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 Cortes. Welcome

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back to the Working on Purpose Program. Thank you for tuning in again this

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week. I'm your host, Doctor
release Cortest join you live from Dallas,

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which is home base 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

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

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to elevate your things 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, I've got two announcements

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for you. One Stemper marks the
launch of gusto Now, which is a

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

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purpose in 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.

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You can learn more at gustodashnow dot
com. Secondly, I want to share

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with you that my book Purpose Ignited
How Inspirational Leaders Ignite Passion and Elevate Cause

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is due out November seventeenth. That's
now sitting on Amazon waiting you can pre

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

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

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

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

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three CEO in the world in an
INC Magazine article and celebrated for being very

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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, a

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three billion dollar global capital equipment business
worth with more than twelve thousand heart counts,

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

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doctor Roj Sostia, of Everybody Matters, The Extraordinary Power of caring for your

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people like family. He judge today
from Wisconsin. Bob, welcome to Working

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

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you? Yes? We are welcome
to Working for Purpose. This is the

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perfect place for you. I can't
imagine a better spot, having met you

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just a few weeks ago, for
this chance to share online some of our

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passion for the people we have the
privilegiate lead. I am so happy to

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

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Viewers that are watching this, 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 it

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very w Millern, Will you start
there yes, all of us are I

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think genuinely concerned about the combination of
issues from COVID nineteen to the social unrest

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to kind of the nature political discourse
we have in this country. And so

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many thoughtful people I know are genuinely
concerned right now for where all of this

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has taking us. I would say
to you, though, for the last

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

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humanity, because, as I mentioned
you, eighty eight percent of all people

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felt they feel they were for an
organization that does not care about them,

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and they feel the way they go
home and treat their family, behave in

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their community somewhat with this level of
not feeling value. So to me,

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when this crisis at and Bill Yuri
of Harvard will piece of she had called

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me because he's again genuinely concerned about
kind of the direction if you had 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 we had the lowest unemployment
in decades prior to this, so people

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had jobs, they had money.
But so Bill and I talked about the

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fact that we have a world that
we debate, We talked to each other,

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we won't know how to listen.
And then a few hours Bill sends

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me an article that Tom Friedman or
the New York Times again commenting on the

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same issue, that we have a
poverty of dignity. In other words,

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the under issue is is that we
can give people jobs, we can give

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them money, but they don't feel
valued. And what we need to do

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

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issue that is under the surface of
all the frustration, all the social unrest.

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People don't feel valued, They feel
used. And when you don't feel

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

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So Tom Freedman's article, and Tom
goes on to say, after the

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eloquently talks about the poverty of dignity, is he talks about the need for

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deep listening. Okay, Now that
is as you know, the nonprofitsenter I

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have for the last ten years,
we've been taking to communities, anti United

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States Air Force all over the country, the skills of empathetic listening, so

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we can begin to see not the
superficial aspects of people, but the beauty

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of every human being that God created. So Tom kind of just put all

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the pieces together eloquently, and it
was profound meaningful to me to see somebody

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of Tom Stubston's see kind of the
issue beyond kind of superficial demonstrations, protests

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issues. It's a deeper issue.
You know, we have a poverty of

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dignity, and that is until we
address that, we are simply putting band

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aids on cancer. Okay, you've
got to get to the point that people

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feel valued and they feel more comfortable
valuing others. What a great way to

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start up. So what you've done
so beautifully is really presence the enormity of

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the problem and the opportunity here,
which is exactly where I wanted you to

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start. So look at you today. You are an incredibly accomplished man.

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You've done some really remark couple things
with your team over the last several decades,

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but you've along the way had some
really what I would call arresting insights

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and experiences that have helped make you
into who you are, and I wanted

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to share it with our listeners and
viewers because looking at you today, it

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can be kind of intimidated to go, how can I become a guy like

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that? Right? So I want
to share a few of the really key

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things that happened for you along the
way that I read in your book and

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then I've gotten from some of our
conversations, and I know one of them

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is when you were in college,
she became a parent, and there was

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something about that experience that opened something
in new radically altered the way you were

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living and working. What happened and
why is parenthood so important to you?

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You know? I found out my
sophomore year a girl that I had dated

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in high school we went to colleges
nearby, that she became pregnant and we

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immediately got married. And I was
prior to that, I was a very

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average student. I mean I barely
made grades, you know. My first

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year was very awkward at Cornell College
in Iowa, and I transferred to Indiana

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barely with grades a transfer and I
was a very unfocused, normal kid,

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okay, with no drive other than
you know, and when you find yourself

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all of a sudden being a parent
and possible for other lives. I don't

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remember thinking this, but my behavior
said this. All of a sudden,

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I went from at best a C
student to a straight A student okay,

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And it gave me purpose. It
gave me mean because I had the responsibility

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of other lives in my hand.
Again, nobody sat down and said,

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Bob, you need to do this. It just that responsibility came to me

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and my behavior validated because I started
studying, I started getting straight a's.

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I worked hard in the summer to
earn income to stay in college. So

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I always say, for my greatest
challenges became my greatest personal growth. Had

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

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on education, what I would have
gotten out. 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 a class class

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

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liked, but I was going nowhere
and that gave me focus. So I

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always say to people, for my
greatest challenges behind my greatest personal growth.

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That's good responsibility for my life and
making something of that. Mm hmm.

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That was so important, right because
I do I do tend to believe that

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the only way we grow is through
severe discomfort or pain. Doesn't happen we

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we're compably seated on the couch or
watching movies. Just never happens. So

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

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your father at a very way miller, and you got increasing responsibility, did

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some 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 that one.

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

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about another blind siding 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,

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went to Michigan and got an MBA. So I have a very traditional business

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

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my dad realized. So we had
not had a good relationship. We just

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you know, my dad worked hard
and I was more related to my mom.

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

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

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And my had some health issues and
he had some struggles running this one hundred

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year old family company that he stepped
into in nineteen fifty three, and so

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my dad started calling me and asking
me over to help him with decisions.

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And one day he said to me, would you consider working at Barry wey

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Miller. I need somebody I can
trust. So my title and I never

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

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a lot of you know, financial
stuggles. But I was just at a

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point in time my career I was
willing to take that. So I stepped

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into Barry Weimler with the title somebody
my dad could trust. Okay, million

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dollar company, financially weak, old
technology that my dad had kept alive since

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he invested in the fifties. So
anyway, I worked with my dad for

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six years, but he was tired, physically tired from his years of hard

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work and he just handed me things
every day. So the beauty is at

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least as I had a six year
management development program self created. I worked

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in manufacturing. I worked in sales, I worked in customer service. I

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worked an engineering all by my initiative. So when I woke up one day

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and found out my dad had died
of a heart attack. The night before

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at dinner, he had said to
me, Bob, you're virtually running the

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

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thing he said to me before he
died surprise at a heart attack. And

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so the point is I was ready
to take this on and again, second

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crisis, my dad. I'm thirty
years old. And the first person I

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

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

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

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

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

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whole that business and in the nine
I ran it nine months of the first

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twelve months because my dad was alive. For the first three months of our

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financial year, we had the most
profitable year in our history. Okay,

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because I had again this a little
bit the stimulus the 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 development

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

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

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somewhat in response to my challenges again
I want to be responsible, grabbed to

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that company and began building. So
again that's how I began again very challenged,

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eighteen million dollar business, financially,
very weak, but it gave me

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the challenge and the opportunity to really
invest myself one thousand percent in every aspect

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and trying to create a future for
the people of the business, to stakeholders

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of the company. So that's how
it began. Okay, So that's amazing,

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right, And it's so important to
talk about the adversity and what was

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dropped into your lap. And then
along the way, what I think is

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amazing is today you measure success at
very wemail or by the life that the

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touch, by the way you touch
the lives of people. But that wasn't

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always the case. As you say
in your book and in our conversations,

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you had a lot of lessons that
you had to learn away from classic business

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management. And from what I could
tell about, there's at least three things

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in your book that are pretty important
that became touchstones or or resting insights for

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you that I'd love for you to
share a little bit about with our listeners.

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And so the first one that i'd
people are in the right order,

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But one of them was the nineteenth
cent and a March madness conversation with that

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company, and you discovered that you
were having so much fun at seven thirty

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

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fund perage stopped, and you made
you notice that. So that's one of

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

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

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traditional focus on business, where all
the tools layoffs, downsizing, cutting costs,

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you know, those are all just
the tools were taught. Those were

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what I experienced business that when you
went to meets with other people, we

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all talked about right sizing, down
sizing, and eliminating waste, et cetera.

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And and so my first half of
my career is to find by it.

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But I was in nineteen ninety seven, so about twenty years into my

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career, and I started acquiring companies, and I had an opportunity to buy

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a major company in South Carolin,
about a fifty million dollar company. It

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was significant to me. I flew
down there to be there. And in

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March of nineteen ninety seven. Member, I know what happens in March.

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Yeah, right, So I walk
in to have a cup of coffee before

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the office opens. I'm just you
know, I'm just having a cup of

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coffee. Have nothing on my mind
other than this is my first day in

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this new job. Nobody knew me. I didn't know them, and they

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were talking about what teams want,
where they were in the office pool in

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terms of March madness, and they
were having fun. Again, I don't

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remember any of this at the time, as I reconstruct how I possibly had

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that experience, I was able to
see this and so at the closer it

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got to eight o'clock, you could
just see the fun go out of their

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body. What my mind said that
day is why can't work be fun?

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One call it worked, okay,
Why would people have more fun talking about

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something like winning fifty dollars or twenty
five dollars and then where they're going to

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spend eight hours a day there,
they don't enjoy it. And so what

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came of that is that I said
to myself that day, why can't business

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to be fun? Because that's when
people expressed their gifts the most, when

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they're having fun. And I began
that. I walked from that coffee area

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into a meeting with our customer service
team, which was a twenty one million

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dollar product line out of the fifty
million very important product line. I was

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going to meet with the team.
I had nothing on my mind but to

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meet with them, and out of
me popped because of what I'd experienced,

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never tried it, never thought of
it, number suggests. I said,

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We're going to play a game.
Whoever sells the most parts wins, and

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if the team makes the team go, the team wins. And all I

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

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

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they had twenty one reasons why it
would not work the way we're structured,

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organized, and I had twenty one
reasons why it would work, and we

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began and revenue jumped by twenty percent
and joy jumped by one thousand percent,

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you know, thirteen weeks later and
I went back and I said, I

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don't 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

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

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win individually. So that was that
was the birth of truly em and leadership.

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

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

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

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

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

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their families, they would talk to
their colleagues, they'd text each other at

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

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

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we began saying, what did we
learn here? What? How do we

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can't manage people? But we can
we can inspire people through games where they

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have fun. So it all created
by march madness. That was the first

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Okay. Now the second one was
that the master or the wedding pastor.

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Okay, So then that second bit
where you recognize that your pastor has has

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people for forty minutes each week,
but you have him for forty hours,

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and you had a recon You had
a realization about what to do with that.

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So say more about that. What
was the mentor of my church?

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Reverend Ed Salmon was an incredibly thoughtful
person. We had a vibrant young church

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because he just had this ability to
help see kind of meaning in life and

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look through the clouds and see the
sunshine. Think just I mean, our

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class was always full between church services. And one day at church after his

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

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Cynthia, and I said, Cynthia, ED has only got us for

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one hour a week. We have
people for forty hours a week. We

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are forty times more powerful to help
people live lives of meaning purpose than Ed

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can. I walked out of the
church. I could show you the spot

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the concrete I said that day something
I profoundly believed. I said, business

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could be the most powerful force for
good in the world if we simply cared

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about the people. We had the
privilege of leaving Kapralmannox pan of care for

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

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health and the way they treat their
family. So that was a second major

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

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

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profits, growth, and sales.
I never saw the human side of

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business. I saw people as functions
for my success. I never saw them.

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But that day at church, I
realized that business is the most powerful

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force for good in the world,
could be the most powerful force for good

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in the world. I love it, all of it. Okay. Then

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the third one happened at a winning
where where you're witnessing a fuck that you

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know give away his daughter and something
up in there. We're at their wedding,

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A good friend daughter was getting married, and as he was walking her

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down the aisle, I just you
know, I'm you can tell now I'm

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an observer of human behavior. I
was looking around this tent, this beautiful

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tent set up for the wedding,
and everybody's going and out, and how

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beautiful this young lady was, and
how proud his father. Her father was

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walking down the aisle at this ceremony. And when they got to the altar,

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my friend took the daughter of his
hand and said, her mother and

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I give our daughter to be led
to this young man. And he goes

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out and sitsts next to his wife, and they hold each other's hands to

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watch the ceremony continue. Again.
I had this all of a sudden realization,

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Oh my god, that's not what
having to walk two of my precious

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daughters down the aisle. I knew
that's what the father was told to say

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

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ceremony. What he wanted to say
every father wants to say. Look at

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young man. Her mother and I
brought this precious long lady into this world.

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We have given her everything we could
possibly give her so she can be

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who she's intended to be. And
I expect you, young man, as

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I expect her of you, that
you will allow her to can continue to

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grow to be the person she's intended
to be. Do you understand that,

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young man, That's what every father
wants to say as he gives his precious

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daughter when ceremony. And then I
went to the next step, which is

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the powerful it. All of a
sudden, I said to myself in the

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service, all twelve thousand people who
work for us around the world are somebody's

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precious child, just like that young
lady and young man who simply want to

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know that who they are and what
they do matters. And that day I

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no longer looked at people as functions. I didn't inter somebody as an engineer

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and account that's our receptionist, that's
my assistant. I realize they are somebody's

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precious child that's placed in my care. That is the most profound revelation.

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And the way these happen at least
you know from why can't business be fun?

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Businesses? The powerful force for good? That everybody somebody's presious child.

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The way these built And just took
this accountant from Ferguson and opened my eyes

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and my heart to the powerful force
for good in the world. Right now,

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Okay, that we in business,
if we simply cared about if we

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saw everybody in our organization is somebody's
precious child. We could profoundly change the

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world and begin healing the world instead
of breaking walk because remember before COVID nineteen,

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as I said, eighty eight percent
of all people, even in a

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good economy, felt they were for
a company that did not care about them.

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Okay, And we know for a
fact that the way the person you

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report you auld work is more important
to your health than your family doctor.

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And we know for a fact that
the person you report your work will have

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an impact on the way you go
home and treat your family, behave in

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your community, behave in your country. So there's that revelation that everybody's somebody's

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precious child. And when you look
at those people you interact with every day,

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whether it's the grocery store or the
supermarket, walking along the streets,

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not as a function, not as
an individual, not as some person on

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the street, but as somebody's precious
child, it affects the way you treat

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and react to them, because everybody
is somebody's pressure. They're not functions.

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And leadership is a privilege, it
is a quite Parenting is a privilege.

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We all take paranteing very seriously.
I'm going to remind your listeners. A

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lot of the ideas we have and
truly human leadership came from Cynthia and my

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stewardship of our six children. You
know, how do we know we're good

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parents? Well, I took it
seriously having six kids since and I went

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to classes, we tried to learn, and so much of what we've embraced

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with our leadership model is what I
learned in parenting. Because what is parenting,

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It's the stewardship of those precious lives
that come into our families through birth,

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adoption, second marriage that everybody takes
seriously. What is leadership the stewardship

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of those precious lives and those everybody's
pressure child that walks into our buildings somewhere

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in the world and simply wants to
know that they matter and we have the

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gift that will allow them to be
either intended to be and when you look

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and remember, I was interviewed by
Washington the University organizational and Professional organizational Development

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professors several years ago, and after
an hour and a half interview, they

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said to me, You're the first
CEO I've ever talked to that never talked

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about their product. I said,
in all due respect, We've been talking

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about our product for the last hour
and a half. Okay, I will

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not go to my grave proud of
the machinery we build, because we build

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a big capital equipment. I will
go to my grave proud of the people

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that built that machinery. Our people
are our product. Okay. We build

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great people because we care deeply.
We need an economic engine to build people.

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In our case, we build capital
equipment. Another place, we have

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hospitals. But when we look at
people as the focus, Okay, we

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begin with our fundamental responsibility for the
lives and pusteds list that creates a profound

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sense of responsibility for the time you
have those people in your care. I

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love every word of it. Bob, let's grab our break here. I'm

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00:25:17.480 --> 00:25:19.200
doctor Leis Cortez, your host.
We've been here with Bob Tapman. He

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00:25:19.279 --> 00:25:22.759
is the CEO of Saint Louis,
Missouri based Barry Way Miller, a three

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00:25:22.759 --> 00:25:26.559
billion dollar global capital equipment business with
more than twelve thousand heart counts, as

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00:25:26.559 --> 00:25:30.319
they like to call them. He's
also the co author, alongside doctor Rojasidia,

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00:25:30.400 --> 00:25:34.240
of Everybody Matters, The Extraordinary Power
of Caring for Your People That family.

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00:25:34.480 --> 00:25:37.440
He joined today from Wisconsin. We've
been talking a bit about just how

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00:25:37.480 --> 00:25:42.039
he became the truly human leader that
he is today. After the Rik,

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we're going to talk about how he
uniquely acquires companies and adopts them. Stay

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00:25:47.640 --> 00:25:52.440
with We'll be right back. Doctor
Relise Cortes is a management consultant specializing in

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00:25:52.519 --> 00:25:59.200
meaning and purpose and inspirational speaker and
author. She helps companies visioneer for greater

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00:25:59.240 --> 00:26:06.680
purpose amongst holders and develop purpose inspired
leadership and meaning infused cultures that elevate fulfillment,

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00:26:06.960 --> 00:26:11.960
performance, and commitment within the workforce. To learn more or to invite

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00:26:11.960 --> 00:26:15.680
Elise to speak to your organization,
please visit her at elisecortes dot com.

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00:26:15.960 --> 00:26:27.079
Let's talk about how to get your
employees working on purpose. This is working

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00:26:27.079 --> 00:26:32.519
on Purpose with doctor Elise Cortes.
To reach our program today or open a

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00:26:32.559 --> 00:26:40.200
conversation with Elise, send an email
to Aleise Alise at elisecortes dot com.

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00:26:40.359 --> 00:26:48.759
Now back to working on Purpose.
Thanks for staying with us, and welcome

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00:26:48.799 --> 00:26:52.400
back to working on Purpose. If
you're just joining us. My guest is

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Bob Chairman, who has recently been
named the number three CEO in the world

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in an INC magazine article and celebrated
for being very intentional about using his platform.

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A business near to build a better
world is the CEO of Saint Louis,

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00:27:03.759 --> 00:27:07.720
Missouri based Berry Waymoller, a three
billion dollar global capital equipment business with

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more than twelve thousand heart counts,
as they like to call them, not

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headcounts, but heart counts. I'm
your host, Alice Cortes. So for

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this last segment here, Bob,
I want to talk about two things.

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I want to talk about the very
unique way that you have acquired your adoptions

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over the last few decades, one
hundred and ten of them, and really

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00:27:25.200 --> 00:27:26.880
what you're doing when you acquire those
companies. And then I also want to

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talk a bit about the way you're
evangelizing truly human leadership in the world.

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00:27:32.319 --> 00:27:37.400
So your strategy about acquisitions. Talk
to us about maybe how it changed over

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00:27:37.759 --> 00:27:42.440
the years, but today it's really
about buying businesses that nobody even I guess

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00:27:42.480 --> 00:27:47.079
all along, buying businesses that nobody
else wanted, and putting them together thoughtfully.

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00:27:47.160 --> 00:27:52.599
Have a very unusual approach to do
this. Yeah, let me go

387
00:27:52.640 --> 00:27:57.200
back. I got my insights from
doing acquisitions by studying the guy named Chuck

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00:27:57.279 --> 00:28:00.359
Knighted. Them are selected to build
about it twenty four billion dollar company for

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00:28:00.480 --> 00:28:06.240
it A very kind of buying mature
businesses and mature industries and put them together.

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00:28:06.359 --> 00:28:08.160
Thoughtful. So I had watched this, I'd view 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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00:28:12.119 --> 00:28:17.960
made returnable bottle warshes for the brewing
industry and pasteurizes for the beer industry,

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00:28:18.759 --> 00:28:25.359
a very difficult old technology. And
in nineteen eighty four I looked at my

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00:28:25.440 --> 00:28:27.960
finance team and I said, guys, I'm proud of our history, our

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

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the future. I need to follow
the examples of amer Selectic and I need

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

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00:28:38.279 --> 00:28:42.599
said, Bob, great IDEA brilliant
problem. I said, what's that?

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

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00:28:45.920 --> 00:28:49.240
do you understand that? And again
I want you to just so happened to

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00:28:49.240 --> 00:28:55.559
my personality, which is eternally optimisy. This was a defining moment. I

402
00:28:55.559 --> 00:28:59.400
looked at my financing and I said, I didn't tell you that I needed

403
00:28:59.400 --> 00:29:03.559
money. I told you we need
to do acquisitions and unencumbered by the fact.

404
00:29:03.599 --> 00:29:06.599
It's like going shopping without a wall
of or credit card. Okay.

405
00:29:07.319 --> 00:29:11.200
I personally left that meeting determined to
start doing acquisitions with no experience, no

406
00:29:11.319 --> 00:29:15.440
money, and no credibility. And
so what do you buy when you have

407
00:29:15.960 --> 00:29:19.240
no money, no experience. Now, if you buy things nobody else wants,

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00:29:19.279 --> 00:29:23.319
they will virtually give you. So
I began in nineteen eighty five with

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a small acquisition in Denver, Colorado, Electrin's company, and I ended up

410
00:29:27.960 --> 00:29:34.279
patching together probably four or five acquisitions
between nineteen eighty five and nineteen eighty six,

411
00:29:36.119 --> 00:29:41.359
some in England, some over here, but virtually small, a British

412
00:29:41.440 --> 00:29:47.000
maker of dairy equipment for returnable dairy
bottles in England. It was just really

413
00:29:47.039 --> 00:29:51.759
a patchwork, but an idea surface
in nineteen eighty six. Then maybe we

414
00:29:51.799 --> 00:29:56.920
could spin off those acquisitions again,
all troubled companies and floated on the London

415
00:29:56.960 --> 00:30:02.119
Stock Exchange, which looked like a
million to one. But again determined,

416
00:30:03.200 --> 00:30:06.920
we set about that we had a
slight hope of doing that. We set

417
00:30:06.960 --> 00:30:11.720
ourselves about to do that, and
we had. We went from no chance

418
00:30:11.799 --> 00:30:17.759
to it was thirty five times oversubscribed, and Harvard wrote a case study on

419
00:30:18.599 --> 00:30:22.599
buying these broken little businesses patching them
together on the market. Loved it,

420
00:30:22.799 --> 00:30:26.759
okay, And again Harvard wrote a
case study. Darden post a case study.

421
00:30:26.079 --> 00:30:30.759
And so now again, now we've
done, We've got some experience,

422
00:30:30.799 --> 00:30:33.759
and now all of a sudden,
we paid off our debt. We're financially

423
00:30:33.799 --> 00:30:37.200
secure. We spun off two thirds
of our company. Now I'm left again

424
00:30:37.240 --> 00:30:41.279
with a twenty million dollar company.
Still own thirty percent of that public company.

425
00:30:41.400 --> 00:30:45.039
But I got this twenty million dollar
company that's again bow washes and pasturisers

426
00:30:45.079 --> 00:30:48.359
again. And I looked at it
and I said, okay, guys,

427
00:30:48.400 --> 00:30:52.119
we must have learned something. And
I spent nine months thinking about what I

428
00:30:52.240 --> 00:30:56.440
learned. And I learned that I
was pretty good at fixing broken businesses with

429
00:30:56.559 --> 00:31:00.440
certain characteristics. I'm not good at
buying a high tech company in a sexy

430
00:31:00.480 --> 00:31:06.759
market and going. And I felt
comfortable with businesses had problems like us that

431
00:31:06.799 --> 00:31:11.440
I'd fixed. So we started.
We had a vision of called strategy,

432
00:31:11.440 --> 00:31:18.079
growth of liquidity, that we would
grow and very purposely diverse products, diverse

433
00:31:18.119 --> 00:31:22.240
market. So I began doing acquisitions. Now I had money from the public

434
00:31:22.279 --> 00:31:26.400
offering, and we had a goal
of getting twe hundred million. That strategy,

435
00:31:26.440 --> 00:31:30.039
that business model designed that said I
won't be dependent on anyone customer,

436
00:31:30.039 --> 00:31:33.599
anyone market, or anyone technology because
I don't want to hurt our people or

437
00:31:33.640 --> 00:31:37.480
our stakeholders. Took us to three
billion today in one hundred ten acquisition.

438
00:31:37.559 --> 00:31:41.079
So it has been dramatically and our
share price again for your listeners, we

439
00:31:41.160 --> 00:31:45.559
have kind of a simulated market share
price privately hell company, but we have

440
00:31:45.640 --> 00:31:51.079
a share price we trade about twelve
times. Our ebitet has gone up over

441
00:31:51.160 --> 00:31:56.160
fifteen percent a year for twenty five
years because our acquisitions. I tend to

442
00:31:56.160 --> 00:32:00.279
buy things that most people don't want
to touch. They want everybody wants by

443
00:32:00.279 --> 00:32:04.519
a successful, fast growing company and
I so we have. We feel we

444
00:32:04.559 --> 00:32:09.079
have brought life and saved many companies
that had no future because they owners couldn't

445
00:32:09.119 --> 00:32:13.400
fix or didn't want to fix the
problems, and we could. You know,

446
00:32:13.519 --> 00:32:15.759
again, like a surgeon, the
surgeon is not going to do surgery

447
00:32:15.839 --> 00:32:19.400
unless you can see a way to
save your life. I don't acquire company

448
00:32:19.440 --> 00:32:22.039
unless I'm confident that I can save
the life of that company. So now

449
00:32:22.279 --> 00:32:27.960
now we have today again one hundred
ten acquisitions. We are now more comfortable

450
00:32:27.960 --> 00:32:31.480
by more successful companies, and we
have bought one, but we started and

451
00:32:31.559 --> 00:32:37.160
probably seventy out of one hundred and
ten acquisitions were struggling companies. But again,

452
00:32:37.240 --> 00:32:43.119
our share price is growing dramatically.
Our financial strecthors going because the answer

453
00:32:43.279 --> 00:32:46.000
really at least is I said,
we saw value where other people didn't see

454
00:32:46.039 --> 00:32:52.480
it. Problems caused us to have
to solve those problems or die. So

455
00:32:52.519 --> 00:32:57.119
we learned to solve what many people
thought were problems because we had to solve

456
00:32:57.119 --> 00:33:00.319
the while we were going to die. And so we took that skill applied

457
00:33:00.359 --> 00:33:04.400
it. For the first fifteen twenty
years we migrated more to also buying some

458
00:33:04.519 --> 00:33:07.559
very good companies that we feel we
can make better also, so it's allowed

459
00:33:07.640 --> 00:33:10.599
us. I always say the highest
level playing the game is when you can

460
00:33:10.599 --> 00:33:16.720
grow organically and through acquisitions. That
is the highest level of the game because

461
00:33:16.960 --> 00:33:21.920
it allows you to accelerate your growth, accelerate your access to markets. So

462
00:33:21.960 --> 00:33:28.279
we are today and again avers to
your listeners. The primary responsibility of a

463
00:33:28.319 --> 00:33:31.839
business leader is to have a ground
to give the people in their span of

464
00:33:31.920 --> 00:33:37.920
care a grounded sense of hope for
the future and comes from a business model

465
00:33:37.000 --> 00:33:42.400
that is robust. Our business model
in O eighto nine, when General Electric

466
00:33:42.559 --> 00:33:45.599
was tested in Saled, Bank of
America was challenged dramatic. Many companies collapsed.

467
00:33:45.920 --> 00:33:51.160
In oighto nine, our share price
went up eleven percent without letting people

468
00:33:51.240 --> 00:33:55.440
go despite orders. So our business
model was tested severely in O eighto nine

469
00:33:55.599 --> 00:34:01.079
and COVID. Our company is in
COVID operating very strongly and robustly right now.

470
00:34:01.440 --> 00:34:06.799
So it is a responsibility the leader
to make sure that you have a

471
00:34:06.960 --> 00:34:10.400
good business strategy to protect your people. There's an expression you need to get

472
00:34:10.400 --> 00:34:14.559
the right people on the bus.
I don't think it's quite right. I

473
00:34:14.599 --> 00:34:17.280
think the responsibility is to build a
safe bus, which is your business model,

474
00:34:17.760 --> 00:34:21.480
and then have drivers who are your
leaders, who know where they're going

475
00:34:21.519 --> 00:34:23.519
and how to get there safely,
and that anybody you invite on the bus

476
00:34:23.880 --> 00:34:28.679
is going to get there just fine. So the responsibility of a leader is

477
00:34:28.719 --> 00:34:31.880
to make sure you have a business
model like a bus that is safe,

478
00:34:31.960 --> 00:34:37.440
that you people feel safe, and
you test that through various circumstances so that

479
00:34:37.559 --> 00:34:42.039
you know that when you invite people
in your organization, they have a chance

480
00:34:42.079 --> 00:34:45.880
of having a meaningful life where they
can relax and play their best game knowing

481
00:34:45.920 --> 00:34:51.039
that they're with an organization that values
them. So that is a primary responsibilit

482
00:34:51.119 --> 00:34:55.719
leader to give your people a grounded
sense of hope for the future. So

483
00:34:57.079 --> 00:35:00.000
I fin understand it, right,
Bob. You have over thelast a few

484
00:35:00.079 --> 00:35:02.239
decades acquired more than one hundred and
ten companies, and if I have it

485
00:35:02.360 --> 00:35:07.280
right, you haven't. You haven't
sold off any of those companies. You

486
00:35:07.400 --> 00:35:09.800
kept them, all right. It's
kind of like something and I haven't decided

487
00:35:09.800 --> 00:35:14.199
to sell any of our kids or
grandkids, just the same thing. I

488
00:35:14.239 --> 00:35:17.639
got it. Well, seriously,
these are people. They're not businesses.

489
00:35:17.679 --> 00:35:22.440
They're people. You know, why
would you sell a business? Why would

490
00:35:22.440 --> 00:35:27.039
you know? So I adopt businesses. You know, it's like a church

491
00:35:27.079 --> 00:35:29.599
growing and opening up a church in
the town, you know. I mean,

492
00:35:29.960 --> 00:35:35.159
seriously, we just acquired a company
in Serbia, and the owners that

493
00:35:35.199 --> 00:35:38.719
we bought the company from. When
I landed in the Belgrave to visit the

494
00:35:38.760 --> 00:35:45.079
plant in February, they created a
van to pick us up in with a

495
00:35:45.199 --> 00:35:50.119
huge decal on the south which is
a picture of me with truly human leadership.

496
00:35:50.320 --> 00:35:57.159
Okay, I felt I opened a
church in Serbia. Okay, it

497
00:35:57.280 --> 00:36:00.480
was crowd to be acquired by a
company. And I'll tell you one other

498
00:36:00.519 --> 00:36:04.599
story. We bought a company on
the coast of France from a prominent French

499
00:36:04.599 --> 00:36:08.440
company. Our board was very concerned
with investments in France because the government's very

500
00:36:08.440 --> 00:36:14.159
involved in controlling businesses and controlling labor. And I flew over to hear that,

501
00:36:14.400 --> 00:36:17.480
because the workers' councils in France has
to vote in favor or not in

502
00:36:17.480 --> 00:36:22.480
favor of the acquisition. So we're
buying a French division of a prominent French

503
00:36:22.480 --> 00:36:25.960
company. And just picture me,
ugly American flies over sitting across the table

504
00:36:27.000 --> 00:36:30.440
from the workers council for this business. And they said, mister Chapman,

505
00:36:30.440 --> 00:36:34.079
and we went to Paris. We
talked to the workers council in Paris.

506
00:36:34.440 --> 00:36:37.159
We understand your values and we've studied
them, and we want you to buy

507
00:36:37.159 --> 00:36:40.559
our company. I felt a surge
of pride as an American and have this

508
00:36:40.679 --> 00:36:46.199
opportunity to work with these wonderful French
people. Then just imagine this sit on

509
00:36:46.199 --> 00:36:51.719
the table was a gentleman named Philippe, probably in his early sixties. He

510
00:36:51.840 --> 00:36:53.119
was on a works coounseil. He
looked at me and said, mister Chapman,

511
00:36:53.159 --> 00:36:58.000
could I say something? I said
sure, He said, mister Chapman,

512
00:36:58.079 --> 00:37:00.559
We've been waiting for you for thirty
nine years. And they began crime

513
00:37:01.800 --> 00:37:07.960
because governments can't create caring environments,
okay. And they saw our people in

514
00:37:08.039 --> 00:37:12.559
Paris where we have an operation,
they studied it and they wanted to be

515
00:37:12.639 --> 00:37:16.599
part of an organization that actually cared
about them. That is the hunger that

516
00:37:16.719 --> 00:37:22.760
exists in the world right now.
People feel used for somebody else's success.

517
00:37:22.119 --> 00:37:27.320
They do not go home feeling valued
and cared for, okay. And that

518
00:37:27.480 --> 00:37:30.320
is the issue we face in the
world. It's not just an American issue.

519
00:37:30.360 --> 00:37:32.960
We operate all over the world.
This is a universal issue. We

520
00:37:34.079 --> 00:37:37.800
have not taught leaders to care.
We've taught leaders to use people for financial

521
00:37:37.800 --> 00:37:42.599
success. They may be nice people, but you know this is business,

522
00:37:42.639 --> 00:37:45.639
just business, right, It's not
just business, it is people. That's

523
00:37:45.679 --> 00:37:51.079
where they spend forty hours a week. So we adopt organizations. And I

524
00:37:51.119 --> 00:37:53.679
couldn't stand before a group of people
and say now we're going to sell you,

525
00:37:53.679 --> 00:37:55.800
because you know you're not going to
do that. Much in the future

526
00:37:55.840 --> 00:38:00.239
and something I mean, we adopt
companies, We look at the people and

527
00:38:00.280 --> 00:38:04.679
we say, welcome to the family. Now let's go do good things well.

528
00:38:04.719 --> 00:38:07.920
And the way that you do this, Bob, I was so I

529
00:38:07.039 --> 00:38:10.239
read every single word was hanging every
single word that I read in your book

530
00:38:10.239 --> 00:38:14.880
about the way that you go into
a company and you share your culture,

531
00:38:15.000 --> 00:38:16.400
your vision of how it is that
you operate with them, and of course

532
00:38:16.440 --> 00:38:20.920
they're always like, no way,
that's not possible, that's pyeing the sky,

533
00:38:21.000 --> 00:38:23.719
Disney or something can't be right.
And then you enroll them into this

534
00:38:23.800 --> 00:38:29.480
whole space and you teach them your
ways and you develop them, and you

535
00:38:29.519 --> 00:38:31.960
don't bring in new people and replace
the people that came with the business.

536
00:38:32.000 --> 00:38:36.559
So talk a little bit about the
way that you come in and acquire and

537
00:38:36.639 --> 00:38:42.400
adopt your company. Well, the
first thing we do is that when they

538
00:38:42.400 --> 00:38:47.960
have the privilege of inviting another group
into our family, as is appropriate,

539
00:38:49.239 --> 00:38:52.159
you know, I will make an
effort to fly out and sit down with

540
00:38:52.239 --> 00:38:55.159
a diverse group of people, Okay, and it could be a union,

541
00:38:55.199 --> 00:38:59.719
non union, it could be the
office to plant just a diverse group of

542
00:38:59.719 --> 00:39:04.519
people. Well, that kind of
represents the body of the organization, and

543
00:39:04.559 --> 00:39:07.480
I will share with them our guiding
principles of leadership. This is what we

544
00:39:07.679 --> 00:39:13.599
believe in. We are going to
try to validate to you that we not

545
00:39:13.639 --> 00:39:17.679
only believe in that, that this
is what we practice. And I walk

546
00:39:17.760 --> 00:39:22.960
through those values. I asked for
questions, and it's amazing what people will

547
00:39:22.960 --> 00:39:27.639
tell me. And then along the
journey we ask people to say, what

548
00:39:27.679 --> 00:39:30.760
are we doing well and what can
we do better? So constantly trying to

549
00:39:30.840 --> 00:39:34.519
listen to them to show that we
care. And so when we invite them

550
00:39:34.519 --> 00:39:37.960
in, I mean growing men and
women will cry when we buy the company

551
00:39:38.000 --> 00:39:42.000
because one lady said, I never
thought I was going to get to work

552
00:39:42.000 --> 00:39:45.199
for a company that cares about me. Okay, she cried. She just

553
00:39:45.320 --> 00:39:51.679
never thought in her life. And
so there's such a hunger for respect and

554
00:39:51.719 --> 00:39:55.320
dignity in this country that we could
give them for free. We don't need

555
00:39:55.360 --> 00:40:00.320
to pass laws, we don't there
reason rat taxes. We just need look

556
00:40:00.360 --> 00:40:04.599
at those people. We have the
privilege of leading as somebody's precious style and

557
00:40:04.679 --> 00:40:07.840
knowing that the way we lead them
will affect their health and their marriage and

558
00:40:07.840 --> 00:40:12.119
the way they behave in this country
okay, that is and you know it's

559
00:40:12.159 --> 00:40:15.239
Simon Senek who I'm going to share
with it a profound statement. Simon Senec

560
00:40:15.440 --> 00:40:21.360
and studying Barry Rambler and studying the
Marines, he came to the following observation.

561
00:40:21.840 --> 00:40:24.639
In the military, we honor those
who give themselves in the service of

562
00:40:24.679 --> 00:40:30.280
others, and in business we give
bonuses to people who sacrifice others and for

563
00:40:30.360 --> 00:40:34.840
the service of themselves. He said, why if we can teach military leaders

564
00:40:35.639 --> 00:40:38.559
that officers need last, In other
words, your primary responsibility as those young

565
00:40:38.599 --> 00:40:43.760
men and women in your care,
why can't we teach business leaders your primary

566
00:40:43.800 --> 00:40:47.280
responsibility is the men and women in
your care. Your primary responsibility is that,

567
00:40:47.760 --> 00:40:52.800
which is what the COO round Table
was moving towards before COVID nineteen,

568
00:40:52.400 --> 00:40:59.000
recognizing that there's a lot of concern
is capitalism good for our society, a

569
00:40:59.000 --> 00:41:05.800
lot of dialogue about socialism because people
don't feel capitalism is helping the masses,

570
00:41:05.840 --> 00:41:08.679
it's helping the few, and they're
trying to expand this. So we know,

571
00:41:09.239 --> 00:41:14.320
because again we didn't think we had
anything special. We just evolved through

572
00:41:14.320 --> 00:41:17.159
these experients, these revelations, I
told you, And so it was only

573
00:41:17.159 --> 00:41:22.360
when Simon Senek came in and because
he had heard about it, and he

574
00:41:22.000 --> 00:41:24.760
spent a day, two days talking
to our people, and he said,

575
00:41:25.239 --> 00:41:30.239
I am no longer a nutty idealist. I have just seen what I dream

576
00:41:30.320 --> 00:41:34.639
of. I dream of being able
to walk down any street in any town

577
00:41:34.679 --> 00:41:37.000
in this country and tap anybody in
his shoulder and say do you like your

578
00:41:37.079 --> 00:41:39.400
job? And they say no,
I don't like my job. I love

579
00:41:39.519 --> 00:41:44.000
my job. That's the world.
Simon dreads them, and his statement is,

580
00:41:44.239 --> 00:41:46.639
if it exists, it must be
possible. So he said he's no

581
00:41:46.719 --> 00:41:51.760
longer a nutty idealists because he saw
when he talked to our people. And

582
00:41:51.800 --> 00:41:54.599
then Bill Uriy of Harvard, a
world peace negotiator, comes in because Simon

583
00:41:54.599 --> 00:41:57.519
Senek says, you got to see
this place. You got to see this

584
00:41:57.559 --> 00:42:00.239
bus. So Bill flies in,
does kind of or Simon did? And

585
00:42:00.239 --> 00:42:04.559
Bill stands up in front of me, this amazing world peace negotiator and says,

586
00:42:05.519 --> 00:42:07.239
Bob, I just saw the answer
to world peace. And I said,

587
00:42:07.320 --> 00:42:12.199
what, You walked into a manufacturing
plants in Wisconsin and you saw the

588
00:42:12.199 --> 00:42:15.679
answer to world piece said, yes, I saw a place where people genuinely

589
00:42:15.719 --> 00:42:21.880
care for each other. Coming from
a World peace negotiator sitting down talking with

590
00:42:21.960 --> 00:42:24.360
people, and Ross Soodi and my
co author said he saw grown men and

591
00:42:24.400 --> 00:42:30.199
women cry and tear up just trying
to say what it meant to be a

592
00:42:30.199 --> 00:42:34.480
part of an organization that truly sent
a message we care about you, Okay,

593
00:42:34.679 --> 00:42:37.840
not just a customer. Customers not
number one. Okay, it's not

594
00:42:37.920 --> 00:42:40.719
the shareholders. Our people are our
primary responsible now. We have to do

595
00:42:40.760 --> 00:42:45.320
a lot of things right to be
good to our people. So anyway,

596
00:42:45.400 --> 00:42:49.559
it's we invite people, we share
our guiding prints to the leadership, our

597
00:42:49.599 --> 00:42:52.719
overriding statement as we measure success by
the way we touch the lives of people.

598
00:42:53.199 --> 00:42:58.480
Okay. I came to that observation
about ten years ago when we were

599
00:42:58.480 --> 00:43:00.599
doing a video. Somebody said you
needed a video of your company and capture

600
00:43:00.599 --> 00:43:04.920
the culture. So our team marketing
team was doing and they came in and

601
00:43:05.000 --> 00:43:07.159
said, mister Chadwick, getting near
the end of the video, we kind

602
00:43:07.199 --> 00:43:09.440
of capture all these moments. But
how we want to talk about success and

603
00:43:09.480 --> 00:43:13.719
growth. We want to and it's
about the time of Enron and the scandal

604
00:43:13.719 --> 00:43:17.960
of Enron, And I said,
you know, Enron had beautiful statements on

605
00:43:17.960 --> 00:43:22.280
the wall. They just didn't live
those statements. We are not going to

606
00:43:22.280 --> 00:43:23.559
put them on the wall. We're
going to put on people's heads and arts.

607
00:43:23.599 --> 00:43:28.719
And I began going around operation operators
and this is what we believe in,

608
00:43:29.239 --> 00:43:34.119
how are we doing? And people
got emotional. They expressed some of

609
00:43:34.159 --> 00:43:37.239
the areas we were inconsistent. You
know, we had the people on the

610
00:43:37.280 --> 00:43:39.679
floor and the people in the office, we had hourly people. We have

611
00:43:39.760 --> 00:43:45.559
always ways of referring to human beings
hourly salary, you know, engineer,

612
00:43:45.840 --> 00:43:49.719
and when you look at them as
everybody's personality, try and treat them with

613
00:43:49.760 --> 00:43:53.400
compassion and care and try and give
them good future. It's amazing how people

614
00:43:53.559 --> 00:43:57.239
will feedback to you what it means
to them in their life. Okay,

615
00:43:57.679 --> 00:44:00.480
so again, ninety five percent of
the feedback when we transform managers in the

616
00:44:00.599 --> 00:44:06.360
leader is how it affects their marriage
and their relations. Super digil. Okay,

617
00:44:06.400 --> 00:44:08.280
so we're coming to the very close
of the show already about evaporated.

618
00:44:08.320 --> 00:44:10.800
But the last thing I really want
you to talk about because this is I

619
00:44:10.800 --> 00:44:14.800
think this is one of the things
that makes you really really different and unique,

620
00:44:14.800 --> 00:44:19.599
and one is you're focused on trust
and empathetic listening. But you talk

621
00:44:19.639 --> 00:44:22.480
about trust as being the foundation of
leadership, and you say, if you

622
00:44:22.480 --> 00:44:24.880
trust people, it will trust you
back. If you engage them in creating

623
00:44:24.880 --> 00:44:29.599
a shared vision for the future of
the enterprise and then give them freedom to

624
00:44:29.679 --> 00:44:32.239
act in support of that vision,
it would do so responsibly and creatively,

625
00:44:32.360 --> 00:44:37.800
enthusiastically. Ordinary people can do extraordinary
things if you create the right culture in

626
00:44:37.840 --> 00:44:40.320
a sustainable business model. Would you
speak to that because that is so different

627
00:44:40.320 --> 00:44:45.320
from what normal acquisitions do? You
know? I think you have to understand

628
00:44:45.400 --> 00:44:50.360
my basic parent tendency is to trust
people. I would hate to live in

629
00:44:50.360 --> 00:44:52.360
a world where I didn't feel I
was with people I could trust, Okay,

630
00:44:52.440 --> 00:44:55.960
So when I meet somebody, I
would tend to start by trusting them,

631
00:44:57.039 --> 00:45:01.800
okay. And so the foundation of
our culture is to trust the people

632
00:45:02.400 --> 00:45:06.199
and give them an opportunity who they
can be who they're intended to be.

633
00:45:06.400 --> 00:45:09.119
And again again, I want you
to see, one of the key things

634
00:45:09.159 --> 00:45:15.320
we teach out leadership is the foundation
for trust is value, okay. And

635
00:45:15.360 --> 00:45:21.119
we teach people empathetic listening. It's
a free day, intense course where everybody

636
00:45:21.159 --> 00:45:25.639
has the chance to take it,
and it makes a profound impact on people.

637
00:45:25.719 --> 00:45:29.920
So I would say to you,
the core of this culture that we've

638
00:45:30.000 --> 00:45:34.440
now become known for, truly in
the leadership, begins with teaching people how

639
00:45:34.480 --> 00:45:37.559
to care for each other. You
could tell your listeners all day, we

640
00:45:37.599 --> 00:45:38.760
need to care for each other more, we need to live in a society

641
00:45:38.800 --> 00:45:42.400
work care. They say, sure, I agree, but I don't know

642
00:45:42.440 --> 00:45:45.519
how to care and what does it
mean? So I have a food drive,

643
00:45:45.599 --> 00:45:49.239
so I donate to charity. Well, we don't take people who care.

644
00:45:49.320 --> 00:45:52.079
We teach people to listen to each
other. And David vonnimol And,

645
00:45:52.079 --> 00:45:57.000
who developed this for us, was
brilliant because I find it it's the foundation

646
00:45:57.159 --> 00:46:00.480
to trust. When you feel valued
by somebody listen to you. I thought,

647
00:46:00.719 --> 00:46:04.119
at least if I cared for somebody, I should go talk to them.

648
00:46:04.320 --> 00:46:06.960
It turns out, when you care
somebody, you go listen to them

649
00:46:07.000 --> 00:46:12.559
with empathetic listening skills, and you
profoundly validate them and earn their trust because

650
00:46:12.559 --> 00:46:16.719
they feel valued so trust. As
a result, we didn't go at this

651
00:46:16.880 --> 00:46:22.480
to try and get people to trust
us. We behaved in a way that

652
00:46:22.559 --> 00:46:27.559
showed we cared, and trust was
the outcome of our behavior. We offered

653
00:46:27.599 --> 00:46:30.559
people classes to learn. We started
feeding the hungry, the people. You

654
00:46:30.559 --> 00:46:34.199
know, we wanted the people to
take the classes who wanted to learn the

655
00:46:34.199 --> 00:46:37.559
most. Our goal was that everybody
in the leadership position would have the skills

656
00:46:37.599 --> 00:46:42.880
of empathetic, lessing and the other
skill that it's really important that I want

657
00:46:42.880 --> 00:46:46.400
you to listeners here, so we
also teach recognition and celebration. We have

658
00:46:46.440 --> 00:46:51.440
a society right now that focuses on
the brokenness of the world. All you

659
00:46:51.480 --> 00:46:53.159
have to do is turn the media, any media outlet, and you can

660
00:46:53.239 --> 00:46:58.599
see the brokenness in every part of
our world. What's it like to be

661
00:46:58.719 --> 00:47:00.519
inundated with the brokeness the world every
day? You know what it says,

662
00:47:00.599 --> 00:47:07.679
you can't trust anybody in our organization. We start with the foundation of individuals.

663
00:47:07.719 --> 00:47:10.119
We trust you, We give you
responsible freedom, we share with you

664
00:47:10.159 --> 00:47:14.800
where we're going, and we value
you. So trust is an outcome,

665
00:47:14.960 --> 00:47:19.159
not our goal. Okay, people
said they feel valued, they trust us,

666
00:47:19.679 --> 00:47:23.519
and so it trust as a result
of showing that you care, that

667
00:47:23.599 --> 00:47:28.519
you want people to be who they're
intended to be, that they're safe within

668
00:47:28.599 --> 00:47:30.480
your care, and that they can
be you know, they can grow and

669
00:47:30.639 --> 00:47:35.159
prosper in your company. So trust
is an outcome and that was that's what

670
00:47:35.239 --> 00:47:37.920
we did, and we didn't again, we didn't start by time to get

671
00:47:37.960 --> 00:47:43.159
people to trust us. We try
to behave in a way that showed that

672
00:47:43.239 --> 00:47:46.800
we respected them, and trust was
the outcome of our behavior and our bringing

673
00:47:46.960 --> 00:47:52.800
leadership fundamentals to them, them feeling
safe for all these years to operate without

674
00:47:52.880 --> 00:47:57.119
you know, having to hurt people. People feel a dramatic difference. I

675
00:47:57.119 --> 00:48:01.719
mean, just again, Simon Sente
bailiure. I mean the people that have

676
00:48:01.800 --> 00:48:06.480
been into our company from all over
the world now, the McKenzie people,

677
00:48:06.519 --> 00:48:12.159
the Harvard people. They are visually
startled at the way people in our country

678
00:48:12.199 --> 00:48:15.880
feel when they feel in an organization
where they can trust the leaders in terms

679
00:48:15.880 --> 00:48:20.079
of having their best interests at arety. Oh Bob, it's so beautiful.

680
00:48:20.480 --> 00:48:22.280
We're out of time, but I
want to give you the last word and

681
00:48:22.400 --> 00:48:25.559
say, thirty seconds through less what
we going to leave our listeners and viewers

682
00:48:25.559 --> 00:48:31.880
with today. We face some really
serious issues in this country before COVID nineteen,

683
00:48:32.039 --> 00:48:36.960
amplified by COVID nineteen, further amplified
by the social arrest, and then

684
00:48:37.119 --> 00:48:43.880
on top of that, the discourse
politically we need to give people a sense

685
00:48:43.920 --> 00:48:47.880
of fulk, and we have as
business leaders, as leaders of nonprofit hospitals,

686
00:48:47.920 --> 00:48:52.760
the military, we have the chance
to profoundly change the issues. We

687
00:48:52.800 --> 00:48:58.280
don't need the government to pass laws, raise taxes, change parties. We

688
00:48:58.559 --> 00:49:01.679
just as leaders of every type of
organization in this country. We just need

689
00:49:01.719 --> 00:49:06.320
to look at those people in our
span of care as somebody's precious child and

690
00:49:06.440 --> 00:49:08.639
make sure that we are doing everything
we can do to give them a future

691
00:49:08.760 --> 00:49:14.280
so they can trust us, they
can be good stewards of their families,

692
00:49:14.480 --> 00:49:19.199
behave properly in their community, because
we've done self destructing for economic gain and

693
00:49:19.239 --> 00:49:22.639
we have not got human gain,
which we desperately need. Be in harmony

694
00:49:22.639 --> 00:49:25.559
with economic game. So we could
deal with these issues tomorrow. We don't

695
00:49:25.599 --> 00:49:30.800
need to change political parties, raise
taxes. We could do it tomorrow by

696
00:49:30.880 --> 00:49:35.119
simply looking at the people in our
spanic care as somebody's press child and saying,

697
00:49:35.280 --> 00:49:37.519
are we being the leader that they
need they deserve so they can be

698
00:49:37.599 --> 00:49:43.079
their intended to be. So looking
at that responsibility from a different lens is

699
00:49:43.119 --> 00:49:45.840
the key to the issues we face
in this country, and we need to

700
00:49:45.840 --> 00:49:49.320
look for the goodness and hold it
up and encourage people. This is the

701
00:49:49.360 --> 00:49:52.360
way we are called to be.
Bob, I brought you on the show

702
00:49:52.400 --> 00:49:57.920
because I absolutely one thousand percent believe
in your message and what you're saying.

703
00:49:57.960 --> 00:50:00.280
I echo it and I want to
just spread it. So thank you very

704
00:50:00.360 --> 00:50:02.679
very much for being on the show
and sharing your perspective with us. It's

705
00:50:02.719 --> 00:50:07.159
been an honor and a treat.
Thank you. I so much need people

706
00:50:07.239 --> 00:50:10.760
like you with your voice around the
world so we can create a movement,

707
00:50:10.840 --> 00:50:15.239
because I'm called to make sure that
this does not die with me. Absolutely.

708
00:50:15.760 --> 00:50:19.119
Listeners and viewers, if you want
to learn more about Bob Chapman and

709
00:50:19.159 --> 00:50:22.960
the work that they're doing with Truly
Human Leadership, go to there's a couples

710
00:50:22.960 --> 00:50:25.360
echen good. You can go to
Bob Chapman dot co, or you can

711
00:50:25.400 --> 00:50:30.679
go to Truly Human Leadership dot com. Last week, if you missed the

712
00:50:30.719 --> 00:50:32.519
live show, you know it's got
to be being reported podcast. We were

713
00:50:32.519 --> 00:50:37.079
on the air with Jeff Lovejoy talking
about his passion newly birth in the pandemic

714
00:50:37.159 --> 00:50:39.920
called leader Equips, which is a
weekly series of short leadership listons aculity.

715
00:50:39.920 --> 00:50:45.039
Over his thirty years career in sales
Leadership next weekly on the air with Elizabeth

716
00:50:45.119 --> 00:50:49.480
Lotardo talking about her book Selling with
Noble Purpose, how to drive revenue and

717
00:50:49.519 --> 00:50:52.239
do work that makes you proud.
See you and there. Remember that works

718
00:50:52.239 --> 00:51:00.079
at least a third of our life. So let's work on purpose. We

719
00:51:00.199 --> 00:51:02.840
hope you've enjoyed this week's program.
Be sure to tune in too Working on

720
00:51:02.960 --> 00:51:07.880
Purpose featuring your host, doctor Elise
Cortes, each week on the Voice America

721
00:51:07.960 --> 00:51:15.840
Empowerment Channel. Together, we'll create
a world where business operates conscientiously, leadership

722
00:51:15.960 --> 00:51:21.480
inspires impassioned performance, and employees are
fulfilled in work that provides the meaning and

723
00:51:21.519 --> 00:51:24.920
purpose they crave. See you there, Let's work on purpose.