâs boss in a company he didnât own. It was a lot of fun, and they learned a lot. Jeff is six years younger than Clate and idolized him. They had a good relationship, but as Jeff started tasting success, he got prideful, and Clate would try to keep him in his place. Clate had the mental game and knew how to push Jeffâs buttons. Both of their weaknesses came out.
Their company had a ping pong table where theyâd play lunch tournaments. Clate won 95% of the time, because of his skill and mental edge. They always played best of three. One day, they had each won one game, and Jeff was one point away from winning game three. He smashed it and won. An employee had walked behind Clate at just that moment, and Clate slammed the paddle down and said, âIf you want to win that way, sure.â
They replayed the point. Clate won and gloated, and 21 years of little brother exploded inside Jeff. He lost it, started swearing, and they were yelling at each other, totally embarrassing themselves. They went back to work and kept fighting over Instant Messenger.
Learning From Their Failures
They eventually got over it and healed. Fast forward. Clate started a new company with two of his brothers-in-law. Jeff could have joined but didnât want to mess up their relationship. Jeff went out on his own and found success. After two kids and a cancer diagnosis, he wanted to find purpose and vision in business. At the same time, Clate was looking for a Jeff Mask in his company and thought, shoot, we just need Jeff Mask.
Jeff was hesitant at first, because he really didnât want to risk ruining a family relationship he treasured. But he and Clate sat down for a ground rule-setting conversation at the very beginning. They knew they had to be intentional, and they were. They set ground rules for what they would be and not be. They decided together that they would avoid these three things at all costs:
greed pride laziness
And they would make sure they demonstrated:
selflessness humility grit
There were certain standards Jeff had to meet, results he had to get, and if he didnât measure up, they agreed Clate would fire...
-
Richard and Jeff want to hear from YOU. Was something in todayâs episode a big aha moment for you? Anything you disagreed with? What did you learn that youâve applied to your leadership? Email them here with your thoughts/questions: [email protected]
OTHER SHOWS YOU MIGHT ENJOY:
Business Lunch with Roland Frasier and Ryan Deiss Perpetual Traffic with Ralph Burns and Kasim Aslam DigitalMarketer Podcast with Mark de Grasse and Mandy McEwen
-
What does it mean to lead well through the holidays with all its distractions and deadlines, and peopleâs different beliefs and cultural backgrounds?
On todayâs episode, co-hosts Richard Lindner and Jeff Mask talk about the holiday season and how it can be exhausting and loaded with dangers and pitfalls. But it can also be rewarding, even life-changing, with a few key mindset shifts.
Listen in for some heartfelt tips on turning the holiday season into an incredible opportunity for you and the people you lead.
Who Gets Your Time and Energy This Holiday Season?
In the past, Richard has taken on more responsibility as a leader during the holidays so he could give his team the gift of recharging and spending time with their loved ones. But his âselflessâ act often turned into him feeling resentful. On the flip side, heâs thought, âIâm important, and I deserve this time off, so everyone else can take care of everything.â Neither one of these extremes is healthy.
So, how do we make sure the key initiatives are still accomplished, but the workload isnât given to one side or the other? Not 100% or 0% delegation, but working together to complete the truly important tasks while also giving the gift of recharge to ourselves and our team? How do we focus on whatâs important and avoid resentment?
Jeff often talks about work/life integration and making sure you know where youâre going to spend your time, making sure your loved ones know you prioritize them. But how do we do this and get the work done? Most leaders have individual roles, management roles, and a family life. Thatâs a lot of hats.
The next level after work/life integration is work/life harmony. When you create a chord in music, everyone knows the role theyâre playing and weâre all on the same page. This harmony requires proactive communication. What are the critical tasks that still need to happen and who is owning them? What are our contingency plans?
At the root of a lot of our stress is workaholism and fear of failing. That fear drives us. Get a plan in place to make the holidays awesome and full of love and life instead of fearful and exhausting and being a martyr.
Ask Questions and Get Curious
Richard says he used to think leaders had to have all the answers, but heâs learned that asking questions and being curious as a leader is invaluable. He looks at the holidays as an opportunity to be curious and asks questions individually and to his team.
What holiday traditions or rituals are important to you? Which days are big for you that youâll need time off for? What do you do over the holidays and with whom?
Seek to understand and build a calendar for when people are engaged outside of work. The team as a whole can start to understand each other better. It gives people a more diverse understanding of what this season can mean.
Itâs very valuable and powerful when people step in to help others, but be mindful of people who always volunteer to do extra work. Look for opportunities to avoid resentment. Where does it build? Leaders need to ask, because people probably wonât volunteer those details.
Donât Forget About Your Indirect Employees
The family and loved ones of your actual employees are what Jeff and Richard call indirect employees. If resentment builds up with a life partner or a child toward the company, youâre putting the employee in a difficult place.
Seek to understand whatâs important to them and their family. You want someone at home who loves the company and the manager. If the employee even thinks about exploring other...
-
It can be hard to know how to navigate a really tough environment as a leader. This is how one woman did it really well.
On todayâs episode, host Jeff Mask sits down with Karen Pierce, CEO of KMP Consultants, to talk about best practices in leadership and how to deal with tough, even toxic, work environments. Karen and Jeff met at an event where Karen told him, âwe speak a very similar language.â Itâs true. They do. The bottom line? They both believe deeply that leadership is all about putting people first. Itâs not as much about skills and getting things done. Itâs about developing people, inspiring them, motivating them.
Karen heard someone say once: âYou canât be a leader if nobodyâs following you. And if nobodyâs following you, youâre just out on a nice walk.â
Listen in for some great examples of leading well when things arenât going so great.
What Karen Does Now and How She Got Here
Karen helps leaders in organizations navigate change by developing an environment where people can thrive and have fun, feel valued, like they have a place, like theyâre a part of the organization, not just someone who gets assigned a task.
Work doesnât have to be a four-letter word, she says. It should be rewarding and affirming. We spend at least a third of our waking hours there. Rather than endure it to the weekend, we should feel like weâre contributing to something better than ourselves. As we look at this Great Resignation, employees are voting with their feet. If we donât create an environment where they can thrive, theyâre heading somewhere else.
Karenâs journey started when she was a young female aerospace engineer who faced a significant amount of resistance in spite of her ability. Women just werenât respected in the field, in general, and being good at what she did turned out to be more negative than positive. She could work really hard and do a great job and still not be part of the team.
People felt threatened by her. Her work was sabotaged. When she got promotions, people talked about who she slept with to get there. Her life was even threatened. She came to a decision point. Pursue this or quit and find something else. âI have a purpose here,â she decided. âI can try to make a difference.â Maybe she could change peopleâs minds and make things better for the women who came after her.
Dealing with Toxic Work Environments
Over the course of her career, Karen has handled toxic work environments with grace. At one point, Karenâs boss sent a problem employee to her. This employee was frustrated with his job, was feeling very threatened, and had almost hit his manager. He was dealing with mental health issues that people didnât know about at the time, putting Karen in a difficult situation. He threatened her life at one point, but no one believed her. It wasnât until they were in court (he sued her) and had an outburst, that her lawyer realized her life was in danger.
Leading through mental health challenges is so tough, and is part of a leaderâs reality more now than itâs ever been. Passing employees from one leader to the next isnât the best idea. Help them be extraordinary first in their current role, before passing them on. If itâs happened more than twice, donât be seduced as a leader, thinking you can be a hero. Thereâs a pattern there.
Not being believed is a frustrating, even terrifying, thing. It took a lot of guts for Karen to raise red flags, because she was young and female. She didnât want to be a failure. She asked good questions and kept good records, and eventually the truth came to light.
Fast forward in her career to when she got a leadership position that several people she was leading wanted. They were in an open office environment with about 40 people.
-
Rituals and routines, done with intention, can help us prepare ourselves to show up emotionally and mentally and lead from a place of power.
The theme of routines and rituals is popping right now. People around the globe are finding that the routines that once worked so well are no longer serving them. Life has changed, and our routines need to change too, if we want to stay on top of our game.
In todayâs episode, co-hosts Richard Lindner and Jeff Mask kick things off by telling a true (and painfully embarrassing) story about how this is actually their second time recording the episode. Why? Because the first attempt was a miserable failure. Why was that? Because, ironically, they went into it without putting in the work of mentally preparing with a routine. It was an hour of their lives that they will never get back, but what an amazing validation of todayâs topic.
Listen in for some great tips on implementing routines and rituals into your day so you can be your best for the people you lead.
What Do You Need in a Ritual or Routine?
As leaders, we need to be present physically, mentally, and emotionally for our team. How do we get there? One way is by implementing rituals and routines that prepare us to perform and give our best. Some questions to ask yourself:
What roles do I play where I need to be at the top of my game? Am I at the top of my game right now? If not, why not? How can I get there and what will it look like?
How do we upgrade, level up our routines and rituals to todayâs standards? Things are evolving. Our routines/rituals need to evolve with them. We have to be willing and humble and self-aware to know when and how to update them.
Ask yourself: what are my most critical roles in life? What does performing at the highest level look like? What would need to be true in my thoughts, words, and actions to make sure I can perform at the level I need to so the people I lead can create and work and change?
Are Routines and Rituals Inherently Selfish?
One way of looking at a routine is: how do you take the time to be intentionally selfish so you can ultimately be selfless? You actually do need to be selfish in your routines so they fill you up, put you in the best possible place, so youâre not responding to yourself and your needs when youâre being called to lead someone else.
Jeff brings it back to the oxygen mask analogy once again. When we take care of ourselves by making sure weâre in a high-oxygen environment, whatâs the motive? To be able to serve other people. Where this gets misconstrued is where we hear a lot of talk about me time and pampering. Thatâs okay but to what end?
When we intentionally invest in ourselves in order to bless the lives of others, that selfishness enables us to be sustainably selfless. When our tank is full and our foundation is solid, we bless people, and receive more oxygen, and itâs this awesome cycle.
You might need me time for a season for healing and regrouping, but then itâs time to take time for yourself in order to bless others.
Rituals and Routines at Work
Richard shares that early on in his executive leadership, he didnât prepare for meetings in a powerful, meaningful way. One of his biggest breakthroughs was to put in a 15-minute buffer between meetings. He would take that time to review his numbers and ask: what story are they telling, what context needs to be added to tell the actual story, what does he need from the room, and what can he get from the room?
Showing up like that was more powerful. He started having more of an impact on...
-
When you invest in appropriate relationships with the people you lead and make them feel valuable, you become all the more effective as a leader.
In todayâs episode, host Jeff Mask sits down with Kimberly Holmes, CEO of Marriage Helper to talk about some universal principles that work across all relationships, whether personal or professional. Kimberly is passionate about championing marriages and creating strong families. She and her team want to take over the world with hope for great relationships.
Listen in as she shares how you can implement these powerful relationship principles into your leadership.
How Kimberly Became CEO of a Successful Company
Kimberlyâs story starts back in the mid-1980s. The founder of Marriage Helper was a very successful speaker whose schedule was booked five years out. He was married with two daughters when he fell in love with another woman, and left his family to be with her. He was divorced for three years, became a drug addict and an alcoholic, lost his friends, was living out of his car, and almost died. He told God he was going to turn his life around, called his ex-wife, and asked her to take him back, which she did, against the advice of her loved ones.
They remarried, even though they werenât in love, and they had a third child in celebration of their remarriage. That child was Kimberly. She says, âI literally would not be on this earth if it werenât for two people committed to trying to make it work, to put it back together.â
She entered the family business part-time and saw the amazing change that was happening in the 3-day workshops her parents hosted. The service worked, but they had no marketing whatsoever. Her dad was considering shutting it down, because it wasnât profitable. She knew they had to get the message in front of people, because it was needed. They were an organization driven by mission and believed the stakes were high.
Kimberly became CEO with a staff of four. They started an email list, and experienced 100% growth for two consecutive years. There was really nowhere to go but up. In 6 years she had 5xâed the company. She learned marketing, got clear on her why, and worked hard to scale. And now they have a staff of 75.
How to Invest In Relationships
You have to invest in people if youâre going to take your business from 4 people to 75. Kimberly has invested in relationships on her team, and the team helps people invest in their marriage relationships. What are some things she has learned about relationships over the years that can apply to us as leaders?
Kimberly says people want to leave a relationship for one of three reasons:
They donât feel liked. They donât feel loved. They donât feel respected.
At the core, if someone feels liked, loved, and respected, theyâll feel more attachment to the relationship theyâre in. So, ask yourself: what am I doing that is showing the other person that I like, love, and respect them? People are attracted to those who evoke emotions that they enjoy feeling. Am I helping people feel edified, uplifted, supported, liked?
If leaders can do this in an appropriate way in their relationships at work, it makes all the difference. It changes us and the people weâre leading. People need to feel valued, like theyâre not just a number. You want them to like the way it feels to be a part of your team and a part of your company.
The Four Stages of a Relationship
There are four stages to any relationship, and understanding each one of them can help you make your relationships stronger, whether at home...
-
Corrective conversations are never fun, but as leaders, itâs our responsibility to help people become better versions of themselves.
Todayâs episode with co-hosts Richard Lindner and Jeff Mask is all about having those difficult, but necessary, corrective conversations. How do you give correction? When do you give it? How do you do it well? It can be an easy thing to mess up, and Jeff and Richard want to help people avoid that pain.
Listen in as they talk about why correction matters and how to do it in a way that truly benefits everyone.
WHY Have Corrective Conversations?
Why is it so important for leaders to give timely correction when something gets off track? The biggest reason is this: we need to lead people for who they can become, not for who they are today. We want the people we lead to become their best selves, and a lot of everyday actions prohibit them (and us) from doing that.
Jeff says that, as leaders, we have the ability to change the trajectory of ourselves and those we lead. When we donât give that feedback, weâre not helping people see the implications of their behavior so they can be better. Itâs an obligation, an opportunity, a blessing, to help people elevate their thinking and behavior. When we donât, weâre just thinking about ourselves.
Richard says that the hardest pivot for him was changing the way he thought about correction. It doesnât have to mean confrontation. Correction isnât necessarily coming from a place of judgment. It doesnât mean the person is bad. Thereâs just an action that needs changing. Itâs pain avoidance when we donât have these corrective conversations. We like to lie to ourselves and think weâre protecting the other person from pain, but weâre protecting ourselves.
WHEN to Have Corrective Conversations
Jeff once had a team member whose behavior was not in line with their core values. It wasnât off-the-charts horrible, but he knew he needed to talk to this person and kept putting it off. His delay resulted in a chain of events that occurred in a short period of time that was very destructive to the brand of their company and the overall vibe of their team. It got out of hand quickly because Jeff didnât have the courage to address it at that moment.
If something strikes you as off on your core values, thatâs your first and clearest red flag. Core values can be a guiding light for how to behave. Maybe you have that spidey sense that something is odd or a little uncomfortableâor you notice a reaction or body language from the person that person is talking to. In a virtual world, this can be more difficult. Donât avoid it and let it grow into a larger problem down the road.
Richard always looks at attitude, effort, and effectiveness. Those are the categories he puts things in when evaluating each team member. If something is off in any of these categories, then a conversation is needed. Attitude and effort are more of a corrective conversation. Effectiveness is more of an exploratory conversation.
Jeff says that Richard married data and intuition. Data can be taught; intuition canât be. Going down the intuitive path (spidey sense) isnât helpful if thereâs only an intangible aspect. You need intuition + data.
Definitely donât wait until the time is right, because it never will be. Donât wait until your next one on one. The more time that goes by without correction, the more it communicates that the behavior is acceptable. This is how a good work culture deteriorates.
Have the conversation that same dayâwith one caveat. If thereâs a blow-up and someone loses their cool, that needs to be dealt with, but there needs to be a cooling off period. The deeper question is: how do we know if we are calm enough as a leader to offer the correction? If my motive to
- Laat meer zien
