In a world roiled by unprecedented change, effective leadership is becoming even more essential. No single approach will provide the ultimate solution to the challenges that change poses. Rather, it will be a confluence of ideas, strategies, and actions that will prove effective in managing and making the most of sweeping change. The world that existed yesterday will be decidedly different from that of tomorrow. It will take a complete and adaptable toolkit to cope effectively with that ongoing cycle of reinvention.

Meet Faisal

Faisal Hoque is an accomplished entrepreneur, senior executive, author, thought leader, public speaker, and advisor to management teams and BODs with more than 25 years of cross-industry success. He is the founder of SHADOKA, NextChapter, and other companies; they focus on enabling sustainable and transformational changes.

Throughout his career, he has developed over 20 commercial business and technology platforms and worked with public and private sector giants such as US Department of Defense (DoD), GE, MasterCard, American Express, Northrop Grumman, CACI, PepsiCo, IBM, Home Depot, Netscape, Infosys, French Social Security Services, Gartner, Cambridge Technology Partners, JP Morgan Chase, CSC, and others. What sets Hoque apart is the unique position and perspective he has always maintained, which is grounded in hardcore technology with deep roots in leading-edge management science. 

Timestamped Overview

During this interview Faisal and I discuss the following topics:

  • [00:01:39] Failed resolutions? Join us for accountability.
  • [00:05:07] Accomplished entrepreneur discusses trends and leadership strategies.
  • [00:10:13] Social media creates echo chambers, affecting people psychologically with misinformation on various topics, making it hard to discern the truth.
  • [00:15:52] Technology revolutions merge: information, robotics, AI.
  • [00:19:22] Changes in social behavior patterns impact leadership styles.
  • [00:23:27] Restaurant owners need new skills for success.
  • [00:28:36] Practice empathy to create successful work environments.
  • [00:32:01] Clarification on aspects, empathy and audience input.
  • [00:33:45] Leaders should support employees in crisis.
  • [00:39:12] Wrap up episode, support podcast, share with friend.

Guest Resources

If you are interested in learning more about Faisal’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. 


Scott McCarthy [00:00:01]:

On episode 247 of the peak performance leadership podcast, we speak to author and expert Faisal Hogue, and he is going to talk to us about the challenges that are facing us in 2023 and how we can overcome them. That’s right, folks. It’s all but overcoming 2023 today. Are you ready for this? Alright. Let’s do it. Welcome, 1, and welcome all to the Peak Performance Leadership podcast, a weekly podcast series dedicated to helping you hit peak performance across the 3 domains of leadership. Those being leading yourself, leading your team, and leading your organization. This podcast couples my 20 years of military experience the senior Canadian army officer with world class guests bringing you the most complete podcast of leadership going.

Scott McCarthy [00:01:00]:

And for more, feel free to check out our website at moving forward 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 today’s episode where we’re gonna be knocking out a park, talk about 2023, and making sure that you’re set up for success. Right? That we take this year, you know, basically buy the horns and go after it.

Scott McCarthy [00:01:39]:

And my question to you is right now, are you one of those who set some goals for the year, who set some New Year’s resolutions, said this is gonna be the year, and this is I’m going to make it. And here we are the beginning of February, and it’s basically you have faltered and you know what? Given up. Are you one of those? Are you one of those people? Because, well, one, guess what? You’re not alone. But that being said, you know, do you want to be one of those people? Or do you want to be the ones that execute day in, day out? And the number one reason the number one reason 67% of people who succeed in their goals throughout the year say this is their number one reason. Accountability. That’s right, folks. Accountability. And guess what we have at the leader growth mastermind? Week in, week out, we got accountability.

Scott McCarthy [00:02:54]:

And we’re seeing it day in and day out with the members there. So my question to you is if you’re not a member of the mastermind, why are you not? Especially if you got goals and plans and dreams and hopes, and you want to change some habits. You want to change some things going on, and that could be anything. It could be that you want to get in better shape. It could be you want to communicate better. It could be that you want to be more strategic. It doesn’t matter. We’re all here in the leader growth mastermind working on it together.

Scott McCarthy [00:03:46]:

And you know what? The we are achieving great things. So if that interests you. And I hope it does. And I’m getting a little tongue tied here because I’m so passionate because I see the great things that the members are doing, and I want to see more members doing so many great things. And that’s why I’m so passionate. So if you’re interested, you want to learn more, go to lead don’t boss.comforward/mastermind. And from there, you can learn all about it. Our weekly calls, the coaching platform you get access to, the content that we you get access to.

Scott McCarthy [00:04:32]:

Yes. SAS too. Yes. You could see it all. And from there, you can even sign up to be a member. And that’s lead dump boss.comforward/mastermind. I hope I see you there because today, we’re gonna talk about crushing 2023 from a leadership and a bit of a leading yourself, leading your team, and leading organization. Probably a bit more on the leading organization, but but still, nonetheless, it’s important stuff.

Scott McCarthy [00:05:07]:

And today, we have Faisal Hogue on the show who’s an accomplished entrepreneur, senior executive, author, thought leader, public speaker, adviser to companies like Northern Express, American Express story, US Department of Defense, Infosys, Home Depot, JPJ Morgan. You get the picture. He knows what he’s talking about. And in this episode, we talk about the trend cc’s in 2023, he can combat misinformation as a leader because 2023, there’s so much of it out there. It’s insane. Like, I just can’t fathom the idea. What the 4th in the industrial revolution is and how we can take advantage of it, how to use empathy as a leader in 2023, so much more. So if you wanna check out the links in the show notes today’s episode, you could do so.

Scott McCarthy [00:06:13]:

It’s episode 247, so that means you can just go to lead, don’t boss, .comforward/247. And everything which are discussed about in the episode today is in the show notes there, including his links to his, LinkedIn account, personal website, and buying his book, Lyft. So anyway, ladies and gentlemen, that’s enough for me. Why don’t you sit back, relax, and enjoy my conversation about lifting your leadership in 2020 Hoch. Faisal, sir, welcome to the show. It’s so good to have you here

Faisal Hoque [00:07:09]:

today. Thanks for having me,

Scott McCarthy [00:07:11]:

Scott. So here we are. It’s 2023, the beginning of it, and I’d like to get your perspective on where we’re at now, and you as as an author, as a leadership development, expert, where do you see us going in the future for the next, you know, a year or so. What’s what what are your thoughts there?

Faisal Hoque [00:07:36]:

Look, I mean, as we know, world has gone through a tremendous set of changes in last, 3 to 5 years, starting with pandemic, then, then, you know, the climate change, lot of, crazy social media misinformation types of things, and and then we have a host of new technological revolution That has happened. As we get into 2023, we’re also noticing we’d started comp mid last year, you know, a tremendous market uncertainty, in terms of where, things are headed in terms of financial stability, A recession, inflation, etcetera, etcetera. So we’re for sure, perhaps gained some normalcy, but these are on certain times as it was probably last couple of years. So from that perspective, I don’t think whole lot of changed. If anything, it’s, people are more fatigued than

Scott McCarthy [00:08:43]:

ever. No. I I agree with that last statement. People are definitely fatigued more than ever. I think people are fatigued over COVID. I think people are over the, constant change. You you brought up an interesting one, misinformation, which I definitely would I’d like to get your your thoughts on it in a minute. And and, you know, climate change, I think people are definitely just fatigued.

Scott McCarthy [00:09:09]:

And and especially in just the traditional work life. Now we saw some some of the, changes which have brought positive change, I e, hybrid, more flexible work schedules and routines and stuff like this. But I don’t feel like or I don’t believe that it’s fully been caught on you know, brought on board with, you know, big, massive companies, to the point where it’s it’s more of a status quo, but it’s still something that is new, upcoming, and kinda out of the norm, vice the norm. But this misinformation thing that you mentioned, this is an interesting one. So when we talk about misinformation, you know, I always think about politics and, the, you know, that’s the wars ongoing, the the global competition per se. But from a leadership Standpoint. How does this impact our leaders, and how might they combat it out there, for their teams, their for their organizations and for

Faisal Hoque [00:10:13]:

themselves. Look. I mean, it it there’s a psychological impact. Right? And and what has social media has done is that It puts, people in the echo chambers based on their interest and their social radius, whatever you wanna call it, And there’s a psychological impact on everybody that lives, breathes those kind of, information that they’re being constantly fed On their echo chamber. Right? So so that misinformation is not just related to politics. It could be anything from Current events, you know, making bigger deal out of a a local issue, could be some fact about some Scientific, you know, research output, could be things that are happening in a particular company, he You know, think about all the travel havoc that we have had in last few months, while we’re trying to get from places to places over over the holiday season. So it it it has a wide range of things, and it’s very difficult to really get to the bottom of what is true and what’s not true and and And what’s really going on, from all perspective. And now take it 1 step farther.

Faisal Hoque [00:11:32]:

Think about it. You’re a researcher And, like, I do a lot of research, for my writing and for for running my companies and whatnot. You know, it’s also very difficult to get accurate information. You don’t know what, what’s real and what’s not real. I mean, look at the market. You know? The market goes up and down Based on misinformation about a particular company or particular, market trend and whatnot. Right? So so it’s it’s a it’s a very difficult to navigate that as an individual, but it’s obviously very difficult to navigate that as a as a leader, when you’re trying to lead a whole bunch of people, that, works for you, follows you, you’re influencing them one way or another, Or you are trying to promote, and push out your offering to the marketplace. Right? So so there’s a wider Wider variety of, element that plays a role.

Faisal Hoque [00:12:27]:

And, you know, it’s, you know, touch a little bit on on technological, Advancement, you know, it’s we’re really in the 4th industrial revolution, in terms of technology where all kind of different technology has converged. We’re not just talking about information technology, but, you know, you look at manufacturing technology, information technology, biological technology, Everything is converging in one place. Right? So it’s getting very complicated to leave, lead, make a living in context of those kind of technology and staying abreast of it and and, you know, kind of he Move forward. So it’s complicated. It’s, you know, this term VUCA, I’m sure your your audience knows this, you know, vulnerability uncertainty, you know, that’s basically, the world of VUCA, I mean, it’s exponentially grown. It has a New York and had a nonstop uncertainty. That’s what it really boils down to.

Scott McCarthy [00:13:28]:

Yeah. Voca Voca is definitely a solid term to use in this day and age. And and for the audience, if you’re not familiar with the term we do use a lot. And the 1st time we actually heard that term on this podcast was with, former Navy SEAL commander Mark Devine, and VUCA stands for VUCA. So volatile, ambiguous, complex, and, he always forget the a. Anyway, I’ll I’ll get back to you on that one. But it is a solid term to use, Oh, sorry. Volatile, uncertain, complex, and ambiguous.

Scott McCarthy [00:14:05]:

There we go. Bokeh. K. There we go. Anyway, so it is definitely the term to use for this data agent. It your your your your points on misinformation are very interesting to me because what I hear there is, you know, there’s a lack of trust. You have to do a lot more, you know, background checking of information you have to dive into deeper. Right? And and that to me, you know, it just signals a lot you know, a requirement for a lack of trust, which I often talk about as a cornerstone of leadership.

Scott McCarthy [00:14:39]:

And when you’re leading teams and your your in your organization. You have to trust that. You have to trust that the team and organization are doing the right things, and they’re there for the right reasons. But same time when you’re, you know, hiring people, how easy it this day and age? You know, we’ve even seen, like, you know, qualifications, diplomas, you know, get forged, so that’s a form of misinformation, you know, the the padding of resumes, people getting better at, you know, just kinda pumping themselves up, making them look better than what they are. And that’s just from a individual standpoint. You went deeper, obviously, with the markets and the world situation and and how, large misinformation is there, which it’s so true. Now you brought up the the 4th, technological revolution a couple times there, and I’d like to dive into that a bit and get a better understanding, you know, what what are you exactly what do you mean? What impacts does it have for the leaders out there right now who are leading teams in, you know, anywhere from mid small, mid to even large companies. And how can they take advantage of this so that they can, you know, effectively lead better.

Faisal Hoque [00:15:52]:

So I mean, you know, in a in a simplest term, if you look at, you know, I mean, the you know, there’s 3rd industrial revolution, 4th industrial revolution, 2nd, and first. So we’ve gone from, you know, the last revolution we went through, that was kind of information evolution where we had accessibility to information and a lot of, basic, you know, information distribution mechanism got in place, aka Internet and that sort of a thing. Now what we’re seeing is that, We are highly, the automation is getting intelligent because of artificial intelligence and machine learn learning and that of a thing. But we’re also seeing, you know, robotics, where where shop floors are getting Automated, but we’re also seeing that in medical field where you see this robotic, surgery and AI driven surgery and that sort of a thing. So A lot of the technology is kind of all coming together. It’s no longer, well, this is information technology and this is robotics and this is Artificial intelligence, and this is biological technology and and, you know, mechanical technology. They’re all converging in one place. I mean, look at the cars you drive or the phones you use or when you go to a doctor’s office and you’re he’s going through certain certain self investigative tests.

Faisal Hoque [00:17:17]:

You know, they’re all kind of coming together. So what’s the impact of that? The impact is that he workforce are are going to be dramatically, changed, chained and changing. Right? Because The things that used to be mundane work is getting automated. You have a better way of making decision because now, the the information you can access is a lot faster, than you could, previously. Like, for example, if you look at a patient care. Right? I mean, The amount of data you can gather on a particular patient and the diagnosis of a patient, is a lot faster and a lot better. The way you’re manufacturing cars or the way you’re manufacturing products are much better, but that also has an impact Our workforce because, the workforce is no longer required to do the many of the mundane work. So it’s, it’s basically, you know, creating a situation where people are forced to learn new skills, and as a leader, you have to he Be able to leverage those technology, but also maybe bring up this skill force, or the, you know, the workforce skill set At a different level than what it used to be.

Faisal Hoque [00:18:34]:

It’s a both of a leadership responsibility, but also it’s a, you know, individual leadership. But individual responsibility. But it’s it’s an opportunity because you could produce, you could reach out, and you could, you know, distribute your product and services in a much different way than you could ever used to. Right? I mean, look at the supply chain, a model that has changed with blockchain and and RFID. I mean, it’s completely changed. Or look at a simple example at a restaurant. Because of pandemic, you know, we we we introduced this whole notion of ERP code, and you read the ERP code, he comes up the menu and look at the menu. I mean, we kind of started that on, you know, ordering food so that somebody delivers it, but now it’s in the restaurant.

Faisal Hoque [00:19:22]:

Right? I mean, less and less people are more and more people are now not even, you know, producing a physical menu. You have ETR people that you look it up And etcetera. So the whole behavioral pattern of social behavior pattern, interaction pattern, the way you work, where you leave, change. So that’s that Obviously, changes the way we, lead and and produce. So one of the things we’ve covered in Lyft he is that, you know, that so so while these are going on, the humanistic, skill sets, the humanity skill set That focus on mindfulness and and empathy and and transformational, leadership capability to inspire And influence has also dramatically been impacted because in order to lead, now we have to have much more empathetic way of understanding What other people needs and what other people wants to do. You mentioned a little bit about, remote work versus hybrid work. You know, that A leader’s notion of leading that workforce come from empathy, because you have to understand where people are coming from. Right? So so all that has has dramatically changed, and people the old style of command control leadership is is, really doesn’t work.

Faisal Hoque [00:20:41]:

You’re gonna Because because people have lot more options than they used to have.

Scott McCarthy [00:20:49]:

There are some solid things in there. And I really I really enjoyed, the restaurant example, and I’ll tell you why. He brought me back to me going to Montreal with my brother to check out a hockey game, last year. And we went to a restaurant, and you’re exactly right. The the menu was a QR code. But not only was the menu a QR code, there was also a way for us to settle our bill right there from our table from our phones, which was amazing experience for me as a customer because I sat down. I checked the menu. The waitress came over, took our orders immediately.

Scott McCarthy [00:21:28]:

And then once we were done, I was able to pay. And I’ll tell you, as a as a customer of a restaurant, the most frustrating part I have It’s when I’m done, and I’m just waiting to leave, but I’m stuck there because I haven’t paid yet. And the and the waitress or waiters are too busy to come over and check on in on us. Whereas with this, I was able to just pay straight up. Now as a leader, what does that mean? Like, I’m talking about it from a from a, you know, customer standpoint. But from a leader, what does that mean? It means now you’re spending less on menus because you’re not producing them physically. So whenever you get a menu change, you don’t need to produce, you know, 50 to a 100 menus anymore, which is a cost. You can play.

Scott McCarthy [00:22:09]:

You can you can actually give your your head cook the the leeway to play with his menu more because Yeah. It’s not gonna cost you a couple $1,000 every time he changes a single item on the menu. So now you’re you’re you’re giving them more flexibility to do so because all you’re doing is going in and editing a web page, which literally takes 30 seconds. And now you’re right? It’s less stress on the servers because they’re doing less. They’re not looking around menus. They’re not paying they’re not, you know, processing payments if they don’t have to, so on and so forth. So, overall, this is a heck a lot more efficient, but it’s actually more effective, it, you know, and and enables people to to, you know, use their abilities more, you know, I e the chef. It places less stress on your serving staff, and then you get a better customer experience.

Scott McCarthy [00:23:00]:

That’s if you look at it from the positive standpoint. Now the people look at it from an negative standpoint, well, I’m getting less customer service. I’m paying for less because I’m not talking to an individual, you know, person. Well, if you look at it that way, sure, but that’s how you look at it. You gotta look for the positives. And to me, the positives in that specific example at weighted negatives. And for the listener, your job as a leader is to look for those positives and push hard on those positives while mitigating the negatives.

Faisal Hoque [00:23:27]:

Yeah. I mean, look, let’s unpack a little bit on this on this example since we’re talking about it. But think about, Let’s say you are the restaurant owner or you are the executive chef who owns the restaurant. Your role has gotten so much more complicated than just knowing how to cook, and how to come up with a great menu because you just automated whole bunch of stuff in your restaurant. Right? Not to mention that even the way you’re getting the customer, you have to promote yourself on social media. You have to know the the process in terms of how long does it take to get the order because the order cycle is a lot faster, you know, and and and the the people’s patience level is not less. So you have to kind of think through the process technology and people element of it, And and that requires a different kind of, skill and leadership trade as a A business owner, although you may be a chef who owns the you’re you think you’re a chef and you’re an artist, but don’t don’t forget about the fact that You are a business owner who has to make that thing profitable and give that customer experience that you talk about, that that brings the customer back over and over again. Right? So so it’s it’s a whole different way of thinking, and you can’t think traditional way that I’m gonna go to a, like, a culinary school, and I’m just using that as an example, and I’m I’m gonna learn how to cook, And that’s where it’s and that’s actually just begins.

Faisal Hoque [00:25:04]:

Rest is far more, equally important and and maybe a different, he’s a level of complexity because that’s not your natural traits. Your natural trait is a artist who likes to cook, like I like to cook, But, you know, and it’s it’s a different way of thinking. Right? So every profession has to think that way. A doctor, a business owner, entrepreneur, a technology product developer like I am, you know, Except actually, we all have to think very differently than we use we did, even 2, 3 years ago. Right? So that’s the challenge, but that’s also the opportunity. Opportunity is better service, more volume, more efficiency, less costly, but the challenge is you gotta really think through the backbone of of how all this comes together And how do I get, you know, acquire the right the right skills that, keep them, he You know? And and and and connect with my audience, to to make something successful.

Scott McCarthy [00:26:16]:

Yeah. I know. Those are definitely great points for sure. I I definitely made it sound like it was simple, whereas you bring me back to Earth and say, you know, it’s highly you know, it’s obviously highly complex, and you’re you’re absolutely right for sure. And and with that, though, you mentioned something earlier, that was empathy and emotional intelligence and being an empathetic leader and how the old style of, you know, chain of command, directive leadership is Going to the Wayside. I’d like to get your your thoughts to you know, a bit deeper on that. How might leaders best show be empathetic towards their people while while still getting the results that they desire because what we hear is, Oh, empathetic leaders are soft, and they it’s nice nice except for when the rubber meets the road, and then the organization doesn’t necessarily get results that they’re looking for. I don’t necessarily buy into that fully.

Scott McCarthy [00:27:12]:

I believe that there is a time and place for empathy. I also believe that there’s a time and place for our director of style. So I’d like to hear your thoughts on all that, and and how might leaders best employ empathy in in the workplace today? So

Faisal Hoque [00:27:27]:

I’m I’m gonna come back to that in a second, but let’s let’s, let’s tackle the question of, are these 2 concept of leadership Sorry. Empathy driven leadership and performance are these 2 separate things, and how do you really measure performance? So let’s not confuse measuring performance and holding people accountable with, inspiring and influencing them by understanding what where they’re from and how to really, move them forward. Right? So so there is no substitute for process and measurement, you know, that even the restaurant example that we just talked about, it falls apart if you cannot measure the performance and process improvement. Right? So so that’s there. The the the empathy and and and, mindfulness or whatever, you know, the emotional intelligence, which we he Talked at nauseam. I’ve done a lot of research around the topic. It’s a conscious practice, because, you know, if you think about individual, we are all Very much, self preserving species where we want to protect ourselves first and then others. So we always think about ourselves.

Faisal Hoque [00:28:36]:

So it takes a conscious practice to think about where the other person is coming from and where their difficulties he are and and creating an environment where they can shine, not just how can I be successful? You can be successful As a leader, if your people are not producing and they’re not successful. So for example, you know, think about this this whole debate about, you know, full time at office or or some hybrid or whatever. I mean, you know, when people when you I believe this and I know this because I have A global remote team all over the world. And I before I mean, I had this environment, I don’t know. Last 20 years, I don’t have the debate about because everybody needs to be sitting next to me to be productive. But, I mean, think about when you give the Flexibility when somebody his father has to take care of a child or mother has to take care of, you know, their child or or, you know, you have an aging parent that needs we taken care of. If you can’t do that, you’re as a as a worker, I’m much much more subtle To focus on my work, and as a leader, I have to understand that’s the need my particular, resource has, and and I wanna give he have the ability to do to to fulfill that. So it takes a conscious effort to connect with people to understand what the difficulties are, that is the practice of empathy.

Faisal Hoque [00:29:59]:

That is the practice of emotional intelligence. Right? Not just I need this by tomorrow morning. He get it on my desk tomorrow morning. Ain’t gonna happen just because you barked out that order. You know, it’s gonna happen only that person is motivated. And and even if you get that output, it’s not gonna be the same quality because that person really doesn’t care. People cares more if you care about them, it’s it’s so basic, so simple. Right? But we often forget that.

Faisal Hoque [00:30:27]:

And and so so but it does require conscious effort, court, because, you know, we also have to say, okay. Well, how does that relate to performance, and how does that relate to output that that is that is going to be meaningful? Right? So There’s a correlation and causation for each one of them. And as a leader, these are the things you have to think through. And, you know, I mean, you talked about the Even the restaurant example, I mean, that’s that’s an example of the owner being empathetic to the customer. That customer doesn’t have the time. And the customer needs the best experience, and they wanna be out of there with a great experience. But even that solution is driven by empathy Towards the customer experience. Right? So you can look at empathy and emotional intelligence at a much broader context, or do I care about, you know, another person.

Faisal Hoque [00:31:20]:

Like this conversation you and I are having right now. You know, a a a a reflection of mindfulness empathy that this is the most important conversation we could have right at this moment. Right? So if we’re gonna have the conversation, we need to give full attention to it. Be at present and be at the moment. Right? So if you’re not, then we’re gonna have a good quality conversation. Right? So it’s a so it goes much broader, And it does require the pretty conscious practice for everybody involved, you know, to to do that because it doesn’t necessarily always come naturally because We we are very much distracted with all kind of stuff that is going on in our personal situation and personal lives.

Scott McCarthy [00:32:01]:

I I really love how you clarified, those different aspects because I do find that they do get misconstrued out there, and people hold do see, you know, do believe that that they’re kinda linked, whereas, you know, as you said, they’re not. They’re 2 different things. And I really enjoyed the part where he said, you know, you can be empathetic yet still hold people account to account for the performance and so on and so forth. So lot of good points. I host a couple different communities, which are, linked to the show, obviously. 1st is a is a, mastermind community, for for people who are looking to develop their leadership skills where we meet weekly. And then the other one I host is a, he is a a free community for everyone anyone and everyone, and that one’s host on Facebook. And I I threw, you know, I throw questions out from time to time or look for people’s input, and I was look looking for, you know, audience’s input on podcast episodes for 2023.

Scott McCarthy [00:33:00]:

And someone came to the, with the topic of how to keep people from bringing their their home issues to work, which I thought was an interesting one, and and you kinda kinda, you know, brought that out to me. So I’d like to get your input on that because of everything you just said regarding empathy and being an empathetic leader, yet still, you know, looking for results and and demanding accountability. So what are your thoughts there? Separation of home and work, work and home, Should the 2 never touch? Can the 2 never touch? And how, as a leader, we might, you know you know, help the our members balance that?

Faisal Hoque [00:33:45]:

Look. At first, it it it is not should, should those 2 things never touch is not a practical of it because We’re human being with many different roles, and whatever happens at home, it impacts our work. And whatever work whatever impact we have at work, It impacts our home life. So as a leader, it’s our job to to make sure that the people who are working with us, and for us, our our has the at least the confidence to say, I’m having a bad day. That doesn’t mean that I sit with that particular person, I’d spend half a day listening to all the things that are going on from, you know, their dog is sick and child is not doing well in school and and and is having issues with her, their aging parents and etcetera etcetera. Right? So so but it is it is the leader’s job to make sure that if there is a serious crisis In a person’s life, from a family point of view, that they are open to tell you that they’re having a crisis, and it is your job as a leader To guide them in the right, direction where they can help. It’s not your job to help them because you’re not an expert in helping them in all area of their lives. And it is your job to kind of guide them where they can get the help from.

Faisal Hoque [00:35:06]:

Right? So, and it’s it’s you know, and if somebody has, like, a nagging you know, we all We have all that, people who are just sucked the energy out of there and nonstop, negative, energy and and he Can’t stop talking about all the things that goes on on a daily basis. But I mean, you know, so so, you know, it is it is also your job to kind of coached them not to do that because you have to tell them what’s the impact of their negativity and their nonstop, issues that they bring to the work, Not just, on them, but also the people they’re working. Right? So so there’s a fine balance, you know, and and as an individual, it’s our job to kind of focus. When we are working, we’re working. When we’re dealing with our home issues, we’re dealing with the home issues. Look. Mental illness is a big part of of all you know, part of it has turned into a global pandemic. So as a leader, it’s it’s very important that we we we kind of focus on on the well-being of our our people because If they’re not they’re not well, they’re not gonna do well at work.

Faisal Hoque [00:36:16]:

You know, that’s just how how it goes. So so there’s a balance just like, you know, Empathy and performance tracking, it’s not, the economy. It’s kind of interrelated. Same way, coaching professionally and, he You know, guiding them where they can get back with help. It’s it’s interrelated. It’s not a dichotomy.

Scott McCarthy [00:36:39]:

I I definitely grew with all that. I always say, you know, we’re not 2 people. You can’t split someone in half. Right? Yep. You know, under we’re not 2 people. Work will bleed in the home and just as much as home will bleed into work, but how do we manage that? How do we how do we, manage it, how do we enable it to the point where the person feels, like they are supported and taken care of, etcetera. That that’s what our jaw our role is as leaders. But I also do like your point of setting boundaries and limits too and and allowing to inform the person.

Scott McCarthy [00:37:14]:

Okay. What’s what is acceptable and what’s not necessarily acceptable. So all great points. Faisal, sir, this has been a fantastic conversation. All great things come to an end. Before we wrap up, I do got a couple last questions for you. The first being a question asked all the guests here at the Peak Performance Leadership Podcast, and that is according to you, what makes a great leader?

Faisal Hoque [00:37:40]:

You know, it’s a the the I don’t think there’s 1 singular answer, but, you know, but I think this notion of, the emotional intelligence is high on the top of the list. If you can’t do that, then you can’t really discover yourself as a leader, let alone, you know, connect with other people. So the this notion of knowing them thyself to solve other comes from emotional intelligence.

Scott McCarthy [00:38:12]:

I like that for sure. You know? You definitely have to look inwards first. Definitely agree with that. Yep. And then the final question of the show, how can people find you? How can they follow you? Shameless plug. It’s it’s all but you now.

Faisal Hoque [00:38:27]:

Look. I mean, you can find me, all over the Internet. You can find me on LinkedIn. I have a personal website called Faisal Hogue .com. My books are available anywhere and everywhere. It’s sold in a audio version and ebook as well as hardcover. They’re also available on the airport, so you can pretty much find me in.

Scott McCarthy [00:38:51]:

Awesome. And for you to listen, as always, it’s easy. Just go to leaddopeboss.comforward/247, 247, and the links are there in the show notes. Again, sir, thank you for taking time out of your busy schedule, coming in and talking to me, but most importantly to the audience out there today.

Faisal Hoque [00:39:07]:

Thank you for having me. Enjoyed our conversation.

Scott McCarthy [00:39:12]:

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.

Scott McCarthy [00:39:47]:

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. There’s 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 of the moving forward leadership .comforward/subscribe. Until next time, he