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 Cortes. 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 Cortes. 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 Cortes, 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 meeting and work
research I've been doing over the last fifteen

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

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today in Cdium, 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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sponsored jobbing dot Com. Jobing dot
com is the leading locally focused job board

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

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own backyard while giving job seekers control
with their search if they can find work

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

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if you missed the live show,
you can always catch it via recorded

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podcast. We were on the air
with Cash Kahey of kh Consulting Group and

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

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Oval Office Leadership Style. The book
is based on Cash's own research into forty

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two presidents and a comparison of the
types he discovered in relation to Myersbriggs personality

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types. 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,

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we can one leverage it for best
effectiveness or two flex it for when we

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need to change for somebody else.
Who's quite different with us this week is

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Mario mc kraken, 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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He's a regular contributing writer on LinkedIn. Today we'll be talking about how to

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

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Mario. Welcome to working on Purpose. Thank you very much. I'm

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super happy to be here. Me
too, Me too, And you know,

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it's always so fun for me as
my listeners who've heard this for a

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while can attest. And we happen
to enjoy a listenership across the globe which

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I'm so honored and appreciative of.
And I get to meet amazing people I

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wouldn't otherwise have any business meeting.
And you came across my path through a

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mutual friend, Kimberly Davis, and
so I want to thank her and give

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her a shout out. And I
am amazed at all the balls you have

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in the air, Madrio. You
are a busy man. You are the

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revenue leader at move Medical, and
you travel a ton for your work,

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and you have a family and many
fascinating outside interest You write for LinkedIn and

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for INC. All this kind of
stuff. First, I want to talk

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about what does it mean to be
a revenue leader at move Medical, let's

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start there. So the term revenue
leader came about in response to software kind

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of eating the world, right.
It came about instead of just focusing on

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sales or on marketing alone, it
was lots of these software companies had to

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have someone that was in charge of
both sales, marketing and also customer success,

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and so anything that's commercially oriented or
customer facing kind of falls under revenue

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or anything to help grow the company. And so that's kind of how it

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works in our company as well.
We have marketing, we have sales,

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we have customer success, but they're
all part of the same team. Rather

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than being in different silos. We're
all part of the same team. So

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we're all working toward the same objectives
and goals. And typically that's what companies

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try to operate. But when you
actually change the organization to be structured that

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way, sometimes we're hoping to get
better results and so we're trying it out.

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That makes so much sense to me
because I do a lot of work.

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You know, within Insignium, we
serve very large, complex organizations across

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the globe, and many times what
you see in those organizations and no surprise,

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right is very siloed efforts that don't
talk one another. So what you're

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talking about to me makes tremendous sense. I get it. I guess I

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should probably also ask what does move
medical actually do? What do you provide?

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So we help medical device companies keep
track of all of their inventory,

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that's the basic what it does.
We help with asset utilization. We increase

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the ability for companies to keep compliance
with laws, to know where their stuff

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is to reduce costs, which in
turn we hope reduces patient care costs and

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healthcare costs by helping these companies run
more efficiently. Mm hmmm, sounds very

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You're so crisp about that, Madio, like it really were that easy.

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I know it's not. No,
nothing is easy. The goal is to

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make it easy, right right right? I like that. And just quickly,

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since you and I were talking before
we can on air about your travel.

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How is it that you're traveling?
When you travel, where are you

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going to? What are you doing? So there's lots of different reasons to

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travel, but obviously being in a
sales role, a lot of the travel

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is for sales purposes. It's either
the conferences or to on site visits with

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clients to really deep dive into their
business to understand what they're going through and

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what they're doing. So a lot
of the traveler is for sales purposes.

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Also there's other industry events to stay
up on knowledge too. And then with

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the customer success side, it's customer
success is what we call proactive customer service.

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It's where you take the customer's goals
and you try to help them get

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there without them having to call you
in when there's a problem. You problem

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solved the problem and solve everything as
much as you can before the problem makes

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exist, and then you guide the
customer to their goals. And so sometimes

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lots of those on site visits are
part of that as well. Just on

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a real interesting side note to presence
what you just said there, next week

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will be on the air with Bill
Lee, who is all about driving customer

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advocacy, so you know, being
able to set up the customer being the

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one that sells for the organization,
the one the speech for the organization.

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That's great. Yeah, yeah,
I think it's going to be a great

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conversation on Valentine's No Less right,
Oh, customer love on balance and to

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day that's perfect, right, I
think it's perfect. Well, let's get

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

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

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

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captivates you? Why? Team building? Why why do you rive it on

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

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

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

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And then I played sports, and
I always gravitated towards 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 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 led

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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, but then

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I missed being part of a team, and that's what brought me back into

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the startup phase where I joined a
company. I joined a startup and it

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felt like I was back part of
a team. And that's the main reason

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I rejoined the company was so I
could be part of a team but also

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

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people perform better when they're supported by
the right type of people, and I

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think teams can do that. M
hm. You're also getting me to remember

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Peter Singhey's work about, you know, the teams being greater than some of

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their parts, right, so that
there's a there's a synergy there that you

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can really tap into. And I
know that when I'd work for years on

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my own as a sole proprietor as
a consultant too. And then I joined

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in Sydney about a year and a
half ago and we had been out delivering

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some work together. There were two
consultants in me observing and I remember so

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distinctly. We had dinner with a
client and we were walking back to the

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car and I looped my arms into
both of theirs, one on Nathan on

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one side and Nate on the other, and I said, oh my gosh,

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this is so much better than working
for myself by myself. So I

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get it. I get it all
right. So what I want to do

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next? And I like to be
able to give like a comparing contrast here.

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So I want to ask you next, really, when you think about

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what you've learned or seen in companies
about how they tend to go about building

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teams, I first want to ask
you, what have you seen that does

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not work well in building teams.
I think the first time I really was

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able to observe this and see what
didn't work was it was kind of my

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own fault where I was living in
Hong Kong and we were building various teams

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

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we thought, why don't we create
a super district where we put our super

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zone and we put all the best
missionaries or all the best people doing that

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type of service. At that time, the two years I was in Hong

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

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and it didn't work well. It
actually we didn't play off the strengths

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of each team member. We didn't
utilize, we didn't allow people to bring

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their strengths. We just brought the
strongest of everybody. And then I learned

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throughout business and going into various companies, when you just put the strongest people

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

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that can play off each other's strengths. You can have the same strengths,

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

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

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and you have to put that all
in one place so they can and strengthen

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each other and grow with each other. And so finding the right mix of

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people on a team doesn't always mean
finding just who the strongest players are and

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putting them on a team. I
can completely see that, absolutely see that,

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and I think it's the next question, of course, I do want

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to ask to contrast that is,
what have you seen that does work and

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building a really great team. And
then I'm going to ask you what makes

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for a really great team great?
So the crazy thing is that you always

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

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

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

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a team is if first everybody on
the team has to want to be part

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of a team. And I guess
it's like a marriage. It's just a

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marriage of lots of people in the
same place, right where if both sides

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are all sides, If ten people
or twelve people or six people, whoever

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many people are on your team want
to make the team work, and that's

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the foundation that you need to build
a good team. It still might not

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

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have the right abilities, but at
least you have the potential for the team

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

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

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there's a good chance that the team
will never take off. Mm hmmmm.

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

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initial commitment and you have to figure
out what what everybody's desire is on the

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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, this

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

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

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

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

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

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

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

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

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putting is a team is right if
the results are coming in. They might

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not do it perfectly, they might
not get to the results the exact way

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that you had envisioned or planned or
told them to do even but they're energetic,

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they're passionate. It's just a good
feeling. And then results start coming

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in, and I think they both
play off each other very well. You

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

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those results as well. As you
were talking about that audio, I was

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just thinking about some of the work
that I've done recently with clients and gotten

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to be part of their team efforts, etc. And what I back to

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your thing about feeling. What I
often get is I feel that they're connected.

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I feel a connection among them.
It's like a buzz Yeah, that's

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for sure. Yeah, when you
feel connected, you're more willing to do

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your job, but you're also more
willing to help them with their assignment.

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And that's where that real team come
the team aspect comes from. It's not

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just so centered on yourself, because
if that was the case, you could

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just play tennis and you just only
rely on yourself. But if you want

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to play with other people, you
have to think about their needs and that's

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often hard to do. Mm hmmmmm. That gets me to the next question

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here that I'm curious about. I
mean, I don't know anybody who wants

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to get up in the morning that
says, hey, I want to suck

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out it at being a leader and
I want to be really bad at building

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teams. I don't know anybody who
gets up with that in mind, right,

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And yet at the same time,
so we have there are many people

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out there who have very good ideas
and the best of intentions, but they

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fail at leading others in building teams. Why do you think that is?

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Oh, shoot, there's too many
reasons. I think. If it's not,

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I guess if it's not on purpose, of course, anything could happen,

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right, You could accidentally be a
good leader, which is maybe a

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

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

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

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is taking over it. It 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 and your
own worries and what you have to get

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

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

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

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

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

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leaders. But most of the time, bad leadership isn't so obvious. It's

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

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could be or should be doing.
So it's more acts of oh mission rather

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than co mission. But that can
really that mediocrity that can really hurt a

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team. Mm hmmmm mm. So, as you were speaking, one of

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the things I was thinking about when
you mentioned I forget exact how you said,

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Amadio, but it was something to
the effect of that the leader doesn't

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have his or her eye on his
team, it's on himself or herself their

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

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that we teach them various aspects about
how to connect well with people. And

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one of those simple things that we
distinguished is this notion of being out here

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with others. And so it's that
thing of really physically trying to whenever you're

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going into a new space or you're
trying to accomplish anything, that you just

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take a moment and you literally you
put your eyes up, look at the

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other person and step outside of yourself
for just a moment. And it's amazing

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how simple that sounds, but how
affect that is. That's exactly right if

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you look people in the eye,
put away your phone and really think about

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what this person is going through and
what's the atmosphere I'm trying to bring,

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and what am I doing in this
space and why am I here? I

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guess it's that awareness. When you're
aware, that helps other people notice that

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you're aware, and they just feel
automatically better. But it allows you to

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notice as a leader what should be
done, because half the time leaders don't

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notice things. They have to be
told things. And that's where that's in

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my opinion, the number one thing
that separates good leaders from average leaders is

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

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good and make good decisions, but
they have to be told what to make

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the decision. On m H,
you're also reminding me of something that we

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talk quite a bit about here with
an Insignium audio, and that's this whole

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notion of what it is to be
a human being, not a human doing

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right, and that that's really good
right, and that when so often,

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especially as leaders, when you think
about what does it take to really be

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with somebody. It can be kind
of uncomfortable when you're really, really in

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that space and you get to really
listen to what they have to say and

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you're present with them. And then
you add in that whole piece of being

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able to experience the full spectrum of
human emotion and that that's something that we

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certainly encourage, especially if you want
to be an inspirational leader, to be

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able to have access to that.
And so when you started mentioning the emotional

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piece, that's absolutely where I came
in on at is just the importance of

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being and then accessing and displaying all
of your emotions as they're appropriate. I

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should say, oh, yeah,
for sure, that's a I love that

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concept. That rings true for sure
where you can't really if you're being somebody,

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you're focusing on the whole experience and
not just on a task list,

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right, and tastics are needed.
You have to do, you have to

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get your stuff done, but how
you go about getting that done is a

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big determinant in how other people perceive
you, but more importantly, how you

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can influence other people. Great point, Madio, and a great way to

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take us into our first Break.
I'm your host, Alice Cortez. We've

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been on the air with Mario McCracken, who is the revenue leader at Movemdical,

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where he leads to sales, marketing
and customer success efforts. He also

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writes for inc and is a regular
contributing writer on LinkedIn. He joins today

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from San Diego, California. We've
been talking a bit about really what it

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takes to create teams break. We're
going to talk more about how emotions and

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

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We'll be right back. Friend us
on Facebook to keep up with what's empowering

278
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the world. Voice America Empowerment Alis
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catalyst. She designs and delivers professional
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Now back to Working on Purpose.
Thanks for staying with us, and welcome

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back to Working on Purpose if you're
just joining us. My guest is Madu

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

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sales, marketing and customer success efforts. He also writes for inc and is

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a regular contributing writer on LinkedIn.
I'm your host, Alice Cortez, so

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Mario. Just before the break,
we were talking about this whole notion of

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human being, a human being versus
a human doing with regard to how we

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lead. What I wanted to talk
about next is something you and I chatted

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about together on the phone before we
got on the show. It's the role

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of positivity and emotion in building teams
and leading teams. Talk to us about

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what you've learned about that and how
you practice that. Yeah, emotions are

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well, everybody knows they're super powerful. Everybody tries to control them, and

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I think that's sometimes wrong in and
of itself. Is you're supposed to have

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emotions, you're supposed to feel.
They tell you things, they guide you,

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they lead you, and so embracing
your emotions is very, very important,

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whether they're good or bad. But
as a leader, we also know

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that emotions are contagious and as especially
as a leader, you even have more

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influence where if people automatically are looking
to you or trying to understand how you're

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feeling, they're going to pick up
on those cues and feel the way you're

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feeling. So if you're down or
angry or sad, you're going to be

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able to bring that same energy and
that same feeling to those people around you.

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And now that's not going to be
true every single time. Some people

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don't get affected by how other people
around them are acting. But most people,

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when you notice something is wrong or
you notice someone around you, you

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begin to have empathy and you begin
to try to feel what they're feeling,

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even if it's subconscious or conscious.
You want to be connect with those around

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you. And so because of that
power, that we have as leaders to

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influence people. It's very very important
that we try to help people keep their

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eye on the goal and eye on
the mission, and often that remain that

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requires using your positive emotions to help
them stay positive as well. I have

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got to share something that we just
recently that will completely illustrate this point or

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and maybe bring it to life a
little bit more than you already have.

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A couple of weeks ago here in
Dallas, one of my colleagues and I

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presented a what we call an Inspirational
Leader program audio. And what's at the

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heart of that whole program is that
we teach the participants to do just what

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you're saying to really to gain access
to their own emotions and first let themselves

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be inspired and then show that inspiration
speak that inspiration. So part of what

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we do in that workshop is and
it's not a workshop, it's a program.

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It starts with a couple of days
and then there's there's there's follow up.

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However, we ask the participants to
come to the session prepared to share

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something that inspires them. We don't
give them if we don't tell them how

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to do that, we just just
come and share it. If you want

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to bring props you can. And
so what happens is when they get it

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in front of the room, they
share this whatever it is that inspires them.

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And often it's not always, but
oftentimes people in the crowd get so

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moved, touched and inspired that they
shed a tear, they cry, and

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it's really powerful. And then at
the same time, Adio, what we

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do is we ask the people that
are listening to the presentation, really listen

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to what the speaker saying, listen
for what inspires them. The idea being

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that if as leaders they can learn
how to become really great listeners and learn

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and listen for what inspires other people, they can access those emotions and be

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able to connect with those emotions with
their people. And that makes for incredibly

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effective, powerful leadership when people can
opt in and be enrolled by that kind

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of inspiration. To you say,
you say, emotions are contagious, especially

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when they're positive like that, and
they make people feel better than they already

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are incredibly powerful. Yeah for sure. Now that's a great story. That's

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a really good example. Oh it's
so, you know, I came out

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to I'm so grateful I get to
do work that I love and I get

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to live my purpose to the work
that I do. It's really phenomenal to

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get to be in a place where
you I mean, I get to work

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with people on a very intimate level, to be let into their space,

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and I get to be part of
witness witnessing their transformation. It's amazing.

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It's just amazing. So yes,
I'm over here pumping my arm as you

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say emotions are contagious and the power
of harnessing the positive ones. Yes,

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yes, and yes, that's awesome. Yeah, anything else you want to

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say about emotions relative to leadership before
I go on to the next thing I

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want to talk about. There's lots
of ways to transfer emotions to other people

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without having to be the ra ra
type, because not everybody. Every personality

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type is different, and you might
not be someone who's overly energetic or someone

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who maybe you're more much more of
an introvert, but you can still show

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positive emotion and the words that you
choose to tell say and the stories you

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choose to tell. And I think
the stories that we tell aren't just hey,

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let me tell you a story or
a time of this, it's just

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the story is how you relate to
the experiences and how you define the things

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that happen to you. And so
as you're telling your story to people and

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they can see was your outlook positive
or negative? Was this interaction with this

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client or an internal interaction with another
colleague, and then how you reacted to

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what they said to you, and
then how you tell other people about that

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situation. Is it positive or negative? And so there's lots of ways to

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

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you can be an introvert, you
can be yourself and still be very positive

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at the same time. I really
appreciate that point, Madio. It's so

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so important that our listeners get that
they do not need to be this bigger

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than life person who can speak grandly
in front of a room. It can

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be absolutely quiet, more introverted people
and still share what inspires them in a

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way that completely enrolls other people.
And if listeners go back and listen to

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the show we had last week with
kash Keihy on his eight different types,

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He's got for those types that are
completely introverted people, and they're incredibly effective.

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So I really appreciate that you distinguish
that for our listeners. I was

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great, great, thank you.
Yeah. So the next thing I want

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to go on to, kind of
moving away from the emotion piece of it

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here, is when we spoke on
the phone in preparation for this, you

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00:27:18.720 --> 00:27:23.640
said something about what we are good
at might not necessarily life what we want

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00:27:23.680 --> 00:27:26.599
to be good at. I certainly
know a little something about this, but

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I'm really curious to hear your perspective
on this. What do you mean by

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00:27:30.599 --> 00:27:33.480
that? So we can go back
to a lot of different things. I

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00:27:33.519 --> 00:27:37.720
think the first time I realized this
was in high school. I wanted to

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00:27:37.759 --> 00:27:40.559
be really good at soccer, but
I was much better at American football,

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00:27:41.279 --> 00:27:44.759
and that came about when I was
offered a position on the varsity football team,

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00:27:44.759 --> 00:27:47.160
but not the varsity soccer team because
in Idaho they play at the same

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00:27:47.200 --> 00:27:49.240
time, and so I had to
make a choice, right So, and

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00:27:49.279 --> 00:27:52.960
then later in my professional life,
you dream about maybe running a hedge fund,

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00:27:53.000 --> 00:27:57.960
but you realize your interpersonal skills are
in sales or in doing different things.

406
00:27:59.000 --> 00:28:03.359
So I have these dreams and ambitions
that you want this to be your

407
00:28:03.359 --> 00:28:07.839
certain skill, but that's not necessarily
what you're the best at. And when

408
00:28:08.640 --> 00:28:11.279
even if you really want something,
but you're not that good at it,

409
00:28:11.359 --> 00:28:14.960
that passion is going to be hard
to come by. But if you're really

410
00:28:15.039 --> 00:28:18.240
but if you can become really,
really good at something, then that passion

411
00:28:18.559 --> 00:28:23.640
comes easily because because you're seeing results
and you're finding success, and by doing

412
00:28:23.640 --> 00:28:26.640
something over and over again, you
build that craft and you build that expertise,

413
00:28:27.160 --> 00:28:33.240
and that's then where the passion comes
from. And it's it's definitely a

414
00:28:33.319 --> 00:28:37.200
self feeding cycle where the better you
get at something, the more passion you

415
00:28:37.279 --> 00:28:41.880
find in what you're doing, and
it just helps you become a better leader

416
00:28:41.960 --> 00:28:45.400
and when you can lead others toward
the same path. So you still should

417
00:28:45.400 --> 00:28:48.319
do what you want to do,
but it doesn't necessarily mean that what you

418
00:28:48.480 --> 00:28:53.319
want is what you're going to be
best at. Hmm. Okay. So

419
00:28:53.799 --> 00:28:56.880
one of the other things we talked
about, and it might have a story

420
00:28:56.880 --> 00:28:59.559
on this is and I think you
just alluded to this and I may have

421
00:28:59.599 --> 00:29:02.759
missed it, but something about you
said on the phone embracing our skills to

422
00:29:02.799 --> 00:29:07.680
turn them into a passion, Right, So I got to tell you how

423
00:29:07.680 --> 00:29:14.400
I got into the business that I
do in terms of facilitating development was an

424
00:29:14.480 --> 00:29:18.880
accidental discovery of a skill then therefore
passion and really quick for our listeners.

425
00:29:19.119 --> 00:29:25.000
I ran into a gentleman years ago, years ago at a conference, and

426
00:29:25.279 --> 00:29:29.160
he called me up a few months
after we'd gotten together over the phone and

427
00:29:29.160 --> 00:29:32.759
he said, hey, Pretaz,
is it true here you say in your

428
00:29:32.799 --> 00:29:36.799
email that you can speak Spanish and
Portuguese. Does that mean just the bad

429
00:29:36.839 --> 00:29:40.240
words or can you actually talk this
stuff? And I said, I can

430
00:29:40.240 --> 00:29:42.839
actually speak Portuguese and Spanish conversationally and
actually don't even know the bad words.

431
00:29:44.079 --> 00:29:45.720
Why why do you ask? And
he goes, well, I've got this

432
00:29:45.799 --> 00:29:49.640
client, this client in South America
that needs this stuff delivered in Spanish and

433
00:29:49.680 --> 00:29:53.200
Portuguese. Would you consider doing it? I said, I'll go just for

434
00:29:53.279 --> 00:29:56.039
the fact that I get to go
back to South America and use these languages.

435
00:29:56.079 --> 00:30:00.000
Whatever this thing is you want me
to present, I'll figure that out,

436
00:30:00.039 --> 00:30:03.519
but I'll go just on that basis
alone. And so I learned the

437
00:30:03.519 --> 00:30:07.319
material. It was a very large
one day presentation, and I got down

438
00:30:07.359 --> 00:30:11.839
there Mario and I presented this stuff
and I realized one I had a skill

439
00:30:11.960 --> 00:30:15.759
for this. I could actually get
in front of a room and I could

440
00:30:15.759 --> 00:30:18.000
make this material come alive. And
it was a skill that I didn't know

441
00:30:18.039 --> 00:30:22.400
that I had, and I fell
in love with it on the spot and

442
00:30:22.440 --> 00:30:25.720
I've been doing it ever since.
And that was I don't know, twelve

443
00:30:25.799 --> 00:30:30.079
years ago, but it was an
actual discovery of a skill that totally became

444
00:30:30.119 --> 00:30:33.519
a passion of mine. So I
didn't think about it the way that you

445
00:30:34.039 --> 00:30:37.920
said it, but that's exactly how
it happened. Well that's great. Yeah,

446
00:30:38.720 --> 00:30:41.279
as leaders, we can help other
people, for sure, but we

447
00:30:41.359 --> 00:30:45.359
also have to find it within ourselves. And sometimes it's by accident, other

448
00:30:45.359 --> 00:30:48.799
times it's by people encouraging you or
giving you an opportunity that you didn't think

449
00:30:48.799 --> 00:30:53.240
about before. We all need to
have coaches and mentors and multipliers in our

450
00:30:53.240 --> 00:30:56.920
lives. Coaches are the ones that
train you right, mentors guide you,

451
00:30:56.319 --> 00:31:00.359
and multipliers are the people that help
you become at a version of yourself in

452
00:31:00.400 --> 00:31:04.240
all aspects or push you to be
much better than you ever thought you could

453
00:31:04.240 --> 00:31:08.119
be. And so we all need
different types of people at different phases in

454
00:31:08.119 --> 00:31:11.000
our life. And sometimes just saying
hey, I think you're good at this

455
00:31:11.319 --> 00:31:15.200
can help somebody improve and try something
new and find a skill that they didn't

456
00:31:15.240 --> 00:31:18.559
know they had. Which then in
turn, if with enough practice, becomes

457
00:31:18.599 --> 00:31:26.680
a passion because they're good at it. You've taught me something again here in

458
00:31:26.720 --> 00:31:29.440
this conversation Tak and Matia, I
hope, but my bill isn't getting too

459
00:31:29.480 --> 00:31:34.319
high as we go through this conversation. Multiply I've never heard anybody talk about

460
00:31:34.319 --> 00:31:37.519
that. Now, I think I
understand that quite well. I hope that's

461
00:31:37.559 --> 00:31:41.799
what I'm doing when I coach people. However, I think that's really quite

462
00:31:41.799 --> 00:31:44.839
interesting. I guess I'd like to
understand a little bit. MARYO, How

463
00:31:45.119 --> 00:31:48.319
can you tell us maybe an example
or two of how you've been able to

464
00:31:48.319 --> 00:31:52.319
help identify skills in someone that you've
been working with on your team, and

465
00:31:52.359 --> 00:31:56.200
how did you help multiply that?
Can you? Can you conjure that for

466
00:31:56.279 --> 00:31:59.640
us? Oh? Sure, let
me think about that for a second.

467
00:31:59.680 --> 00:32:02.279
So, so, a multiplier can
be a coach and can be a mentor.

468
00:32:02.400 --> 00:32:07.000
They don't have to be mutually exclusive. But at the same time,

469
00:32:07.759 --> 00:32:10.279
a multiplier can be someone that's not
either a coach or a mentor. A

470
00:32:10.359 --> 00:32:15.119
multiplier could just be your best friend
and someone that is super positive and encourages

471
00:32:15.160 --> 00:32:17.559
you and pushes you to try new
things and just tells you, hey,

472
00:32:17.599 --> 00:32:23.039
you're good enough, you can do
it, whereas a coach is definitely someone

473
00:32:23.079 --> 00:32:28.799
who has a plan and an action
and helps you develop your skills and helps

474
00:32:28.839 --> 00:32:32.799
you think through in your physical actions
as well as your thought processes and all

475
00:32:32.799 --> 00:32:36.880
those type of things. And yeah, of course a mentor is the one

476
00:32:36.880 --> 00:32:39.240
to guide you through the troubled waters
or because they've been there, they can

477
00:32:39.279 --> 00:32:44.240
mentor you. Right. So in
my career, there's been lots of different

478
00:32:44.279 --> 00:32:47.279
situations where I've had people on my
team that have had a very specific role.

479
00:32:49.079 --> 00:32:52.839
And the thing, I guess it
goes back to my personal experience where

480
00:32:52.880 --> 00:32:55.039
when I was in a specific role, I didn't feel like I was growing

481
00:32:55.079 --> 00:32:59.039
as much, and so I always
always looking for something else to help with

482
00:32:59.160 --> 00:33:01.400
or to do, because if it's
too narrow, I feel like I'm not

483
00:33:01.559 --> 00:33:06.279
growing. And so I tried to
when I became a leader. When I

484
00:33:06.279 --> 00:33:08.480
became an official leader, right,
I tried to help the people on my

485
00:33:08.559 --> 00:33:13.559
team by noticing how they interact with
people and notice what things they did well

486
00:33:13.599 --> 00:33:16.400
on their projects, and then encouraging
them specifically saying, hey, you've done

487
00:33:16.440 --> 00:33:20.160
this part really really well. Maybe
you want to explore it more because you

488
00:33:20.279 --> 00:33:22.880
only do it for ten twelve percent
of your workday, maybe this is something

489
00:33:22.880 --> 00:33:25.599
that you would want to explore even
more because you're really really good at it.

490
00:33:25.839 --> 00:33:30.400
And so when someone feels encouraged and
they're complemented, they're more willing to

491
00:33:30.480 --> 00:33:34.759
try. And if it fails,
it fails, but no harm. But

492
00:33:34.839 --> 00:33:37.519
if they try something and they find
they like it, there's unlimited potential for

493
00:33:37.599 --> 00:33:42.079
gain in that situation. And even
in my current team right now, we

494
00:33:42.119 --> 00:33:45.079
have people that are doing things that
they've never done before only because they have

495
00:33:45.119 --> 00:33:52.480
the opportunity now to try things out. You know, you're reminding me too,

496
00:33:52.640 --> 00:33:55.400
Amadio. When I work with people, sometimes they get so excited about

497
00:33:55.400 --> 00:33:59.319
something that they're doing and they don't
even realize it. And so to point

498
00:33:59.359 --> 00:34:02.359
out to you, you know that
you're you have lit up the whole room

499
00:34:02.400 --> 00:34:05.960
just now, And how how you're
responding to what you're doing here? Do

500
00:34:06.039 --> 00:34:09.599
you know that? And and just
simply helping them get presents to that sometimes

501
00:34:09.639 --> 00:34:14.880
I think can be incredibly valuable.
I really liked how you talked about that,

502
00:34:14.960 --> 00:34:17.480
and I do think that there's something
about being able to encourage people and

503
00:34:17.639 --> 00:34:22.719
to help them recognize that you know
you do have something here. You you

504
00:34:22.719 --> 00:34:24.960
you distinguish yourself by the work that
you do here. Do you notice that

505
00:34:25.000 --> 00:34:29.039
you actually produce this better or faster
that people on the rest of the team

506
00:34:29.119 --> 00:34:30.800
do. Did you not get?
Do you not see that? And then

507
00:34:30.840 --> 00:34:35.159
helping them actually see that and then
celebrate that and give them a path to

508
00:34:35.559 --> 00:34:37.320
do more of it if they well, well, that's where you want to

509
00:34:37.360 --> 00:34:39.280
be careful, right, as long
as they do want to do more of

510
00:34:39.280 --> 00:34:43.079
it and they're just happening it's not
something that actually they're good at and they

511
00:34:43.119 --> 00:34:50.920
hate Yeah, right, which does
happen? Right? That's awesome? Anything

512
00:34:50.960 --> 00:34:54.519
else you want to say about that, I think that's pretty good. We

513
00:34:55.199 --> 00:35:00.119
need to encourage people, but we
also need to be aware of what we're

514
00:35:00.119 --> 00:35:04.159
missing, and that comes in lots
of forms, and one of those is

515
00:35:04.639 --> 00:35:09.400
helping people really really find out what
their skills can be, not just thinking

516
00:35:09.400 --> 00:35:13.000
about it for your own sake as
a leader of a team, saying hey,

517
00:35:13.000 --> 00:35:14.760
this is the only thing I want
them to do because this is what

518
00:35:14.800 --> 00:35:17.360
I need right now. And it's
hard to do that because if it doesn't

519
00:35:17.360 --> 00:35:22.039
align one hundred percent, what's what
you think your objectives? Are, then

520
00:35:22.159 --> 00:35:25.239
it's hard to branch off, but
it's in the long run it's always better

521
00:35:25.280 --> 00:35:31.800
for everybody when you can help people
develop their skills. And then this is

522
00:35:31.800 --> 00:35:36.960
important once they've actually determined that they
have a skill and they like having that

523
00:35:37.000 --> 00:35:40.599
skill, that talent. Then you
mentioned the importance to them telling people that

524
00:35:40.599 --> 00:35:45.519
they're good at this. Why I
have an opinion about that, But why

525
00:35:45.519 --> 00:35:50.719
do you think that's important. Well, so, I believe everybody lies,

526
00:35:51.719 --> 00:35:53.760
and it's easier a lie to yourself
than to other people. And so you

527
00:35:53.920 --> 00:35:58.239
might know in yourself that you're good
at something or you're not good at something.

528
00:35:58.239 --> 00:36:01.440
But either way, if you tell
something publicly, and you're in general

529
00:36:01.480 --> 00:36:06.000
an honest person, you try to
have integrity when you try to live up

530
00:36:06.000 --> 00:36:08.880
to those expectations because you verbalize it. You told people that this is what

531
00:36:08.920 --> 00:36:12.400
you do and you're good at and
so now you have to live up to

532
00:36:12.440 --> 00:36:15.559
it. And some people might consider
that negative pressure. But most of the

533
00:36:15.599 --> 00:36:16.920
time, when you say, oh
yeah, I'm a writer or oh yeah,

534
00:36:16.920 --> 00:36:22.119
I do project management, you start
affirming those beliefs in yourself that it

535
00:36:22.159 --> 00:36:24.039
becomes who you are. And so
the more you verbalize it, the more

536
00:36:24.079 --> 00:36:28.760
you say and tell people what you
do and what you're good at. The

537
00:36:28.760 --> 00:36:31.079
more you believe those words and the
more you live up to those actions.

538
00:36:31.079 --> 00:36:36.000
And so it's the labeling theory in
psychology, where people live up to the

539
00:36:36.079 --> 00:36:39.719
labels they're given, and so when
you label yourself something, you're more likely

540
00:36:39.760 --> 00:36:45.960
to live up to that label.
Okay, another ching, ching moment.

541
00:36:45.000 --> 00:36:47.360
Thank you very much for that.
Something that I have not heard of,

542
00:36:47.360 --> 00:36:52.800
the labeling theory. Thank you for
that. Madi's very very interesting. Where

543
00:36:52.960 --> 00:36:54.760
I was going to go with this
whole notion of telling people what you're good

544
00:36:54.800 --> 00:36:59.159
at is that and maybe this first, because I do an awful lot of

545
00:36:59.199 --> 00:37:01.960
work developing women leaders, and women
tend not to be very good at saying

546
00:37:01.960 --> 00:37:06.719
what they're good at claiming what they're
good at, and so therefore people don't

547
00:37:06.760 --> 00:37:08.000
know or they don't know that they
want to do those things. And so

548
00:37:08.119 --> 00:37:14.119
what I thought my perspective on telling
people what you're good at is just making

549
00:37:14.119 --> 00:37:15.840
sure that that's present for them,
that they know it that if there's an

550
00:37:15.880 --> 00:37:21.079
opportunity that where they could put to
use those particular skills, this other person

551
00:37:21.119 --> 00:37:24.719
now knows it. It lives out
there in the universe beyond just this person's

552
00:37:24.920 --> 00:37:28.440
belief system. That's where I was
going to go. So I love your

553
00:37:28.480 --> 00:37:31.519
labeling theory piece. That's good.
Awesome, that's another added bonus, right,

554
00:37:31.559 --> 00:37:35.360
that's part of it. And when
other people know you're good at they

555
00:37:35.400 --> 00:37:37.920
can support you and they can help
you and they might have need of your

556
00:37:37.960 --> 00:37:43.599
abilities. So yeah, that's all
true. Yeah, awesome, So fun

557
00:37:43.599 --> 00:37:45.679
to talk with you. Matyo.
Here we are back for another break.

558
00:37:45.719 --> 00:37:47.440
I'm Alice Cortez, your host.
We run on the air with Maria McCracken,

559
00:37:47.480 --> 00:37:51.559
who is the revenue leader at Move
Medical, where he leads the sales,

560
00:37:51.599 --> 00:37:53.960
marketing and customer success efforts. He
also writes for inc and is a

561
00:37:54.000 --> 00:37:59.079
regular contributing writer on LinkedIn. He
joined it today from San Diego, California

562
00:37:59.280 --> 00:38:02.159
after the break to get more into
the actual leadership space of working with teams.

563
00:38:02.440 --> 00:38:15.880
Stay with us, We'll be right
back. Friend us on Facebook to

564
00:38:15.960 --> 00:38:22.519
keep up with what's empowering the world. Voice America Empowerment. Alis Cortes is

565
00:38:22.559 --> 00:38:28.800
a speaker and engagement and development catalyst. She designs and delivers professional development,

566
00:38:28.960 --> 00:38:34.079
leadership and engagement workshops and can bring
her expertise to your organization. She will

567
00:38:34.079 --> 00:38:38.639
help ignite meaningful development within your workforce
that will increase employee engagement, performance and

568
00:38:38.760 --> 00:38:43.719
retention. To learn more or to
invite Elise to speak to your organization,

569
00:38:43.880 --> 00:38:49.800
please visit her at www dot Elisecortes
dot com. She would welcome the opportunity

570
00:38:49.840 --> 00:38:54.440
to help get your employees working on
purpose. We're making it easier to listen

571
00:38:54.440 --> 00:38:59.639
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And get ready to tune in the
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579
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581
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582
00:40:09.039 --> 00:40:22.960
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Voice America Empowerment. This is Working on

583
00:40:22.039 --> 00:40:27.360
Purpose with Elise Cortes. To reach
our program today, please call in to

584
00:40:27.519 --> 00:40:31.360
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585
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one. You may also send an email

586
00:40:36.679 --> 00:40:42.800
to Elise A. L I.
S E at Elisecortes dot com. Now

587
00:40:43.079 --> 00:40:47.000
back to Working on Purpose. Thanks
for staying with us, and welcome back

588
00:40:47.039 --> 00:40:51.440
to Working on Purpose if you're just
tuning in. My guest is Madue McCracken,

589
00:40:51.639 --> 00:40:53.559
who's the rigul leader at Move Medical, where he leads the sales,

590
00:40:53.599 --> 00:40:58.360
marketing and customer success efforts. He
also writes for inc and as a regular

591
00:40:58.360 --> 00:41:01.719
contributing writer on LinkedIn. I'm your
host at Last Cortes. So in this

592
00:41:01.800 --> 00:41:06.239
last bit together here, what I'd
like to focus on, Madio, is

593
00:41:06.360 --> 00:41:10.440
leadership. We've been talking about how
to create great teams, how to cultivate

594
00:41:10.519 --> 00:41:15.280
talent. For this last bit,
I want to bring it all together here

595
00:41:15.320 --> 00:41:20.079
and talk about the leadership piece of
it. So first, I'm interested,

596
00:41:20.360 --> 00:41:22.000
and I don't know if you have
a way to characterize this, But how

597
00:41:22.000 --> 00:41:27.559
would you describe your leadership style your
own leadership style. Well, that's a

598
00:41:27.599 --> 00:41:31.320
tough one. That's a good one. So I'm definitely not a charismatic leader

599
00:41:31.400 --> 00:41:37.760
in the sense of being winning people
over just because I have a strong personality.

600
00:41:38.679 --> 00:41:43.920
I definitely am not bureaucratic or democratic
in a sense where everything has to

601
00:41:43.960 --> 00:41:46.039
go through a process and everybody has
to be in agreement and there has to

602
00:41:46.079 --> 00:41:52.480
be one hundred percent consensus. I
like to consider myself an encourager or a

603
00:41:52.519 --> 00:41:57.519
supporter, where my whole purpose is
to get the most out of other people

604
00:41:57.920 --> 00:42:00.119
and to see what they can produce. And so some people might call that

605
00:42:00.159 --> 00:42:02.840
a servant leadership, but I don't
know if I can claim that type of

606
00:42:02.920 --> 00:42:08.760
leadership fully. But I like to
just help people transform and become better versions

607
00:42:08.760 --> 00:42:12.480
of themselves, and if I can
encourage them to do that, then the

608
00:42:12.559 --> 00:42:17.920
results should speak for themselves eventually.
Mm hmm. You know, I just

609
00:42:19.039 --> 00:42:21.079
in the little bit of time that
you and I've gotten to know each other,

610
00:42:21.119 --> 00:42:23.199
I can't be at all surprised I
would be your style because everything that

611
00:42:23.239 --> 00:42:25.960
you said there is the way that
I would describe you. Who you are

612
00:42:27.000 --> 00:42:30.480
as a human being, right and
so on. One of the things that

613
00:42:30.559 --> 00:42:34.119
we talked about last week on the
Year with kash Kihi is that he talks

614
00:42:34.119 --> 00:42:38.320
about how, you know, there
is this notion that our personalities really do

615
00:42:39.000 --> 00:42:44.559
impact and oftentimes decide our style,
and we can also learn and add pieces

616
00:42:44.599 --> 00:42:46.760
to you know, other parts of
that are outside of our personality over time,

617
00:42:46.800 --> 00:42:51.960
for sure. But so I thought
it was incredibly useful to be for

618
00:42:52.079 --> 00:42:54.639
me. Even when he went through
his eight different leader types, I went,

619
00:42:54.719 --> 00:42:57.599
Nope, that's not me. Nope, that's not me. Ope,

620
00:42:57.639 --> 00:43:00.960
yep, that one's me. Proactive, Yep, that's me. And what

621
00:43:00.039 --> 00:43:02.679
was good about that? I want
to encourage our listeners as well, because

622
00:43:02.679 --> 00:43:07.119
people who are listening right now are
in part here because they want to become

623
00:43:07.119 --> 00:43:10.480
better leaders and be better at building
teams. I really encourage our listeners to

624
00:43:10.519 --> 00:43:15.079
be able to distinguish for themselves what
kind of leader they are. It helps

625
00:43:15.119 --> 00:43:20.719
being able to language that to people
were trying to lead and to distinguish how

626
00:43:20.760 --> 00:43:23.199
we're different from others is I think
incredibly useful. So just what you did

627
00:43:23.239 --> 00:43:29.360
there in describing yourself, I have
some similarities, but I would say there's

628
00:43:29.519 --> 00:43:30.760
a lot of differences there, so
you and I would go about it very

629
00:43:30.800 --> 00:43:36.480
very differently and have probably you know, different strengths and probably different results,

630
00:43:36.519 --> 00:43:39.760
not better or worse, just different. Yeah, that's really interesting. We

631
00:43:39.760 --> 00:43:45.239
should I should definitely study that a
little bit more and be more self analysis

632
00:43:45.280 --> 00:43:49.599
on that part of it, for
sure. Yeah, it's I think it's

633
00:43:49.719 --> 00:43:52.159
really uh uh. And I have
to tell you, I mean, this

634
00:43:52.199 --> 00:43:54.920
is a great thing about being a
host for the show is every single week,

635
00:43:54.960 --> 00:44:00.639
Madio, I learned something incredibly valuable, and each time my guests really

636
00:44:00.639 --> 00:44:04.079
give me something that really matters to
me and moves me and we share it

637
00:44:04.079 --> 00:44:08.159
with the listeners who were on the
air. But that learning my leadership styles

638
00:44:08.199 --> 00:44:12.039
also last week was incredibly useful.
So yes, I would encourage it for

639
00:44:12.159 --> 00:44:15.639
you and anybody else listening. Great, I'll look into it for sure.

640
00:44:17.400 --> 00:44:21.280
Well along those lines, I mean, and I know you've been studying.

641
00:44:21.320 --> 00:44:24.119
One of the things you and I
talked about off air is I can tell

642
00:44:24.159 --> 00:44:28.320
that you are a researcher and just
the way that you choose your language,

643
00:44:28.360 --> 00:44:31.320
the way you talk, and the
way that you conju your responses. It's

644
00:44:31.320 --> 00:44:36.400
fascinating to me. Mario. So
I'm interested both from the standpoint of whatever

645
00:44:36.440 --> 00:44:40.159
you've learned in your research as well
as what you've observed in the real world.

646
00:44:40.400 --> 00:44:45.960
How can we really can really affective
leaders distinguish themselves from just good ones?

647
00:44:45.039 --> 00:44:50.960
Do you think, yeah, that's
There's so many variables that go into

648
00:44:51.000 --> 00:44:55.639
that. But in my opinion,
there's two things that can really really determines

649
00:44:55.639 --> 00:45:00.519
if a leader is good or not. Of Course, like we talked before,

650
00:45:00.519 --> 00:45:05.599
the proof is in the pudding.
So if the results are good more

651
00:45:05.639 --> 00:45:08.559
times than not, that means the
leadership has been good. Sometimes a team

652
00:45:08.599 --> 00:45:12.559
can overcome a bad leader and still
produce good results, right, and so

653
00:45:12.599 --> 00:45:15.800
you can be a bad leader and
sometimes get good results. But overall,

654
00:45:15.920 --> 00:45:21.760
long term consistency is if you're consistently
producing good results, that means what you're

655
00:45:21.760 --> 00:45:24.880
doing is working. The other part, though, is more on the emotional

656
00:45:24.920 --> 00:45:29.679
side. It's if somebody had to
say, Hey, who do I want

657
00:45:29.679 --> 00:45:31.480
to be my leader? Or if
I wasn't a leader today, who would

658
00:45:31.519 --> 00:45:35.320
I want to follow? Or who
should whose team do I want to be

659
00:45:35.400 --> 00:45:37.159
on? Do I want to play
for this person or do I want to

660
00:45:37.159 --> 00:45:39.400
play for him? Or do I
want to play for her, how do

661
00:45:39.480 --> 00:45:43.320
I want? How do I want? Where do I see myself fitting in?

662
00:45:43.559 --> 00:45:47.480
And sometimes that's just personality difference,
but often all personality types can fit

663
00:45:47.559 --> 00:45:51.360
in. If the if it's if
it's a good leader. If if the

664
00:45:51.440 --> 00:45:54.679
leader cares about other people, almost
all personality types can fit in. So

665
00:45:54.800 --> 00:46:00.440
you generally see that people gravitate toward
leaders, not just their personality, but

666
00:46:00.679 --> 00:46:04.760
just how they treat other people.
And often it might be considered personality,

667
00:46:04.800 --> 00:46:08.880
but really it's the proof of their
leadership is do people want to work for

668
00:46:08.960 --> 00:46:14.679
you, with you and be on
your team. I want to tell a

669
00:46:14.719 --> 00:46:17.920
quick about that too to illustrate that
point. And I told this story to

670
00:46:17.960 --> 00:46:21.920
the group that I was working with
when we did the Inspirational Leader program.

671
00:46:21.920 --> 00:46:24.519
But when I was first introduced to
this firm, Insignium, more than a

672
00:46:24.599 --> 00:46:28.800
year and a half ago, I
knew what the work was. I knew

673
00:46:28.880 --> 00:46:31.000
was performance breakthrough and organizational transformation,
and I knew how he did it.

674
00:46:31.079 --> 00:46:37.960
I was fascinating and built on what
I was doing before as a solo practitioner.

675
00:46:37.679 --> 00:46:43.840
And then I came to the firm's
annual executive summit where they invite several

676
00:46:44.159 --> 00:46:46.880
of their clients to come and be
on the other end of a thought leadership

677
00:46:46.920 --> 00:46:52.360
presentation and interact with each other.
And one of the two founding partners,

678
00:46:52.480 --> 00:46:55.800
Nathan Rosenberg, got up and he
spoke and I had had very limited interaction

679
00:46:55.840 --> 00:46:59.119
with this man model very limited.
Got up and he addressed the room.

680
00:46:59.119 --> 00:47:01.920
He's a very gallant man anyway,
he's very intelligent, very interesting, well

681
00:47:01.960 --> 00:47:07.440
spoken, dresses beautifully as a great
presence. And then he opened his mouth

682
00:47:07.159 --> 00:47:14.519
and he looked at the room,
and he he got moved by it,

683
00:47:14.599 --> 00:47:19.000
and he said and he you know, he got he he he sad a

684
00:47:19.079 --> 00:47:22.079
couple of tears without apology, and
said how grateful he was to be here,

685
00:47:22.199 --> 00:47:24.840
and that it was such an honor
to have the clients there among them,

686
00:47:25.480 --> 00:47:28.639
and that you know they take a
time away from their schedules and their

687
00:47:28.679 --> 00:47:31.920
work to be with him and the
rest of us. And just the way

688
00:47:31.960 --> 00:47:36.559
he did that, in a way
where I could access his emotions in an

689
00:47:36.599 --> 00:47:39.280
authentic, inviting way. That was
when I started to say, this is

690
00:47:39.280 --> 00:47:42.039
where I need to be. And
it was, I mean, it was

691
00:47:42.119 --> 00:47:45.159
that fast, Mario, that fast. So to illustrate your point about how

692
00:47:45.320 --> 00:47:51.079
right, how leaders can really really
show up in a way that just pulls

693
00:47:51.079 --> 00:47:54.400
people in that that's one of the
best examples that I personally have had in

694
00:47:54.440 --> 00:47:59.679
the in the near term. Well, that's that's an impressive story. When

695
00:47:59.679 --> 00:48:04.039
you can and really, when you
start caring for other people, they notice.

696
00:48:04.599 --> 00:48:07.400
And that's just at the end of
the day, that's where leadership really

697
00:48:07.440 --> 00:48:10.400
comes from, is if you care
enough about the result and the people,

698
00:48:10.599 --> 00:48:13.880
then you can be productive. Some
people care about people, but they don't

699
00:48:13.880 --> 00:48:16.440
care about the result, and so
they might be good in a social setting,

700
00:48:16.440 --> 00:48:19.320
but they're not going to be good
in a business setting. So in

701
00:48:19.360 --> 00:48:22.000
a business or professional setting, you
need to care about the results, but

702
00:48:22.119 --> 00:48:25.039
you also have to care about the
people, and that's where you'll get the

703
00:48:25.079 --> 00:48:30.960
most success. M Yes, that's
the truth. Great way to a sandwich,

704
00:48:31.000 --> 00:48:34.000
that piece, and that was so
true, it was so abundant.

705
00:48:34.039 --> 00:48:37.199
He cared about every single person in
that room. That's exactly right. Wow.

706
00:48:38.880 --> 00:48:43.280
So you and I had another conversation
before too, when we were getting

707
00:48:43.280 --> 00:48:45.880
ready for this, and you said
something about having a perspective on how leaders

708
00:48:45.920 --> 00:48:50.440
can sell their ideas internally, which
certainly got my interest. I mean,

709
00:48:50.599 --> 00:48:52.840
you know, there's this whole notion
of being able to persuade people into an

710
00:48:52.960 --> 00:48:57.599
influence. Many leaders understand they need
to do that, But what do you

711
00:48:57.719 --> 00:49:02.920
mean by selling their ideas Internally,
Well, most good ideas never get off

712
00:49:02.920 --> 00:49:07.280
the ground because they never get pursued. And that could be lack of ambition

713
00:49:08.440 --> 00:49:12.960
or paying attention to the fears that
you have or what you're worried about.

714
00:49:13.159 --> 00:49:16.320
But often it's just because the idea
wasn't presented in a way that made other

715
00:49:16.360 --> 00:49:20.800
people want to get on board.
And sales is considered a dirty word,

716
00:49:20.840 --> 00:49:24.239
and most people in the world would
never when they're in college say I'm going

717
00:49:24.280 --> 00:49:28.159
to go be a salesman. I'm
going to go be a professional salesperson.

718
00:49:28.400 --> 00:49:32.000
I'm going to get into sales.
That's very very few people that are going

719
00:49:32.000 --> 00:49:35.920
to college or trying to get an
education say that as a goal. Right,

720
00:49:36.679 --> 00:49:40.559
So then that puts it back on
that sales in itself is something that

721
00:49:40.559 --> 00:49:43.920
they don't want to do. People
don't want to be known as a salesperson.

722
00:49:43.960 --> 00:49:46.440
They don't want to be known for
that, and so yet when they

723
00:49:46.440 --> 00:49:50.199
get into the real world, they
don't think they have to sell. They

724
00:49:50.239 --> 00:49:53.320
think that the idea and the merit
of the idea should win alone. But

725
00:49:53.599 --> 00:49:59.559
the best salesperson in the world,
Richard Branson or Elon Musk or Mark Zuckerberger,

726
00:49:59.559 --> 00:50:04.119
they sell constantly. All they do
all day long. Steve jobs all

727
00:50:04.199 --> 00:50:07.360
day long, all he does is
sell, and he's selling internally to the

728
00:50:07.400 --> 00:50:08.760
people that have to work with him
to have to code for him for twenty

729
00:50:08.800 --> 00:50:14.719
four hours a day. He's selling
to the market, he's selling to media,

730
00:50:14.760 --> 00:50:17.719
he's selling to everybody. And the
only way a good idea will ever

731
00:50:17.760 --> 00:50:22.039
get off the ground is if people
buy in. And that's what real leadership

732
00:50:22.079 --> 00:50:24.840
is about, because you can't even
give your team a chance to perform if

733
00:50:24.840 --> 00:50:30.000
they don't have anything to chase after
or to shoot after. And so if

734
00:50:30.000 --> 00:50:34.199
you can give more opportunities to your
team, those are the people that we

735
00:50:34.239 --> 00:50:36.840
want to follow. Is what we
want to follow. Play a leader that

736
00:50:36.840 --> 00:50:39.960
will give us the opportunity to succeed. And if your leader, or you

737
00:50:40.039 --> 00:50:44.639
as a leader, are good at
getting ideas heard and presented and you can

738
00:50:44.679 --> 00:50:49.679
sell those ideas, then you have
a better chance to have more people accomplish

739
00:50:49.679 --> 00:50:54.880
their goals as well. To me, what you're talking about is so much

740
00:50:55.400 --> 00:51:00.719
that whole notion of really presencing your
emotions and your enthusias and what inspires you

741
00:51:01.199 --> 00:51:06.000
in a way that compels people to
want to follow you enrolls them as what

742
00:51:06.039 --> 00:51:08.960
we say with an insugnium, I
really get that. Now, to take

743
00:51:09.000 --> 00:51:13.280
it one step further, Mado,
if you will for our listeners here,

744
00:51:14.960 --> 00:51:22.239
what would you say are the correlations
between sales and leadership? So often when

745
00:51:22.239 --> 00:51:28.880
we're selling, we're focusing on the
benefits or the value that the customer will

746
00:51:28.920 --> 00:51:31.639
see, right, the value and
the bottom line, and hey, this

747
00:51:31.760 --> 00:51:36.280
is going to give you an ROI
of X amount or whatever it is.

748
00:51:36.719 --> 00:51:40.079
When you're leading other people, the
selling of an idea has to connect with

749
00:51:40.239 --> 00:51:45.480
their goals and objectives, not just
a financial goal or not just the goals

750
00:51:45.480 --> 00:51:47.880
of the company. Anybody can find
out what the company's mission is and then

751
00:51:47.960 --> 00:51:51.880
find a way to apply their job
description to the company mission and say,

752
00:51:51.920 --> 00:51:52.800
hey, I'm going to give you
your why. I'm going to help you

753
00:51:53.159 --> 00:51:58.559
do this. But if you don't
sell on their emotional level, they're the

754
00:51:58.719 --> 00:52:01.039
place where they're at. Change put
someone on a different place until you know

755
00:52:01.119 --> 00:52:05.760
where they're at today. And that's
where true sales comes in, is where

756
00:52:05.800 --> 00:52:08.239
you find out what's important to the
person you're selling, and then give them

757
00:52:08.239 --> 00:52:12.320
what they need and want. You
don't just give them what you think they

758
00:52:12.320 --> 00:52:16.039
should have. And that separates good
salespeople and good leaders all over the world

759
00:52:16.159 --> 00:52:20.360
is you don't just sell what you
have. You sell what the other person

760
00:52:20.440 --> 00:52:23.559
needs. And when you can do
that on an emotional level first and then

761
00:52:23.599 --> 00:52:28.239
on a logical level after so they
can justify the decision that they just made,

762
00:52:28.559 --> 00:52:30.719
then you're really going to be able
to help people take that next step

763
00:52:30.760 --> 00:52:36.800
in their development and perform new actions
and do new tasks and really be part

764
00:52:36.800 --> 00:52:40.599
of a team where they're supporting each
other and everybody's working towards something individually and

765
00:52:40.679 --> 00:52:46.760
as a team. Manu, that's
gorgeous And what I want to echo in

766
00:52:46.760 --> 00:52:52.000
that is just the importance of leaders
being able to really listen well to people.

767
00:52:52.599 --> 00:52:53.559
If you're listening well, you should
be able to determine what it does

768
00:52:53.599 --> 00:52:59.239
they really want and it does require
some real effort to do that for sure.

769
00:52:59.480 --> 00:53:04.880
Yeah, definitely, yeah, well
here, definitely listening is yeah.

770
00:53:05.000 --> 00:53:08.159
If you can't listen, it's yeah, there's there's no point to be to

771
00:53:08.280 --> 00:53:13.000
try to help other people at all. Game over just quit. No,

772
00:53:13.039 --> 00:53:17.119
I'm kidding almost no. Well here
we are at the very end of the

773
00:53:17.119 --> 00:53:21.480
show already, Matrio. It just
goes spice so fast, and I like

774
00:53:21.519 --> 00:53:22.679
to be able to give my guests
the last word, if you will,

775
00:53:22.760 --> 00:53:27.199
and let them finish as they as
they like, knowing that the show is

776
00:53:27.519 --> 00:53:31.400
helping more people connect with their work
more meaningfully and powerfully. What would you

777
00:53:31.440 --> 00:53:37.119
like to leave our listeners with saying
about a minute or less? Well,

778
00:53:37.360 --> 00:53:39.880
so there, I love reading.
That's if I'm not eating, I'm reading.

779
00:53:40.039 --> 00:53:47.079
So I think for me being able
to read and then talk to other

780
00:53:47.119 --> 00:53:50.280
people about what I read is really
important. And that might not be for

781
00:53:50.280 --> 00:53:52.480
everybody. Some people might want to
write it down, some people might want

782
00:53:52.480 --> 00:53:54.719
to just go and apply it and
do But no matter what, we as

783
00:53:54.800 --> 00:53:59.519
long as we fill our brains and
our ideas and our minds with new ideas

784
00:54:00.199 --> 00:54:04.559
that can help us change, whether
we change immediately or change later, or

785
00:54:04.760 --> 00:54:07.800
never change, we were opened to
a new perspective. And a book that

786
00:54:07.880 --> 00:54:13.159
I really love and that I think
is really really important is called Leadership and

787
00:54:13.159 --> 00:54:16.719
Self Deception. And I'm sure most
people have read it or have heard about

788
00:54:16.719 --> 00:54:21.199
it. But Leadership and Self Deception
is a book that if you read it,

789
00:54:21.360 --> 00:54:24.400
you'll start to act differently immediately.
And that's kind of the purpose of

790
00:54:25.440 --> 00:54:30.119
leadership in the first place. It's
to become better than you are and to

791
00:54:30.119 --> 00:54:34.280
help your team become better. So
I think that's that's an important thing to

792
00:54:35.000 --> 00:54:37.400
consider when you're trying to become a
better leader, is what are you filling

793
00:54:37.440 --> 00:54:42.639
your mind with that you can then
give to other people. Beautiful way to

794
00:54:42.679 --> 00:54:44.960
finish. Madio, thank you so
much and thank you for joining me on

795
00:54:45.039 --> 00:54:49.360
working on Purpose. Thank you.
If you want to learn more about Marty

796
00:54:49.440 --> 00:54:52.239
McCracken and his work, there's a
couple of ways you can do it.

797
00:54:52.400 --> 00:54:54.719
You can go to his website,
which is mardio McCracken dot com. It's

798
00:54:54.920 --> 00:55:01.320
m A r EO McCracken is mc
c r a c k e n somarta

799
00:55:01.400 --> 00:55:06.719
McCracken dot com, or go to
LinkedIn and find him there. Next week,

800
00:55:06.719 --> 00:55:07.599
we'll be on the air with Bill
Lee. As I mentioned before,

801
00:55:07.639 --> 00:55:10.880
he's the founder of the Center for
Customer Engagement, and we'll be talking about

802
00:55:10.920 --> 00:55:15.559
how cultivating customer relationships is not only
good for the bottom line of business,

803
00:55:15.800 --> 00:55:19.960
but also medifully connects employees to their
work. So see then remember that work

804
00:55:20.039 --> 00:55:22.800
was at least on one third of
our lap. So let's work on purpose.

805
00:55:29.920 --> 00:55:32.440
We hope you've enjoyed this week's program. Be sure to tune into Working

806
00:55:32.480 --> 00:55:37.559
on Purpose featuring your host Elis Cortes, every Wednesday at six pm Eastern Time

807
00:55:37.719 --> 00:55:43.440
three pm Pacific time on the Voice
America Empowerment Channel. This week, find

808
00:55:43.480 --> 00:55:45.360
your life's purpose at work

Performance: Building and Leading Effective Teams

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