[00:00:00] Speaker A: Bienvenidos a Leaders in Quebran Tables. Soy Jose Pereira. Yoy hablamos del vergadero LI Derasco Frente Lo mayoretos.
Esto es Leaders in cavern tables. Porno Media Television welcome to Leaders in Quebran Tables. This show we capture those leaders that rise above the challenges, take control and build organizations that last.
I'm your host, Jose Pereira. And today we have a very special guest whose journey embodies resilience, clarity and leadership strength.
His name is Douglas Wick. Doug Wick.
He is a business coach, a broadcaster and an executive with more than 40 years of experience helping organizations to grow and the founder of Positioning Systems and a certified e Myth and Gazelle coach.
He has guided over 250 companies to scale with purpose and discipline.
He is also a broadcaster and former station owner.
As a survivor of the acute myeloid leukemia and a journey that fuels his passion for helping leaders build businesses that give them freedom rather than stress.
So today we will begin with a challenge many viewers know too well.
When your business feels chaotic, unpredictable and like you're holding it all together with your bare hands. Doug, welcome to the show.
[00:01:52] Speaker B: Thank you, thank you. Honored and humbled to be here. Appreciate it. Thanks, Jose.
[00:01:57] Speaker A: So let's begin with this first segment.
Let's focus on what the leaders should do when everything feels scattered and overwhelming is how they bring order back into their business in their operation. And by the way, this is very common that when you're in a business sometimes you don't know how to handle the situation because the situation can overcome and sometimes can overwhelm you. So many leaders have to operate like they are firefighting all the time are firefighting so the business runs them rather than running the business.
It becomes blurred, its emotional spikes and the decision making becomes reactive instead of decision making always reacting through the cows. So let's begin to deep dive in this because this is really very common that happen in any business. So my first question to you, Doug, what is the first step a leader should take when everything feels scattered and overwhelming?
[00:03:06] Speaker B: Yeah, I think the, the first thing they need to do is to recognize that they're in stress mode.
Most people spend 75% of their lives in stress mode. And what stress does is it makes our body well, makes our brain myopic. We become selfish and self centered and it's the worst place for especially a leader to be in that situation once you can recognize that. And I, you know, I've been there, I, I had this vision for my business and then got stuck in the business, running the business at that point, if you can just simply slow down, get your mind in a place where you focus on your envisioned future rather than the present situation, the stress that you're feeling.
Because again, in stress we fail to see our vision and we just simply get into reaction mode. And you know, the course that I teach now, change your mind, create new results. Training teaches people how to get out of stress. And much of it is simply getting that big picture to, to look broadly at a situation rather than focusing on the issue or the selfishness the way we're feeling, which is stress, because stress causes us to just simply get out of balance. And once you get in creation mode, which, which most people should be taking time, I think every day, in my case, I meditate, that's, that's a really good way to do it. But just spending, you know, 30 minutes, 20 minutes, even, even a minute or two to just deep breathing, when you feel that stress occurring, it'll move you from being in that state of only focusing on the narrow focus and broadening your focus gets you to see the big picture and makes you not be alarmed or be upset with small things that really are upsetting you because you are stressed. You are focused on just all the things that are going on and instead move yourself back a little ways and get into a space where you can feel relaxed. Whether it's just deep breathing, whatever it is. There's a assessment I would recommend that leaders take. It's something the leadership circles, scaling leadership assessment. And it really looks at you on two scales.
In the scales, are you in reaction mode or are you proactive?
Or the other one is are you relational or are you task orientated? And the two areas that make you get into stress are when you react or when you're task orientated. And so if you can, you gotta. The biggest challenges a leader faces really is this idea that this, this is not about doing, it's about getting results through others. And so you've got to be focused on helping others rather than being very myopic and trying to control everything.
Allow your people to get things done and recognize that they're probably in stress a lot of times too. And, and just taking a few moments to relax every day, every week, you know, certainly every day to get out of that stress mode is the best thing you can do because that, that opens you up to start seeing your envisioned future. And when you focus on that, you're going to be much more creative.
[00:07:20] Speaker A: You mentioned several times some words that is selfish, self centered, and, and try to be focused. These are three things that really are very important because you know, a leader that really are self centered or selfish sometimes doesn't see their team like what it is a team.
So what you think about this, how a leader really have to connect with the people, how they have to connect more with their team because sometimes that team even can be like your family.
It can be part of that solution instead of being part of the problem. So what is your opinion on that?
[00:08:07] Speaker B: Well, I think in many cases a lot of businesses are families because the business owner gets their family involved because he knows he can rely on those people. And unfortunately then that can have real bad dynamics in a family. Because if you start to treat your, your family like employees and demanding, that can unfortunately ruin a good family situation.
Reiterate the question. So I'm specifically answering it. Jose, I'm sorry, I think I got.
[00:08:41] Speaker A: I was trying to, I was trying to mention you what, what would be a recommendation to a leader, how to treat their team and like if they were a family. But I always mention that when you're a leader, you spend more time with your employee than even with your family. You stay there 10, I don't know how much hours a day. And really you have to try to do the things more relatable and more fun at the end they're part of your team.
How you can make that happen. What would be your recommendation?
[00:09:14] Speaker B: Okay, again, I think the same thing is true when, when you, I think, you know, this happened to me. I had all these. When I was part owner of a radio station, I had this vision of what that radio station was going to be and how much better it was going to be from all the places I had worked.
You know, I'd worked at three or four different radio stations and at other businesses before I was able to become a part owner of a radio station. I had this vision of what it was going to look like. And when I got into the business, I got so consumed by doing the work, making sales, making sure the programming was right, you know, every hour of every day, even when I was home, I was watching TV and finding out who's on the advertising there and why were they advertising there versus us. I was always in stress mode, I would say, and I never really took the time to revisit my vision. And I think if somebody hasn't written down their vision, you know, couple of pages, whatever it is, to define specifically what is my business going to look like, what's our purpose in our business?
And you should look at that, if not every week, at least every two or three weeks.
And during that time just envision the business being that way.
And I when you do that, you're going to treat your people a lot, lot differently because you're relying on them to help you create that vision. Most of us don't even communicate our vision of what we want to our employees and how can they possibly be moving in the direction you want the business to look like.
And you're frustrated because it's not going there. But you've not even communicated that vision to your people.
So looking at that vision, holding that vision in your mind every morning at the end of the day and asking yourself how did we do that's critical, I think, to keep that creation mode and treat your employees with respect.
[00:11:30] Speaker A: Well, we're going to go to the next segment and we're going to try to talk a little bit about that because Doug has mentioned something has to be with the communication. What happens when you're a leader and your team is disaligned? So because you don't communicate properly and he mentioned it, you're not sharing your vision. Sometimes the employee doesn't know your vision. So how they can get back to alignment. In the next segment we're going to talk about this. Stay tuned. We're going to come back NOW.
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Welcome back to Leaders in Kebernon Tables. We are here with a leader expert, Doug Wick. And in this segment we're going to be talking about something that we left in the first segment. That is how you can make your team realign when they are lost.
What is the importance of the communication in all this process and as Doug mentioned, how you can transmit your vision. Take time to tell your employee what is your vision and that will make them be more aligned with your vision.
Even when everything looks fine, sometimes the people are moving in different directions.
Today we want to Explore how that alignment is very powerful when the talent, and especially when you're under pressure.
Viewers often experience frustration because their teams work hard, but not together.
There's misalignment, there are slow execution, heightened conflicts, and breakdowns in communication. This segment helps clarify these signs, the root cause, and the tools needed to rebuild unity.
So how can a leader tell when their team are misaligned? Let's talk a little bit about that disalignment and the tools that leaders have to use to realign their teams.
[00:14:46] Speaker B: You probably, I think just about everybody has heard the, what the urging to manage by walking around.
And I think a lot of times leaders stay in their own room.
They think they're, you know, they, they, they're so consumed with maybe all the charts and graphs and everything else that are going around. They, they fail to go out and, and actually spend time with their team on the front lines. If you can just simply do that, you'll see some of the irritations. You'll be able to watch the processes as they're, they're occurring. The customer complaints that possibly are occurring. But most of all just communicating with the employees, you will discover, are they irritated? Are they not?
It also just generates such goodwill to just be in the front lines showing your concern and your interest in what they're doing, what problems they're facing, and that that can happen even when things are going smoothly, that you find out things that you can do to help them do their jobs better. If, if a CEO had one job, it would be, how can I make everybody's job easier? What tools can I provide? What advice can I provide? What feedback can I provide? What processes do we need to change because they're not solving your employees problems. If, if people would only understand that happy employees mean happy customers. And one of those things being staying in tune with them by being on the front lines and communicating with them on a regular basis, I, I think they find they are very much more aware of what's going on.
Can I share a story?
[00:16:49] Speaker A: Yeah, yeah, I'm gonna share one too. After you. Because you're talking and reminding a very good story about that.
[00:16:57] Speaker B: When I was in radio, I got, I read a book by Joe Sugarman. It was called Six Success Forces. And one of his success forces was to clean your desk every day at the end of the day. I had a requirement in my radio station that was you could only have your phone and two other items on your desk at the end of the day.
And literally I, I'm almost always was the last one out or the last, the first one in, in the morning. And then I would walk around and see whose desk was dirty, you know, who didn't follow the rule, so to speak. Everybody in the, in the radio station knew that was the, the rule.
And what would happen then when I, when, when I'd find somebody, when they came in, I would come up and start talking to them. I. And the first thing I would say is, hey, is, Is everything all right, Jose?
And sure enough, you know what they would start doing? They'd start telling me about their lousy day or their problems with their family or whatever was going on. And I would just listen and let them vent and get it all out. And then just before I would leave, I would say, oh, Jose, I noticed last night your desk wasn't clean. Can you keep that in mind and take care of it? And they didn't, they wouldn't even know that that's why I had come up to them. But that was the reason I'd come up to him, is because their desk was. And it, it was a signal to tell me something is going on. Because they knew that rule. That's kind of an army rule if you, you know, quarters off the bed, the floor, that. And that's the reason they have it. It's just if they know they're not following that rule, there's other problems that are more serious underneath.
[00:18:45] Speaker A: So, you know, when you were mentioning about walking around, Let me tell you this story, because this is so true what you're saying. You know, when I begin my career, I did more than 30 years in the oil and gas, and I studied in the Venezuelan oil and gas when it was the big oil and gas company. So I remember I had a boss that he was the CEO of the company. And by that time I was in the finance department, I was the finance manager. And I arrived very. I'm talking about maybe 1991, something like that. So I remember I arrived to my desk 6am in the morning, very early in the morning.
And when I arrived, this guy was earlier than me, but he was walking around all the building. And he always came to talk with me. And, you know, I got so used to talk with this guy in the morning.
So the time passed. And I remember that when I came here to the US and I became the CEO of the company, I became the CEO of Cigo Petroleum.
And I remember that when I was appointed as the CEO, the first thing I began to do was walking around.
I came early in the morning and began to walk. We have a Building here in Eldridge Parkway here in Houston. It's like a five floor big building. And I begin to walk around, walk around and talk with the people. And I remember that one day we were having a big meeting with a construction company that was going to revamp a refinery. And the guy that came was this boss that he got retired and now he's working with this company. And I remember I told him his name is Victor. Victor. I told him the story, how I learned through him the importance of walking around because you can talk with the people so you can learn their story, that people want to tell their story, talk about their families, talking about their problem. And that grades makes a great connection from the human side so very well. It's so true. A good leader has to have that type of connection with their employees.
[00:21:02] Speaker B: Exactly right.
[00:21:04] Speaker A: How this can help to realign because we're talking about realigning the group. What happened with your team as a leader?
You see that you, that people are disaligned and you mention it, they even don't know what is your vision, what will be your recommendations?
[00:21:23] Speaker B: Well, to make sure I think what most people think, they think everybody knows the mission or they think they know the vision. And what you realize as a, as a owner about the time you're getting sick of telling them what that vision is or what your mission is or what your core values are, that's about the time they're first getting it. They don't, they don't have the same, you know, they're, they're focused on their work. You have to repeat it and repeat it and repeat it and figure out a way to make that, those core values alive. A lot of customers I work with, they have, if not weekly, monthly, they give awards for their core values to make sure they stay alive and they stay in front of the people. So people are being rewarded for it. People will do a lot of things if they're just rewarded for it. And all you really need to do is share stories of people that did something that move the, move the company toward the vision and that reinforces the vision that you're, you're providing. So again, in, in my coaching, Scaling Up Metronomics, we do, you know, weekly meetings, monthly meetings, quarterly meetings, annual meetings. And those meetings are really intended to keep people on track with what's our priority this quarter?
What's our priority this year? What are the measurements that we're keeping to tell us that we're on track with those objectives that we've created for the, for the quarter? And then we also are doing things like customer employee data. So we're getting information about our customers, about our employees, what's going on in their lives. And, and then the other thing of course is when we have a meeting that sets direction, we then go back and tell the people as well in their weekly meetings or when we have a meeting, oftentimes monthly and quarterly. And we bring everybody together and tell them, hey, remember, this is where we're going this year. This is where we're going this quarter.
[00:23:43] Speaker A: Okay? You talk about your coaching, Doug, how the people can find you, where they can find you, your webpage, etc. Talk a little bit about that in the last minute. We have.
[00:23:55] Speaker B: Yeah, my, my best place to reach me is on my, my blog. It's strategic discipline positioningsystems.com you'll see a whole bunch of stories. You can go down the left right hand column and find a lot of different topics that I cover. That's the best place to get in touch with me. They can call me at 319393, 2565 or send me an email dwickositioningsystems.com okay.
[00:24:23] Speaker A: In the next segment we're going to be continue talking about. I always like to talk about the personal side of the person. And you have been talking about your former radio station. Let's talk a little bit about that. And what is your next move? So let's go in the next segment with Doug.
Stay tuned. Continue watching this.
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Welcome back to Lideres in Kebern Tablets. This show we try to always put a personal touch because we are people. And Doug mentioned something very important is the storytelling part of a good leader is that can share their vision but through the storytelling tell their employee why they have that vision, what made them do what they are doing today that will make a connection with their employee. So in this section, Doug, I want to talk to you because you have been talking about your radio station. Tell me a little bit about how you started that radio station, what motivated to do it, why you don't have it right now but now you're here as a hosting and and now Media tv. So you really want to keep connected with the media. Tell me a little bit about your radio station.
[00:26:10] Speaker B: Yeah, you know, the radio station was one of those things that it'd be a really long story, but I got into radio because believe it or not, I took a speech class and I was a Basketball player at the time and my speech instructor, one of the best instructors, teachers I had, said, doug, you're not going to be able to play basketball forever. Maybe you ought to think about broadcasting. Maybe you could do play by play and so forth. And I hate. The only reason I took the course speech was because I. I hated speaking in front of people at the time. And, you know, I was just out of high school and.
And so that's how I got. I moved into the broadcast field. And I love to learn.
Once I got into radio and started selling and learning how to sell from my second job in radio, the sales manager I had there was just a very good person to help me learn how to sell and what was effective for selling radio. And it just kind of blossomed for there from there that I. I love music. I've always loved music. And when. When I moved to see Wausau, Wisconsin, there was an opportunity for a radio station that my engineer had explored when I was working there. And he found. We found some people that could, you know, gained a license at that. Back then it was, you know, if a female applied for a license, they were more likely to get it. Minorities as well, were more likely to get a radio station. This was back in 1990, 91.
And I just. I had this vision that I could run a radio station better, get people, you know, more involved, do a better job with sales and so forth, and had be done, had been done before, and it just fueled my desire to do that.
[00:28:19] Speaker A: So how long you stayed with the radio station?
[00:28:23] Speaker B: I was. I owned the radio station just for a little. I think it was almost just five years.
And it was about the time when the FCC was expanding how many radio stations you could own, because you could only own seven at one time.
And.
And so it was getting very, very competitive. We got an offer from somebody in the city that I was in that owned multiple radio stations, and my partners felt I. I preferred to stay with it. But when I look at it back now, it was probably the right decision because, you know, we. In five years, we sold it for three times my. The investment I made. So I did very well with it, and it was a. It was a really great learning experience.
[00:29:08] Speaker A: Is still the radio station in place or it's close?
[00:29:13] Speaker B: It's still there. But they changed the call letters.
[00:29:15] Speaker A: And what type of music did you play in your radio station? What type of music?
[00:29:19] Speaker B: It was oldies. Oldies.
[00:29:22] Speaker A: Oh, wow. Wow.
[00:29:23] Speaker B: 50S, 60s, 60s, 70s.
[00:29:25] Speaker A: Oh, great.
[00:29:26] Speaker B: And. And that I didn't want to do that because it made me Feel old. But it was the right, it was definitely the right format in that.
[00:29:34] Speaker A: Wow, wow, wow. Great. That's great. You know, when, when you mention about your radio station, I see your smile. So you really enjoyed that, that period of your time. Because I believe that that has to do with when we want to continue talking. That is your why, your purpose. So many leaders, they feel disconnected because they don't find their why. And this is something that I, in my coaching, I always tell the people, you have to identify what is your why, what is what really move you. I remember Doug, and maybe you don't know me too much, but I was a former international hostage. So I stayed hostage after being the CEO of the company, I flew to Venezuela and I became a hostage of the Maduro regime. This guy. I was a five year hostage of the president of Venezuela. I became a political prisoner.
Yes, I stayed five years. Five years. Five years.
And during my captivity, I had the opportunity, like in the third year to read a book called Men in A Search of a Meaning of Viktor Frankl.
And when I had the opportunity to read that book, by the way, when I came back, I got that interview by Anderson Cooper because he's a big fan of that book and he heard me talking about it and he interviewed me in his show in cnn. Well, I remember that the first time I read that book and I read how he did the analysis, why the people survived in the concentration camp was because they find that they had a purpose, they had a why, they had to survive. And that's what happened to me. I needed to come back to my family. So many leaders don't know their why and that's why some business fail. So tell me a little bit about what you think about this.
[00:31:32] Speaker B: Well, I think, in fact, my first, after I, you know, got out of radio, my first coaching was in Michael Gerber's the E. Myth Revisited. And that was the very first segment we did with all the small business owners that we worked with. We asked them to discover their primary aim, which is your, your purpose in life. And I can remember that was probably the most, I love doing that with clients so much because it was so, you know, it was personal and it, it was so inspirational. And in fact, you know, I did it, I did my, my own. And it's funny you mentioned you, you doing that when you were a hostage.
When I, when I got cancer in 2012, Jose, one of the things I did when I was in the hospital, I was in the hospital for seven months. But one of the things I did was I re looked at my primary aim and I said to myself, I'm not living this. Why am I not living this? And I rewrote it and made it shorter and more meaningful to me.
And that's what I did. One of the first things that I did when I was in the hospital and you know, that and the book that I read by Joe Dispenza, that's the current coaching I'm doing now, you know, was the book Breaking the Habit of Being Yourself.
All of that, that drive, that purpose, my reason for being, I think had a lot to do with why I'm still here. I had less than a 2% chance of survival when I, when I got cancer in February of 2012.
And I don't believe I'd be here if it wasn't for having the purpose and then doing the meditations and the work that I did with meditating through Dr. Joe Dispenza's breaking the Habit of Being Yourself.
[00:33:29] Speaker A: I believe that for some reason God always put you in some proof because I went to a situation, but you went to also to a situation, different situation, but the results are the same. That you have the opportunity to revisit everything and revisit what you're doing. And this has to do with something that is really, for me is part of the most important part in a human being that is the faith. When you really have faith.
Because when you have faith, you can go and seek for your. Why? What is your belief about? Because you have to be a man of faith to be here and being survived. Tell me a little bit about that.
[00:34:13] Speaker B: Well, you know, I think my belief, and I think I hear you echoing it, is I don't believe God brings anything into our life.
He loves us more than we love ourselves. And I think, you know, reading that book Breaking the Habit of Being yourself, I remember Dr. Joe saying that, that God loves us or the universe loves us more than we love ourselves. When I realized that, I realized this, this wouldn't have happened to me and I took responsibility for it, but this wouldn't have happened to me unless God had a purpose for it, unless God wanted me to learn something from it. And so that's. When you look at anything that happens in your life, that there's a reason for it. And the reason is good. What you. All you have to do is look for the good.
When you, when you discover that good, that gives you a reason to continue. And I do believe very, very. I've got a very, very strong faith and belief that God loves us. And we're here for a purpose. And it's our job to discover what that purpose is and to do good with whatever God gives us. Because he's only trying to make us better. And, and to, to live better lives. Otherwise he wouldn't have done that, done anything that we might consider bad. It's, instead of going, oh, my God, this happened. It's, where's the good in this, Father?
That's what we should ask when something happens to us.
[00:35:49] Speaker A: And this is, that's great, your reflection. Because this is a great reflection for the leaders that are hearing this.
Sometimes you see the things in the negative way, but maybe God is putting you in that testing because he wants you to find your real purpose.
So this is very, very important that the people have that. I call it the revelation, the revelation of why things are happening to you.
So for me, that is the key of everything. When you really find that, you will find that that is part of your purpose in your life. Very, very. By the way, you're talking about Joe Dispenza. And for me, the neuroscience and the quantum physics today has only confirmed what the Bible told thousands of years ago. You know that. You know that neuroscience has confirmed that the observer can change what is observed. And that is the faith.
That is exactly what is the faith, because you are changing your reality. So in the next segment, let's talk about how we can put all this in the equation and how that leader can be a better leader. Because sometimes leaders have to take tough decisions. They are challenging, they are demanding, they are changing. Let's talk about this in the next segment.
Stay tuned and stay there.
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Welcome back to Leaders in Caber and Tables. In this final segment with Doug. That has been a wonderful conversation, by the way. We want to address a universal leadership struggle, how you can manage people that are resistant to the change.
But I don't want to leave open what we were talking in the last segment because talking about faith, talking about finding the purpose, we have been talking about how you can transmit your vision, how can get connected with the people we did about the technique of the walking around.
So there are many things that can help you in your leadership journey. But even though sometimes there are employees that receive to the changes and one of the key instrument, the key trail a leader has to have is the ability to be adaptive because the changes will always be there. So a leader has to be adaptive, but not only the leader has to be adaptive, they have to make their team to be adaptable. And in the situation that today world, if a leader is not adaptable and the team is not adaptable, that business is done.
So how you can manage when people resist to the change, what would be your recommendation, Doug?
[00:40:04] Speaker B: Well, I think if they're resisting change, one would need to find out. It's funny, we talked about the primary aim and purpose in our earlier segment.
Oftentimes that's a really good thing to do with your employees as well. Get them to in fact mentor them and ask them that, that question. And maybe that eliminates some of these things. But I think if you're not getting your employees, if they're resisting change, possibly you didn't start with getting their input in the first place.
If you're, if you're declaring here's what we're going to do and you're not asking them because they're going to, they got to participate in it, otherwise they're not going to be resisting it obviously. But if you can get their feedback and let them know, be honest with them and tell them this is what we're going, this is what I'm planning to do, this is why we're doing it. And what's your feedback? What, what obstacles do you see? What challenges do you see with this change that I'm recommending?
Too many times we go in with the idea that we know what's best.
But I know and you know is a, the people on the front lines, they know the what's best and we don't consult them at all. And then we wonder why aren't they, why don't they want to change? Well, they weren't consulted their val the value of what they know from being on the front lines or being in the position where the change is going to have to come from wasn't valued in the first place. And so if they can just start there, not with demanding or, or just directing, here's what we're going to do.
Let's get Their input. And I'll bet any money that maybe it could be something small, could be something huge, but by getting them involved, you're going to create a better change overall and perhaps in some cases not need to change at all or not. You know, maybe it's something they can change very easily. And that dramatic change that you need, you felt you needed won't be involved. So get their input, get their feedback, feel valuable in a part of the change.
[00:42:23] Speaker A: You know, you have been mentioning about that being in the front line.
And when you talk about being in the front line, I always remember Braveheart. You remember the movie Braveheart?
That is what this guy did. He was in the battlefield, but he was in the front line.
So this is something that real leader has to do. You have been mentioning several topics, but beside the communication is being honest.
It's an honest communication.
And another thing that I believe that a leader has to have is being vulnerable, knowing that they don't know everything, that they need help, that they need their advice of their employees. When the people see themselves that they are really taking into consideration, there's. When the mindset changes. Go ahead.
[00:43:21] Speaker B: I've got a leader that I failed to get results from for him or he's failed to get results.
And one of the biggest reasons is he refuses to be vulnerable.
He himself can never admit that he's. I don't know, he may admit that he's wrong, but he'll never share anything about what's going on personally or where he messed up in terms of doing things.
And I think leaders who are unable to be vulnerable don't understand their pride is too big.
When in fact, when you share your vulnerability with your employees, all of a sudden you become human. You're not, you know, they grow in respect for you. And I don't, I think too many leaders think I got to be right all the time, I got to know it all. And that's not, that's not the way it is, at least in the situations, in most situations in businesses today. Because no, there, you know, there's so much shared media. There's so much, what?
You know, transparency that if you aren't transparent with your employees, you can't build a trust, a trusting organization.
And that's where it needs to start, is with the leader.
[00:44:49] Speaker A: Because sometimes the people, when they feel that they can be vulnerable, they feel they can be weak. And that is really a mistake because when you're vulnerable. You said it very well. You're being transparent. You're going to be honest and you're going to be more trustful because the people will see that you're a human being.
I'm going to say something here, Doug, that is part of my experience.
When I went through this situation being a hostage, I was with the political prisoners in Venezuela. We were like 500 people in a political prison. So we were not normal prisoners. We were high stake political prisoners. I'm talking about journalists, I'm talking about politicians, I'm talking about militaries, high ranking militaries. A lot of people that I used to see them in the TV were now in the same place that I was. But you know what connected us that we were vulnerable. We were human beings. We were normal people.
And I told to them, you know, I always saw you in the tv. Now we were there in the same normal people. Everybody bleeds, you know. So this is something that when a leader understand that he is a human being, he has his own fears, his own challenges, his own life.
So when you try to be more open, your employees really will see you in a better way. It can make up more connections. What do you think about this?
[00:46:27] Speaker B: I think the biggest thing is they'll trust you. They'll trust and good Lord, trust is so critical. I mean it's the foundation for building a business. If you can get your employees to trust you, they're, they'll, they'll, they'll do anything for you. You know, I think that's, they're going.
[00:46:47] Speaker A: To do the extra mile.
[00:46:49] Speaker B: That's right.
I'll go back to the idea that if your employees are happy, your customers are going to be happy.
[00:46:59] Speaker A: Yeah.
[00:47:00] Speaker B: If your employees are unhappy, your customers are going to be unhappy. And it the two go hand in hand. But most people don't get that. I don't know why they don't understand that.
[00:47:10] Speaker A: Yeah, yeah, yeah.
[00:47:12] Speaker B: Well, Jose, the hardest person to the person that will not be vulnerable, we're probably not going to be able to change no matter how much we do because there, there's something they don't trust in themselves or they lack confidence that it's okay to be vulnerable.
[00:47:32] Speaker A: Yeah. Yeah. Well, there has been a wonderful conversation, Doug. We're coming to the end. Unfortunately. It was a really, really great conversation where the people can find you.
Give me again your webpage.
[00:47:45] Speaker B: Yeah. Again, strategic discipline.positioningsystems.com blog is, is my, the best place to find a lot of the things we talked about here.
You can reach me at
[email protected] or you can call me at 319-3932, 5, 6, 5.
Thank you again.
Very enjoyable.
[00:48:11] Speaker A: Jose, this was a great conversation. Great conversation. So thank you for being here in this show. To our viewers from remember that the leadership is a daily commitment and the strength you need is build one decision at a time, stay focused, keep growing, and continue becoming the leader your business needs.
Thank you for joining us on Leaders in Quebran Tables. We'll see you next time.
It was a wonderful conversation.
