Leading Real Change | Jen Thornton | Episode 168

I relate I like that aspect of

00:00:07

Speaker

not just right now with the the future leaders out there, so you talked a few things but decision agility at to a dive into that one, a little bit deeper shower, because that one really piqued my interest. So I have had a number of like agile coaches on the show before most notably chris williams or badass edge.

00:00:27

Speaker

Ah, ah, but decision agility is not necessarily something that’s popped up, so, let’s dive into what that is, and what that looks like and am thrown you a full hockey sock area for a good analogy. So why is that wasn’t look like and how do leaders achieve it?

00:00:47

Speaker

Sailor decision agility when I think about donald, I don’t think about the old school like I had an indian, a b and c, and this goes wrong I’ll. Do you beat that is wrong all dc because you’re creating those plans abc with it it with the information you have in private,

00:01:08

Speaker

but in our current world and our future world we’re making the best decisions we can with the current information. But if we get too it’s hard to, those incisions are too attached to those plans as additional information, surfaces or else something changes were not willing to see at all

00:01:27

Speaker

react to it or take it into consideration, and I think that’s one of the skill sets that are her and future leaders have to get really comfortable with making a decision and then down the road recognizing it has to change based on new information that presenting itself and eda. We like to have

00:01:47

Speaker

certainty of our brains, love certainty, but we can’t lead certainty because it just it doesn’t work and eat out too often we try to do it and it just doesn’t go well.

00:01:59

Speaker

I love that aspect for viewpoint so drop by dame senior convener army officer, and I do the summer evening sense why we’re here in the evening, but when home go through a basic level training with we go through a process that we like to call battle procedure. I a

00:02:19

Speaker

the army, how you’re ready to step across the line, departure and go into battle and there’s only thirteen steps, the battle procedure and one of the key parts near the end is asking herself. Has the situation changed

00:02:36

Speaker

and if the answer to that is yes, you’re right back to square one, and it’s so interesting out there how many readers gets stuck at like? Well, yes, but too bad. I am already in heater, I’m already committed to this changer this decision. If I change my design

00:02:56

Speaker

jane, I’m going to look weak or I can’t I gonna have to walk the heard that I have to stick to buy decision. So how can we go about young, getting rid of the stigma of two? Oh changing my decision is bad and how can they go vote going? Okay, accepting the fact our situations change, like you said I have

00:03:16

Speaker

the now reevaluating.

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Speaker

So what do you think it’s really interesting about the human brain? Is it actually can get addicted to being right? So when were right, we get a japanese head. We like to get up. We had you know it’s the same when you get, if you haven’t sugars and shopping or a you know, a substance of choice and you don’t you get, gonna jump mean head and so what

00:03:38

Speaker

sharpen often times in the workplace and people aren’t willing to say, hey it has since stepped thirteen. Has the situation changed? I need to evaluate and starr yogurt because they need to be right. There is a sense of dams that not only do they want to be right for those reasons that you sad you to they out, they wanna look smile. They don’t wanna, look like they fell, they wanna look like they’re the boss,

00:03:59

Speaker

but there’s also a need for it’s arm chemical reaction to be right and so for leaders to manage inside in that environment, environment that we all live in now, which is really I’m evolving at any given minute,

00:04:15

Speaker

literally in the minutes, where sometimes changing our our decisions, those people who are gonna do well and not shrub not get attached to their own idea for them to get really attached to the results and hover we get the result. We get it. It doesn’t map- and I think that is where we failed

00:04:35

Speaker

sometimes is that were so attached to our idea of making sure the results, their works, our ideas, the one that wine and never gonna get some blue ribbon. I guess if our idea was the winning idea, but what if we just got it’s hard to see the results and wherever the idea, however, that happens is okay

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Speaker

and it doesn’t have to be about us as leaders. Anything that’s the way we have to change our perception

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Speaker

love it. I told you before we hit record your gorilla on my favorite guests in the already starting to hit that already.

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Speaker

I love the focus on the result. Part, and one of the things often say is in order to do that. Were you know, were we don’t we’re not so focused on the one being right? All the time in almost stuff is that we can’t be the smartest person in the room

00:05:30

Speaker

right us as leaders, the readers out there ill when they’re reading your teams were reading organizations. Their job is to make the best decisions possible based off the information they go out at that time, and you don’t make those decisions if you’re the first news, the spurs in the room, because the room everything so complex, now yeah every

00:05:49

Speaker

think so complex and what’s interesting too, is another competency that I think about the future meters is really the ability to read team’s doing a job that you don’t know how to do.

00:06:01

Speaker

Oh yeah and people really struggle with that face the like will. I was the expert at job a and now I just manage a bunch of people who do job at it. But again the way the world is evolving. The job you did it no longer looks the same, even if you did it eighteen months ago. It probably still doesn’t look the same, and people have to get real,

00:06:21

Speaker

really comfortable, not knowing what someone’s job is proven, expertise standpoint. Obviously we want to do what they do remind you, how they contribute. You want to know their impact, but we don’t necessarily have to know exactly the nuts and bolts of it. We have to be leaders who encourage people coming antidote to show there

00:06:41

Speaker

their best skills to be the smartest person around room about the topic and you’re meeting the smartest people. You don’t have to be tap first and you don’t have to know all of that, and it’s not easy at times know you want a you know. A guy were humans rightly want to look smart want to play the part of the boss, but,

00:07:01

Speaker

but I think you know, leaders who are going to be successful in today’s world and into the future. They’re gonna be really good at assembling teams and assembling the right answer not coming up with the right answer themselves.

00:07:17

Speaker

Love it absolutely love it. I always say that being a leader is not bad having having the right answers, but rather asking the right questions so that your people are the ones who are the ones that come with right answers, and I like where you talk about how

00:07:36

Speaker

oh know we’re knock me. We don’t need to be the ones that know everything, because it’s so impossible in this day and age, but rather go into ones charge of those who know everything and often told my my coaching clients us over. This might indeed be an expert like well. How can we extract an expert? Is you need to read? Look at the definition of extreme expert. Your team

00:07:57

Speaker

I needed know enough to be dangerous, whatever one does so when they walk up to you target and I’ll. Give you an example on by training on a logistics, transportation officer idea, a new things or those trucks planes, ships whatever

00:08:12

Speaker

and I would go when I was a transfer platoon commander. I would go and drive every piece of equipment that I command it that my guys drove. Why? Just so, I had an understanding at all how it worked. So well, in the guys, walked up to me said: hey. We need to buy some new stripes and change, understood what the heck a snipers and why chains were important because well, if you don’t go change,

00:08:32

Speaker

is the load. Some guitar down well in a tank rolling off a flatbed truck generally ends in tears and a lot of money and people getting fired, so the everybody never good. They never got there. Although I do have a similar story about a contractor that we hired, but that’s for another time

00:08:52

Speaker

button the morals of stories that you know I was an expert, but it’s just a new enough to be dangerous for it. I had an understanding of what the guys were saying to me in the girls were saying to me when they walked up to me said: hey, we need this, or this is the oldest. We can’t use that piece of that vehicle because this part is broken on like okay.

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Speaker

Now I understand

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Speaker

are everything it’s interesting when you think about asking questions, and yet so should know enough to be dangerous. You should know enough to have you points, but it need not only asking great questions. They’re asking questions, you don’t know the answer to and dad’s also difficult, but when you

00:09:32

Speaker

ask questions that you do not know the answer to what you’re doing is you’re creating an avenue for conversation, you’re creating an avenue where your expert gets to teach train, educate you on something and because you would be able to listen to that in a way which you’re not an expert. You can then poke holes into it and hope

00:09:53

Speaker

anyway,

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Speaker

and there’s a lot of value to having enough information, but not too much and keeps you really am in a place of clarity. In a place of curiosity, announcements in teams do some really good stuff, never really curious. Later

00:10:09

Speaker

now for sure, and it’s kind of, like you costly, come with a fresh set of eyes right away when you’re like that, because in you’re able to question those to young the situation with sub

00:10:25

Speaker

with a whole set of eyes and stuff like that. So definitely definitely interesting stuff, and I love how I were going so back to the topic of of leading change in a like food path or going on and talk clinton know what new leaders needed to look at and how they need to be face. How do you think the process

00:10:44

Speaker

us of leading change, real change and organize a union but organizations or teams, because I looked them in two different contexts? So just back up, I guess is that here. Moving for leader are sorry, the pic performs leadership podcast. Now I refer to the three domains of leadership, and that is leading yourself

00:11:05

Speaker

reading your team’s, I eat the individual people and then leading the organization. I eat the institution right of of your of your company you’re you’re nonprofit, whatever it may be, so on the ladder to a leading your teams and leading your organization. How do you feel

00:11:25

Speaker

you’ll note the direction leading change is going to move towards, and world leaders can really get hung up going forward.

00:11:34

Speaker

So it’s interesting, you think about best practice. Leadership skills that me bob inside most of them were designed during the industrial revolution,

00:11:44

Speaker

and most of them were designed before we renewed. Hardly anyone really how the brain actually works, and so- and I look at today’s world, I think- about leading change, and I think about eighty yourself leading your team reading that institution. One of the things that you’re going to have to start to understand

00:12:04

Speaker

is how does the human brain work and understand? That’s really create change. You obviously have to live in a sense of innovation, and the only way you can lead a sense of innovation is a reduction of fear, fear and innovation are north and south eastern lands dark and light. You can

00:12:24

Speaker

can’t have one without the other and a lot of our best practice. Leadership skills are actually very fear based and as soon as you create fear whether it’s unconscious conscious beer, you know anything that threatens the human body and enacting these smallest judgment or failure.

00:12:44

Speaker

Her then the innovation starts to go down and when you’re not innovating, you cannot change and, though, when I think about future leaders really their number one job is to figure out how to create the reductionist here in the workplace. So the innovation becomes keep

00:13:02

Speaker

aren’t. Let’s answer that question: how can your radar hampered his father and a half?

00:13:08

Speaker

It’s the million dollar question right there. I lately, however, I said: there’s a lotta things: you can do that’s tickets on number one you shop to get really comfortable using your language in a different way. Our language is create worlds, and so, for example, someone comes into your office may have is an amazing idea. You can tell they’re excited about

00:13:28

Speaker

it. They’re, like oh, my gosh. I just thought zombie and I have to tell you and they tell you in your gun. That’s our horrible idea that will never work in the so often were busy, and we say that person like that’s, not really actually great idea. That’s never gonna work, I mean yeah great job out, and so we create this judgment by rightly judge them, and we tell them there.

00:13:48

Speaker

Ideas aren’t any guy and instead of saying that what we can say is hey, I can tell you’re excited about, I don’t see it but change. My might make me see what you see and then what happens? Is we celebrate that idea? We don’t celebrate the quality of the idea. We celebrate the fact that someone brought an idea too

00:14:08

Speaker

you then we allow them to change your mind or tell you the reasons why and what’s interesting about it is you may find an idea under that works? The other thing that’s interesting about. It is some to ensure mine. They do change your mind and that’s happened with my own team. You know what is my team members. We play that game all the time. I change my mind and recently

00:14:28

Speaker

least one wanted to do something from a marketing standpoint and I was hills in dead set against it are I I don’t see it change my mind and guess what she did. She change my mind and I have missed out on a really great idea if I had put her in sell it in a failure modes. Fear modes, but I use

00:14:49

Speaker

language to celebrate her innovation and when I didn’t see it, I didn’t judge moore. I love bird to help me understand her better

00:15:00

Speaker

hide. I that name popping up my head of the guys sitting at the table is cup of coffee in rio. Yo pick one radio says something of an on an ipsos change my mind and just see you there in that right now, where I don’t think the stonework change my mind, I like that, though, you know because you’re you’re

00:15:19

Speaker

just shooting it down, but rather you’re, giving them an opportunity to clarify her position to highlight the the advantages of whatever they’re proposing

00:15:35

Speaker

by giving them opportunity to explain how to mitigate the disadvantages and you get your buying into that. So are really like the whole. Just changing the language rounds, making making us a safe place for them to discuss the ah the option, yeah

00:15:53

Speaker

deo, with their supervisor I pad good at what I did in that conversation is, you know, that’s mentioned, did change my mind other times. They don’t change my mind and that’s ok, but what I’ve done is create an environment where I’m willing to listen and if I’m willing to listen to out there

00:16:14

Speaker

gonna be assumptions I’m willing to listen to the truth than other ways, and I think that’s me the biggest problems and I look at work environments is leaders, aren’t willing to hear the truth

00:16:24

Speaker

and people aren’t willing to tell their leaders the tree and their spear on both sides of that and that’s one of the biggest problems we have today

00:16:34

Speaker

odd?

00:16:36

Speaker

Yes, yes, yes, yes, let’s, let’s skip, let’s dive deeper, less dive deeper and I love it.

00:16:42

Speaker

I love the part where readers, you know, don’t want to hear the truth, and then followers don’t want to tell the leaders such a house at even half of it, because, like I sit here in my role, one of my one of my jobs, a command a squad of two hundred people will just exporter of tuner folks,

00:17:02

Speaker

an adult like. If I can’t, if had all the right information, I can’t make the best decisions and that could result in in something damaging to the lords of two hundred people.

00:17:15

Speaker

So how does it become suddenly a leaders in the position where people are like, let’s give the boss false info,

00:17:22

Speaker

because that’s what he wants to he or she they want to hear, has even happened in the first place, how it happens so often it happens more times a night when I watch people. But what happens is you know as a leader? You walked in one day, and you said why aren’t we selling you know this widget like we used to, and someone

00:17:42

Speaker

said well, it’s because of this note note can’t be that now: iran,

00:17:47

Speaker

oh okay, and then they say to someone else. How did you do that? Well, we did. This might not know that you’ll be either no. I I personally designed that market being so it can’t be that, and so we don’t hear the truth and then again we tell people they’re wrong, so why would they ever wanna sign up to be wrong with their boss again

00:18:07

Speaker

and that’s why they stopped telling the truth

00:18:10

Speaker

and again, if someone tells you the truth about why, maybe something isn’t selling or something isn’t working and you don’t believe it to be true. You can say what. Why do you believe that to be true, tell me what you see tell me why that insure had one based on your experiences. Why did you want me to know that today, instead of

00:18:30

Speaker

just saying, I don’t believe you and that’s a problem is leaders too often just say I don’t believe my people and and therefore the people do not want to tell the truth

00:18:42

Speaker

yeah for sure, or they end up here, come you’re losing on their people it. This is what I’ve asked for

00:18:49

Speaker

yeah. You heard a law original recipes, steve jobs, but you’re law stories by steve jobs in like lordly throwing stuff at people and stuff it a saner. How garbage was like all it’s just give the boss what he wants and then of be happy

00:19:04

Speaker

and the ultimately that does lead you down a road, though aware you were setting your organization up for failure, because suddenly you sit there, you walk in and like our outlets, young lives, but see the piano reports or your pick, their tps reports for this month and then also means like how

00:19:24

Speaker

there, how are we a billion dollars in the red very well, we’ve been telling you what you wanted it here forever and now the truth is coming out and it’s like how do you turn the ship around? It’s like to join the it ain’t? The event the ever given in the sewers notes from the dig you out

00:19:42

Speaker

have gunman, turns out tugs cover that point. She go down. So it’s day you got to see your you gotta stay there. So, let’s, let’s look at it from a cultural perspective in your how king leaders make sure that they keep that at the forefront of the culture that I paid the fee

00:20:02

Speaker

well within organizations to make sure that no one assumes that the wrong information is good to be brought forth, but rather bring the rate accurate information for all the time

00:20:18

Speaker

it. You are words create our worlds and you have to think about your language, and you know if you want an environment where we tell the truth fast and furious in early and often you have to set up conversations with that, and so you know just in a touch base with someone on your team, just a regular touch base. You know

00:20:38

Speaker

at the end of that you will always say something like what did you not tell me that I need to know today to improve the company,

00:20:47

Speaker

and you know, or edo often has people say well everything else. You got anything else about nintendo and the bus like cranks. I am too busy, ah time to hear anything else, but if we stop and always say things like tell me one thing I should know today that I didn’t know yesterday that will help me be better at leading this company. That opens up some incredible

00:21:06

Speaker

conversations that it’s important to say. Tell me at least one thing, because your bosses eye and tell me something so guess what they’re gonna tell you something and then, if they edo tell you something and you accept it and you get curious about it, then again, they’re gonna, tell you something again and what’s interesting is when you create an environment where you’re asking those questions than guess

00:21:26

Speaker

what your team will asked it of each other. Your teams will ask her cross functional partners, those same questions, because it’s the culture in which you work and that’s the way you create cultures where people tell the truth fast and accurate,

00:21:41

Speaker

or it’s so true in the ad on covert it’s making us the space as a leader in your schedule of valium, recall you to get out there and have those conversations or gonna go back to that job or a crime about squadron, and we often do what in the army recall, walk around cited. You did out

00:22:00

Speaker

for your office, your walk, we walk the line of mexico blocking lines where you walk around and talk to people, so it’s like when my first holy one of my first times doing it, while after taking credit, squadron, was in one of our maintenance facilities, and I ran into a bicycle employees, a god loving tommy

00:22:20

Speaker

hammers like how are you today, sir anything you wanna know how I am too am a cat. Do a forty five minutes you gave it to me is the first time he met me, but he gave me the gears- and I didn’t I didn’t say I. I gotta go. Yeah was tight on time where to cut the tour short, but I went back of another time, but for forty five

00:22:40

Speaker

five minutes, I just heard about the problems that were going on in that section and how it was stifling performance. I was crushing morale. How was your killing for production? Excuse me pick pick. One right and move was all there and I just need it to listen to him and take the time both are.

00:23:00

Speaker

I felt like I got beat not like. I went twelve rounds with tyson in his prime rib tommy for forty five minutes, but I tell you it was like okay now I know all suddenly. I know what my problem is. He gave me the solution, how to fix it. I didn’t even think about myself. I just needed to create the opportunity for

00:23:20

Speaker

that to come out and resolute in implemented in you. You listen to him and you didn’t shut him down. He didn’t say: well, you know those problems are everywhere or yeah, yeah yeah know all kids do and I got bigger fish to fry like any of those things we quit. It’s sad that would it’s cold ham. You know what

00:23:41

Speaker

he really doesn’t care. He really doesn’t wanna, listen it when people kind of punch you and they have those moments where they just petty, get it all out and you’re like at newbury number in my head, all the problems they just gave me closing of those conversations you can say things like you know. I heard a lot today. What’s the one thing that you told me, it’s the most important thing for me too

00:24:01

Speaker

act on

00:24:03

Speaker

and allowing them to boil it down to one day or two things allows you to act on it as a leader, because you can’t fix all seven hundred things he gave you overnight, but you could look into the thing that matters the most to have. It send an email or column in your office the next day and say I heard the one thing. You sad and I know there’s a lot more, but I

00:24:23

Speaker

wanted to it’s. You know, get your party off the list. First, here’s what I will then here’s what I see, here’s, what we’re gonna do and then off they go and what they’ll have known that it is their voice matters. Their voice has any pets and they’re going to be more likely to tell you the truth in the future.

00:24:39

Speaker

Ah, what I hear there is you not setting your party’s bug enabling your people to set them for you

00:24:46

Speaker

yeah right, but added wow, that’s a powerful statement and powerful fog. Normal is completely inverse in an oil like to refer to that. As is that’s how bosses work so here have for leadership. The sideline is our tagline soreness. Like proof, tagline has read: don’t bomb

00:25:06

Speaker

us because I’m trying to rid the world of those sticker typical horrible bosses out there enable people to motivate spire. You bring bonds together with their organization with their people and take care of them and at the same time, yeah there’s a reason why we do

00:25:26

Speaker

that. Why to cheap performers to push outwards up to do better weather guy is your as a as a leader ourselves, as as a team hitting key performance or are organization, mostly businesses out there pushing their bottom lines up whatever the bottom line is maybe you’ll, maybe it’s business, maybe nonprofit doesn’t matter the goal. The ideology

00:25:46

Speaker

she’s still all the same room and when we actually enable or people to say hey. This is where our priority. This is where your party needs to be you getting the raw truth from the ground level

00:26:01

Speaker

in third ones that are actually doing the job on our behalf. So if it’s they’re telling you it’s a party for me, that means it’s ten times a priority for them, because it’s impacting them on a daily basis. Yeah- and you know we don’t know- I don’t know what job this individual debt- that my assumption is. It was probably a bunch of p

00:26:21

Speaker

people who did that same job different chefs different times. You know a lot of movement without one position and see if you can fix something that, as a leader seem small to you, but is really big to that person, but they’re a hundred people doing that shit same job. You just fixed a problem for a hundred people, and that is something

00:26:41

Speaker

thing really bag. And when I look at organizations when I look at executives trying to make really good I’m enterprise decisions, but also doing this smaller things that make the day to day work and if you’re doing both of those at the same time they will meet in the middle,

00:27:01

Speaker

and you will do really really big things. That too often we are so focused on enterprise decisions that these, what seem like smaller decisions that have high impact, sometimes get overlooked

00:27:16

Speaker

right. So in in army terms, we talk about the that’s the divide between the strategic and practical read. I use search using your big enterprise decisions. Yadda yadda topical is ground level yeah. How do I take care of task? A through b wild deal doing x, y and zed?

00:27:36

Speaker

An embedded posed now brings up an interesting question because of as leaders we do have to be aware of both and we do need to take her beaufort, as you eloquently said, but when awesomely your conflict arises,

00:27:52

Speaker

you take her strategic thing. You ticker of the enterprise ticker to tactical thing: thicker the people, but people are ones they’re doing the job on your behalf. Are you giving the customers bring in the money and the ones they’re doing it? But if you don’t take your organization, it crumbles and the have the peat bogs can’t pay them swords,

00:28:11

Speaker

bigot, chicken or egg thing someone, those two things collide and are competing for your parties. What is your recipes out there for leaders to go? Okay? Where should I spend my time at and what deal and how do I deal with the left over the outlets, such a really good question and in I think, I’ve

00:28:31

Speaker

bc? It’s a lot of. It is situational, but I think that oftentimes, you do have to make enterprise decisions that protect the organization and protects. You know as many jobs or as many livelihoods is you can protect,

00:28:45

Speaker

but you also have to be incredibly transparent to the team, and so you cannot fix the problems for the team, while you’re saving the organization, then you need to be honest with how it is going and obviously there’s confidentiality. There’s all that stuff that we know.

00:29:06

Speaker

Oh, but honesty can be as simple as we’re going through a difficult time we’re making the best decisions we can make. Based on the decisions we have today. Sundays will be good in sunday’s won’t, but over all were moving towards a better place in were doing it as a team and zoo. It is just saying

00:29:26

Speaker

something- and I think often times when things are really stressful and really hard the executives lock themselves in that room or that for each other’s ass buildings, where there’s like the fifteenth floor and you have to have special keys to get in the fifteenth floor and when things go south, they kind of all go and hide, and when you’re hiding and you’re not telling the truth or

00:29:46

Speaker

you’re, not you know saying I don’t know what I. What we’re going to do, even if it’s simply a simple, is that what’s happening? Is everyone on your team? Is making up a story and likely it’s not accurate,

00:29:59

Speaker

and so that’s how the human brain works. Few don’t know something you create a story and because we’re fear based animals, we usually create a bad story, and so, when you’re hiding and not telling anyone anything, then the team is actually making the problem worse. The one that you were able to fix anyhow just got worse, because all they’re doing is talking about it and

00:30:20

Speaker

up in making assumptions and creating stories

00:30:25

Speaker

so interesting. How things kind of go full circle right now, we’re back to getting out of your office walking around talking to people despite it being a time of crisis, because tactical issues can result in too strategic down falls for him. It I like kodak,

00:30:45

Speaker

is a great example, let’s hope her. Ah,

00:30:51

Speaker

but it’s it’s so interesting because someone walked into the board. I forget the gentleman’s name with like a prototype of the fruit. First, digital camera. Yes, these asset stay faster, okay, perfect, it’s core values, the same story by so for the listener. They’re nasty fast walked into the board of ca

00:31:10

Speaker

to act with the prototype of the first digital camera and dropped. It down said: hey check out what we could do in the board live innocent, I won’t say yeah, they essentially laughed metal room, though we don’t. We don’t do photos we self. Fellow

00:31:28

Speaker

and now, where is kodak,

00:31:30

Speaker

so that’s a whole thing about right back to began being aware, being present been listening to your people, bringing these ideas forward because guess what like you said right at the beginning, the world changes absolutely and what’s interesting about the kodak,

00:31:50

Speaker

an example on sunday we both use- I use it. A turn to you is when you go back to that addiction to being rights. They that the board that he presented this digital camera two they were smarter than hand. They knew what the customers want it. They thought that how it was created, as you would watch your pictures on your tv and they were like he would ever want to do- that.

00:32:10

Speaker

That’s weird and they weren’t willing to listen because they were so addicted to their own idea, and they made actually a ton of money off the digital camera because they own the patent until twenty twelve bets on after twenty twelve, then they file bankruptcy can now you know apple and everyone else was no longer giving them money for their patton, and I’m just grateful that

00:32:30

Speaker

they did turn it down to. There was no digital proof of edo, my college years, so I didn’t appreciate that

00:32:38

Speaker

yeah others, unfortunately, some digital proof, michael those years, although it in comparison, today’s standards, it’s super blurry and brother- would not hold up in court,

00:32:47

Speaker

which is a good thing for me.

00:32:50

Speaker

Put up your age, and this has been a fantastic conversation or forty people. Other yeah this has been streaming live in, is something I’m doing now, with the podcast more more so jay of theirs is said that I’ve been studying leadership for quite some time. I’ve been listening to her today and learning so that just gives you nine

00:33:09

Speaker

dia

00:33:10

Speaker

of the quality that you’ve brought in by the way were doing round two we’re gonna. Do we’re gonna do interviews too, because I also know you’d you’d: do you pinpoint into town acquisition and hiring in that? That’s that range units, a topic which I have not hit enough yet on the podcast, so

00:33:31

Speaker

audience of their a gens gonna come back because we’ve had too much fun tonight

00:33:35

Speaker

right, but let’s, let’s wrap this up, so downloads wanted down

00:33:41

Speaker

prop it up before we do close it out. I got a couple of questions for you: okay, the first one is a process. All us serum at the peak performance leaders podcast as you couldn’t you jennifer thornton. What makes a great leader

00:33:56

Speaker

a great leader is someone who can create environments where their reductions, beer is a daily task and dads and they create environments where people can be innovate as truthful, honest and really do their best work.

00:34:14

Speaker

Solid answer to the point. Absolute and final thing is: how can people reach you and fine? You can be part of your journey shameless plug, have at it’s over. You know the shameless flags out. You can find more about asset three, oh four, coaching dot com. You can also connect with me on linked

00:34:33

Speaker

done at gen, thornton, ac c and far live listeners. If you connect with me, we are actually doing a free workshop series. We do it every year it’s called leading edge and we have are an free workshop series starting april twenty first of this year,

00:34:51

Speaker

a course for me a link I’ll, throw that in the comments or the description of the videos out there

00:34:57

Speaker

photo live, live a listers. You can grab it again. Forty podcast listeners, I am doing more of these interviews- live live streaming, so you better jump. Follow me on social and just go to moving for leadership, dot com scroll to the bottom page, every single social is there, and that’s how you find me again. Jan thanks

00:35:17

Speaker

are coming out. Thanks for talking to us, fantastic show, absolutely loved it.

00:35:23

Speaker

It was a ton of fun things for the great questions.