Soft Skills, Big Impact: Leadership Lessons from the Wiz feat. Tajiri Brackens

What does it take to build a workplace people actually want to be part of? Dr. Tajiri Brackens - aka the Workplace Wizard - joins us to unpack the underrated power of soft skills, intentional energy, and relationship-driven leadership. From decades of experience across industries (and a surprisingly brilliant take on The Wiz), Tajiri shares how simplicity, storytelling, and self-awareness can drive real results inside organizations.

Key Takeaways:

→ Why relationships, not just results, are the secret to retention and performance
 → How to identify personality styles using candy (yes, candy!) to manage teams better
 → What it means to be an energy giver and how to spot when you're not

Key Moments

00:00 Introduction and Welcome
00:42 The Origin Story
01:21 The Power of Relationships in the Workplace
06:17 The Workplace Wizard Concept
07:49 Simplifying Leadership and Training
10:41 Challenges in Organizational Change
15:37 Energy Management and Team Dynamics
19:11 Candy and Personality Types
22:31 Influential People and Resources
25:31 Conclusion and How to Connect

It's time to say "goodbye" to the Sunday Scaries.

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Transcript

0:00

Hey everyone. Welcome back to taking back Monday. I am so excited that you decided to say goodbye to the Sunday scaries and hello to a new future of work, and I'm even more excited to introduce you to my new friend, Dr. Jeri. Welcome. Welcome to the show. Thank you. Thank you. Truly is an honor. I am. So excited to dive into this conversation, um, and just be able to impact and, and give some nuggets to your listeners, to your viewers, and just make this thing, make this thing happen so that they can have the necessary tools that they need in order to progress in the workplace. I can already tell from our, from our pre-conversation back and forth that this is gonna be a really great conversation. So everyone's really, really in for a treat. Um, long time listeners will know. One of my favorite questions to open the show with is about your origin story. So tell me like, how did you, how did you get to this moment? What forged you into the leader that you are? Wow. Well, I hope you guys have your tea, your coffee, whatever it is that your beverage of choice.'cause we are about to get into it. So how, um, as, as you see my tag name, workplace Wizard, how that came about, um. Wow. There are several different pieces that go along to it, but I'm going to give you the Cliff Notes version of, of how the Workplace Wizard came about. Um, I was a part of an MLM, um, for about 33 years and looking at different, uh, teams and how well some work that we're doing exceptionally well, killing the game, exceeding the goals, just. Super duper, super duper, super duper powerful versus those that were mediocre, just barely getting by. And I was like, okay, there's something to this. What is it that those teams that are killing the game doing versus those that are not? And what I realized is that it was the relationships that they had amongst the team. Um, soft skills. I'm, I'm. I'm keen and huge on soft skills. So it was the relationships that they had built amongst them. Um, and when you have that camaraderie, it's amazing how many mountains you can go over, how many valleys you can get through, how many rivers you can go over. When you have that cohesiveness, um, with, with your team members. So that was one place where I looked at it and because the skills that I learned there were transferable once I worked for a major airline, um, which is no longer in business. Um, let you know how long ago it is. The name of the airline was Continental, so let you know, it's a long, long, long time ago. Um, I worked in accounts payable department and I, again, as I said, I took those. Skills over to, uh, continental because they were transferable and working in the accounts payable department with reconciling the um. The credit card statements, you know, sometimes things don't always come across as we'd like for them to, um, electronically. They're not very clear or something is missing. You know, something wasn't keeping me hindering me from being able to complete that particular audit. So. Um, because of the relationships that I built with the cardholders, um, casual small talk conversation. Like, Hey, you said that you guys were going outta town this weekend. How was the trip? Um, you know, I'm not getting into, oh Lord, what was the divorce decree and what was the drama that was behind it? I'm not getting that deep into, into their lives, but just the small talk and, um, you know, whenever I would see them pass by. That conversation would begin, whether it be passing by my desk, passing by in the hallways or what have you. So once they saw my name, whether it be through email or through the caller id, one, they knew why I was calling, um, because I was needing something, something was amiss. And when they saw my name, one that either. Replied immediately to the email or in ati timely manner, or they, um, gave me what I needed in short, in, in a timely manner. And it was because of that relationship that I had built with them. And it was like, you know what? There's something to this about the power of relationships and if I can put this in, um. A different probably perspective for you or something to think about. So let's say that you have someone that's in your work environment that comes and asks you for a favor. Um, even if you've got a gazillion different things on your plate, you have a platter that is completely full, but because of the person that asks you for it, you'll figure out how to get it done. Just because of that relationship that you have with them versus someone that does that you don't really have a relationship with and they ask you something, then you'll do it because of your character. But the zeal will be gone. You won't have it. Um, but you will get it done again because of your character. So that ties into, again, the relationships that you have with people and how people are receptive to you and how you're receptive to them. So it's all. And the relationships for me and your soft skills and your empathy and your compassion, um, I mean, just all of that just ties into the growth and the strength of teams and from the teams that leads to the bottom line, the longevity of the teams, um, the longevity of the people that stay within your organization. Because when it's all said and done, the bottom line. Is, is productivity and, and the monies that the company gets to make. So if you're able to keep what you already have and nurture that versus the turnover of having to reinvest in somebody with the training and, and what have you, if you're able to do that from jump, then you don't have to worry about that line item. It's already taken care of for you. So it's kind of like dating. You do what you did to get them to keep them. You don't just get them and throw them by the wayside. You still have to continue to nurture that relationship. So that's how the Workplace Wizard came, um, about, and I firmly believe I. A little bit more caveat to that. Uh, firmly believe in teaching things simply so that it's not a hard, difficult concept or conversation to have. And I used childhood stories, so as a kid, um, the Wiz was my favorite story. Of course, it was a take on the Wizard of Oz, and I began to look at it now through my adult mature li eyes that, um, the leadership. Skills that Dorothy had to, um, implement in order for her team, the Scarecrow, the lion, and the tin man that come from different pedigrees, different backgrounds, but they all have to work together in order to get to the goal of seeing. Seeing the Wiz. So that's where all of that came about, and I just, um, it, it, it, it stuck. The tag stuck the Workplace Wizard. So that's what I do in helping organizations create a culture where people wanna stay and not silently resign. Or resign all together. Um, I'm sure some of us have been in the place where we've just done enough to keep from getting fired or we've seen somebody that does just enough to keep from getting fired. So I help change that organizational culture.'cause when it's all said and done, because people don't always leave because of the money, it's because of the environment and the leadership. So let's change that so that you don't have people going through that revolving door. I like that you talked about putting things in simple terms, right? Because I think sometimes we as leaders get into this trap of, I have to appear smart and well-read and thoughtful. So I'm gonna present things so that you think I'm smart and well-read and thoughtful. And in reality, you're just making the people around you feel like alienated. Like alienated, like nobody wants to feel stupid. And we do this, um, I have this conversation with people who work in sales with their customers. Like if your customers. Feel stupid or like they're not getting it, then they're not gonna buy. If it's too complex that they can't understand what they're buying, then they're not going to buy your thing. And it doesn't make you look better. It just makes you look like a jerk. Like Absolutely. You don't ab Absolutely. Absolutely. Absolutely. Absolutely. So that's that, that's me. Um, I mean, think about how many times that we in corporate America have gone through some type of training, um, a lunch and learn or what have you, and most of the times it's. Just to check it off of the to-do list. Mm-hmm. And once you leave that, those four walls, that environment or what have you, then whatever it was that they were training, unless you're really in tune to it, you're gonna forget it. You are not going to do anything with it. So that's part of where the simplicity comes from, because if you're gonna go to training and the time is going to be spent in training and the money is going to be spent in training, let's do something with what it is that we have learned. So in the. Ification, a simplicity of it. Um, then now it's palatable. You can remember it, and then it becomes executable. So once you leave out of my environment, I'm giving you some tangible things that you can go and use and execute. Immediately, or if it's something that may not be immediately, you've got it in your, in your arsenal. So when it's time to shoot, you've got what you need. So that's, that's me. That's how I think I'm a little bit different as far as visionary. Um, I'm, I'm, I'm outside of the box. I'm not structured within the box. But like, it's all rooted in science, right? There's a whole bunch of science to, to back up exactly what you're talking about. Like the idea that people consume and change their habits in small micro doses, right? Mm-hmm. We don't make wholesale change as much as I would love to overnight on January 1st, I eat right. I go to the gym, I get enough sleep, I drink enough water, I, I give up alcohol for dry January. Those things don't happen. All in one fell swoop. And every time I've tried it, 'cause believe me, we've all tried that. Um, we fail, we fail immediately because we're not looking at it as a bite, bite-size, single step, you know, to, to throw back to the wiz a a walk down the yellow brick road. Right? Right. We're trying to conquer that whole road all at once instead of all at one time. Brick by brick. Mm-hmm. Right? Mm-hmm. So. When you're thinking about the clients that you've worked with before, the people that you've, you've, you know, done your trainings or you've worked with them in some kind of consulting role, are there any like red flags where you're like, oh, this is not gonna work. We are not gonna make this happen because of this particular thing that's going on. Oh wow. Um, that's a simple, yet loaded question. Um, because just like people, there are different personalities, um, within the organization, which goes to the culture. Um, there are different things that live within it, but probably the simplest thing, um. Here. I go back to simplicity. Uh, what stands out is the willingness not to want to learn, not to want to get different perspectives stuck in a way of. We've always done it this way, so why do I need to change? Um, or being resistant to the change Because you don't immediately get it or immediately understand. I mean, nothing happens, as you alluded to earlier, overnight. Some things take time. Even if you look at the progression of, of, of the states, I mean, you know, we were. Stone age. And then there was the industrial, and then we came to, um, the technology side. So each of those phases, there was something that had to be learned as far as new skills so that you could progress and, and do whatever it is that you needed to do, whether it be personally or professionally, but there's a progression process with that. I, uh, unfortunately your answer is not uncommon. We hear a lot of times that businesses are unwilling to change for whatever reason. Um, longtime listeners to the podcast, I've heard this story before, but, um, you know, doing consulting for a big organization, they roll out a new top-down initiative. The executive level says, Hey, we're gonna do this new thing. Well, all of the individual contributors behind the scenes are saying. I'm not gonna do that thing.'cause if I just wait a few months, they'll have a new initiative and I won't have to learn anything new. I won't have to make any changes.'cause my experience has told me that if I learn something new, I'll just have to change it in three months anyway. So I might as well just learn nothing new because they'll have a new thing that they're excited about. And we discovered that, that the problem was actually, it was a decree for the. Individual contributors and managers, but nobody above that was actually impacted, so they weren't driving it forward because for them, the VPs, well, the rules don't apply to them. So therefore, nobody wanted to have input or wanted to take on that new initiative because the rules didn't apply to anyone else and it wasn't gonna stick. So here's something else to think. Again, I told you I think a little differently, so just walk with me as we continue this conversation. Sometimes it's just like when you're in school. In secondary school there's a prerequisite, so you've gotta get this first. Before we can even move on to the next, because we know what the big picture is, what the ultimate goal is, but we can't just throw everything out to you at one time. We have to do this in stages. So if you are refusing to do this part of it, you're doing nothing but hindering yourself from what's to come next. You're gonna be that much further behind. And if you're that much further behind, then you're gonna be even more frustrated, more aggravated. I can't stand this job. I don't wanna go into here. Why is my supervisor, my team leader, my manager, my director, whatever their title is that's above you, why are they having me do that? And you get the stubbornness. And that begins to build and breed a toxic workplace, and it spreads right to other people on the team. Absolutely abs. Absolutely. It, it taints. Um, it tainted. And then, you know, you get those water cooler talks and well, did you see this? I mean, we've all been there. I don't think any of us are. The meeting after the meeting, the, the all bed? Yes. Like get on a call. Yes. AB absolutely. Absolutely. Or um, Hey, let's go to lunch together. Mm-hmm. I lunch with you for sure. Exactly. I've, I've never been to lunch with you, but apparently you picked up some of the things that I was picking up in, in and on this, so, um hmm. Let's compare notes, see if you got what I got. So it is, it, it just again, creates toxic workplace and then you get, once it starts spreading. Then you see those people coming towards you and it's like, I don't want that energy. I don't wanna be around it. You wanna do run forest run? Go in the complete opposite. Duck in, I'm gonna duck in the break room. Oh, I had to go make some copies. I'm gonna go. Uh huh Uhhuh, or, or I've gotta go to the bathroom or whatever it is just an excuse to be able to not be in the space, in the energy, um, and, and receive that energy, which goes to another thing that I stand on is, are you an energy giver or are you an energy taker? Um, and when people see me come in, it was, I, I, I'm very intentional about making them feel welcome. When they enter my space, I don't want them to feel like, oh God, here she comes again. What is it that she wants? What does she need? I, I don't want that type of space because one, you never know where somebody is in their own personal journey. So I want it to be a little bit of light. When they cross paths with me, whether it be that's the adrenaline shot that I needed to get through, whatever this problem is that I'm having to deal with, or she's just good people all the way around, I wanna know more about what it is that she does, how she does it. So again, being an energy giver versus an energy taker, because I don't want anybody to feel drained when they leave me. No, and we, I mean, we've all experienced those people where you are just like. I need a whole like PTO day just to survive. You know, the time that I spent with you and I, I think that you have to be intentional about your energy. Some people are just naturally that way. Most of us are not. So how do we be intentional about the energy we give versus the energy we take, and how do we make sure that we are giving more than we take? Is that rhetorical or you want an answer? Hey, rhetorical. But if you have an answer, give me all of your secrets. Tell me how I can do this. Um, one, it's your environment with what you, what you feed, what you watch, what you listen to. The people of like-minded, you know, they say you are like the five closest people that, that are around you in your circle. So if they are all negative Nellys, guess what? You're gonna be a negative Nelly if they are, you know, optimistic and, you know, Hey, we can do this. They've got plenty of, um, as they say, uh, good vibes, uh, good energy that are coming, that's coming to you. It's gonna naturally come onto you. I mean, you can't not experience that and want to stay the same and be a negative Nelly. You're going to want to conform to that. So, um, that's my opinion. As to how that can be changed. I mean, like I said, it's, you know, in the music that you listen to, it's in the people that you surround yourself with. Um, even sometimes, even though I'm a news junkie, I'm a news junkie. I'm a news junkie, but this, it gets to. To the point where it's like, okay, I gotta cut this foolishness off. Let me turn on some jazz so that I can get my mind right, whether or there are gospel or different genre of music or something so that I can get back in my zone and my comfort place so that I can deliver authentically to whomever it is and I'm coming in contact with. So, um, being cognizant of what your. When your energy shifts, when your mood changes, and how do you combat back that? So that's a lot of self-awareness. Being able to identify that, which actually is a great segue to one of the things that I, I do, I promise you, I didn't intend it this way, but just in a conversation, just again, bringing, um, up another point. So I use, um, I told you I'm, I'm all about, I. Simplifying things. So you've got the whis with the leadership development on that side. That's the whole Oz experience. And then I've got blend, uh, mixture, blended culture. And what I do there is I take candy. We all can relate to candy. We've had some type of candy throughout our lives, at least one piece of candy. If you, if you haven't, you live a very sad life. So yes, we've all had our, our candy. So, um, you know, looking at different temperaments and different personalities, I identify them through candy. So it's easy to put a label on something. And I believe that once you put a label on something and you can identify it and call it for what it is, then it's easier to deal with X, Y, Z. So let's just hypothetically say, um. Oh, red Hots, the candy, red Hots. Mm-hmm. So you've got somebody on your team that is a firecracker and they are on it. They are gung-ho. You say X, Y, Z needs to be done. They're rah, rah, rah, I'm with you. So you can now say, oh, you are a red hot. Now the flip side to that red hot is they always going off. You know, something is always wrong or, or or what have you. But when you see that. Personality, that temperament, you can now label it and know how to interact with it. So that again, goes to the soft skills and, um, the professional, the leadership development and understanding what's on your team so that you can work together, work on their strengths, and being able to work together to accomplish the goals. I resonate with that so much because if you sit here and pretend like everyone acts the same, everyone thinks the same, you are not going to effectively manage, lead, or understand your teammates, whether you are the leader or you are just a member of the team. Like if we know someone lives life big, they're a red hot and everything is always at 112%, um, including the bad things, then how do we make sure that we create an environment where that person can still thrive even though they are maybe a little spicy? Right. Exactly. Exactly. So, and like I said, different, different candies. Um, obviously by the name of them, I'm gonna try and associate something with them, or as far as a temperament with the specific name. But after you get done with my training, and I go through all of this now, when you're at work or in your personal lives with family and friends, you can be like, Ooh, you a sweetheart. Oh, you are a double man. Oh you are? You know what? Whatever. Or even the gum extra. Oh, you just way too extra for me. You know, whatever the case may be. You can now say this is what that is. Mm-hmm. Just like you can identify your colors. Red, blue, green, purple, orange, black, white. You can identify it and know how that fits into your life, whether that is, um, since I'm just talking colors, you know, your color coordination or what have you, you can, you now know what it is and to have that as a tool and know what to do with that when it's time to pull that tool out. That's so smart and so easy and simple and and simple to understand and implement. So I'm thank you for sharing that with us. Um, thinking about all of the incredible people you've had a chance to meet or that you follow or that you, you listened to, who else should we be talking to? Who is leading the charge? Oh wow. There are so many people in my circle.'cause I, again, I'm very strategic, um, with the people that are in my circle because I know the growth and what my purpose is, um, and my alignment and my gifts. So I'm real protective about my circle and, and who's in it. Um, one being my longtime, um, girlfriend. I mean, we have known each other. Practically 53 years now. Yeah, I build when's, let just say you don't look old enough to know anyone for 53 years, let alone. So anyway, side note. Thank you. Thank you. See, that's that piece, and that's not doing that drama. All, all of that is, is what you see. Um, but she is, she's my rock. When I tell you, when we have conversations, um. It is, okay, how can we do better in our businesses? How can we do better in life? What's your opinion about this, that, and that and the other. So needless to say, we have stories where we're going to the grave with, um, we have some stories. We do have some stories that we can share with others, but she really is like an accountability partner to me and for me. In life and in business. Um, and her name, I'll, I'll, I'll give you her name as well. Um, it is Ann Lawson. I wouldn't trade her for, for the world. Um, she's been super, super instrumental and who I am to this, to this day. Um, and then even looking at my coaches, I'm in an amazing mastermind. Um, I. It's the, the name of it is, uh, traffic, sales and Profit.'cause after all, that's what we do when we're in business. We are interested in traffic, sales and profit. Um, Lamar, Taylor, excuse me, Lamar Tyler is just amazing his business acumen and the way that he thinks about things.'cause he too is a visionary. So that's that like-mindedness. So I can understand a whole lot of where, where he's going and what he's doing. Um, so that, that has been instrumental. Me again, professional development and personal development and anybody, those that is an entrepreneur, um, it is a. Personal development journey that never, never, never stops. You have to continue, um, to grow. So off the top of my head, those would be the two people, um, that, that would, that I would equate to those that I would either continue to follow, um, continue this keep in my circle to continue to stay, um, connected with. So if, if someone's really connecting with you, they wanna learn more, where can they find you online? Very simple. Uh, dr dr taje.com. You can find all of my social media handles there. You can find out what the Workplace Wizard is up to. I do have some intensive trainings that I do, so you can just pretty much stay connected with me there. Get on the waiting list. Um, I do have a membership as well. And let me tell you, I love the concept of this, um, because. Um, with my membership, I, I look at movies, I told you I think a little bit differently, hence the Oz Experience. The Wizard of Oz and The Wiz looking at leadership through reels, R-E-E-L-S. And um, the membership is actually diving into movies. It's like a book club for movies, like a movie club. Yeah, uh, that's it. You hit the nail on the head and diving in and looking at the leadership lessons from the different movies, and we have deep, deep, deep, deep conversations, um, about that and the things and lessons that we can learn and take to our personal organizations to help us be better and greater. Greater leaders. So that's one thing that I'm really proud about. You can catch my books that are there. Um, three time Amazon's bestseller. So it's, it's a lot of information there. Find out who I am and how to follow me, dr taje.com. Hey, well thanks for taking back Monday with me. This was a great conversation. Thank you so very much. Thanks for joining us on taking back Monday where we say goodbye to the Sunday scaries and hello to meaningful and fulfilling work. If you enjoyed today's episode, let's connect on LinkedIn. I'd love to hear your thoughts, and if you found value here, share the podcast with your network. Don't forget to like, subscribe, and leave a review. It helps us inspire more leaders to join the movement. Until next time, let's take back Monday.