Aug. 12, 2025

From Spark to Surge: How Great Leaders Turn Moments into Momentum

From Spark to Surge: How Great Leaders Turn Moments into Momentum
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A single success can be powerful, but great leaders know how to turn that spark into a surge that carries a team forward. Momentum isn’t accidental—it’s created through intentional preparation, the right structures, and a culture that celebrates progress while keeping eyes on the future. In this episode, Don Yaeger and Bernard Banks share proven strategies for sustaining momentum so it becomes a self-fueling force for resilience, focus, and performance.

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WEBVTT

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The topics and opinions expressed in the following show are

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solely those of the hosts and their guests and not

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those of W FOURCY Radio. It's employees are affiliates. We

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for choosing W FOURCY Radio.

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What's working on Purpose? Anyway? Each week we ponder the

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answer to this question. People ache for meaning and purpose

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at work, to contribute their talents passionately and know their

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lives really matter. They crave being part of an organization

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that inspires them and helps them grow into realizing their

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highest potential. Business can be such a force for good

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in the world, elevating humanity. In our program, we provide

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guidance and inspiration to help usher in this world we

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all want working on Purpose. Now, here's your host, doctor

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Elise Cortez.

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Welcome back to the Working and Purpose Program, which has

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been brought to you with passion and pride since February

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twenty fifteen. Thanks for tuning in this week. Great to

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have you. I'm your host, doctor Relise Cortes. If we've

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not met before and you don't know me, I'm a

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workforce advisor, organizational psychologist, management consultant, logo therapist, speaker and author.

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My team and I at gusta Now help companies to

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enliven and fortify their operations by building a dynamic, high

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performance culture, inspirational leadership, and nurturing managers activated by meaning

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and purpose. Many organizations are not aware of how critical

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it is to invest in developing their leaders and managers

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not just for their own effectiveness, but also to avoid

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burnout and keep them fulfilled so that they can and

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that they can also measure and monitor the experience of

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purpose in the organization to keep it working as an

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operational imperative. So much opportunity there. You can learn more

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about us and how we can work together at gustodashnow

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dot com or my personal site, Atliscortes dot com. Getting

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into today's program we have with us today, the author

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of the New Science and Momentum how the best coaches

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and leaders build a fire from a single spark, which

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is the focus of our conversation. We have Don Yeager.

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He's a twelve time New York Times bestselling author, longtime

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associate editor for Sports Illustrated, and one of the most

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in demand public speakers on the corporate circuit. He is

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the host of the highly rated Corporate Competitor podcast. Also

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with US Today is retired General Bernie Banks, who now

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serves as the director of Rice University's Door Institute for

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New leaders and is a professor in the practice of

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leadership within the university's jesse A. Jones Graduate School of Business.

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Bernie retired from the United States Army in twenty sixteen

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as a Brigadier general after having successfully led West Points

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Department of Behavioral Sciences and Leadership. In his final assignment.

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He has led military units ranging insights from ten to

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three thousand plus people. Additionally, he has engaged with organizations

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around the globe regard in their leadership development efforts. In

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other words, have two amazing powerhouse houses with US Today.

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Don joins US Today from Tallahassee, Florida, and General Banks

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from Houston, Texas. Gentlemen, he hearty, welcome to Working on Purpose.

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Thank Thank you so much, Elise, Thank you It's wonderful

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to be here.

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Isn't it great to be on the other side of

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the mic on?

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You know?

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It's just fun? Right?

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Oh? Great?

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Right, well, let's kick this thing off by celebrating this

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beautiful book you put into the world. I absolutely loved it,

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as I told you before we got on air. Huge fan,

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I want to dive into it.

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I was really intrigued.

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By how you talk about in the book, even just

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the spark for the book, how it came to be.

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I think that that's a really fun thing to kick

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off with. So one of you tell us about how

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this book came into to be present for us.

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I'll jump in. Yeah, many of many of you, many

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of your listeners might remember that there was a Super

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Bowl played a few years ago in which the favored

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New England Patriots had fallen behind the Atlanta Falcons twenty

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eight to three. In fact, midway through the third quarter,

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the odds makers gave New England a point six percent

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chance of winning the game. At that stage, you know,

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Atlanta was a ninety nine point four percent the odds

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of winning. And then suddenly little things started to happen,

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things that hadn't happened previous in the game, Tom Brady,

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the least mobile quarterback in the NFL, suddenly ran for

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a first down and little things started to pile up.

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And what happened was that the Patriots began to change

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the momentum of the organ of the game. And before

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it was over, someone will remember the greatest comeback in

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the history of the Super Bowl. No team had ever

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come back from more than fourteen points down, and the

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Patriots came back to win in overtime. And the very

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next day I came in to my office, opened up

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the whiteboard where all the creative team were gathered in

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the conference room, and just wrote the words, how does

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a moment turn into momentum? How does that happen? How

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do you?

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How do you?

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How did what? How can we explain what happened last night?

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If people are trying to understand, could that happen to

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us in our organization? Could we be the Atlanta Falcons

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and maybe give up a great lead? And over the

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course of the next eight years, I partnered with General Banks,

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one of my great friends for many years, and we

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began interviewing the most amazing leaders in the planet. We

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began going into the field and polling Americans adults on

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what they believe about momentum, because we wanted to explain

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what we could about the about you know, the dynamic

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that that allows that to happen in organizations. And what

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we found was some really incredible detail. And I know

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we'll get into that with you a lease, but but

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it's it's it's a It was an amazing journey. I

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think both Bernie and I we were sad we had

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to cut it short. We would have gone five more

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years interviewing people because we were so into it. But

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you have to stop at some stage and right, and

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I'm grateful that you enjoyed it.

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I do understand that, and I absolutely love that. I

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wish I would have been there in your back pockets

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for the whole trip. I would have been.

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Cheering you on and ask this too.

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Okay, So one of the things that I think I

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really gravitated to that I think is pretty core to

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what you write about for Momentum, which we'll get into next.

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But I think I want to situate first role of

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mirror neurons and of course the concept of flow. If

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you can situate and kind of explain how mirror neurons work,

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why they're important, and of course white flow is related

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to momentum.

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Yeah you want me to take it? Yes, okay, good,

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So I'll tell you. One of the first things we

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started thinking about was, you know, there was some pretty

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famous work done about thirty years ago by a researcher

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in Santa Clara, doctor named me Hi, and his last

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name was so long I couldn't pronounce it.

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I've always said it chisholm Ahley, but I'm sure that's

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not right.

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It's something close, probably as close to that. He told

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me to call him doctor c. Yeah, I got it worked,

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Doug great, which is what Mike Krzyzewski does to coach

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k but the uh. But me Hi actually agreed kind

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of in the early stages of our research to sit

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down with me, and it turned out to be one

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of the very last interviews he got a chance to

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do before he passed away a few years back. But

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in that dinner with he and his wife, I proposed

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to him that flow as as he defined it, which

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is the ability to believe I'm in I'm in flow. Right.

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We've heard that phrase used before where suddenly you look

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up and you don't realize that that it's it's quitting

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time because you've been so engaged in your work, you

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love what you're doing so much that you don't see

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the clock. You're writing and suddenly it's two in the

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morning and you have no idea. That's flow. But what

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we wanted to propose was that when a group of

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people get in flow, that's when you create momentum. Right,

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it's group flow, which is different than what he studied,

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And by the time dinner was over, he was fully engaged,

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he was excited, he was cheering us on, encouraging that.

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This was exactly the extension of his work from thirty

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years earlier and couldn't have been happier to offer us

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advice and counsel. So flow is that ability for an

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individual to be moving towards something special. Momentum is when

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a group of people are doing exactly that, when a team,

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an organization, a company are moving together in a lockstep.

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And so with that, the next thing that really kind

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of came out was this idea about mirror neurons. One

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of the ways that doctor c encouraged me to look

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at this concept was that there's a fair amount of

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research done right now on mirror neurons, which is the

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ability for two people to feel something similar even though

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only one of them actually experienced it. Right, I'll just

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put it really simply. It's like if you and I

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work at the same place a lease, and you complete

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a masterful sale, something really big. Instead of being jealous

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that you were the one to complete it, I actually

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I'm as happy for you as if I had completed

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it myself. And that's and that is when mirror neurons

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are flowing in very simple ways. Some people talk about

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it like when you go into a room and somebody

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yawns and suddenly other people start yawning. That's that's the

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action of mirror neurons actually taking and physiologically playing itself out,

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even though neurologically it was me who yawned, and then

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suddenly you feel the need to. And so mirror neurons

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are when that group of people moving in flow together

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are actually capable of celebrating each other as opposed to

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finding jealousy amongst one or the other, because you are

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going to get credit for this moment as opposed to me.

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And so those two elements of the project were ultimately

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very important in our understanding and our description for others

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of how momentum can become a collective.

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Effort beautifully explain. Yeah, that's okay.

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It's a really important concept I think for listeners and

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viewers to get as we go along here, very very powerful.

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And by the way, I'm proud to tell you that

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in the ten and a half years that I've hosted

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the show, not one says my guest yawned on the show.

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So therefore I didn't yon either. Don't even start, don

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You're not going to be the first one.

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Okay.

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So now we've done all that, let's talk about what

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is momentum? Why should we care about this?

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Yeah?

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I think the build off of what Dodge has shared,

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I like to think of it as a belief with

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respect to do we think things are working for us

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or against us? Quite simply, you know, going back to

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this notion of flow, is the flow head in the

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right direction? Is the flow head in the wrong direction?

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Do we feel like we're swimming with the current or

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against the tide? You know? And so it is a belief,

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it's a mindset, it's a mindset, and that mindset, it's

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important for leaders to be intentional about how they shape

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the mindset and beliefs of their other teams. And so

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in the research that we conducted and the interviews that

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we were privileged to take part in, we examined how

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leaders across four different verticals, business, sports, politics, and the

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military went about creating momentum throughout their careers. And the

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stories they shared were fascinating.

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All right, love just some of the descriptors you have

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in your book, and there's just so many great things.

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I ran out of the ink when I was highlighting

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your book. But I like how that momentum has been

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described as a competitive energy tsunami. That sounds good to me,

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a great exaggerator, which is what John Maxwell said, and

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a force multiplier. I mean, doesn't that sound pretty good

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If you're trying to get a team to a win,

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and you're trying to do something in turn a company around,

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or you're performing a military operation, that all sounds pretty

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good to me.

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We should all want that, would we? I mean, would

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that wouldn't wouldn't the opportunities for us to be successful

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be greater if any one of those things things were

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true within our team?

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Yeah?

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And I like what you also said when we talk

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aboutmentum you say in your book and I quote you say,

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we start with the premise that momentum exists and can

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be manipulated by intentional types of preparation and organizational structure,

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and we give the following definition. Momentum is a synergistic

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force that influences the progress, resilience, and focus of a team,

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and its impact on the mindset of a team positively

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or negatively can be manipulated or extended. Now that ought

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to be ladies and gentlemen, both exciting and terrifying you

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if you're a leader, I.

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Hope it should be exciting. You know, when we were

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thinking about this book, I was having a conversation with

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one of my friends who runs the private equity practice

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for a very large financial service. Is Concerned, and these

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folks invest billions of dollars in organizations in the hopes

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that they can unlock dormant potential create value. And when

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I was talking to about this concept, he said, creating

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momentum is my job. Hm hmm, plain and simple. My

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job is not to make money. My job is to

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find opportunities where, through our company's intervention, we can create

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positive momentum, unlock an investment thesis, and ultimately return money

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to those who had the courage to invest in us

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because they thought that our acumen with respect to generating

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momentum was worth taking a risk on.

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That is terribly exciting, Bernie, Oh my goodness, very exciting.

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But at least I want I want to I want

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to be the negative. I'm going to be the negative

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Nelly here, but I'm gonna be negative. I love's answer there.

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But one other thing that stood out to us was

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in the early stages of the work on this. We

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went into the field with a nationally recognized polling firm

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and and and reach out to four thousand Americans adult

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right and asked them a series of questions about momentum.

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Number one. The first thing that stood out was that

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ninety plus percent of them believed in momentum. That number

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rose to one hundred percent if you only included in

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the answers those who had played sports, had either led

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an organization, or served in the military. You do one

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of those three things, and your one hundred percent convinced

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momentum exists. But while most of them do believe it

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can be manipulated, only twenty five percent of them had

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ever worked in an organization where the con the construct

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the idea of manipulating momentum had actually ever been raised,

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where you know, what can we do, how can we

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create something? How can we take advantage of this moment?

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Only twenty five percent, But the last number which really

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stood out was that seventy two percent of them said

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if they were working someplace where they perceived momentum had

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shifted to a competitor where they were on the losing

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end of the they were coming up from behind in

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con in this idea, they would consider looking for other work. Now.

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So while it's it's in Bernie's example, it's that guy's

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job right to create momentum, for all the rest of us,

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it's our job too, because if we're not number one,

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not only are we we do we risk giving ground

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to our competitors. We also risk losing our very best employees,

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who they may not say it, but they know it, right.

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They know when it's a mindset, right, it's a belief system,

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and they know when they believe that they're behind and

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losing ground. And nobody wants to ride out on a

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sinking ship.

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And this is why, of course, right we both of

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all three of us know how important leadership and culture is.

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Why We're going to talk about that next after we

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take our first break, so let's do that. I'm your host,

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doctor Leis Cortez. We've been on the air with retired

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General Bernie Banks, who now serves as the director of

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Rice University's Door University for New leaders and is a

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professor in the practice of leadership within the university's jesse

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Ah Jones Graduate School of Business. We also have Don Yeager,

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a best selling author, associate editor for Sports Illustrated, and

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host of the highly rated Corporate Competitor podcast. We've been

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talking about where their book Momentum came from, what is momentum,

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why it's important. After the break, we are going to

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talk a little bit about their model, but then we're

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also going to talk about how momentum can be can

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be stewarded by leaders and within culture. We'll be right back.

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Doctor Elise Cortes is a management consultant specializing in meaning

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and purpose. An inspirational speaker and author. She helps companies

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visioneer for greater purpose among stakeholders and develop purpose inspired

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leadership and meaning infused cultures that elevate fulfillment, performance, and

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commitment within the workforce. To learn more or to invite

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Elise to speak to your organization. Please visit her at

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elisecortes dot com. Let's talk about how to get your

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employees working on purpose. This is working on Purpose with

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doctor Elise Cortes. To reach our program today or to

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open a conversation with Elise, send an email to Alise

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A Lise at elisecortes dot com. Now back to working

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on Purpose.

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Thanksteresting with us, and welcome back to working on Purpose.

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I'm your host, doctor Elise Cortes. As I'm dedicated to

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helping create a world where organizations thrive because they're people

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thrive and they're led by inspirational leaders that help them

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find and contribute their greatness, and we do business that

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betters the world. I keep researching and writing my own books,

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so one of my latest came out. It's called The

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Great Revitalization. How activating meaning and purpose can radically enliven

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your business. And I wrote it to help leaders understand

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today's diverse and discerning workforce. What do they want and

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need from you from their work experience, and then I

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offer twenty two best practices that you can cand equip

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you for you to be able to put that into

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your culture and provide that for them. You can find

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my books on Amazon or my personal site at least

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quretest dot com if you are just now joining us.

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My guests are Don Jeger and Bernie Banks that are

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the authors of the new Science of Momentum, How the

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best coaches and leaders build a fire from a single spark,

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which of course I loved. So before we get into

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talking about leadership and culture and how we can really

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presence and nurture the idea of momentum, let's talk about

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your model. It's pretty hefty, it's pretty strong and robust.

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So can one of you take us through your momentum model?

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Yeah, I'm happy to do that. So, when thinking about

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how we would distill the insights glean from talking to

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leaders across the four sectors, nine things came to the fore.

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One it all starts with leadership. Leadership is the X factor,

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It's what makes organizations and momentum go. And so the

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model starts with leadership. How do you foster effective leadership,

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create clear alignment around what direction are we headed? How

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do we galvanize people's willingness to work in a coordinated

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manner and then sustain the effort required to achieve our

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desired aims. From there, it's a leader's responsibility to foster

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the right culture. So what are those norms, values, beliefs

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that you're going to put in place that are going

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to serve as the daily expectations of those you are

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in a relationship with. Then it's important to get the

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right people on your team. Recruitment matters. You don't get

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to recruit every single member of your team, but you

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have to recruit key players, what you know, Coach k

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referred to as glue guys. You know, the right A players,

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Get the right people in place in those critical roles,

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and from there you start to think about what are

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we going to have to do in order to prepare

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ourselves to put ourselves in a position where we can

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seize a moment or a set of activities. And so

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this preparation component, people highlighted how they had gone about

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that over time. Once those things transpire, when the moment happens,

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we call that the spark, and it doesn't have to

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be one thing. It can be a set of things

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that transpire within a certain timeframe. But then it's important

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for leaders to be able to recognize the spark and

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then help others to recognize it as well, and so

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communications became important. Leader communications, how do you communicate effectively

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to help people put the spark into context and galvanize

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their willingness to continue the effort going forward. From there,

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you have to maintain a positive climate on your team.

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Climate is a short term reaction to the environment. Culture

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is pervasive. So how do you have a team where hey,

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guess what, Yes, we are continuing to foster just belief that, yes,

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we can do this. We were built for this, which

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leads into the importance of never taking mindset and belief

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for granted, fostering that all which leads to outcomes which

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then tie into feedback and so it's an iterative process.

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But those nine things stood out time and time again

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in our conversations with leaders across all those fields of endeavor.

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Beautifully explained Bernie, think you might be a professor, and

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so listeners and viewers, that's the meat there. What Bernie

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just really explained of how that all ties together. And

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what they've done is they've got a chapter on each

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one of those pieces so you can really dive deep

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into it. But that was beautifully explained. Okay, so now

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what I want to do is I want to talk

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about how this shows up and some of the examples

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having your book in terms of leadership, in terms of culture,

402
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so our listeners and viewers can now connect the concept.

403
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I am not a sports fan or really big into sports.

404
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I'm lucky if I know what sport is being played

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in the season, So don't hold that against me, guys,

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But I am very, very fascinating with the Golden State Warriors,

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and so I want to talk about how this this

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notion here of you've got a chapter on the culture

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and what coach care if that's why I'm saying, is

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saying Kerr Kerr is doing to shape their shape theirs,

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their culture and then set them up for such strong

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performance and success and even the purchase, could you just

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kind of situate, you know, you talk about the purchase

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of the Warriors, let's start with that. That's pretty fascinating.

415
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Well, I'll jump in there. You know, the Warriors were

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a pretty you know, we're kind of trending upwards as seemingly,

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but they but they though they were trending, they seemed

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to be underperforming against the talent that the ownership that

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bought the team believed them to be capable of, and

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so they chose to make a leadership change. They brought

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in a new coach and and ironically, the coach that

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brought in had never been a head coach before in

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the NBA, so he's a he's brand new to his role,

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but he had been he'd been around and been a

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been a participant in many championship teams. So he understood

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that what what he believed was the most important thing

427
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was the reshaping of the culture. He didn't need to

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change players, he didn't need to change leaders. What he

429
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needed was to reshape the culture. And he uh and

430
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made a point that there were there were several elements

431
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of the culture that really stood out to him, but

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the number one piece. He believed the culture was built

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on four core values joy, competition, compassion, and mindfulness. I'm

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going to get to joy last, but but the idea

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of competition. He believed that the players need needed not

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to believe that anything was given to them, that they

437
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had to continuously be ready to be their very best

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in order to get playing time. So competition was extraordinarily

439
00:25:08.160 --> 00:25:13.160
important as a cultural value that he wanted players to understand,

440
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don't expect anything come prepared to compete. Compassion was equally

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important because the one thing he said is, you know

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we're in a failure sport, right. Nobody wins every game,

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Nobody hits every shot. Even Michael Jordan's most famous quote

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is about the number of shots he missed. And so

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the idea of compassion was in his cultural ethos was

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that we had to be forgiving of each other because

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you're going to fail, and I can't be mad at

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you for failing because tomorrow I might fail and I

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need you to be supportive of me. So show compassion

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to each other. Mindfulness was just simply the idea of

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constantly being connected. He was looking for connection, and that

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really led to his concept of joy, which he said

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is the most important in building any great team culture.

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And joy for him was looking at what makes it

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we're going to be better at our work if we're

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if we're happier at our work, right, And so how

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do I build joy? And one of the things he

458
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discovered was that the previous coach didn't agree that music

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should be played during practice. Very simple thing, but the

460
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players love music. The players want to dance as they're practicing,

461
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and so he very simply added music to the atmosphere,

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and it changed the way people felt about being in

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the workplace. He started looking at it and saying, you know,

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the other thing we need is to know each other better.

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So he started inviting player families to travel with the

466
00:26:52.519 --> 00:26:55.880
team on charters as they were heading to away games,

467
00:26:55.880 --> 00:26:58.119
and he would invite those families to join the team

468
00:26:58.200 --> 00:27:02.359
for dinners because he wanted everybody to get to know

469
00:27:02.480 --> 00:27:05.720
each other better. He wanted a better sense of joy.

470
00:27:06.559 --> 00:27:13.079
And that didn't just manifest itself, it did so in

471
00:27:13.519 --> 00:27:17.160
explosive ways. Just three years after he became the head coach,

472
00:27:17.720 --> 00:27:24.319
Golden State, you know, delivered the greatest season in NBA history.

473
00:27:23.920 --> 00:27:27.440
They won more games than any team ever had. Forget

474
00:27:27.480 --> 00:27:31.880
Michael Jordan's Bulls. They delivered more wins than anybody in history.

475
00:27:32.920 --> 00:27:36.359
Based on he would argue this concept of joy.

476
00:27:38.880 --> 00:27:41.640
I thought that was so compelling, that whole bit that

477
00:27:41.680 --> 00:27:43.880
she wrote about that, and I think the idea of

478
00:27:43.920 --> 00:27:48.880
situating and making joy a central part of your culture,

479
00:27:49.160 --> 00:27:51.759
and then talk about those those mirror neurons, of course,

480
00:27:51.799 --> 00:27:53.960
being able to see how people respond to that music

481
00:27:54.160 --> 00:27:57.160
and increase their energy and their and their happiness. And

482
00:27:57.200 --> 00:27:59.799
then I did really appreciate the idea that in terms

483
00:27:59.839 --> 00:28:03.240
of encouraging the compassion, so that when when the other

484
00:28:03.240 --> 00:28:05.480
players knew what was happening in their personal life, so

485
00:28:05.480 --> 00:28:07.839
what were they dealing with what was important to them?

486
00:28:07.880 --> 00:28:10.839
Who is their family? I just think that is really,

487
00:28:10.920 --> 00:28:14.200
really something special to celebrate, and I really wanted to

488
00:28:14.200 --> 00:28:18.160
make sure that we showcase that. So gorgeous share. Thank you, Don.

489
00:28:19.279 --> 00:28:20.799
I also think it's important.

490
00:28:20.440 --> 00:28:22.839
Bernie, she said, gorgeous share it to me, not.

491
00:28:27.079 --> 00:28:29.119
If I can find it. Bernie, I'll say the same

492
00:28:29.160 --> 00:28:30.880
thing for you, but only if you earn it.

493
00:28:32.960 --> 00:28:33.319
Ners.

494
00:28:33.400 --> 00:28:35.920
I'm happy for Don to have gotten a gorgeous share.

495
00:28:36.359 --> 00:28:38.559
So here's gorgeous share. Is my gorgeous share. We're like,

496
00:28:38.799 --> 00:28:39.839
we're winning.

497
00:28:40.240 --> 00:28:40.519
You see.

498
00:28:40.599 --> 00:28:42.960
It's so easy to you know, make someone's stay right.

499
00:28:42.960 --> 00:28:46.480
We should just do more of it.

500
00:28:44.839 --> 00:28:49.200
But you know, here's where it gets really.

501
00:28:49.000 --> 00:28:51.279
Fun for me, as somebody who's been trafficking and meaning

502
00:28:51.319 --> 00:28:53.599
and purpose and all these kinds of things for some time.

503
00:28:53.720 --> 00:28:55.880
Now we can talk about the numbers of how this stuff,

504
00:28:55.960 --> 00:28:58.039
you know, translates. If you you talked about in the

505
00:28:58.039 --> 00:29:01.759
book how the Golden State Wars top the Forbes Annual

506
00:29:01.880 --> 00:29:05.480
Valuation list for NBA teams for the first time in

507
00:29:05.559 --> 00:29:07.960
their history in twenty twenty two, and then top the

508
00:29:08.000 --> 00:29:10.519
list again in twenty twenty three with a value of

509
00:29:10.599 --> 00:29:14.000
seven point seven billion dollars. I mean, there's so many

510
00:29:14.279 --> 00:29:16.200
things we could say about that, but I think it's

511
00:29:16.240 --> 00:29:19.200
important that listeners and viewers can connect this to the

512
00:29:19.240 --> 00:29:22.119
bottom line as well. It's not just feally good stuff.

513
00:29:22.559 --> 00:29:23.720
These are real results.

514
00:29:24.839 --> 00:29:26.599
Yeah, and I think that's an important piece of this

515
00:29:26.799 --> 00:29:33.279
entire discussion. Right, Nothing about this journey for Bernie or

516
00:29:33.279 --> 00:29:36.559
myself has been about looking for some really fun thing

517
00:29:36.640 --> 00:29:39.960
to do. Now, we want people to be more successful, right,

518
00:29:40.279 --> 00:29:43.119
and momentum allows you to become more successful.

519
00:29:45.559 --> 00:29:47.519
Just fun all the way around. And you guys are

520
00:29:47.519 --> 00:29:47.960
both fun.

521
00:29:48.000 --> 00:29:48.519
What a delight.

522
00:29:48.599 --> 00:29:50.599
I didn't know what I was going to expect, and

523
00:29:50.640 --> 00:29:52.720
look at you, I might not want to give you back.

524
00:29:52.880 --> 00:29:56.359
So let's just we'll see. Okay, Well, let's talk about

525
00:29:56.359 --> 00:29:58.880
this spark. You have a whole chapter around the spark,

526
00:29:59.000 --> 00:30:01.599
and this is kind of of where things kind of

527
00:30:01.880 --> 00:30:04.400
where you say where the spark is the place where

528
00:30:04.440 --> 00:30:07.160
belief systems begin to shift. Let's talk about it.

529
00:30:08.400 --> 00:30:08.720
Yeah.

530
00:30:09.359 --> 00:30:09.880
Yeah, So.

531
00:30:11.599 --> 00:30:14.559
When thinking about how do you recognize momentum. This was

532
00:30:14.599 --> 00:30:18.440
something that immediately came to mind for me because of

533
00:30:18.480 --> 00:30:21.400
the time I spent in the military. In the military,

534
00:30:21.519 --> 00:30:27.519
we spend countless hours preparing to develop capabilities that should

535
00:30:27.640 --> 00:30:32.319
something transpire in the world that requires our services, we're

536
00:30:32.359 --> 00:30:36.559
able to recognize those moments, tailor our activities to create

537
00:30:36.599 --> 00:30:40.440
positive momentum so that we can prevail and secure our

538
00:30:40.519 --> 00:30:42.759
nation and do to things we do in the military.

539
00:30:43.079 --> 00:30:46.880
And so in the military we call that seizing the initiative,

540
00:30:48.200 --> 00:30:51.119
And so how do you recognize when the moments occur

541
00:30:51.519 --> 00:30:53.920
that now present an opportunity for you to seize the

542
00:30:53.960 --> 00:30:57.440
initiative to go on the offense. In the military, when

543
00:30:57.440 --> 00:31:01.319
you're on defense, you're doing defense the entire time with

544
00:31:01.400 --> 00:31:04.319
the intent of getting back on the offense. It's always

545
00:31:04.359 --> 00:31:10.839
about having offensive efforts that you are orchestrating. And so

546
00:31:11.200 --> 00:31:15.960
teaching young leaders throughout the military how to recognize when

547
00:31:16.079 --> 00:31:20.720
critical things transpire and then to build upon those in

548
00:31:20.759 --> 00:31:26.480
a very thoughtful way was something we actually taught people

549
00:31:26.519 --> 00:31:29.519
how to do well. And so I was very curious,

550
00:31:29.519 --> 00:31:33.200
how are others doing this? And one of the conversations

551
00:31:33.200 --> 00:31:36.079
we had was with a very successful basketball coach Buzz Williams,

552
00:31:36.119 --> 00:31:38.000
who at the time was the Texas A and M

553
00:31:38.079 --> 00:31:41.160
basketball coach, and he was talking to us about how

554
00:31:41.160 --> 00:31:45.279
we prepare his players to recognize the importance of certain

555
00:31:45.599 --> 00:31:49.240
critical moments within a game, and he was just so

556
00:31:49.480 --> 00:31:54.240
creative the way he went about it. Conversely, when we

557
00:31:54.279 --> 00:31:57.640
talked to one of the co founders of Nvidia about

558
00:31:57.640 --> 00:32:00.119
how are you going to recognize the spart he went

559
00:32:00.200 --> 00:32:03.680
back to, Hey, we didn't stumble upon the importance of GPUs.

560
00:32:03.720 --> 00:32:06.759
We knew that one day there would become a need

561
00:32:06.799 --> 00:32:10.799
to have computational power that could do several things at once,

562
00:32:11.279 --> 00:32:16.039
foster parallel processing, conduct matrix operations, and nobody was there yet,

563
00:32:16.279 --> 00:32:19.480
and nobody could really anticipate how fast do we have

564
00:32:19.519 --> 00:32:22.400
to get there? But they knew at some point in

565
00:32:22.440 --> 00:32:25.960
the future that's going to become important. And then boom,

566
00:32:26.039 --> 00:32:30.200
some things transpired and they had the best capability and

567
00:32:30.279 --> 00:32:33.759
suddenly they just skyrocket. But it wasn't the first time

568
00:32:33.799 --> 00:32:36.079
they had done that. They had also done it for gaming.

569
00:32:36.359 --> 00:32:38.480
They had also done it. So they're in the business

570
00:32:38.480 --> 00:32:43.160
of constant reinvention in order to create positive momentum for

571
00:32:43.160 --> 00:32:47.960
their organization and to change the game inside the technology space.

572
00:32:48.559 --> 00:32:50.640
And so you saw it in the military, you saw

573
00:32:50.640 --> 00:32:53.240
it in industry, you saw it in sports, we saw

574
00:32:53.240 --> 00:32:56.759
it in politics. In our conversation with James Carbill and

575
00:32:56.799 --> 00:33:00.440
how we would prepare candidates, it was fascinating, say, at

576
00:33:00.440 --> 00:33:03.599
some point in this campaign, something's going to transpire, and

577
00:33:03.640 --> 00:33:06.480
in that moment, we have to be prepared to seize

578
00:33:06.480 --> 00:33:08.920
it and to build upon it. And he ran us

579
00:33:08.920 --> 00:33:11.920
through some scenarios and they talked about how you would

580
00:33:11.920 --> 00:33:15.599
create dialogue around that in the moment, and he rattled

581
00:33:15.599 --> 00:33:19.920
off a fictional scenario where he gave an impassioned speech

582
00:33:21.839 --> 00:33:25.720
and you were like, oh, you had to have that already,

583
00:33:25.759 --> 00:33:29.640
you know, that's something you memories. He's like, no, them

584
00:33:30.000 --> 00:33:33.400
made it up in the moment. But it was unbelievable.

585
00:33:34.359 --> 00:33:36.160
But you know, with all this notion that they were

586
00:33:36.200 --> 00:33:40.359
all able to recognize when do a set of discrete

587
00:33:40.400 --> 00:33:45.359
activities gain outsized importance, how can you communicate that to

588
00:33:45.480 --> 00:33:47.519
others and then build upon it.

589
00:33:47.799 --> 00:33:50.480
Yeah, and in video, I mean, I think one of

590
00:33:50.480 --> 00:33:52.200
the things that stood out. One of the co founders

591
00:33:52.200 --> 00:33:55.640
sat down with us and it was fantastic to learn.

592
00:33:55.680 --> 00:33:58.039
I mean, you know, you know, them to be currently

593
00:33:58.079 --> 00:34:03.440
the first four trillion dollars come company in history. But

594
00:34:03.640 --> 00:34:09.199
that company back in twenty sixteen was kind of in

595
00:34:09.239 --> 00:34:12.320
the was in the the It was about one hundred

596
00:34:12.360 --> 00:34:15.519
and twenty two billion dollars in value, so it was

597
00:34:15.920 --> 00:34:18.400
a decent sized company, but not anywhere near what it

598
00:34:18.440 --> 00:34:23.920
is today. But they began then investing in this computational

599
00:34:24.400 --> 00:34:27.920
power that others were not investing in, so that when

600
00:34:27.960 --> 00:34:30.840
the moment that chat GPT is announced to the world,

601
00:34:31.440 --> 00:34:37.639
suddenly becomes a phenomenon, right, it becomes the spark the

602
00:34:37.719 --> 00:34:40.800
next very next day, and Vidio was worth thirty two

603
00:34:40.880 --> 00:34:43.719
billion dollars more than they were the day before. Why

604
00:34:44.199 --> 00:34:45.880
because they were ready for the spark.

605
00:34:46.000 --> 00:34:46.239
Yeah.

606
00:34:46.920 --> 00:34:49.360
Yeah, this is so exciting, gentlemen, And it's just a

607
00:34:49.400 --> 00:34:51.400
shame that either one of you are very passionate about

608
00:34:51.400 --> 00:34:53.800
this either about this at all.

609
00:34:53.840 --> 00:34:54.159
I know.

610
00:34:54.320 --> 00:34:56.760
So we're going to take our next break here.

611
00:34:56.840 --> 00:34:57.639
But what were I love.

612
00:34:57.719 --> 00:34:59.480
What I want to situate for our listeners and viewers

613
00:34:59.559 --> 00:35:02.119
is the I the opportunity that you can teach people

614
00:35:02.159 --> 00:35:05.360
in your organization to recognize this bark. So let's have

615
00:35:05.480 --> 00:35:07.480
them thinking about that when we go on to break,

616
00:35:08.199 --> 00:35:10.280
because after the break, I want to situate a little

617
00:35:10.320 --> 00:35:12.519
bit about leader communication and the power in the world

618
00:35:12.519 --> 00:35:14.519
of storytelling in relation to that. As you kind of

619
00:35:14.559 --> 00:35:17.960
started to allude to, Bernie, I'm your host, Doctor Elise Cortez.

620
00:35:17.960 --> 00:35:21.199
We've been on the air with Brigadier General retired Brigadier

621
00:35:21.199 --> 00:35:23.880
General Bernie Banks, who now serves as the director of

622
00:35:23.960 --> 00:35:27.519
Rice University Stewart Institute for New leaders and is also

623
00:35:27.559 --> 00:35:30.679
a professor in the practice of leadership within the university's

624
00:35:30.760 --> 00:35:33.679
Jesse H. Jones Graduate School of Business. And we also

625
00:35:33.800 --> 00:35:37.280
have Don Yeager. He's the best selling author, associate editor

626
00:35:37.320 --> 00:35:41.880
for Sports Illustrated, and the host of the Corporate Competitor podcast.

627
00:35:42.320 --> 00:35:45.519
We've been talking about some of the aspects relative to

628
00:35:45.559 --> 00:35:48.159
their model of the momentum. After the break, we're going

629
00:35:48.199 --> 00:35:50.519
to talk about that what I mentioned, the leader communication

630
00:35:50.639 --> 00:35:54.199
and how compelling you can situate yourself to really steward

631
00:35:54.239 --> 00:35:56.400
momentum in your organization. We'll be right back.

632
00:36:12.119 --> 00:36:15.679
Doctor Elise Cortes is a management consultant specializing in meaning

633
00:36:15.760 --> 00:36:19.559
and purpose. An inspirational speaker and author, she helps companies

634
00:36:19.639 --> 00:36:23.440
visioneer for greater purpose among stakeholders and develop purpose inspired

635
00:36:23.519 --> 00:36:27.480
leadership and meaning infused cultures that elevate fulfillment, performance and

636
00:36:27.559 --> 00:36:30.760
commitment within the workforce. To learn more or to invite

637
00:36:30.800 --> 00:36:33.519
a lease to speak to your organization, please visit her

638
00:36:33.599 --> 00:36:36.800
at elisecortes dot com. Let's talk about how to get

639
00:36:36.880 --> 00:36:45.679
your employees working on purpose. This is Working on Purpose

640
00:36:45.800 --> 00:36:49.039
with doctor Elise Cortes. To reach our program today or

641
00:36:49.079 --> 00:36:51.840
to open a conversation with Elise, send an email to

642
00:36:51.920 --> 00:36:57.440
Alise A Lisee at elisecortes dot com. Now back to

643
00:36:57.559 --> 00:36:58.679
Working on Purpose.

644
00:37:03.719 --> 00:37:05.480
Thanks for staying with us, and welcome back to Working

645
00:37:05.480 --> 00:37:08.280
on Purpose. I'm your host, doctor, Relyse Cortez. As you

646
00:37:08.519 --> 00:37:11.159
know by now, this program is dedicated to empowering and

647
00:37:11.199 --> 00:37:14.000
inspiring you along your journey to realize more of your potential.

648
00:37:14.320 --> 00:37:15.840
If you want to learn more about how we can

649
00:37:15.880 --> 00:37:18.519
work together and learn about the Gusto Now Academy for

650
00:37:18.639 --> 00:37:21.719
leaders and individuals on various journeys alike, make your way

651
00:37:21.719 --> 00:37:24.639
to gustodesh now dot com and then navigate to the

652
00:37:24.679 --> 00:37:27.000
training tap where you can find the academy. Love to

653
00:37:27.000 --> 00:37:29.440
have you join us if you are just coming onto

654
00:37:29.519 --> 00:37:32.519
the episode with us. My guests today are Don Jeger

655
00:37:32.519 --> 00:37:35.079
and Bernie Banks. They're the authors of the New Science

656
00:37:35.079 --> 00:37:37.840
and momentum, how the best coaches and leaders build of

657
00:37:37.880 --> 00:37:42.119
fire from a single spark. So I have to celebrate

658
00:37:42.159 --> 00:37:46.320
this notion. Of course, you have a chapter on leader communications,

659
00:37:46.320 --> 00:37:49.679
and of course I am a champion for helping leaders

660
00:37:49.719 --> 00:37:53.840
to develop really being effective strong storytellers. So let's situate

661
00:37:53.920 --> 00:38:01.760
how that plays into being able to nurture momentum.

662
00:38:01.840 --> 00:38:10.639
We're both being gracious, Doun's like, absolutely, and so one

663
00:38:10.639 --> 00:38:13.800
of the things that highly effective leaders do is that

664
00:38:13.840 --> 00:38:20.480
they use stories to establish context and to positively influence

665
00:38:20.480 --> 00:38:23.599
the things that are transpiring around them. And so learning

666
00:38:23.599 --> 00:38:28.320
how to tell an effective story was absolutely essential as

667
00:38:28.360 --> 00:38:31.199
we looked at this and we saw how people sought

668
00:38:31.519 --> 00:38:37.239
to put very complex things into terms that people could understand, right,

669
00:38:37.679 --> 00:38:41.239
And so learning how to communicate, learning how to tell stories,

670
00:38:41.480 --> 00:38:47.159
leveraging facts, not making things up, but highlighting things that

671
00:38:47.199 --> 00:38:51.440
were tangible and saying, Okay, here's why this matters, here's

672
00:38:51.480 --> 00:38:54.360
how it's going to positively influence this other thing. So

673
00:38:54.480 --> 00:38:56.519
earlier you were talking about facts and figures, and you

674
00:38:56.519 --> 00:38:59.679
gave some of those stats from the Golden State, whereas well,

675
00:38:59.679 --> 00:39:03.079
we were talking to David Petraeus about his activities when

676
00:39:03.119 --> 00:39:07.159
he was leading US forces in Iraq during what was

677
00:39:07.239 --> 00:39:11.199
later called the Surge, and it was a turnaround effort.

678
00:39:11.840 --> 00:39:15.599
Prior to his arrival, things weren't going really well, and

679
00:39:15.679 --> 00:39:17.880
so he came up with a four pronged strategy for

680
00:39:17.920 --> 00:39:20.920
how he was going to dress stuff. But one of

681
00:39:20.960 --> 00:39:25.599
the elements of that really hinged on telling the story

682
00:39:25.719 --> 00:39:28.639
in a factual way and then putting those facts into

683
00:39:28.719 --> 00:39:32.519
contexts don't end up in the spin room, which is

684
00:39:32.559 --> 00:39:35.360
what a lot of people try to do. And so

685
00:39:35.719 --> 00:39:41.679
using facts and figures, telling compelling stories, making your communications

686
00:39:41.840 --> 00:39:47.039
easy to understand, plain language, you don't become too verbose.

687
00:39:47.840 --> 00:39:52.079
All of those things play a significant role in helping

688
00:39:52.119 --> 00:39:57.400
people to understand here's the moment, here's why it matters,

689
00:39:58.039 --> 00:40:00.599
here's what we have to do going forward if we're

690
00:40:00.599 --> 00:40:01.880
to take advantage of it.

691
00:40:03.480 --> 00:40:03.719
Well.

692
00:40:03.760 --> 00:40:06.440
And keep in mind, gentlemen, that I'm all about developing

693
00:40:06.480 --> 00:40:10.239
inspirational leaders and so being able to share share a

694
00:40:11.440 --> 00:40:14.719
critical message in a way that connects your team members

695
00:40:14.760 --> 00:40:16.400
to what it is that you're out to do and

696
00:40:16.599 --> 00:40:19.119
encourages them in the process, lifts them in the process.

697
00:40:19.159 --> 00:40:21.480
It's just so compelling and so much of what I

698
00:40:21.559 --> 00:40:25.320
teach as well, So that whole chapter just really excited me.

699
00:40:26.480 --> 00:40:28.039
And then under that that I want to get to

700
00:40:28.159 --> 00:40:32.440
next is this idea of how you can champion belief

701
00:40:32.440 --> 00:40:35.079
in mindset. I think you said something earlier down about this,

702
00:40:35.199 --> 00:40:37.760
and let's see, I already said that you gave a

703
00:40:37.760 --> 00:40:39.159
gorgeous response.

704
00:40:40.199 --> 00:40:41.119
Bernie, so did you.

705
00:40:41.679 --> 00:40:43.880
Just to make sure we both get our kudos in here,

706
00:40:44.840 --> 00:40:46.760
But I do want to situate more of that because

707
00:40:46.800 --> 00:40:49.760
I think there's so much that organizations are missing in

708
00:40:49.800 --> 00:40:52.800
terms of opportunity, in terms of how they really steward,

709
00:40:53.320 --> 00:40:57.719
nurture and support belief and mindset, especially relative to momentum.

710
00:40:57.800 --> 00:40:58.679
If one of you can.

711
00:40:58.599 --> 00:41:01.079
Take that, I think I think one of the things

712
00:41:01.119 --> 00:41:04.679
that stands out, you know, to the point Bernie was

713
00:41:04.719 --> 00:41:07.800
making about, you know, how to how do leaders communicate?

714
00:41:07.960 --> 00:41:11.039
And and one way to look at the way we

715
00:41:11.159 --> 00:41:15.880
built this model is it's almost like if you're if

716
00:41:15.880 --> 00:41:18.119
you're a camper, if you go out camping, and the

717
00:41:18.199 --> 00:41:19.519
very first thing you have to do if you're going

718
00:41:19.559 --> 00:41:21.679
to build a fire, right is you have to you

719
00:41:21.679 --> 00:41:24.480
have to assemble the fire together. You get to put

720
00:41:24.519 --> 00:41:26.639
the wood together in the right way so that there's

721
00:41:27.119 --> 00:41:29.840
air that can feel, that can fuel it, and you

722
00:41:29.880 --> 00:41:32.519
want to make sure it's stacked right, there's kindling in there.

723
00:41:32.960 --> 00:41:33.639
And then at.

724
00:41:33.639 --> 00:41:36.719
Some stage, so that's all the pre work, that's the recruiting,

725
00:41:36.800 --> 00:41:40.599
that's the culture, that's the that's putting together the team

726
00:41:40.679 --> 00:41:44.159
that's ready for the moment. Then the spark occurs, right,

727
00:41:44.239 --> 00:41:48.679
and the fire starts to grow. But now comes our

728
00:41:48.840 --> 00:41:52.360
responsibility as leaders to fan the flames, to make that

729
00:41:52.480 --> 00:41:57.320
fire as as dominant as possible, to let it, let

730
00:41:57.360 --> 00:42:01.599
it take hold. And one of the things that really

731
00:42:01.639 --> 00:42:05.880
matters in that in that fanning the flames window is

732
00:42:05.880 --> 00:42:10.599
is how we encourage. As you said, right, it's how

733
00:42:10.639 --> 00:42:13.159
we how we change and we take the belief in mindset.

734
00:42:13.199 --> 00:42:16.039
They already believe we're going to be successful. Now the

735
00:42:16.119 --> 00:42:18.880
moment has occurred. Now it's our job to remind them

736
00:42:18.960 --> 00:42:22.480
all that work we did beforehand, all that preparation we

737
00:42:22.519 --> 00:42:27.719
did for this moment, it's ours. It's here, let's go right.

738
00:42:28.159 --> 00:42:33.159
And if I can encourage you to bring the best

739
00:42:33.159 --> 00:42:36.400
possible mindset to the workplace, if I can get you

740
00:42:36.960 --> 00:42:41.159
to believe with me that unbelievable things are head, the

741
00:42:41.199 --> 00:42:46.280
fire is going to be magnificent. You're going to if

742
00:42:46.320 --> 00:42:49.239
you trust me, if you believe me, and you are

743
00:42:49.280 --> 00:42:54.039
now witnessing this fire taking hold, you're going to jump

744
00:42:54.039 --> 00:42:56.079
on board, and the people who jump on board are

745
00:42:56.119 --> 00:43:01.119
going to help you through leader communications continue to fuel

746
00:43:01.199 --> 00:43:06.159
the mindset of their fellow teammates. Right again, mirror neurons.

747
00:43:06.599 --> 00:43:10.599
As belief systems grow, belief systems.

748
00:43:10.159 --> 00:43:13.079
Grow, it's so powerful.

749
00:43:13.079 --> 00:43:16.039
And as a leader, your capacity, ladies and gentlemen, to

750
00:43:16.119 --> 00:43:18.800
steward that, to nurture that, to guide that is just

751
00:43:19.039 --> 00:43:22.320
so powerful. And think about the impact that you can

752
00:43:22.360 --> 00:43:24.559
have in your organization when you learn to do that. Well,

753
00:43:25.159 --> 00:43:28.639
so exciting. Okay, so we talked about those mirror neurons,

754
00:43:28.760 --> 00:43:32.360
and of course I situate then how important it is

755
00:43:32.360 --> 00:43:36.079
to be able to steward that positive emotional contagion. I

756
00:43:36.119 --> 00:43:38.320
want to be able to share with you have several

757
00:43:38.320 --> 00:43:41.920
practices in your book or approaches for leveraging emotional contagent

758
00:43:41.960 --> 00:43:43.559
to build momentum in teams.

759
00:43:44.119 --> 00:43:45.039
Let's talk about at.

760
00:43:45.000 --> 00:43:47.679
Least a few of those to be able to equip

761
00:43:47.719 --> 00:43:51.760
our listeners and viewers with some other material as they

762
00:43:51.760 --> 00:43:53.159
walk away from our podcast.

763
00:43:54.480 --> 00:43:56.920
Yeah, so there are several things that we would recommend

764
00:43:56.960 --> 00:44:00.440
in that regard. One this notion of setting positive xptations

765
00:44:00.480 --> 00:44:05.800
and establishing a positive vision. Effective leaders set high standards.

766
00:44:06.280 --> 00:44:08.840
They don't set the bar low. They set the bar high,

767
00:44:08.880 --> 00:44:11.480
and they say, guess what, here's how we're going to

768
00:44:11.519 --> 00:44:15.639
go about clearing that height. So setting positive expectations, establishing

769
00:44:15.639 --> 00:44:21.360
a positive and then turning that into clear goals, smart goals, specific, measurable, attainable, relevant,

770
00:44:21.400 --> 00:44:25.840
time bounded, and then tapping into people's why the purpose

771
00:44:25.880 --> 00:44:29.760
piece you've already highlighted the importance of that. Another thing

772
00:44:29.880 --> 00:44:32.960
is having a growth mindset, based on the work of

773
00:44:33.000 --> 00:44:36.280
Carol Dweck. So how do you promote curiosity, how do

774
00:44:36.320 --> 00:44:39.719
you think about empathy? And how do you leverage the

775
00:44:39.800 --> 00:44:42.719
two so that you can learn along the way it's

776
00:44:42.719 --> 00:44:44.880
been set for the most agile organizations are the ones

777
00:44:44.880 --> 00:44:49.199
that learn most effectively, and taking time to engage in

778
00:44:49.199 --> 00:44:55.800
introspection and exploration matters. A third is to think about

779
00:44:56.440 --> 00:45:00.800
how do you foster a reflective mindset, really get people

780
00:45:00.800 --> 00:45:04.119
to be mindful, to engage in mediation, so to find

781
00:45:04.119 --> 00:45:08.960
that calm space that can unlock new insights. And there

782
00:45:08.960 --> 00:45:13.320
are a variety of others around understanding the neurofeedback you're receiving, right,

783
00:45:14.000 --> 00:45:15.920
So there are a number of ways in which you

784
00:45:15.960 --> 00:45:21.000
can go about applying these things in service of enhancing

785
00:45:21.400 --> 00:45:24.519
the likelihood that you achieve positive momentum.

786
00:45:24.719 --> 00:45:27.159
It's so exciting to element. It's so exciting when you

787
00:45:27.199 --> 00:45:29.000
see this stuff in motion. You know, when I go

788
00:45:29.039 --> 00:45:33.880
into organizations, I can tell immediately there's this idea called

789
00:45:33.960 --> 00:45:37.000
limbic resonance. Right, It's probably related to what you're doing

790
00:45:37.039 --> 00:45:39.719
with the mirror neurons, but I can tell if an

791
00:45:39.800 --> 00:45:42.599
organization is gelled or not. I can feel that energy.

792
00:45:42.679 --> 00:45:45.800
I know if they feel demoralized, disconnected, or if they

793
00:45:45.800 --> 00:45:49.159
feel congealed and together and on fire. And I love

794
00:45:49.199 --> 00:45:52.480
how we're talking about equipping leaders and organizations to create

795
00:45:52.519 --> 00:45:55.039
more of that momentum. So this is so exciting for me.

796
00:45:55.639 --> 00:45:57.800
All Right, we have time really to cover just a

797
00:45:57.840 --> 00:46:00.440
little bit about the idea of outcomes and feed that us.

798
00:46:00.440 --> 00:46:04.000
You're bringing your last chapters. It's the finale, so let's

799
00:46:04.000 --> 00:46:05.840
just talk a little bit about that. We have maybe

800
00:46:06.320 --> 00:46:07.599
two minutes to discuss that.

801
00:46:08.320 --> 00:46:10.960
I'll be quick, but I do know that one of

802
00:46:11.000 --> 00:46:13.079
the things when we looked at outcomes and feedback, one

803
00:46:13.079 --> 00:46:15.559
of the one of the places we turned for uh

804
00:46:15.679 --> 00:46:20.280
for for great learning was the Blue Angels, Right, the

805
00:46:20.360 --> 00:46:24.559
Navy's unbelievable team of pilots.

806
00:46:24.880 --> 00:46:27.360
If someone in the Navy can be unbelievable, they're they're

807
00:46:27.360 --> 00:46:27.760
the ones.

808
00:46:27.920 --> 00:46:30.039
This is what happens to an army guy.

809
00:46:30.599 --> 00:46:31.719
An army yes, says it.

810
00:46:31.840 --> 00:46:32.480
Army guy. Yeah?

811
00:46:33.199 --> 00:46:37.400
Can you mute the army guy? So that's my mirror

812
00:46:37.400 --> 00:46:41.760
neuron talking to you, Bernie. But yeah, the Navy, the

813
00:46:42.079 --> 00:46:44.159
Blue Angels are fantastic. But one of the things that

814
00:46:44.159 --> 00:46:47.239
stood out to us is here's this organization that performs

815
00:46:47.239 --> 00:46:50.400
at the highest level, but because of turnover. Right, they

816
00:46:50.440 --> 00:46:54.880
have turnover every year, they have forced turnover. They bring

817
00:46:54.920 --> 00:46:58.000
in new pilots every year. Their goal is to build

818
00:46:58.039 --> 00:47:00.599
momentum throughout the season so that they're best show is

819
00:47:00.639 --> 00:47:03.880
their last show. Right, They want to get better every show,

820
00:47:04.280 --> 00:47:05.760
and so one of the things that they do in

821
00:47:05.800 --> 00:47:11.960
the process of that is they do they do unbelievable

822
00:47:12.519 --> 00:47:15.800
feedback loops in which when they walk into the room

823
00:47:15.960 --> 00:47:19.519
after a practice or show, everyone takes from their arm

824
00:47:19.599 --> 00:47:23.679
their rank. Right, their ranks come off because this is

825
00:47:23.719 --> 00:47:26.840
no longer about you having a position as general and

826
00:47:26.920 --> 00:47:31.280
I'm just a journalist. This is the opportunity for us

827
00:47:31.599 --> 00:47:36.280
to speak truth to each other. Great feedback. We have

828
00:47:36.360 --> 00:47:39.880
this phrase in the book. Feedback is the breakfast of champions,

829
00:47:40.320 --> 00:47:43.840
and those who can actually eat breakfast do well. So

830
00:47:44.760 --> 00:47:48.719
go to work, build feedback into your organization, which will

831
00:47:48.760 --> 00:47:53.199
allow you then to grow, prepare, start the loop again.

832
00:47:53.760 --> 00:47:57.599
That's the beauty of this model as we drafted it.

833
00:47:57.599 --> 00:48:01.760
It's actually a continuous loop. And while while the momentum

834
00:48:01.800 --> 00:48:05.360
will slow at some stage, your goal is to restart

835
00:48:05.400 --> 00:48:10.119
the model, keep it moving, keep it growing, and make

836
00:48:10.199 --> 00:48:11.000
momentum yours.

837
00:48:11.960 --> 00:48:15.599
Oh so good, guys, so so good. Okay, So I

838
00:48:15.599 --> 00:48:17.239
want to give you a chance each just to say

839
00:48:17.280 --> 00:48:19.960
a little something in closing, say maybe fifteen or twenty seconds.

840
00:48:20.000 --> 00:48:21.880
The show is listening to by people around the world.

841
00:48:21.920 --> 00:48:25.599
They care about elevating their own leadership, stewarding their organizations,

842
00:48:25.719 --> 00:48:28.840
or more meaningfully plugging into their own work. What would

843
00:48:28.840 --> 00:48:29.880
you each like to leave them with?

844
00:48:32.199 --> 00:48:33.239
Don you want to start?

845
00:48:33.679 --> 00:48:36.519
Sure? You know I would tell you. I think the

846
00:48:36.840 --> 00:48:39.840
beauty of a project like this is that it starts

847
00:48:39.880 --> 00:48:43.119
with a crazy moment and an idea, and next thing

848
00:48:43.159 --> 00:48:44.679
you know, you get a chance to learn from the

849
00:48:44.760 --> 00:48:47.800
very best. I think that you know, we believe success

850
00:48:47.880 --> 00:48:49.719
leaves clues, and that's what we went out to do.

851
00:48:49.840 --> 00:48:53.960
We chased success, sought its clues, and put it here

852
00:48:54.159 --> 00:48:57.880
for others to hopefully grow from.

853
00:48:58.079 --> 00:49:00.800
I would just like to build upon that and say

854
00:49:00.880 --> 00:49:04.400
you need not have experienced something personally to make it

855
00:49:04.719 --> 00:49:09.000
an experience that you can leverage personally, learn from the

856
00:49:09.039 --> 00:49:12.800
wisdom of others. It will accelerate your ability to be

857
00:49:13.159 --> 00:49:19.119
effective in your role. Minding these stories has been an

858
00:49:19.119 --> 00:49:21.960
honor for both of us, and we're just excited to

859
00:49:22.000 --> 00:49:24.400
share these stories with others and the hope that it

860
00:49:24.400 --> 00:49:28.440
can lead to people positively impacting other people's lives around

861
00:49:28.480 --> 00:49:29.960
the globe.

862
00:49:30.760 --> 00:49:33.559
Bernie and Don, it is an absolute delight and pleasure

863
00:49:33.599 --> 00:49:35.320
to know you both, to have learned from you, be

864
00:49:35.360 --> 00:49:37.920
inspired by you. I'm so grateful that I found you,

865
00:49:38.000 --> 00:49:39.440
that you came on the show. Thank you for being

866
00:49:39.440 --> 00:49:40.440
on working on purpose.

867
00:49:41.400 --> 00:49:42.039
Thank you Eric.

868
00:49:43.320 --> 00:49:45.599
Listeners and viewers, you're going to want to learn more

869
00:49:45.599 --> 00:49:48.320
about these two amazing gentlemen and their book. There's a

870
00:49:48.360 --> 00:49:50.079
couple of places you can go. You can go to

871
00:49:50.119 --> 00:49:53.440
the Harpercollinsfocus dot com website to find their book, but

872
00:49:53.480 --> 00:49:55.400
I would also recommend that you go to LinkedIn and

873
00:49:55.480 --> 00:49:58.320
find each of them individually and connect with them that way.

874
00:50:00.039 --> 00:50:01.960
That would be one of the best and easiest ways

875
00:50:01.960 --> 00:50:04.639
to do that. Last week, if you missed the live show,

876
00:50:04.679 --> 00:50:06.960
you can always catch a bee recorded podcast. We were

877
00:50:06.960 --> 00:50:09.719
on air with Isaac Perlatinsky talking about his book How

878
00:50:09.760 --> 00:50:14.639
People Matter, Why it affects health, happiness, love, work, and society.

879
00:50:15.719 --> 00:50:18.280
He's passionate about mattering, well being, and fairness, and we

880
00:50:18.360 --> 00:50:23.920
talked about how when these are satisfied in people, families, communities, organizations,

881
00:50:23.920 --> 00:50:27.239
and even nations altogether thrive. Next week will be on

882
00:50:27.280 --> 00:50:29.679
the air with Ken Banta talking about his new book

883
00:50:29.880 --> 00:50:34.039
Seeing Around Corners c Suite wisdom from America's most insightful leaders.

884
00:50:34.320 --> 00:50:36.719
See you then, and together, let's lean in and learn

885
00:50:36.760 --> 00:50:40.079
together how to make workplaces that work for everyone and

886
00:50:40.159 --> 00:50:42.400
find wasted business in a way that betters the world.

887
00:50:42.639 --> 00:50:43.840
Let's work on Purpose.

888
00:50:47.039 --> 00:50:49.679
We hope you've enjoyed this week's program. Be sure to

889
00:50:49.719 --> 00:50:53.360
tune into Working on Purpose featuring your host, doctor Elise Cortes,

890
00:50:53.480 --> 00:50:56.719
each week on W four C. Why Together, We'll create

891
00:50:56.760 --> 00:51:00.880
a world where business operates conscientiously leadership and fires and passion.

892
00:51:00.920 --> 00:51:03.960
Performance and employees are fulfilled in work that provides the

893
00:51:04.039 --> 00:51:07.320
meaning and purpose. They crave see you there. Let's work

894
00:51:07.480 --> 00:51:08.159
on purpose.