Are You a Leader Worth Following?

WEBVTT

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What's working on purpose anyway? Each
week we ponder the answer to this question.

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People ache for meaning and purpose at
work, to contribute their talents passionately

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and know their lives really matter.
They crave being part of an organization that

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inspires them and helps them grow into
realizing their highest potential. Business can be

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such a force for good in the
world, elevating humanity. In our program,

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we provide guidance and inspiration to help
usher in this world we all want

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Working on purpose. Now. Here
is your host, Doctor Elise Cortes.

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

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Great to have you. I'm doctor
Leise Cortez, your host, like Joni

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Lai from Dallas, Texas, which
is home base for me. By wave

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introduction, I'm a management consultant specializing
in meeting and purpose, organizational local therapist,

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inspirational speaker, social scientist, and
author. There are many ways we

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can work together. Check out at
leastcoretest dot com and Gusto dash now dot

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com to learn how and also there
are some free resources I put there for

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you to download enjoy. Aud of
this week's program with us today is Tim

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Spiker, who has been passionately investigating
leadership effective since nineteen ninety nine. He's

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the author of the book The Only
Leaders Worth Following and the founder and president

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of the APAIO, where he and
his team helped people become, be and

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stay leaders who are actually worth following. We'll be talking about the criticality of

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doing deep self work to become an
effective leader, discuss the two most important

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aspects of being an effective leader,
and how being a leader worth following translates

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to bottom line business results. You
today from Atlanta, Georgia. Tim,

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

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

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as you could tell. It's so
well organized, it's punchee, it's I

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align with it. So I want
to start with You're welcome, well done.

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I want to start with what I
considered to be a really pretty key

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

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it seems to me that the heart
of your book is really you say that

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

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

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that I spent I think I visited
the library twice. In college. I

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

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

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

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

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

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

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

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

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is not worth following. And so, you know, when we think about

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the impact that leaders have on our
lives, you know, the subtitle of

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

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So there's those balance sheet profit loss
statements, and all of those things

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are deeply impacted by leadership, but
so is the quality of our life when

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we go home at night and we're
having those kitchen table conversations with our family

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and friends, and so it really
makes sense that we would want to be

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following leaders who have done the hard
inner work to really understand who they are,

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to really understand what they're all about, so that that can be somebody

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that we could ultimately trust. But
when that examination doesn't happen and leaders are

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just reacting without having done some of
that more developed inner work in terms of

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who they are, then we can
oftentimes end up with the result that we're

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not excited about. Totally agree,
and we're going to dive into that in

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fact, just to really really start
unjuicing it up, if you will,

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from what you talk about here,
and I think this is so great.

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You actually distinguish in the book that
who and what leadership is for a person.

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You say that three quarters of your
effectiveness as a leader comes from who

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you are, not what you do. Yes, so three quarters sounds like

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like I went and had a hot
dog one day and looked up at the

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sky and like, is it about
three quarters? And you know, I

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want to I want to burst that
idea pretty quickly. The actual number we're

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going to be scientifically accurate is seventy
seven percent. Seventy seven percent of your

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effectiveness as a leader comes from who
you are, not what you do,

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

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a small boutique consulting firm and we
would have our clients up to the west

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side of Pike's Peak in Colorado here
in the United States for a week at

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a time, and we gave them
a series of assessments and we were looking

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for linkages between those assessments. Is
there some kind of magical connection between personality,

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

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she was our resident number country at
the time, and she said, I'll

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

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

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

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I said, what did you find? She said, she said nothing,

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because we didn't find any There was
no correlation between personality, natural ability and

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leadership performance. And as I turned
to go out of her office, she

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said, but we did. We
accidentally found something that we weren't looking for,

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and that surely got my attention.
And I turned around and went back

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in and said, what did you
find. She said, Well, on

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our leadership three sixty we had eight
different categories, and if you just think

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about a pizza swent into eight pieces, any two pieces of that pizza should

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be worth twenty five percent. And
when she ran the numbers, the statistical

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software found that just two areas were
responsible for seventy just under seventy percent.

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She ran the data a few years
later with ten times the data point and

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it went up to seventy seven percent. And so that's how this discovery was

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made, is we stepped back and
we looked at those two categories and said,

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ultimately, what's special about those two
Why are these two work so much

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more than the other six combined?
And about three years later the light bulb

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went off. I look up saving
everybody time. You don't have to wait

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three years to get the answer.
But it took us a little while to

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get it. And then when we
finally stepped back far enough from it,

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that's when it revealed that those two
areas were about who you are as a

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human being. The other things are
the typical things that we see in the

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airport books about leadership in terms of
strategy, vision and the like. And

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I'm not saying those things are unimportant, but when you look at the data,

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the data said that those traditional things
of leadership are worth twenty three percent

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of leadership, that who you are
is worth seventy seven percent. Well,

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and I think it's extraordinary what you've
come up with. We're going to dive

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deep just in case you're wondering,
listeners and viewers. We are going to

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dive deep into those aspects that make
the biggest difference in our next segment.

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But let me also hit this one. This is really really powerful and you

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start thinking about the role of a
CEO or leaders on an organization and just

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really how important who they are and
who they're being and how they lead is.

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I love the number that you put
in here as well. And you

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talk about how you say using data
from anonymous assessments on CEOs to evaluate their

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integrity, responsibility, forgiveness, and
compassion, and then compared to each organization's

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financial performance, you found that the
bottom ten CEOs had a return on investment

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on assets of one point nine three
percent, while the top ten CEOs with

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the highest measures had nine point three
five are our return on assets, so

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that's a four hundred percent increase.
That is phenomenal. And those words forgiveness,

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to compassion, integrity, right,
Yeah, yeah, I was actually

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amazed when I saw this particular research
study And if anybody wants to look it

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up, it was spring of twenty
fifteen. This was published in the Harvard

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Business Review, and the study was
done by an organization called KRW that's based

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out of Minneapolis, Minnesota here in
the United States. And that four hundred

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percent increase based on those four things
integrity, responsibility, forgiveness, and compassion.

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Now, I want to point out
something regarding those four measures. That's

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the research that KRW was doing.
And I'm still amazed to this day that

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they were able to get people in
the business space to evaluate those four things,

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especially compassion and forgiveness. Just amazing. And as I got a chance

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to look at the data that I
was personally involved in researching and I look

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at these four things, I see
a mirror in the content. And I'll

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point it out in this way.
When you look at those four things that

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they boiled down who you are to
start with integrity and responsibility, that's about

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being inwardly sound. When you take
a look at forgiveness and compassion, that's

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about how others focused you are.
I know we're going to talk about those

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things later on, But I mentioned
those things and that even in other organizations

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data, we can see the same
pattern in the data that we found,

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and so it's out there. Once
we get our eyes open to it,

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you begin to see this message everywhere
that who you are makes such a big

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difference, even in the bottom line. Beautifully done, tim, beautifully done,

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and how you situated that. So
we're talking about so that whole idea

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of being inwardly sound and then others
focused. So now if we can,

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since that's really about the who that
makes the big difference for our listeners to

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sort of get the high level of
view of your book, then if you

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would talk about the what the six
measures of the what of leadership. Okay,

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so when we talk about what leaders
do, we talk about pursue vision,

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drive culture, think strategically, martial
resources, ensure execution, cultivate talent,

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unleash motivation, and communicate effectively.
Now I know that as I'm listing

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those off, everybody's like, oh, I'm not going to remember all of

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that. That's fine. Here's shorthand. If we were to take those eight

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things and break them into two different
pieces, we would say, you focus

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the organization and you fuel its people. That's really and that's the broader categories.

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There is focus and fuel. That's
what leaders do. But as we

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discovered, the person who's doing the
focusing and the person who's doing the fueling

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

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

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

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

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leaders who have done the hard work
of becoming whole people, we feel that

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as well. All of us can
sit here and remember and think about,

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

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who that is, and didn't know
exactly what that looks like and what that

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

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

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

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

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if you look, if part of
this work means that we can help leaders

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be better leaders for the sake of
their followers, that's great. If we

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can also help followers make better choices
about who they're going to choose to follow,

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

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can save some people some meaningful pain
by helping them see some of these things

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

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time. That is beautiful, Tim, And you know this just came to

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me as you were saying that,
And so I guess what I would also

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like to do so and so much
to what I do in the world is

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empowerment. Is I would like to
empower our followers to be able to vote

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with their feet or their mouths when
they encounter someone who maybe hasn't done the

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work and needs to work on that. So, followers, you really have

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a say in this matter. And
I'm out to help create a world of

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inspirational leaders who make a difference and
help you find your greatness. And so

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when you encounter those people who aren't
doing that, sometimes they don't know,

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and so part of your job as
the followers to help them understand as well.

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So I want to empower you for
that. Thoughts on that, Tim,

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Well, I think it's important that
people interview. When you're interviewing for

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a job, please also interview the
leader that you're going to follow. And

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it's very difficult, you know,
in a forty five minute interview where you're

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supposed to be answering all the questions, it's difficult to get at that.

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But you know, I suggest to
people, and I realized when you're if

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you're desperate for a job, this
will be difficult to do. But I

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think it's a really great idea to
say to the person that you're going to

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work for, Hey, would you
be open to me to talking to a

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couple of people who work for you, just to get a sense for what

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it's like to be a part of
your team every day. Now, great,

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they can hand you right their biggest
fans and they can do that,

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but you have a chance then to
understand perhaps a little bit better what you're

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getting into by being able to be
also somebody who's you're not just being interviewed,

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but you're also doing some of the
work in the opposite direction to have

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as good an understanding as you can. And it's difficult, but how can

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I understand who is it that I'm
getting ready to follow? And ask some

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questions like, Hey, when things
go wrong around here, let's say you're

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let's say you're working for a lease. When things go wrong around here,

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how does you know? What's the
response? When when mistakes are made,

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when balls are dropped? What is
it? What does it look like around

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here when things are really stressful and
things are difficult? What is what is

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the lease? What are her go
tos in those moments like that? Yeah,

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ask some questions like that to begin
to understand what life might be like

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if you end up taking this job. That's gorgeous town, beautiful, fantastic

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way to take into our first break. I'm doctor Realise FORRTENS, your host

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brire air with Tim Spiker, who
is the author of The Only Leaders Worth

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Following and the founder and president of
the apaio, where he and his team

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helps people become the un stay leaders
who are actually worth following. We've been

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talking about the importance of good leaders
doing their hard work on themselves. After

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the break, we're going to get
into those two components that Tim talked about

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that make the most difference. Stay
with us. We'll be right back.

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Doctor Elise Cortes is a management consultant
specializing in meaning and purpose and inspirational speaker

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and author. She helps companies visioneer
for greater purpose among stakeholders and develop purpose

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inspired leadership and meaning infused cultures that
elevate fulfillment, performance, and commitment within

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the workforce. To learn more or
to invite Elise to speak to your organization,

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please visit her at elisecortes dot com. Let's talk about how to get

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your employees working on purpose. This
is working on Purpose with doctor Elise Cortes.

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To reach our program today or open
a conversation with Alise, send an

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email to a lease A l I
s at elisecortes dot com. Now back

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to working on purpose. Thanks for
staying with us, and welcome back to

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working on purpose. I want to
share something with you. I actually had

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a baby during the pandemic. It's
actually a book. It's called Conned How

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Inspiring Leaders Ignite Passion at LVA Causes
now on Amazon. That was my way

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of interacting with the pandemic. But
I really loted to turn the readers onto

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their passion, inspiration and purpose.
I hope you enjoyed get something out of

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it if you're just joining the program. My guest is Tim Spiker, he's

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the author of The Only Leaders Worth
Following. So next, what I want

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to get into here, Tim is
and I love this is one of those

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zinger things that you said in your
book that I think is just so right

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on. You say, being out
of touch with the reality of our own

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especially negative impact as leaders, is
one of the most egregious forms of leadership

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failure we can commit. Amen,
I think that is so true. Well,

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I'll tell you a story related to
this of a leader that I had

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personally had the opportunity to follow.
I was working in an organization and things

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were not going well. We had
a revolving door of leaders, We had

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difficult time, we had a difficult
time holding on to talent, and it

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was just basically toxic. And one
evening I was speaking with the leader of

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that group, and I think he
was at a bit of a not really

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sure what to say to the team. And an interesting thing to understand about

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this individual leader is that he had
some He had some background through his family

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and through his education that resulted in
him being a pretty stoic individual, just

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kind of always non emotive. And
to give him the benefit of the doubt,

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I would say that he was probably
trying to project stability in order to

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give us a greater sense of confidence
about what was going on. But to

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this quote that you've just mentioned,
he was not self aware. He didn't

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understand the magnitude of his stoicism or
the impact that I had on us as

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a team. So when he asked
me that night, what should I do

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tomorrow in our team meeting, I
said, don't act like nothing's going on.

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And I'll admit there may have been
an expletive in there somewhere that I

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said. We needed. We didn't
need our leader to freak out, but

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we needed our leader to be self
aware of his stoicism enough to step out

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of it once while to connect with
us. And in the end, what

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ended up happening is his self awareness
around many issues, but this one in

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particular was so significant that eventually we
just concluded, he's so disconnected from reality,

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like he doesn't know what's going on? Now? Did he? Actually?

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I guess I don't really know,
but that's what it felt like.

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And so none of us were making
any long term plans to stick around this

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organization because we felt like we had
a leader that was really out of touch

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with reality. The reality of how
he came off the reality of how he

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was impacting us, and in the
end, that whole team, you know,

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rather disintegrated. And so it's fine
thing to want to provide stability for

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your team, but we need to
be in touch with the reality of who

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we are and how we're impacting other
people, because it might not be going

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as well as as we think it
is. You know what, I appreciate

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that so much, Tim. You
know, it's hard work to be a

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leader. You're in the spotlight,
and it does really take work to be

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an effective leader. And of course
that's you do that work. I do

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that work too, And I want
to make sure that people that are listening

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to this are like, oh my
god, am I one of those people

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that's not worth following? Maybe?
But the good news is that you can

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grow and you can learn and and
so what you just the story you just

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spoke to to me, Tim,
really gets to you know, I wanted

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to treat the two components that you
describe in your book that make the biggest

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difference in leadership effectiveness. So if
we can, that's a perfect story to

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come off of. Let's talk about
inwardly folk or inwardly sound. First,

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so there's there's five and a half
pieces of inwardly sound, which sounds a

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little bit strange, but we've got
we've got one that straddles the line between

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these two big topics. So we'll
come to that one at the end.

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But the five aspects of being an
inwardly sound leader that we talk about on

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a regular basis are being secure and
settled. So that's like the opposite of

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being insecure. Maybe an easier way
to hear that one self aware, principled,

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holistically, healthy, and purpose.
And then that other half that I

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mentioned is emotionally mature. Half of
emotionally mature is being about inwardly sound.

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And I'm sure we'll talk about the
other half and in a little bit here,

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but those are the those are the
ideas that we explore with leaders around

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being inwardly sound, you know.
And so what I find interesting about this,

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and you do talk about this in
your book, is I think people

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can read those those words and go, yeah, that's me. I'm good,

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I got it, I'm good,
And so do you. I didn't

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actually think about this when I was
reading your book, but I imagine in

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the work that you do, do
you have assessments to help people understand how

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they're showing up in the world.
We are. We are in the process

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of working on an assessment right now. At least. One of the things

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that we will ask people to do
is we'll just kind of in a in

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a hopefully in a compassionate way,
We'll put some very high standards in front

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of them about what does it mean
to be secure and settled, what does

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it mean to be self aware?
And so we we draw them in to

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invite them into a lot of self
evaluation, but we also invite them to

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check with others, check with others
around them. So while we're in the

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process of developing an assessment around these
things, we really invite people to begin

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that assessment or process pretty quickly on
their own and then with the support and

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input of other people as well.
It was amazing, you know, over

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all the many years that I've been
doing the leadership work for myself, we

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were asked to go and find people
that we know to give some feedback about

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us. And I was amazed at
some of the things I learned about from

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people who I'd been spending decades with. What do you mean you never told

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me this before? Would keep from
me? Yeah. Yeah, Well,

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it's important that we figure out opportunities
to open those doors. And sometimes those

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are formal and sometimes those are informal. But when when we have a client

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engage with us, we're basically giving
them an excuse. This is an assignment.

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We want you to go have this
conversation and check in with somebody.

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And of course we give them some
coaching on how to not stop the flow

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of information, because if you react
poorly or defensively, that might be the

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last bit of information you get.
So we help them think through that.

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But ultimately we create some structure and
some excuse, if you will, to

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begin to engage people in those in
those kinds of types of dialogue. So

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important, so important. Okay,
so another component so we talked. The

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first one was about being in really
sound. The second one is about being

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others focused. So help us understand
what that entails. Yeah, so five

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and a half here. And by
the way, I don't believe in making

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up numbers to match each other.
I don't believe that we need to make

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a word spell out something. And
these are all the things of leadership.

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I'm a bit more scientific than that
in my brain. As we can label

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things to make them memorable. We
will, but we're not going to give

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them. Oh, there's got to
be an equal number each side. It

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just turned out that way. So
here are the five and a half.

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You already know what the half as
we'll mention at the end, but being

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attentive, being curious, being empathic, being humble, and bringing a Greek

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word called agapone. And then finally
that other half of being emotionally mature falls

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into the other's focused side of things. So I want to talk about two

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of those things at tenant and curious. So curious for me is so interesting.

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I'm coaching a couple of people right
now who really have this thing where

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

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like they're incompetent and why are they
in charge? And so what I've really

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encouraged them to do is, well, be curious. You don't need to

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come to the room with all the
answers. Be curious and let people understand,

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let them share what they know.
So talk to us a little bit

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

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

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

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

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

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

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

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

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

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

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

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

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

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me more about that. And now
we've got to listen, right, We

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can't like, tell me more about
that, and I check out mentally,

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

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in a manipulative way. Think about
think about being just really wondering about somebody

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else. About how they see the
world, not in a can you give

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me information so I can figure out
a way to manipulate that against you at

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some point that this is not the
Spanish inquisition. This is genuine heartfelt curiosity

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where we go beyond just the intellectual
part and say, no, I really

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want to hear somebody else's ideas.
I'm not just trying to study up on

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things, but I am trying to
learn about how you see the world.

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How do you see this problem at
work? You're on the shop floor,

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you're closer to it than I am. I'm trying to help us be more

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efficient. But tell me about your
experience and tell me about your opinions.

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By the way, we don't have
to agree with people when we're curious.

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

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

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right, And I really think it's
good for leaders to recognize that you really

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

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

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you're a leader, and I know
This is a struggle for many where they

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feel like they have to have all
the answers. You've I think you've probably

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

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

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

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

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I mean you just imagine if there's
a person that walks in the room and

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

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

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idea of leadership is not having all
the answers, but it's helping the team

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get to the answers. And so, yes, you're going to ensure in

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

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

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

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And so one of the other things
that you said in the book that

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I just thought was just so smack
smart on as you talk about you distinguish

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

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their listening, you are seeing,
you are heard, you matter. That

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is so profound, well, so
much of what this who not what work

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has uncovered, it's really just about
the human condition at least, and we've

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

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

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

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to share around this you are seeing, you or heard and you matter is

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

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

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as we were in the fouryer of
the school on the way back out,

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there were a number of bookstands around
and she wanted to squeeze in a quick

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game of hide and go seek.
So I thought, all right, her

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name is Aleen. I said,
great, Alet, we'll squeeze in a

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quick game of hide and go seek. So I said, you go hide,

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And I stand around and I look
at the wall and I cover my

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eyes and I count to ten.
And it's a fair. It's a pretty

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small room, so it's not going
to be too tough to find it around.

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I start looking for her, and
I do that thing that almost every

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dad in the universe does. You
just automatically look in the opposite direction of

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where you know your kid is hiding, so we can make the game go

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on a little bit longer. And
so I wander to the other corner of

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the room and Aila, I hear
her. She's over here at the side,

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and she says, I'm over here. I'm over here. Now.

404
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I know, on one hand,
somebody might say, hey, that's just

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the story of a three year old
kid. But I think the youngest among

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us sometimes help us remember what's really
true in life, even when we're much

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older in life. I'm forty eight
years old now, and I think AILA's

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communicating something that's true for all of
us. We want to be seen,

409
00:28:44.759 --> 00:28:47.880
we want to be found, we
want to be acknowledged, we want to

410
00:28:47.920 --> 00:28:52.279
be heard, and that doesn't go
away when you become a teenager and get

411
00:28:52.279 --> 00:28:59.000
into adulthood. So the idea of
being attentive is that I'm dialed in.

412
00:28:59.200 --> 00:29:04.279
I'm fully present too, and fully
engaged with others in every interaction. And

413
00:29:04.319 --> 00:29:07.119
I know, leaders, I know
you're stretched. I know you got a

414
00:29:07.119 --> 00:29:11.200
million decisions and a bunch of information. I get that, But what would

415
00:29:11.240 --> 00:29:15.039
happen, what would happen to all
the work that you have to do over

416
00:29:15.039 --> 00:29:19.079
the long haul if each time you
engage with somebody you were fully present with

417
00:29:19.119 --> 00:29:23.160
them and then by doing that and
you're the leader, by the way,

418
00:29:23.200 --> 00:29:30.119
And I say that because your attention
means more to people than just kind of

419
00:29:30.160 --> 00:29:33.799
the average person who might give them
attention. When my leader gives me her

420
00:29:33.920 --> 00:29:38.039
or his full attention, it says
to me, at the core of who

421
00:29:38.079 --> 00:29:41.799
I am, those three things you
are seeing, you are heard, you

422
00:29:41.880 --> 00:29:45.359
matter. I think my three year
old daughter understands that without even having to

423
00:29:45.400 --> 00:29:48.720
think about it, and I think
that she's just representing something that's true of

424
00:29:48.759 --> 00:29:52.960
all of us. And when our
followers are seeing and heard and matter,

425
00:29:53.279 --> 00:29:59.519
it creates a totally different dynamic in
that leader follower relationship. Well, of

426
00:29:59.559 --> 00:30:00.920
course, when you say something like
that, I mean, I think you

427
00:30:00.960 --> 00:30:04.119
also mentioned Bob Chapman in your book, but he's been on the show and

428
00:30:04.160 --> 00:30:07.079
I've developed a relationship with him.
I completely believe in what he's doing.

429
00:30:07.119 --> 00:30:11.599
But the idea that everybody matters and
truly human leadership. And then you go

430
00:30:11.680 --> 00:30:14.720
on to say, which I think
is also just brilliant. You know,

431
00:30:14.839 --> 00:30:18.160
you say the leader is the most
emotionally influential person in the room. We

432
00:30:18.240 --> 00:30:21.960
must be conscious of this if we
are to be leaders worth following. That

433
00:30:22.119 --> 00:30:27.279
is just so spot on, right
tim Well, as we're working with leaders

434
00:30:27.279 --> 00:30:34.160
and leadership teams, they seem to
have an extremely keen sense and awareness that

435
00:30:34.200 --> 00:30:40.920
they are the strategic hub of the
organization, but they seem to lose track

436
00:30:41.000 --> 00:30:45.039
that they are the emotional hub of
the organization as well. And you know,

437
00:30:45.079 --> 00:30:48.160
a car doesn't go anywhere without gassing
the tank. And so we have

438
00:30:48.279 --> 00:30:53.799
to think about the emotional environment that
we're creating. And I don't mean hugs

439
00:30:53.839 --> 00:30:56.240
and ping pum all the time.
I don't mean that. I mean we

440
00:30:56.319 --> 00:31:00.160
have to be real in order to
move things forward, but we also have

441
00:31:00.200 --> 00:31:04.759
to have environments that are engaging to
be in. And we have to keep

442
00:31:04.799 --> 00:31:11.799
in mind that as a leader,
the emotion that I'm feeling right now may

443
00:31:11.839 --> 00:31:17.680
not be what the organization needs right
now. And I'm not suggesting that we

444
00:31:17.799 --> 00:31:22.480
be inauthentic. What I'm suggesting is
that we'd be thoughtful about how and when

445
00:31:22.559 --> 00:31:26.759
and where we engage with the organization
emotionally, and that we take responsibility for

446
00:31:26.839 --> 00:31:32.279
that. So, yes, every
leader, you are emotionally the most important

447
00:31:32.400 --> 00:31:34.319
person in the room, and it's
really important that we not forget that.

448
00:31:34.799 --> 00:31:40.319
It's profound him so important. Let's
grab our last break. I'm ELISEE Cortez

449
00:31:40.319 --> 00:31:42.359
your host Bruner, a Tim Spiker
who is the author of The Only leaders

450
00:31:42.400 --> 00:31:45.559
Worth Following and the founder and president
of the aperio, where he and his

451
00:31:45.640 --> 00:31:49.759
team how people become be and state
leaders who are actually worth following. We've

452
00:31:49.799 --> 00:31:53.200
been talking about the two most important
components in leadership. After the break,

453
00:31:53.200 --> 00:31:56.880
we're going to talk about how effectiveleadership
translates to results. Stay with us,

454
00:31:56.880 --> 00:32:01.759
We'll be right back. Doctor release
Court tes as a management consultant specializing in

455
00:32:01.839 --> 00:32:07.480
meaning and purpose and inspirational speaker and
author. She helps companies visioneer for greater

456
00:32:07.559 --> 00:32:15.000
purpose among stakeholders and develop purpose inspired
leadership and meaning infused cultures that elevate fulfillment,

457
00:32:15.279 --> 00:32:21.240
performance, and commitment within the workforce. To learn more or to invite

458
00:32:21.279 --> 00:32:25.000
Elise to speak to your organization,
please visit her at elisecortes dot com.

459
00:32:25.279 --> 00:32:37.359
Let's talk about how to get your
employees working on purpose. This is working

460
00:32:37.400 --> 00:32:40.839
on Purpose with doctor Elise Cortes.
To reach our program today or open a

461
00:32:40.880 --> 00:32:49.519
conversation with Alise, send an email
to Aleise Alise at elisecortes dot com.

462
00:32:49.680 --> 00:32:59.680
Now back to working on Purpose.
Thanks for seing with us, and welcome

463
00:32:59.680 --> 00:33:01.920
back to working on Purpose. Another
announcement besides the baby that I had,

464
00:33:02.200 --> 00:33:05.839
I want to share with you that
we've launched Gusto now, which is a

465
00:33:05.880 --> 00:33:09.200
growth and transformation e learning platform featuring
the signature of Violin Squired living in meeting

466
00:33:09.240 --> 00:33:13.680
from Purpose program we launched a couple
of years ago and some of the professional

467
00:33:13.680 --> 00:33:15.519
development courses, and we do that
in English, Spanish and Portugues, which

468
00:33:15.519 --> 00:33:20.319
are my favorite languages in the world. I offer a twenty percent discount to

469
00:33:20.359 --> 00:33:24.319
listeners, so and for tuning in, it's just you just use WOP twenty

470
00:33:24.359 --> 00:33:28.599
at checkout and you'll have it if
you're just joining us. My guest is

471
00:33:28.680 --> 00:33:31.000
Tim Spiker from Atlanta. He's the
founder and president of the IPAIO or.

472
00:33:31.039 --> 00:33:35.440
He and his team helped people become
the en state leaders who are actually worth

473
00:33:35.440 --> 00:33:38.359
following I'm your host, Doctorles Cortes. So for this last segment here,

474
00:33:38.400 --> 00:33:40.720
the first thing I want to do, Tim, is I just I love,

475
00:33:40.880 --> 00:33:45.880
love, loved how you let us
in to your beautiful kimono and wis

476
00:33:45.920 --> 00:33:50.960
you went through the book here and
you talk about your passion for impacting the

477
00:33:51.000 --> 00:33:53.960
lives of your followers, and you
say, but I've discovered that my deepest

478
00:33:53.960 --> 00:33:59.079
passion within leadership is for followers and
for what they have left to invest in

479
00:33:59.119 --> 00:34:02.440
the world they've been read by us. That is beautiful, Tim, That's

480
00:34:02.480 --> 00:34:06.119
so beautiful, and I know it
just tugues at your heart strengths to being

481
00:34:06.119 --> 00:34:09.239
able to get present to that mise
that's so important to you. You know,

482
00:34:09.280 --> 00:34:15.599
I don't really know how that developed, Honestly. I think a friend

483
00:34:15.639 --> 00:34:20.280
of mine was asked to kind of
comment on the work that I do a

484
00:34:20.320 --> 00:34:23.400
colleague, and he said, you
know, sometimes people pick a job and

485
00:34:23.480 --> 00:34:27.920
other times the job picks the person, and he kind of feels like the

486
00:34:28.000 --> 00:34:32.639
letter describes me. So I suppose
in my perspective, I feel like God

487
00:34:32.719 --> 00:34:36.880
just put it in me to be
passionate about this. But it wasn't like

488
00:34:36.960 --> 00:34:38.440
since I was, you know,
three years old. It was really in

489
00:34:39.440 --> 00:34:45.480
my late twenties when this just really
kicked in as a passion point. And

490
00:34:45.559 --> 00:34:49.800
for the longest time it was leaders
or the passion point. But as I

491
00:34:49.880 --> 00:34:52.800
began to have my own experiences and
broadening my horizons in terms of the different

492
00:34:52.880 --> 00:34:57.639
leaders that I work for, and
especially I mentioned earlier having some of those

493
00:34:57.639 --> 00:35:02.199
bad experiences, I begin to realize
that it's not just those bottom line of

494
00:35:02.280 --> 00:35:08.159
results that are being produced by following
leaders. There's also a quality of life

495
00:35:08.239 --> 00:35:14.639
impact. And then I think back
on my poor wife, who you know,

496
00:35:15.239 --> 00:35:19.920
is a saint to have endured me
in the years when I was following

497
00:35:19.960 --> 00:35:25.440
a really bad leader, because you
get home from work and you're either completely

498
00:35:25.480 --> 00:35:31.440
spent or you've got to process,
and she was a trooper. I'm more

499
00:35:31.480 --> 00:35:36.360
of a processor, and so you
know, two hours later, that's the

500
00:35:36.480 --> 00:35:39.000
end of your evening. And that
happens over and over and over again when

501
00:35:39.039 --> 00:35:45.800
you work for underdeveloped leaders. And
so even through my own experiences, I

502
00:35:45.880 --> 00:35:54.360
just think about, could we help
people avoid the emotional toll of following poor

503
00:35:54.440 --> 00:35:58.400
leaders? Could we just make that
happen a little bit less, And if

504
00:35:58.400 --> 00:36:00.440
we could do even just that,
we would have been making a meaningful impact

505
00:36:00.440 --> 00:36:06.079
in the world. You distinguished that
so powerfully. Tim. I think everyone

506
00:36:06.119 --> 00:36:08.519
listening to this can relate to what
it feels like to follow a leader that

507
00:36:08.639 --> 00:36:13.599
hasn't done the work and a shrapnel
that comes from that. Right, And

508
00:36:13.639 --> 00:36:15.599
you're right. You know the people
around us that after listen to us talk

509
00:36:15.599 --> 00:36:20.760
about how bad or a day was. Yes, yes, a lot of

510
00:36:20.880 --> 00:36:25.159
a lot of ours, a lot
of a lot of emotional energy. Yeah.

511
00:36:25.199 --> 00:36:29.320
I want to talk about the about
the cost of insecurity. But before

512
00:36:29.360 --> 00:36:31.000
we do that, actually I want
to there's a question here from Michael.

513
00:36:31.559 --> 00:36:35.599
Michael Mitchell, thanks you so much
for listening in to an end. This

514
00:36:35.639 --> 00:36:37.400
would be probably from our first segment, and I'm just now seeing it.

515
00:36:37.719 --> 00:36:42.039
Yes, what if what if you
ask for feedback as a leader and you're

516
00:36:42.039 --> 00:36:46.960
not getting a response? Well that
that can be a complicated question, as

517
00:36:46.960 --> 00:36:50.559
simple as it is, because,
of course it leads us to the question

518
00:36:50.639 --> 00:36:53.480
of why. Yeah, and we
have to be careful about how much we

519
00:36:53.519 --> 00:36:58.320
assume. This is one of the
things about curiosity. Let's fight against assumption,

520
00:36:58.880 --> 00:37:02.800
let's lean into wondering. And so
in some cases when we ask for

521
00:37:02.880 --> 00:37:07.679
feedback and we don't get it,
it could be that it's on the other

522
00:37:07.719 --> 00:37:13.800
person's side of the street, that
they're just a fearful person who doesn't want

523
00:37:13.840 --> 00:37:16.519
to put themselves out there. Again, in leadership, we've we've got to

524
00:37:16.519 --> 00:37:22.159
remember that it is difficult for anybody
or almost anybody to be a better way

525
00:37:22.159 --> 00:37:24.679
to say that, to speak truth
to power. And as the leadership position,

526
00:37:24.760 --> 00:37:29.639
you might not think of yourself as
powerful, but if you're holding somebody

527
00:37:29.679 --> 00:37:34.519
else's employment in your hands, you
have power. And so it could be

528
00:37:34.599 --> 00:37:38.800
that the other person just doesn't have
the of their own development, their own

529
00:37:38.840 --> 00:37:43.840
ability to kind of speak their truth, and so they don't want to participate.

530
00:37:43.960 --> 00:37:47.559
Now that's one of the explanations.
The other explanation could be that you've

531
00:37:47.599 --> 00:37:54.679
created an unsafe environment that you've been
you've been you may have been angry in

532
00:37:54.719 --> 00:37:58.880
the past, you may have been
defensive in the past, you may not

533
00:37:59.079 --> 00:38:02.719
have responded well to feedback in the
past, and so now there's an environment

534
00:38:04.079 --> 00:38:07.280
in which that person doesn't want to
come forward because you've created that around you.

535
00:38:07.320 --> 00:38:12.920
And so that's the first place is
kind of wonder why and if possible

536
00:38:12.960 --> 00:38:16.920
to check in with the person.
Ultimately, you want feedback, and so

537
00:38:17.320 --> 00:38:22.400
you may have to just up and
ask some other people if that person wasn't

538
00:38:22.480 --> 00:38:25.440
able to give it to you.
But bear in mind, if we're going

539
00:38:25.519 --> 00:38:32.480
to be emotionally out of control when
people share feedback about us with us,

540
00:38:34.000 --> 00:38:38.039
then you can expect the feedback to
dry up pretty quickly in any leadership position

541
00:38:38.119 --> 00:38:42.239
you might be in. So we
just have to be very careful even when

542
00:38:42.280 --> 00:38:45.840
we hear feedback that we don't agree
with, to not click into not It

543
00:38:45.880 --> 00:38:50.320
can be defensive or just I want
to explain, we've got to kick,

544
00:38:50.599 --> 00:38:53.239
We've got we've got to kick into
greater curiosity. So at least what we're

545
00:38:53.280 --> 00:38:58.000
learning is how the other person sees
it, So we probably need to go

546
00:38:58.159 --> 00:39:01.960
ask some others. But we should
also investigate and wonder why is this person

547
00:39:02.039 --> 00:39:05.840
not able to come forward. It
might be on my side of the street,

548
00:39:06.039 --> 00:39:07.480
it might be on their side of
the street. We don't really know

549
00:39:07.599 --> 00:39:12.119
until we ask a few more questions. Awesome, thanks him, and thanks

550
00:39:12.159 --> 00:39:15.320
Michael. Okay, so I do
want to talk about insecurity. Insecurity is

551
00:39:15.360 --> 00:39:19.000
a really, really important thing that
all of this experience, and certainly as

552
00:39:19.039 --> 00:39:22.679
a leader, that's just it shows
up att large. So I want to

553
00:39:22.679 --> 00:39:23.760
talk about the cost of insecurity.
And I don't know if you want to

554
00:39:23.760 --> 00:39:27.280
give the example from the book about
Chen, if you've got something else you

555
00:39:27.320 --> 00:39:32.519
want to showcase, but help us
understand the cost of insecurity, Well,

556
00:39:30.639 --> 00:39:37.280
I'll tell a short story. I
can tell a shorter story that'll get us

557
00:39:37.320 --> 00:39:42.119
there pretty quickly. And that is
I'm in an organization. I see the

558
00:39:42.119 --> 00:39:46.480
senior leadership team. The president is
instituting kind of a cost cutting measure that

559
00:39:46.519 --> 00:39:51.519
goes across every department. And people
have been in this situation so many times.

560
00:39:51.559 --> 00:39:55.159
Look, people, we need four
percent, Go find four percent,

561
00:39:55.320 --> 00:40:00.000
go reduce your cost by four percent. And there'll be a variety of reasons

562
00:40:00.079 --> 00:40:02.039
why we needed to do that,
and it's timely. And so that edict

563
00:40:02.119 --> 00:40:08.079
goes out and the particular leader of
this department goes to the team. And

564
00:40:08.119 --> 00:40:12.639
I was there in the room when
it happened, and not the quote Hamilton,

565
00:40:12.679 --> 00:40:16.000
but I was there in the room
when it happened. And the first

566
00:40:16.119 --> 00:40:21.920
question once the entire department was together
was this, what do you guys think

567
00:40:21.960 --> 00:40:28.039
the president wants to hear? I'm
like, hold on, what do you

568
00:40:28.079 --> 00:40:31.639
think the president wants to hear?
Is maybe the worst opening question. Ever,

569
00:40:32.599 --> 00:40:37.119
as we're moving into a project like
this, it doesn't matter what the

570
00:40:37.159 --> 00:40:42.239
president wants to hear. What matters
is what can we do and can we

571
00:40:42.320 --> 00:40:45.039
not do? How can we get
there or how can we not get there?

572
00:40:45.320 --> 00:40:49.519
We're not going to get together and
strategize how to tickle the ears of

573
00:40:49.559 --> 00:40:54.679
the president. We need to have
enough security in who we are to deliver

574
00:40:54.800 --> 00:40:59.119
a bad message to the president if
that's what needs to be delivered, and

575
00:40:59.199 --> 00:41:01.840
hopefully it's not bad news. But
what happens when you set your team up

576
00:41:01.880 --> 00:41:07.119
at the very beginning, the very
first question, and you say, what

577
00:41:07.159 --> 00:41:09.880
do you think the president wants to
hear? And I'm like, oh my

578
00:41:09.960 --> 00:41:14.280
goodness, Now I happen to have
some inside information. I was not only

579
00:41:14.320 --> 00:41:16.119
in the room, but I knew
the players, and so I knew a

580
00:41:16.119 --> 00:41:22.639
little bit of the backstory, and
the backstory on this particular leader was significant

581
00:41:22.719 --> 00:41:29.199
insecurity. You're talking about a senior
leader in a many hundreds of millions pushing

582
00:41:29.239 --> 00:41:34.400
billion dollar organization. So size of
companies doesn't necessarily mean anything, but I

583
00:41:34.719 --> 00:41:38.519
share that to say for many people, that would be a larger organization.

584
00:41:39.519 --> 00:41:42.960
You know, if you're thinking about
local businesses, that would be a larger

585
00:41:43.039 --> 00:41:45.400
organization. If you're thinking globally,
that's a small organization. But the point

586
00:41:45.440 --> 00:41:50.960
is, I don't assume that the
number of zeros behind the revenue of a

587
00:41:51.000 --> 00:41:53.880
company means that there aren't leaders like
that at the very top, because it

588
00:41:53.880 --> 00:42:00.960
could happen. And so there was
that leader asking the exact wrong question because

589
00:42:00.239 --> 00:42:07.519
it was based and rooted in his
insecurity and wanting to not have the ire

590
00:42:07.559 --> 00:42:10.880
of the president rather than going back
and delivering a true answer and doing that

591
00:42:10.960 --> 00:42:16.000
work. So's that's what can happen. We can have the exact wrong conversation

592
00:42:16.639 --> 00:42:22.719
if we're being led by insecure leaders. Oh my gosh, that's so powerful.

593
00:42:22.760 --> 00:42:24.679
So I wanted to I want to
talk about trust, but I'm going

594
00:42:24.719 --> 00:42:29.159
to fold it into another question here. Just we're getting very close to into

595
00:42:29.159 --> 00:42:30.559
the program and I want to make
sure and talk about how it gets to

596
00:42:30.599 --> 00:42:34.480
the bottom line here. So you
have a whole chapter or two I think

597
00:42:34.480 --> 00:42:37.599
it is on trust and how important
that is and how much work it takes

598
00:42:37.639 --> 00:42:40.679
to communicating work with a manager leader
when we don't have trust. That's just

599
00:42:40.719 --> 00:42:45.079
so you just explained that so beautifully. But what I want to get to

600
00:42:45.199 --> 00:42:51.360
here is you talk about when leaders
are more trustworthy, motivation and engagement increase,

601
00:42:51.360 --> 00:42:53.400
and of course the motivation engagement increase, results and performance rise, and

602
00:42:53.400 --> 00:42:57.119
that's where we get to the bottom
line stuff. So it's a little bit

603
00:42:57.159 --> 00:43:00.599
more to that. Yeah, I
do an exercise with our clients where I

604
00:43:00.639 --> 00:43:04.760
will read an email to them and
in the first iteration of that email,

605
00:43:04.880 --> 00:43:08.079
it comes from somebody that they know
personally, who they really really do not

606
00:43:08.199 --> 00:43:13.719
trust. And after I've read that
fictitious email to them, it's about an

607
00:43:13.760 --> 00:43:16.199
opportunity. It's about a new thing
for them to invest in. It's going

608
00:43:16.239 --> 00:43:20.239
to be hard, but it's going
to be very valuable for you in our

609
00:43:20.239 --> 00:43:23.400
company. And I ask them to
write down a number of how excited they

610
00:43:23.400 --> 00:43:28.760
are about the opportunity after hearing that
message from somebody they really don't trust.

611
00:43:29.159 --> 00:43:32.519
And then we do that visualization exercise
the second time, and the only thing

612
00:43:32.559 --> 00:43:37.360
we change is who the message is
from. The second time, we say,

613
00:43:37.480 --> 00:43:40.559
insert the name of somebody who is
really really trustworthy in your life.

614
00:43:42.280 --> 00:43:45.679
And when I do this with groups
of people, every single time, the

615
00:43:45.920 --> 00:43:51.519
average engagement in the room from round
one to round two goes up by over

616
00:43:51.599 --> 00:43:55.639
two hundred percent, and the only
thing that we changed was the trustworthiness of

617
00:43:55.639 --> 00:44:00.360
the people delivering the message. The
reason that that matters is that there are

618
00:44:00.440 --> 00:44:05.920
over three hundred studies worldwide outed a
meta study on all of the other studies

619
00:44:05.960 --> 00:44:10.280
around engagement, and there are a
bevy of bottom line financial impacts to having

620
00:44:10.360 --> 00:44:15.880
employees engage. So ultimately, we
want to be trustworthy leaders because that drives

621
00:44:15.920 --> 00:44:22.000
engagement, and engagement drives bottom line
results. So that's the connection between who

622
00:44:22.039 --> 00:44:27.079
you are and some of those harder
quantifiable things that people oftentimes talk about in

623
00:44:27.119 --> 00:44:30.679
business. Beautiful, Tim, we
do have a little bit of extra time

624
00:44:30.679 --> 00:44:31.960
here, so I think it would
make a lot of sense if you can

625
00:44:32.159 --> 00:44:35.679
presence for us. And just like
what you talk about in the book is

626
00:44:35.760 --> 00:44:37.960
just how much work it takes,
how much effort, how much communication,

627
00:44:38.119 --> 00:44:42.199
how many attempts it takes to be
able to communicate with a leader or manager

628
00:44:42.239 --> 00:44:47.599
where there is no trust? Oh
goodness, I mean what happens? And

629
00:44:47.679 --> 00:44:52.079
again here I may or may not
be speaking from personal experience at least,

630
00:44:52.199 --> 00:44:55.800
but you know when you're engaging with
the leader that you don't trust. We

631
00:44:57.159 --> 00:45:01.719
approach the exercise completely differently. Think
about the mental gymnastics and emotion that you

632
00:45:01.760 --> 00:45:06.480
spend on trying to figure out I've
got to say the right amount, but

633
00:45:06.559 --> 00:45:08.519
not too much. They might use
it against me. Can I trust them

634
00:45:08.519 --> 00:45:12.400
that? No, I can't.
So I've got to shade that all of

635
00:45:12.440 --> 00:45:15.559
that energy is sideways. Think about
what all that energy is not going towards.

636
00:45:16.239 --> 00:45:20.400
It's not going towards the goals of
our department or the goals of the

637
00:45:20.519 --> 00:45:23.119
organization. And so you spin all
those wheels trying to figure out how to

638
00:45:23.199 --> 00:45:30.880
navigate an untrustworthy leader. This is
why, this is why low trust organizations

639
00:45:30.920 --> 00:45:36.119
are actually inefficient. It's not just
does it feel good around here, It's

640
00:45:36.360 --> 00:45:40.239
actually like pouring, as my colleague
Vaness Chili says, it's like pouring gravel

641
00:45:40.320 --> 00:45:45.280
in the gears of the organization,
Whereas when we have the organization full of

642
00:45:45.320 --> 00:45:49.679
trustworthy leaders, it's like pouring in
oil. And so we just spend so

643
00:45:49.760 --> 00:45:52.559
much time and energy when we don't
trust our leaders, and we don't have

644
00:45:52.599 --> 00:45:57.920
to waste all that We can turn
our attention to the challenges when we're working

645
00:45:57.920 --> 00:46:06.079
for leaders who are trustworthy. You're
just slightly passionate, tim just so great,

646
00:46:06.320 --> 00:46:07.400
and let's just talk about that really
quick. Right, So, when

647
00:46:07.440 --> 00:46:10.119
we are turned on by what we're
doing in the world, what a difference

648
00:46:10.119 --> 00:46:13.280
we get to make. Right.
So, one of the things that I

649
00:46:13.320 --> 00:46:15.679
was happy to have you on is
I could see the second I saw your

650
00:46:15.679 --> 00:46:20.079
book. Normally I talk with my
guests before they come on here, but

651
00:46:20.519 --> 00:46:22.079
we're seeing each other for the first
time here. But I as soon as

652
00:46:22.079 --> 00:46:24.639
I got your records, right of
reading it, I knew that your passion

653
00:46:24.719 --> 00:46:28.480
was totally there. And of course
I like the way you wrote your book,

654
00:46:28.559 --> 00:46:31.480
so it's important. But I really
appreciate how passionate you are. It's

655
00:46:31.519 --> 00:46:36.119
fantastic, and isn't it a great
way to live and work? I feel

656
00:46:36.199 --> 00:46:39.800
very blessed. I feel like I
feel like this thing found me. And

657
00:46:40.000 --> 00:46:45.440
I know that not everybody gets to
have that thing that they're so deeply passionate

658
00:46:45.440 --> 00:46:49.320
about for so long. But I'm
so I'm so thankful that I get too,

659
00:46:49.360 --> 00:46:52.400
And I love the work that I
do, and I'll share with you

660
00:46:52.440 --> 00:46:57.519
that we get a lot of bottom
line interesting stories. We also get a

661
00:46:57.559 --> 00:47:00.480
lot of stories from home. I
mean, just earlier today I was visiting

662
00:47:00.519 --> 00:47:07.280
with clients, had two different clients. One story was about a family relationship

663
00:47:07.400 --> 00:47:12.119
after twenty five years that was estranged
and is no more because they decided to

664
00:47:12.239 --> 00:47:15.800
lean into the idea of being humble. And another person had a similar story

665
00:47:16.039 --> 00:47:22.360
that was also decades in the making. That's not because I'm a superstar or

666
00:47:22.400 --> 00:47:25.920
this work is. That's because they
were willing to do the work. They

667
00:47:25.920 --> 00:47:29.800
were willing to do that hard work. They looked in the mirror and they

668
00:47:29.840 --> 00:47:32.360
said, I can be more humble
in how I approached my family members,

669
00:47:32.599 --> 00:47:37.400
and the relationships were healed. And
so credit to them, and I get

670
00:47:37.400 --> 00:47:38.960
to be a witness to it,
and I'm so thankful for that. Isn't

671
00:47:38.960 --> 00:47:43.199
it amazing to watch molecules change in
front of your very eyes? Well,

672
00:47:43.239 --> 00:47:46.719
you're right, you're right about so
here we are. We've already we've already

673
00:47:46.800 --> 00:47:50.559
done it. Tim that the time
has gone. So I want to give

674
00:47:50.599 --> 00:47:52.599
you the last word, if you
will. You know, this show is

675
00:47:52.599 --> 00:47:54.840
listened to by listeners across the world, and we're all about trying to create

676
00:47:54.840 --> 00:47:59.559
workplaces where people actually want to come
to work and can be fulfilled. We

677
00:47:59.639 --> 00:48:04.679
create it'spiracial leaders who are actually stuarding
businesses that actually do good for the world.

678
00:48:05.039 --> 00:48:08.119
What would you like to leabal listeners
with well, a couple of things.

679
00:48:08.119 --> 00:48:10.960
First, the things that we've been
talking about here. It's important to

680
00:48:12.039 --> 00:48:16.239
think about the global side of this
because the various research bodies that have leaned

681
00:48:16.280 --> 00:48:20.719
into this, especially if you look
at the work by Human Synergistics, it's

682
00:48:20.719 --> 00:48:23.599
from around the globe, and my
work has been in Asia, Australia and

683
00:48:23.679 --> 00:48:30.119
North America and so in that this
is not a North American phenomenon that we're

684
00:48:30.119 --> 00:48:32.079
talking about. This is a human
condition issue. And so that's one thing

685
00:48:32.119 --> 00:48:36.159
I would want to emphasize for people
that are listening from all over. The

686
00:48:36.199 --> 00:48:39.559
other thing is just in terms of
a very simple first step is that is

687
00:48:39.800 --> 00:48:44.719
leaning into the courage to look in
the mirror. If a leader can lean

688
00:48:44.760 --> 00:48:46.119
into the courage to say, I'm
going to look in the mirror, I'm

689
00:48:46.159 --> 00:48:50.360
going to look to see what's real, and I might find some stuff.

690
00:48:50.360 --> 00:48:52.119
In fact, I'm probably going to
find some stuff that I'm not that excited

691
00:48:52.119 --> 00:48:55.920
about that I'm not that proud of. If you're willing to do that as

692
00:48:55.960 --> 00:49:00.320
a leader, gosh, there's almost
nowhere you can go. If and nowhere

693
00:49:00.360 --> 00:49:04.880
you can't go, I should say
there's no limits, because if you're willing

694
00:49:04.920 --> 00:49:08.119
to look at those hard things and
learn and make adjustments, then there's so

695
00:49:08.239 --> 00:49:13.239
much opportunity. And so I just
encourage every person. It's hard at times,

696
00:49:13.280 --> 00:49:15.280
it can be painful, but it
is so worth it if you're willing

697
00:49:15.320 --> 00:49:19.639
to do that work, both for
you and for the teams that you lead.

698
00:49:20.840 --> 00:49:22.360
Beautiful way to finish. Tim,
I'm so very glad to know you.

699
00:49:22.679 --> 00:49:25.639
I loved your book. It's such
an important contribution to the world that

700
00:49:25.719 --> 00:49:29.599
I really appreciate you sharing your heart
and your soul with our listeners. Thank

701
00:49:29.639 --> 00:49:31.920
you, Thank you, Doctor Corotes. If you want to learn more about

702
00:49:31.920 --> 00:49:36.519
Tim Spiker, his book The Only
Leaders Worth Following, or the workiness seeing

703
00:49:36.599 --> 00:49:39.239
do at the Perio, go to
the Only Leaders dot com. You can

704
00:49:39.280 --> 00:49:42.920
also go to the impaio as well
and the Appario. By the way,

705
00:49:42.920 --> 00:49:45.159
it's really cool. I love that
whole name. It's it's thh and then

706
00:49:45.199 --> 00:49:49.679
a P E R. I O. Last week you you missed a bit

707
00:49:49.719 --> 00:49:52.880
live showing I was Keshybere recorded podcast
We run the Doctor. Joshua Spodek,

708
00:49:52.960 --> 00:49:57.800
who is an executive coach, Keynote
and three time ted ch speaker host of

709
00:49:57.840 --> 00:50:00.840
this sustainable life and daily blogger,
author and teacher of the initiative, a

710
00:50:00.880 --> 00:50:05.920
proven method to bring passions to life
and work. We talked about his passion

711
00:50:05.960 --> 00:50:09.519
for sustainability, what's wrong with the
education system that doesn't encourage entrepreneurship, and

712
00:50:09.599 --> 00:50:14.519
how to stoke our passions. Next
week will be on the air with the

713
00:50:14.559 --> 00:50:19.760
next fantastic speaker. I'm actually going
to be doing a special creativity show next

714
00:50:19.800 --> 00:50:22.599
week with a guy from Italy and
will be midnight his time. It's going

715
00:50:22.639 --> 00:50:25.599
to be a full moon and we're
talking about creativity. I'll see you there.

716
00:50:25.800 --> 00:50:28.840
Remember that work is at least a
third of our life, So let's

717
00:50:28.880 --> 00:50:37.440
work on purpose. We hope you've
enjoyed this week's program. Be sure to

718
00:50:37.480 --> 00:50:42.679
tune in too, Working on Purpose
featuring your host, doctor Elise Cortes,

719
00:50:42.960 --> 00:50:47.079
each week on the Voice America Empowerment
Channel. Together, we'll create a world

720
00:50:47.119 --> 00:50:54.559
where business operates conscientiously, leadership inspires
impassion, performance, and employees are fulfilled

721
00:50:54.559 --> 00:51:00.519
in work that provides the meaning and
purpose They crave See you there. Let's

722
00:51:00.719 --> 00:51:00.639
work on Purpose.