RedRock Leadership Podcast

Unleash Your Potential! - A Tribute to the Launch of my Book

March 26, 2020 Jeff Ruby, Founder & CEO of RedRock Leadership Season 2 Episode 20
RedRock Leadership Podcast
Unleash Your Potential! - A Tribute to the Launch of my Book
Show Notes Transcript

Red Rock leadership -Transform Your Company Culture and Unleash the Potential for Exponential Growth was released this week. Thank you to my listeners! It's the number one selling leadership book on Amazon. That's why I am dedicating this episode of the RedRock Leadership Podcast to its launch. 
 
Here is what I focus on in this podcast... It's possible to occupy a position in leadership and not be a leader. Conversely, it's possible to be a leader and not be considered part of leadership. So how do you define leadership? That question stumped me for a long time. Back in 2009, one year before I started RedRock Leadership, someone said to me, leadership is defined by who's behind you. If no one is following you, then you aren't a leader. Someone else said, to understand leadership, you need to understand if it's caught or if it's taught. 

It became clear to me that much of what people defined as leadership was actually management, and the two are very different actually. Management is tactical and leadership is conceptual.

Open up your book to chapter to and take a listen!

speaker 0:   0:00
Red Rock leadership, transform your company culture and unleash the potential for exponential growth is released this week. And thank you to my listeners. It's the number one selling leadership book on Amazon Way. Welcome to Red Rock Leadership Podcast, a show designed for business owners and leaders who want to transform their company culture and unleash the potential for exponential growth. Here's your host founder, CEO and author of Red Rock Leadership. Jeff Ruby Way Welcome back to Red Rock leadership podcast. Everyone so good to be Here, and I am thrilled. Thrilled to know that Red Rock leadership, the book has been ranked number one on Amazon for two days in a row. We're heading for 1/3 day. Haven't checked it yet today, but I think I think it's still looking good, beginning a lot of e mails from folks that said they picked it up on Kindle. They have picked it up in paperback. They're beginning to read it, getting a lot of feedback. Already have several reviews up on Amazon, and I'm good reads. I just want to say thank you to my listeners. Thank you to my clients, my family, my friends, my book army. If I sat here and listed everyone that I wanted to thank, it would probably take me the duration of the show. I am just so grateful that you all have read it and are reading it, picked it up and are excited to read it. It was funny. The other day. I was feeling a little bit down. I was. It was Friday and I just had some things that just weren't were hitting me, right. And I was slipping into the avoid state and I went and I picked up the book and I turned to, uh, right around the center point of the book and there was some some pages there that I reflected on, and I thought, Wow, this is kind of cool. I'm actually looking at my own book for a resource, And then I'm thinking, Well, you knucklehead, you're the one that wrote it. And, you know, here you are only proved to me that you know what? I am human. And that is the one thing that I know the book points out is that you know, as humans, it's not always easy to put ourselves in that approach state put ourselves in a position of leadership, especially when we're hit with some adversity. And we are. We're faced with uncertainty. It can certainly take its toll on our minds. But I want to dedicate this show to the book Red Rock Leadership, transformed your company culture and unleash the potential for exponential growth. I'm actually gonna turn to Chapter two, and if you are there, you have a copy of it. If you would like toe look at Chapter two with me, please do so that the title of chapter is, Can't we just eliminate emotions? There's a portion of the book that speaks specifically to the idea of being a heroic leader or a collaborative leader. And it's It's right after the area where I talk about management versus leadership and the laggards, loners, leaders, model and I wanna read for you what it says, and I want to just break it down and break it apart. And I want to use this as an opportunity to First of all, dedicate this podcast. Like I said to the book to the launch of the book to commemorate that also, to encourage you and inspire you, let me make something very clear something that you may have already realized. It's possible to occupy a position in leadership and not be a leader. Conversely, it's possible to be a leader and not be considered part of leadership. So how do you define leadership that question? Stump me for a long time. Back in 9 2001 year before I started Red Rock leadership, one person said. To me, Leadership is defined by who's behind you. If no one is following you, then you aren't a leader. Well, that didn't help me. Someone else said, to understand leadership, you need to understand if it's caught or if it's taught. And that didn't help me, either. I went on to put some contents in this book to focus our attention on this idea of leadership and what it really means. And I want to continue to read for you what it what it says, it says. I dug deeper into the topic of leadership. I began to realize it was easier for me to define leadership by first looking at what leadership was not. It became clear to me that much of what people defined as leadership was actually management, and the two are very different in conclusion. Management is tactical and leadership is conceptual. I want to put a little emphasis on what I'm talking about here and what I really mean and how it might apply to you and what's going on for you right now. And I understand that my my audience is very diverse. Some of you are business owners. Some of you are folks working in businesses, most all of you. Right now, as I'm recording this live, you are working from home virtually because of what's happening, what's upset our day to day. And that's this cove. It 19 virus has got many of us sitting at home right now. I I think that we are experiencing some unique challenges. Let me first start by addressing the business owners and the folks in a position of leadership. You have people that you can't see right now. They're not tangible to you. Everything seems to be virtual. They're working from home. Are they working? What are they doing? You're attempting to have meetings and get things accomplished, but things don't seem to be working as efficiently as they used to. In addition, many of your businesses have stopped just stopped. I mean, there's no incoming business to be had. So you're looking at furloughs and you're looking at Should I lay people off, Put people on Petey. Oh, and it can become very, very confusing. And many of us will result to looking for ways to solve these problems. And many times we put our management hats on. We don't put our leadership hats on, and I won't let you know. It's very common to do this. I do believe there is this sense about us as humans that will slip into the avoid state when we don't know what's in front of us. It's very, very difficult to be able to predict the future when the future so uncertain, and leaders are sometimes put in a position to need to predict the future. That's just kind of who they are. That's who we are. And I don't mean exactly predict the future like a fortune teller. I'm saying you need to be somebody who is confident about pointing to a more positive future when you yourself don't see the future is being somewhat positive or wondering what it might look like if and when you get back to work can leave your mind a little tired. It can. It can lead you into a place of wondering what do I do. And that many times leads us to a place where we begin to pick things apart. We begin to break things apart. Look for the tangibles and things. We begin to manage things. And when we begin to manage, we tend to begin to micromanage, and that will tend to push people away. I want to bring this to your attention and ask you to consider yourself a leader. Not so much a manager right now. Now let me shift gears to the folks that are working from home. Some of you are salespeople, Some of your support people. Some of you people are admin people. And you are in a place where you're wondering, Ok, what do I do? Do I make phone calls? I'm a sales person. But what if I call someone and you know I'm not received properly? What happens if it seems as though I'm trying to capitalize on situation or I'm being insensitive? These are all normal thoughts. They really are. However, I'm not sure how logical or rational they are, and in many times we don't think rationally logically, as you know, if you tune into the podcast quite often. I speak a lot about emotional intelligence and this idea of being able to speak logically, speak rationally when what's going on around us isn't logical or rational. We have to be that lighthouse right. We have to be that one who continuously points to a positive future, looking to continue to pursue, spur severe through what's uncertain and many times those folks, yes, even you folks that would be considered to be the followers. You also result to management tactics. Thes are looking for the tangible things, looking for ways that I can. You justify my existence, ways that I can put things in order to make myself look better and notice where I'm going with this. That leads us to a place where we are acting extrinsic. Lee not intrinsically extrinsic Lee, and now you can begin to see how a company, a family, a home of friendship, a group can begin to break apart when there's not leadership involved. And I'm not saying Onley leadership from the top. I'm saying leadership from all around now it definitely starts with the top. So hear me when I say this leaders, you have a higher level responsibility to set the tone for your team. But those folks that are in file and rank, you must make sure that you are acting as leaders as well. This is something that we must focus on if we're going to get through uncertain times in the little bit later in the chapter, not much further, but I talk about the idea of collaborative leadership and how we have are in a time where there's this rise of collaborative leadership. It has been happening for some time, probably since right around 2015 if not a little before that. Our culture has called Maur so for collaborative leadership, instead of what we would consider to be heroic leadership and noticed that heroic leaders tended to be good managers and these air folks that were the ones who called the shots, they were the ones that that made the decisions. Many of them were very much loners, right? They didn't have necessarily high level leadership skills. They were good managers, they could look at the tangibles and they could put the pieces together, and they were really good about your putting things on spreadsheets and, you know, marking off KP eyes, which are very important. Please, I'm not speaking out against KP eyes. I'm a big K P I fan. However, I'm not a fan of quotas or putting specific numbers on people that they have to do in order to justify their existence. He should be guide posts that leaders set for their followers so they can guide them to a more positive future. And so hear me when I say this followers, I don't care how it's presented to you those of you that are in a position of filing rank as you get these assignments from leadership. You should look at these assignments as guide posts as ways that you could collaborate the ways that you could help build toward a more positive future. And so the rise of collaborative leadership really speaks to some some key components and key components that are necessary. And I wanna point out for you something to help you in your day to day, something that will help you no matter where you are, whether or not you're in leadership, whether or not you're somebody who's a support person, a sales person. But I want to go through just some simple, some simple six of them, actually. Six simple little antidotes, if you will, that will help us focus on being Maur collaborative, More collaborative. And this. I want you to think about this as you are working from home. Your kids are home, right? Your your family is there. Your spouse is there. Maybe you're sharing a home office. Maybe we're sharing the kitchen table. You're sharing your assignments with the Children. You you need to make sure that you are working together. And, you know, some of us have more pressure because of our position than other people released. So we think so. And and that may cause us to go into silos and perhaps, you know, pick apart what each other is doing. When the reality is, it's most important at this time to work together to collaborate, Don't step up and be a hero. Don't be that person that says, Hey, listen, I'm the one that needs to, you know, sit at the table. I'm the one that needs to have the office. I need to be using the computer. Right now it's It's because of me that you know we're going to get ourselves through. This will understand something. We're all in this thing together, everyone. And now is the time to be a role model for your kids, for your spouse, Tiu to collaborate, to bring things together, not to drive a wedge. And I want the same thing. Message to be heard by leaders that you as you're choosing to do what you need to do to run your business and keep your business open for the future. Even delivering bad news, seemingly bad news and bad news is a relative term, right? It's something that's in our mind. It's something that that we feel hesitant toe want to share with others. We have to make some calculated decisions. But those decisions must be made with the utmost of consideration for other people, and you do it in a collaborative way. And collaboration doesn't always mean that you need the approval of others. It's just that you need to be able to listen to others and give opportunity for people to hear you. So the first thing I want to discuss is trust is an action versus trust is an emotion in the book, I point out very specifically that trust can be in action or it can be an emotion. However, those in the approach state those who are leaders really see trust as an action, and they make it that way for themselves. So I want you to know that you, if you are going to be a leader in your home leader in your business leader, for your clients, in your prospects, you must have trust. Be inaction, trust the process, trust people, right? So I want to just read something out of this for just a minute. Just out of the book on page number 50. It says a signature trait of highly collaborative people is that they view trust is an action that is guided by their emotion, as opposed to those who've you trust more like an emotion that triggers their actions. As I mentioned earlier, many people I work with who are in charge admit that they don't trust anyone. I get the same reaction every time I suggest that others trust others. You've got to be kidding me. For those of you that grew up around sales profession you probably have heard the phrase buyers or liars. This was part of my training as a young salesman. I I'm not saying that some buyers aren't liars, But today most buyers trustee online ratings of others remember that the core behaviors of Jen's ears are that they are anchored in one element, and that is their search for truth. Trust begets confidence. So if you're not assuming positive intent from the outset, you're setting yourself back. That's what it says under the area that says, trust is an action versus trust is an emotion folks trust trust. People trust the process, trust a more positive future that is a key ingredient to being a leader. The next is this coach verse criticized. Heroic leaders call for constructive criticism and confrontation while collaborative leadership focuses on coaching. Now I don't want you to roll your eyes. It's coaching, not coddling. There's a big difference, and this isn't a new idea, either. In his book How to Win Friends and Influence People, Dale Carnegie writes that it's easy to criticize, condemn and complain, but it takes character and self control to be understanding. He also goes on to tell us that and I really do believe this. That constructive criticism is an oxymoron, that there is no such thing as constructive criticism. You can't put the two in the same sentence. So I really want us to understand that this idea of coaching first criticizing. So if this is a two way street, first of all, let me talk to those in filing rank. Those that are at home, those air, the folks that are working remotely, that our sales people support payable admin, people prepped, taking instruction from leadership. And you may be feeling like, Wow, I really feel like I'm being criticized because I'm not doing what I should be doing. I'm not doing it right. I want youto let you know something many times the true feelings that you have our feelings that you've developed because of past experiences. And so you may be receiving something from someone that may not even be the message that was intended. And I want you to take responsibility for that. I want you to take responsibility for the idea that if you take coaching as criticism, that's on you, and you might say to me, Well, what happens if they really do mean it as criticism. Well, guess what. You have the ability to interpret it, however you want to interpret it. And those in the approach state received even criticism. As coaching you confined goodness and everything. Everyone says that a friend of mine say one time he was in a in the armed forces, he says. I had a commander and that commander we would do these drills. And the whole entire squadron, he said, would be running forward. And he would be yelling, Parent left, turn left, turn right, turn right and he would yell, Scream these commands to these people. And it became very clear that what he was attempting to do is get under the skin of many people who were doing exactly what he said. He wanted them to do so, he said. Eventually people would break down and they would stop or they would turn around or they would. They would throw their arms of the year they were rolled her eyes, and the commander would then immediately take control the situation and put a spotlight on that person and and really get that person to express exactly what they were thinking in that moment in many times that that person who was feeling like they were just being criticized beyond believe would turn around. Say, you keep yelling at me to turn right. You keep yelling at me to turn left. I am. Why are you yelling at me? And the commander would come back around and say Exactly It's exactly what I wanted you to do while we're practicing. Because when we're in the heat of the battle and I'm yelling at you, you have to know something. I'm not yelling at you because you're doing something wrong. I'm yelling because I want you to continue to do what you know to be right. But you're receiving it in such a way because you're hearing the tone. You're not hearing the intent, folks. We are in uncertain times. We are in times of incredible stress. People have higher levels of cortisol than they've had ever, right. And so now is not the time to throw your arms up. Roll your eyes, fold your arms and get upset because you feel like you're being criticized and leaders let me call your attention to something. Now is not the time to criticize. Listen to your tone. Take the time to to listen to your people. Take the time to pay compliments. Take the time to remind people this is not criticism. This is coaching. I'm trying to get us to move quicker. I'm trying to help you. I'm trying to keep our business alive. I'm trying to keep things going. So Coach don't criticized. I often tell the folks that I work with. I have to say that. Listen, I'm not yelling at you. I'm rooting for you. So that's a good message for leaders that they need to hear. And for followers you need to hear. You need to adhere here and at here. The third thing I want us tow, take a look at is to trust gut instinct versus rely on core values. You know, it's really interesting. Heroic leadership is a practice that says it's acceptable to hire and fire based on gut instinct. While those lined with their principles really focus on collaborative leadership, they make their decisions the hire and fire based on an individual's adherence to the organization's core values. There's a message here for again, everyone. Now is not the time to trust your gut instinct Yeah, I've mentioned that 65% of the time. If you trust your gut, you'll be right. 35 you'll be wrong. And 86% of all statistics are made up on the spot. So I don't know how you could actually test for that, but we do know that there's some level of evidence testing, whatever you whatever. What have you that we can see that many times we trust our gut. Our first thought We will be right. But listen, this gang 35% of the time we're not. And here's what you also have to know when stress when you're under undue stress and you're not thinking logically, your your ability to make the right decision depletes drastically. So if you're under undue stressed, is it 50 50 is at 40 60 that you're actually gonna make the right decision. So here, listen, What? I want him to stay right here. If you are in your home and you're trying to exist as a family or you're doing the best you can and you're in a small house, you're tryingto, you know, coordinate meals and make sure that you get the family together and you all. Maybe, you know, just crawling in each other. Space and things are getting a little bit, you know, wacky. A little bit crazy. Make sure you focus on your core values. Make sure that you have your core values. If you don't have core values, simply go to Red Rock leadership dot com right on the home page. Click the little icon that says about the book. It will scroll down and you see a little a little form there. Fill the form out. It'll open up an accordion, and under that accordion you're gonna find the core value maker. It takes all about 45 minutes for you to create your core values. I had a client of mine say to me, Ruby, you really blew it. I said Why? He says, Listen, he said, I figured out my core values In 45 minutes, he says, I would have paid you $4000 consulting fee. Help me develop those core values. It's really I have people use that core value maker to help create the core values for their businesses. You can use it for your family and hear me when I say this. Leaders If you don't have your core values written down and defined, now's the time. Just stopped the podcast right now goes directly to the website. Download the core value maker. Work on your core values. Get this out your team. It will help you get everyone on the same page, especially during times of uncertainty. If we don't have direct focus. If we're not operating on principles, If we're not principle centered, then guess what we're gonna fill in every little gap we have with any bit of garbage. Any bit of mind trash that we have is going to go into that into those gaps and then that just creates chasms it. It creates wear and tear on your family on your business, on your relationships, Get your core values documented. The fourth thing I want to cover is this. Credit. Others versus take credit. Look for opportunities to encourage people look for opportunities to see where things were being done right and give people the encouragement they need. Give them their kudos. Now is not the time for you to take the pats on the back. Now is not the time for you to take those those moments and say Hey, I did it. I did it! That was me. It worked because it because I did it. You know, this is working because I did it again. That's a clear sign that you are extrinsic Lee motivated, looking for praise in order to continue to do what you have to do. What you want to do is look around. If if your family has done something out of the ordinary extraordinary something simple, something small given credit for it. Toem. Good job. Tell people you're proud of them. 2345 10 times a day. Tell him that you're excited for him. Make compliments. Tell people thank you. Number five accept responsibility versus blame. Others. Now is not the time to be blaming others for where you are. You know, I told you that we were gonna be here one day. I I told you, this is This is all because we weren't prepared because of this. Because of that, that's listen, that's stress speaking. Even if you're thinking it, it's going to come out to your tone of your body language. Now is not the time accept responsibility, except that perhaps this is a lesson of what's going on today could be a lesson for you. Could be something you could learn from for the future. Accept responsibility. You know, it's very, very difficult, if not impossible. Toe learn from our victories. It's it's much more possible and even vital that we learn from our mistakes. And the only way that we can really, truly learn from our mistakes and really, really learned get those lessons learned is to accept responsibility. That's a key ingredient to be an effective leader. Number six and last serve. Others first. Take control gang collaborative leaders take care of others. That's the main focus of a collaborative leader. You hear me say this a lot that the goal of leadership is legacy, and the mission of leadership is taking care of others. There's no time like the present to take care of others. I know that you don't like sometimes the directive that you're getting from authority stay inside, don't go out different ways that the president is handling things, or that the way that your company is handling things, you think things ought to be done different. Well, guess what? That's just not that's not the honorable way to look about a situation. What's in front of you is your ability to take care of others. And that means encourage them. That means serve them. That is that that is a key ingredient. Toe leadership. Take care of people. I know that there are many leaders that are listening this right Now that we're waiting for me to give them an answer like Jeff, I got to make some tough decisions next week. You know, I don't know. Do I keep my doors open? Do I do I put people, you know in a blade off situation? Do I put them on furlough? What do I do? Whatever you do, do it by taking care of others. And there's a big difference between serving others and being altruistic. Altruism is something that we have this deep, deep, deep desire almost ah, pathetic or sympathetic desire to help someone because deep down we may even believe that they can't help themselves and and the feeling of altruism sort of bubbles up, and we begin to feel sorry for people that could be very, very dangerous. I wouldn't encourage you at this moment in time as you look out and look to be an effective leader that you look at life more with more intentionality, beam or intentional. In other words, do what you can to help support people and port and point people to a more positive future. To help guide them. Teach them where the fishing holes are, so to speak. Teach them how they can better educate themselves. Teach them how they can be resourceful. Now is the time to take care of others. I hope that this podcast has encouraged you. This is a tough one. I had really mull this over. I'm I'm so excited about the launch of the book. I'm so excited that people are reading it. I'm even more excited that people are saying, Hey, Jeff, you know, I'm really getting a lot out of this personally that, you know, I could see it says, transform my company culture and unleashed by potential for exponential growth. But but here's the thing. This is a great reminder, and these air great things for me to it here to personally. And I've had a couple of people say, A couple of folks from my book army say they've read it a couple of times I'm humbled by that and I'm happy for that. I trust that this book is going to go far. It'll get in the hands of people that are looking to be better leaders on the baseball field, on the football field, on the basketball court. Whatever sport you are about that you are looking to coach. Be a better parent, be a better leader in your business, be a better sales person. The key here is gang. We're all creating a legacy, and I want us to look at whatever situation we we are in right now is a situation that we were meant to be in. And we need to look at it and say, OK, while we're here, What can we make of this? What memories can we create? How can we come out of this stronger? And how can we come out of this being better? Leaders? Thanks for being here today in the Red Rock leadership podcast. If you haven't already done so, please go to Red Rock leadership. Click on the icon. This is about the book. It will scroll down and it'll be a little form there that says joined the Red Rock community please join the Red Rock community. I'm gonna be sending some correspondents out to you just so you have an opportunity to perhaps take a leadership assessment from time to time. Or there's some sessions that you might want to attend that may help you grow, or just material or notes that these podcasts air coming out. I'll find we ways that I can keep in touch with you through that community. In addition to that, you'll have some downloads. There's, I think, eight or so downloads that are mentioned in the book that you can download right there for free. Just by joining the Red Rock community. I hope you'll do that. I hope you also check me out on social media as I continue to move forward and look for opportunities to speak and and share the contents of this book. And I'll continue to do that over the Red Rock leadership podcast. I want you to make it a great day. Make it a great rest of the week. Thank you for joining me this week on the Red Rock leadership