Are You a Leader Worth Following?

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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.

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Welcome back to the Working on Purpose
program. Thanks for tuning in again this

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week. Great to have you.
I'm doctor Elise Cortez, your host.

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Like joining alive from Dallas, Texas, which is home base for me.

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By wave introduction, I'm a management
consultant specializing and meeting and purpose organizational,

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local therapist, inspirational speaker, social
scientist, and author. There are many

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ways we can work together. Check
out at last Cortez dot com and Gusto

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dash Now dot com to learn how
and also there are some free resources I

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put there for you to download and
enjoy. On this week's program. With

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us today is Tim Spiker, who
has been passionately investigating leadership effectively since nineteen

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ninety nine. He's the author of
the book The Only Leader's Worth Following and

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the founder and president of the Aperio, where he and his team help people

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become be and stay leaders who are
actually worth following. We'll be talking about

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the criticality of doing deep self work
to become an effective leader, discuss the

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two most important aspects of being an
effective leader, and how being a leader

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worth following translates to bottom line business
results each on today from Atlanta, Georgia,

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tam Welcome to Working on Purpose.
Thank you, doctor Cortez. Really

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excited to be with you and your
audience today. Absolutely, I loved your

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book, as you could tell.
It's so well organized, it's PUNCHI it's

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I aligned with it. So I
want to start with You're welcome, it's

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well done. I want to start
with what I considered to be a really

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pretty key message from your book.
You tell me if I missed it entirely,

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But it seems to me that the
harder your book is really you say

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that an unexamined life is not worth
following. Oh that's just good. You

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know there are sometimes I never fashioned
myself as an author, and I say

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that I spent I think I've visited
the library twice. In college, I

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was an engineering student, and so
I didn't really spend a lot of time

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in the library. But as I
set out on this endeavor to capture this

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research and talk about these things,
there are occasionally some moments in the writing

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process where something comes out of the
pen or as it were, out of

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the keyboard, and you almost pause
yourself, not because you think you're so

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awesome, but you're like, wow, I need to listen to that too,

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and you've keyed in on. Probably
one of the most favorite things that

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emerged out of the writing process for
me is this idea that we that an

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unexamined life is not worth following.
And so, you know, when we

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think about the impact that leaders have
on our lives, you know, the

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subtitle of the book ends with and
how the quality of our lives hangs in

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the balance. So there's those balance
sheets, profit loss statements, and all

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of those things are deeply impacted by
leadership, but so is the quality of

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our life. And we go home
at night and we're having those kitchen table

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conversations with our family and friends,
and so it really makes sense that we

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would want to be following leaders who
have done the hard inner work to really

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understand who they are, to really
understand what they're all about, so that

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that could be somebody that we could
ultimately trust. But when that examination doesn't

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happen and leaders are just reacting without
having done some of that more developed inner

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work in terms of who they are, then we can oftentimes end up with

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the result that we're not excited about. Totally agree, and we're going to

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dive into that in fact, just
to really really start unjuicing it up,

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if you will. From what you
talk about here, and I think this

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is so great. You actually distinguish
in the book that who and what leadership

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is for a person. You say
that three quarters of your effectiveness as a

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leader comes from who you are,
not what you do. Yes, so

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three quarters sounds like like I went
and had a hot dog one day and

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look up at the sky and like, is it about three quarters? And

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uh, I want to burst that
idea pretty quickly. The actual number,

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if we're going to be scientifically accurate, is seventy seven percent. Seventy seven

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percent of your effectiveness as a leader
comes from who you are, not what

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you do, and I'll share with
you how that number was discovered. I

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was working with a small boutique consulting
firm and we would have our clients up

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to the west side of Pike's Peak
in Colorado here in the United States for

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a week at a time, and
we gave them mysterios of assessments and we

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were looking for linkages between those assessments. Is there some kind of magical connection

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between personality, natural ability and leadership
performance? And so my colleague, Vanessa

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Kailie, she was our resident number
country at the time, and she said,

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I'll take that we had enough data, and she said, I'll take

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the data and I'll take a look. And I remember, like yesterday,

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I went into her office late in
the evening. She said she had the

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results. I said, what did
you find? She said, she said

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nothing, because we didn't find anything. There was no correlation between personality,

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natural ability and leadership performance. And
as I turned to go out of her

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office, she said, but we
did. We accidentally found something that we

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weren't looking for, and that surely
got my attention. And I turned around

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and went back in and said,
what did you find? She said,

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well, on our leadership three sixty, we had eight different categories, and

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if you just think about a pizza
sent into eight pieces, any two pieces

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of that pizza should be worth twenty
five percent. And when she ran the

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numbers, the statistical software found that
just two areas were responsible for seventy just

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under seventy percent. She ran the
data a few years later with ten times

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the data point and it went up
to seventy seven percent. And so that's

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how this discovery was made, is
we stepped back and we looked at those

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two categories and said, ultimately,
what's special about those two? Why are

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these two were so much more than
the other six combined? And about three

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years later the light bulb went off. I look up saving everybody time.

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You don't have to wait three years
to get the answer. But it took

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us a little while to get it. And then when we finally step back

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far enough from it, that's when
it revealed that those two areas we're about

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who you are as a human being. The other things are the typical things

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that we see in the airport books
about leadership in terms of strategy, vision

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and the like. And I'm not
saying those things are unimportant, but when

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you look at the data. The
data said that those traditional things of leadership

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are worth twenty three percent of leadership, that who you are is worth seventy

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seven percent. Well, and I
think it's extraordinary what you're come up with.

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We're gonna we're going to dive deep
just in case you're wondering, listeners

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and viewers. We are going to
dive deep into those those aspects that make

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the biggest difference in our next segment. But let me also hit this one.

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This is really really powerful when you
start thinking about the role of the

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cego or leaders on an organization and
just really how important who they are and

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who they're being and how they lead
is I love the number that you put

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in here as well. And you
talk about how you say using data from

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anonymous assessments on CEOs to evaluate their
integrity, responsibility forgiveness, income passion,

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and then compared to each organization's financial
performance, you found that the bottom ten

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CEO has had a return on investment
on assets of one point nine three percent,

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while the top ten CEOs with the
highest measures had nine point five are

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our return on assets, so that's
a four percent increase. That is phenomenal.

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And those words forgiveness to compassion,
integrity, right, yeah, yeah.

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I was actually amazed when I saw
this particular research study And if anybody

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wants to look it up, it
was spring of twenty fifteen. This was

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published in the Harvard Business Review,
and the study was done by an organization

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called KRW that's based out of Minneapolis, Minnesota here in the United States.

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And that four hundred percent increase based
on those four things integrity, responsibility,

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forgiveness, and compassion. Now,
I want to point out something regarding those

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four measures. That's the research that
KRW was doing. And I'm still amazed

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to this day that they were able
to get people in the business space to

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evaluate those four things, especially compassion
and forgiveness. Just amazing. And as

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I got a chance to look at
the data that I was personally involved in

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researching and I look at these four
things, I see a mirror in the

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content. And I'll point it out
in this way. When you look at

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those four things that they boiled down
who you are to start with, Integrity

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and responsibility, that's about being inwardly
sound. When you take a look at

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forgiveness and compassion, that's about how
others focused you are. I know,

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We're going to talk about those things
later on. But I mentioned those things

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and that even in other organizations data, we can see the same pattern in

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the data that we found, and
so it's out there. Once we get

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our eyes open to it, you
begin to see this message everywhere that who

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you are makes such a big difference, even in the bottom line beautifully done,

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tim beautifully done, and how you
situated that. So we're talking about

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so that whole idea of being inwardly
sound and then others focused. So now

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if we can, since that's really
about the who that makes the big difference

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for our listeners to sort of get
the high level of view of your book,

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then if you would talk about the
what the six measures of the what

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of leadership. Okay, so when
we talk about what leaders do, we

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talk about pursue vision, drive culture, think strategically, martial resources, ensure

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execution, cultivate talent, unleashed motivation, and communicate effectively. Now I know

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that as I'm listing those off,
everybody's like, oh, I'm not going

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to remember all of that. That's
fine. Here's shorthand. If we were

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to take those eight things and break
them into two different pieces, we would

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say you focus the organization and you
fuel its people. That's really that's the

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broader categories. There is focus and
fuel. That's what leaders do. But

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as we discover the person who's doing
the focusing and the person who's doing the

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fueling makes all the difference in how
effective that focus and fuel is. In

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fact, I want one of the
things I wanted to talk about, which

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you do say in the book as
well, you talk about when undeveloped people

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lead us, their lack of wholeness
affects us as followers. And when we

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follow neers who have done the hard
work of becoming whole people, we feel

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that as well. All of us
consider and remember and think about, Oh,

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I have followed somebody who didn't need
to work. I know exactly who

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that is. I didn't know exactly
what that looks like and what that feels

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like. Yes, yes, I
mean we have felt that, and in

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many ways, I would say,
some of those more difficult experiences in my

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own life, in many ways that
drove me into this work even more deeply

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than the than the awesome leaders that
I've had a chance to follow, Because

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if, in a look, if
part of this work means that we can

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help leaders be better leaders for the
sake of their followers. That's great.

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If we can also help followers make
better choices about who they're going to choose

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to follow, that's also really important
as well. So maybe we can,

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maybe we can save some people some
meaningful pain by helping them see some of

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these things that are actually driving results
in the quality of our lives all at

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the same time. That is beautiful, Tim, And you know, I

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this just came to me as you
were saying that, And so I guess

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what I would also like to do, since so much of what I do

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in the world is empowerment, is
I would like to empower our followers to

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be able to vote with their feet
or their mouths when they encounter someone who

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maybe hasn't done their work and needs
to work on that. So, followers,

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you really have a say in this
matter, and you I'm out to

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help create a world of inspirational leaders
who make a difference and help you find

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your greatness. And so when you
encounter those people who aren't doing that,

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sometimes they don't know, and so
part of your job as a follower is

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to help them understand as well.
So I want to empower you for that

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thoughts on that, Tim Well,
I think it's important that people interview.

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When you're interviewing for a job,
please also interview the leader that you're going

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to follow. And it's very difficult, you know, in a forty five

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minute interview where you're supposed to be
answering all the questions, it's difficult to

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get at that. But you know, I suggest that people, and I

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realize when you're if you're desperate for
a job, this will be different difficult

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to do. But I think it's
a really great idea to say to the

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person that you're going to work for, Hey, would you be open to

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me to talking to a couple of
people who work for you, just to

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get a sense for what it's like
to be a part of your team every

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day. Now, great, they
can hand you right their biggest fans and

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they can do that, but you
have a chance then to understand perhaps a

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little bit better what you're getting into
by being able to be also somebody who's

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you're not just being interviewed, but
you're also doing some of the work in

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the opposite direction to have as good
a understanding as you can. And it's

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difficult, but how can I understand
who is it that I'm getting ready to

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follow it and ask some questions like, Hey, when things go wrong around

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here, Let's say you're let's say
you're working for a lease. When things

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go wrong around here, how does
you know? What's the response when when

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mistakes are made, when balls are
dropped? What is it? What does

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it look like around here when things
are really stressful and things are difficult?

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What does what does the lease?
What are her go tos in those moments

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like that? You ask some questions
like that to begin to understand what life

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might be like if you end up
taking this job that's gorgeous to him,

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beautiful, fantastic. What to take
is into our first break. I'm doctor

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Leise for Tensor host. We are
near a temp Spiker who is the author

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of The Only Leaders Worth Following and
the founder and president of the Appareo,

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where he and his team help people
become the on stay leaders who are actually

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worth following. We've been talking about
the importance of good leaders doing their hard

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work on themselves. After the break, we're going to get into those two

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components that Tim talked about them make
the most difference. Stay with us.

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We'll be right back, Doctor Release
Cortez is a management consultant specializing in meaning

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and purpose and inspirational speaker and author. She helps companies visioneer for greater purpose

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among stakeholders and develop purpose inspired leadership
and meaning infused cultures that elevate fulfillment,

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performance, and commitment within the workforce. To learn more or to invite a

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Lease to speak to your organization,
please visit her at a Lease Coortez dot

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com. Let's talk about how to
get your employees working on purpose. This

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is working on Purpose with doctor Release
Cortez. To reach our program today or

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open a conversation with a Lease,
send an email to Elise ali se at

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Elise Cortez dot com. Now back
to working on purpose. Thanks for staying

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with us and welcome back to working
on purpose. I want to share something

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with you. I actually had a
baby during the pandemic. It's actually a

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book. It's called United, How
Inspiring Leaders Ignite Passion at La Causes Now

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an Amazon. That was my way
of interacting with the pandemic. But I

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really love it to turn your the
readers onto their their passion, inspiration and

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purpose. I hope you enjoy get
something out of it. If you're just

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joining the program. My guest is
Tim Spiker. He's the author of The

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Only Leader's Worth Following. So next, what I want to get into here,

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Tim is and I love this is
one of those zinger things that you've

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said in your book that I think
is just so right on. You say,

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being out of touch with the reality
of our own especially negative impact as

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leaders, is one of the most
ingregious forms of leadership failure we can commit.

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Amen, I think that is so
true. Well, I'll tell you

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a story related to this of a
leader that I had personally had the opportunity

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to follow. I was working in
an organization and things were not going well.

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We had a revolving door of leaders, We had difficult time, we

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had difficult time holding on to talent, and it was just basically toxic.

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And one evening I was speaking with
the leader of that group, and I

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think he was at a bit of
a not really sure what to say to

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the team. And an interesting thing
to understand about this individual leader is that

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he had he had some background through
his family and through his education that resulted

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in him being a pretty stoic individual, just kind of always non emotive,

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and to give him the benefit of
the doubt. I would say that he

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was probably trying to project stability in
order to give us a greater sense of

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confidence about what was going on.
But to this quote that you've just mentioned,

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he was not self aware. He
didn't understand the magnitude of his stoicism

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or the impact that it had on
us as a team. So when he

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asked me that night, what should
I do tomorrow in our team meeting,

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I said, don't act like nothing's
going on. And I'll admit there may

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have been an expletive in there somewhere
that I said. We needed. We

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didn't need our leader to freak out, but we needed our leader to be

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self aware of his stoicism enough to
step out of it once while to connect

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with us. And in the end
what ended up happening is his self awareness

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around many issues, with this one
in particular was so significant that eventually we

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just concluded, he's so disconnected from
reality, like he doesn't know what's going

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on? Now? Did he?
Actually? I guess I don't really know,

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but that's what it felt like.
And so none of us were making

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any long term plans to stick around
this organization because we felt like we had

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a leader that was really out of
touch with reality, the reality of how

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he came off, the reality of
how he was impacting us, and in

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the end, that whole team,
you know, rather disintegrated. And so

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it's fine thing to want to provide
stability for your team, but we need

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to be in touch with the reality
of who we are and how we're impacting

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other people, because it might not
be going as well as as we think

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it is, you know, and
I appreciate that so much to him.

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You know, it's hard more to
be a leader. You're in the spotlight,

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and it does really take work to
be an effective leader. And of

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course that's you do that work.
I do that work too, And I

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want to make sure that people that
are listening to this are like, oh

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my god, am I one of
those people that's not worth following? Maybe?

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But the good news is that you
can grow and you can learn,

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and and so what you just the
story you just spoke to to meet Tim

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really gets too. You know.
I wanted to treat the two components that

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you describe in your book that make
the biggest difference in the should perfectiveness.

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So if we can that's a perfect
story to come off of. Let's talk

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about inwardly or inwardly sound. First, Yeah, so there's there's five and

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a half pieces of inwardly sound,
which sounds a little bit strange, but

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we've got we've got one that straddles
the line between these two big topics.

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So we'll come to that one at
the end. But the five aspects of

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being an inwardly sound leader that we
talk about on a regular basis are being

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secure and settled. So that's like
the opposite of being insecure. Maybe an

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easier way to hear that one self
aware, principled, holistically, healthy,

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and purpose. And then that other
half that I mentioned is emotionally mature.

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Half of motional mature is being about
inwardly sound. And I'm sure we'll talk

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about the other half and in a
little bit here, but those are those

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are the ideas that we explore with
leaders around being inwardly sound, you know.

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And so what I find interesting about
this, and you do talk about

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this in your book, is I
think people can read those those words and

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go, yeah, that's me.
I'm good, I got it, I'm

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good, and so do you.
I didn't actually think about this when I

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was reading your book, but I
imagine in the work that you do do

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have assessment to help people understand how
they how they're showing up in the world.

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We are, we are in the
process of working on an assessment right

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now. At least. One of
the things that we will ask people to

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do is we'll just kind of in
a in a hopefully in a compassionate way,

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We'll put some very high standards in
front of them about what does it

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mean to be secure and settled,
what does it mean to be self aware?

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And so we we draw them in
to invite them into a lot of

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self evaluation, but we also invite
them to check with others, check with

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others around them. So while we're
in the process of developing an assessment around

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these things, we really invite people
to begin that assessment of process pretty quickly

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on their own and then with the
support and input of other people as well.

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It was amazing, you know,
over all the many years that I've

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been doing the leadership work for myself, we were asked to go and find

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people that we know to give some
feedback about us, and I was amazed

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to some of the things I learned
about from people who I've been spending decades

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with. What do you mean you
never told me this before. What with

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from me? Yeah? Yeah,
Well, it's important that we figure out

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opportunities to open those doors. And
sometimes those are formal and sometimes those are

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informal. But when we have a
client engaged with us, we're basically giving

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them an excuse. This is an
assignment. We want you to go have

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this conversation and check in with somebody, And of course we give them some

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coaching on how to not stop the
flow of information, because if you react

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poorly or defensively, that might be
the last bit of information you get.

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So we help them think through that. But ultimately we create some structure and

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some excuse, if you will,
to begin to engage people in those in

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those kinds of types of dialogue.
So important, so important. Okay,

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so another component so we talked.
The first one was about being in really

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sound. The second way is about
being others focused. So help us understand

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what's what that entails? Yeah,
so five and a half here, And

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by the way, I don't believe
in making up numbers to match each other.

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I don't believe that we need to
make a word spell out something.

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And these are all the things of
leadership. I'm I'm a bit more scientific

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than that in my in my brain, as we can label things to make

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them memorable, we will, but
we're not going to give them. Oh,

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there's got to be an equal number
each side. It just turned out

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that way. So here are the
five and a half. You already know

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what the half as we'll mention at
the end, but being attentive, being

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curious, being empathic, being humble, and bringing a Greek word called auga

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pone and then finally that other half
of being emotionally mature falls into the other's

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focused side of things. So I
want to talk about two of those things

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at tener than curious. So curious
for me is so interesting. I'm coaching

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a couple of people right now who
really have this thing where they're worried that

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if they don't have all the answers
that they're going to look like they're incompetent

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and why why are they in charge? And so what I've really encouraged them

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to do is we'll be curious.
Don't you don't need to come to the

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room with all the answers to be
curious, Let people understand, let them

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share what they know. So talk
to us a little bit more about what

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the curiosity aspect. Yeah, well
it's really it's really important in terms of

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if you think about this umbrella,
we're talking about others focused. So I

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need to be curious, but I
need to be more than intellectually curious.

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You can find a ton of articles
from Slow and HBr and everywhere else around

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intellectual curiosity. And I am not
anti inllectual curiosity. I'm pro intellectual curiosity,

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but it takes a lot more than
that. We need to be curious

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about people. We need to be
curious about their ideas and their perspectives and

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even their emotions, because this is
all information for us to bring in as

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leaders. And I'll share with the
audience maybe one of the most important phrases

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anybody has ever taught me, and
it comes from doctor Mary Shippy and I

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you know, I talk about her
regularly. She had a huge impact in

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my own life, both personally and
professionally. And it's this simplest idea.

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It's just this phrase, tell me
more about that. Just tell me more

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about that. And now we've got
to listen, right, we can't like,

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tell me more about that, and
I check out mentally, but we

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get a chance to learn so much. And I don't mean that in a

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manipulative way. Think about think about
being just really wondering about somebody else about

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how they see the world, not
in a can you give me information so

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I can figure out a way to
manipulate that against you at some point.

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That it's not the Spanish inquisition.
This is genuine heartfelt curiosity where we go

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beyond just the intellectual part and say, no, I really want to hear

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somebody else's ideas. I'm not just
trying to study up on things, but

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I am trying to learn about how
you see the world. How do you

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see this problem at work? You're
on the shop floor, you're closer to

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it than I am. I'm trying
to help us be more efficient. But

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tell me about your experience, and
tell me about your opinions. And by

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the way, we don't have to
agree with people who we're curious. We

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just need to make sure we're asking
the questions and listening to the answers.

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And so curiosity very simple idea of
just tell me more about that, right,

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And I really think it's good for
leaders to recognize that you really don't

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need to have all the answers.
In fact, it's just not possible,

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it's statistically not possible if you'd have
all the answers. Well, if you're

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a leader, and I know this
is a struggle for many where they feel

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like they have to have all the
answers, I think I think you've probably

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misunderstood the of the leader. And
by the way, if you show up

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with all of the answers, there's
going to be a label that your people

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are going to develop for you,
and it's called arrogance. Now, you

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might not be arrogant, you might
just be scared. But if one you

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just imagine, if there's a person
that walks in the room and says,

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every time, I've got all the
answers, what do you think about that

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person? You don't usually think highly
of them. And so the idea of

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leadership is not having all the answers, but it's helping the team get to

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the answers. Yeah, and so
yes, you're going to ensure in the

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end that there is an answer.
But when you don't have to be the

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smartest person in the room, you're
going to create a whole lot greater opportunities

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for yourself and your team. Yeah, it's so much more refrain too,

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And so one are the other things
that you that you're said in the book

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that I just thought was just so
smack smart on is you talk about you

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distinguish that attentive leaders communicate in such
a way that they actually say, basically

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through their listening, you are seeing, you are heard, You matter.

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That is so profound. Well,
so much of what this who not what

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work has uncovered is it's really just
about the human condition at least absolutely,

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and we've got to keep in mind
that we're all a part of that equation.

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And I don't mean in the kind
of global we all hold hands standpoint,

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but I do mean we've got a
lot of common characteristics. A story

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I like to share around this you
are seeing, you are heard and you

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matter is last year I was dropping
one of my kids off at school,

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and we have a three year old
daughter, and she was with me,

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and as we were in the four
year of the school on the way back

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out, there were a number of
book stands around and she wanted to squeeze

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in a quick game of hide and
go seek, and so I thought,

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all right, her name is Ala. I said, great, Ala,

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we'll squeeze in a quick game of
hide and go seek. So I said

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you go hide. And I stand
around, and I look at the wall

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and I cover my eyes and I
count to ten. And it's fair.

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It's a pretty small room, so
it's not going to be too tough to

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find her. Why around, I
start looking for her, and I do

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that thing that almost every dad in
the universe does. You just automatically look

401
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in the opposite direction of where you
know your kid is hiding, so we

402
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can make the game go on a
little bit longer. And so I wander

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to the other corner of the room
and Aila, I hear her. She's

404
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over here at the side, and
she says, I'm over here. I'm

405
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over here. Now. I know, on one hand, somebody might say,

406
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hey, that's just a story of
a three year old kid. But

407
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I think the youngest among us sometimes
help us remember what's really true in life,

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even when we're much older in life. I'm forty eight years old now,

409
00:28:38.839 --> 00:28:42.519
and I think ALA's communicating something that's
true for all of us. We

410
00:28:42.599 --> 00:28:45.599
want to be seen, we want
to be found, we want to be

411
00:28:45.680 --> 00:28:49.799
acknowledged, we want to be heard. And that doesn't go away when you

412
00:28:49.839 --> 00:28:56.839
become a teenager and get into adulthood. So the idea of being attentive is

413
00:28:56.880 --> 00:29:03.640
that I'm dialed in. I'm fully
present too, and fully engaged with others

414
00:29:03.720 --> 00:29:07.440
in every interaction. And I know, leaders, I know you're stretched.

415
00:29:07.480 --> 00:29:11.200
I know you've got a million decisions
and a bunch of information. I get

416
00:29:11.240 --> 00:29:15.200
that. But what would happen,
what would happen to all the work that

417
00:29:15.240 --> 00:29:18.960
you have to do over the long
haul if each time you engaged with somebody

418
00:29:18.039 --> 00:29:22.680
you were fully present with them and
then by doing that And you're the leader,

419
00:29:22.759 --> 00:29:27.400
by the way, And I say
that because your attention means more to

420
00:29:27.519 --> 00:29:32.880
people than just kind of the average
person who might give them attention. When

421
00:29:32.960 --> 00:29:37.000
my leader gives me her or his
full attention, it says to me,

422
00:29:37.119 --> 00:29:41.119
at the core of who I am, those three things you are seeing,

423
00:29:41.559 --> 00:29:45.240
you are heard, you matter.
I think my three year old daughter understands

424
00:29:45.279 --> 00:29:48.240
that without even having to think about
it, and I think that she's just

425
00:29:48.359 --> 00:29:52.039
representing something that's true of all of
us. And when our followers are seeing

426
00:29:52.440 --> 00:29:56.599
and heard and matter, it creates
a totally different dynamic in that leader follower

427
00:29:56.680 --> 00:30:00.160
relationship. Well, of course,
tie when you say something like that,

428
00:30:00.200 --> 00:30:03.319
I mean I think you also mentioned
Bob Chapman in your book. But he's

429
00:30:03.359 --> 00:30:07.480
been on the show and I've developed
a relationship with him. I completely believe

430
00:30:07.480 --> 00:30:11.119
in what he's doing. But the
idea that everybody matters and absolutely truly human

431
00:30:11.200 --> 00:30:12.799
leadership. And then you go on
to say, which I think is also

432
00:30:12.880 --> 00:30:17.480
just brilliant. You know, you
say the leader is the most emotionally influential

433
00:30:17.519 --> 00:30:19.680
person in the room. We must
be conscious of this if we are to

434
00:30:19.680 --> 00:30:22.960
be leaders worth following. That is
just so spot on, right Tim.

435
00:30:23.799 --> 00:30:30.680
Well, as we're working with leaders
and leadership teams, they seem to have

436
00:30:30.920 --> 00:30:37.839
an extremely keen sense and awareness that
they are the strategic hub of the organization,

437
00:30:38.039 --> 00:30:41.440
but they seem to lose track that
they are the emotional hub of the

438
00:30:41.559 --> 00:30:45.599
organization as well. And you know, a car doesn't go anywhere without gas

439
00:30:45.720 --> 00:30:52.319
in the tank. And so we
have to think about the emotional environment that

440
00:30:52.359 --> 00:30:56.000
we're creating. And I don't mean
hugs and ping pum all the time.

441
00:30:56.039 --> 00:30:57.720
I don't mean that. I mean
we have to be real in order to

442
00:30:57.759 --> 00:31:03.920
move things forward, but we also
have to have environments that are engaging to

443
00:31:03.039 --> 00:31:07.240
be in. And we have to
keep in mind that as a leader,

444
00:31:08.000 --> 00:31:15.200
the emotion that I'm feeling right now
may not be what the organization needs right

445
00:31:15.240 --> 00:31:18.440
now, and I'm not suggesting that
we be inauthentic. What I am suggesting

446
00:31:18.599 --> 00:31:22.839
is that would be thoughtful about how
and when and where we engage with the

447
00:31:23.039 --> 00:31:27.000
organization emotionally, and that we take
responsibility for that. So, yes,

448
00:31:27.400 --> 00:31:33.440
every leader, you are emotionally the
most important person in the room, and

449
00:31:33.480 --> 00:31:37.000
it's really important that we not forget
that. Let's profound him. It's so

450
00:31:37.039 --> 00:31:40.440
important. Let's grab our grab our
last break on at least Cortez, your

451
00:31:40.440 --> 00:31:41.960
hopest to being the ra a Tim
Spiker who is the author of The Only

452
00:31:42.039 --> 00:31:45.440
leaders Worth Following and the founder and
president of the Imperio, where he and

453
00:31:45.480 --> 00:31:49.319
his team help people become be and
state leaders who are actually worth following.

454
00:31:49.559 --> 00:31:53.160
We've been talking about the two most
important components in leadership. After the break,

455
00:31:53.160 --> 00:31:56.680
we're going to talk about how effecive
leadership translates to results. Stay with

456
00:31:56.759 --> 00:32:01.640
us, We'll be right back.
Doctor release Courtz as a management consultant specializing

457
00:32:01.640 --> 00:32:07.079
in meaning and purpose and inspirational speaker
and author. She helps companies visioneer for

458
00:32:07.160 --> 00:32:15.279
greater purpose among stakeholders and develop purpose
inspired leadership and meaning infused cultures that elevate

459
00:32:15.359 --> 00:32:21.240
fulfillment, performance and commitment within the
workforce. To learn more or to invite

460
00:32:21.240 --> 00:32:24.480
a lease to speak to your organization, please visit her at Elise Cortez dot

461
00:32:24.519 --> 00:32:36.799
com. Let's talk about how to
get your employees working on purpose. This

462
00:32:36.880 --> 00:32:40.440
is Working on Purpose with doctor Elise
Cortez. To reach our program today or

463
00:32:40.480 --> 00:32:46.599
open a conversation with Elise, send
an email to Elise ali Se at Elise

464
00:32:46.680 --> 00:32:59.200
Cortez dot com. Now back to
working on Purpose. Thanks for seeing with

465
00:32:59.279 --> 00:33:01.400
us, and welcome back to working
on Purpose. Another announcement besides the baby

466
00:33:01.440 --> 00:33:05.440
that I had, I want to
share with you that we've launched Gusto now,

467
00:33:05.440 --> 00:33:08.440
which is a growth and transformation e
learning platform featuring the signature by Lanes

468
00:33:08.480 --> 00:33:12.400
Fired living in meaning from Purpose program
that we launched a couple of years ago

469
00:33:12.799 --> 00:33:15.440
and some of the professional deployment courses, and we do that in English,

470
00:33:15.519 --> 00:33:17.839
Spanish and Portuguese, which are my
favorite language is in the world. I

471
00:33:17.920 --> 00:33:22.440
offer a twenty percent discount to listeners
and for tuning in. It's just you

472
00:33:22.480 --> 00:33:28.000
just use WOP twenty at checkout and
you'll have it if you're just joining us.

473
00:33:28.039 --> 00:33:30.160
My guest is Tim Spiker, from
Atlanta. He's the founder and president

474
00:33:30.160 --> 00:33:34.200
of the Appareo, where he and
his team help people become the and stay

475
00:33:34.279 --> 00:33:37.200
leaders who are actually worth following on
their host, doctor Les Cortez. So

476
00:33:37.279 --> 00:33:39.519
for this last segment here, the
first thing I want to do to him

477
00:33:39.559 --> 00:33:44.599
is just I love, love,
loved how you let us in to your

478
00:33:44.680 --> 00:33:49.519
beautiful kimono. And as you went
through the book here and you talk about

479
00:33:49.559 --> 00:33:52.440
your passion for impacting the lives of
your followers, and you say, but

480
00:33:52.480 --> 00:33:58.000
I've discovered that my deepest passion within
leadership is for followers and for what they

481
00:33:58.039 --> 00:34:00.799
have left to invest in the world
after they've been read by us. That

482
00:34:01.039 --> 00:34:05.000
is beautiful, Tim, That's so
beautiful, And I know it just tugs

483
00:34:05.000 --> 00:34:07.159
at your heart strings to being able
to get present to that. Why is

484
00:34:07.199 --> 00:34:12.199
that so important to you? You
know, I don't really know how that

485
00:34:12.400 --> 00:34:17.360
developed, Honestly. I think a
friend of mine was asked to kind of

486
00:34:17.400 --> 00:34:22.320
comment on the work that I do
a colleague, and he said, you

487
00:34:22.320 --> 00:34:25.000
know, sometimes people pick a job
and other times the job picks the person,

488
00:34:25.280 --> 00:34:30.920
and he kind of feels like the
latter describes me. So I suppose,

489
00:34:30.039 --> 00:34:34.400
in my perspective, I feel like
God just put it in me to

490
00:34:34.440 --> 00:34:37.760
be passionate about this. But but
it wasn't like since I was, you

491
00:34:37.800 --> 00:34:40.880
know, three years old. It
was really in my late twenties when this

492
00:34:42.039 --> 00:34:45.880
just really kicked in as a passion
point. And for the longest time it

493
00:34:46.000 --> 00:34:50.760
was leaders or the passion point.
But as I began to have my own

494
00:34:50.800 --> 00:34:53.840
experiences and broadening my horizons in terms
of the different leaders that I work for,

495
00:34:54.519 --> 00:34:59.480
and especially I mentioned earlier having some
of those bad experiences, I begin

496
00:34:59.519 --> 00:35:04.440
to realize eyes that it's not just
a bottom line of results that are being

497
00:35:04.519 --> 00:35:09.159
produced by following leaders. There's also
quality of life impact. And then I

498
00:35:09.159 --> 00:35:15.119
think back on my poor wife,
who you know, is a saint to

499
00:35:15.239 --> 00:35:21.079
have endured me in the years when
I was following a really bad leader,

500
00:35:21.360 --> 00:35:28.440
because you get home from work and
you're either completely spent or you've got to

501
00:35:28.519 --> 00:35:32.559
process, and she was a trooper. I'm more of a processor, and

502
00:35:32.639 --> 00:35:37.239
so you know, two hours later, that's the end of your evening.

503
00:35:37.320 --> 00:35:42.960
And that happens over and over and
over again when you work for underdeveloped leaders.

504
00:35:43.039 --> 00:35:46.719
And so even through my own experiences, I just think about could we

505
00:35:46.920 --> 00:35:55.840
help people avoid the emotional toll of
following poor leaders. Could we just make

506
00:35:55.920 --> 00:35:59.480
that happen a little bit less?
And if we could do even just that,

507
00:35:59.519 --> 00:36:02.719
we would have been making a meaningful
impact in the world. You distinguished

508
00:36:02.760 --> 00:36:07.599
that so powerfully. Tim. I
think everyone listening to this can relate to

509
00:36:07.639 --> 00:36:10.360
what it feels like to follow a
leader that hasn't done the work and a

510
00:36:10.480 --> 00:36:14.320
shrapnel that comes from that. Right, And you're right. You know the

511
00:36:14.320 --> 00:36:16.679
people around us that after listen to
us talk about how bad or at day,

512
00:36:16.719 --> 00:36:21.719
well, yes, yes, a
lot of a lot of hours,

513
00:36:21.800 --> 00:36:25.760
a lot of a lot of emotional
energy. Yeah, I want to talk

514
00:36:25.800 --> 00:36:30.239
about about the cost of insecurity.
But before we do that, actually I

515
00:36:30.280 --> 00:36:34.000
want to there's a question here from
Michael. Michael Mitchell takes so much for

516
00:36:34.079 --> 00:36:37.519
listening and tuning end he This would
be probably from our first segment and I'm

517
00:36:37.559 --> 00:36:40.039
just now seeing it. Yes,
what if what if you ask for feedback

518
00:36:40.119 --> 00:36:45.719
as a leader and you're not getting
a response? Well, that can be

519
00:36:45.760 --> 00:36:49.880
a complicated question, as simple as
it is, because of course it leads

520
00:36:49.920 --> 00:36:52.719
us to the question of why.
Yeah, and we have to be careful

521
00:36:52.760 --> 00:36:55.639
about how much we assume. This
is one of the things about curiosity.

522
00:36:55.719 --> 00:37:01.840
Let's fight against assumption, let's lean
into wondering. And so in some cases

523
00:37:02.000 --> 00:37:06.559
when we ask for feedback and we
don't get it, it could be that

524
00:37:06.719 --> 00:37:10.599
it's on the other person's side of
the street, that they're just a fearful

525
00:37:10.719 --> 00:37:15.239
person who doesn't want to put themselves
out there. Again, in leadership,

526
00:37:15.280 --> 00:37:21.079
we've got to we've got to remember
that it is difficult for anybody or almost

527
00:37:21.119 --> 00:37:22.639
anybody'd be a better way to say
that, to speak truth to power.

528
00:37:23.199 --> 00:37:28.119
And at the leadership position, you
might not think of yourself as powerful,

529
00:37:28.159 --> 00:37:31.280
but if you're holding somebody else's employment
in your hands, you have power.

530
00:37:32.199 --> 00:37:37.719
And so it could be that the
other person just doesn't have the of their

531
00:37:37.760 --> 00:37:42.559
own development, their own ability to
kind of speak their truth, and so

532
00:37:42.719 --> 00:37:46.119
they don't want to participate. That's
one of the explanations. The other explanation

533
00:37:46.280 --> 00:37:53.480
could be that you've created an unsafe
environment that you've been you've been You may

534
00:37:53.519 --> 00:37:57.960
have been angry in the past,
you may have been defensive in the past,

535
00:37:58.320 --> 00:38:01.519
you may not have responded well to
feedback in the past, and so

536
00:38:01.559 --> 00:38:07.199
now there's an environment in which that
person doesn't want to come forward because you've

537
00:38:07.239 --> 00:38:09.840
created that around you. And so
that's the first place is kind of wonder

538
00:38:10.039 --> 00:38:15.119
why and if possible to check in
with the person. Ultimately, you want

539
00:38:15.119 --> 00:38:21.159
feedback, and so you may have
to just up and ask some other people

540
00:38:21.639 --> 00:38:24.199
if that person wasn't able to give
it to you. But but bear in

541
00:38:24.239 --> 00:38:30.679
mind, if we're going to be
emotionally out of control when people share feedback

542
00:38:30.800 --> 00:38:36.960
about us with us, then you
can expect the feedback to dry up pretty

543
00:38:37.039 --> 00:38:39.320
quickly in any leadership position you might
be in. So we just have to

544
00:38:39.360 --> 00:38:44.679
be very careful even when we hear
feedback that we don't agree with, to

545
00:38:44.840 --> 00:38:47.840
not click into not you could be
defensive or just I want to explain,

546
00:38:49.440 --> 00:38:52.239
we've got to kick we've got we've
got to kick into greater curiosity. So

547
00:38:52.320 --> 00:38:55.679
at least what we're learning is how
the other person sees it, So we

548
00:38:55.800 --> 00:39:00.920
probably need to go ask some others. But we should also investigate and wonder

549
00:39:00.480 --> 00:39:05.119
why is this person not able to
come forward. It might be on my

550
00:39:05.199 --> 00:39:07.519
side of the street, it might
be on their side of the street.

551
00:39:07.679 --> 00:39:10.119
We don't really know until we ask
a few more questions. Awesome, thanks

552
00:39:10.159 --> 00:39:13.840
to him, and thanks Michael.
Okay, so I do want to talk

553
00:39:13.840 --> 00:39:17.079
about insecurity insecurity is a really,
really important thing that all of this experience,

554
00:39:17.119 --> 00:39:21.840
and certainly as a leader, that's
just it's it shows up at large.

555
00:39:22.239 --> 00:39:23.320
So I want to talk about the
cost of insecurity. And I don't

556
00:39:23.320 --> 00:39:25.400
know if you want to give the
example from the book about Chen, if

557
00:39:25.400 --> 00:39:29.679
you've got something else you want to
showcase, but help us understand the cost

558
00:39:29.760 --> 00:39:35.360
of insecurity, Well, I'll tell
I'll tell a short story I can.

559
00:39:35.719 --> 00:39:38.480
I can tell a shorter story that'll
get us there pretty quickly. And that

560
00:39:38.599 --> 00:39:44.079
is I'm in an organization. I
see the senior leadership team. The president

561
00:39:45.039 --> 00:39:49.440
is instituting kind of a cost cutting
measure that goes across every department. And

562
00:39:49.519 --> 00:39:52.320
people have been in this situation so
many times. Look, people, we

563
00:39:52.400 --> 00:39:57.760
need four percent, Go find four
percent, go reduce your costs by four

564
00:39:57.800 --> 00:40:00.000
percent. And there'll be a variety
of reason why we needed to do that,

565
00:40:00.039 --> 00:40:04.840
and it's timely. And so that
edict goes out and the particular leader

566
00:40:04.880 --> 00:40:09.360
of this department goes to the team
and I was there in the room when

567
00:40:09.360 --> 00:40:13.239
it happened. And not not to
quote Hamilton, but I was there in

568
00:40:13.280 --> 00:40:19.119
the room when it happened. And
the first question once the entire department was

569
00:40:19.159 --> 00:40:22.119
together, was this what do you
guys think the president wants to hear?

570
00:40:23.519 --> 00:40:29.440
Like? Hold on, what do
you think the president wants to hear?

571
00:40:29.760 --> 00:40:35.800
Is maybe the worst opening question ever, as we're moving into a project like

572
00:40:35.880 --> 00:40:39.639
this, it doesn't matter what the
president wants to hear. What matters is

573
00:40:39.719 --> 00:40:44.360
what can we do and can we
not do? How can we get there

574
00:40:44.480 --> 00:40:46.639
or how can we not get there? We're not going to get together and

575
00:40:46.679 --> 00:40:52.559
strategize how to tickle the ears of
the president. We need to have enough

576
00:40:52.960 --> 00:40:57.719
security in who we are to deliver
a bad message to the president if that's

577
00:40:57.760 --> 00:41:00.079
what needs to be delivered, and
hopefully it's not bad news. But what

578
00:41:00.199 --> 00:41:04.880
happens when you set your team up
at the very beginning, the very first

579
00:41:05.000 --> 00:41:08.800
question, and you say what do
you think the president wants to hear?

580
00:41:08.920 --> 00:41:13.000
And I'm like, oh my goodness, Now I happen to have some inside

581
00:41:13.000 --> 00:41:15.840
information. I was not only in
the room, but I knew the players,

582
00:41:15.440 --> 00:41:17.880
and so I knew a little bit
of the backstory. And the backstory

583
00:41:17.960 --> 00:41:25.159
on this particular leader was significant insecurity. You're talking about a senior leader in

584
00:41:25.599 --> 00:41:31.920
a many hundreds of millions pushing billion
dollar organizations. So size of companies doesn't

585
00:41:31.960 --> 00:41:37.119
necessarily meet anything. But I share
that to say, for many people,

586
00:41:37.159 --> 00:41:40.760
that would be a larger organization.
You know, if you're thinking about local

587
00:41:40.800 --> 00:41:45.000
businesses, that would be a larger
organization. If you're thinking globally, that's

588
00:41:45.000 --> 00:41:47.800
a small organization. But the point
is, but assume that the number of

589
00:41:47.920 --> 00:41:52.239
zeros behind the revenue of a company
means that there aren't leaders like that at

590
00:41:52.239 --> 00:41:57.400
the very top, because it could
happen. And so there was that leader

591
00:41:57.719 --> 00:42:05.320
asking the exact wrong question because it
was based and rooted in his insecurity and

592
00:42:05.519 --> 00:42:09.280
wanting to not have the ire of
the president rather than going back and delivering

593
00:42:09.360 --> 00:42:13.880
a true answer and doing that work. So that's that's what can happen.

594
00:42:13.880 --> 00:42:19.400
We can have the exact wrong conversation
if we're being led by insecure leaders.

595
00:42:21.320 --> 00:42:23.239
Oh my gosh, that's so powerful. So I wanted to I want to

596
00:42:23.280 --> 00:42:27.280
talk about trust, but I'm going
to fold it into another question here,

597
00:42:27.280 --> 00:42:30.440
just getting very close into the program, and I want to make sure and

598
00:42:30.440 --> 00:42:31.719
then talk about how it gets to
the bottom line here. So you have

599
00:42:31.760 --> 00:42:36.039
a whole chapter or two I think
it is on trust and how important that

600
00:42:36.199 --> 00:42:39.400
is and how much work it takes
to communicate and work with a manager leader

601
00:42:39.400 --> 00:42:43.400
when we don't have trust. That's
just so. You just explained that so

602
00:42:43.440 --> 00:42:47.320
beautifully. But what I want to
get to here is you talk about when

603
00:42:47.360 --> 00:42:52.280
leaders are more trustworthy, motivation and
engagement increase, and of course a motivation

604
00:42:52.320 --> 00:42:54.119
engagement increase, results and performance rise. And that's where we get to the

605
00:42:54.119 --> 00:42:57.639
bottom line stuff. So I can
try a little bit more to that.

606
00:42:58.079 --> 00:43:00.599
Yeah, I do an exercise with
our clients where I will read an email

607
00:43:00.639 --> 00:43:05.920
to them and in the first iteration
of that email, it comes from somebody

608
00:43:05.920 --> 00:43:09.519
that they know personally, who they
really really do not trust. And after

609
00:43:09.559 --> 00:43:15.079
I've read that fictitious email to them, it's about an opportunity. It's about

610
00:43:15.159 --> 00:43:16.599
a new thing for them to invest
in. It's going to be hard,

611
00:43:16.639 --> 00:43:21.480
but it's going to be very valuable
for you in our company. And ask

612
00:43:21.559 --> 00:43:25.039
them to write down a number of
how excited they are about the opportunity after

613
00:43:25.199 --> 00:43:29.920
hearing that message from somebody they really
don't trust. And then we do that

614
00:43:30.000 --> 00:43:34.960
visualization exercise a second time, and
the only thing we change is who the

615
00:43:35.000 --> 00:43:37.800
message is from the second time,
we say, insert the name of somebody

616
00:43:38.079 --> 00:43:43.519
who is really really trustworthy in your
life. And when I do this with

617
00:43:43.599 --> 00:43:49.400
groups of people every single time,
the average engagement in the room from round

618
00:43:49.440 --> 00:43:52.920
one to round two goes up by
over two hundred percent. And the only

619
00:43:52.960 --> 00:43:58.199
thing that we changed was the trustworthiness
of the people delivering the message. The

620
00:43:58.280 --> 00:44:02.559
reason of that matters is that there
are over three hundred studies worldwide balloped at

621
00:44:02.559 --> 00:44:07.760
a meta study on all of the
other studies around engagement, and there are

622
00:44:07.800 --> 00:44:13.199
a bevy of bottom line financial impacts
to having employees engaged. So ultimately,

623
00:44:13.760 --> 00:44:19.280
we want to be trustworthy leaders because
that drives engagement, and engagement drives bottom

624
00:44:19.320 --> 00:44:22.840
line results. So that's the connection
between who you are and some of those

625
00:44:22.920 --> 00:44:29.320
harder quantifiable things that people oftentimes talk
about in business. Beautiful, Tim,

626
00:44:29.320 --> 00:44:30.719
we do a little bit of extra
time here, so I think it would

627
00:44:30.719 --> 00:44:34.519
make a lot of sense if you
can presence for us. And just like

628
00:44:34.639 --> 00:44:36.920
what you talk about in the book
is just how much work it takes,

629
00:44:36.920 --> 00:44:39.440
how much effort, how much communication, how many attempts it takes to be

630
00:44:39.480 --> 00:44:44.800
able to communicate with the leader or
manager where there is no trust Oh goodness,

631
00:44:45.519 --> 00:44:50.400
I mean what happens? And again
here I may or may not be

632
00:44:50.440 --> 00:44:54.280
speaking from personal experience at least,
but you know, when you're engaging with

633
00:44:54.320 --> 00:44:59.599
the leader that you don't trust,
we approached the exercise completely differently. I

634
00:44:59.639 --> 00:45:02.599
mean, just think about the mental
gymnastics and the motion that you spend on

635
00:45:02.760 --> 00:45:07.119
trying to figure out I've got to
say the right amount but not too much.

636
00:45:07.159 --> 00:45:08.679
They might use it against me.
Can I trust them that? No?

637
00:45:08.800 --> 00:45:13.519
I can't. So I've got to
shade that all of that energy is

638
00:45:13.559 --> 00:45:16.519
sideways. Think about what all that
energy is not going towards. It's not

639
00:45:16.599 --> 00:45:21.599
going towards the goals of our department
or the goals of the organization, And

640
00:45:21.639 --> 00:45:24.719
so you spend all those wheels trying
to figure out how to navigate an untrustworthy

641
00:45:24.840 --> 00:45:31.519
leader. This is why, this
is why low trust organizations are actually inefficient.

642
00:45:32.400 --> 00:45:37.920
It's not just was it feel good
around here? It's actually like pouring,

643
00:45:37.039 --> 00:45:40.840
as my colleague Vanessa Kaili says,
it's like pouring gravel in the gears

644
00:45:40.880 --> 00:45:45.360
of the organization, Whereas when we
have the organization full of trustworthy leaders,

645
00:45:45.679 --> 00:45:50.239
it's like pouring in oil. And
so we just spend so much time and

646
00:45:50.320 --> 00:45:53.400
energy when we don't trust our leaders
and we don't have to waste all that

647
00:45:53.599 --> 00:45:58.559
we can turn our attention to the
challenges when we're working for leaders who are

648
00:45:58.559 --> 00:46:05.159
trustworthy. You're just slightly passionate,
tim just like, well, great,

649
00:46:06.320 --> 00:46:07.760
and let's just talk about that really
quick, right, So when we are

650
00:46:07.880 --> 00:46:10.360
turned on by what we're doing in
the world, what a difference we get

651
00:46:10.400 --> 00:46:13.800
to make. Right. So one
of the things that I was happy to

652
00:46:13.800 --> 00:46:17.239
have you on is I could see
the second I saw your book. Normally

653
00:46:17.280 --> 00:46:20.960
I talked with my guests before they
come on here, but you're we're seeing

654
00:46:21.000 --> 00:46:22.239
each other for the first time here. But I as soon as I got

655
00:46:22.280 --> 00:46:25.320
your breakfast right reading it, I
knew that your passion was totally there.

656
00:46:25.880 --> 00:46:29.199
And of course I like the way
you wrote your book, so it's important.

657
00:46:29.239 --> 00:46:32.599
But but I really appreciate how passionate
you are. It's fantastic, and

658
00:46:32.719 --> 00:46:36.880
isn't it a right way to live
and work? I feel very blessed.

659
00:46:37.079 --> 00:46:40.440
I feel like I feel like this
thing found me, and I know that

660
00:46:40.480 --> 00:46:45.000
not everybody gets to have that thing
that they're so deeply passionate about for so

661
00:46:45.039 --> 00:46:51.320
long. But I'm I'm so thankful
that I get too, and I love

662
00:46:51.400 --> 00:46:52.960
the work that I do, and
I'll share with you that we get a

663
00:46:52.960 --> 00:46:58.360
lot of bottom line interesting stories.
We also get a lot of stories from

664
00:46:58.360 --> 00:47:01.159
home. I mean, just earlier
today I was visiting with clients. Had

665
00:47:01.199 --> 00:47:08.079
two different clients. One story was
about a family relationship after twenty five years

666
00:47:08.119 --> 00:47:14.079
that was estranged and is no more
because they decided to lean into the idea

667
00:47:14.280 --> 00:47:17.400
of being humble. And another person
had a similar story that was also decades

668
00:47:17.440 --> 00:47:22.000
in the making. That's not because
I'm a superstar or this work is.

669
00:47:22.360 --> 00:47:27.599
That's because they were willing to do
the work. They were willing to do

670
00:47:27.639 --> 00:47:30.599
that hard work. They looked in
the mirror and they said, I can

671
00:47:30.679 --> 00:47:35.199
be more humble and how I approach
my family members and the relationships were healed,

672
00:47:35.239 --> 00:47:37.079
and so credit to them, and
I get to be a witness to

673
00:47:37.159 --> 00:47:39.800
it, and I'm so thankful for
that. It isn't an amazing to watch

674
00:47:39.880 --> 00:47:43.880
molecules change in front of your very
eyes. Well, you're right, you're

675
00:47:43.960 --> 00:47:46.960
right about you. Yes, so
here we are. We've we've already done

676
00:47:46.960 --> 00:47:50.639
it, tim that the time has
gone. So I want to give you

677
00:47:50.719 --> 00:47:52.840
the last word, if you will. You know, the show is listened

678
00:47:52.840 --> 00:47:54.760
to by listeners and across the world, and we're all about trying to create

679
00:47:54.800 --> 00:47:59.519
workplaces where people actually want to come
to work and can be fulfilled. We

680
00:47:59.599 --> 00:48:04.599
create inspiratial leaders who are actually starting
businesses that actually do good for the world.

681
00:48:05.039 --> 00:48:08.039
What would you like leabal listeners with, Well, a couple of things.

682
00:48:08.119 --> 00:48:10.960
First, the things that we've been
talking about here. It's important to

683
00:48:12.039 --> 00:48:16.239
think about the global side of this
because the various research bodies that have leaned

684
00:48:16.280 --> 00:48:20.679
into this, especially if you look
at the work by Human Synergistics, it's

685
00:48:20.719 --> 00:48:23.480
from around the globe, and my
work has been in Asia, Australia,

686
00:48:23.519 --> 00:48:29.880
and North America and so in that
this is not a North American phenomenon that

687
00:48:29.920 --> 00:48:32.079
we're talking about. This is a
human condition issue, and that's one thing

688
00:48:32.079 --> 00:48:36.079
I would want to emphasize for people
that are listening from all over. The

689
00:48:36.199 --> 00:48:39.440
other thing is just in terms of
a very simple first step is that is

690
00:48:39.760 --> 00:48:44.679
leaning into the courage to look in
the mirror. If a leader can lean

691
00:48:44.719 --> 00:48:46.079
into the courage to say, I'm
going to look in the mirror. I'm

692
00:48:46.079 --> 00:48:50.320
going to look to see what's real, and I might find some stuff.

693
00:48:50.360 --> 00:48:52.079
In fact, I'm probably going to
find some stuff that I'm not that excited

694
00:48:52.079 --> 00:48:55.559
about that. I'm not that proud
of. If you're willing to do that

695
00:48:55.719 --> 00:49:00.920
as a leader, gosh, there's
almost nowhere you can go. If and

696
00:49:00.000 --> 00:49:04.480
nowhere you can't go, I should
say there's no limits, because if you're

697
00:49:04.519 --> 00:49:07.960
willing to look at those hard things
and learn and make adjustments, then there's

698
00:49:08.000 --> 00:49:12.880
so much opportunity. And so I
just encourage every person. It's hard at

699
00:49:12.920 --> 00:49:15.960
times, it can be painful,
but it is so worth it if you're

700
00:49:15.960 --> 00:49:19.360
willing to do that work, both
for you and for the teams that you

701
00:49:19.440 --> 00:49:22.079
lead. Beautiful way to finish.
Tim, I'm so very glad to know

702
00:49:22.199 --> 00:49:25.280
you. I loved your book.
It was It's such an important contribution to

703
00:49:25.320 --> 00:49:28.719
the world, and I really appreciate
you sharing your heart and your soul with

704
00:49:28.800 --> 00:49:31.320
our listeners. Thank you, Thank
you, doctor Cortes. If you want

705
00:49:31.320 --> 00:49:35.599
to learn more about Tim Spiker,
his book, The Only Leader's Worth Following,

706
00:49:35.679 --> 00:49:37.719
or the work Keynes teamed you at
the Perio, go to the Only

707
00:49:37.840 --> 00:49:42.000
Leaders dot com. You can also
go to the Imperio as well, and

708
00:49:42.039 --> 00:49:44.320
the Apperio. By the way,
it's really cool. I love that whole

709
00:49:44.360 --> 00:49:49.000
name. It's it's thh and an
ape r I O. Last week If

710
00:49:49.000 --> 00:49:52.519
you missed the Life Showing now is
catch your recorded podcast. We round the

711
00:49:52.719 --> 00:49:55.599
Doctor Joshua Spodek, who is an
executive coach, keynote and three time techech

712
00:49:55.679 --> 00:50:00.000
speaker, host of This Sustainable Life
and daily blogger, author and teacher of

713
00:50:00.039 --> 00:50:04.760
the initiative, a proven method to
bring passions to life and work. We

714
00:50:04.880 --> 00:50:07.920
talked about his passion for sustainability,
what's wrong with the education system that doesn't

715
00:50:08.000 --> 00:50:13.000
encourage entrepreneurship, and how to stoke
our passions. Next week we'll be on

716
00:50:13.039 --> 00:50:16.519
the air with with the next fantastic
speaker. I'm actually going to be doing

717
00:50:16.559 --> 00:50:22.719
a special creativity show next week with
a guy from Italy and we'll be midnight

718
00:50:22.840 --> 00:50:24.840
his time. It's going to be
a full moon and we're talking about creativity.

719
00:50:24.880 --> 00:50:28.280
I'll see you there. Remember that
work is at least a third alive.

720
00:50:28.360 --> 00:50:37.760
So let's work on Purpose. We
hope you've enjoyed this week's program.

721
00:50:37.880 --> 00:50:42.719
Be sure to tune into Working on
Purpose featuring your host, Doctor Elise Cortez,

722
00:50:42.920 --> 00:50:46.800
each week on the Voice America Empowerment
Channel. Together, we'll create a

723
00:50:46.840 --> 00:50:54.599
world where business operates conscientiously, leadership
inspires impassioned performance and employees are fulfilled in

724
00:50:54.679 --> 00:51:00.480
work that provides the meaning and purpose. They crave see you there. Let's

725
00:51:00.599 --> 00:51:00.639
work on purpose.