Higher Up Podcast
A podcast that aims to empower individuals in various aspects of their lives, including business, church, school, and personal growth. The goal is to inspire listeners to make a positive impact on those around them, helping them reach their full potential and strive towards greatness. The show features practical tips, real-life stories, and insightful conversations with experts in their fields, all geared toward lifting others up and creating a world where everyone can thrive.
The hosts, Benji and Brady Wilson, are accomplished entrepreneurs in the business world. Their mission is to empower listeners in every aspect of their lives, from business to personal growth. They seek to inspire others to make a positive impact on the world by sharing their own life experiences and having conversations with other successful guests. Together, they explore living a Higher Up life!
Higher Up Podcast
Ep.031: When Change Becomes Chaos
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Change is constant in leadership, but when does it harm more than help? This episode examines balancing adaptation and avoiding overwhelming your team.
From Blockbuster’s resistance to pivoting when Netflix emerged, to the risks of moving too fast and causing burnout, we identify signs of "change fatigue.” You’ll learn how shifting priorities, poor follow-through, and lost trust can hinder progress.
We talk through strategies for pacing change, distinguish KPIs (forward-looking) from KPMs (backward-looking), and why leaders should act as “chief reminding officers” to keep teams focused.
Episode Introduction
Speaker 1all right. Well, fellas, we're back for another episode. We're ready to go.
Speaker 2Episode 31 we're just gonna say what? No, what number are we? We on, because we're getting up there now.
Speaker 3Almost getting to my age, which is 32.
Speaker 1Yeah, I see what you did there. I see what you did there. I can tell you it's the toughest thing to try and keep track of what episode we're on. When I'm trying to plan these out, I'm trying to remember because we've had. You know, technically it's like season three, but we like episode five, you know.
Speaker 2Anyways, thank, god for thank.
Speaker 1Thank god for notion hey, you know keep track of everything, so hey, we'll do it.
Speaker 3We'll do an episode about notion.
Speaker 1How about that? I would love to, because I feel like I'm gonna learn why y'all talk, because I still don't understand it.
Speaker 2I love you think the average off topic, do you think their average person can learn notion? You're asking me yeah, I mean can, can? Uh, yeah, do they have to have tech knowledge to know notion?
Speaker 1no, I think it's situational. I think it depends on what you're trying to do, because, like, I'm a big apple notes guy and I think it's very powerful, but I also use evernote yeah, but people are listening right now.
Speaker 3They're like I have no idea what notion is that's what? I'm about to say. It's like Evernote on steroids. That's basically what it is.
Speaker 2Yeah Well, some people like me. I actually Googled how to have a template, how to get a template from Notion, and it popped up this podcast template and I was like, oh, that's cool, I'll load that in there.
Speaker 1It costs like $30 or whatever I know, and you're trying to figure out how to stay organized. People sell templates, so you don't have to do it yourself. That's right, you can learn. It's a great. It's a great topic. I mean, look for me as a creator and you know a content or a creative director. I've got to have systems and processes, so I know projects, where we're at, when people submit them. So things like this is phenomenal. Yeah, I love it, benji. It helps me keep track of everything.
Speaker 2So but watch, watch this. It really helped change our trajectory.
Speaker 3Wow.
Speaker 1That was bad. Is that joke Brady's bad dad jokes that he gives us. You have a chance at the end of the episode to redeem yourself, brady, so please, as you're talking, think through that. I need you to redeem that that was bad Okay.
Speaker 1Well, we'll see what we can come up with. Well, let's get on track, then, because our listeners are like what podcast have I stumbled into? But no, so we're talking today about when has change too much, and this topic actually came up during our last two episodes. We did a two-parter on mid-year evaluations How's your team doing? Do you need to make changes?
Speaker 1We talked about how important it is to make changes, how important that maybe you don't need to make change, and I think, benji, you were sharing that you had some of our listeners that actually kind of were asking you about some of these things, which is where this episode came from. How do you know when change is too much? And to me, that's a valid question, because you know you've been too much and you may break what you've created. So how do you know when that is? So we're excited to kind of jump into that, you know. Just talk about what that means, what that looks like, and for you as listeners right now, if you did make those changes, am I going too far to the right, too far to the left, or how do I stay right in the middle?
Blockbuster's Failure to Change
Speaker 2Yeah, I mean we did. We had a couple people reach out when it's changed too much and I thought, like we always would, we'd start off with some kind of story of a company that may have tried change. If you haven't gone back and listened to the five coaching habits of an excellent, you've got halftime adjustments, one halftime adjustments to go back and listen to those three episodes, because those three kind of all tie together. Which is going to bring this, this change point, home. We talked about in halftime one. You know what changes should be made. We talked about in episode two of that halftime adjustments. When should you not make change? You know there are times that you don't really need to make adjustments, but there are some times you do. So everyone remembers the Blockbuster video company. Back in the day you used to have to go down to your local store, retail shop or whatever it's good times Good.
Speaker 3Friday night. Really good time, it really was. They even had popcorn in there.
Speaker 2I, I, you guys were probably like us. Obviously, brady and I grew up together. We would look forward to. We looked forward to the time when they started putting video games on the shelf. Oh yeah, rent the video game.
Speaker 1You know and you had to get every bit that you could, because you had to take that sucker back on monday. You did friday because you could make it to monday with it, but you knew you had to play that video game all weekend. And why was that?
Speaker 2Why'd? You have to take it back.
Speaker 1You should return it.
Speaker 2Yeah, I know, but I mean what happens if you didn't? Oh, then they're going to charge you a fee. They're going to charge you a fee.
Speaker 1So blockbuster? I'm in trouble there goes my allowance and I can't earn a game the next week.
Speaker 2And they're going, and next time you go in you're like this video, plus your late fees and you used to get fees for not rewinding.
Speaker 1Remember, please be kind rewind. Yeah, be kind rewind.
Speaker 2Be kind, rewind, we're going back in the day. But yeah, blockbuster Video. I mean, everyone looked forward to going Friday night renting a movie, renting a game or whatever, and coming back having it for the weekend. It was a big deal and, to your point, if you didn't take it back, you had late fees. So there was this little company back in the day called Netflix Little it was. Actually. Before it was Netflix, it was a DVD rental company. What they would do is they would ship you the DVDs to your house, so you didn't have to go to the store anymore. They would ship them to your house, in your mailbox, and then, when you were done, you would ship them back. And guess what? They said no late fees, right? So Netflix said hey, blockbuster, we want to buy you out.
Speaker 2And Blockbuster was like I don't know about this, we want to be a competitor of yours. So they got locked into the retail shop, people coming to their location or what have you? Netflix just said you know what we're going to do. We're going to do it even bigger and better. We're going to go the world of streaming. Because back then, apple yes, we're Apple fans, as you all know. I think it was 2003. They introduced the whole. We're going to eventually have a cloud service one day where you can stream you can do this, you can do that and Netflix is like late 2000s. They, netflix is like late 2000s. They go, hey, we're going to, we're going to go ahead and start trying to figure out how we can implement that now.
Speaker 2Well, look at Blockbuster. They didn't change, they didn't roll with the and there was, by the way, the value on that company was, I mean, extraordinary. It would have been. They could merge with them. It would have been a huge, huge, huge purchase, but they decided not to. And guess what happened? They went bankrupt.
Speaker 2So there are times, as Brady talked about, you need to make change. There are times you don't need to make change. But today, as leaders, how do we know when change is actually helping us grow and when it's eroding to trust and focus? Ok, we all agree. We talked about it again the last two episodes Change is necessary for survival. We all agree, we talked about it again the last two episodes change is necessary for survival.
Speaker 2But if you continue to constantly change all the time without clarity Brady, that's a big word in our organization right now Clarity can cause confusion, fatigue and disengagement, because if you're not clear and you don't give the expectations to your team of exactly what they should and shouldn't be doing or whatever, they get really confused. Right, and there's this whole well, am I doing it right? Well, it's not passing down through my company. No matter if you have a company of five employees, 50 employees, 500, 500, that doesn't matter, you still have to cast that down to your team. But here's the thing Excellent leaders provide a reliable foundation, even during the transitions. Reliability doesn't mean resisting the change. It means being consistent in your vision, values and, most importantly, we believe, communication.
Signs of Changing Too Much
Speaker 2So, when, what? What are a couple of signs that we're changing too much? Okay, there's this one thing called change fatigue, and then I'm going to open up to you guys to let's. Let's talk through it for a second. But team members get burnout, frustrated or apathy, right, they're like man, I'm just, I can't do this anymore. We call that change fatigue. So, adam Brady, is there an example that you can think of where maybe our team has felt this in the past, or even recently?
Speaker 3Oh yeah, I mean, I can think of not only our team but even other teams, because we've talked about it on the show before. But I'm in C12, and so I get the opportunity to get insight from other teams. To get insight from other teams, and we were on a call the other day. We do this thing called, or every month somebody gives a core business presentation, so we get to interview team members from other people's teams, and this actually came up the other day, and so one of the actually both teammates said that, you know, we talked about the shiny object syndrome. Yep, okay, well, man, this is a great idea, let's go do that today. You know that we talked about the shiny object syndrome. Yep, okay, well, man, this is a great idea, let's go do that today. You know, and, uh and so, and, and we as leaders, sometimes we get really passionate about that.
Speaker 3Well, what it does for the team is talking about change. Fatigue is. That was one thing that they were kind of frustrated about is they said well, man, three months ago this X was the goal, and so we were working toward X, and then, you know, just last week, the goal completely changed. So we don't know, like, where do we stand? What are we? We're always. Well, we're going here, and we're going here.
Speaker 3You know we're going to have to hire like a uh, like a virtual, uh, chiropractor or something, cause our, our next just doing, you know, just keeps going left and right, and so that that's what we, we as leaders, we like new things. I mean we, we like to to shake things up and uh, but I think a lot of times it does cause, um, I know, adam and I've had this conversation before and it's like hey, can we stick? Can we, can we decide on something and can we stick to it? You know, and um, and then you, you just run through it until it's just not working and then you can change it, you know, if it's really not working. But uh, like we talked about in one of the last episodes I can't remember if it was last episode or the one before that but, um, sometimes we, we want to change, not because it's broken, it's just because it's hard. And so let's don't, as leaders, let's stay the course and let's see it through. Yeah, I mean Be mindful of our teams.
Speaker 1Yep, yes, and as someone that's been an employee even somebody that is that like I'm not running an organization doing know, even somebody that is that like I'm not running an organization doing anything, but someone who is kind of following out what's being asked of me you start to set your goals right, Like you start to set your mind on things. One of the things we actually talked about yesterday we had our own little strategic plan yesterday for the church. We sat in on all staff. We actually had offsite. It was cool. We went to River Chase Country Club over here. It just spent half the day going through things.
Speaker 1And one of the things that we look at is when you develop your strategic plan, that's your goal for the year, and that was one of the things I told him. I said, look, everything we do this year should strive toward that goal. What is our strategic plan for this year? And if we're doing things that aren't moving toward that goal, then why are we doing them? That's right, man, that is so good, Adam, and that was something I had brought up with our pastor. I said we've got to set these goals and move toward them, Because then you're just wasting time, right, If it's not meeting the overall goal, you're wasting time.
Speaker 1So, as an employee, sometimes when you're changing too much, I may have based the you know, my year or what I'm trying to do or the processes I'm putting in place, not just with me as an employee, but if it's someone that I'm managing people, it looks like there's inconsistencies from me as a leader, because we're starting to change. Well, like you said, Brady I thought it was a great point you said, well, like a few months ago, this was like this, was it? You know, and I understand you're going to meet goals, right, Like you're going to. You're going to achieve those. So you need to put things in place. But those overall big things, your processes, if they're not broken, but you're changing them just because you find something else, it's going to hurt that and then I feel like you're not going to be moving toward that ultimate goal that you're looking for the year, yeah, Well, and I think one thing too, here is as human beings, it is hard for us to focus on multiple things.
Speaker 3Okay, Now, I know a lot of people when I was in this boat at some point in time and I was like you know what? I'm a great multitasker. Right, there is no such thing as multitasking. Okay, there might be microtasking, but there's no such thing as multitasking. So think about your situation. Let's say you're focused in on working on a project. I was talking to one of our teammates the other day, focused in on working on something. Working on a task, a project, whatnot? Working on something. Working on a task, a project, whatnot? And then you get a phone call and you're like do I, you know? And you take the call and then turns into a 30 minute conversation. Then you get done. What happens? We lost focus on what we were doing and now we have to refocus, and that takes a lot of effort. So that's what I think, where that change fatigue comes in is losing focus on what we decided we were going to do, just to go okay, chase something different.
Loss of Focus and Leadership Trust
Speaker 2Yeah Cause, how long does it take you to pick up and go now, where'd I stop there? I got to. So that's, that's the actually. The second one is loss of focus. You know, your goals and priorities shift so often that nothing gets executed. And you look up. You look up throughout the day and you go. Well, I was scheduled to do one, two, three, but man, I did seven, eight, nine. I never even touched one, two, three. So I totally understand what you're saying there.
Speaker 3Yeah, well, there's a. I can't remember who said this, we'll have to find it. But somebody said when everything's important nothing is Yep, yep. You know. So when we're not focused in on what we're trying to do, trying to accomplish the goal, the target, then it's like I don't know. I don't know what's important. You know, everything must be important, that's just.
Speaker 2That can't be the case I think go ahead, adam. Sorry, I didn't mean to.
Speaker 1No, I think that's great, because that also kind of puts you in a place to look at that change. Like, is your focus too, because you've got too many things you're getting put on. You, like do you have processes in place to say you know, that's one of the things we're working through now. We get a lot of requests. We have the ability to do things that we never could before at the church, and so our creative team fuels that pressure because we want to have a sense of excellence, right, like, hey, I've got somebody now that can help me do it better than I did. But I sense that a lot where you have that accessibility to come in and walk in the door and do that.
Speaker 1One of the things that we talked about yesterday when you're talking about change, is we need to move away from a mom and pop mentality to a large corporation mentality, and what I mean by that is mom and pop.
Speaker 1I could walk in your office, brady, and be like hey, brady, you got five minutes, I got to talk to you about something and do it, but we're not there and we've moved past that. I think, yes, in our beginning years, like with Team Wilson, yes, we could do that we could walk in your office and ask that, and I don't see it as a disrespect from you guys. I look at it as you got to be focused on what you do because we're running a larger, well-oiled machine. Now, if we need to have something to talk to you about, I need to look at your schedule and schedule time with you, um, so I can fit that and that's also a way to respect the person that you're trying to do as well, or trying to help so you don't lose focus. And it can be, because if I don't follow through and what I'm supposed to do, you're gonna lose trust in me. Be well, I can't ask Adam because he's not going to do it. So, and then and then they're just your team culture starts to deteriorate.
Speaker 2Yeah, you look up and I mean again going to the next one. You people start to distrust the leadership because you're constantly trying to change, change, change and they can't ever follow through, like we were just talking. They can't ever follow through with the task at hand because, hey, we need to shift over here, you need to shift over here, you need to shift over here. So they start losing trust in the leadership, which ultimately leads to potential high turnover because your employees, they feel like it's chaotic environment and they can't stay focused on it.
Speaker 3Yeah, I mean, a real example here is from us and I'll just pick on myself. But you know our team, as you guys know, I like to read, I like to listen, I like to learn, you know, and sometimes that gets magnified and gets kind of put on our team, and I guess it was about three or four months ago, they were like, brady, you read as much as you want to read, but like don't quit trying to implement the next newest book or the next newest strategy, because we're getting tired, like we haven't done the last thing that you've asked us to do. We haven't done or read the last book or implemented that thing. And so we as leaders have to be willing to learn. And it didn't stop me from doing those things, it just stopped me from maybe sharing until we've got the last thing that we try to implement. So just be cognizant of that, I think, as a leader.
Speaker 2We talked about a few episodes ago the five coaching habits of excellent leader. I thought we might recap that for a second, because these are leadership habits that can manage the pace of your change. Brady just talked about it without saying it this way Remember, the first one was explain expectations. So we got to be clear on why the change is happening and how it can align with what Adam mentioned the long term goal. Because if it doesn't fit in the long-term goal, you might have a couple sub points under there to help you get to the long-term goal. But why are we making this change but it's not aligning to the long-term goal, to the strategic target, to that point, very, very important to remember.
Communication and Team Involvement
Speaker 2Next, ask questions. Remember, like Brady just said, the team said you know well, you're giving us this next book or this next highlight or whatever. We've never, we haven't completed the one you just talk about. So keep your team involved because let them be an open forum to provide that positive feedback before we decide to roll out the new changes. Before we decide to roll out the new changes and, like Adam mentioned a few minutes ago, you know you're always going to have those quarter to quarter things you might accomplish that task and you're like, you know what. I've accomplished that one, but now I need to have a new task that helps me get to the strategic goal, get to the long term goal. So use them. Use them for that.
Speaker 1So you can develop a system for that. I mean, that's something, brady, that you're doing. Go ahead, you can develop a system for that. I mean that's something, brady, that you're doing Right now. You're going through. You created something called Coffee with a CEO.
Speaker 1Gives you a chance to say, hey guys, this is an open forum. You know, nobody other than the people in this room know what we're talking about. I want you to share with me what is working, what is not working. Okay, you say it's not working, but you need to provide an example why you know, you can't just say, oh, you know, we don't have system and processes. Well, that seems very broad. We need to narrow that down right, like you're. Like when you say that, what does that mean? So I think, giving someone to do that, involving the team and asking them those questions and having them be specific. We talked about that yesterday because we did exactly that. We put issues on the board and our pastor was like, hey, okay, great, these are great examples. We got communication, we got this, we got that. Communication's like this.
Speaker 2It's huge.
Speaker 1It's a broad spectrum. Do you mean, like, with our church members? Do you mean with our staff, our serve team or our dream team Sorry, that's what we call ours Do you mean just students, like what does that mean? So I think something where you sit down and start asking those questions like, all right, great, you think there's an issue, let's narrow that down and figure these things out. So now we can say, all right, this is your input, and then they're seeing if there is change involved. They're seeing change. What I feel like is from what the suggestion came.
Speaker 3Well, and I think that's a great point because you know us being a large, a large-ish organization one of the things that we have, we have a communication gap and really it's a.
Speaker 3It's a cascading communication gap, so what?
Speaker 3So one thing that the Coffee with the CEO does is we may put a change in at the top and say, okay, leaders, go implement this change all throughout the organization and then people get frustrated because it's like when you're in grade school and you do the whole gossip game up game, you know the person that that was told first and then by the time it makes it through 20 people, the, the, the uh, the content is different. Well, when I get to sit down with everybody, then you start to hear some of these concerns hey, what's not working? And I said, well, let me take you back to the why we decided to do that. And it's been amazing to say they said, man, if I would have heard it like that then I would have got on board with it. So those are some growing pains that we're going through in our organization is even changes that we made back in January. We're not changing something else up, but changes that we've made haven't really cascaded with clarity down to the people that really need to understand what that is.
Speaker 1Yeah, and I know, I know hope's not a good strategy. It is not a good strategy, it's not. But what I want to do is provide hope, like, look, we have a. Our team is nowhere near the size of the team that you guys have. We're 10 to 15, and we still experience that.
Speaker 1Oh yeah, and you that, and you would think, well, I mean, that's 10 to 15 people, we should easily be able to have that communication. But that's where I was saying like we've got to get out of the mom and pop mindset, like I'm just going to walk in Adam's office and say, hey, man, I need this video, can you knock it out? And I want to say, well, yes, but we consider ourselves small but mighty right, like we're. I mean, we have a very large amount of people on campus on Sundays and it's a lot of pressure, and so there's pressure from all different ministries in the church. That needs to get done.
Speaker 1So we need to find these projects, because we don't want to just be good at these projects, we want to be excellent. We want to set the standard. We've talked about that. Like, hey, we as a creative team want to be excellent. We want to set the standard. We've talked about that. Like, hey, we as a creative team want to be the standard. We feel like we spend our time looking at whatever churches are doing, looking at the bigger churches, your elevations, your Church of the Highlands, your Life Church. We want to get to where we don't do that anymore. We want to have our process. I mean, yes, you're going to look at that for encouragement, you're going to look at that for for ideas, but we want to be able to, to be the standard and do those things and and and. That's something that we experience, even as a small team, the same thing that you guys are experiencing on a larger scale.
Speaker 2Yeah, yeah it's, and you guys have mentioned it, you, we involve the team, get their ownership in the change, how it's going to be implemented, because, again, remember, not too much and measuring the results. I wanted to kind of park here a second because we've been talking about something in our leadership teams that I think could help other leadership teams. You know whether, tracking whether each change is actually delivering the value there's a big difference between KPI and KPM and I thought it'd be good for Brady to kind of share that, because people don't understand. You've got a metrics but you have an indicator. So, Brady, touch on that just a second.
KPIs vs KPMs: Proactive Leadership
Speaker 3Yeah, I think what we've realized here recently is that we have a lot of KPMs, we have a lot of data, but what are the indicators that are leading us to making the right decision? So I think we've talked about this a little bit before, but KPIs and KPMs are not the same thing. A KPI is a key performance indicator and a KPM is a key performance metric. So the way that you look at it is a KPI is the windshield and the KPM is a rearview mirror. So you've got to look at both. You've got to see where you've come from, where you've been, what you've been through, uh, all those types of things. But what are the like, the windshield and the dash? So, like, if the and it could be different. It's different for every organization. It's different for every department. You know.
Speaker 3The analogy I like to use is the three of us drive a different vehicle. Okay, so if, if we are driving down the road and our gas light comes on, all right, well, for each one of us, that means something different. For Adam, it may be. I got to pull over now because if I don't, then I'm going to run out of gas. You know, for me it could be. You know I got 60 miles left.
Speaker 3I can make it to home and church and back and do that twice or whatever the case may be, but it's an indicator, silly example, but an indicator of something that you need to take action on now, and so think about that in your business. And these indicators are if. I guess the thing about it is if you, if you get the indicators right and you act on the indicators, everything else takes care of itself. Yeah, you know, you'll be able to look at your metrics and say, oh, wow, you know what? Yeah, we, we had good revenues, we had good profits, we had good whatever the case may be, but we paid attention to the indicators, we made decisions on those indicators that we needed to make in the moment. Right and not, it's more of a practice of being proactive versus reactive. You know, being proactive and making those adjustments as you go.
Speaker 1So, yeah, yeah, I would always rather just I don't want to react to everything, because then I feel like I'm not, I'm not ready for it, I'm not planned. I want to be proactive and know how much is it going to cost me. What do I need to have, what should I do? What, where should I go? How should I plan? Like I always want to make sure that I'm proactive, that not reacting to a situation.
Speaker 2Yeah, always trying to be proactive, not reactive. So, and then, last but not least, just appreciate people recognize their efforts. So one to talk through as we wrap this episode up. You know a couple of leadership takeaways that you might could take home with you, pass along to your team. Uh, again, we're on YouTube so you can actually watch this with your team. It's a great, great tool, but um, anchor and vision, keeping the North star consistent so that your team has something to hold on to during the transitions.
Speaker 2Again, there there are going to when it's changed too much, it's all up to the business, it's all up to the leader. You have to be able to figure out what that looks like and pace it accordingly, because if you try it again, as we've been talking, make too much change. I love the analogy Brady used as a virtual chiropractor. You know they sometimes they're just they're, they're on their heads on a swivel and they're like man. Which way do I go? So make sure that you you introduce these shifts in manageable waves rather than just all at one time, because it can really cause issues.
Speaker 1Well, and just to kind of dive back to what you're saying, Brady, I love that because I go to a chiropractor. That's not your typical right, like most people see it on social media. I think you go in and they crack you up and down, right, I think I go to the same one we do. I go to the same one we do, we go. It's a very different process. It is very different, but I'm in there. What Five minutes, maybe 10 minutes If I'm, if I'm chatty with with, with the doctor that I, that I use.
Speaker 1But I even said something to Emily. I can't tell if it's working, is it? Do I feel it? Is it working? Do you hear it? Do you hear it? You do, you do? It's probably working. But I just have my yearly, so we're going through the email. And I told my doctor and I love him, he's great, he's a super nice guy, I love him and I said I told him, dr Marty, I mean, it's not. You know we're paying this monthly, we're doing it. Do I need to keep doing? And he made a point and I don't feel like he's doing it just to keep me there as a patient. He said, adam, you have to think You're maintaining? Have you had another injury like you had a year ago and I threw my back out, putting my pants on? Y'all? Like literally put my pants on. I mean, remember me walking around that office? How old are you again? I'm 41.
Speaker 1It was the day before. Yeah, but y'all remember like it was bad, but he's not wrong. And my point is I go in and when I tell you it's minor, like it's, I go in every two weeks maybe, and he makes an adjustment on my neck and he talks to me about how I'm feeling and I'll tell him like, hey, my shoulders bother me, I know that you know this. Hey, I'm feeling it, and where I threw my back out, you know. And he'll make a couple minor adjustments, but I still I haven't done it again and I feel healthy with it.
Speaker 1So I mean, you may not realize those small minute changes. You're not making ton, you're not making big ones. They may not seem apparent right now, but I feel like over time you're going to notice, hey, this is working. This is injury prevention. I haven't I've been able to go in and deadlift heavyweight again or I've been able to pick up my kids or something like that. So you talked about that so frequently, barry. It made me think more. I mean, that's what I'm just thinking, is it working? More, I mean these, that's what I'm just thinking Like, is it working?
Maintaining Rhythm and Final Takeaways
Speaker 3Yes, it is. I can't tell the moment, so so I would, I would. I would change one thing about that. Okay, no pun intended, change one thing about that. What they're doing is not changing anything. What they're doing is adjusting.
Speaker 1Yes.
Speaker 3Yes, okay. So they're, they're making adjustments, cause I go to the same doctors Precision Chiropractic shout out to them and Pellum, you know, but they're phenomenal, and they don't put you on the table and, like you know, crack everything that you got in your body. They have a little machine that says, oh, you got a little inflammation there, do we need to adjust that area? And then, oh, that area. And so they're using it as a key performance indicator to say, hey, that needs a little adjustment, adjustment, adjustment. And what I like in that too is and this is something we've been telling our team here recently is I think we as human beings work best when we are in rhythm. Yeah, okay, yeah. So think about a song that you listen to or somebody.
Speaker 3Maybe I was going to say at your church and something wasn't in rhythm, but I mean, I guess that could happen. But when something's off rhythm, then you know that it's off. It just feels weird, right? And so the reason you go to the chiropractor and make those adjustments is because you're putting your body in rhythm and you may not necessarily notice that there's anything going on. It's actually an indicator that you're healthy because there is nothing going on. And so what we've been encouraging our team is, whatever our goals, our strategic objectives, all those different things that we've set out for our team, we've got to beat the drum and we've got to stay in rhythm and keep communicating and keep saying the same things and making sure that we're cascading it down to our employees and doing it the same way every single time.
Speaker 3And we've talked about this on the show before, but every leader that's out there is the chief reminding officer. You should be a broken record. You should get some proverbial eye rolls when you keep saying the same things over and over and over again, because that's when you know that people have got it and it's sunk in is because it's like oh, there goes Adam again. You know he's talking about the. You know whatever the case may be, but you know that it's making root.
Speaker 2Yeah, and you just said it, brady. Communicate, often Repeat the why behind the change until it's clear and connected to the big picture. Beat the drum.
Speaker 1You know that's so good. We talked about yesterday about serving people serving, and culturally, we're at a place where everyone's busy. I mean, I feel like culture teaches us if you're not busy, you're doing something wrong, like, and so finding people to be all part of the serve team can can be tough, and one of the things we talked about was we need to do a better job in teaching why a life of servanthood is important and and that and and that's something and we felt like we do, but we need to be better at it, like explaining that, like, hey, why? Why is it important to do things for others and not expect anything in return? Why is it good to do that? So I, to me, that's just so important with anything that you're doing, because if they understand the why, they're going to keep doing it and they'll want to do it more too. Want to do it more.
Speaker 3I mean, I'll state the obvious. You know, captain, obvious, but Jesus said I came to serve, not to be served.
Speaker 2Yeah, that's exactly right, A hundred percent. So, yeah, and think about this. Remember not all change is worth making, but guard the values and behaviors that can make your business stronger. And I want to hone in on this as we wrap up, but let's recap this, the main point today Change is healthy when it drives growth, but harmful when it erodes trust, focus and stability.
Speaker 2Okay, Reflect back on this, listeners, Reflect on this. Am I leading my team? Now, this doesn't mean you have to be a business owner. For any listeners out there, it could be someone in leadership management, Maybe you're on the ground supervisor, whatever that may be. It could be just the role that you play on whatever team you're on. Am I helping lead my team through intentional change or accidental chaos? When I found this, it hit home with me. Am I leading my team through intentional change or accidental chaos? Keep the North Star the North Star moving in the right direction. If it doesn't drive back to the main goal, why are we doing it?
Speaker 2Listeners, we want to just thank you all for tuning in today. We want your feedback. If there's something, a story that you have out there, that you've navigated through change and we would love to share it on the show or be able to you know help. Just give you some pointers. Reach out to us at higher up podcast on any of our social platforms. Online the higher up podcastcom. Thank you guys so much for tuning in, as always, go out there and choose to live a higher up life. See you next time.
