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How to Build a Great Company with 5-Star Employees with Danielle Mulvey

Training Unleashed’s host Evan Hackel recently sat down with Danielle Mulvey, founder of a remarkable company called The All In Company that has developed systems to hire and retain only 5-star employees.

Their conversation revolves around the concept of 5-star employees elevating a team and moving the company forward, to help it grow and prosper. So, what are 5-star employees?

According to Danielle, the 5-star employee represents the top 15% of available talent in the market. A 5-star employee is “really that ideal candidate for the role who has the drive, the passion, maybe experience, maybe not, but the aptitudes to be successful in the role and deliver on the key responsibilities that you need for the role – and the measure of success you put to those key responsibilities.”

It’s an interesting concept that starts in the hiring process—digging deep into what you need from the candidate, their aptitudes, their core values. It’s about spending time with the candidate to understand them and evaluate the fit.

Make sure you listen to the end for Danielle’s tip on how to change your job postings to start attracting your 5-star employees today!

A Special Offer

Danielle would like to offer you a complimentary list of her company’s Daily Huddle Hacks, strategies to get the most from the daily huddle meetings you have with the employees in your company.

To download these hacks and start using them, visit www.5staremployees.com/tortal.

About Our Guest

Danielle Mulvey is founder of The All In Company that transforms the hiring and productivity of companies by helping them hire and retain 5-star employees.

Danielle, a graduate of Vanderbilt University, is a former flight attendant who has become a $50-million plus in annual revenue entrepreneur. She is proud that she spends just 15 hours per week overseeing the operations of multiple companies because she has built teams of 5-star employees who work in the businesses and “do any of the roles in her companies better than I can.”

Since starting her company, Danielle has developed, tested and shared with others exactly how to recruit, hire and retain 5-star employees with an effectiveness rate of 90%.

She explains, “The 5-Star Rating System is a framework and foundation that you customize to create a proven path to recruiting, hiring and retaining 5-star employees.”

2022-06-27T10:08:11-04:00June 27, 2022|

What Executive Coaching Can Do for Your Organization with Jenna Dillon

 

Because Training Unleashed Podcasts are all about training, you might be wondering why our host Evan Hackel recently recorded an episode with one of America’s top executive coaches, Jenna Dillon.

After you have listened to only a few minutes of the conversation between Jenna and Evan, you will quickly discover why Evan invited her to be a featured guest. The reason is that Jenna really believes in training the executives in your organization to master the skills of being top coaches. It’s a big idea, and one that can transform the level of success at every level.

Jenna is CEO & Founder, Lead Trainer, and an  Executive Coach with the Executive Performance Institute for Coaching. We encourage you to spend a transformational half hour listening to this episode of Training Unleashed.

Until you do, we know you will learn a lot about executive coaching by reading the following edited excerpts of Evan’s interview with Jenna.

Evan Hackel: Our guest today is Jenna Dillon, a top executive coach who is with the Executive Performance Institute for Coaching. Jenna is an absolute expert on the impact and power of executive coaching. She offers a training program for you and the people in your company who want to be executive coaches. When they learn those skills, they will bring their value back into your organization.

We will discuss that in a second. But first let me ask, Jenna, why should companies care about executive coaching? Why should they hire people to do it?

Jenna Dillon: Thank you for asking that. I would point to the metaphor that says that a surgeon can’t do surgery on cells. He or she works on larger structures.

Evan: But the effects of that surgery are felt on the cellular level?

Jenna: Right. Executive coaches see what’s happening in an organization that the people who work in that organization often cannot see. Whether it’s a systematic issue, whether it’s a communication problem, whether it’s a leadership issue, whether it’s a problem around productivity and teams or results they want to accomplish, they need a new set of eyes.

Evan: Can you give us a case study of a company you have worked with? You don’t need to name the company. How did the coaching go, and what were the results?

Jenna: I’m happy to share. I work with a number of different industries, but the company that comes to mind first, and that I’ll share with you, is a company in the entertainment industry.

Probably six months before the pandemic hit, I started working with two of their leaders, an executive producer and the CEO, and that led me to working with the organization in a number of different capacities. But predominantly I was brought in first to just give some leadership training and communication techniques to the leaders of the company. And as you know, when the pandemic hit, a lot of industries had a rollercoaster ride and stress, to say the least, and especially the entertainment industry.

But what was so exciting, actually, and not just for me, but for them to experience, is from the time that March 2020 hit, that company began to grow and has grown 200% since then.

Evan: Wow.

Jenna: They have hired probably more than 80 employees since then. They have been able to generate more revenue than they ever had. And so they’ve been clearly learning how to do something right and be bulletproof in the economy.

Evan: Did you do executive coaching with the leaders individually, or was it more group leadership coaching?

Jenna: I have done executive coaching with both their leaders, one on one. I have done strategy sessions with them. I have done retreats with their management teams. When I say I have done this, I mean my company has done it.

Evan: Were those executives happy to have you work with them, or were they resistant?

Jenna: Oh, it was thrilling, actually. When we first started working together, we didn’t know a lot about each other and we didn’t know how we were going to work together. So there’s a little bit of the unknown . . . how are we going to partner and work together? That becomes quite thrilling. And the more that I’ve continued to work with one particular leader from this company, the more we have built such a wonderful, intimate working relationship. A lot of trust has been built and we get to be creative and very intellectual at the same time. It’s of like a right-and left-brain-minded partnership, if you will.

Evan: So I really love your answer. At one point I was running a $5 billion business. I saw that one obstacle was that people thought they were given coaches because they were not doing a good job! They thought they needed to be fixed, that they were broken. And my experience has been exactly the opposite, that when you provide somebody with a coach, they’re actually thrilled, happy and appreciative because a company is investing in them. And it gives them a way to have meaningful conversations with somebody who’s purely there to help them, with no ulterior motive. And that makes such a really powerful, powerful relationship.

Jenna: Absolutely. Absolutely. A coach is not necessarily there to fix a problem that you’re experiencing right in that moment. It’s more like saying, “Hey, where is your Jiminy Cricket that’s resting on your shoulder.” We’re not just here to come and help with a pain or a challenge that you’re experiencing. We’re here to help you have a little bit more freedom and fun in your life too.

Evan:  Can you explain to me how the coaching relationship works. If you are coaching me, what are your expectations for me? What should my expectations be for you?

Jenna: Okay, great. We don’t know each other a whole lot, so we’re going to get to know each other through a multitude of different conversations that I imagine you aren’t used to having. And the more that I do this in my coaching work, the more I find how rare it is that people have conversations like this.

I’ll want you to know you can share as little or as much as you want, for the purposes of it bringing you value. Anything we talk about will be confidential. And to give a little flavor to it, we’re going to get creative in the process. We’re going to partner, not me advise you, but we’re going to partner where I’m going to try to figure out how Evan’s brain is working for him or against him. And not only should I be able to understand that, but I also want you to be able to see and understand that too, so we can think together and coach you together.

Evan: Well, that’s cool. So how do we actually do that?

Jenna: The answer is there’s no linear answer and there’s no one answer, right? Just as there are a ton of different ice cream flavors, there are a ton of different personality types, there are a ton of different organizations. Different things are going on in the economy or their industry that is impacting the company. And thus, I’ll give you two different personality tests.

Evan: I love that, by the way. My number one strength is ideation. And I also like to joke that my number one weakness is ideation, because I have so many ideas. Some of them are bad and it can be as distracting as all getout.

Jenna: We will develop a portfolio, if you will, of your personality. What are some of your strengths? What are some of the things that you’re motivated by? And I say we will look at them together because I want you to understand yourself in this way. Then we’ll start talking about some of the challenges you’re experiencing. What are the goals and initiatives that you’re wanting to accomplish as a leader in your organization?

We’ll get very, very clear on results you want to have from coaching. And then we at least have what we will call our runway set. So really how we start working together is we get our runway set so that then we can focus on vision, the goals you want to accomplish, we can look at the intention that you have, having a very intentional, clear mindset, a very intentional and clear strategy that we come up with together.

So we’re monitoring, we’re tracking what’s going on in the process, what’s working, what’s not right.

Evan: I’m new to this kind of coaching, but I get a feeling that instead of telling me anything, you’re going to say, “Tell me more.” Why does that matter? Should I expect that, or should I expect actual advice?

Jenna: That’s a great question. So most of the time that I’m working with my clients, I will check in with them if I’m getting the impression that they are wanting me to play consultant, which is what I would call giving advice or prescribing or giving suggestions. I’ll ask them, “Is this you wanting me to give you advice or play consultant versus coach?”

As a coach, I want to focus on building our client’s leadership skills. And if I were to prescribe or give advice, then that would actually impact your ability to follow what I say. Right, and build your skills.

Evan: So consultant versus coach?

Jenna: Now, in an ideal, perfect world, do I think there’s a place for each one? Absolutely. I check in and they are asking for that advice, I’ll give it. However, before I take that bait, I want to be sure that me giving advice is going to serve them best. I will slow way down. I’ll ask if that’s what they’re asking, and then I’ll say if I give you advice, assuming I have credibility and believability in that area, is that going to help you most? Because if it is, great. But if it’s going to help you most to have me coach you to help you find that solution yourself, we then will do that. So I put them in the hot seat, if you will. I have them slow down and get there.

Evan: Can you talk about the power of evoking and self-discovery?

Jenna: Oh, my gosh. Sure. I’ll actually give a metaphor around children.

Why are adults so fascinated with children? It’s because it’s really fun to see them learn. It’s really fun to see how they develop. Right? And they’re enjoying that at a young age. It’s like everything’s new. And there’s all this wonderment.

It’s the same way for adults, and I say this in the best way, we’re all just kids still at heart. We’re all little boys or girls. And so if we can, the coach and the client together can create a mindset where they seek out discovering more. They don’t just value  discovering, they seek it and they’re curious about it. Then they’ll learn to enjoy it. They’ll change their association and desire to learn and take that initiative or to generate some problem-solving on their own. And that’s the sweet spot. Ultimately, that’s why I do what I do. Isn’t that one of the main purposes of life, right?

Evan: Excellent. And as you know, I always end my shows by asking, “if you had one tip to share, what would that be?”

Jenna: I so love that you do that. My tip would be to live in the questions without getting to the answer too quickly. So it’s important to live in the questions because then the answers can continue to evolve. And you set yourself up to not have blind spots. You set yourself up for growing.

Learn More!

Be sure to listen to the entire Training Unleashed Podcast conversation between Evan Hackel and Jenna Dillon.

A Special Offer from Jenna

Because Jenna is interested in having you experience coaching, she and her team conduct a monthly raffle. The reward, if you win, is a  series of three different executive coaching sessions with her and members of her team.

To enter, send Jenna a message via her LinkedIn page. Simply say you are interested in taking part in her raffle. You will then be entered to win those Executive Performance Institute coaching sessions.

About Our Guest

Jenna is CEO & Founder, Lead Trainer, and an  Executive Coach with the Executive Performance Institute for Coaching.

Jenna has established herself as a top executive performance coach committed to working with high performing individuals and companies who are up to exploring what they’re capable of achieving within their lives, careers, company culture and leadership. =

Jenna has been trained in several professional development programs in phenomenology, ontological coaching via transformational coaching, neuroscience/neuroplasticity, psychology and sociology. Mentoring different types of business owners for several years, Jenna partners with her clients to uncover the values, beliefs or rules that, up until now, have controlled the way they think and run their life. She creates an environment where authenticity, vulnerability, and empowerment live in accordance with each other.

Her list of clients includes entrepreneurs, c-suite executives, engineers, business owners, artists, doctors, physiotherapists, non-profit organizations, financial advisors, mortgage bankers, and other high performing individuals. A few of the companies and/or company leaders she’s partnered with include The Allbright, DreamWorks Universal Studios, Northwestern Mutual, NASA, and First American.

Although Jenna resides in the Los Angeles area, she has worked with clients around the US, the UK, Australia and Canada. Jenna is committed and passionate about empowering her clients, standing with them and for them, so they have the tools to break through barriers and create exponential, extraordinary results.

2022-06-19T21:33:07-04:00June 16, 2022|

The philosophy of training with Josh Hitchcock & Josh Parnell

When our host Evan Hackel attended the International Franchise Association Convention last year, he happened to meet two inspiring men who have created leadership development and other training programs for Christian Brothers Automotive, a fast-growing automotive service franchise headquartered in Houston. They were Josh Hitchcock, Director of Leadership Development at Christian Brothers and Josh Parnell, Director of Service Development.

Many organizations focus on serving their customers. But Christian Brothers takes service to a higher level, based on spiritual ideals. Evan wanted to speak with both Joshes in-depth about their philosophy of training. We know you will want to watch the entire Training Unleashed Podcast that resulted.

Until you do, please read some edited excerpts of what we know you will agree is a completely unique conversation.

Evan Hackel: I met these two gentlemen at the International Franchise Association Convention. I sat at a round table, and I was literally blown away with their commitment to lifelong learning and their company’s culture. So, gentlemen, whichever Josh wants to go first would be great. Tell us about how your company develops such a culture and what that culture is like and why it matters.

Josh Parnell: I think we need to begin with the end in mind. It begins with our mission statement. Our mission statement is to glorify God providing an excellent automotive repair service for our guests.

And so we know that our mission is ultimately to further God’s kingdom, and we happen to be using the best automotive repair to do so. And so we know what our mission is, we know what our purpose is, what our why is. It’s much easier to have that foundational approach when it comes to culture, service, sales, relations, all of the above, because we know what the end in mind is.

And so speaking to the culture of what we do, we focus on loving our neighbor as ourself. And so while we understand that sales are important, we know that in order to make a profit, to stay in business, and we know that people and syndicators drive those sales. But ultimately, if we are loving our guests, taking care of our guests and serving our guests and doing it well, our goals can and will organically happen as a byproduct of the exceptional, standard-setting service. So that speaks to the culture of who we are.

Josh Hitchcock: Evan, thank you for having us on the program. It is just an honor to be here. And I can tell you that the culture we developed in terms of what we have, I should say, in terms of learning and openness to training, is what Josh said. It’s a commitment to excellence, right?

All of us want to do our jobs well, all of us want to add value to those around us. All of us want to operate from a position of excellence. And we realize and recognize that the only way we can do that is through constantly getting better, through constantly growing, constantly stretching. And the only way that happens is through training. So through that, our culture has just kind of been developed and embraced. And really the cool thing is it isn’t a forced thing. We don’t have to force it. We’re not trying to preach in an unwanted area. We’re not trying to speak to a group of people that are not receptive. These are all individuals that are receptive and want to grow and want to become better. And it’s just really, really cool to watch that.

Evan Hackel: Tell me just a little bit about senior management and their commitment to training. And do they trust you and just leave it to you? What is their role in creating this culture?

Josh Parnell: They play a pivotal role. Without them, we wouldn’t be able to live out our passion and what we’ve been called to do and what we’re so happy to do day in and day out. And the support system that they have for us is unbelievable. The trust that they have in what we’re doing is too. And without them, we wouldn’t have the opportunity.

Evan Hackel: And the other Josh, I’m going to ask you the same question. But let me interject that in most companies, the failing is that senior management doesn’t take training seriously and people thus don’t respect training. But I know you have a totally different story

Josh Hitchcock: That’s a great point, Evan. And I agree with you, I one thing that we’re blessed with our senior management is, number one, there is a commitment of trust and empowerment. Dream it, build it, see the value it and if for some reason you trip, you fall, you fail. That’s okay, learn from it. And it’s not really a failure if you learn from it.

And the leadership development program that I have the pleasure of serving in is a relatively new program to this company. It started about a year and a half, maybe two years ago. And again, it all began as a dream, as a possibility. If we could add value, senior leadership said, go for it.

Evan Hackel: How did this training program get started? How did you get approval in the system to make it happen?

Josh Hitchcock: When I originally came in with the brand, I was told, if you see a need, fill it. So I saw the need in this area, and it began as a proposal. So we put proposals to upper management, to get their approval on it. And then once we did that, there was already kind of a budgetary structure.

There were a couple of meetings where we had discussions. But I will tell you, from an upper management perspective, it was relatively easy and smooth to get this approved. And it’s because, again, it’s the openness and the culture that we have at our brand of let’s try, let’s see if it works and if not great, we’ll move on to something else and try it and see if it works.

Evan Hackel: I think you’re making an amazing point, which is that not everything is going to be successful. And if you’re only willing to do what you know for sure is going to work, you’re going to do very little. And I like the company’s willingness to just say, okay, we see the need. We’re going to take a leap of faith. Then of course you track it, follow it, see the numbers, which is great.

Josh, how did you take this program to your franchisees and how did they embrace it?

Josh Parnell: Great question, Evan. I want to backtrack real quick on the last question to speak to it again. Josh alluded to the empowerment and the trust that leadership has, which again, is phenomenal. And I think that it goes back to the idea that you mentioned, where if we’re not failing, we’re not learning. And if we’re not learning, we’re not growing. And if we’re to grow through anything, we’ve got to be willing to go through anything. And so they simply give us the chance or the option to fail, knowing that some things might not work. But when they don’t work, it’s still a win because we’re learning.

To specifically answer your question as it relates to franchisees, franchisees recognize what our heart is, what our mission is, and what our intent is. So that the beauty of what’s coming from our department typically is met with open arms. Franchisees are saying, hey, you guys have a proven process! You’ve had proven programs in the past. So whatever is coming out of the service development department, we want a part of it. And so it really wasn’t a buy-in when we introduced the leadership development program because of the proven programs that we had prior to it.

Josh Parnell: Our company’s been around for 40 years. We began in 1982. We began franchising in 1996. We are now in 31 states, 250 locations nationwide. I may be off by a store or two. I feel like we’re growing so rapidly, which is incredible. We have about 3000 team members throughout Christian Brothers Automotive.

Evan Hackel: What’s it like onboarding a new employee? What if I’m a new employee? What would I expect?

Josh Hitchcock: Well, I’ll tell you this from what was one thing that stood out to me. So I’ve been with the brand almost three years. And what stood out to me from the moment I got here and started the onboardings, was the over-the-top friendliness in a welcoming environment, focusing on you as a person, not a number in the machine.

I’ve never experienced something like this in my life. I went home that first day and said, okay, is this real? And what I’ve realized after almost three years of being here, it’s 1,000% real!

The same way the people acted the first day I got here, the way they valued me, the way they treated me, the way they served me is the same exact way they’ve treated me and served me two and a half, three years later. And on the flipside, I’m attempting to serve them and honor them and value them. So I can tell you from an onboarding perspective, it’s what makes it unique here, at least relative to my experience. And what I’ve noticed is much more people focus, less performance focus. Is it performance focused? Absolutely. Do we have a 90-day conditional employment period when you first get hired? 100%, just like every other company. But I can tell you, during those 90 days, while we do expect performance and we do focus on performance, that valuing and serving the whole person is much more the focal point of the onboarding program versus just productivity.

Evan Hackel: I’m really impressed. I knew you were going to be great guests. I knew that when I met you. But what you’re speaking to is absolutely critical in training. And I love what I would call unselfishness. May I ask, if you had one tip to share with our audience, what would it be?

Josh Hitchcock:  I think one tip I would share for anybody listening would be, remember that today counts. We can talk about tomorrow. We can focus on yesterday, the successes, the wins, the failures, the losses, all of that. But we can focus on today and say, hey, today counts and develop a culture and a mindset of habits matter.

Today counts. Let me bring 100% today. I can’t focus on yesterday and I can’t bet on tomorrow, but I can focus on today and getting better and growing today. So my one tip would be focus on today, each and every day. What can I be doing today to maximize the value I’m adding and maximizing what I’m doing in my personal life?

Josh Parnell : And I’ll say, in a world that’s ever changing, don’t be afraid to fail. Don’t be afraid to try something new. Don’t be afraid to make mistakes. Exercise with humility, transparency, vulnerability, and recognize that you don’t have to have all the answers if you’re leading a team through, letting yourself view it in anybody in any former shape or size. You don’t have to have all the answers. A person would rather follow someone who’s always real than someone who’s always right. And so recognize that if you’re your true, authentic self, you’re going to do just fine.

About Our Guests

Josh Hitchcock is Director of Leadership Development at Christian Brothers Automotive. Josh Parnell is Director of Service Development. Christian Brothers Automotive is a fast-growing automotive service franchise headquartered in Houston.

The story of Christian Brothers Automotive begins in 1981. That year, a man named Mark Carr was working as a graphic arts salesman for a photographic mural company. Despite the success he was having, he couldn’t shake the feeling that he should be doing something else with his life.

Mark prayed on this and one night asked God to show him a path towards a different vocation. The very next day, while Mark was at a Sunday school event presented by his church, a friend walked up to Mark and the two got to talking. This friend was an automotive technician who was looking to start an automotive repair shop. And he needed help.

They went on to name their new company Christian Brothers Automotive (inspired by the circumstances of their first meeting) the following year. In August 1982, Mission Bend, Texas was the site of the very first Christian Brothers Automotive repair facility. Today, Mark Carr is still the Founder and Retired CEO of Christian Brothers Automotive.

After 38 years of business, Christian Brothers Automotive celebrated its 200th location in 2019. Since then, that number has grown to more than 230 locations. Christian Brothers Automotive has yet to close a single location—an indelible testament to the principles Mark knew could change the way people experience auto service.

2022-06-07T20:09:30-04:00June 3, 2022|

How to Unmute Yourself and Your People to Achieve Greater Success with Heather Hansen

Heather Hansen is Founder and CEO of Global Speech Academy and author of the new book Unmuted: How to Show Up, Speak Up, and Inspire Action. In a recent Training Unleashed Podcast, she and host Evan Hackel explored her very big idea that we can all succeed and accomplish more if we are “unmuted.”

It’s a fascinating concept. We know you will benefit from these edited portions of their remarkable conversation.

Evan and Heather Discuss “Unmuting”

Evan: Let me start by asking what you mean when you say that we can “unmute” ourselves. When did you first start to think about what it means?

Heather: What did it mean to be unmuted when we moved online during the pandemic? In so many video meetings we kept hearing, “You’re on mute, you’re on mute.” And after hearing that a million times, I thought, do you know what? How many of us are really on mute? We’ve been on mute way before the pandemic in our lives and our careers and our families, not having the courage to speak up to share our bright ideas. And that’s hurting our businesses.

Evan: That’s a great concept. So it means that we’re not giving fully right? How do you see muted employees hurting business and unmuted employees impacting the business in a positive way?

Heather: I think there are a number of benefits, innovation for one, when we start hearing everyone’s ideas . . . not just the eloquent speakers, not just the leaders, but the people who are looked over on a daily basis.

We all have something to contribute. So innovation is a big one. Inclusion is a big one, when we start really listening to every voice. There are a number of different movements happening now. You know, there is the concept of the fearless organization with Amy Edmondson, there is psychological safety, there is greater awareness around cross-cultural issues.

There are so many things coming together right now, and I think we will have a real awakening happening after the pandemic where we’re looking for new styles of leadership. We’re looking for a new way to interact in our companies, a more human way to appear at work. And when we start showing up fully, I think we’re going to see a massive shift in the success of businesses and in innovation, inclusion and ultimately, in bottom-line profits.

Evan: I totally agree. When I was a kid, I think people were taught that you don’t say anything at work, just do what you are told. But I think the younger generations want to be unmuted. But of course, that requires management to be receptive to listening. So let’s talk about management for a moment. What does management need to do to encourage people to unmute and to create a safe space to be unmuted?

Heather: That’s a really great question, because I think a lot of the change does have to happen top-down. We have to see leaders showing up and unmuting themselves. And there’s the big bad word. Every time I say it out loud, I get the worst feedback from leadership. And that is the word vulnerability. In my talks or workshops, I will always get a hand in the air and someone will ask, “Oh, why do I have to be vulnerable? Vulnerable is a bad word. I don’t want to be weak. I don’t want to be seen as weak.”

And there are a lot of cultural issues tied up in this as well, of course. But I think it’s important that we start realizing that vulnerability isn’t a bad word. It doesn’t mean putting your private life on a plate for everyone in the office to see. It doesn’t mean crying at work. It means showing up and sharing your full self, not just the professional side.

I struggled with it. As I wrote my new book, I kept reminding myself, “Heather, live your mantra. As leaders, we have to walk the talk.” Now, that doesn’t take the responsibility off of everyone else because we also down the ranks need to be willing to speak up in a toxic environment, need to be willing to speak up when we see a mistake, and be willing to speak up with very positive and good ideas that we have. And so it does go both ways. But if management is not creating that open culture where we aren’t afraid of failure, where we’re able to speak up without negative repercussions, we’re going to run into some problems. So I think you nailed it right there. It starts at the top.

Evan: Yes. People have to lead by example. One of the things that I talk about a lot is that people are evasive in a lot of cases because they’re trying to not hurt people’s feelings. And you know, the polite police are the enemy of a good meeting. What advice do you give to employees to unmute themselves? How do I go about encouraging that?

Heather: Well, ideally a culture has developed where there is a space for that. So maybe it’s in the weekly meetings, maybe it’s actually the leader who’s been asking for that feedback. If that person is receptive, then most likely people aren’t going to have a lot of trouble unmuting because they know the leader is receptive. And it’s been made very clear and it’s a part of the culture, and there isn’t any real worry about voicing a concern or saying, “Hey, I have this amazing, amazing right hand woman who supports me, and I’ve made it very clear to her that she needs to speak up and tell me what I don’t see, right?”

We can’t have all the answers. And of course, you know, we’re in a very global environment. I’m dealing across cultures as well, where there’s a lot more stress. Even if I come in and say, “Please tell me, tell me, tell me, tell me,” that doesn’t mean that people will necessarily tell me. Maybe the person you’re speaking with is based in Singapore or om Southeast Asia, where there’s a very strong culture around not necessarily challenging a superior in the workplace.

And we see that happening in a number of ways in larger organizations, people taking their concerns to H.R. instead of the individual wanting to be anonymous in their feedback. Again, a lot of these are systems that would have to be set up by the company . . . this idea of managing up is very difficult for a lot of people. But being able to sit down with that person and be quite open and honest with them and focus on the situation and not the person.

It can mean saying, “I’ve been thinking about this project, and I wonder if I could just share some different ideas with you that I was thinking about.” And not to say, “I don’t think that the direction that you’re taking is the right way.”

Being unmuted isn’t throwing your ideas in someone’s face and being hurtful. It’s being conscious and aware and emotionally intelligent. So it is about building the relationship with the individual, focusing on the situation and not the person, and airing your ideas and solutions and not just focusing on problems.

When we are in meetings, we can say, “I know that you have amazing ideas and I want everyone to hear them.” And if I’m doing my job properly in the meeting, I am going to be turning to you and specifically asking you for feedback. So I might warn you of that and say, “I want you to know that in meetings, people are sometimes talking over you. I know that you have ideas that you want to voice and you aren’t getting the opportunity. So I’m going to make sure that I create that space for you. I want you to be able to speak up in those situations. And how do you feel about that?”

Evan: If you had only one tip to share with our audience, what would it be?

Heather: Oh, I love that question. And when it comes to communication training in particular and enhancing our communication skills, the one tip I’m always telling my clients (and I wish they would practice more) is to set an intention in the morning of what you want to focus on that day for your communication skills. Because we are communicating all day, every day.

If you’re trying to slow down your speaking pace, then set that intention. If you want to speak clearly, think about how you are articulating in every conversation. If you want to be a better listener, try to press mute more often today and really listen to people.

We have every opportunity all day long to enhance the way that we are communicating with people! Simply set aside five minutes in the morning to think about how we are going to do that today and how are we going to inspire others to do the same. And so that would be my big tip when it comes to improving our communication skills.

A Special Offer from Heather for Members of the Training Unleashed Community

Heather invites you to take advantage of free bonuses that accompany her book. Go to heatherhanson.com/unmuted and open unmuted assignments and exercises you can start with your team. You’ll find an implementation guide for companies and HR departments that want to experience the effectiveness of unmuting their people.

About Our Guest

Heather Hansen is Founder and CEO of Global Speech Academy and author of the new book Unmuted: How to Show Up, Speak Up, and Inspire Action. She helps top global leaders show up, speak up, and inspire action in a changing world. She is on a mission to unmute leaders and teams so they can be more innovative, inclusive and efficient while adapting to modern challenges.

Heather’s primary areas of expertise:

  • Global English Pronunciation and Intelligibility
  • Workplace and Leadership Communication
  • Linguistic Diversity and Inclusion
  • Cross-Cultural Communication
  • Presentation and Interpersonal Skills
  • Language and Virtual Communication Policy

Heather is an outspoken advocate for global voices. She raises awareness around microinequities related to language and accent in international teams and helps companies build UNMUTED communication cultures where every voice is heard.

Heather’s experiences speaking foreign languages and working in global environments give her increased empathy for her clients and their challenges. She has spent a combined eleven years in her current home, Singapore, where she first moved in 2006. Her work has taken her to 16 countries on four continents, and her clients come from every corner of the world. She was an early adopter of online technology and has been coaching and training her global clients online since 2012. She published her first fully-online course, the Pronunciation Mastery Program, in 2013.

Watch Heather’s 2018 TEDx Odense talk: 2 Billion Voices: How to speak bad English perfectly

2022-05-13T16:58:46-04:00May 13, 2022|

The Future of Leadership with Eric Spenser

Evan Hackel opened a recent Training Unleashed Podcast by asking his guest David Spencer a provocative question . . .

“Let’s just pretend for a moment it’s 20 years from now. What has changed in leadership?”

Eric is just the right person to put on his thinking cap and consider big questions like that. He is COO of SkyeTeam.com and a founder of CultivateAtWork.com. He has spent more than 20years shaping HR for organizations, from startups to Fortune 100 companies. He is a sought-after consultant, speaker and mentor in the field of maximizing leadership and organizational culture.

We know you will enjoy and benefit from every big idea about leadership that these two men shared. Please make time to listen today!

Evan and Eric Talk Leadership

Here are some edited excerpts from their Podcast conversation . . .

Evan Hackel: Let’s just pretend for a moment it’s 20 years from now. What has changed in leadership?

Eric Spencer:  Evan, I think 20 years from now we will have figured out some things about leading remotely. We squeezed about a decade’s worth of change in the last two years. There are some folks out there that are doing it well and some folks that are just sort of feeling their way around in the dark still when it comes to leading remotely

I think if you fast forward 20 years from today, we’ll have learned how to do remote leadership really well, really effectively. Distributed teams won’t be presenting the challenges that we’re dealing with today.

Evan: I think there are great opportunities that didn’t exist before, because people are getting used to the technology. You are a leadership expert. What is your advice for someone right now, today? I mean, we just talked about the future, but what should people be doing now to grow their leadership?

Eric: It’s knowing your people. It’s knowing your people beyond what they do at work and how they do their work. It’s about knowing who they are, how they’re wired and what lights them up.

We’ve had an opportunity to see literally into people’s homes for the last 18 months. We’ve seen their pets step into the frame. We’ve seen kids jump into the picture. We’ve sometimes seen not very clothed spouses pass through the frame.

We’ve seen a lot of stuff, but a lot of folks out there haven’t capitalized on the opportunities to really get to know their people. We were in a loneliness epidemic prior to COVID, and it’s only intensified. So if I was going to focus on one thing, it would be the quality and depth of the relationships you have with the people on your team.

Evan: Can we talk about the four questions you have developed that leaders can use to check their relationships?

Eric: I call them the four yeses. They are simple questions to help you understand where you are in any given relationship.

Question number one is, “can I count on you?” Meaning, can I count on you to show up and do your job?

Question number two is, “can I depend on you?” Question number one (“Can I count on you?”) is reactive. It’s about showing up. But question two is much more proactive. It’s centered on issues like, “Are you going to give me the warnings of impending disaster?” and, “Are you going to give me the heads up that something’s coming, like the boss is expecting something on Friday that I know you’re on the hook for?” You can have a perfectly acceptable work relationship at the “count on you” and depend on you” level. But the magic starts to happen with the next two, final questions.

Question number three is, “Do I care about you?” And it’s not a group hug. This is, “Do I care about you as a human being? Do I know your story? Do I know who you are, what you’re about?”

Question number four is the kicker question, “Do I trust you?” It’s about codependent care and trust, which are how we assess the quality of relationships.

And if you don’t say yes to all four of those questions, you’re not in what we call an ally relationship. That might be OK in certain relationships at work but once we know that, we have a choice to make as to what we’re going to do in that relationship. Will we invest in it? Hang back? Are we comfortable where it is? Or do we need it to be in a different spot?

Evan: So I would assume that this is more important in certain kinds of roles than in others. So if someone’s working on the production floor – not to say that they’re not important, but maybe the relationship is different than if somebody you’re working with daily. So when you look at these four questions. What types of people are you referring to? Or is it literally everybody?

Eric: I think that’s the beautiful thing about the questions, because they’re applicable at whatever level or however you want to cut your relationships. On the shop floor, we can have a perfectly effective relationship at the count on “ and “show up and do your stuff” levels.

But if we need to elevate that relationship, if we’re looking to increase efficiency, productivity throughput rate, if we’re thinking about the quality of the relationships of the people on that line, it’s going to be different. Right? Productivity is going to be different. If I know you, Evan (and I trust you and I like you), the chances of me having your back, even in that shop floor situation, are way higher, right? Versus letting you fail and costing the team productivity.

In a leadership role, you have a lot of power to assess relationships at multiple levels.

Evan: How does a leader create trust and how does an employee create trust? And which comes first?

Eric: Yeah, chickens and eggs, right? So I’ll say a couple of things about that. I think you create trust by walking the walk. You know, people often ask us, “How do I get more allies in my relationships?” And our answer is simple. You’ve got to be one. You’ve got to show up as one. You’ve got to do the things you say you’re going to do. You’ve got to hold yourself accountable. When you screw up, you’ve got to own it. You’ve got to step in and take accountability for that.

In workshops and at keynotes when I talk about trust I’ll often ask, “Who here has ever flown in an airplane?” People raise their hands. And I say, “I’m assuming that you interviewed the pilot and crew and made sure that they were sufficiently trained.” And of course, nobody does that. We get on the plane. We don’t even know who’s up there in the cabin, other than the voice. But we grant that trust to that person, to that crew that is going to get us where we intend to go, reasonably close to the time we intend to get there in one piece. Right? So we always grant some trust, given the structure of the relationship.

Where it gets interesting and somewhat wonky is as we move up the corporate ladder, people tend to get a little bit more puffy-chested and they’ll say things like, “Well, you’ve got to earn my trust,” And I think really, people give it to the pilot, you give it to the chef cooking your dinner, but not the guy who works in your organization?

Evan: Now we’re at the most fun part of the podcast, which is what if you had one tip to share, what would that tip be?

Eric: If you take nothing else away from our conversation about relationships at work, take away the concept of what I call The Relationship Pulse Check. It’s the easiest thing that you can do to see where things are with a specific person with whom you work. It is made up of just three questions you ask:

  • What’s working for you in our relationship?
  • What’s not working?
  • What’s one thing that I can do to help us or you be more successful?

A Special Offer from Eric to Members of the Training Unleashed Community

Eric personally invites you to visit his company website, CultivateAtWork.com, where you will find a number of learning and training modules that members of the Training Unleashed family can access free of charge.

“And when you get in there and choose your modules,” Eric says, “go to Check Out and type in the coupon code `training unleashed’ (all lower-case letters) and the modules you choose will be available to you free of charge.”

Let’s all learn about those four powerful questions Eric has created, and how to use them to improve our leadership and company performance!

Thank you, Eric!

About Our Guest

Eric Spencer, COO of SkyeTeam.com and a founder of CultivateAtWork.com, has spent 20+ years shaping HR for organizations, from startups to Fortune 100 companies. He is a leading consultant, speaker and mentor in the field of maximizing leadership and organizational culture.

Eric’s books include You, Me, We: Why We All Need to Be a Friend at Work (and How to Show Up as One!), which he co-authored with Morag Barrett.

2022-05-06T09:23:22-04:00May 4, 2022|

New Ways to Train Better in a Post-Covid World with Andrew Scivally

Evan Hackel recently welcomed Andrew Scivally, one of the founders of eLearning Brothers, to share his views on a Training Unleashed Podcast. Their conversation has the power to expand and transform the way your company trains its people today. Read on to learn more!

About eLearning Brothers

eLearning Brothers is a small company in Utah that has a unique story. Back in 2009, two brothers – Andrew and his brother Sean, started a company in their basement with a great idea.

They believed that they had the skills and knowledge to put together interactive, engaging, and inspiring content to help companies dramatically enhance their eLearning courses. And they were right! That is just what eLearning Brothers have been doing ever since . . .and are still doing today.

Andrew and Evan Discuss Training Today

Here are some edited excerpts from what Evan and Andrew, two expert trainers, had to say.

Evan: Andrew is CEO of E-learning Brothers, and he is one of the original two brothers there. He has immense knowledge of what’s going on in the world of training. And let me add that e-Learning Brothers is one of the leading companies in the world of training today.

Andrew, let me just start with the question that everyone likes to ask just now. What has changed because of the pandemic?

Andrew: A lot has changed, right? I think the biggest thing is that companies that had not adopted digital training before the pandemic are doing it now. They have fully embraced it, whether they wanted to or not. Before the pandemic, we would go to companies that were doing a lot of business and had lots of employees. Yet when I asked if they were doing any online training they would say, “No, we haven’t even thought of that . . . why would we want to do that?

And I mean, these were big companies! So I think that’s the biggest thing that’s changed. There has been a massive acceleration of adoption. Without the pandemic, I don’t know how else we would have gotten this done.

Evan:  I’ve seen the same thing. Now, people are less afraid to be on camera, more comfortable with video and technology where before the pandemic, they were afraid. I think acceptance of technology has been major. And I actually think leader-led training, which was dying somewhat before the pandemic, has come back a little bit. But now it’s being done virtually!

Andrew: I know! I used to get on Zoom calls with 19 or 20  people, whatever, and nobody had their cameras on! It was just one way to talk to each other. But now on every call I have with partners or clients, I get to see them. And that’s been awesome.

Evan: One of the premises of this show is that a lot of people don’t really understand how to do good training. What are the foundations of having effective training that actually moves the dial and has a positive impact on a company?

Andrew: If you are going to take your employees’ time, if you’re going to invest in developing training and all of that, you should create a really great, interactive, engaging experience for them.

Now, that doesn’t mean you need to spend a million dollars. But when you’re building training, you should think about a number of things. It should look really good. It should be on point, which means that you don’t include a lot of extra junk that people don’t need to know about.

Sometimes people are just pushing and pumping out training and they’re just kind of checking a box that says, “Hey, they did the training.” But those companies are not really thinking about the fact that there’s a person on the other side of this that actually has to go through this stuff.

Evan: And it is an investment. People think, “Well, we really can’t afford it.” But then they stop and think that maybe they have 1,000 employees who are each going to spend 10 minutes on the training. Well, that means the training will take up 10,000 minutes of employee time. And when you think how much you are paying those people for that many minutes of their time, you realize that the training itself is only maybe one percent of the actual cost of training. The lion’s share is the amount of time that employees are investing.

Andrew: It is peanuts. One thing I’ve always thought about is that marketing companies spend a ton of money just to make their work look really pretty. At the end of the day, everything they produce looks really, really good, professional, slick and all that.

But what about our training departments? What if they invested the time and effort to make what they produce look amazing? It is not that hard or expensive to make training look pretty darn good . . . using some really nice visuals, making sure that your branding aligns with what the company would expect or is trying to push.

When employees go through that kind of better training, they say, “Well, do you know what? This feels like our company. This looks amazing. The training department actually knows what they’re doing.”

And that gives you credibility as a training department because you put out good stuff! And so I think that’s been missing and it’s happening a lot more now.

Evan: I totally agree with you, and some big companies just don’t get it. I was recently with a client who was showing me all their rebranding, and it was excellent. And I said to them, “Well, now’s the time to look at all of your training and upgrade it and take it to the next level.”

And they said, “Why is that?” I said, “Well, if you’re rebranding the company, you’ve got to redo all your training to the new branding, right, dramatically different.” And their response was, “Ah, we never thought about that.”

Andrew: If your employees went through a branded training experience that was just top-notch, they’d be your biggest ambassadors in the world. They’re talking to your customers. Shouldn’t you use branded training that makes employees feel that they are part of this new company? It only makes sense, but unfortunately, sometimes people aren’t thinking about the training department in that kind of way.

Evan: If you had one tip to offer to our audience, what would it be?

Andrew: One piece of advice? Going back to what we touched on earlier, Evan, and that is to tie yourself and your training to the goals of your business. So figure out how your training department can actually move the needle on the goals that your company executives care about. So if you want to get in the game, if you want to get into the executive room and into the brains of those executives and into their hearts, help them achieve their business goals.

A Special Offer from Andrew to Members of the Training Unleashed Podcast Family

Andrew invites all members of the Training Unleashed family to explore and use all the rich training resources that are found on the eLearningBrothers.com website. Simply click on the Resources tab on the website and you will find eBooks, a knowledge base, as well as access to a number of powerful, information-packed webinars about creating superior training. It’s all there for you.

“Just dig around and enjoy it,” Andrew says.

 About Our Guest

Andrew Scivally is the co-founder and CEO of eLearning Brothers. He has 20 years of experience in the learning technology space, including all aspects of course design and development, as well as leading learning and development teams for financial institutions such as JPMorgan Chase and Zions Bank. He holds a master’s degree in computer education and cognitive systems. Led by Andrew, eLearning Brothers has established an industry-leading brand and been featured in the Inc. 5000 for six consecutive years.

2022-04-15T15:33:47-04:00April 15, 2022|

How Diversity and Inclusion Will Build Your Organization’s Ultimate Success with Leslie Short

 

In a new Training Unleashed Podcast, Evan Hackel and Leslie Short explored a very practical way to assure that your company will become dramatically more successful . . .

When you focus on Diversity and Inclusion, you will become better attuned to the clients you serve in the marketplace and as a result, far more successful.

Your organization will enjoy many other benefits too, as you will learn in our article today.

Leslie is President, CEO and Founder of The Cavu Group, an innovative firm that offers highly impactful workshops and consulting services to help organizations expand beyond their current cultures by embracing diversity and inclusion. The company’s core belief, found on its home page, is, “Diversity is no longer an option. Inclusion is not only having a seat at the table, it’s having a valued voice at the table.”

Leslie is also author of the new book Expand Beyond Your Current Culture: Diversity & Inclusion for CEOs & Leadership.

We know you will want to watch this podcast, which will transform your organization and your leadership. We are pleased to give you a preview with the following edited excerpts.

Evan and Leslie Discuss Diversity and Inclusion

Evan: Today we’re going to have a great show. We’re going to talk about something I’m deeply passionate about: why diversity, equity and inclusion really improve and grow a business. And we have a great guest. She is Leslie Short, President, CEO and Founder of The Cavu Group and author of the book, Expand Beyond Your Current Culture: Diversity & Inclusion for CEOs & Leadership. She is a diversity and inclusion pioneer and specialist.

Leslie, my first question is about the company you founded, The Cavu Group. Why did you come up with that name?

Leslie: I’m happy to be here! Cavu is an aviation term that stands for “Ceiling and Visibility Unlimited.” It means your visibility is unlimited. And when we think about diversity, equity and inclusion, our visibility should be unlimited.

Evan: Well, I do like that. I think you and I agree that diversity and inclusion are not only about doing what is right (although it is right). It’s about building a stronger and better business. Why do diversity, equity and inclusion help people build more successful businesses?

Leslie: If you build diversity and inclusion into the foundation of your business, then you don’t have to think constantly about adding it on and figuring it out. You’re not thinking about who your consumer is or who the people are that are working with you.

How do I get that diversity of thought, of culture, of being? When you have people sitting in a room where they can share their different cultures and thoughts and beings and education and all the other things that come along with them, that only makes you a stronger option for a consumer that’s looking to invest back into a company. And when I say invest as a customer, that means every time I go to buy something I know I’m buying from a company that understands maybe just a small piece of who I am.

Evan: Well, I think what you’re saying is really important because diversity of thought is hugely important to a business. And companies that do not allow alternate points of view because the right people are literally absent, that’s a shortcoming and they’re not going to reach the whole market.

Let’s take this into culture. How do you create culture with an organization that not only wants diversity, equity and inclusion to be visible, but to really become the organizational culture?

Leslie: Well, one, you have to recognize what diversity is to you, right? So many people think it’s Black and White, while diversity is gender, race, LGBTQ, plus disability, and veterans.

Evan: And age.

Leslie: And age! I like to say, “What’s in their bag?”

That means, what are they bringing to the table in their skill set and in their understanding of cultural things? And when you build that and you recognize that each person brings something, that helps you build a company culture. Company culture also means you’re giving people equity. That is pay equity, access to tools to learn, to think, to continue education, to be promoted and understand the systems you have put in place.

Evan: Let’s shift gears a little bit and talk about leadership. What advice do you have for a leader? And I’m going to pose a question on behalf of the audience. I’ve been a leader for years. I consider myself a good leader, but I’ve never used the filter of diversity, equity and inclusion in my leadership. What do I do now? How do I shift? What are the key tidbits, the key suggestions that you would give to a leader to become effective?

Leslie: As a leader, you have to understand who you are, who you are as a person. It’s not about having the title “leader,” but about who you are as a person, what you bring to your leadership, what you offer. Are you someone that’s an active listener that has empathy?

Then more than anything, you have to look at people for who they are. Why were they hired? What’s the skill set they’re bringing? And then beyond that, who are they?

And then when you’re doing that, the way that you are looking at diversity, equity and inclusion will be automatic because you’re seeing a full being and not what you think they should be to fit into the hole that you need filled.

Evan: So what I’m hearing you say is as a leader, you have to have tremendous empathy. And that you need to look at the teams that you’re building and consider the diversity of people, personalities, all of these things to have effective teams. And those are really the two keys.

Leslie: Those are the two keys. Yes.

Evan: And diversity and inclusion have a major effect on retention too.

Leslie: Absolutely. There’s a reason people stay and a reason why people leave. And if they can see themselves within the company, if their work is valued, if they express a value voice or value action by what they do every day, they will stay and they will continue to grow and want to grow within the company. That is a huge benefit.

Evan: Do you have one tip to share with our viewers?

Leslie: Yes, I do. Continue to expand beyond your current culture!

A Special Offer from Leslie to Members of the Training Unleashed Community

Many guests on Training Unleashed offer viewers a free book or a complimentary subscription to a newsletter. Those are generous gifts! But we are excited to let you know that Leslie Short is offering you something that is remarkably powerful and transformative . . .

Leslie is offering to spend time talking with you!

Why? Leslie explains, “I do have a book, Expand Beyond Your Current Culture. It gives different tips and stories. But I really want diversity and inclusion to be successful for you and your company. I don’t want to hear that diversity and inclusion are “just buzzwords,” and I don’t want to hear that diversity and inclusion don’t work.

“So let’s have a conversation of how it can work for you.”

How can you schedule a time to talk to Leslie? Email her at [email protected]cavugroup.com.

Be sure to mention that you are taking advantage of the offer she made for members of the Training Unleashed family.

About Our Guest

Leslie Short is President, CEO and Founder of The Cavu Group, a consulting company that is committed to helping organizations formulate the next generation of understanding unlimited visibility and eliminating unconscious bias by educating and sensitizing senior leadership and all employees.

Leslie brings four decades of experience that includes fostering growth through open conversations, conflict coaching, training and workshops. She firmly believes that issues don’t go away because programs are in place. Solutions require continually evolving and having a channel to listen to and understand people.

Leslie is author of the new book Expand Beyond Your Current Culture: Diversity & Inclusion for CEOs & Leadership.

2022-04-06T01:09:54-04:00April 1, 2022|

Learning, Training, Leadership and More with Dirk van Reenen

Our host Evan Hackel recently interviewed Dirk van Reenen, founder of BERGflow, for another great Training Unleashed podcast.

What is BERGflow? If you visit the company’s website, you will see that the company’s mission is “helping service-based companies build better teams.” But when Evan and Dirk started to chat, their discussion took off like a skyrocket. Yes, they were talking about building teams, but before long they were discussing how humans adapt to rapid change, about leadership, recruitment, job satisfaction, performance, and of course, training.

Their conversation was remarkable, deep, and extraordinary. We are pleased to offer you the following excerpts. Be sure to watch the podcast and learn more.

Evan – Today, we’re going to talk about a whole bunch of things. We’re going to talk about recruitment and retention. How do you keep people? How do you keep them excited? How do you get the best from your staff?

Dirk – In 2016, I was the CEO of a large organization with 500 salespeople who were doing over $800 million a year in sales. And I learned something that year that was very significant, and it had to do with the rate of change in the world and the human ability to adapt to change.

Several universities did research and determined that a human being has a static ability to adapt to change. And once the rate of change exceeds that, then the human starts experiencing a higher level of stress, anxiety and feeling lost.

That resonated with me on such a deep level, and I started understanding, this is going to start shattering the business world. Up until that point, leaders could tell their people what to do and leaders could navigate the world for their people.

But after that point, leaders could no longer by themselves navigate the world. They had to start switching to a collaborative team model to be able to navigate the increasingly rapid rate of change. So when I understood that, I resigned from my corporate position, and I started a company that could help businesses navigate building teams in this new kind of environment.

So when we looked at what we were going to be doing regarding teams, we said, “We want to be able to take on large challenges because only if you’re willing to take on big challenges in the world, will you be able to unlock big opportunities. And if you can unlock big opportunity and capitalize on it, then you get a big reward.”

Evan – Can you explain your company’s name? Berg means mountain, and that reflects what you just said about big challenges and big rewards, right?

Dirk – Yes. In the physical world, we said, okay, what represents something big? And for us, it’s a mountain. So that’s where the word “berg” came from in our name, it means mountain.

The flow part of it came from a documentary called “Happy.” If you’ve never seen it, I would highly recommend watching it. It looks at what creates joy and happiness within people. It identifies about five different elements that have to be present. One of them was this thing called flow. And that documentary was actually the first time I’d heard about the state of flow. It stuck with me.

Flow is that state where you are doing something and nothing else matters, time ceases to exist, and you’re fully immersed in what you’re doing. And the documentary actually presented research that flow had to be present in your life if you wanted to experience higher levels of happiness. So for us at the company, it wasn’t just about taking on big challenges, it was also being able to do work where you could experience flow, and that’s where the name BERGflow came from.

Evan – There’s been a seismic shift in the way we do business. The top-down authoritarian style is no longer effective. And you know, we’re in an environment where workers have never had more power than they have right now. It requires companies to be excellent in how they work with their team and staff to retain people. This is as hot a topic as there is right now. What are the keys to building a culture that retains great people?

Dirk – Well, I think the first thing to recognize is that there has been a really big shift. People who work for companies have said, “Hey, enough, if you can’t care about me as a human being, you know what? I’ll go find somewhere else to work.”

And I heard a prediction a few weeks ago that more than 30 percent of the workforce is going to change jobs in the next year. That is a massive number,

Evan – I’ll just share with you that for years and years, Gallup has done research that has shown somewhere between 50 and 60 percent of employees, if they could, would change jobs. So when you say 30 percent are going to shift? I totally get it because I think there’s pent-up demand of people that have wanted to but have been afraid to and haven’t had the opportunities to change. Now, they see those opportunities.

Dirk – Virtual work has completely changed opportunities for people. So today, people are saying, “Why do I work? Where I work? Why do I do the kind of work I do? If I could do something else, what would that look like?”

It’s essentially a buyer’s market today. Companies are scrambling to try to find good talent. The talent has the power in their hands. So the question that they have is, OK, if I have the control, where am I going to work?

Companies that understand the shift are gaining massive ground on the companies that don’t understand what’s happening right now.

I heard a John Maxwell podcast not too long ago, where he was [saying]  . . It’s not about leadership anymore, it’s about collaborative teams. When we started in 2016, we knew that the key for companies to survive the future was that there would be no leaders that were smart enough to navigate all the changes, make all the decisions, or train their people

Suddenly, it had to be about finding the right people and teaching teams how to start working together and supporting each other. And I think one of the biggest changes in the workplace today is companies that are building that kind of environment and culture where it’s not about you showing up and doing your job, it’s about being part of a team. And part of that means that you are looking out for your coworkers, for your peers.

Evan – You’ve talked about the importance of getting to know people as people right now. By the same token, we’ve got training around that, sexual harassment training in particular, where there are very clear boundaries. You need to be careful that someone doesn’t feel like they’re misreading your intention. If you understand what I’m saying.

So I guess my question is, how do we connect with people and learn about their lives yet at the same time, respect a certain degree of privacy and boundary?

Dirk – Yeah, and this is a this is a really good question, because there’s definitely a clash between human resource type regulations and what it looks like to really get to know a person, right? There’s that there’s that clash within the workplace. And I think a lot of companies are so afraid of all the rules and regulations that they create a system where people are cogs because they feel like if they go any further than that, they’re going to put themselves at risk.

So the first thing I’d say is always follow EEOC compliance where, you know, within your state, within the U.S. and be compliant in what you do. Now, with that in mind, is there still an element of getting to know people?

On the Value of Training

Evan – Training in many, many companies is undervalued. Management doesn’t take it seriously, yet we know that effective training has a huge impact on companies and can massively improve sales margins. Operational efficiency can create people who really understand the brand. So you get brand stewards, and people who can deal with people with different personalities. A lot of times the training department doesn’t have the voice at upper management, or it doesn’t have the voice themselves to advocate. What advice do you give to people in training to help them as their team is part of the bigger team?

Dirk – And again, the short answer is, look, if you don’t have the right people in the right positions, it is going to be really hard to train them. If we understand more about the human beings that are in those positions, we can adjust the training to their preferred learning style, to their level of cognitive agility, how fast they’re processing.

A Special Offer for You from Dirk van Reenan

Dirk would like to invite fans of Training Unleashed podcasts to have a complimentary call and consultation. To take advantage of this offer, visit BERGflow.com, contact Dirk and his team, and request your free consultation. Be sure to mention Training Unleashed.

About Our Guest

Dirk van Reenen is founder of BERGflow, a training and education company specializing in working with CEOs, business owners, and entrepreneurs. BERGflow empowers these individuals to think bigger, gain massive clarity, find new purpose and passion, and become alive again through raw adventure!

Before founding BERGflow, Dirk was CEO of a large organization with 500 salespeople who were doing over $800 million a year in sales.

2022-04-06T01:08:28-04:00March 8, 2022|

Plan to grow a million leaders in the next three years with Scott Drake

People have been talking about a “leadership crisis” for years. They have consistently pointed out that there are just not enough leaders, that the leaders who do exist lack the skills they need to address current problems, that there are not enough talented young people coming up through the ranks to lead our important organizations, and more.

There are people who worry about this crisis, but one person is doing something about it. He is Scott Drake, founder and Executive Director of a training and leadership development company called JumpCoach. Scott is planning to train a million great leaders, and to do it in the next three years.

In a recent Training Unleashed podcast, Scott talked with host Evan Hackel about this ambitious goal and how he plans to reach it.

To bring you up to speed on Scott’s plans and progress, here are some edited portions of his talk with Training Unleashed’s host Evan Hackel. 

The Current Crisis in Leadership

Evan Hackel: Scott Drake is the founder and executive director at JumpCoach. He is on a mission to train a million new leaders in the next three years. Scott, what is that about? Why does leadership matter?

Scott Drake: My goal is to grow a million leaders in the next three years. That came about because when you talk to executives, they will say one of the biggest problems they see is a lack of leadership in their organizations. And it’s not just top-level leadership, it is front-line leadership

We just haven’t had really effective leadership training. You know, in my journey it took me about 10 years to kind of level up into being a confident, competent leader. That’s a long learning curve!

So the question really is, how do we shortcut that and then, how do we do it on a on a pretty big scale? Because if we can fix leadership problems, we can fix a lot of other problems too. So that’s my goal.

Evan: It’s a very, very ambitious goal. Let’s start with a really basic question. What is a leader?

Scott: I define a leader as someone who can work through others to get things done. There’s a lot of debate and if you go ask a lot of leaders what leadership is, most of them will be scratching their heads. Or they’re going to fall back.

Evan: What do you mean by fall back?

Scott: I came out of computer programing. And if you talk to people with that background, they’re going to think of leadership as being a super version of being a computer programmer. But a leader is someone who can work through others to get things done. It’s different from management, which is more around deciding which tasks you’re going to tackle and how you’re going to do them.

Evan: I think people confuse management with leadership. They’re totally different specialties. And I think a person that doesn’t manage a single person can still be the leader in an organization.

Scott: Yes! A leader can be a nonprofit executive who’s rallying a group of people to help solve a problem. A leader can be the computer programmer who has no authority but has to work through a team to get certain things solved so that a whole project comes together. And it’s not about authority and it’s not about management, it’s not about control, it’s about how do I work through others and be effective in a healthy way to get things done?

Evan: Let’s discuss mindset shift, which I know you have talked about. Because I think it’s an important part of the conversation. What is this shift? Where are people at now regarding leadership and where do they need to shift to?

Scott: Most people are very inwardly focused. They’re focused on, “What am I bringing to the table?” They’re focused on “How do I stand out?” or, “How am I contributing” or, “How can I be valuable?” Right?

A leader has to shift that focus outward and say, “What does this other person want from this work? I know we need to accomplish goals. But what does this person want?”

So it has to become, “What do they want?” not, “What do I want?” You have to be willing to turn that focus off yourself . . . so you’re not in what I call a competency war with your team. You let your team take ownership . . . So that’s a big one, to adopt an outward focus.

Evan: If you had one tip to share with our audience, what would it be?

Scott: An area of leadership can be called moments that matter. Leadership happens when you are working through others, as we have discussed. But when does that happen?

Leadership happens in those moments of interaction between two or more people. And in that interaction, people get what they need, they get clarity, they get direction, they feel good about themselves, they feel good about the relationship with the leader.

But if in those moments people get things they don’t need, like confusion or doubt or if they question their status in your relationship with them, then then you’re really going to struggle as a leader. Leaders are telling people what to do. They’re saying, “Here’s how I would do it.” But often, leaders are giving people things they don’t need or want, so everyone ends up feeling bad about the relationship.

It’s often a simple moment where the boss was trying to be helpful or trying to do something right, but ended up doing something wrong. Leadership is really about mastering those small moments that matter.

Be Sure to Listen to the Complete Conversation Between Evan and Scott on Training Unleashed! 

A Free Offer for Members of the Training Unleashed Audience

Scott invites you to take part in JumpCoach’s Community Edition of the Leadership Accelerator Program – at no charge.

This program offers three lessons that will quickly build your leadership skills. We encourage you to take advantage of this offer from Scott and start your in-depth leadership program today.

About Our Guest Scott Drake and JumpCoach, His Company

JumpCoach was founded by technology executive and consultant Scott Drake. Scott’s journey into leadership was long, painful, and he made every mistake in the book. It took him 10 years to thrive as a leader and not feel like an imposter.

When he became a leader of leaders, he saw next-generation leaders making the same mistakes and having the same struggles. Selfishly, he couldn’t spend 10 years watching new leaders wreck his teams while they figured out how to lead, so he began searching for a faster way to teach leadership. That search turned into a five-year research project and the innovations that are now JumpCoach.

2022-06-07T20:07:14-04:00February 11, 2022|

Virtual reality to train your employees on a deeper level with Robin Rosenberg

 

In a recent episode of Training Unleashed, our host Evan Hackel talked with Robin about how she and her company, Live In Their World, have developed this practical new approach to leadership and employee development.

We know you will want to watch the podcast to absorb everything Robin says about her company’s unique approach to leading.

We are pleased to share with you these edited portions of their talk as Evan and Robin discuss a new, deeper way to train employees and unlock their full potential . . . 

Evan: My guest is Robin Rosenberg. She’s the CEO and founder of Live in Their World and she is a psychologist. Let me just start by asking about the name of your company. What does it mean?

Robin: The reason it’s called Live in Their World is because the domain “Walk In My Shoes” was not available! [laughs] Our program, in part, uses virtual reality. It allows people to literally walk in the shoes of people from different demographic groups.

Evan: Scenario-based training is an effective way to train. But you’re really taking that to the next level.

Robin: Correct. VR (virtual reality) is exquisitely good when it’s well done for what we call emotional learning, which is powerful and very different than cognitive learning.

Evan: I’m very intrigued with this. Does this training have to be done in your facility, or can it be done anywhere?

Robin: It can be done anywhere, because of the pandemic.

Evan: Is your training leader-led? Is it done on a learning management system?

Robin: It’s done on our platform. We also provide cognitive learning because emotional learning isn’t enough. I mean, it’s powerful and it’s really motivating. But what we want to do is really train habits.

Evan: So your primary curriculum is around diversity, acceptance and inclusion?

Robin: So you could call it that, although I think what we’re actually about is cultivating respect in the workplace.

Evan: What results do companies see after using your training?

Robin: Part of what they see is a subtle change in behavior.

Evan: Can you give us an example?

Robin: There is something that you probably haven’t ever experienced, but many women have, which is when a man comes over to your workstation, you’re sitting and he’s looking at something on your computer with you, but his crotch is in your face . . . unintentionally, unintentionally.

Evan: And men have a similar situation where a part of the woman’s anatomy is in their faces, which they don’t necessarily want to be looking at.

Robin: A great example. So quite a number of men who did the relevant part of our training have told me that it was a very powerful experience.

Evan: But it is really about being economically good for companies. Diversity of thought creates better products and better businesses. It attracts the right employees. I think the benefits are absolutely huge. And, you know, it’s interesting. Most people who are managers think that there are no issues of discrimination in their companies. There really are issues of course, but that’s not their reality. There are no issues in their minds.

Robin: We all have blind spots.

Evan: If you had one tip to share with our audience, what would that tip be?

Robin: Well, one tip would be to really treat  colleagues and customers and business partners with respect.

About Our Guest

Robin Rosenberg, Ph.D., is CEO and Founder of Live in Their World, a company that uses, in part, virtual reality to address issues of bias and incivility in the workplace and upskill all employees, as well as leaders in particular, for respectful engagement. She is a clinical psychologist, and prior to starting her company, she had executive coaching and psychotherapy practices, wrote college textbooks, and taught psychology classes at Harvard University and Lesley University.

Robin has been interested in virtual reality (VR) for years, and was the lead author of a study to investigate using “VR for good.” She has combined her interest in immersive technologies with her coaching and clinical experiences to foster in employees a deeper understanding of how and why other people may feel slighted or marginalized, and how to approach such interactions differently.

2022-02-03T17:11:10-05:00February 3, 2022|
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