Addressing the Leadership Crisis with Bob Chapman

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What's working on purpose anyway? Each
week we ponder the answer to this question.

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People ache for meaning and purpose at
work, to contribute their talents passionately

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and know their lives really matter.
They crave being part of an organization that

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inspires them and helps them grow into
realizing their highest potential. Business can be

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such a force for good in the
world, elevating humanity. In our program,

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we provide guidance and inspiration to help
usher in this world we all want

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working on purpose. Now Here is
your host, Doctor Elise Cortez. Welcome

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back to the Working on Purpose program
by for tuning in again this week.

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I'm your host, doctor Elise Cortes
to when you Live from Dallas, which

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is home based for me. If
you've been tuning in for a while,

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you know this program is a thought
leadership series that enlightens and inspires listeners with

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insights from distinguished business leaders and subject
matter experts. Our conversations are designed to

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elevate your thing thanking and entice you
to take an enlightened and inspirational approach toward

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leadership and business. Before we get
into today's program, without two announcements for

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you. One September marks the launch
of Gusto Now, which is a growth

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and transformation e learning platform dedicated to
awakening meaning, passion, inspiration and purpose,

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and people, leadership and organizations.
It features leadership development and other professional

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development courses available to individuals and companies
in English, Spanish and Portuguese. You

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can learn more at gusto dash now
dot com. Secondly, I want to

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share with you that my book Purpose
Ignited How Inspirational Leaders Ignite passion and Elevate

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Causes, due out November seventeenth.
It's now sitting on Amazon waiting you can

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pre order it. I wrote the
book to turn readers on and ignite their

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passion, inspiration and purpose, to
make a contribution worthy of their one precious

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life and radically improve the workplace as
we know it. Now onto this week's

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program. Our guest today is Bob
Chapman, who has recently been named the

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number three CEO in the world in
an INC magazine article and celebrate for being

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very intentional about using his platform as
a business leader to build a better world.

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He is the CEO of Saint Louis, Missouri based Barry Way Miller,

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a three billion dollars global capital equipment
business worth with more than twelve thousand heart

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counts, as they like to call
them. He's also the co author,

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alongside doctor Roger Socili, of Everybody
Matters, the Extraordinary Power of caring for

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your people like family who tidgetated from
Wisconsin. Bob, welcome to working on

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Purpose. I think he might be
needed, Bob, Can I hear you?

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Yes, we are welcome to working
for the purpose. Isn't the perfect

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place for you? I can imagine
a better spot, having met you just

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a few weeks ago, for the
chaff to share ourline, some our passion

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for other people. We have the
prilege of you. I am so happy

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to share you with the world,
Bob, because the world desperately needs you

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viewers that are watching us. Here's
the book that I read to prepare for

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this conversation, So, Bob,
you know, as you know, I

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read the book cover to cover,
and I think it makes really good sense

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for us to open this conversation with
one of the email exchanges that you and

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I had where we were talking about
the leadership crisis that Tom Friedman has identified,

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and it's according opportunity which also really
aligns with the approach you take at

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Berry Wine Miller. Will you start
there. Yes, I all of us

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are I think genuinely concerned about the
combination of issues from COVID nineteen to the

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social unrest to kind of the nature
political discourse we have in this country.

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And so many thoughtful people I know
are genuinely concerned right now for where all

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of this has taken us. I
would say to you, though, for

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the last ten years, I've been
talking about a bigger crisis to me,

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a crisis of humanity, because,
as I've mentioned you, eighty eight percent

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of all people felt they were feel
they work an organization that does not care

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about them, and they feel the
way they go home and treat their family,

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behaving their community somewhat with this level
of not feeling valued. So to

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me, when this crisis it and
Bill Jury of Harvard World Peace Negotiator called

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me because he's again genuinely concerned about
kind of the direction if you add all

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these things together in terms of where
are we going and what does this mean

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to the future of our society,
And we talked about the issue is that

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the problem is people don't feel valued, They feel used for somebody else's success.

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And so we had bubbling under the
surface of this strong economy, world

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peace. But you know, we
had the lowest unemployment in decades prior to

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this, so people had jobs,
they had money. But so Bill and

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I talked about the fact that we
have a world that the debate. We

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talked to each other, but we
wouldn't know how to listen. And then

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a few hours Bill sends me an
article the Tom Friedman or the New York

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Times, again commenting on the same
issue, that we have a poverty of

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dignity. In the words, the
underlying issue that we can give people jobs,

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we can give them money, but
they don't feel valued. And what

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we need to do is we need
to focus on giving people dignity. Okay,

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which is the issue that is under
the surface of all the frustration,

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all the social unrest. People don't
feel valued, They feel used. And

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when you don't feel valued, it's
hard to care for others when you don't

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feel cared for yourself. So Tom
Freedman's article, and Tom goes on to

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say, after the eloquently talks about
the poverty of dignity, is he talks

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about the need for deep listening.
Okay. Now that is as you know,

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the nonprofits ind I have for the
last ten years, we've been taking

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to communities anti and I states there
of course all over the country, the

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skills of empathetic listening so we can
get in to see not the superficial aspects

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of people, but the beauty of
every human being that God created. So

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Tom kind of just put all the
pieces together eloquently, and it was profound

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meaningful to me to see somebody of
Tom substance, see kind of the issue

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beyond kind of superficial demonstrations, protests
issues. It's a deeper issue. We

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have a poverty of dignity, and
that is until we address that, we

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are simply putting band aids on cancer. Okay, we've got to get to

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the point that people feel valued and
they feel more comfortable value in others.

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What a great way to start up. So what you've done so beautifully is

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really presence the enormity of the problem
and the opportunity here, which is exactly

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where I wanted you to start.
So look at you today. You are

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an incredibly accomplished man. You've done
some only remark a couple of things with

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your team over the last several decades, but you've along the way had some

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really what I would call arroasting insights
and experiences that it helped make you into

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who you are, and I wanted
to share it with our listeners and viewers

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because looking at you today, it
can be kind of intimidated to go,

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how can I become a guy like
that? Right? So I want to

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share a few of the really key
things that happened for you along the way

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that I read in your book and
that I've gotten from some of our conversations,

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and I know I. One of
them is when you were in college

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you became a parent, and there
was something about that experience that opened something

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in radically altered the way you were
living and working. What happened and why

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is parenthood so important to you?
You know? I found out my sophomore

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year a girl that I had dated
in high school we went to colleges nearby,

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that she became a pregnant and we
immediately got married. And I was

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prior to that, I was a
very average student. I mean I barely

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made grades, you know. My
first year was very awkward at Cornell College

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in Iowa, and I transferred to
Indiana and barely with grades of transfer.

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And I was a very unfocused,
normal kid, okay, with no drive

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other than you know, and when
you find yourself all of a sudden being

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a parent and possible for other lives. I don't remember thinking this, but

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my behavior said this. All of
a sudden. I went from at best

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a C student to a straight A
student, okay, And it gave me

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purpose. It gave me meaning because
I had the responsibility of other lives in

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my hand. Again, nobody sat
down and said, Bob, you need

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to do this. It just that
responsibility came to me and my behavior validated

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because I started studying, I started
getting straight a's. I worked hard in

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the summer to you know, to
earn income to say in college. So

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I always say from my greatest challenges
came my greatest personal growth. Had I

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not found myself being a father at
age nineteen and twenty, my focus on

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education, what I would have gotten
aducated. And so I was intended to

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happen this because we've got a phenomenal
son into our life, and I took

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life seriously for the first time.
I was always kind of class clasp of

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the jokester focus. You know,
I was just a nice kid that people

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like. But I was going nowhere
and that gave me focused. So I

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always say to people, from my
greatest challenges, I am my greatest personal

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growth, A responsibility for my life
and making something of that that was important,

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right because I do I do tend
to believe that the only way we

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grow is through severe or discomfort or
pain. Doesn't happen when we're compleatly seated

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on the couch, you're watching movies. It just never happens. So okay.

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So then along the way, somewhere
in your twenties, you joined your

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your father at Barry Way Miller,
and you got increasing responsibility, did some

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amazing things, and then you find
yourself at age thirty, suddenly in charge

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when your father had a heart attack. So you became what the CEO and

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chairman of the board at age thirty? Yes, yeah, well I mean

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how did you how did you step
into that? And I mean talk about

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another blind sighting adversity, you know, a tiny bit of background again.

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I got a degree in accounting,
intended to go into public accounting, went

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to Michigan and got an NBA.
So I have a very traditional business orientation.

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Yes, And I was at Price
Waterhouse and all of a sudden my

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dad realized So we had not had
a good relationship. We just you know,

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my dad worked hard and I was
more related to my mom. So

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all of a sudden, I'm in
business school. I'm getting a's, and

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my dad says, oh my god, this kid's working out. And my

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dad had some health issues and he
had some struggles running this hundred year old

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family company that he'd stepped into in
nineteen fifty three, and so my dad

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started calling me and asking me over
to help him with decisions. And one

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day he said to me, would
you consider working at Barry Way Miller.

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I need somebody I can trust.
So my title and I never thought of

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working for this family company was broken, a lot of alcoholism, a lot

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of financial sucles. But I was
just at a point in time my career

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I was willing to take that.
So I stepped into Barry Way Miller with

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the title somebody my dad could trust. Okay, a million dollars company,

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financially weak, old technology that my
dad had kept alive since he invested in

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the fifties. So anyway, I
worked with my dad for six years,

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but he was tired, physically tired
from his years of hard work, and

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he just handed me things every day. So the beauty at least as I

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had a six year management development program
self creator. I worked in manufacturing,

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I worked in sales, I worked
in customer service, I worked in engineering,

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all by my initiatives. So when
I woke up one day and found

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out my dad had died of a
heart attack. The night before at dinner,

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he had said to me, Bob, you're virtually running the company.

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I want to make you executive vice
president. That was the last thing he

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said to me before he died a
surprise of a heart attack. And so

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the point is I was ready to
take this on and again. Second crisis,

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my dad. I'm thirty years old, and the first person I meet

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is our bankers who polls our loan. Well, I remember, trust the

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sixty year old guy with this marginal
account, but they couldn't trust this serio

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old kid. Again, the second
great thing that happened to me, because

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I took the stimulus of my dad
dying and the bank's point us, I

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said, I ain't going down this
way, and I grabbed a whole that

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business and in the nine I ran
it nine months of the first twelve months,

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because my dad was alive for the
first three months of our financial year,

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we had the most profitable year in
our history. Okay, because I've

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had again, this got a little
bit of stimulus in one I found out

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I was going to be a father. I just said, I don't remember

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thinking this. I just grabbed a
whole that business and I turned it around

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dramatically and created the future. So
that's six years of my own self develovement

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working in every five in business.
I knew how the business worked by the

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time my dad passed away, and
somewhat in response to my dad's trusted me,

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somewhat of response to my challenge is
again I want to be responsible.

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I grabbed hold that company and began
building and so again that's that's that's how

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I began again, very challenge,
eighteen million dollar business, financially very weak,

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but it gave me the challenge and
the opportunity to really invest myself a

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thousand percent in every aspect and trying
to create a future for the people of

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the business, to stakeholders the company. So that's how it began. Okay.

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So that's that's amazing, right,
And it's so important to talk about

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the adversity and what was dropped into
your lap and then along the way.

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What I think is amazing is today
you measure success at very remiller by the

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light that the touch, by the
way you touch the lives of people.

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But that wasn't always the case.
As you say in your book and in

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our conversations, you had a lot
of lessons that you had to learn away

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from classic business management. And from
what I could tell about, there's at

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least three things in your book that
are pretty important that became touchstones or arresting

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insights for you that I'd love for
you to share a little b about with

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our listeners. And so the first
one that if you are in the right

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order, but one of them was
the nineteen seventy night March Madness conversation with

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that company, and you discovered that
they're having so much fun at seven thirty

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in the morning, and at eight
o'clock everything stopped. The fund the fund

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parage stopped, and you made you
notice that. So that's one of them

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that I think I noticed. Can
you talk about that? Yeah, that

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you know, so I want you
to listen. I had a very traditional

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focus on business, where all the
tools, layoffs, downsizing, catting costs,

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you know, those are all just
the tools we're taught those was what

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I experienced. The business that when
you went to meet is other people,

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we all talked about right sizing,
down sizing and eliminating waste, etc.

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And so my first half of my
career is defined by it. But I

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was in nineteen ninety seven, so
about twenty years into my career, and

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I've started acquiring companies, and I
had an opportunity to buy a major company

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in South Carolina, about a fifty
million dollar company. It was significant to

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me. I flew down there to
be there. And in March of nineteen

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ninety seven, everybody knows what happens
in launch. Yeah, right, So

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I walk in to have a cup
of coffee before the office opens. I'm

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just you know, I'm just having
a cup of coffee. Have nothing on

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my mind other than this isn't my
first day and this new job. Nobody

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knew me. I didn't know them. And they were talking about what teams

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want, where they were in the
office pool in terms of March madness,

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and they were having fun. Again, I don't remember any of this at

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the time. As I reconstruct how
I possibly had the experience, I was

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able to see this and so the
closer I got to eight o'clock. You

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could just see the fun go out
of their body. What my mind said

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that day is why can't work be
fun? One call? It worked,

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okay? Why would people have more
fun talking about something like winning fifty dollars

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or twenty five dollars and then where
they're going to spend eight hours a day,

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they don't enjoy it. And so
what came of that is that I

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said to myself that day, why
can't fun because that's when people express their

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gifts the most, when they're having
fun. And I began that. I've

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walked from that coffee area into a
meeting with our customer service team, which

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was a twenty one million dollar product
line out of the fifteen million very important

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product line. I was going to
meet with the team. I had nothing

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on my mind but to meet with
them, and out of me popped because

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of what I'd experienced, never tried
it, never thought of it, nobody

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suggest I said, We're going to
play a game. Whoever sells the most

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parts wins, and if the team
makes the team bullet team wins, and

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all they wanted to do is have
fun. I mean I had no experience,

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you know, no expectations. Other
than let's try it. And they

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had twenty one reasons why it would
not work the way were structured organized,

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and I had twenty one reasons why
it would work. And we began,

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and revenue jumped by twenty percent and
enjoy jumped by a thousand percent, you

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know, thirteen weeks later and I
went back and I said, I don't

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understand. I just wanted you to
fun. They said, we are.

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We're having a lot of fun,
and we're you know, and we're working

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together better because we want to win
as a team. We want to win

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an individual. So that was that
was the birth of truly human leadership.

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I saw people have fun. I
saw the way they treated each other when

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they had fun. I saw the
way they treated our customer when they had

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fun. So just uniquely this game
I created, which had an individual and

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team component, create those people knew
every day exactly how they were doing and

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what they needed to do the next
day to win. Okay, they've talked

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to their families, they would talk
to their colleagues, they text each other

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at night, and again, it
just popped out of me at that meeting.

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So that was the beginning. That
was the first transformation, because we

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began saying, what did we learn
here? How did we can't manage people,

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but we can we can inspire people
through games or they have fun.

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So it all created by march madness. That was the first Okay, Now

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the second one was at the pastor
of the wedding pastor. Okay, So

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in that second bit where you recognize
that your pastors has people for forty minutes

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each week, but you have him
for forty hours, and you had to

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you had a realization about what to
do with that. So saying more about

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that, well, the mentor of
my church, Reverend Ed Salmon, was

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an incredibly thoughtful person. We had
a vibrant, young church because he just

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had this ability that helps see kind
of meaning in life and look through the

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clouds and see the sunch I think
just I mean, our class was always

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full between church services. And one
day at church after his sermon, I

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had again my second revelation, and
I looked at my wife, Cynthia,

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and I said, Cynthia, ED
has only got us for one hour a

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week. We have people for forty
hours a week. We are forty times

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more powerful to help people live lives
of meaning purpose than edcan. I walked

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out of the church. I could
show you the spot the concrete. I

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said that day something I profoundly believe. I said, business could be the

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most powerful force for good in the
world if we simply cared about the people.

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We had the privilege of leaving kaberman
ok span of care for forty hours

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a week, and the way we
send them home will affect their health and

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the way they treat their family.
So that would a second major revelation for

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me, because it never occurred to
me the business could be a force for

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good. It was this force for
economic gang share or value, profits,

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growth and sales. I never saw
the human side of business. I saw

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people as functions for my success.
I never saw them. But that day

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at church, I realized the business
is the most powerful force for good in

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the world. Could be the most
powerful force for good in the world.

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I love it, all of it. Okay. Then the third one happened

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at a winning where where you're witnessing
a fucking that you know give away his

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daughter and something up in there.
We're at the wedding a good friend daughter

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was getting married, and as he
was walking her down the aisle, I

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just you know, you can tell
me Alan an observer or human behavior.

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I was looking around this tenth this
beautiful tent set up for the wedding,

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and everybody's ooing it out, and
how beautiful this young lady was, and

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how proud his father. Her father
was walking down the aisle at this ceremony,

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And when they got to the altar, my friend took the daughter.

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Rosannah said, her mother and I
give our daughter to be led to this

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young man. And he goes out
and assist next to his wife, and

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they hold each other's hands to watch
the ceremony continue. Again. I had

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this all of a sudden realization,
Oh my god, that's not what having

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to walk to of my precious daughters
down the aisle. I knew that's what

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the father was told to say in
the ceremony, but that's not what the

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father wanted to say. They what
he wanted to say. Every father wants

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to say. Look at young man. Her mother and I brought this precious

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lady into this world. We have
given her everything we could possibly give her

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so she can be who she's intended
to be. And I expect to you,

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young man, as I expect her
of you, that you will allow

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her to can continue to grow to
be the person she's intended to be.

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Do you understand that, young man? That's what every father wants to say

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as he gives his precious daughter when
a ceremony. And then I went to

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the next step, which is the
powerful it. All of a sudden,

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I said to myself in the service, all twelve thousand people who work for

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us around the world are somebody's precious
child, just like that young lady and

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young man who simply want to know
that who they are and what they do

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matters. And that day I no
longer looked at people as functions. I

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didn't enter somebody as an engineer and
account that's your receptionist, that's my assistant.

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I realize they are somebody's precious child
that's placed in my care. That

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is the most profound revelue. And
the way these happened, at least,

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you know, from why can business
be fund businesses? The powerful's forces are

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good to everybody, somebody's precious child. The way these built And just took

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this accountant from Ferguson and opened my
eyes and my heart to the powerful force

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for good in the world. Right
now, okay, that we in business,

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if we simply cared about. If
we saw everybody in our organization as

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somebody's precious child, we could profoundly
change the world and begin healing the world

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instead of breaking work. Because remember
before COVID nineteen, as I said,

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eighty eight percent of all people,
even in a good economy, felt they

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were for a company that did not
care about them. Okay, and we

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know for a fact that the way
the person you report you would work is

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more important to your health than your
family doctor. And we know for a

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fact that the person you report you
at work will have an impact on the

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way you go home and treat your
family, behave in your community, behaving

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your country. So there's that revelation
that everybody's somebody's precious child. And when

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you look at those people you interact
with every day, whether it's the grocery

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store or the supermarket, walking along
the streets, not as a function,

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not as an individ not as some
person along the street, but as somebody's

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precious child, it affects the way
you treat and react to them. Because

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everybody has Dumby's precious They're not functions. And leadership is a privilege, it

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is a Parenting is a privilege.
We all take parenting very seriously. I'm

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going to remind your listeners a lot
of the ideas we have and truly human

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leadership came from Cynthia and my stewardship
of our six children. You know,

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how do we know we're good parents? Well, I took it seriously having

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six kids. Something I went to
classes, we tried to learn, and

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so much of what we've embraced our
leadership model is what I learned in parenting.

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Because what is parenting, It's the
stewardship of those precious lives that come

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into our families through birth, adoption, second marriage that everybody takes seriously.

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What is leadership the stewardship of those
precious lives and everybody's precous child that walks

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into our buildings somewhere in the world
and simply wants to know that they matter

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and we have the gift that will
allow them to be who they're intended to

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be. And when you look at
and remember I was interviewed by Washington the

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University organizational and Professional organizational Development professors
several years ago, and after an hour

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and a half interview, they said
to me, you're the first CEO I've

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ever talked to that never talked about
their product. I said, in all

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due respect, we've been talking about
our product for the last hour and a

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half. Remember that. Okay.
I will not go to my grave proud

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of the machinery we build, because
we build a big capital equipment. I

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will go to my grave proud of
the people that built that machinery. Our

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people are our products. Okay,
we build great people because we care deeply.

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We need an economic engine to build
people. In our case, we

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build capital equipment. An other place, we have hospitals. But when we

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look at people as the focus,
Okay, we begin with our fundamental responsibility

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for the lives and fauces us.
That creates a profound sense of responsibility for

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the time you have those people in
your care. I love every word of

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a Bob. Let's grab our breakhare. I'm doctor Lee's Cortez, your host.

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Who're going to be here with Bob
Tapman. He is the CEO of

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00:25:19.960 --> 00:25:25.000
Saint Louis, Missouri based Barry Way
Miller, a three billion dollar global capital

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00:25:25.000 --> 00:25:27.119
equipment business with more than twelve thousand
heart counts, as they like to call

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them. He's also the co author
alongside doctor Rosh sacidia of everybody matters,

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00:25:32.640 --> 00:25:34.839
the extraordinary power of caring for your
people, that family you do it to

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A day from Wisconsin. We've been
talking a bit about just how he became

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the truly human leader that he is. Today. After the Rick, we're

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going to talk about how he uniquely
acquires companies and adopts them. Stay us

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00:25:47.839 --> 00:25:52.799
will be right back. Doctor Lease
Cortez is a management consultant specializing in meaning

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00:25:52.799 --> 00:25:59.519
and purpose and inspirational speaker and author. She helps companies visioneer for greater purpose

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amongst holders and develop purpose inspired leadership
and meaning infused cultures that elevate fulfillment,

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00:26:06.920 --> 00:26:11.960
performance, and commitment within the workforce. To learn more or to invite a

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00:26:11.039 --> 00:26:15.839
Lease to speak to your organization,
please visit her at Elise Cortez dot com.

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00:26:15.920 --> 00:26:26.640
Let's talk about how to get your
employees working on purpose. This is

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00:26:26.680 --> 00:26:32.400
working on Purpose with doctor Elise Cortez. To reach our program today or open

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00:26:32.440 --> 00:26:37.880
a conversation with Elise, send an
email to Elise ali Se at Elise Cortez

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00:26:38.000 --> 00:26:48.440
dot com. Now back to working
on purpose. Thanks for staying with us,

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00:26:48.440 --> 00:26:51.920
and welcome back to working on purpose. If you're just joining us,

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my guest is Bob Chapman, who
has recently been named the number three CEO

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in the world in an INC magazine
article and celebrated for being very intentional about

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using his platforms a business near to
build a better world, is the CEO

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of Saint Louis, Missouri based Berry
Waymoller, a three billion dollars global capital

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00:27:06.920 --> 00:27:08.920
equipment business with more than twelve thousand
heart counts, as they like to call

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00:27:08.960 --> 00:27:12.200
them, not headcounts, but heart
counts. I'm your host, Alice Cortez.

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So for this last segment here,
Bob, I want to talk about

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two things. I want to talk
about the very unique way that you have

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acquired your adoptions over the last few
decades, one hundred and ten of them,

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and really what you're doing when you
acquire those companies. And then I

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also want to talk a bit about
the way you're evangelizing truly human leadership in

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the world. So your strategy about
acquisitions. Talk to us about maybe how

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00:27:37.799 --> 00:27:41.519
it changed over the years, but
today it's really about buying businesses that nobody

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even though I guess all along,
buying businesses that nobody else wanted, putting

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00:27:45.119 --> 00:27:51.720
them together thoughtfully. You have a
very unusual approach to do this. Yeah,

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let me go back. I got
my insights and doing acquisitions while studying

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00:27:56.480 --> 00:28:00.640
the diamond Chuck Nyder, and I'm
a selector who build about twenty four billion

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dollar company for a very kind of
buying mature businesses and mature industries and put

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00:28:04.839 --> 00:28:08.480
them together thoughtfully. So I had
watched this a mued it, but I

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was still when my dad died,
I inherited this eighteen million dollar company that

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made returnable bottle washers for the brewing
industry and pasteurizes for the beer industry,

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a very difficult old technology. And
in nineteen eighty four I looked at my

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finance team and I said, guys, I'm proud of our history, our

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hundred virtually a hundred year history,
but our history does not give us a

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future. I need to follow the
examples of Amo Selectric and I need to

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go out and do acquisitions. And
my finance team looked at me and said,

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Bob, great idea brilliant will have
a problem. I said, what's

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that? And I said, we
are broke. We have no money,

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Bob, do you understand that?
And again I went just so happened to

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my personality, which is eternally optimistic
This was a defining moment. I looked

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00:28:55.759 --> 00:28:59.680
at my financing and I said,
I didn't tell you that I needed money.

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I told you we need to do
acquisitions and unencumbered by the fact it's

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like going shopping without a wallet or
credit card. Okay. I personally left

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00:29:07.319 --> 00:29:12.000
that meeting determined to start doing acquisitions
with no experience, no money, and

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no credibility. And so what do
you buy when you have no money,

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00:29:17.519 --> 00:29:21.279
no experience. If you buy things
nobody else wants, they will virtually give

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you. So I began in nineteen
eighty five with a small acquisition in Denver,

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Calorado Electronics Company, and I ended
up patching together probably four or five

410
00:29:30.880 --> 00:29:37.200
acquisitions between nineteen eighty five and nineteen
eighty six, some in England. I'm

411
00:29:37.200 --> 00:29:45.240
over here but virtually small, a
British maker of dairy equipment for returnable dairy

412
00:29:45.240 --> 00:29:48.400
bottles in England. I'm just really
a patchwork, but an idea of surface

413
00:29:48.480 --> 00:29:53.000
in nineteen eighty six, then maybe
we could spin off those acquisitions again,

414
00:29:53.160 --> 00:29:59.319
all trouble companies and floated on the
London's Dock Exchange, which looked like a

415
00:29:59.400 --> 00:30:04.319
million to one. But again determined, we set about that we had a

416
00:30:04.400 --> 00:30:07.519
slight hope of doing that. We
set ourselves about to do that, and

417
00:30:07.559 --> 00:30:15.039
we had. We went from no
chance to it was thirty five times oversubscribed.

418
00:30:15.799 --> 00:30:19.920
And Harvard wrote a case study on
buying these broken little businesses patching them

419
00:30:19.960 --> 00:30:23.920
together on the market. Loved it, okay, And again Harvard wrote a

420
00:30:23.920 --> 00:30:29.039
case study, dartingst a case study. And so now again, now we've

421
00:30:29.039 --> 00:30:30.960
done some We've got some experience,
and now all of a sudden, we

422
00:30:32.079 --> 00:30:34.960
paid off our debt or financially secure. We spun off two thirds of our

423
00:30:34.960 --> 00:30:40.759
company. Now I'm left again with
a twenty million dollar company. Still own

424
00:30:40.839 --> 00:30:44.000
thirty percent of that public company.
But I got this twenty million dollar company

425
00:30:44.000 --> 00:30:47.720
that's again bow worses and pass urizers
again. And I looked at I said,

426
00:30:47.720 --> 00:30:49.720
okay, guys, we must have
learned something. And I spent nine

427
00:30:49.759 --> 00:30:53.599
months thinking about what I learned.
And I learned that I was pretty good

428
00:30:53.599 --> 00:30:59.359
at fixing broken businesses with certain characteristics. I'm not good at buying a high

429
00:30:59.359 --> 00:31:06.240
tech company in a sexy market and
going I felt comfortable with businesses had problems

430
00:31:06.279 --> 00:31:10.079
like us that I'd fixed. So
we started. We had a vision of

431
00:31:10.720 --> 00:31:17.720
called strategy growth of liquidity that we
would grow and very purposely diverse products,

432
00:31:17.759 --> 00:31:21.880
diverse market. So I began doing
acquisitions. Now I had money from the

433
00:31:21.880 --> 00:31:25.640
public offering, and we had a
goal of getting one hundred million. That

434
00:31:25.799 --> 00:31:30.000
strategy, that business model design that
said I won't be dependent on anyone customer,

435
00:31:30.039 --> 00:31:33.400
anyone market, or anyone technology because
I don't want to hurt our people

436
00:31:33.519 --> 00:31:37.000
or our stakeholders. Took us to
three billion today in one hundred and ten

437
00:31:37.000 --> 00:31:41.799
acquisitions. So it has been dramatically
and our share price again free listeners.

438
00:31:41.960 --> 00:31:45.400
We have kind of a simulated market
share price and privately held comfortable. We

439
00:31:45.440 --> 00:31:49.759
have a share price we traded by
twelve times. Our EBITA has going up

440
00:31:49.799 --> 00:31:56.000
over fifteen percent a year for twenty
five years because our acquisitions. I tend

441
00:31:56.039 --> 00:31:59.960
to buy things that most people don't
want to touch. They want everybody wants

442
00:31:59.960 --> 00:32:02.920
to buy a successful, fast growing
company and I so we have. We

443
00:32:04.039 --> 00:32:07.920
feel we have brought life and saved
many companies that had no future because they

444
00:32:08.119 --> 00:32:12.880
owners couldn't fix or didn't want to
fix the problems. And we could.

445
00:32:13.200 --> 00:32:15.200
You know, again, like a
surgeon, the surgeon is not going to

446
00:32:15.240 --> 00:32:17.640
do surgery unless you can see a
way to save your life. I don't

447
00:32:17.680 --> 00:32:22.440
acquire our company unless I'm confident that
I can save the life of that company.

448
00:32:22.599 --> 00:32:25.559
So now now we have today again
one hundred ten acquisitions. We're now

449
00:32:27.200 --> 00:32:30.880
more comfortable buying more successful companies and
we have brought one. But we started

450
00:32:31.359 --> 00:32:37.119
and probably seventy out one hundred and
ten acquisitions were struggling companies. But again

451
00:32:37.200 --> 00:32:43.480
our share prices growing dramatically, our
financial stressors going because the answer really,

452
00:32:43.480 --> 00:32:47.759
at least as I said, we
saw value where other people didn't see problems

453
00:32:49.680 --> 00:32:52.240
caused us to have to solve those
problems or die. So we learned to

454
00:32:52.319 --> 00:32:57.440
solve what many people thought were problems
because we had to solve the more we

455
00:32:57.440 --> 00:33:00.440
were going to die. And so
we took that skill, we applied it

456
00:33:00.480 --> 00:33:04.640
for the first fifteen twenty years.
We migrated more to also buying some very

457
00:33:04.680 --> 00:33:07.759
good companies that we feel we can
make better also, so it's allowed us.

458
00:33:07.960 --> 00:33:10.559
I always say the highest level of
playing the game is when you can

459
00:33:10.599 --> 00:33:16.680
grow organically and through acquisitions. That
is the highest level of the game because

460
00:33:16.920 --> 00:33:21.480
it allows you to accelerate your growth, to accelerate your access to markets.

461
00:33:21.759 --> 00:33:28.160
So we are today and again averash
to your listeners. The primary responsibility of

462
00:33:28.160 --> 00:33:31.680
a business leader is to have a
ground to give the people in their span

463
00:33:31.720 --> 00:33:36.839
of care a grounded sense of hope
for the future, and it comes from

464
00:33:36.839 --> 00:33:40.480
a business model that is robust.
Our business model in O eight o nine,

465
00:33:40.519 --> 00:33:45.200
when General Electric was tested and failed, Bank of America was challenged dramatic

466
00:33:45.319 --> 00:33:50.440
many companies collapse eight o nine,
our share price went up eleven percent without

467
00:33:50.559 --> 00:33:54.440
letting people go despite order. So
our business model was tested severely in O

468
00:33:54.519 --> 00:34:00.920
eight o nine and Covid. Our
company is in COVID operating very strongly and

469
00:34:00.000 --> 00:34:06.400
robustly right now. So it is
a responsibility leader to make sure that you

470
00:34:06.480 --> 00:34:10.039
have a good business strategy to protect
your people. There's an expression you need

471
00:34:10.119 --> 00:34:14.320
to get the right people on the
bus. I don't think it's quite right.

472
00:34:14.440 --> 00:34:16.920
I think the responsibilities to build a
safe bus, which is your business

473
00:34:16.920 --> 00:34:21.239
model, and then have drivers who
are your leaders, who know where they're

474
00:34:21.280 --> 00:34:23.119
going and how to get there safely, and that anybody you invite on the

475
00:34:23.159 --> 00:34:28.119
bus is going to get there just
fine. So the responsibility of a leader

476
00:34:28.559 --> 00:34:31.840
is to make sure you have a
business model like a bus that is safe,

477
00:34:31.960 --> 00:34:37.280
that you people feel safe and and
you test that through various circumstances so

478
00:34:37.320 --> 00:34:40.679
that you know that when you invite
people in your organization, they have a

479
00:34:40.760 --> 00:34:45.880
chance of having a meaningful life,
or they can relax and play their best

480
00:34:45.920 --> 00:34:50.440
game knowing that they're an organization that
values them. So that is a primary

481
00:34:50.480 --> 00:34:53.480
responsibliit leader to give your people a
grounded sense of hope for the future.

482
00:34:55.519 --> 00:34:59.920
So I understand it, right,
Bob, You have, overlast a few

483
00:35:00.079 --> 00:35:02.079
decades, acquired more than one hundred
and ten companies, and if I have

484
00:35:02.159 --> 00:35:07.159
it right, you haven't. You
haven't sold off any of those companies.

485
00:35:07.199 --> 00:35:09.760
You kept them on, right.
It's kind of like something I haven't decided

486
00:35:09.760 --> 00:35:14.199
to sell any of our kids are
grandkids, just the same thing. I

487
00:35:14.239 --> 00:35:17.639
got it. Well, Seriously,
these are people. They're not businesses.

488
00:35:17.679 --> 00:35:22.400
They're people. You know, why
would you sell a business? Why would

489
00:35:22.440 --> 00:35:27.000
you know? So I adopt businesses. You know, it's like a church

490
00:35:27.039 --> 00:35:29.559
growing then opening up a church in
the town, you know. I mean,

491
00:35:29.920 --> 00:35:34.400
seriously, we just acquired a company
in Serbia, and and and the

492
00:35:34.400 --> 00:35:38.159
owners that we bought the company from. When I landed in the Belgrave to

493
00:35:38.320 --> 00:35:45.559
visit the plant in February, they
created a van to pick us up in

494
00:35:45.679 --> 00:35:49.239
with a huge decal on the south
which is a picture of me with truly

495
00:35:49.320 --> 00:35:55.599
human leadership. Okay, I felt
I opened a church in Serbia. Okay,

496
00:35:57.760 --> 00:36:00.480
how to be acquired by a company. And I'll tell you one other

497
00:36:00.519 --> 00:36:04.559
story. We bought a company on
the coast of France from a prominent French

498
00:36:04.599 --> 00:36:08.400
company. Our board was very concerned
with investments in France because the government's very

499
00:36:08.440 --> 00:36:14.159
involved in controlling businesses and controlling labor. And I flew over to hear that,

500
00:36:14.360 --> 00:36:17.400
because the workers' councils in France has
to vote in favor or not in

501
00:36:17.480 --> 00:36:22.159
favor of the acquisition. So we
were buying a French division of a prominent

502
00:36:22.199 --> 00:36:25.599
French company. And just picture me, ugly American flies over sitting crossed the

503
00:36:25.639 --> 00:36:30.440
table from the workers council for this
business, and they said, mister Chapman,

504
00:36:30.519 --> 00:36:34.039
we went to Paris. We talked
to you the workers council at Paris.

505
00:36:34.400 --> 00:36:37.920
We understand your values and we've studied
them, and we want you to

506
00:36:37.920 --> 00:36:40.320
buy our company. I felt a
surge of pride as an American and have

507
00:36:40.440 --> 00:36:45.679
this opportunity to work with these wonderful
French people. Then just imagine this.

508
00:36:45.360 --> 00:36:51.199
Sit on the table was a gentleman
named Philippe, probably in his early sixties.

509
00:36:51.679 --> 00:36:52.480
He was on the works counsel.
He looked at me and said,

510
00:36:52.480 --> 00:36:57.159
mister Chapman, could I say something? I said sure. He said,

511
00:36:57.199 --> 00:37:00.760
mister Chapman, we've been waiting for
you for thirty nine years. And they

512
00:37:00.760 --> 00:37:07.440
began crying because governments can't create caring
environments, okay. And they saw our

513
00:37:07.480 --> 00:37:10.920
people in Paris, where we have
an operation, they studied it and they

514
00:37:10.960 --> 00:37:15.519
wanted to be part of an organization
that actually cared about them. That is

515
00:37:15.559 --> 00:37:21.840
the hunger that exists in the world
right now. People feel used for somebody

516
00:37:21.840 --> 00:37:25.119
else's success. They do not go
home feeling valued and cared for it.

517
00:37:25.239 --> 00:37:29.320
Okay. And that is an issue
we face in the world. It's not

518
00:37:29.360 --> 00:37:31.280
just an American issue. We operate
all over the world. This is a

519
00:37:31.440 --> 00:37:36.880
universal issue. We have not taught
leaders to care. We've taught leaders to

520
00:37:37.119 --> 00:37:40.679
use people for financial success. They
may be nice people, but you know,

521
00:37:40.800 --> 00:37:44.639
this is business, just business,
right, It's not just business,

522
00:37:44.679 --> 00:37:47.559
it is people. That's where they
spend forty hours a week. So we

523
00:37:47.679 --> 00:37:53.000
adopt organizations. And I couldn't stand
before a group of people and say we're

524
00:37:53.039 --> 00:37:55.320
going to sell you because you know
you're not going to do that much in

525
00:37:55.360 --> 00:37:59.159
the future. And something I mean, we adopt companies. We look at

526
00:37:59.159 --> 00:38:01.800
the people and we say, welcome
to the family. Now let's go do

527
00:38:01.880 --> 00:38:06.679
good things. Well. And the
way that you do this, Bob,

528
00:38:06.719 --> 00:38:09.599
I was so I read every single
word was hanging every single word that I

529
00:38:09.679 --> 00:38:13.199
read in your book about the way
that you go into a company and you

530
00:38:13.239 --> 00:38:15.920
share your culture, your vision of
how it is that you operate with them,

531
00:38:15.960 --> 00:38:19.280
and of course they're always like,
no way, that's not possible,

532
00:38:19.400 --> 00:38:22.400
that's that's applying this guy Disney or
something can't be right. And then you

533
00:38:22.559 --> 00:38:28.480
enroll them into this whole space and
you teach them your ways and you develop

534
00:38:28.559 --> 00:38:31.480
them and you don't bring in new
people and replace the people that came with

535
00:38:31.519 --> 00:38:35.400
the business. So talk a little
bit about the way that you come in

536
00:38:35.519 --> 00:38:40.280
and acquire and adopting your company.
Well, the first thing we do is

537
00:38:40.639 --> 00:38:47.079
that when we have the privilege of
inviting another group into our family, as

538
00:38:47.360 --> 00:38:51.559
is appropriate, you know, I
will make an effort to fly out and

539
00:38:51.599 --> 00:38:54.559
sit down with a diverse group of
people. Okay, and it could be

540
00:38:54.800 --> 00:38:59.000
union, non Union, It could
be the Office of Plant, just a

541
00:38:59.000 --> 00:39:04.480
diverse group of people that kind of
represents the body of the organization. And

542
00:39:04.519 --> 00:39:07.440
I will share with them our guiding
principles of leadership. This is what we

543
00:39:07.599 --> 00:39:13.559
believe in. We are going to
try to validate to you that we're not

544
00:39:13.639 --> 00:39:17.639
only believe in it, that this
is what we practice. And I walk

545
00:39:17.719 --> 00:39:23.119
through those values, I ask for
questions and it's amazing what people will tell

546
00:39:23.159 --> 00:39:27.760
me. And then along the journey
we ask people to say, what are

547
00:39:27.760 --> 00:39:30.119
we doing well and what can we
do better? So constantly trying to listen

548
00:39:30.159 --> 00:39:34.639
to them to show that we care. And so when we invite them in

549
00:39:35.480 --> 00:39:38.800
I mean growing men and women will
cry when we buy their company because one

550
00:39:38.880 --> 00:39:42.079
lady said, I never thought I
was going to get to work for a

551
00:39:42.119 --> 00:39:45.719
company that cares about need. Okay, she cried, She just never thought

552
00:39:45.760 --> 00:39:52.360
in her life. And so there's
such a hunger for respect and dignity in

553
00:39:52.400 --> 00:39:55.679
this country that we could give them
for free. We don't need to pass

554
00:39:55.800 --> 00:40:00.000
laws on the reason why taxes.
We just need to look at those people.

555
00:40:00.079 --> 00:40:05.320
We have the privilege of leading as
somebody's precious style and knowing that the

556
00:40:05.360 --> 00:40:08.239
way we lead them will affect their
health and their marriage and the way they

557
00:40:08.239 --> 00:40:13.800
behave in this country. Okay,
that is Simon Senecu. I'm going to

558
00:40:14.000 --> 00:40:17.000
share with a profound statement. Simon
senec and studying Mary Weambul and studying the

559
00:40:17.000 --> 00:40:22.239
Marines, he came to the following
observation. In the military, we honor

560
00:40:22.320 --> 00:40:28.320
those who give themselves in service of
others, and in business we give bonuses

561
00:40:28.360 --> 00:40:31.800
to people who sacrifice others in the
service of themselves. He said, why

562
00:40:31.880 --> 00:40:37.639
if we can teach military leaders that
officers need last, in other words,

563
00:40:37.679 --> 00:40:40.639
your primary responsibility as those young men
and women in your care, why can't

564
00:40:40.679 --> 00:40:45.280
we teach business leaders your primary responsibility
is the men and women in your care.

565
00:40:45.440 --> 00:40:50.679
Your primary responsibility is that, which
is what the CEO round Table was

566
00:40:50.760 --> 00:40:57.719
moving towards before COVID nineteen, recognizing
that there's a lot of concern is capitalism

567
00:40:57.760 --> 00:41:01.800
good for our society? A lot
of dialogue about socialism because people don't feel

568
00:41:02.239 --> 00:41:07.079
capitalism is helping them masses, it's
helping the few, and they're trying to

569
00:41:07.159 --> 00:41:10.719
expand this. So we know,
because again, we didn't think we had

570
00:41:10.760 --> 00:41:15.679
anything special. We just evolved through
these experiences, those revelations I told you.

571
00:41:15.960 --> 00:41:21.519
And so it was only when Simon
Senek came in and because he had

572
00:41:21.559 --> 00:41:23.920
heard about it, and he spent
a day at two days talking to our

573
00:41:23.960 --> 00:41:28.840
people, and he said, I
am no longer a nutty idealists. I

574
00:41:28.840 --> 00:41:32.079
have just seen what I dream of. I dream of being able to walk

575
00:41:32.119 --> 00:41:36.639
down any street in any town in
this country and tap anybody in the shoulder

576
00:41:36.679 --> 00:41:38.280
and say do you like your job? And they say no, I don't

577
00:41:38.320 --> 00:41:42.880
like my job. I love my
job. That's the world. Simon dreads

578
00:41:42.960 --> 00:41:45.119
them, and his statement is,
if it exists, it must be possible.

579
00:41:45.440 --> 00:41:50.679
So he said he's no longer nutty
idealists because he saw when he talked

580
00:41:50.679 --> 00:41:53.639
to our people. And then Bill
Ury of Harvard, a World peace negotiator,

581
00:41:53.719 --> 00:41:55.880
comes in because Simon Sene says,
you got to see this place.

582
00:41:55.920 --> 00:42:00.199
You gotta see this place. So
Bill flies in does kind of the where

583
00:42:00.239 --> 00:42:02.320
Simon did. And Bill stands up
in front of me, this amazing world

584
00:42:02.320 --> 00:42:07.480
peace negotiator and says, Bob,
I just saw the answer to the world

585
00:42:07.480 --> 00:42:10.079
peace. And I said, what, you walked into a manufacturing plants in

586
00:42:10.119 --> 00:42:14.119
Wisconsin and you saw the answer the
world piece said yes, I saw a

587
00:42:14.119 --> 00:42:20.239
place where people genuinely care for each
other. Coming from a world peace negotiator

588
00:42:20.760 --> 00:42:23.679
sitting down talking with people and rosa
starty and my co author said he saw

589
00:42:23.800 --> 00:42:29.159
grown men and women cry and tear
up just trying to say what it meant

590
00:42:29.840 --> 00:42:32.599
to be a part of an organization
that truly sent a message we care about

591
00:42:32.639 --> 00:42:37.480
you, Okay, not just a
customer and customers not number one. Okay,

592
00:42:37.519 --> 00:42:40.320
it's not the shareholders. Our people
are our primary responsible now. We

593
00:42:40.360 --> 00:42:43.440
have to do a lot of things
right to be good to our people.

594
00:42:43.880 --> 00:42:47.960
So anyway, it's we invite people, we share our guiding princil leadership,

595
00:42:49.400 --> 00:42:52.320
our overriding statement as we measure success
by the way we touched the lives of

596
00:42:52.360 --> 00:42:58.280
people. Okay. I came to
that observation about ten years ago when we

597
00:42:58.280 --> 00:43:00.159
were doing a video. Somebody said
you needed a video of your company and

598
00:43:00.199 --> 00:43:04.960
capture the culture. So our team
marketing team was doing in they came and

599
00:43:05.000 --> 00:43:07.559
so mister chadmore getting near the end
of the video, we kind of capture

600
00:43:07.559 --> 00:43:09.800
all these moments. But how we
want to talk about success and growth.

601
00:43:09.800 --> 00:43:14.159
We want to as about the time
of Enron and the scandal of Enron,

602
00:43:15.079 --> 00:43:19.280
and I said, you know,
Enron had beautiful statements on the wall.

603
00:43:19.280 --> 00:43:22.639
They just didn't live those statements.
We are not going to put them on

604
00:43:22.679 --> 00:43:23.719
the wall. We're gonna put it
on people's heads and arts. And I

605
00:43:23.800 --> 00:43:29.639
began going around Operation operates and this
is what we believe in. How are

606
00:43:29.639 --> 00:43:34.639
we doing? And people got emotional. They expressed some of the areas were

607
00:43:34.800 --> 00:43:37.159
inconsistent. You know, we had
the people on the floor and the people

608
00:43:37.159 --> 00:43:40.480
in the office, we had hourly
people. We have all these ways of

609
00:43:40.519 --> 00:43:46.199
referring to human beings hourly salary,
you know, engineer, and when you

610
00:43:46.239 --> 00:43:50.679
look at them as everybody's personality,
try and treat them with compassion and care

611
00:43:51.119 --> 00:43:54.320
and try and give them good teacher. It's amazing how people will feedback to

612
00:43:54.320 --> 00:43:58.119
you what it means to them in
their life. Okay, so again,

613
00:43:58.280 --> 00:44:01.119
ninety five percent of the feedback when
we transform managers and the leaders is how

614
00:44:01.159 --> 00:44:07.000
it affects their marriage and their relis
civil usual. Okay, so we're coming

615
00:44:07.039 --> 00:44:08.360
to the very close of the show. Already, Bob to evaporated. But

616
00:44:08.400 --> 00:44:10.800
the last thing I really want you
to talk about, because this is I

617
00:44:10.800 --> 00:44:14.880
think this is one of the things
that makes you really really different unique And

618
00:44:15.400 --> 00:44:20.119
one is you're focused on trust and
empathetic listening. But you talk about trust

619
00:44:20.159 --> 00:44:22.079
as being the foundation of leadership,
and you say, if you trust people,

620
00:44:22.320 --> 00:44:25.239
it will trust you back. If
you engage them in creating a shared

621
00:44:25.320 --> 00:44:30.039
vision for the future of the enterprise
and then give them freedom to act in

622
00:44:30.119 --> 00:44:34.199
support of that vision, it would
do so responsibly and creatively, enthusiastically.

623
00:44:34.639 --> 00:44:37.400
Ordinary people can do extraordinary things if
you create the right culture in a sustainable

624
00:44:37.440 --> 00:44:40.599
business model. Would you speak to
that because that is so different from what

625
00:44:40.880 --> 00:44:46.679
normal acquisitions do you know? I
think you have to understand my basic inherent

626
00:44:46.760 --> 00:44:50.840
tendencies to trust people. I would
hate to live in a world where I

627
00:44:50.840 --> 00:44:53.159
didn't feel I was with people I
could trust, Okay, So when I

628
00:44:53.199 --> 00:44:58.239
meet somebody, I would tend to
start by trusting them. And so the

629
00:44:58.320 --> 00:45:04.679
foundation of our culture is to trust
the people and give them an opportunity who

630
00:45:04.719 --> 00:45:07.599
they can be who they're intended to
be. And again again I want you

631
00:45:07.639 --> 00:45:13.079
to one of the key things we
teach in our leadership is the foundation for

632
00:45:13.159 --> 00:45:17.079
trust is value, okay, And
we teach people empathetic listening. It's a

633
00:45:17.119 --> 00:45:22.920
free day, intense course where everybody
has a chance to take it and it

634
00:45:23.599 --> 00:45:27.960
makes a profound impact on people.
So I would say to you, the

635
00:45:28.000 --> 00:45:31.679
core of this culture that we've now
become known for, truly the leadership begins

636
00:45:31.760 --> 00:45:36.840
with teaching people how to care for
each other. You could tell your listeners

637
00:45:36.920 --> 00:45:38.079
all day, we need to care
for each other more. We need to

638
00:45:38.119 --> 00:45:40.719
live in society, work care.
They say, sure, I agree,

639
00:45:40.760 --> 00:45:44.519
but I don't know how to care. Now what does it mean so I

640
00:45:44.639 --> 00:45:47.360
have a food drive, so I
donate to charity. Well, we don't

641
00:45:47.360 --> 00:45:51.599
take people to care. We teach
people to listen to each other. And

642
00:45:52.239 --> 00:45:54.960
David varnemoll And, who developed this
for us, was brilliant because I find

643
00:45:54.960 --> 00:46:00.440
it is the foundation to trust when
you feel valued by somebody when listen to

644
00:46:00.480 --> 00:46:02.480
you. I thought, at least
if I cared for somebody, I should

645
00:46:02.480 --> 00:46:05.920
go talk to them. It turns
out, when you care somebody, you

646
00:46:06.079 --> 00:46:10.519
go listen to them with empathetic listening
skills and you profoundly validate them and earn

647
00:46:10.639 --> 00:46:15.639
their trust because they feel valued.
So trust. As a result, we

648
00:46:15.679 --> 00:46:19.480
don't. We didn't go at this
to try and get people to trust us.

649
00:46:20.559 --> 00:46:23.440
We behaved in a way that showed
we cared, and trust was the

650
00:46:23.519 --> 00:46:30.440
outcome of our behavior. We offered
people classes to learn. We start feeding

651
00:46:30.480 --> 00:46:32.719
the hungry, the people. We
wanted people to take the classes who wanted

652
00:46:32.760 --> 00:46:37.960
to learn the most. Our goal
was that everybody in the leadership position would

653
00:46:37.960 --> 00:46:42.440
have the skills of empathetic, blessing
and the other skill that is really important

654
00:46:42.480 --> 00:46:45.400
that I want your listeners here.
So we also teach recognition and celebration.

655
00:46:46.079 --> 00:46:50.519
We have a society right now that
focuses on the brokenness of the world.

656
00:46:51.159 --> 00:46:52.920
All you have to do is turn
of your media and I media outlet and

657
00:46:52.920 --> 00:46:57.880
you can see the brokenness in every
part of our world. What's it like

658
00:46:58.039 --> 00:47:00.079
to live be inundated with the brokeness
the world every day? You know what

659
00:47:00.159 --> 00:47:05.719
it says, you can't trust anybody
in our organization. We start with the

660
00:47:05.760 --> 00:47:09.519
foundation of individuals. We trust you, We give you responsible freedom, we

661
00:47:09.599 --> 00:47:14.079
share with you where we're going,
and we value you. So trust is

662
00:47:14.119 --> 00:47:17.000
an outcome, not our goal.
Okay, people said they feel valued,

663
00:47:17.039 --> 00:47:22.159
they trust us, and so it
trust as a result of showing that you

664
00:47:22.280 --> 00:47:27.199
care, that you want people to
be who they're intended to be, that

665
00:47:27.639 --> 00:47:30.880
they're safe within your care and that
they can be you know, they can

666
00:47:30.920 --> 00:47:34.440
grow and prosper in your company.
So trust is an outcome, and that

667
00:47:34.559 --> 00:47:37.480
was that's what we did. We
didn't again, we didn't start by time

668
00:47:37.559 --> 00:47:42.599
to get people to trust us.
We try to behave in a way that

669
00:47:42.760 --> 00:47:46.119
showed that we respected them. And
trust was the outcome of our behavior and

670
00:47:46.199 --> 00:47:51.880
our bringing leadership fundamentals to them.
Them feeling safe for all these years to

671
00:47:52.000 --> 00:47:57.079
operate without you having to hurt people, people feel a dramatic difference. I

672
00:47:57.079 --> 00:48:01.679
mean it just again, Simon senting
Biliar. I mean the people that have

673
00:48:01.760 --> 00:48:06.440
been into our company from all over
the world now, the Mackenzie people,

674
00:48:06.519 --> 00:48:12.440
the Harvard people. They're visually startled
at the way people in our country feel

675
00:48:12.480 --> 00:48:15.920
when they feel in an organization where
they can trust the leaders in terms of

676
00:48:15.960 --> 00:48:20.039
having their best interests at heart.
Oh, Bob, it's so beautiful.

677
00:48:20.440 --> 00:48:22.760
We're out of time, but I
want to give you the last word,

678
00:48:22.159 --> 00:48:25.519
and you say, thirty seconds through
us what was only our listeners and viewers

679
00:48:25.559 --> 00:48:31.840
with Today we face some really serious
issues in this country before COVID nineteen,

680
00:48:32.000 --> 00:48:37.480
amplified by COVID nineteen, further amplified
by the social arrest and then on top

681
00:48:37.519 --> 00:48:44.280
of that the discourse politically, we
need to give people a sense of hope,

682
00:48:44.400 --> 00:48:47.960
and we have as business leaders,
as leaders of nonprofit hospitals, the

683
00:48:47.960 --> 00:48:53.199
military, we have the chance to
profoundly change the issues. We don't need

684
00:48:53.239 --> 00:48:58.920
the government to pass laws, raised
taxes, change parties, We just as

685
00:48:59.400 --> 00:49:01.920
leaders of every type of organization in
this country. We just need to look

686
00:49:01.960 --> 00:49:06.880
at those people in our span of
care as somebody's precious child and make sure

687
00:49:06.960 --> 00:49:09.000
that we are doing everything we can
do to give them a future so they

688
00:49:09.000 --> 00:49:15.360
can trust us, they can be
good stewards of their families, behave properly

689
00:49:15.480 --> 00:49:20.280
entertaining because we've been self destructing for
economic gain and we have not got human

690
00:49:20.320 --> 00:49:22.400
gain, which we desperately need to
be in harmony with the economic game.

691
00:49:22.679 --> 00:49:27.719
So we could deal with these issues
tomorrow. We don't need to change political

692
00:49:27.719 --> 00:49:31.039
parties, race taxes. We could
do it tomorrow by simply looking at the

693
00:49:31.039 --> 00:49:35.840
people in our spanic care as somebody's
precious child and saying, are we being

694
00:49:35.840 --> 00:49:38.239
the leader that they need they deserve, so they can be either intended to

695
00:49:38.239 --> 00:49:43.639
be so. Looking at that responsibility
from a different lens is the key to

696
00:49:43.719 --> 00:49:45.199
the issues we face in this country, and we need to look for the

697
00:49:45.239 --> 00:49:49.920
goodness and hold it up and encourage
people. This is the way we are

698
00:49:50.000 --> 00:49:54.559
called. Bob, I brought you
on the show because I absolutely one thousand

699
00:49:55.000 --> 00:49:58.599
percent believe in your message and what
you're saying. I echo it and I

700
00:49:58.639 --> 00:50:00.320
wanted to spread it. So thank
you very very much for being on the

701
00:50:00.360 --> 00:50:04.920
show and sharing your perspective with us. It's been an honor and a treat

702
00:50:05.039 --> 00:50:08.800
Thank you. I so much need
people like you with your voice around the

703
00:50:08.840 --> 00:50:13.800
world so we can create a movement, because I'm called to make sure that

704
00:50:13.840 --> 00:50:16.679
this does not die with me.
Absolutely. Listeners and viewers, if you

705
00:50:16.679 --> 00:50:20.559
want to learn more about Bob Chapman
and the work that they're doing with Truly

706
00:50:20.639 --> 00:50:22.480
Human Leadership, go to there's a
couple sight you can go to. You

707
00:50:22.519 --> 00:50:27.400
can go to Bob Chapman dot coo, or you can go to Truly Human

708
00:50:27.559 --> 00:50:30.159
Leadership dot com. Last week,
if you missed the live show, you

709
00:50:30.159 --> 00:50:35.000
always catching Being Reported podcast. We
were on the air with Jeff Lovejoy talking

710
00:50:35.000 --> 00:50:37.719
about his passion newly birthed in the
pandemic called leader Equips, which is a

711
00:50:37.719 --> 00:50:43.159
weekly series of short leadership lessons accumulated
over his thirty years career in sales leadership.

712
00:50:43.519 --> 00:50:46.239
Next, Weekly on the Air with
Elizabeth Lotardo talking about her book Selling

713
00:50:46.280 --> 00:50:50.760
with Noble Purpose, How to draw
revenue and do work that makes you proud,

714
00:50:51.079 --> 00:50:52.880
ste you and are. Remember that
work is at least a third of

715
00:50:52.880 --> 00:51:00.320
our lives. So let's work on
purpose. We hope you've enjoyed this week's

716
00:51:00.360 --> 00:51:05.599
program. Be sure to tune into
Working on Purpose, featuring your host,

717
00:51:05.639 --> 00:51:10.000
doctor Alice Cortez, each week on
the Voice America Empowerment Channel. Together,

718
00:51:10.320 --> 00:51:17.280
we'll create a world where business operates
conscientiously. Leadership inspires impassioned performance, and

719
00:51:17.400 --> 00:51:22.519
employees are fulfilled in work that provides
the meaning and purpose they crave. See

720
00:51:22.559 --> 00:51:24.920
you there, Let's work on Purpose.