Competitive advantage and financial gain have become widely accepted strategic priorities for companies. Yes, many companies invest in professional development for employees and support volunteer and charitable programs. Yet, such efforts are rarely incorporated into the organization’s core focus, outcomes, and actions, let alone its true purpose for being in business. Putting competition and profits first not only devalues individual workers; it hurts the entire organization. With the outbreak of COVID-19, many people responded with anxiety and lost their motivation for working as their companies scrambled to adapt to the challenges, including managing a remote workforce. Focusing on problems and clinging to the goal of market dominance at all costs takes a toll on employees, customers, and their communities, as well as a company’s reputation and bottom line.

Meet Dan

Dan Bruder is the CEO of Fusion Dynamics Group, an international strategy and leadership consulting firm based in Colorado. He has an accomplished background in executive leadership, strategic planning, entrepreneurship, sales and marketing operations, brand development, customer service, and corporate finance. Drawing on his 30-plus years of personal leadership, he created The Blendification® System, a series of workshops and keynotes blending culture, strategy, and execution to help companies, individuals, and communities realize their potential. He is a faculty member of Colorado State University’s Executive MBA program and the University of Colorado, Boulder’s Graduate Leeds School of Business.

Timestamped Overview

During this interview Dan and I discuss the following topics:

  • His background and experience
  • The inspiration behind his book
  • What the Blendification system is
  • Why organizations don’t have a blended organizational system
  • What system intelligence is and how leaders can use it
  • The execution model to ensure success

Guest Resources

If you are interested in learning more about Daniel’s resources be sure to check out the following links:

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The following is an AI generated transcript which should be used for reference purposes only. It has not been verified or edited to reflect what was actually said in the podcast episode. 


Hey am I walk into the movie for lucia, podcast, so good to have you here today glad to be here. Thanks got so we’re here, we’re talking about your book. The beautification system up a super cause print comprehensive super in depth. The book which I actually enjoyed immensely and it’s funny because I feel like if it felt it felt like it really fit with the theme here that I go with moving for leadership and in like a year to complete leadership podcast for listeners out there, because I find a lot of podcast order to focus it on certain aspects of leadership, but they don’t really give the whole thing it kind niece really down, whereas I’m trying to give the whole picture to lister. So this fit really well. There is first question on a dive into is why don’t we start off with you who you are where you come from? A lube is about yourself to the audience, gets the gets. Little understand, who’d dan, daniel, but dan router is ever were just having a little conversation for eight record audience about the. How just confirm name is always do ooh and he like nosedive, is I daniel is something my publisher wanted me to put in. I go by dan known ever. Calls me daniel, so every damn where we have some fun, let’s dive in their nimble, get into the brunt of the conversation yeah. I guess some little bit of background on the more personal I can group as an athlete, so I grew up in florida and em played football, because that’s what you didn’t florida right. Everybody plays football down there, so in high school, I was all state in florida, but died in really have a position. I started five different positions, so I played quite a few different positions. Every time the coach needed somebody like hey with somebody’s heart start this position and later on in life. I’ve stayed with the whole athletic things, so I stay pretty physical physically fit and done several iron man, several marathons. I actually broke a laugh at this for a second, but I broke the world record for the vertical feet: snow boarded without the use of power. So that means that you actually hiked up and snowboarder down for twenty four hours, so over the course of twenty I broke the world record, I didn’t say I set the world record. I just broke it because the guy that whose record I broke actually set a higher record the same time. I broke his previous record. So that’s my claim to fame, but nobody knows anything about it. He actually, he actually said a better record in and beat me that day, but damn it was. It was a fun long, hard, twenty four hours, but but the reason why sh? That is because it near know that this this led the intensity in life. The desire to do something special to make an impact to really pursue our potential, so it whether that be in athletics, whether that be with our families, whether that be in our personal life or our life, is a whore. That’s really something that has driven me for years. It’s like what what can we do? I mean this, these humans. We we been put on this earth to do something special, let’s go figured out. What can we actually do? What’s our potential, so athletically I’ve always been trying to push my body in in now my body’s pushing back a little bit but them and pushed and pushed to see what I can actually accomplish end up in the professional side. Yeah try to take that same attitude into work is what what can we do with our work, because you look at what we do. We spend most of our waking time and work work related activity, so we’re gonna realize our potential as a human being. It probably needs to constitutes something about work. So so we look at work and kind of going back. When I was young, I came at a college with a finance degree and went into banking and pretty quickly at twenty six years old ass with a small bank in the holding company. Ceo said: hey, will you go start another bank, so he gave me as president of a bank it twenty six years old. I had no idea what I was doing and uh, but I was like sure: let’s go do it, you know let’s have fun and the truth is underneath all that I was super nervous. I had no idea what I was doing end. You know. Looking back, I kind of failed. I didn’t know what to do. I was scared. I didn’t want anyone to know that I didn’t know, but I didn’t really know anything that was going on. I was just kind of learning on the fly, so it’s really interesting experience to just go. Do something and learn, and the title was nice and everything, but the truth is. I was way over my head and im denote and didn’t know how I could actually create something special. So I left banking several years after that and went into the resort business in over the time that I was and you after banking and before I went out on my own. I I really just said hey what are all the different things that I can accomplish in work, so I was initially in corporate finance with a big company fortune, five hundred ca company. Then I went into corporate marketing corporate sales. Then I ran a site hours in hospitality industry. So I kind of did everything and it goes back to know that when I was in football like hey I’ll, do anything just put me out there and am I so. I really got a lot of experience, senior levels and then in two thousand and eight one out on my own, mostly because we had a recession back then, and it really forced me to do some decision making in them and started my own consulting practice and have been really consulting since then, and I’ve also picked up teaching. So I teach it two universities as well university of colorado at boulder as as well as colorado state university in them executive, mba, mba program. So it’s kind of like this. This world is just as petri dish to try different things, do different things and see what we can actually do and push the limits and m that kind of led me to writing a book about this stuff. But it wasn’t really a book about my life. It was a book about dumb. How do we do this in business? So that’s just a little bit of insight in, in my background, perth personally, as well as professionally. That’s awesome. I love. I love the little quick story. Hotel being put in charge of ivanka was a twenty six years. Old yeah have memories when I got so by day, I’m a senior chain army officer, so I I’ve I’ve commanded them. The various levels than my first command was a transport platoon of which turned out to be the eighty something soldiers who knows. I probably ran no, not even twenty six, I rather and twenty four years old at the time same thing like I, don’t have a clue what I’m doing. I’m scooter figure this out on the fly and listen to those seen senior and ceos. It’s got just as many years of military experience as I had life at that point, but the ugh managed to slog through another clue what us as leaders, we do right. We figured out. We listen to those with experience in the push for by lava and love your passion, for it just making things better, improving things and and getting things done at the same time, in a of hinted else, as you were talking, I could see the background of the book just coming more and more to play in those like a hero, because it always there’s the question of the ah. What was the inspiration behind the bar, but I kind of feel like I know the answer of that, and that was all these experiences that you had going through your career and then finally, to the point where you’re like me at some point, is, I know I’m going to take all these experiences and put it down for others to benefit from not just me yeah. I think that’s right and you, if you look at them near the books called blend application and the idea behind that is that when we, when things together, we get better outcomes and them. You know we we can’t be the best human being. By doing just one simple thing, there’s some there’s been a lot written about complex theory, complex organizational theory and um. You know I think, over the years. What has happened is we’ve tried it dumb business down to one simple thing and that happens to be profit or return on shareholder wealth in while that’s important, don’t get me wrong. That’s not why businesses exist, there’s several different things that businesses impact. You know it’s our employees, our customers are commute entities. So we really need to look at businesses as a tool to do much more and I think gum no feel. If we look at what’s going on in the world, we we really need to look at this world is being more more blended, as opposed to more segregated are separated yeah. No, I I agree with you. A hundred percent, ah we’re becoming more more connected, and not your more divided on, like some certain individuals like want to think and act like. Ah, but let’s, let’s dive into the block a little bit. Shall we in so you, you kind of hinted at a let’s, let’s get deeper on this, and what is act related fun, vacation system, her hair well, there’s a concept for her blend of vacation. I did it. I did a ted talk few years ago, actually, several years ago now, and am it was around this idea of blend of occasion and if you go back to this whole thing with football that I share with you, I mean it is really about understanding all the different roles on the team and beat being able to succeed in each one. And then I, when my corporate world, my life who’s, was able to be in corporate finance. All these things and what I found is at blending things together and having good understanding the ability to do well in multiple areas, actually is a good thing. So if we look at the book at you, it really evolved from the ted talk in the ted. Talk was really about a blended world and edits it. It focused on blending together work and home life, so building a better work. Life will actually build better communities, and that was like the concept around the ted talk. But when I looked at it from a book press specter’s, I had been numb building a process for several years within my practice and teaching at the universities that ticks tick. Companies from identifying with their culture was defining that and then building strategic platforms at align with the culture and then also creating an execution model or an opera rating model that aligned with those two things. So at the end of the day with a book, is really about combining and connecting are blending culture strategy and execution so that we as individuals and we as a company collectively, can pursue and realize our potential as a human being, and it goes back to that idea that we spend time at work or work related activities and the truth is most of us have a job. So I’m cliff way if we’re gonna pursue our potential, it has to be something at work in leaders at work have to take on the responsibility to develop their people by further connecting their culture strategy and execution in that’s why early? What? The book is about it’s a specific step by step, really operating manual for developing culture strategy and execution, so that we can do a better job as human beings through our work that better impact our employees, customers and communities love that idea of them. Fine. When organizations are struggling, there’s some kind of disconnect, whether that is a disconnect with strategy. There’s a disconnect with culture. There’s a disconnect with employee engagement or young on the leadership style within an organization in there always seems to be something: that’s not connected to the rest and henceforth that’s the reason. That’s causing these prob salem’s and is like. Oh once, you connect these. I e once you connect your culture to, for example, that your business processes in the systems that you have in place, then you’re actually going to you operate at a higher level. So this is one of the things are really stuck out to me and it clearly showed that you don’t need for all these different app aspects of the of blending together and working together be morning, sickness, new web system for the organization, which is awesome so from your experience. So, what’s the how how do organizations not get connected in the first place, because, as we talk like it’s evident to us, but how is it not evident to the other leaders out there that are running their companies and organizations? Well, what what? What I believe happens in organizations is the you know. The ceo or the the leadership team has a really good idea what they want to do and they have reasons for doing it, and they believe that some of the folks on their team have the same reasons and that’s not necessarily true. So what happens is is the the leadership team can identifies the future of the company where it’s going, but there’s no process for taking that down to the individual operating level or to the people that aren’t at the senior level? And I do see a lot where ceos will spend. You know: oh spent all kinds of money in developing themselves. They’ll go to this. You know weekend long excursion up in the mountains somewhere, where they’re going on a hike in someone’s really challenge men than it cost them twenty thirty thousand dollars. But then, when it comes time to develop the people in the company they’re afraid to spend a hundred dollars and there’s they’re constantly investing in themselves and their close leadership team, but that doesn’t really transcend the organization. All that does is help a few people at the top get better. So when we really look at this, might my model was like. Oh, we gotta turn this thing upside down. We got a break this and I’m not necessarily saying that we should be spending all kinds of money on everybody in the organization, but why don’t we build a model in a company that fundamentally connects? Why we’re doing something our potential as an organization and build a bit his plan to do it and then make sure that everybody that’s working on something realizes at their work, is strategically significant in that strategy will lead to something special. So I believe that dumb leaders and companies don’t really take back and look at the true potential of their organization and then build an organization that pursues that potential. What they do, as I say, hey, we need to grow by what five percent next year. Everybody that’s our goal. Let’s go! Do it, none of it. Why? Who cares five percent I come in, I I got kids to feed right, I’m cove it. I got all these things happening. You know, but white white white were not able, as leaders d, translate why the company exists in to the terminology so that people can actually show up at work with some level of motivation and am now it’s one thing to sit here. It’s gotten talk about this. It’s another thing actually do it as talking to somebody earlier today in in them they had gone through my strategy component and then they hired another consultant to do culture, and I’m like why. Why would you do that? Oh um, as like we’re, your strategy in your culture need to be completely in sync, so you fuchs set your culture up over here and then you have a business strategy or plan. That’s completely different! You can’t really maximize your compliment, your culture, so so we we had some conversations around you. You can’t do this separately in in yeah, asked questions like why don’t they do? I think it’s like the book of the month or something you know it’s like hey so and so wrote a book on culture. Let’s go do this and then they pass it around. They raided and nothing ever happens, and then they come up with strategy. Oh yeah, it’s coming around september. We need start planning our strategy for next year, cause somebody to facilitate a meeting. You know, but they’re, not really looking at strategies a lead or ship tool or culture is a leadership too, and I think they just they really struggle with the fact that these all these things all need to be united, and I don’t know if they see it yeah, because if they knew it, they do it right. Unfortunately, I think they just look at cultures being this thing that they talk about in in board meetings, or you know when they’re being interviewed by by by writers or a podcast or something it’s not anything that we actually really enliven, and we we we make it part of the dna, the organization same thing with strategy in the execution model. So I just don’t think they really look at the potential. You know then see how they can actually build their company, be something special. I love it. It’s so funny, because it’s so true and like hey, let’s talk, let’s, let’s work on culture, that enslaves will look at it, mom discuss it, but then, as I went once it gets tough there’s I gotta I’ll bet that those good for are are are gonna push novel of it. We we got the latest meeting and also lay before you know it they’re back to doing exactly what they’ve been doing all along. I as a a saying in the military, goes when you don’t know what to do. You do what you know and that’s what end up ends up happening early cause they hit that pain. Point of ours is gonna, be tough. If we wanna change wow, do we wanna go through. I got enough stuff the river, and I feel like bowling about changing my culture right now. So then op’s just sloughing it off. Mr right, like he actually got you got it dive into you can’t just take one block. Look at it and go okay cool pass around and expect results to change it. You gotta pushed out from the top the leaders that are listen here. You got drive that organizational change in culture in it shook my head. When you told me about that consultant been hired, do you do one yeah if you fall one person for one stage, but a new turner and hire someone else for another? Guy makes absolutely no sense. When you have a system like this, you need someone to guide you right through the whole process. Is you can’t chop this up it? You can’t just go okay, well, look at systems in look culture and will look at the other part hour next month or whatever, because it all goes together. Hence the name land. If a kid anthea the action of blending things together now you know you meant no military. I mean the look at the military. There is complete focus on every aspect. Every component of every process is connected. You know it’s like you. You know that this leads to this leads to this, and everything just is aligned. My daughter’s in military is well on end them boys she grown tremendously by by that experience and dumb but dumb. That’s why I just look at it and go holy cow. There’s, there’s just so much more. We can do if we just connect things intentionally, your cove. It is interesting. You look at what happened with coded in that you. What you said made me think about that about. You know if you, if you don’t know what to do you do it. You know I saw so many companies, I don’t know about about you and which, which you still out there soon as covert hit. They just threw everything away and the us went right back to the basics, which, which might have been a good thing to do, but they they lost cultural development engagement. They lost so many different things and they just went back to the basics. Now lot. Oh that’s changed since then that was only nine months ago. Like them, it’s it didn’t really wake some people up and really put some people to sleep. At the same time, you could tell which organizations had the leaders who were ready for vr see ready to adapt ready to overcome with the mindset and and pushed through. This thing see the opportunity. If I see this threat like that, cove them presented right an end you’re just adjusted their systems adjusted their culture and germany are adjusted. The execution of their businesses are on also dying essentially because one day everything was fine and the next day everything was started, be shut down. So it is just that fast up here in canada, so young leaders after you have to be ready for these circumstances. You have to think about it. You can’t sit back and go. Oh iona, I see how this goes. Well does eady. You got the title moving forward. You know you don’t move forward by going backwards at that is drew, never even the title. Actually I add dad at at that wasn’t made that angle, but I like it’s still pushing for because at the time like is more line with continuous improvement to moving forward aspect. I like that too. So, ah, one aspect to your book that one want to dive more into ill people. We all know both cognitive and emotional intelligence and stuff it has, but you actually go deeper. You go into system intelligence so for the listener, their system, intelligence. What the heck is that so, like the another former intelligence like everywhere else like before, there used to be just intelligence. For now I got a cognitive and emotional, but let’s dive into system, because that really piqued my interest as always gone through it and new. I think you’re, referring to the leadership intelligence pyramid unknown the really the structure around. That is that dumb, there is there’s three very different types and related types of intelligence, cognitive, intelligence, emotional, intelligence in system intelligence. Now most people are familiar with cognitive intelligence or iq. Some people say that we’d stop developing or iq at the age of eight hope. That’s not true, come better. I still think I can learn a little bit more and then there’s the emotional intelligence. You know having an empathy being able to put myself in your situation more that one. The one type thing having empathy for people and then we have this thing called system intelligence, and I put that at the top of the pyramid, because it’s like once we graduate from emotional intelligence. Where do we go from there and really become system of intelligence? And that’s looking at not only how I impact you through my actions and my behaviours, but how I impact you and then you impact others and in a business context it’s how my marketing and sales is leading or impacting my product and how my product is impacting my operations and how my operations is impact, my people. So if we have a strategy within an organization we say hey, we need to go to win, expand our business to the southeastern united states and we need to go to this. This is the market and usually what happens is nina. The sales and marketing teams is what’s go down there willing to go down. There were going to be down there selling within the next six months, yeah and they go do it and then the product is gone. What would what has happened? Unfortunately, the product that we’re selling in reno in the mountains doesn’t sell very well in florida, and so what we have is a lack, a system, intelligence, the inability to see across the entire organization and the systematic impact of our decisions. So we need to really look at the systematic impacts of what we, what am I doing as as a leader from leading marketing and sales, I can’t go forward without including the pie, product people and engaging them. I can’t go forward without including the operation of the manufacturing people if it’s manufacturing group or the people, the people itself, the culture, the company’s my culturally up for that. So leadership to me is about system intelligence which needs you need to have emotional intelligence, because we need to spend time understanding what people think, but we need to understand what they think, how they feel in the context of how we impacting everybody. How are they impacting everybody? How are our strategies impacting multiple different layers, multiple different functions within an organization and then, at the same time we can’t not have cognitive intelligence. We can’t be just dumb right. We have to have some level of cognitive intelligence. So to me, it’s not just you know, choosing one so daniel goleman back in the nineties really made emotional intelligence popular in one of the things he said is that emotional intelligence is more important than cognitive, intelligence and um, and I thought myself is like well. If you had to choose, choose one: maybe, but do we have to choose one? Why don’t we choose all three? You know and blend them together and if we’re really trying to build the perfect leader, I think that leader would have cognitive, intelligence, emotional, intelligence and system intelligence and the good news is, we don’t have to choose one. This isn’t multiple choice. This is life, love it it’s so funny, as you are talking bear, I I I had the the example of um targets. Expansion can let my mind because it was a complete failure. Why? Because the leadership team down there assume that canadians wanted it exactly the same stuff as our american friends which didn’t happen at free, so our shopping habits are purer and noted the very similar to get me wrong, but they’re also little bit different and different enough to the point where people it didn’t take people away from the other, established competition and take people away from walmart and take people away from ben sears his ears. They had defunct completely, but it it didn’t, take people away from these other, ah other companies. Why? Because when they went there, either the prices weren’t going to know what to the point where oh I’ll bite a target vice warmer or it just wasn’t there on a shelf in the first place, so was that whole mess of the dm yeah, the systems, intelligence aspect of the cultural aspect, emotional aspect that yoda to cognitive actually do an analysis. Often there wouldn’t be products on the shelves because they didn’t do denounces properly of the shipping times up here, because it takes longer to get from one place to another in canada. We don’t. We don’t have the massive of road network. You haven’t states. Why? Because well, it’s a hella rocket year. It’s a lot less populated and where it is populated a whole lot more densely populated area. The going joke is: where do you get when drive in toronto for an hour while you get to toronto because you’re still, you haven’t moved right, so they didn’t take any of this in consideration and then mean was it six? Eight months later, they’re, like oh four, were, were closing shop for gun because they didn’t look at it from a systems perspective, that’s a great example, and then they they they blame it on new heavy blame it on, while canada’s not a good market for us, but the truth is, is precarious, probably really good market to it with for us. If we were able to do the analysis, like you said, and you know, we start blaming others for the faults on blaming others for our mistakes and, unfortunately, that’s what happens in them. We we we’ve avoid major some really good opportunities. Like you know, that’s a pretty big market up in canada and all we need to do is do our research and understand the impact and what we need to modify from a new customer and market product operations and people perspective, and if we do that, we probably succeed, but damn you know that doesn’t always happen in that that I think that’s a good example for of system intelligence and it happens all the time. Usually it’s you know one ceo that stands up and says we’re gonna go do this and everyone goes rah rah and they find out that we didn’t really research. That’s very well, just trust me, no you’re right it. You can as a whole, was very excited. I would think overall excited for a target coming because there’s a like name’s who will cross the border to go to target a back the day when we could say that right now, but back in the day when we could just cross the border and go shopping for the day or weekend, whatever like things book, go to target in the states and and do like shopping and bring stuff back. But what they didn’t realize is yard. They didn’t go okay. Well, we can’t just go and basically copy and paste the stores. We have to actually think about this and they didn’t go for the analysis. You’re right they could. It came apparent, absolutely crushed it if they had done the research and done their homework and adjusted want to fly, but it took them way too long to adjust, took them way too long to adapt to what the situation actually was and in the end you’re like us and canada, I could market. Does it we’re gonna we’re gonna, accept losses in new cut, cut our losses and run contacting bad strategy, know yeah. That was a bad strategy, bad idea when it was really bad execution, the avenues that it was bad right across the board, ah so much more so than in implementing this new this whole. This whole benefit patients system. Where, where do you, fine organizations still have your worthy? Lose focus, do ill. Is it at the beginning in preparation for the execution or it deal linking the different aspects together worded it were. Is it that they’re gonna get hooked up, no divorced yeah? I think what what what I see happen is some companies and leaders are very excited to jump on and redevelop or develop an intentional culture, and I see the same thing with strategy. They’re very excited to get. You know, group of ten or fifteen leaders together, twenty leaders together and develop a strategic platform where it falls off is the execution side of this, and they think that dumb, they can just come back and circulate a power point and everybody gets it and that’s where it really falls off. So in the end I knew that going into that. So that’s why I created an execution model. It’s really a model that dumb, I used this thing called roots groups and it’s really creating change at the grassroots level. So if we have a culture or a strategy that we would that’s brilliant poor nor direction, we want to go as an organization. It’s not gonna happen unless we can create or embed this within the grass roots of the organization. So that’s why I created roots groups and now they own the execution of the strategy which drives towards the culture. So what I see happen is organizations don’t do a really good job in nam in disseminating an engaging most people in the company and the strategic execution of something important. So there was, there was a company at a big company. I can’t share their name, so it’s it’s not as it’s not good, but they they hired a m, a large nash, national international, consulting company to do strategy, and this was about a four billion dollar company and they spent with this large come large, am consulting company roughly nine months, going through strategic planning and um. What happened was. Is this group came in and brought all kinds of mba from harvard on all these types of people and they did all kinds of interviews and created all kinds of analysis, and at the end of that they delivered an awesome power. Point presentation: you know an awesome deck and they had identified. Eight strategic objectives said leadership team, which I think this leadership team was roughly ten people and executive committee, and they said here’s a here’s, our recommendations in this powerpoint gimme two and a half million dollars. True dot, u dollar amount by the way ender and they said here’s the eight strategic objectives and go fish figure it out and what happened was they got this powerpoint course it came. I mean it was really. There was all kinds really good research, I’m not undermining the research, because it was tremendous research on markets, future’s all kinds of different things, and then they delivered this powerpoint. They did an awesome presentation and then they went away and this powerpoint sat for about three months before the executive committee got to it in their next quarterly meeting and they said: okay, I’m executive team. Let’s come together, let’s talk about strategies to they started talking about and they said, okay now, let’s go ahead and see how we can actually start executing on this. You take this. You take this objective. You take this objective, so they all kind of just divvied up the objectives, and they were supposed put this together. Now, that’s three months, so another three months goes by when they come back to talk about what they were doing and they said well, we made some progress here and make some progress there and and then come back in three months now. What happens is about nine months went by, and the truth is is that all of that research that was done was starting to become less relevant and um. What happened was as they lost the ability to execute immediately. They don’t. They didn’t, have an agile execution model, because the markets start changing and it and we don’t need covert, to tell us that things change very rapidly and unfortunately, what happened with with these people is that that two and a half million dollars was spent on really really good valuable research. That was very effective in the moment, but it didn’t really create a model that adapted to changing times, and course, when cove it came, there was companies that had no idea. They took their strategic platform. They through it away like this, doesn’t matter and I’m like no, no, no, no, no you’re strategic outcome still matter how you get there will change your strategic actions, will change and um yeah, unfortunately, for this company they through faith they’d, they didn’t, spend two and a half million dollars wisely. I worked with one of their subsidiaries. Poor little me right worked with one of their subsidiaries and we went through this blend application system for a much lower price and we were able to turn it around within a month in what we’d. The main thing we did, which relates back to your question, is, is that we created an agile execution model so that our strategy could live on and that’s where I think people fail. They fail in the execution. We know that and in in intuitively that execution really falls but dumb, but do we actually have a model to execute? I mean a real, legitimate step by step approach that engages multiple people in the company. I love so much of that there that was fan task deck wow. I yeah. That’s such a great story, so lawyers, I thirty you’re right. They just fail in execution and I gap get this great report thought to the on soon keep doing what it is I’ve been doing for round then will revisit any hit the nail on the head that things change so fast. I often say the guest as a point and I’ll say it again, like things might have changed just a matter of course in this podcast that we listen to it, we have known world is constantly changing and the leaders out there they need to be adaptive. They need to be agile, like you said, to adapt and react in in adjust to the changes that are going on. He can’t just sit back, oh well. Let’s just see how this is going to pan out cause. It knock on a panic that isn’t a strategy. Does my execution there’s simply hoping in as we see in the army, hopes eye color or crushed neg acronym for a course of action. I an option. Each can hope things are get better. She can hope that you’re going to win the battle are when you execute and and win whatever it is your chart yeah. Whatever battled is in the business world that you’re fighting right now, maybe that’s correct customer attention, maybe a your expansion, maybe that is literally trying to stay alive, checking your opening hell for it. You have to execute and you’ll get a plan and execute relentlessly on that plan, but allowing for flexibility to adjust when you realize adjustments need to be made here in your military experiences is ism is tremendous because you know in in military boasts. I have plans right, but banana, not one or even both plans are can work. You know it was mike tyson gets his credit for everybody’s got a plan til they get punched in the mouth yeah. How exactly isn’t that true and military I’m mean? Does anything go according to plan? You know never, does we’ve got to adapt, we’ve gotta change and I think military’s really really good. They just like okay, we just we were here. We need to pivot to this and they go. I mean it’s, it’s really. You know it’s great experience for you to have that, because the I think the military, the way they approach things are like sure, we’ve got a plan, but we know that it’s not gonna be perfect. I don’t know if business does that mean there are businesses that do this very very well, don’t get me wrong, but I think business they plan not necessarily to execute a plan, because that’s what they’re supposed to do every year, you know- and that’s just it that’s what I’ve seen it’s like. All my board of directors require that I do a strategic plan every year. Oh really, that’s motivating it’s we do with the the of tossed into the filing cabinet, and here gotten about ny right. Yeah, we are saying, is no no plan survives contact with the enemy at an he, but in the business rodeo. What’s the enemy covert is the enemy. Ah, a new competitors, the enemy change, a price fluctuation, maybe a supplier yeah with those things you look at that that’s the enemy, so you have to be able do just you have to be all too young of going to fly and suddenly go okay. The plan isn’t one hundred percent relevant anymore, but we still walking but still works. What doesn’t? How can we just and continue forward towards mission damage has been a great talk on everyone else is irene yo. Is there any this big aspects that we didn’t hit? Ah from the bark or anything we didn’t cover that you feel like? We really should cover before rewind down here now. Well, it’s really. The book is about a whole systematic process. So you know when I set out to write a book. I had already had this operating system in several companies and teaching in in the mba programs. But when I started writing the book, it was really about term writing, something that somebody could get the book and fundamentally change their comfy. Any man doing that by enhancing the lives of their people, their customers in their communities. It’s really! It’s a bit surreal more of an operating manual step by step and the thing we use in there I created this thing called the strategy white board and the strategy. Whiteboard is really a two page tool that we use to document are culture, our strategy and our execution, and them that that is really the the model that the whole book is based on. It’s really the strategy white board and that’s the connective tissue, and if we look at strategy, it’s it’s really that bridge between culture and our operations in our execution. So that’s where the strategy whiteboard key, comes into play and it’s just really a a model for people to follow, to build their culture strategy and execution within an organization and them that’s kind of the model. That’s that’s what I follow in the book and that’s what I use in the business in that sir know. There’s other there’s other models out there but thursday. If you look at it, if you really dig into the book, there’s some there’s emotional intel agents embedded in it. It’s it’s color coded around various different emotional intelligence tools. So it’s not just kind of a bland black and white two dimensional strategy thing it’s it’s about really using emotional intelligence system, intelligence and building it into a document that we can all use. I think that’s what we’re really looking for, not a soldier. It’s awesome great way to wrap up the show. Ah, as we wind down her now do got a couple of questions for you, one which ask all the guys who are moving religion as the core, damn murder, what makes a great leader while I think it. It goes right back to the assistant system, intelligence and the ability to see how my behaviors habits and actions impact, not only the people that are right in front of me, but the people that they work with their peers, their colleagues, their family, their friends, because I believe that work not only has an impact on the employ. It has an impact on the people at home. So it has a generational impact. Was you usually they have kids so how you show up where you come home from work at ness or get off a zoom call today how you show up after that impacts. Generations has relational impact because it impacts. You know: spouses, significant others, so work is a really important component to our social fabric within our within our own and within an hour all of our communities and damn thats. Why I say system intelligence is really weird what it’s all about. Awesome love it love it so much and then, finally, how can people find you hugging? If follow? You know she’ll, forgive herself shameless, a hug. It’s it’s all you right now! Oh am I out of website. That’s a blend of vacation, dot, com or blender vacation system dotcom, and you can find more information about that. On my website, you, you can watch videos at summarize my book. You can get my book at amazon. You can also get a link to amazon. From my from my website, you can watch my my ted talk. If you just a google den bruder ted talk, you’ll see my ted talk out there. So there’s lot of different resources on my website. There’s um, sir several free resources that actually support the books. So it’s not just a book. I wrote a series of a video e learning platform there too, so um, that’s a good way to get ahold me and- and I have contact page there. If anyone says hey tommy little bit more about this, I can reach out that way for you, the audience, no need to google anything just go to moving for leadership, dot com for such one, five, nine and all those links are in the show notes already for your shogun one, fifty nine one, five nine demand it thanks for saw so much for coming out. Talking to me, love absolutely everything you had to say. I love the comprehensive reply approach to this and forty audience. Listening like we didn’t even touch the tip of the iceberg of this thing like we we there, though it is really in depth the book, and it is actually a great read of so do, go out and check out the copy in that as well is in the show notes for you. So, dan again thanks for coming out and taking your time to stop me and the audience to the great. Thank you very much god this has been fun. I appreciate it.