Establish a Velocity Mindset | Ron Karr | Episode 210

Scott McCarthy:
Today on episode 210 of the peak performance leadership podcast, we go and speak to mindset expert and coach Ron Carr, and he’s gonna tell you how you can establish a velocity mindset to push the limits and heat your peak performance. Are you ready for it? Alright. Let’s do it. Welcome 1. Welcome all to the Peak Performance Leadership Podcast, a weekly podcast series dedicated to helping you hit peak performance across the three domains of leadership. Those being leading yourself, leading your team, and leading your organization. This podcast couples my 20 years of military experience as a senior Canadian army officer with world class guests, bringing you the most complete podcast of leadership going. And for more, feel free to check out our website at movingforwardleadership.com.

Scott McCarthy:
And with that, let’s get to the show. Yes. Welcome 1. Welcome all. It is your chief leadership officer, Scott McCarthy. And thanks for tuning in whether it’s your first time or your 210th time. Doesn’t matter. I appreciate each and every one of you.

Scott McCarthy:
It’s great to have you here. And today, we are talking about mindset, and how to have that velocity mindset. One that really pushes you forward and towards success. Whatever success looks like for you. And for this topic, I brought in expert guest, Ron Carr. Ron has been doing this for over 36 years. He’s been working with companies and been on, networks such as Fox and Bloomberg and C Suite network. He’s worked with large corporations like Hertz, UPS, and Marriott Hotels.

Scott McCarthy:
So you know he’s got the credentials behind him. You know he has the experience behind him. And now you’re gonna listen to the message that he carries. In this interview, Ron and I talk about a number of topics such as, you know, how to find the right mindset in the first place because it’s so crucial mindset. Right? It really is the driver for basically how you think and operate people with a great mindset. Do amazing things. And people who have really limiting mindsets or negative mindsets, you can really see the negativity just get sucked into them. Right? And that’s what we don’t want.

Scott McCarthy:
We wanna have that velocity mindset, the one that pushes us forward, and we take others with us. We talk about how leaders can be driven with purpose by simply task, which is super interesting concept. We also talk about how leaders can get past their limiting beliefs, which is a thing that I coach about often with my clients, especially, newer clients who simply think, oh, I just don’t have enough experience. That is a big limiting belief of new leaders. We also talk about neuroscience behind conversation and how to create an environment for psychological safety. This is excellent interview. You’re gonna get a lot out of it. Before we do dive in though, I got one thing to run by you.

Scott McCarthy:
And that is if you are feeling lonely as a leader, if you are thinking, that you need more, that you want more, podcast isn’t enough, then check out our leader growth mastermind. And you can do that by going to moving forward leadership.comforward/mastermind. And in there, what you’re gonna find is the outline of our mastermind community that we are recently launched, and we continue to grow and develop and build is a community where leaders can come and feel safe to talk about the issues that they’re having, whether that’s with their people, with themselves, with their boss, their organization as a whole. Really great community that we are actually, you know, providing insight and input into people who have these issues that they’re going through. It’s a community where you get to talk to other leaders including myself face to face via zoom with our weekly calls. It’s a community where we have weekly curated content that goes out and enables you to reflect and lot of, reflection going on. And this week, particularly, if you’re listening to the podcast real time, what we’re talking about this week is how we as leaders can achieve peak performance. And in the con curated content I pushed out, there are actually 3 different strategies in there to help the leaders to hit their own peak performance so that we can take, you know, lessons like what you’re gonna hear from Ron now and really push it forward.

Scott McCarthy:
So if this is interest to you, $29 a month gets you in the door. You do have to apply because I am holding it limited seats right now. The doors are open. So if you apply, you will get in. But that may change very soon. So if you’re interested, again, that link is moving forward leadership.comforward/mastermind. Alright. Looking forward to seeing you there.

Scott McCarthy:
Anyway, that’s enough for me. Why don’t you sit back, relax, and enjoy my conversation with Ron Carr on how you can establish a philosophy mindset. Ryan, my friend, welcome to the Peak Performance Leadership podcast, sir. So good to have you here.

Ron Carr:
Well, thank you, Scott. It’s great being here. Thanks for having me.

Scott McCarthy:
So we’re talking today predominantly about your book, the velocity mindset, by the way. Thank you. Thanks for a copy.

Ron Carr:
Yeah. Great read. Looks good.

Scott McCarthy:
Does look well, it reads better than it looks, and that’s the main thing. Right?

Ron Carr:
I like that. I like that. So, what would you like to know?

Scott McCarthy:
First question out of the gate. You know, how does, we leaders how do we find the right mindset in the first place? You know? How do we get into that right mindset?

Ron Carr:
So mindset is a interesting, word. It’s got actually got 2 words. It’s got mind and set. So what it really means is where is your mindset? At any given moment, how are you thinking? And, you know, so you’re never gonna be in the same mindset every given minute of the day, let’s say. But there’s specific things that effective leaders do with their mindset and what and how they’re thinking that differentiate them from the others. Now first of all, the book that you like reading, the velocity mindset, the premise of the book is what would the world look like if everybody acted like a leader and not a victim of circumstance? So the first thing I wanna get clear is to be a leader, you don’t need to be a manager. In fact, there are some managers that are not even great leaders. Let’s let’s be honest about that.

Ron Carr:
Alright? They just have a title. But everybody’s a leader. You’re a leader of your own life. You’re a leader of your family. You’re a leader of your own actions, what you do, your own accountability. That’s leadership. Okay? Now what happens to a lot of us, and why do we sometimes fall off the track to what is important to us, meaning achieving the goals that we desire for ourselves? So many times what I write in a book is that we’re not purpose driven, we’re task driven. And that’s a big part of the velocity mindset.

Ron Carr:
So, Scott, when I ask when I give you the word velocity, what’s the first one that comes to your mind?

Scott McCarthy:
Speed.

Ron Carr:
Speed. Right. And that’s when I ask my audiences, that’s usually the one and only word that comes to their mind. And if you just have speed, then you’re not gonna get velocity. You’re probably gonna get burnout. And I’ll give you an example. Have you remember a day when you were so busy doing the task on your to do list, you’re going through them, you’re feeling good about it, but you don’t have time to eat, you don’t have time for anything. And by the end of the day, you’re exhausted.

Ron Carr:
Then you look at what you accomplished and realize you really didn’t accomplish much. Oh, you got the task done, but they really didn’t move the needle for it in terms of what you wanted to accomplish. Have you ever had that that kind of day?

Scott McCarthy:
Oh, yes.

Ron Carr:
Yeah. And and the answer, everybody said no, and they’re lying to us. Right? I tried those days. You’ve had those days. We’ve all had those days. So what does that mean? Well, it doesn’t automatically mean what I’m about to say, but I’m gonna share with you what most of us do. We’re task driven and not purpose driven. The true definition of velocity, the physics definition, is speed with direction.

Ron Carr:
And that word direction is key to me. Direction, you can also replace it with the word outcomes. You can replace it with the goals, whatever you wanna put in it that describes it. But it’s really the result. Something you want to achieve in a day, in a week, in a year, in your life. And if you don’t have that purpose figured out to some degree, and I’ll get to why I say some degree in a second. If you don’t have that figured out to some degree, and if you don’t have passion around it, which is driving you, then you will start making decisions that don’t support that purpose, and you’ll start doing tasks that may not support that purpose. That purpose is critical because it’s what should give us passion and is what should be our true north to help us make the right decisions and to help us ensure that we’re doing the right task so we are on purpose, that we’re living on purpose.

Ron Carr:
Give me an example. If I was to come to Ontario to visit with you, and I wanted to fly out of Fort Lauderdale. And I went to the pilot, and I said, where we’re going? He goes, wherever the winds take us, do you think I’d stay on that plane? And the answer is not. But how does a pilot figure out how they’re gonna get someplace? They start with the end in sight. Oh, direction. They start with where they’re trying to go, Ontario. Then they work their way back to figure out the 3 or 4 waypoints, places that if they know they fly over, they know they’re on their way over there. Then they factor in storms and winds and other obstacles, and then they come up with a flight plan that’s supposed to get them to where they wanna be in Ontario in the safest and fastest way possible.

Ron Carr:
That’s velocity. Okay? They’re doing it as fast as humanly possible, and they’re doing it the right way. So they’re not doing tasks that take them off their purpose, and they’re not doing tasks that don’t even have anything to do with that purpose. And so that’s what’s really important. So when we look at leaders, and I say everybody’s a leader, the 2 things I really want them to remember leaving the show, number 1, are you living your life every day on purpose? And then you’re letting that purpose drive your decision making process and your actions. And then number 2, a premise of the book is what would the world look like if they acted like a leader and not a big of a circumstance? What great leaders do when something goes wrong. Right? It doesn’t even have to be going wrong, even after you do something good. Before they blame anything on anybody else or situation, the first thing they always do is ask themselves this one question.

Ron Carr:
What could I do differently next time? I I I I saw a movie where I have to believe it was true because I don’t think that they they would have made that up in the script. But the guy playing, Sean Payton, who was Drew Brees’s head coach, you know, or was telling a fan who wanna meet Drew, and he goes, you know what Drew does after every game win or loss? He goes on the football field to review his progressions to see how he could do it better the next game. That’s what we’re talking about.

Scott McCarthy:
That’s a that’s a great way to open up this show. Wow. And I I love how you talked about that, you know, anyone can be a leader, first off, and then not necessarily all managers are leaders. Couldn’t agree with you more. But I think I’ve lost count of how many times you said purpose in that opening. Mhmm. You know, start there. And what I really liked is that differentiation between, you know, going through a daily grind, but being focused on our purpose vice being, you know, task driven.

Scott McCarthy:
And it’s so easy for us as leaders get wrapped up in, okay, I gotta do this, I gotta do that, I gotta do that, that, and that today. But that’s not what you’re getting at. You’re getting at, you know, we have to be guided

Ron Carr:
by our purpose. So as leaders out

Scott McCarthy:
there who find themselves in that grind of, okay, the checklist, how can they make sure that they’re actually doing that with purpose in mind?

Ron Carr:
So I’ll give you an example. So when I I grew up in sales, I started selling in in 1980. I went to the school of hard and oxide copiers. We would train the sales and numbers game, which it is, but they just said, do 20 calls a day. If you do 20 calls a day, success will come. They didn’t care how good you did them or they did care, but they weren’t really concentrating on that. They were just concentrating on 20 calls. Now in that time and age at work, you know, there was more of a top down management style, you know, autocratic.

Ron Carr:
If you didn’t do what they say, and do it my way, you you lost a job. And that’s the way the world, ran at that time. That’s not the way the world runs today. We’re talking about the great mass resignation. People are not putting up with stuff. You know? They’re coming down on them too much and not having fun. Whatever it is, they’re out of here, and they’ll find something better. It’s funny.

Ron Carr:
In the US, when the debt and I’m not making this political. It has nothing to do with I’m a democrat, republican. But the funny thing is when the democrats were pushing the $15 minimum work, wage, that all went away all of a sudden, the arguments, because the market was doing it automatically for them with the great resignation, The company is being forced to raise, you know, wages to keep and get people. But, you know, so going back to the sales example, we were told in 19 eighties, this is a numbers game. And I said it is. But as I evolved through sales and went into management and started doing this for 33 years, the one thing I share with my audiences is, yeah, it’s a numbers game, but it’s not just how many calls you are making that’s the number you have to look at. What’s your closing ratio? How well are you qualifying? Are you dealing with people that fit your ideal customer profile? You know, when I was brought in by a big financial services organization, they knew the numbers. It took 5 calls for the financial advisers to close a new client.

Ron Carr:
They wanted me to get it down. We got it down to 3 calls. That’s a key number you have to look at. So sometimes we put pressure and emphasis on the wrong numbers. 20 calls a day for the sake of 20 calls a day is just a task, making 20 calls a day. I’m not interested in that. What I am interested in is how many great conversations did you have in a day with the right people. And to have a great conversation, sometimes it takes more time, and you may not be able to do 20, so you do 10, 5, or whatever.

Ron Carr:
It’s the great conversations that leads to the next step that leads eventually to a sale.

Scott McCarthy:
Sorry about that. I had the 6 year old popping in on the side of the lines there. Understood. Yeah. But, no, it it makes that makes a lot of sense, despite what you might have thought. I was still totally listening. You know, and it’s about it is about quality versus quantity, and I I talk about that a lot in the show. Right? And making sure that we’re after the, you know, the right things and not necessarily doing things right all the time Mhmm.

Scott McCarthy:
But going after the right things. And I I I really like that. I I can’t remember if it’s in your book or or if it was, another one that I was reading around the same time talking about, you know, photocopy your sales and, you know, and they and they were not getting the sales done until they realized, like, hey. Well, what are we actually selling here? We’re not just, you know, selling this machine with all these different stats and can do this number of copies per minute and blah blah blah. I was like, no. We’re solving, you know, we’re solving a problem for the client out there.

Ron Carr:
Yeah. So I put that in the my story in the book. You know, so funny. When I got out of college in 78, I wanted a medical device sales job because they had company cars, you know, and they made all this money. I couldn’t get one of those companies to hire me to save my life. And they said, why are you not hiring me? And they said, because you don’t have experience. I said, well, were you born with experience? You know? And it’s funny because some of my best clients and some of my best success stories are medical device companies who have come to me now asking me to bail them out, if you will. But I finally got a company called Royal Business Machines to take a a flyer on me in the sales job selling copiers.

Ron Carr:
And to get me, they seduced me because at that time, there was a real transformation. So for the young listeners on your show, don’t laugh at what I’m about to say. But the major transformation in 1980 was going from liquid toner that got all over your clothes when you changed it to the clear, crisp, you know, dry toner. The one that you just put a cartridge in, it’s algalomest, no fuss, and the copies were crisp, clear copies. 15 copies a minute, this copier did. And I say, well, do you have the collater? 6 months. Do you have the duplicator? 6 months. I said, okay.

Ron Carr:
And they said, well, but you got a great copy here. I said, okay. So I went out and started cold calling. And after 2 months, you know, my butt started hurting because it was hurting because of all the doors that were slamming into it as I was being shown the door on the way out. You know, I’d say, hey. You know, you know, what do you do for a copy? And they say, well, we got this big Xerox we see on the 3rd floor. Can you match it? And I go, well, what does it do? Colleague. Not yet.

Ron Carr:
Duplicate. Not yet. Well, come back when you can do it. So, obviously, you know, the is doing the same thing over and over and expecting different results. My conversation wasn’t working. I was getting a little depressed. My mindset wasn’t right. I was telling myself I was soft.

Ron Carr:
I couldn’t sell to save my life. You know, I was never gonna make any money, and I knew something had to change. Because if you don’t like the reactions you’re getting, change the action because every action creates a reaction. So I decided to have a board meeting, Scott. You know? And that time, it was me. The board meeting was me, myself, and I. When are we going to Jersey for a board meeting? We go to the diner. So I’m having lunch with myself, and I’m asking myself, you know, what’s the, what’s the deal here? Just can’t sell a copy to save my life.

Ron Carr:
Alright. What are you talking about? Copies. What’s their answer? Can you beat the machine on the 3rd floor? Your answer? No. What happens? I get shown the door. So I said, maybe I need to change the conversation. So I started asking myself, you know, what does a copier really do? And I realized a copier is nothing more than a communication vehicle. So I said to myself, maybe we should talk about that. So I went to the off next office.

Ron Carr:
It was our office manager. It was a 3 story, office building. And I I said to her, I said, would you agree with me that a copy is nothing more than a communication vehicle? And she goes, absolutely. And I said, when it comes to that, what are your 3 biggest challenges? And Scott, it was like, I was a therapist. She was in my office. She decided to lay on my couch to give me her troubles. And she said, well, let me tell you. Sally or Bob, they have a gift in the first floor to make one copy.

Ron Carr:
By the time they chitchat with everybody, get up to their 3rd floor, way behind all those big jobs for their one copy job, then do the return trip of all those conversations, it can take 2 hours. I go, wow. And I asked her, how long does that happen? How often? And she goes, try the equivalent of 2 full time employees. I said, wow. How would you like them back? She goes, how are you gonna give them back to me? Because she was looking at me as a copy of salesperson. I said, look. I’m not here to sell you a copy against that big machine on the 3rd floor. It’s a great machine.

Ron Carr:
Keep it. What do you what do you talk about replacing it? What I’m here is to fill in the gaps. And so if you wanna save those 2 full time employees, I don’t suggest you buy 1 of my copiers. I suggest you buy 3. 1, February floor to do all those short runs. No one has to go on those long excursions. They don’t have to wait for those big jobs, and everybody will be productive, and she bought 3 that day.

Scott McCarthy:
Yeah. That’s exactly the, the story I remember now. But, ultimately, highlights, you know, that’s that’s purpose, and that is, you know, identifying core problems. Right? And then providing a solution to them by, you know, providing something. And we can do that with our people.

Ron Carr:
They they are people. You’re right. And you also use the word core problems. We complicate things. Businesses is so simple. The simplicity of business is simple. Find a problem and solve it.

Scott McCarthy:
Yeah. No. For sure. For sure. Love it. Love it. Now often, leaders find themselves, you know, like, oh, you know, that sounds great, but I can’t cut you know, I can’t walk in and do sales, or I can’t do this, and I can’t do that. And they have all kinds of limiting beliefs.

Scott McCarthy:
I can’t I can’t especially the new leaders that are listening in there. What would you say to them? How can they get over those limiting beliefs that say, no. You can’t Are

Ron Carr:
you talking about I’m sorry. Are you talking about people that were hired to be salespeople or managers, leaders who now have to manage them?

Scott McCarthy:
Yeah. The managers, leaders in general.

Ron Carr:
Okay. So first of all, when you hear the word sale, we all connotate with talking. People talk too much. The when they try to sell, they puke on their customers, and puke is an acronym for people who utter knowledge about everything. Stop trying to sell somebody. Make it a help call. Find out what the struggles are, where they’re trying to go, and then see and then talk about only the 2 or 3 things that you can provide that will help them solve those issues. Because when you can fill in the gaps, that’s when they buy from you regardless of the buying from somebody else or not at that point.

Ron Carr:
Now it’s the same thing with a manager, with a team. You have to motivate your team every day, and you have to tell them and sell them on why they should follow your lead and your ideas. Well, they’re not gonna do it because it’s your ideas. They’re gonna be doing it if they feel it’s gonna help them get to some place. 1 of my long time retainer clients, I was in the CEO’s office for the manufacturer. And one of his, frontline managers come storming in and he’s so pissing pissed off, you know, and he’s cursing. He goes, that damn guy. I said, what’s wrong? He’s on his damn cell phone, and he’s behind in a job causing everybody else to be late.

Ron Carr:
I said, what did you do? I told him to get off the damn cell phone. What did he do? He said, why? Everybody else is on it. What did you do? I yelled at him and left. I said, how well did that serve you? So I turned it around. I said, you’d be that guy, and I’m gonna be you, and I’m just gonna feed you the same lines you have with him. And after 2 minutes, he starts laughing. He goes, stop. I wouldn’t even listen to myself in that case.

Ron Carr:
I said, okay. Let me ask you. What motivates that guy? He wants to be a master welder. I said, alright. What do you need for that? Great quality and timeliness. How’s his quality? Perfect. That’s why we love him. How’s his timeliness? Well, he’s usually on time, but this time, he’s 20 minutes late, and he’s causing all of us to be significantly on his job.

Ron Carr:
I said, why don’t you just go up to him and say, hey. I know you wanna be a master welder. Right? And he’ll go, yeah. So, you know, the 2 things you need is to, excellent quality and timeliness. Your quality is great. That’s why we love you. You’re 20 minutes late on this job holding anybody else up. How do you think we can get you? What can we do to get this job back on time so that you can stay on that track to become a master? And you know what, Scott? He went out and had that conversation with this guy.

Ron Carr:
He just yelled at him 15 minutes ago. He went out and changed the context of the conversation, had the same conversation I shared with you. And miraculously, the guy wasn’t yelling. He actually was coming up with them ideas himself on what he can do to get that job going, and they got the job back on time. The point is people only do things what’s important to them, not what’s important to you, Even more so today in the mass resignation. So if you’re a leader or a manager, you better get your act together and figure out how you’re gonna motivate people and influence them to follow the way you think is important because they’re not gonna do it simply because you say you have to do it. They won’t, and they’ll quit.

Scott McCarthy:
That’s a that’s a great example. That’s a great example there of how, you know, solid communication can help solve, you know, any problem really. Right? It’s just a matter of communicate. You

Ron Carr:
know? Absolutely.

Scott McCarthy:
And it goes back to one three letter word, why. You know? Why was he not motivated to do the job? Why was he behind late? And then in turn, you know, explaining the why of the importance of the job, you know, the importance of the why behind the job so that the employee can see the bigger picture and see the impact that they potentially are having on the rest of the team. So, oh, crap. You know, I’m gonna be letting the team down. It’s important I get my, you know, get my act together, get back on on track for these reasons. And, oh, I’m not gonna get what I want, Ian, because, well, I’m showing I can’t do the job if I don’t.

Ron Carr:
You’re right. Now there’s one more thing that was happening, which I didn’t talk about that’s in the book, the velocity mindset. The neuroscience, how to engage the mind. One of the things I I stress as a leader, whether you assign to a customer like I was or influencing an employee like we just discussed, there’s one thing you have to do before you even have the conversation. It is your job as a leader to create an environment that brings out the best conversation. So you have to get that into your mindset driven by your goal. What do you wanna accomplish? Make sure the passion is there, and it drives your actions, questions, and so forth. But it also has a drive for you to remember upfront.

Ron Carr:
What is the environment that they’re in, and how do I create a good environment for them to wanna talk to me about. So for example, this, person using a cell phone, he knew he was probably late. He probably would has been yelled at by that supervisor in the past, and he sees a supervisor come charging up to his position. What’s he doing mentally? Alarm bells are going off. Incoming. Incoming. Man the stations. Man the stations.

Ron Carr:
If you know what I’m talking about. And he goes into a CYA mode. Cover your ass. And the first salvo that that manager throws, higher tone of voice that they take as yelling, accusing him of being on a cell phone, what’s the first thing they’re gonna do? Defend it. And so now you’ve hijacked the conversation because you didn’t create a safe environment, and all that person is interested is defending him from the attack you’re having on him, and there is no great conversation. But when he changed it to forget about the cell phone, It was more about that person and what was important to him. And then he asked the question, how can we get get this thing fixed? That’s when he had full cooperation. So we talk about the hormones in the brain, the cortisol, the, oxytocin, and and the, dopamine.

Ron Carr:
The cortisol is a fight or flight hormone. That’s the hormone you have to worry about when you start a conversation. If all of a sudden see someone sees you charging at them, their cortisol is so jacked up that they’re in a fight of that they’re in a flight mode that they’re gonna defend and they’re gonna turn their minds off from listening to you. If you’re calling a, a prospect or a customer unannounced or even if they have an appointment, but now you’re coming in, and now they’re in the middle of the fires for that day. And all of a sudden they gotta sit down with you. And then their, alarm bells also go up because they didn’t wanna be sold, and being a they’re thinking about what they gotta deal with. Alright? You gotta get that environment down, meaning the, the electricity that’s in it. You gotta soften it.

Ron Carr:
How do you do it? By having a conversation around where they’re trying to go, not what you wanna sell. The moment you start talking about what you wanna sell and it’s all about you, it escalates that cortisol and, just tuning you out. So you really have to get clear whether you’re managing others, whether you’re leading others in sales, management positions, sports coaching, whatever it is, you have to get really clear that nothing’s being heard and landed if you’re not creating the right environment for them to listen to you. And and we get into the neuroscience. You you read the book, so you know we did that. It wasn’t too scientific. I mean, it’s scientific, but we didn’t, like, make it so boring. It’s pretty interesting.

Ron Carr:
But it was enough to give everybody a dose of saying, hey. I have to have accountability environment I create if I wanna be influential. And if you don’t take that responsibility, you’re not willing to effectively to why. The subtitle of the book, the velocity mindset is how to eliminate resistance, gain buy in, and achieve better results. In order for you to increase your success, you can’t do it through only through your efforts. You have to do it through the efforts of others. So you have to learn how to be influential, and you have to learn how to reduce resistance to your ideas.

Scott McCarthy:
No. That’s a lot of great nuggets in there for leaders, especially, you know, creating that environment that enables people to, you know, open up and effectively resolve conflict. Now dovetailing off of that whole, you know, section there of, you know, great points you had, sometimes the leaders, you know, were frustrated. We’re we’re we’re going nuts. You know, the guy on the cell phone is driving me nuts. It’s the 5th time I’ve talked to him about this, and I’m just like, oh, I’m ready to lose my mind. What’s the best way for us as leaders to, you know, get in the mindset to deal with a situation like that when, you know, we’re we’re so amped up, we’re so fired up, we’re angry, we’re, you know, emotions are high, cortisol’s high, all this thing. How can we get to a point where, okay, I know I need to act go after this this itch issue, sorry, rationally, but I’m just so mad right now.

Ron Carr:
Well, the first thing, Scott, is if you’re asking yourself that question the 5th time, you probably won’t have a 5th time. And him to be asking me after the first time, the second time, the third time, it didn’t go well. And then he simply do what Drew Brees said. Stop blaming him or her. Just simply say, what could I do differently next time? And try it out like I did with the copier. I could look. I could have easily blamed my company for not having those things in 6 months that they promised. But was that gonna help me? Was it gonna get me those, the collators and duplicators any faster? No.

Ron Carr:
So if I wanted to stay there and make a living, it was up to me. And so what could I do differently? So if it’s not going after the first call the way you want it, ask yourself, what could I do differently? Try it out. Hopefully, you figure it out. If not, ask it again after the second call. Because if you went into the 5th call, think think about how much velocity you lost and how much time you lost. You wanna do this as soon as possible so you don’t waste all that other time we just talked about.

Scott McCarthy:
No. For sure. Absolutely. Ron, this has been a super interesting call. I know we can go a hell lot longer in this and dive in deeper and deeper into your book, but I I wanna save some nuggets, for the listeners as they actually read the book. But before we wrap up, they’ve got a couple of last questions for you. First question being, a question I asked all the guests here at the Peak Performance Leadership Podcast. And that is according to Ron Carr, what makes a great leader?

Ron Carr:
Someone who’s interested in making the people who count on them more successful than they ever thought was possible. Concentrate on that. Your success will be automatic.

Scott McCarthy:
I always say, my people are reasons for my successes, and I’m the reasons for their failures. So Absolutely. Agree with you more. Couldn’t agree with you more, sir. And a follow-up question of the podcast is how can people find you? How can they follow you? It’s all about you right now. Shameless plugs have at it, sir.

Ron Carr:
So Shameless plugs. And that way, this goes to velocity mindset.com. Again, that’s velocity mindset.com. You got a bunch of, freebies there. So let me explain to you what you’ll have with that. Number 1, we’re gonna ask for your email address for one reason only. We send out weekly emails on Friday with the latest videos that I do on the velocity mindset to keep you in a conversation. If you don’t stay in the conversation for something that you believe in, you’re more likely to go back to your comfort zone and do things that didn’t help you.

Ron Carr:
So that’s the only reason we ask you for the email. We won’t sell it to you, and we recommend that you do that. Now once you give the email address, you have access to a free leadership assessment. We’re asking you 5 core questions to to rate yourself that are the 5 key aspects of what we think is what leadership is all about. After you fill it out, you’ll get best tips and and best practices on how you can move forward in each of those areas to move the needle for yourself. And then finally, if you’re so inclined, there’ll be a link to Amazon for you to buy the book in any form that you like, Kindle, hard copy, and or audio, which I personally did in the studio once once the book was completed.

Scott McCarthy:
That’s awesome. And for you to listen, it’s easy as always. Just go to moving forward leadership.comforward/ 210, 210, and the links are all in the show notes. Ron, again, thank you for coming out, taking time, and most importantly, speaking to the listeners out there today.

Ron Carr:
Thank you so much, Scott. Wish you all the best and all and you’ll listen as all the best.

Scott McCarthy:
And that’s a wrap for this episode, ladies and gentlemen. Thank you for listening. Thank you for supporting the Peak Performance Leadership podcast. But you know what you could do to truly support the podcast and know that’s not leaving a rating and review. It’s simply helping a friend, and that is helping a friend by sharing this episode with them if you think this would resonate with them and help them elevate their performance level, whether that’s within themselves, their teams, or their organization. So do that, help me, help a friend win win all around, and hey, you look like a great friend at the same time. So just hit that little share button on your app, and then feel free to fire this episode to anyone that you feel would benefit from it. Finally, there’s always more.

Scott McCarthy:
There’s always more lessons around being the highest performing leader that you can possibly be, whether that’s for yourself, your team, or your organization. So why don’t you subscribe? Subscribe to the show via movingforwardleadership.comforward/subscribe. Until next time, lead, don’t boss, and thanks for coming out. Take care now.