Feb. 7, 2018

Performance: Building and Leading Effective Teams

Show Notes
Transcript

Getting people in organizations to perform at extraordinary levels may be at the very heart of outstanding leadership. And building a solid team that executes on a leader’s vision and strategy is key. But what does it take to find the right talent, assemble a strong team collection, and elicit their best performance? In this episode, we talk with Mareo McCracken who has carefully studied and now cultivated a set of practices that build teams quickly and effectively.

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There are some people that make their
work just another thing they have to do,

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and there are those that make their
work something that they want to do.

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Welcome to Working on Purpose with your
host Elise Cortez. In our program,

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we provide guidance and inspiration from those
people who have found deeper meaning and

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personal connection to their work life.
It's beyond nine to five, it's working

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on Purpose. Now Here is your
host, Elise Cortez. Welcome back to

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the Working on Purpose Show. Thanks
for tuning in again this week. Great

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to have you. I'm your host, Elise Cortez, joining you from Dallas,

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Texas, which is home base for
me. This program is all about

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helping people more meaningfully and productively connect
with their work and equipping organizations do the

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same for their employees. So I
bring on guests with a particular perspective or

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experience that I think expands the conversation
about meaningful, productive work, and I

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often draw on the meaning and work
research I've been doing over the last fifteen

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years, as well as my own
experience consulting at the work that I do

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today in CDIM, which is a
global management consulting firm. I'll get to

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the program in just a moment,
but let me thank my media partner and

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sponsor, jobbing dot Com. Jobbing
dot com is the leading locally focused job

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board in the nation and they are
dedicated helping employers find quality talent in their

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own backyard while giving job seekers control
over their search they can find work close

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to home. Great partnership. Thank
you jobbing dot Com. Last week,

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if you miss the live show,
you can always catch it via recorded podcast.

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We were on the air with Cash
Khe of Kha Consulting Group and the

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author of eight Leadership Types in the
White House, Discover and Leverage your Oval

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Office leadership style. The focus based
on Cash's own research into forty two presidents

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and a comparison of the types he
discovered in relation to Myers Briggs personality types.

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I discovered my two types of proactive
and take charge in the conversation.

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It was quite fascinating. And so
when we know our leadership type, we

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can one leverage it for best effectiveness
or to FlexIt for when we need to

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change for somebody else. Who's quite
different with us this week is Mario M.

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Kraken, who is the revenue leader
at Move Medical, where he leads

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the sales marketing and customer success efforts. He also writes for Ink and as

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a regular contributing writer on LinkedIn.
Today we'll be talking about how to effectively

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build and lead teams. He joins
today from San Diego, California. Mario,

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Welcome to working on purpose. Thank
you very much. I'm super happy

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to be here too. Me too. And you know, it's always so

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fun for me as my listeners who've
heard this for a while can attest.

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And we happen to enjoy a listenership
across the globe which I'm so honored and

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appreciative of. And I get to
meet amazing people I wouldn't otherwise have any

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business meeting. And you came across
my path through a mutual friend, Kimberly

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Davis, and so I want to
thank her and give her a shout out.

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And I am amazed at all the
balls you have in the air.

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Mario. You are a busy man. You are the revenue leader at move

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Medical, and you travel a ton
for your work, and you have a

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family and many fascinating outside interest You
write for LinkedIn and for Ink, all

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this kind of stuff. First,
I want to talk about what does it

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mean to be a revenue leader at
move Medical. Let's stored there. So

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the term revenue leader came about in
response to software kind of eating the world,

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right, it came about instead of
just focusing on sales or on marketing

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alone, it was loss of these
software companies had to have someone that was

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in charge of both sales, marketing
and also customer success, and so anything

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that's commercially oriented or customer facing kind
of falls under revenue or anything to help

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grow the company. And so that's
kind of how it works in our company

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as well. We have marketing,
we have sales, we have customer success,

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but they're all part of the same
team rather than being in different silos.

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We're all part of the same team. So we're all working toward the

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same objectives and goals. And typically
that's how companies try to operate. But

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when you actually change the organization to
be structured that way, sometimes we're hoping

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to get better results and so we're
trying to out That makes so much sense

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to me because I do a lot
of work. You know, within an

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insignium, we serve very large,
complex organizations across the globe, and many

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times what you see in those organizations
and no surprise, right, is very

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siloed efforts that don't talk one another. So what you're talking about to me

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makes tremendous sense. I get it. I guess I should probably also ask

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what does move medical actually do?
What do you provide? So we help

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medical device companies keep track of all
of their inventory, that's the basic what

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it does. We help with asset
utilization. We increase the ability for companies

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to keep compliance with laws, to
know whether stuff is to reduce costs,

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which, in turn we hope produces
patient care costs and healthcare costs by helping

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these companies run more efficiently. Sounds
very You're so crisp about that, Mario,

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Like it really were that easy?
I know it's not. No,

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nothing is easy. The goal is
to make it easy, right right right?

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I like that? And just quickly, since you and I were talking

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before we can on air about your
travel. How is it that you're traveling?

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When you travel, where are you
going to? What are you doing?

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So there's lots of different reasons to
travel, but obviously being in a

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sales role, a lot of the
travel is for sales purposes. It's either

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to conferences or on site visits with
clients. To really deep dive into their

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business to understand what they're going through
and what they're doing. So a lot

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of the travel is for sales purposes. Also there's other industry events to stay

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up on knowledge too. And then
with the customer success side, it's customer

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success is what we call proactive customer
service. It's where you take the customers

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goals and you try to help them
get there without them having to call you

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in when there's a problem. You
problem solve problem and solve everything as much

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as you can before the problem ects
exist, and then you guide the customer

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to their goals. And so sometimes
lots of those on site visits are part

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of that as well. Just on
a real interesting side note to presence what

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you just said there. Next week
we'll be on the air with Bill Lee,

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who is all about driving customer advocacy, so really being able to set

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up the customer being the one that
sells for the organization and when the speech

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for the organization. That's great,
Yeah, I think it's going to be

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a great conversation on Valentine's No less
right, Oh, customer love on Valentine

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Day. That's perfect, right,
I think it's perfect. Well, let's

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get into the topic that you and
I settled on. There's so much we

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could have talked about, and we're
going to talk about building teams today,

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and I first want to always start
with what is it about that topic that

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captivates you? Why? Team building? Why why do you rivet on that?

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So I think it's ever since,
it's been, I guess, nurtured

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in me, ever since I was
a little kid. In my house growing

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up, we were six kids,
and so we were a team, right

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And then I played sports, and
I always gravitated toward team sports rather than

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individual sports, maybe just because I
wasn't good enough for the individual sports,

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but I really felt I got something
out of the team sports as well.

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Where and then in college I loved
the group atmosphere and working as a team

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to solve something. And then I
was on a sales team right after college

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and those type of things, and
just overall being part of a team has

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always been something that I've found value
in. And I realized when I was

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on a good team, I was
happy, I performed, I produced,

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and when I was on a bad
team, it wasn't. And so that

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led to kind of the study of
teams and when I became an independent consultant.

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Actually for a while, I decided
to help all these different companies,

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but then I missed being part of
a team, and that's what brought me

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back into the startup phase where I
joined a company. I joined a startup

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and it felt like I was back
part of a team. And that's the

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main reason I rejoined a company was
so I could be part of a team

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but also build teams and so something
that's very important to me because I really

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believe that people performed better when they're
supported by the right type of people,

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and I think teams can do that. You're also getting me to remember Peter

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Sinki's work about, you know,
the teams being greater than some of their

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parts, right, so that there's
a synergy there that you can really tap

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into. And I know that when
I'd work for years on my own as

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a sole proprietor as a consultant too. And then I joined in Sydney about

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a year and a half ago and
we had been out delivering some work together.

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There were two consultants in me observing, and I remember so distinctly.

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We had dinner with the client and
we were walking back to the car and

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I looked my arms into both of
theirs, one Nathan on one side and

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Nate on the other, and I
said, oh my gosh, this is

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so much better than working for myself
by myself. So I get it.

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I get it all right. So
what I want to do next? And

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I like to be able to give
like a comparing contrast here. So I

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want to ask you next, really, when you think about what you've learned

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or seen in companies about how they
tend to go about building teams, So

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I first want to ask you,
what have you seen that does not work

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well in building teams. I think
the first time I really was able to

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observe this and see what didn't work
was it was kind of my own fault

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where I was living in Hong Kong
and we were building various teams called districts

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as we called them as in Hong
Kong, and I was and we thought,

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why don't we create a super district
where we put our super zone and

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we put all the best missionaries or
all the best people doing that type of

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service. At that time, there
are two years I was in Hong Kong.

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I was a missionary in one zone, and see what happens, right,

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and it didn't work well, It
actually didn't. We didn't play off

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the strengths of each team member.
We didn't utilize, we didn't allow people

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to bring their strengths. We just
brought the strongest of everybody. And then

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I learned throughout business and going into
various companies, when you just put the

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strongest people on a team, often
that doesn't create the best team. You

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need people that can play off each
other's strengths. You can't have the same

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strengths, and you have to have
that diversity of thought, diversity of experienced,

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diversity of potential, diversity of everything
involved. There's so many different types

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of diversity, and you have to
put that all in one place so they

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can and strengthen each other and grow
with each other. And so finding the

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right mix of people on a team
doesn't always mean finding just who the strongest

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players aren't putting them on a team. I can completely see that, absolutely

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see that, and I think it's
the next question question. Of course,

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I do want to ask to contrast
that is, what have you seen that

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does work and building a really great
team? And then I'm gonna ask you

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what makes for a really great team
great? So the crazy thing is that

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you always think you have a formula, and so you build a good team

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somewhere, and then you think that
same formula will translate to the next team

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or the next division. And the
only thing that I've found that really works

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in building a team is if first
everybody on the team has to want to

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be part of a team, and
I guess it's like a marriage. It's

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just a marriage of lots of people
in the same place, right where if

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both sides are all sides of ten
people or twelve people or six people,

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whoever many people are on your team
want to make the team work, and

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that's the foundation that you need to
build a good team. They still might

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not guarantee a team because you might
not have the right skills, you might

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not have the right abilities, but
at least you have the potential for the

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team to work. If there's people
that don't really want to be on the

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team, or they have an ego, or there's some ulterior motive involved,

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then there's a good chance that the
team will never take off. And to

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make good work, you just have
to get the I guess, the initial

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commitment, and you have to figure
out what those what everybody's desire is on

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the team. Okay, okay,
And then when you think about you know,

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just a rock and team, some
team that really, I mean,

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this is a good, solid team. What does that look like? How

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do you describe that? Well?
I think you can feel since I think

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you can feel the energy and passion
on the team when when you go into

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team meetings, you can feel there's
excitement. They're excited about what they're doing,

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and so that alone you know that
something's right. You might they might

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you might not know exactly why it's
right, but you feel the energy.

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And then later over time, it
might not be the first week or second

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week, but results start coming in. And so those are the two proof

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in the pudding is a team is
right if the results are coming in.

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They might not do it perfectly,
they might not get to the results the

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exact way that you had envisioned or
planned or told them to do even but

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they're energetic, they're passionate. It's
just a good feeling. And then results

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start coming in. And I think
they both play off each other very well.

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You feel better when results come in, but you also have that energy

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to create those results as well.
As you were talking about that, Mario,

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I was just thinking about some of
the work that I've done recently with

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clients and gotten to be part of
their team efforts at etc. And what

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I back to your thing about feeling. What I often get is I feel

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that they're connected. I feel a
connection among them. It's like a buzz.

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Yeah, that's for sure. Yeah. You when you feel connected,

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you're more willing to do your job, but you're also more willing to help

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them with their assignment. And that's
where that real team come the team aspect

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comes from. It's not just so
centered on yourself, because if that was

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the case, you could just play
tennis and you just only rely on yourself.

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But if you want to play with
other people, you have to think

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about their needs, and that's often
hard to do. That gets me to

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the next question here that I'm curious
about. I mean, I don't know

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anybody who wants to get up in
the morning that says, hey, I

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want to I want to suck at
at being a leader and I want to

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be really bad at building teams.
I don't know anybody who gets up with

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that in mind right. And yet
at the same time, so we have

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there are many people out there have
very good ideas and the best of intentions,

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but they fail at leading others in
building teams. Why do you think

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that is? Oh, shoot,
there's too many reasons. I think.

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If it's not, I guess if
it's not on purpose, of course,

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anything could happen, right, You
could accidentally be a good leader, which

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is maybe a zero point one percent
chance to be a good leader on accident.

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But to lead a team and be
a good leader, you have to

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do it on purpose. And if
you're not doing it on purpose, something

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else is taking over. Has to
be something that you consciously think about,

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and you're consciously thinking about other people. So whatever is on your mind and

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whatever you consciously think about is what
you're going to do. So if you're

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thinking about your own problems, in
your own worries and what you have to

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get done, you might get those
things done, but you're not going to

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be able to lead a team,
and so it's not as much an act

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of co mission. You hear all
the horror stories about bad leaders who who

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put people in the wrong places and
then blame them or hide behind different scenarios

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or put the blame on other people, or whatever they want to do to

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be bad leaders, but most of
the time, bad leadership isn't so obvious.

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It's not that somebody's actually doing something
really bad. They're just not doing

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everything they could be or should be
doing. So it's more acts of oh

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mission rather than co mission. But
that can really that mediocrity that can really

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hurt a team. So, as
you were speaking, one of the things

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I was thinking about when you mentioned
I forget exactly how you said at Mario,

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but it was something to the effect
of that the leader doesn't have his

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or her eye on his team,
it's on himself or herself. There are

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concerns. One of the things that
we do when we when we work with

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with people is that we teach some
various aspects about how to how to connect

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well with people. And one of
those simple things that we distinguish is this

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notion of being out here with others. And so it's that thing of really

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physically trying to whenever you're you're you're
going into a new space or you're trying

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to accomplish anything, that you just
take a moment and you literally, you

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know, put your eyes up,
look at the other person, and step

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outside of yourself for just a moment, and it's amazing how simple that sounds,

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but how effective that is. That's
exactly right if you look people in

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the eye, put away your phone
and really think about what this person is

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going through and what's the atmosphere I'm
trying to bring, and what am I

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doing in this space and why am
I here? I guess it's that awareness,

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when you're aware, that helps other
people notice that you're aware, and

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they just feel automatically better. But
it allows you to notice as a leader

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what should be done, because half
the time leaders don't notice things. They

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have to be told things. And
that's where that's in my opinion, the

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number one thing that separates good leaders
from average leaders is good leaders can notice

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and feel things, whereas average leaders, they can take good and make good

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decisions, but they have to be
told what to make the decision on.

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You're also reminding me of something that
we talk quite a bit about here with

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an insignium madio, and that's this
whole notion of what it is to be

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a human being, not a human
doing right, and that that's pretty good

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right, and that when so often, especially as leaders, when you think

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about what does it take to really
be with somebody, it can be kind

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of uncomfortable when you're really really in
that space and you get to really listen

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to what they have to say and
you're a present with them. And then

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you add in that whole piece of
being able to experience the full spectrum of

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human emotion, and that that's something
that we certainly encourage, especially if you

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want to be an inspirational leader,
to be able to have access to that.

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And so when you started mentioning the
emotional piece, that's absolutely where I

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came in on. That is just
the importance of being and then accessing and

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displaying all of your emotions as they're
appropriate. I should say, oh,

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yeah, for sure, that's a
I love that concept. That better rings

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true for sure, where you can't
really if you're being somebody, you're focusing

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on the whole experience and not just
on a task list. Right, Fantastics

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are needed. You have to do, you have to get your stuff done,

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but how you go about getting that
done is a big determinant and how

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other people perceive you, but more
importantly, how you can influence other people.

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Great point, Mario, and a
great way to take us into our

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first break. I'm your host,
Alice Cortez. We've been on the air

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with Mario McCracken, who is the
revenue leader at Move Medical, where he

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leads the sales, marketing and customer
success efforts. He also writes for Inc

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And is a regular contributing writer on
LinkedIn. He joins today from San Diego,

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California. We've been talking a bit
about really what it takes to create

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teams. After break, we're going
to talk more about how emotions and the

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actual style of leadership make a difference
as well. Stay with us, will

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be right back. Friend us on
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world. Voice America Empowerment Elise Cortez
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dot Com. This is Working on
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program today, please call in to
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email to Elise ali se at Elise Cortez

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dot com. Now back to Working
on Purpose. Thanks for staying with us,

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00:20:56.759 --> 00:20:59.640
and welcome back to Working on Purpose
if you're just joining us. My

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00:20:59.680 --> 00:21:03.000
guest is Mario McCracken, who's a
revenue leader at move Medical, where he

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00:21:03.119 --> 00:21:06.799
leads the sales, marketing and customer
success efforts. He also writes for ink

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00:21:06.839 --> 00:21:10.400
and is a regular contributing writer on
LinkedIn. I'm your host, Alice Cortez.

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So, Mario. Just before the
break, we were talking about this

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whole notion of human being, a
human being versus a human doing with regard

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to how we lead. What I
wanted to talk about next, and it

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is something you and I chatted about
together on the phone before we got on

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the show. It's the role of
positivity and emotion in building teams and leading

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teams. Talk to us about what
you've learned about that and how you practice

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that. Yeah, emotions are well, everybody knows they're super powerful. Everybody

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tries to control them, and I
think that's that's sometimes wrong in and of

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itself. Is you're supposed to have
emotions, you're supposed to feel. They

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tell you things, they guide you, they lead you, and so embracing

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your emotions is very very important with
it they're good or bad. But as

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a leader, we also know that
emotions are contagious, and especially as a

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leader, you even have more influence
where if people automatically are looking to you

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or trying to understand how you're feeling, they're going to pick up on those

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cues and feel the way you're feeling. So if you're down or angry or

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sad, there's you're going to be
able to bring that same energy and that

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same feeling to those people around you. And now that's not going to be

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true every single time. Some people
don't get affected by how other people around

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them are acting. But most people, when you notice something is wrong or

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you notice someone around you, you
begin to have empathy and you begin to

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try to feel what they're feeling,
even if it's subconscious or conscious. You

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want to be connect with those around
you. And so because of that power

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that we have as leaders, to
influence people. It's very, very important

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that we try to help people keep
their eye on the goal and eye on

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the mission, and often that remain
that requires using your positive emotions to help

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them stay positive as well. I
have got to share something that I we

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just recently that will completely illustrate this
point and maybe bring it to life a

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little bit more than you already have. A couple of weeks ago here in

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Dallas, one of my colleagues and
I presented what we call an Inspirational Leader

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Program audio. And what's at the
heart of that whole program is that we

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teach the participants to do just what
you're saying, to really to gain access

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to their own emotions and first let
themselves be inspired and then show that inspiration

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speak that inspiration. So part of
what we do in that workshop is and

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it's not a workshop, it's a
program. It starts with a couple of

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days and then there's there's there's follow
up. However, we ask the participants

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to come to the session prepared to
share something that inspires them. We don't

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give them, we don't tell them
how to do that. We just come

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and share it. If you want
to bring props, you can and so

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what happens is when they get it
in front of the room, they share

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this whatever it is that inspires them. And often it's not always, but

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oftentimes people in the crowd get so
moved, touched and inspired that they shed

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a tear or they cry, and
it's really powerful. And then at the

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same time, Mado, what we
do is we ask the people that are

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listening to their presentation, really listen
to what the speakers saying, listen for

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what inspires them. The idea being
that if as leaders they can learn how

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to become really great listeners and learn
and listen for what inspires other people,

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they can access those emotions and be
able to connect with those emotions with their

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people, and that makes for incredibly
effective, powerful leadership when people can opt

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in and be enrolled by that kind
of inspiration to you say, you say,

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emotions are contagious, especially when they're
positive like that, and they make

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people feel better than they already are
incredibly powerful. Yeah for sure. Now

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that's a great story. That's a
that's a really good example. Oh it's

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so, you know, I'm so
grateful. I get to do work that

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I love and I get to live
my I purpose to the work that I

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do. It's really phenomenal to get
to be in a place where you I

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mean, I get to work with
people on a very intimate level, to

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be led into their space, and
I get to be part of witnessing their

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transformation. It's amazing, it's just
amazing. So yes, I'm over here

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pumping my arm as you say emotions
are contagious and the power of harnessing the

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positive ones. Yes, yes,
and yes, that's awesome. Yeah,

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anything else you want to say about
emotions relative to leadership before I go onto

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the next thing I want to talk
about. There's lots of ways to transfer

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emotions to other people without having to
be the Rara type, because not everybody.

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Every personality type is different, and
you might not be someone who's overly

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energetic or someone who maybe you're more
much more of an introvert. But you

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can still show positive emotion in the
words that you choose to tell say and

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the stories you choose to tell.
And I think the stories that we tell

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aren't just hey, let me tell
you a story or a time of this,

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it's just the story is how you
relate to the experiences and how you

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define the things that happen to you. And so as you're telling your story

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to people and they can see was
your outlook positive or negative? Was this

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interaction with this client or an internal
interaction with another colleague, and then how

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you reacted to what they said to
you, and then how you tell other

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people about that situation is it positive
or negative? And so there's lots of

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ways to display positive energy without actually
being the raw ra cheerleader type of leader.

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Either you can be an introvert,
you can be yourself and still be

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very positive at the same time.
I really appreciate that point, Modio.

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It's so so important that our listeners
get that they do not need to be

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00:26:41.839 --> 00:26:45.079
this bigger than life person who can
speak grandly in front of a room.

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It can be absolutely quiet, more
introverted people and still share what inspires them

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in a way that completely enrolls other
people. And if listeners go back and

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00:26:55.039 --> 00:26:56.960
listen to the show we had last
week with cash Keyhi on his eight different

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types, he's got four of those
types that are completely introverted people, and

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00:27:00.799 --> 00:27:06.640
they're incredibly effective. So I really
appreciate that you'd distinguish that for our listeners.

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I was great, great, thank
you, Yeah, So the next

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00:27:11.799 --> 00:27:15.640
thing I want to go on to
kind of get moving away from the emotion

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00:27:15.720 --> 00:27:18.200
piece of it here is when we
spoke on the phone in preparation for this,

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00:27:18.519 --> 00:27:23.279
you said something about what we are
good at might not necessarily what we

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00:27:23.359 --> 00:27:26.440
want to be good at. I
certainly know a little something about this,

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00:27:26.480 --> 00:27:30.359
but I'm really curious to hear your
perspective in this. What do you mean

398
00:27:30.400 --> 00:27:33.319
by that? So they can go
back to a lot of different things.

399
00:27:33.359 --> 00:27:37.559
I think the first time I realized
this was in high school. I wanted

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00:27:37.640 --> 00:27:40.519
to be really good at soccer,
but I was much better at American football,

401
00:27:41.240 --> 00:27:44.559
and that came about when I was
offered a position on the varsity football

402
00:27:44.559 --> 00:27:47.000
team, but not the varsity soccer
team because in Idaho they play at the

403
00:27:47.000 --> 00:27:49.400
same time, and so I had
to make a choice right. And then

404
00:27:49.559 --> 00:27:52.960
later in my professional life, you
dream about maybe running a hedge fund,

405
00:27:52.960 --> 00:27:57.920
but you realize your interpersonal skills are
in sales or in doing different things.

406
00:27:57.960 --> 00:28:03.640
So I have these dreams and ambitions
that you want this to be your certain

407
00:28:03.720 --> 00:28:08.839
skill, but that's not necessarily what
you're the best at. And when even

408
00:28:08.880 --> 00:28:12.160
if you really want something but you're
not that good at it that passion is

409
00:28:12.160 --> 00:28:15.359
going to be hard to come by. But if you're really but if you

410
00:28:15.400 --> 00:28:21.039
can become really, really good at
something, then that passion comes easily because

411
00:28:21.240 --> 00:28:25.200
because you're seeing results and you're finding
success, and by doing something over and

412
00:28:25.240 --> 00:28:27.640
over again, you build that craft
and you build that expertise, and that's

413
00:28:27.920 --> 00:28:33.599
then where the passion comes from.
And it's it's definitely a self feeding cycle

414
00:28:33.640 --> 00:28:37.839
where the better you get at something, the more passion you find in what

415
00:28:37.880 --> 00:28:41.400
you're doing, and it just helps
you become a better leader and when you

416
00:28:41.440 --> 00:28:45.640
can lead others towards the same path. So you still should do what you

417
00:28:45.640 --> 00:28:48.039
want to do, but it doesn't
necessarily mean that what you want is what

418
00:28:48.079 --> 00:28:55.440
you're going to be best at.
Okay. So one of the other things

419
00:28:55.480 --> 00:28:56.880
we talked about, and it might
have a story on this is and you

420
00:28:56.920 --> 00:29:00.200
think you just alluded to this,
and I may have missed it, but

421
00:29:00.319 --> 00:29:03.440
something about you said on the phone
embracing our skills to turn them into a

422
00:29:03.480 --> 00:29:07.759
passion, right, so I can. I gotta tell you how how I

423
00:29:07.759 --> 00:29:14.960
got into the business that I do
in terms of facilitating development was an accidental

424
00:29:14.960 --> 00:29:18.880
discovery of a skill and therefore a
passion and really quick for our listeners.

425
00:29:19.079 --> 00:29:25.039
I ran into a gentleman years ago, years ago at a conference, and

426
00:29:25.240 --> 00:29:29.079
he called me up a few months
after we'd gotten together over the phone and

427
00:29:29.119 --> 00:29:32.359
he said, hey, Portas,
is it true here? You you say

428
00:29:32.440 --> 00:29:34.880
in your email that you can you
can speak Spanish and Portuguese. Is does

429
00:29:34.920 --> 00:29:38.480
that mean just the bad words or
can you actually talk this stuff? And

430
00:29:38.519 --> 00:29:42.039
I said, I can actually speak
Portuguese and Spanish conversationally and actually don't even

431
00:29:42.079 --> 00:29:45.960
know the bad words. Why why
do you ask? And he goes,

432
00:29:45.000 --> 00:29:48.359
well, I've got this client down
disclient in South America that that needs this

433
00:29:48.400 --> 00:29:52.319
stuff delivered in Spanish and Portuguese.
Would you consider doing it? I said,

434
00:29:52.359 --> 00:29:55.839
I'll go just for the fact that
I get to go back to South

435
00:29:55.839 --> 00:29:57.559
America and use these languages. Whatever
this thing is you want me to present,

436
00:29:59.160 --> 00:30:00.799
I'll figure that out, but I'll
go just on that basis alone.

437
00:30:02.400 --> 00:30:04.559
And so I learned the material.
It was a very large, you know,

438
00:30:04.640 --> 00:30:08.480
one day presentation, and I got
down there Mario and I presented this

439
00:30:08.599 --> 00:30:14.039
stuff and I realized one I had
a skill for this. I could actually

440
00:30:14.039 --> 00:30:17.720
get in front of a room and
I could make this material come alive and

441
00:30:17.880 --> 00:30:19.640
it was a skill that I didn't
know that I had, and I fell

442
00:30:19.640 --> 00:30:22.759
in love with it on the spot
and I've been doing it ever since.

443
00:30:22.920 --> 00:30:27.279
And that was I don't know,
twelve years ago, but it was an

444
00:30:27.279 --> 00:30:32.799
actual discovery of a skill that totally
became a passion of mine. So I

445
00:30:32.880 --> 00:30:34.640
didn't I didn't think about it the
way that you said it, but that's

446
00:30:34.720 --> 00:30:40.519
exactly how it happened. Now that's
great. Yeah, as leaders, we

447
00:30:40.559 --> 00:30:42.200
can help other people, for sure, but we also have to find it

448
00:30:42.200 --> 00:30:45.720
within ourselves. And sometimes it's by
accident, other times it's by people encouraging

449
00:30:45.720 --> 00:30:49.480
you or giving you an opportunity that
you didn't think about before. We all

450
00:30:49.519 --> 00:30:55.000
need to have coaches and mentors and
multipliers in our life. Coaches are the

451
00:30:55.000 --> 00:30:59.000
ones that train you right, mentors
guide you, and multipliers are the people

452
00:30:59.039 --> 00:31:03.039
that help you become a better version
of yourself in all aspects or push you

453
00:31:03.079 --> 00:31:06.440
to be much better than than you
ever thought you could be. And so

454
00:31:06.799 --> 00:31:08.559
we all need different types of people
at different phases in our life. And

455
00:31:08.640 --> 00:31:12.559
sometimes just saying hey, I think
you're good at this can help somebody improve

456
00:31:12.680 --> 00:31:15.599
and try something new and find a
skill that they didn't know they had,

457
00:31:15.640 --> 00:31:19.759
which then, in turn, with
enough practice, becomes a passion because they're

458
00:31:19.759 --> 00:31:26.559
good at it. You've taught me
something again here in this conversation. Thank

459
00:31:26.559 --> 00:31:29.799
you, Maria. I hope,
but my bill isn't getting too high as

460
00:31:29.799 --> 00:31:34.400
we go through this conversation. Multiplier, I've never heard anybody talk about that.

461
00:31:34.440 --> 00:31:37.599
Now, I think I understand that
quite well. I hope that's what

462
00:31:37.640 --> 00:31:41.279
I'm doing when I coach people.
However, I think that's really quite interesting.

463
00:31:41.839 --> 00:31:45.200
I guess I'd like to understand a
little bit, Mario. How can

464
00:31:45.240 --> 00:31:48.519
you tell us maybe an example or
two of how you've been able to help

465
00:31:48.559 --> 00:31:52.480
identify skills in someone that you've been
working with on your team, and how

466
00:31:52.480 --> 00:31:56.359
did you help multiply that? Can
you can you conjure that for us?

467
00:31:56.480 --> 00:32:00.079
Oh? Sure, let me think
about that for a second. So,

468
00:32:00.079 --> 00:32:02.519
so, a multiplier can be a
coach and can be a mentor. They

469
00:32:02.519 --> 00:32:07.759
don't have to be mutually exclusive.
But at the same time, at a

470
00:32:07.880 --> 00:32:10.839
multiplier can be someone that's not either
a coach or a mentor. A multiplier

471
00:32:10.880 --> 00:32:15.279
could just be your best friend and
someone that is super positive and encourages you

472
00:32:15.400 --> 00:32:17.680
and pushes you to try new things
and just tells you, hey, you're

473
00:32:17.720 --> 00:32:23.279
good enough, you can do it, whereas a coach is definitely someone who

474
00:32:23.319 --> 00:32:28.920
has a plan and an action and
helps you develop your skills and helps you

475
00:32:28.960 --> 00:32:34.160
think through your physical actions as well
as your thought processes and all those type

476
00:32:34.200 --> 00:32:37.240
of things. And yeah, of
course a mentor is the one to guide

477
00:32:37.279 --> 00:32:39.640
you through the troubled waters or because
they've been there, they can mentor you.

478
00:32:39.759 --> 00:32:45.079
Right. So in my career,
there's been lots of different situations where

479
00:32:45.079 --> 00:32:49.279
I've had people on my team that
have had a very specific role. And

480
00:32:50.400 --> 00:32:52.119
the thing, I guess it goes
back to my personal experience where when I

481
00:32:52.160 --> 00:32:55.400
was in a specific role, I
didn't feel like I was growing as much,

482
00:32:55.440 --> 00:32:59.319
and so I always always looking for
something else to help with or to

483
00:32:59.359 --> 00:33:01.880
do, because if it's too narrow, I feel like I'm not growing.

484
00:33:02.200 --> 00:33:06.640
And so I tried to when I
became a leader. When I became an

485
00:33:06.680 --> 00:33:09.599
official leader, right, I tried
to help the people on my team by

486
00:33:09.839 --> 00:33:13.799
noticing how they interact with people and
notice what things they did well on their

487
00:33:13.799 --> 00:33:16.799
projects, and then encouraging them specifically
saying, hey, you've done this part

488
00:33:16.839 --> 00:33:20.519
really really well. Maybe you want
to explore it more because you only do

489
00:33:20.519 --> 00:33:22.960
it for ten twelve percent of your
work day, maybe this is something that

490
00:33:22.960 --> 00:33:25.559
you would want to explore even more
because you're really really good at it.

491
00:33:25.799 --> 00:33:30.720
And so when someone feels encouraged and
they're complimented, they're more willing to try.

492
00:33:31.240 --> 00:33:35.319
And if the sales are sales,
but no harm. But if they

493
00:33:35.319 --> 00:33:37.920
try something and they find they like
it, there's unlimited potential for gain in

494
00:33:37.960 --> 00:33:42.519
that situation. And even in my
current team right now, we have people

495
00:33:42.559 --> 00:33:46.079
that are doing things that they've never
done before only because they have the opportunity

496
00:33:46.119 --> 00:33:52.039
now to try things out. You
know, you're reminding me to Amadia.

497
00:33:52.079 --> 00:33:55.920
When I work with people, sometimes
they get so excited about something that they're

498
00:33:55.960 --> 00:34:00.359
doing and they don't even realize it. And so to point out you know

499
00:34:00.960 --> 00:34:04.480
that you're you have lit up the
whole room just now, and how how

500
00:34:04.480 --> 00:34:07.720
you're responding to what you're doing here? Do you know that? And and

501
00:34:07.839 --> 00:34:12.360
just simply helping them get presents to
that sometimes I think can be incredibly valuable.

502
00:34:13.119 --> 00:34:15.000
I really liked how you talked about
that, and I do think that

503
00:34:15.000 --> 00:34:20.519
there's something about being able to encourage
people and to help them recognize that you

504
00:34:20.559 --> 00:34:23.199
know you do have something here.
You you you distinguish yourself by the work

505
00:34:23.239 --> 00:34:27.440
that you do here. Do you
notice that you actually produce this better or

506
00:34:27.440 --> 00:34:29.920
faster than people on the rest of
the team do did you not get?

507
00:34:30.039 --> 00:34:32.400
Do you not see that? And
then helping them actually see that and then

508
00:34:32.480 --> 00:34:36.719
celebrate that and give them a path
to do more of it if they will,

509
00:34:37.360 --> 00:34:38.480
Well, that's where you want to
be careful. As long as they

510
00:34:38.519 --> 00:34:40.519
do want to do more of it, they're just happening. It's not something

511
00:34:40.559 --> 00:34:45.000
that actually they're good at and they
hate Yeah, right, which does happen?

512
00:34:46.800 --> 00:34:51.800
Right? Yeah, that's awesome.
Anything else you want to say about

513
00:34:51.800 --> 00:34:58.159
that? I think that's pretty good. We need to encourage people, but

514
00:34:58.199 --> 00:35:01.480
we also need to be aware of
what we're missing, and that comes in

515
00:35:01.559 --> 00:35:07.320
lots of forms, and one of
those is helping people really really find out

516
00:35:07.320 --> 00:35:09.960
what the what their skills can be, not just thinking about it for your

517
00:35:09.960 --> 00:35:13.199
own sakes as a leader of a
team, saying hey, this is the

518
00:35:13.280 --> 00:35:15.400
only thing I want them to do
because this is what I need right now.

519
00:35:15.440 --> 00:35:19.360
And it's hard to do that because
if it doesn't align one hundred percent,

520
00:35:19.400 --> 00:35:22.559
what's what you think your objectives are
then it's hard to branch off,

521
00:35:22.599 --> 00:35:27.480
but it's in the long run,
it's always better for everybody when you when

522
00:35:27.519 --> 00:35:32.679
you can help people develop their skills. And then this is important once they've

523
00:35:32.679 --> 00:35:37.400
actually determined that they have a skill
and they like having that skill with that

524
00:35:37.440 --> 00:35:42.119
talent. Then you mentioned the importance
to them telling people that they're good at

525
00:35:42.119 --> 00:35:45.840
this. Why I have an opinion
about that, But why do you think

526
00:35:45.840 --> 00:35:52.559
that's important. Well, so,
I believe everybody lies, and it's easier

527
00:35:52.599 --> 00:35:54.360
to lie to yourself than to other
people. And so you might know in

528
00:35:54.400 --> 00:35:58.559
yourself that you're good at something or
you're not good at something. But either

529
00:35:58.599 --> 00:36:02.159
way, if you tell something publicly, and you're in general an honest person,

530
00:36:02.239 --> 00:36:07.159
you try to have integrity when you
try to live up to those expectations

531
00:36:07.199 --> 00:36:09.159
because you verbalize it. You told
people that this is what you do and

532
00:36:09.199 --> 00:36:12.800
you're good at and so now you
have to live up to it. And

533
00:36:12.880 --> 00:36:15.159
some people might consider that negative pressure. But most of the time, when

534
00:36:15.199 --> 00:36:17.079
you say, oh yeah, I'm
a writer or oh yeah, I do

535
00:36:17.119 --> 00:36:22.800
project management, you start affirming those
beliefs in yourself that it becomes who you

536
00:36:22.840 --> 00:36:25.119
are. And so the more you
verbalize it. The more you say and

537
00:36:25.239 --> 00:36:29.519
tell people what you do and what
you're good at, the more you believe

538
00:36:29.599 --> 00:36:31.239
those words, and the more you
live up to those actions. And so

539
00:36:31.280 --> 00:36:36.599
it's the labeling theory in psychology,
where people live up to the labels they're

540
00:36:36.599 --> 00:36:40.000
given, and so when you label
yourself something, you're more likely to live

541
00:36:40.079 --> 00:36:45.239
up to that label. Okay,
another ching, ching moment. Thank you

542
00:36:45.320 --> 00:36:49.239
very much for that. Something that
I have not heard of, the labeling

543
00:36:49.280 --> 00:36:52.000
theory. Thank you for that a
motive, very very interesting. Where I

544
00:36:52.199 --> 00:36:54.920
was going to go with this whole
notion of telling people what you're good at

545
00:36:55.159 --> 00:37:00.719
is that and maybe this because I
do an awful lot of work developing women

546
00:37:00.840 --> 00:37:02.360
leaders, and women tend not to
be very good at saying what they're good

547
00:37:02.360 --> 00:37:07.320
at claiming what they're good at,
and so therefore people don't know or they

548
00:37:07.320 --> 00:37:08.760
don't know that they want to do
those things. And so what I thought

549
00:37:09.519 --> 00:37:14.800
my perspective on telling people what you're
good at is just making sure that there

550
00:37:14.800 --> 00:37:16.920
that's present for them, they know
it that if there's an opportunity that where

551
00:37:16.920 --> 00:37:21.719
they could put to use those particular
skills, this other person now knows it.

552
00:37:21.719 --> 00:37:25.719
It's it lives out there in the
universe beyond just this person's belief system.

553
00:37:25.800 --> 00:37:29.159
That's where I was going to go. So I love your labeling theory.

554
00:37:29.320 --> 00:37:31.960
Peace. That's awesome. That's another
added bonus, right, that's part

555
00:37:31.960 --> 00:37:35.519
of it. And when other people
know what you're good at, they can

556
00:37:35.519 --> 00:37:37.880
support you and they can help you, and they might have need of your

557
00:37:37.920 --> 00:37:43.559
abilities. So yeah, that's all
true. Yeah, awesome, So fun

558
00:37:43.559 --> 00:37:45.639
to talk with you. Matrio.
Here we are back for another break.

559
00:37:45.679 --> 00:37:47.440
I'm Elise Cortez, your host.
We were on the air with Mario McCracken,

560
00:37:47.480 --> 00:37:51.519
who is the revenue leader at Move
Medical, where he leads the sales,

561
00:37:51.559 --> 00:37:53.960
marketing and customer success efforts. He
also writes for ink and is a

562
00:37:53.960 --> 00:37:59.199
regular contributing writer on LinkedIn. He
joined it today from San Diego, California

563
00:37:59.239 --> 00:38:02.119
after the breaker to get more into
the actual leadership space of working with teams.

564
00:38:02.400 --> 00:38:15.840
Stay with us, we'll be right
back. Friend us on Facebook to

565
00:38:15.920 --> 00:38:22.480
keep up with what's empowering the world. Voice America Empowerments. Elise Cortez is

566
00:38:22.480 --> 00:38:28.800
a speaker and engagement and development catalyst. She designs and delivers professional development,

567
00:38:28.960 --> 00:38:34.000
leadership and engagement workshops and can bring
her expertise to your organization. She will

568
00:38:34.039 --> 00:38:38.599
help ignite meaningful development within your workforce
that will increase employee engagement, performance and

569
00:38:38.719 --> 00:38:43.719
retention. To learn more or to
invite Elise to speak to your organization,

570
00:38:43.880 --> 00:38:49.079
please visit her at www dot Elise
Cortez dot com. She would welcome the

571
00:38:49.119 --> 00:38:54.079
opportunity to help get your employees working
on purpose. We're making it easier to

572
00:38:54.159 --> 00:38:59.159
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Network wherever you go. In addition to

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00:38:59.280 --> 00:39:01.599
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577
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And get ready to tune in the
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579
00:39:36.800 --> 00:39:40.519
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580
00:39:40.679 --> 00:39:46.159
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581
00:39:46.199 --> 00:39:51.840
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582
00:39:51.960 --> 00:40:08.800
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Visit Star Style Radio dot com. Follow

583
00:40:08.880 --> 00:40:22.679
us on Twitter for more great ideas
at Voice America Empowerment. This is Working

584
00:40:22.760 --> 00:40:27.280
on Purpose with Elise Cortez. To
reach our program today, please call in

585
00:40:27.320 --> 00:40:30.880
to one triple eight three four six
nine one four one. Again that's one

586
00:40:31.000 --> 00:40:36.199
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four one. You may also send an

587
00:40:36.199 --> 00:40:42.760
email to Elise A. L i
Se at Elise Cortez dot com. Now

588
00:40:43.000 --> 00:40:47.000
back to Working on Purpose. Thanks
for staying with us, and welcome back

589
00:40:47.000 --> 00:40:51.440
to Working on Purpose if you're just
tuning in. My guest is Mario McCracken,

590
00:40:51.599 --> 00:40:53.480
who's a regular leader at Move Medical, where he leads the sales,

591
00:40:53.559 --> 00:40:58.320
marketing and customer success efforts. He
also writes for Inc and is a regular

592
00:40:58.360 --> 00:41:02.039
contributing writer on LinkedIn. I'm your
host elist Cortez. So in this last

593
00:41:02.119 --> 00:41:06.880
bit together here, what I'd like
to focus on, Madio is leadership.

594
00:41:07.000 --> 00:41:10.840
We've been talking about how to create
great teams, how to cultivate talent.

595
00:41:12.599 --> 00:41:15.480
For this last bit, I want
to bring it all together here and talk

596
00:41:15.519 --> 00:41:20.800
about the leadership piece of it.
So first I'm interested and I don't know

597
00:41:20.840 --> 00:41:22.880
if you have a way to characterize
this, but how would you describe your

598
00:41:22.960 --> 00:41:27.960
leadership style your own leadership style.
Well, that's a that's a tough one,

599
00:41:27.960 --> 00:41:31.639
that's a good one. So I'm
definitely not a charismatic leader in the

600
00:41:31.719 --> 00:41:38.679
sense of being winning people over jest
because I have a strong personality. I

601
00:41:38.760 --> 00:41:44.239
definitely am not bureaucratic or democratic in
a sense where everything has to go through

602
00:41:44.239 --> 00:41:46.360
a process and everybody has to be
in agreement and there has to be one

603
00:41:46.440 --> 00:41:53.320
hundred percent consensus. I'd like to
consider myself encourager or a supporter, where

604
00:41:53.519 --> 00:41:58.440
my whole purpose is to get the
most out of other people and to see

605
00:41:58.559 --> 00:42:01.119
what they can produce. And so
some people might call that a servant leadership,

606
00:42:01.119 --> 00:42:05.199
but I don't know if I can
claim that type of leadership fully.

607
00:42:06.320 --> 00:42:09.320
But I like to just help people
transform and become better versions of themselves,

608
00:42:09.440 --> 00:42:14.039
and if I can encourage them to
do that, then the results should speak

609
00:42:14.079 --> 00:42:19.960
for themselves eventually. You know,
I just in the little bit of time

610
00:42:19.960 --> 00:42:21.880
that you and I've gotten to know
each other, I can't be at all

611
00:42:21.920 --> 00:42:24.239
surprised I would be your style because
everything that you said there is the way

612
00:42:24.239 --> 00:42:28.719
that I would describe who you are
as a human being, right. And

613
00:42:28.800 --> 00:42:30.960
so one of the things that we
talked about last week on the Year with

614
00:42:31.000 --> 00:42:36.000
cash Kihi is that he talks about
how, you know, there is this

615
00:42:36.880 --> 00:42:42.480
notion that our personalities really do impact
and oftentimes decide our style, and we

616
00:42:42.519 --> 00:42:45.119
can also learn and add pieces to
you know, other parts of that are

617
00:42:45.159 --> 00:42:49.840
outside of our personality over time,
for sure. But so I thought it

618
00:42:49.880 --> 00:42:52.679
was incredibly useful to be for me. Even when he went through his eight

619
00:42:52.679 --> 00:42:55.800
different leader types, I went,
Nope, that's not me. Nope,

620
00:42:55.840 --> 00:42:59.559
that's not me. Yep, that
wants me proactive, Yep, that's me.

621
00:43:00.599 --> 00:43:02.079
And what was good about that?
I want to encourage our listeners as

622
00:43:02.119 --> 00:43:06.480
well, because people who are listening
right now are in part here because they

623
00:43:06.519 --> 00:43:09.719
want to become better leaders and be
better at building teams. I really encourage

624
00:43:09.760 --> 00:43:14.239
our listeners to be able to distinguish
with themselves what kind of leader they are.

625
00:43:14.559 --> 00:43:19.840
It helps being able to language that
two people were trying to lead and

626
00:43:19.880 --> 00:43:22.800
to distinguish how we're different from others
is I think incredibly useful. So just

627
00:43:22.800 --> 00:43:28.639
what you did, they're in describing
yourself. I have some similarities, but

628
00:43:28.679 --> 00:43:30.039
I would say there's a lot of
differences there, So you and I would

629
00:43:30.079 --> 00:43:35.000
go about it very very differently and
have probably you know, different strings and

630
00:43:35.239 --> 00:43:38.639
probably different results, not better or
worse, it's different. Yeah, oh

631
00:43:38.880 --> 00:43:43.400
that's really interesting. We should I
should definitely study that a little bit more

632
00:43:43.440 --> 00:43:47.639
and do more self analysis on that
part of it, for sure. Yeah,

633
00:43:47.679 --> 00:43:52.000
it's I think it's really And I
have to tell you, I mean,

634
00:43:52.000 --> 00:43:54.280
this is a great thing about being
a host for the show is every

635
00:43:54.320 --> 00:43:59.800
single week, Mario, I learned
something incredibly valuable, and each time my

636
00:44:00.039 --> 00:44:02.719
guests really give me something that really
matters to me and moves me and we

637
00:44:02.800 --> 00:44:07.920
share it with the listeners who are
on the air. But that learning my

638
00:44:07.320 --> 00:44:10.800
leadership styles also last week was incredibly
useful. So yes, I would encourage

639
00:44:10.800 --> 00:44:15.079
it for you and anybody else listening. Great, Yeah, I'll look into

640
00:44:15.119 --> 00:44:20.480
it for sure. Well along those
lines, I mean, and I know

641
00:44:20.519 --> 00:44:22.159
you've been studying. One of the
things you and I talked about off air

642
00:44:22.239 --> 00:44:25.800
is and I can I can tell
that you are a researcher and just the

643
00:44:25.840 --> 00:44:29.639
way that you choose your language,
the way you talk, and the way

644
00:44:29.639 --> 00:44:32.440
that you you cause your responses.
It's it's fascinating to me, Mario.

645
00:44:32.920 --> 00:44:37.639
So I'm interested both from the standpoint
of whatever you've learned in your research as

646
00:44:37.639 --> 00:44:42.559
well as what you've observed in the
real world. How can we really can

647
00:44:42.880 --> 00:44:47.079
really effective leaders distinguish themselves from just
good ones? Do you think, yeah,

648
00:44:47.199 --> 00:44:52.239
that's There's so many variables that go
into that. But in my opinion,

649
00:44:52.280 --> 00:44:57.360
there's two things that can really what
really determines if a leader is good

650
00:44:57.440 --> 00:45:00.920
or not. Of Course, like
we talked throughout before, the proof is

651
00:45:00.920 --> 00:45:06.360
in the pudding. So if the
results are good more times than not,

652
00:45:06.559 --> 00:45:09.400
that means the leadership has been good. Sometimes a team can overcome a bad

653
00:45:09.440 --> 00:45:13.280
leader and still produce good results,
right, and so you can be a

654
00:45:13.320 --> 00:45:17.280
bad leader and sometimes get good results. But overall, long term consistency is

655
00:45:17.719 --> 00:45:22.639
if you're consistently producing good results,
that means what you're doing is working.

656
00:45:22.440 --> 00:45:27.360
The other part, though, is
more on the emotional side. It's if

657
00:45:27.360 --> 00:45:30.400
somebody had to say, Hey,
who do I want to be my leader?

658
00:45:30.480 --> 00:45:32.239
Or if I wasn't a leader today, who would I want to follow?

659
00:45:32.360 --> 00:45:36.039
Or who should whose team do I
want to be on? Do I

660
00:45:36.079 --> 00:45:37.679
want to play for this person?
Or do I want to play for him?

661
00:45:37.760 --> 00:45:40.440
Or do I want to play for
her? How do I want?

662
00:45:40.559 --> 00:45:45.320
Where do I see myself fitting in? And sometimes that's just personality difference,

663
00:45:45.360 --> 00:45:50.360
but often all personality types can fit
in. If if it's a good leader.

664
00:45:50.400 --> 00:45:53.559
If if if the leader cares about
other people, almost all personality types

665
00:45:53.599 --> 00:45:59.119
can fit in. So you generally
see that people gravitate toward leaders, not

666
00:45:59.199 --> 00:46:02.239
just their personality, but just how
they treat other people. And I often

667
00:46:02.280 --> 00:46:07.960
it might be considered personality, but
really it's the proof of their leadership is

668
00:46:07.079 --> 00:46:13.840
do people want to work for you, with you and be on your team.

669
00:46:13.920 --> 00:46:16.039
I want to tell a quick about
that too, to illustrate that point.

670
00:46:16.840 --> 00:46:20.480
And I told this story to the
group that I was working with when

671
00:46:20.480 --> 00:46:22.920
we did the Inspirational Leader program.
But when I was first introduced to this

672
00:46:22.960 --> 00:46:27.360
firm Insignium, more than a year
and a half ago, I knew what

673
00:46:27.440 --> 00:46:30.159
the work was. I knew was
performance breakthrough, an organizational transformation, and

674
00:46:30.159 --> 00:46:34.960
I knew how he did it.
I was fast standing and built on what

675
00:46:35.000 --> 00:46:39.079
I was doing before as a solo
practitioner. And then I came to the

676
00:46:39.440 --> 00:46:45.000
firm's annual executive summit where they invite
you know, several of their clients to

677
00:46:45.000 --> 00:46:49.079
come and be on the other end
of a thought leadership presentation and interact with

678
00:46:49.079 --> 00:46:52.599
each other. And one of the
two founding partners, Nathan Rosenberg, got

679
00:46:52.679 --> 00:46:57.159
up and he spoke. And I
had had very limited interaction with this man,

680
00:46:57.199 --> 00:46:59.280
made a very limited got up and
he addressed the room. He's a

681
00:46:59.360 --> 00:47:02.360
very gallant man anyway, he's very
intelligent, very interesting, well spoken,

682
00:47:02.840 --> 00:47:07.360
dresses beautifully as a great presence.
And then he opened his mouth and he

683
00:47:09.079 --> 00:47:15.360
looked at the room, and he
he got moved by it, and he

684
00:47:15.400 --> 00:47:19.800
said and he you know, he
got he he said a couple of tiers

685
00:47:19.840 --> 00:47:22.440
without apology, and said how grateful
he was to be here, and that

686
00:47:22.480 --> 00:47:25.760
it was such an honor to have
the clients there among them, and that

687
00:47:25.920 --> 00:47:29.800
they'd take a time away from their
schedules and their work to be with him

688
00:47:29.840 --> 00:47:32.719
and the rest of us. And
just the way he did that, in

689
00:47:32.719 --> 00:47:37.159
a way where I could access his
emotions in an authentic, inviting way.

690
00:47:37.920 --> 00:47:39.960
That was when I started to say, this is where I need to be.

691
00:47:40.199 --> 00:47:43.039
And it was, I mean,
it was that fast, Mario,

692
00:47:43.199 --> 00:47:46.360
that fast. So to illustrate your
point about how right, how leaders can

693
00:47:46.480 --> 00:47:52.800
really really show up in a way
that just pulls people in that that's one

694
00:47:52.800 --> 00:47:57.159
of the best examples that I personally
have had in the in the near term.

695
00:47:57.280 --> 00:48:00.519
Well, that's that's an impressive story. When you can really when you

696
00:48:00.559 --> 00:48:06.840
start caring for other people, they
notice. And that's just at the end

697
00:48:06.840 --> 00:48:08.480
of the day. That's where leadership
really comes from, is if you care

698
00:48:08.599 --> 00:48:12.599
enough about the result and the people, then you can be productive. Some

699
00:48:12.639 --> 00:48:14.960
people care about people, but they
don't care about the result, and so

700
00:48:15.360 --> 00:48:17.159
they might be good in a social
setting, but they're not going to be

701
00:48:17.159 --> 00:48:21.280
good in a business setting. So
in a business or professional setting, you

702
00:48:21.400 --> 00:48:23.320
need to care about the results,
but you also have to care about the

703
00:48:23.320 --> 00:48:29.840
people, and that's where you'll get
the most success. M Yes, that's

704
00:48:29.840 --> 00:48:31.960
a true, great way to add
saying, which that piece and that was

705
00:48:32.000 --> 00:48:35.719
so true, it was so abundant. He cared about every single person in

706
00:48:35.719 --> 00:48:40.199
that room. It's exactly right.
Wow. So you and I had another

707
00:48:40.239 --> 00:48:44.280
conversation before too, when we were
getting ready for this, and you said

708
00:48:44.360 --> 00:48:47.920
something about having a perspective on how
leaders can sell their ideas internally, which

709
00:48:49.000 --> 00:48:51.639
certainly got my interest. I mean, you know, there's this whole notion

710
00:48:51.679 --> 00:48:55.159
of being able to persuade people into
influence. Many leaders understand they need to

711
00:48:55.239 --> 00:49:00.480
do that, but what do you
mean by selling their ideas Internally, Well,

712
00:49:00.679 --> 00:49:06.000
most good ideas never get off the
ground because they never get pursued.

713
00:49:06.280 --> 00:49:10.400
And that could be lack of ambition
or paying attention to the fears that you

714
00:49:10.480 --> 00:49:15.960
have or what you're worried about.
But often it's just because the idea wasn't

715
00:49:15.960 --> 00:49:19.079
presented in a way that made other
people want to get on board. And

716
00:49:19.239 --> 00:49:22.039
sales is considered a dirty word,
and most people in the world would never

717
00:49:22.519 --> 00:49:25.639
when they're in college say I'm going
to go be a salesman. I'm going

718
00:49:25.679 --> 00:49:30.159
to go be a professional salesperson.
I'm going to get into sales. That's

719
00:49:30.679 --> 00:49:34.599
very very few people that are going
to college or trying to get an education

720
00:49:34.800 --> 00:49:38.360
say that as a goal. Right, So then that puts it back on

721
00:49:38.440 --> 00:49:42.639
that sales in itself is something that
they don't want to do. People don't

722
00:49:42.639 --> 00:49:45.639
want to be known as a salesperson. They don't want to be known for

723
00:49:45.719 --> 00:49:47.880
that, and so yet when they
get into the real world, they don't

724
00:49:47.960 --> 00:49:52.320
think they have to sell. They
think that the idea and the merit of

725
00:49:52.360 --> 00:49:55.280
the idea should win alone. But
the best salesperson in the world, Richard

726
00:49:55.280 --> 00:50:01.519
Branson or Elon Musk or Mark Zugerberger, they sell constantly. All they do

727
00:50:01.639 --> 00:50:05.320
all day long. Steve Jaws,
all day long, all he does is

728
00:50:05.360 --> 00:50:07.280
sell, and he's selling internally to
the people who have to work with him.

729
00:50:07.280 --> 00:50:09.880
They have to code for him for
twenty four hours a day. He's

730
00:50:09.920 --> 00:50:15.719
selling to the market, he's selling
to media, he's selling to everybody.

731
00:50:15.199 --> 00:50:20.320
And the only way a good idea
will ever get off the ground is if

732
00:50:20.360 --> 00:50:22.880
people buy in. And that's what
real leadership is about, because you can't

733
00:50:22.880 --> 00:50:28.519
even give your team a chance to
perform if they don't have anything to chase

734
00:50:28.599 --> 00:50:30.880
after or to shoot after. And
so if you can give more opportunities to

735
00:50:30.920 --> 00:50:34.920
your team, those are the people
that we want to follow as well.

736
00:50:34.960 --> 00:50:37.559
We want to follow play a leader
that will give us the opportunity to succeed.

737
00:50:38.039 --> 00:50:42.079
And if your leader, or you
as a leader, are good at

738
00:50:42.119 --> 00:50:45.719
getting ideas heard and presented, and
you can sell those ideas, then you

739
00:50:45.760 --> 00:50:52.719
have a better chance to have more
people accomplish their goals as well. To

740
00:50:52.800 --> 00:50:57.360
me, what you're talking about is
so much what that whole notion of really

741
00:50:57.440 --> 00:51:01.840
presencing your emotions and your enthusia,
your what inspires you in a way that

742
00:51:01.960 --> 00:51:06.440
compels people to want to follow you
enrolls them. Is what we say with

743
00:51:06.480 --> 00:51:10.480
an insignium, I really get that. Now to take it one step further,

744
00:51:10.519 --> 00:51:15.719
mateo, if you will for our
listeners here, what would you say

745
00:51:15.719 --> 00:51:23.440
are the correlations between sales and leadership? So often when we're selling, we're

746
00:51:23.519 --> 00:51:29.719
focusing on the benefits for or the
value that the customer will see right the

747
00:51:29.920 --> 00:51:32.880
value and the bottom line and hey, this is going to give you an

748
00:51:32.960 --> 00:51:37.000
ROI of X amount or whatever it
is. When you're leading other people,

749
00:51:37.480 --> 00:51:42.960
the selling of an idea have to
connect with their goals and objectives, not

750
00:51:43.119 --> 00:51:45.880
just a financial goal or not just
the goals of the company. Anybody can

751
00:51:45.960 --> 00:51:50.000
find out what the company's mission is
and then find a way to apply their

752
00:51:50.079 --> 00:51:52.519
job description to the company mission and
say, hey, I'm going to give

753
00:51:52.519 --> 00:51:54.639
you your why. I'm going to
help you do this. But if you

754
00:51:54.719 --> 00:51:59.719
don't sell on their emotional level,
they're the place where they're at. You

755
00:51:59.719 --> 00:52:02.039
don't change put someone on a different
place until you know where they're at today.

756
00:52:02.400 --> 00:52:06.400
And that's where true sales comes.
In is where you find out what's

757
00:52:06.440 --> 00:52:09.360
important to the person you're selling and
then give them what they need and want.

758
00:52:09.920 --> 00:52:13.079
You don't just give them what you
think they should have. And that

759
00:52:13.159 --> 00:52:17.360
separates good salespeople and good leaders all
over the world is you don't just sell

760
00:52:17.400 --> 00:52:22.039
what you have. You sell what
the other person needs. And that's and

761
00:52:22.119 --> 00:52:24.239
when you can do that on an
emotional level first and then on a logical

762
00:52:24.320 --> 00:52:28.880
level after so they can justify the
decision that they just made, then you're

763
00:52:28.920 --> 00:52:31.519
really going to be able to help
people take that next step in their development

764
00:52:31.559 --> 00:52:37.159
and perform new actions and do new
tasks and really be part of a team

765
00:52:37.199 --> 00:52:43.920
where they're supporting each other and everybody's
working towards something individually and as a team.

766
00:52:43.920 --> 00:52:47.199
Monio. That's gorgeous And what I
want to echo in that is just

767
00:52:47.239 --> 00:52:52.920
the importance of leaders being able to
really listen well to people. If you're

768
00:52:52.920 --> 00:52:54.159
listening well, you should be able
to termine what it is they really want.

769
00:52:54.199 --> 00:52:59.679
And it does require some real effort
to do that for sure. Yeah,

770
00:53:00.199 --> 00:53:05.199
definitely, yeah, well here,
definitely listening is yeah. If you

771
00:53:05.239 --> 00:53:08.800
can't listen, it's yeah, there's
there's no point to be to try to

772
00:53:08.840 --> 00:53:13.159
help other people at all. Game
over, just quit? No, I'm

773
00:53:13.199 --> 00:53:17.280
kidding almost no. Well here we
are at the very end of the show

774
00:53:17.320 --> 00:53:21.559
already, Marrow. It just goes
spice so fast, and I like to

775
00:53:21.599 --> 00:53:22.840
be able to give my guests the
last word, if you will, and

776
00:53:23.239 --> 00:53:27.760
let them finish as they as they
like, knowing that the show is helping

777
00:53:27.800 --> 00:53:31.440
more people connect with our work more
meaningfully and powerfully. What would you like

778
00:53:31.480 --> 00:53:37.360
to leave our listeners with saying about
a minute or less? Well, so

779
00:53:37.559 --> 00:53:39.840
there. I love reading. That's
if I'm not eating, I'm reading.

780
00:53:40.000 --> 00:53:47.320
So I think for me being able
to read and then talk to other people

781
00:53:47.360 --> 00:53:50.639
about what I read is really important. That might not be for everybody.

782
00:53:50.639 --> 00:53:52.639
Some people might want to write it
down, some people might want to just

783
00:53:52.639 --> 00:53:55.000
go and apply it and do But
no matter what, we as long as

784
00:53:55.039 --> 00:54:00.519
we fill our brains and our idea
in our minds with new ideas that can

785
00:54:00.559 --> 00:54:05.440
help us change, whether we change
immediately or change later, or never change,

786
00:54:05.480 --> 00:54:08.360
we were opened to a new perspective. And a book that I really

787
00:54:08.400 --> 00:54:13.880
love and that I think is really
really important is called Leadership and Self Deception.

788
00:54:13.880 --> 00:54:16.880
And I'm sure most people have read
it or have heard about it a

789
00:54:16.960 --> 00:54:21.960
Leadership and Self Deception is a book
that if you read it, you'll start

790
00:54:21.960 --> 00:54:27.039
to act differently immediately. And that's
kind of the purpose of leadership in the

791
00:54:27.039 --> 00:54:30.639
first place. It's to become better
than you are and to help your team

792
00:54:30.639 --> 00:54:35.760
become better. So I think that's
that's an important thing to consider when you're

793
00:54:35.800 --> 00:54:37.960
trying to become a better leader,
is what are you filling your mind with

794
00:54:38.039 --> 00:54:43.199
that you can then give to other
people. Beautiful way to finish Marrio,

795
00:54:43.320 --> 00:54:45.840
thank you so much and thank you
for joining me on working on Purpose.

796
00:54:45.719 --> 00:54:50.679
Thank you. If you want to
learn more about Marty McCracken and his work,

797
00:54:50.840 --> 00:54:52.039
there's a couple of ways you can
do it. You can go to

798
00:54:52.079 --> 00:54:58.599
his website, which is made at
McCracken dot com. It's mr EO mccracking

799
00:54:58.719 --> 00:55:04.039
is mccr a c K E n
so modern McCracken dot com, or go

800
00:55:04.119 --> 00:55:07.280
to LinkedIn and find him there.
Next week, we'll be on the air

801
00:55:07.280 --> 00:55:09.079
with Bill Lee. As I mentioned
before, he's the founder of the Center

802
00:55:09.119 --> 00:55:14.000
for Customer Engagement, and we'll be
talking about how cultivating customer relationships is not

803
00:55:14.039 --> 00:55:16.400
only good for the bottom line of
a business, but also meaningfully connects employees

804
00:55:16.440 --> 00:55:20.679
to their work. So see then
remember that work was at least on one

805
00:55:20.719 --> 00:55:30.800
third of our lives. So let's
work on purpose. We hope you've enjoyed

806
00:55:30.800 --> 00:55:35.039
this week's program. Be sure to
tune into Working on Purpose featuring your host,

807
00:55:35.079 --> 00:55:38.719
Alice Cortez, every Wednesday at six
pm Eastern time, free pm Pacific

808
00:55:38.760 --> 00:55:49.960
time on the Voice America Empowerment Channel. This week, find your life's purpose at work

Performance: Building and Leading Effective Teams

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