1st Lead U - Leadership Development
This podcast, now in Season 2, is dedicated to self-development, self-awareness, and learning to lead oneself so listeners can lead others well. If someone cannot lead themselves well, it will be difficult for them to be an effective leader of others. This podcast will help listeners understand what it means to 1st Lead U and build confidence in themselves and their leadership ability. Personal Growth Coach John Ballinger has spent 35 years developing the knowledge and material he shares with individuals, business owners, and leaders from a variety of areas.
1st Lead U - Leadership Development
Driving Profitability Through Emotional Intelligence in Leadership - Ep 220
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Unlock the secret to driving company profits through the power of emotional intelligence (EQ). Join us on this episode of First Lead U as we explore how adaptability, much like shifting gears in a manual transmission, is not just a nice-to-have but a must-have trait for effective leadership. We'll guide you through practical applications that turn mere knowledge into impactful action, transforming your leadership style and boosting your organization's bottom line.
We dig into fascinating insights from Dr. Daniel Goleman and Gallup statistics to reveal the financial toll of high employee turnover, which can reach up to 213% of a salaried employee's wage. Discover why emotionally intelligent leadership is essential in mitigating these costs and the ripple effects that turnover has on intellectual capital and organizational stability. Learn how a strong selection process can foster a more stable work environment, reducing the current staggering turnover rate of 47% in corporate America.
Effective leadership isn't just about making the right decisions; it's about managing your emotions and fostering a supportive work culture. We'll share how leaders with high emotional intelligence can build trust, improve team cohesion, and enhance job satisfaction. Get actionable advice, including investing in resources like "Emotional Intelligence 2.0," to assess and elevate your EQ. By the end of this episode, you'll have the tools to create a more connected, productive workplace and retain top talent.
65,000 entrepreneurs sat down, did this group study and they find out that the IQ wasn't as important as the EQ.
Announcer:Welcome to First Lead you, a podcast dedicated to building leaders, expanding their capacity, improving their self-awareness through emotional intelligence and developing deeper understanding of selfless leadership.
John Ballinger:Hello America and welcome to First Lead U where we believe selfless leadership is essential. America is suffering a leadership crisis. Self-awareness and emotional intelligence is the key to developing selfless leaders.
Announcer:Now here is personal growth coach John Ballinger.
John Ballinger:Hello world. My name is John Ballinger with First Lead U, and I'm here with my co-host, mr Douglas Ford.
Douglas Ford:Good morning John. How are you this morning?
John Ballinger:I'm Good, good. This morning we have a. I feel like it's a great topic that we've actually been talking with companies about for some time, but we're going to. This will be the first time we've done a podcast that ties in the coaching part of what we do to the profits and a company.
Douglas Ford:Absolutely, and, um, we may, we may cover this uh a couple of different episodes, and I'll uh just give a quick shout out to um Monica for uh pitching this idea to us as a as a opportunity for us to kind of connect those two things from leading ourselves to leading organizations to it actually making a bottom line difference.
John Ballinger:Yeah, it's. It's always good to have constructive criticism and someone looking outside in and given you know their opinions. I like that, I really do. I don't. I don't mind that one bit, and Monica has been good at doing that for us. Um, and there are other people that call us. You know if you thought about this, you think about that, you know. So that's good. But the the title to the podcast today is how emotional intelligence affects company profits, and I'll put in parentheses both positive and negative. Oh yeah, absolutely. Lack of emotional intelligence can cost the company money, but having emotional intelligence can increase profitability in a company.
Douglas Ford:Absolutely yes, we'll talk about it. It may not. It may not be a direct um cashflow, but it's certainly going to impact the bottom line. Yeah, and we'll talk about that a little bit later.
John Ballinger:So today's uh word of the week, today's word of the week Probably one of the toughest things for a leader to do the word of the week is adaptability. It's one of the 25 words that we started talking about. The leader needs to have in their arsenal, so to speak, to be the leader. But the definition of adaptability is the quality of being able to adjust to new or different conditions.
Douglas Ford:Well, that's like every day right day right secondarily, the compass the capacity to be modified, not to modify, to be modified, so the ability to change with conditions which are constant in a leadership position.
John Ballinger:Today it is, I call it, shifting gears. For all those out there that have ever driven a manual transmission vehicle, those are still around, I think they're.
Douglas Ford:They come at a premium now.
John Ballinger:You know they used to be the base model, now they're the premium but think about your entire day for those that have and and and for the. The higher you go up in the company you're going from a five-speed. You may be in these large trucks out there. They're 18 speeds. Imagine shifting 18 gears to get up to where you could actually move down the interstate. And there are some times that in leadership positions you will feel like you're shifting gears all day long up and down, just to move throughout the company.
John Ballinger:So that's adaptability, and today's leader needs to be more adaptable than they've been in my business and professional career. So let's talk about the emotional intelligence and how it affects profitability. And I want to start out with this. We've said it before, but I'm going to reiterate this to the leader that's listening to this, or the person that says I feel like I'm gravitating to leadership or I've been placed in leadership without a lot of coaching, of coaching. Education without application will not lead to leadership transformation. I'll say that one more time Education without application will not lead to leadership transformation. You can read books, you can listen to podcasts, you can do all the things you think you need to do, read articles, but if you don't apply change and you don't apply that information in your life, in yourself, then you're truly going to transform yourself or your team's not going to transform into what it needs to be in today's society.
Douglas Ford:Yeah, no, that's great advice and a good little phrase that we use quite often and I've seen it play out myself, not necessarily just in emotional intelligence, but really in anything of taking several courses to get different certifications and things of that nature, and I can take the course, course, I can pass the test, but I don't really start to own that information and still I'm in a situation where I have to apply some of that knowledge because otherwise it just it doesn't really, it's really not impacting me, right like I'm not and I'm not making an impact with the information. If, if I'm just understanding the material and taking the test and it stops right there, then really it's been of no use to me because I'm not doing anything, I'm not using that information in any way. That's making an impact either on myself, my organization or my team in any way. And that's exactly the way it is with emotional intelligence or any other self-development element that you're working on. The education without application does not lead to transformation.
John Ballinger:Well, it's the old I mean. So before that, before we started coining that phrase on First Lead you, there was the old knowledge versus wisdom discussion. You can have a lot of knowledge, but without applying it it doesn't create wisdom. And people will go to school and they'll get degrees, and I was talking to a guy the other day and he had three degrees. But I'm telling you I don't know how he gets out of his own way. I mean, got a ton of knowledge up there but he didn't. You could tell he just doesn't apply it in his life. And so he's still searching and maybe, maybe he said, maybe I just need to go back to college. And I'm sitting there thinking for a fourth time no, you don't need to go back to college. So that's why I'm optimal leadership and emotional intelligence.
John Ballinger:So we searched for an article, because one of the things that we get asked a lot is data. Give us data to support what you guys are saying, because this process is still, even according to this article, still fairly new. I mean, there's something in this article that talks about, you know, forming of this organization that really started doing this 25 years ago, which is right before 9-11. So if you think about it from that aspect. That's not that long ago where emotional intelligence really started entering into the workforce.
John Ballinger:But remember, emotional intelligence is the ability to accurately keyword, perceive, understand and manage one's own emotions and those of others. So think about it's coming at you. You're the leader. You're managing your emotions because if it's coming at you, more than likely there's something going on in the company that's affecting the other people, so it's coming at you. You're having to manage that. Plus, you're having to manage the emotions of the others that it's impacting inside the organization. And emotional intelligence is real, just like you're being able to get up and study and research and learn things. That's your intelligence quotient, your IQ. Emotional intelligence is real. But I feel like sometimes there's the trees out there and we're preaching the trees and everybody's still hung up on their EQ, and we'll talk about this in a future episode. But there's another Q that we've not talked about that I actually studied while in college, called your social quotient. So those are really the three quotients that you kind of embrace throughout society, and the social quotient is one that's very difficult for people as well.
Douglas Ford:Absolutely, and just for people to have a reference. So the article we're going to be drawing from today it really comes from the Wiley Online Library. If you're familiar with that, there's a publishing company, wiley W-I-L-E-Y, and it's actually one of the authors of this article is one of our favorite people, dr Daniel Goldman, who is the writer of Emotional Intelligence 2.0. And so a lot of this stuff you would hear or read if you read that book as well, if you read that book as well. But this is an updated article that continues to explain how quality leadership, emotionally intelligent leadership, positively impacts an organization or negatively.
John Ballinger:Or negatively. A lot of the information in here. The data is supported by Harvard Business. There's some Stanford information in here. The data is supported by Harvard Business. There's some Stanford information in here. There's other universities that have gotten together and that really happens.
John Ballinger:A lot Like when something starts kind of permeating society. It seems like universities or think tanks go and say what's the impact of this going to be? And I want to read a part of the article. It says the benefits from an emotionally intelligent leader include higher performance, job satisfaction, lower turnover. I'm going to pause on that word and tell you in this podcast I've kind of picked one thing, because there's a lot of things that emotional intelligence can do inside an organization to help it from a profitability standpoint. I'm going to key on low turnover as one of the things that can be done Better engagement, morale and hard numbers for increased profits and growth. These stats kind of formulate whether an organization has a leader with good emotional intelligence or one with bad emotional intelligence. Because what would happen with bad? All of those are going to be in the negative Lower performance, lack of engagement, low morale, decreased profits and we're going to see that this article lays that out. So can we go to the turnover thing, because these statistics are pretty stacked.
Douglas Ford:Oh, absolutely, yeah.
John Ballinger:Losing a salaried employee and these are Gallup numbers Losing a salaried employee cost a company 213% of that employee salary. Because what happens? That employee is disengaging from the organization. Their performance has gone down. Now you have to select someone else to be in that position. You have to get them up to speed. And so if you lose think about this If you're losing a six-figured employee, you're getting ready to cost the company 213 times a percentage of that salary.
Douglas Ford:Yeah, well, and not to mention all the intellectual brain power that walks out the door that they've spent all that time developing and starting to understand your processes and your company and your organization.
Douglas Ford:All that time developing and starting to understand your processes and your company and your organization. And, like I said, you've got to bring somebody back in and and just the disruptive factor of bringing a new person in that's got to, like I said, get up to speed, do all these things I mean. So it's not, it may not just be that individual person, it's look at the ripple effect of other team members that aren't as productive, Other team members that aren't as productive, other team members who are now going to make quote-unquote judgment calls about the new person that's coming in. Do I like them? Do I want to work with them? Do I think they're good for me? Do I think you're good for the organization? I mean all these different things that it's hard to put a tangible number on, but Gallup found a way to at least give some idea of what the financial impact is to an organization when you lose a team member.
John Ballinger:So what happens if that company doesn't have a selection process and they select the wrong person to replace that one?
Douglas Ford:You can go through two or three people to figure out who the right person is.
John Ballinger:Two 13, two, 13. Yeah, I mean, you see, I mean it is critical, especially at the manager and above level, to have a great selection process, because I mean you see that that number, that's bottom line profits that are just going out of the company that don't need to, because there's not a process in place to preserve the salary or the hour, and so the hourly employee used to I mean I would throw the number $2,200 out, because that was a pretty. That number in 2023 has risen to $3,500 for an hourly employee. That's what it costs to replace that person. So they're out there in, they're out there in and that's where you have a lot of attrition at is on the hourly side in a company. And so just think about writing $3,500 checks every time somebody leaves in your company.
Douglas Ford:Yeah, it almost be worth, uh, giving them a $3,500 to go on vacation, get their mind right and come back.
John Ballinger:Yeah, so the turnover rate right now, uh, in America, and this is the average in corporate America is 47%.
Douglas Ford:Wow, that's almost half. That's close, that's really close.
John Ballinger:So think about your 213% on the salary $3,500 on hourly and the 47% almost 50% turnover. And that's why we're kind of focusing on the turnover, because this is about profits and profit drains because of lack of emotional intelligence. And you're going to see, as I read through here, that the reason someone leaves a company is bad leadership.
Douglas Ford:People don't leave jobs, they leave bad bosses. That's right.
John Ballinger:A large meta-analysis. What is that? What's a meta-analysis? I guess it's like a lot of information. This group, finding 65,000 entrepreneurs, found those higher in emotional intelligence had better results in terms of financial success, growth of their organization and growth size. Even more striking, EI's impact was over twice as high as IQ. So 65,000 entrepreneurs sat down, did this group study, group study, and they find out that the IQ wasn't as important as the EQ and the overall success of the organization. I mean, like, so what do we have to do? Douglas tell me. I mean, what do we have to do to convince the audience that it's that important in their organization?
Douglas Ford:Yeah, well, I mean in the book itself, emotional Intelligence 2.0, I mean it talks about it multiple times where the EQ is the thing that promotes you through an organization. It's like your IQ or your technical ability related to a job may have been what got you hired, but the EQ is what gets you higher in the organization, gets you promoted in the organization, gives you more leadership responsibility and if you want your career to grow, if you want yourself to grow and be able to take on new challenges, working on your EQ is extremely important.
John Ballinger:So we're going to take a break and we're going to come back and we're going to talk about that turnover, what it's actually led to that's actually causing lawsuits to erupt in America.
Douglas Ford:Welcome back to First Lead U. Today we are talking through how learning to lead yourself with better emotional intelligence can actually be a benefit to your business, to your organization, by positively impacting the bottom line, assuming that you have good emotional intelligence or growing emotional intelligence. But it also works the other way If you do not have good emotional intelligence, it can certainly negatively impact your bottom line, and so we have been talking through an article that we found that Daniel Goldman participated in, was a coauthor in that. He's the author of Emotional Intelligence 2.0. And now we're going to get back into the rest of it. John, you've got some interesting information to share, including a very interesting website that you found as part of our research.
John Ballinger:Well, and this is again. This is sad because you know I love Monica. Another shout out to Monica she talks about the messy middle. When we were starting to talk about corporations, especially executives, what's the top line and the bottom line? I want to know what revenue is. I want to know what profits are Like. Well, we could talk about that, but let's talk about what impacts. That Is that messy middle, and here is one that is part of the messy middle.
John Ballinger:If you have a leader with low emotional intelligence and you have high turnover, you're also going to have people that are left in the company, that are fearful of leaving because they can't find another job, and they'll go through what's called burnout. So their performance actually starts to decrease inside the organization, especially as employees leave and they have more put on them while you're trying to select new people or hire new people, and then that new person comes in, then you have to train that person. If you're left, you got to train that person plus do your job right, and so burnout starts happening and, according to gallup, in 2023, corporations lost 1.9 trillion in productivity due to burnout and that kind of that scenario I just described. Now there's another figure in that article. That's even more important when it comes to what I call holes in the dam.
John Ballinger:So if your corporation is like a big dam and the water is money, is like a big dam and the water is money, I've always felt like it was my job to go in and put repair jobs in those holes in that dam to make sure that the money stayed on the other side of it. Okay, I've always used that as an analogy. My job is to seal the hole. Well, here's a hole, and this was done by Harvard and Stanford. It said. Workplace stress cost corporations $190 billion in increased health care costs.
John Ballinger:Wow, so there's a hole $190 billion Billion Just on the stress.
Douglas Ford:Just on the health care that's not the other things that are going on. That just on the healthcare, that's not.
John Ballinger:that's not the other things that are going on. That's not the turnover, that's not, that's not anything and it's got, and so corporate stress on employees has gotten so bad. I found a website, uh, that uh, sue your employee for stresscom. Sue your employer for stresscom.
Douglas Ford:What's that? What's that mean? What do they mean?
John Ballinger:That's what it said. Companies can now be sued for job-related stress on how it causes emotional injuries to their employees.
Douglas Ford:That makes perfect sense. I mean, if you walked in tomorrow and your boss punched you in the face physically, you definitely want to sue them, yeah, and that's a work comp claim. Yeah, that's a work comp claim Having to work and they've been doing that emotionally for years.
John Ballinger:Yeah. So imagine, as the leader, that you are not physically punching somebody in the face, but you're punching their brains every day by not leading them properly, causing emotional distress. You're causing your healthcare cost increase, you're causing absenteeism, you're causing burnout. Douglas, just if leaders work just on what we're talking about, think about what would happen in the company from a profitability standpoint lower turnover, lower health care costs, lower stress, lower burnout on the organization.
Douglas Ford:Well, and one of the other statements in this article says it's now clear that the worker's relationship with their boss matters more. I mean, for a long time we've wanted to have you know. Oh well, work is work, home is home. Don't get connected emotionally to team members, and there's certainly lines.
Douglas Ford:We're not saying that you should be all in and up in everybody's business and best friends on Facebook and you know, spending every weekend together, but taking the time to get to know who your team members are, understanding what motivates them, understand how they need to be talked to, how they best learn new tasks, what types of responsibilities they excel at. Understanding who your team members are from an emotional quotient intelligence standpoint is extremely important. And you know we talk about this shift in generations, from the baby boomers to Gen Xers, to the millennials. Well, the reason those people are in different categories is because they all kind of share a particular mindset, in addition to a lot of other characteristics, because they experience life in the same types of ways by and large, generally as a group below Gen X, the millennials, and I think it's the alpha generation in the early 2000s. As they start moving up into the workforce, these things are going to become more and more important and, to be honest with you, they should have been important all along. It's just a different time in society.
John Ballinger:I agree and I've written down. An organization takes on a leader's traits and habits. Think about that If a leader shows qualities of emotional intelligence, empathy, supportive, approachable, it will kind of permeate inside that organization. It'll be a thing. Conversely, if they're not emotionally intelligent, they lack empathy, they're not supportive and they're not approachable, you'll see that, especially in leadership, start permeating throughout the organization. And there's a statement in here that I've highlighted because we're talking about whether it could be a company, a manufacturing company, it could be a professional services company.
John Ballinger:They have an example of a national basketball team With a bad coach. They've seen it's led to more fouls and lower scoring percentages for players. So this doesn't just permeate into corporate America. This goes into sports of any type of athletic. If you've got a bad coach, you've got bad attitudes. All of a sudden the team itself like we can't win. You know, I'm not going to give him a haul. What does it matter if I do? I'm just going to get griped at. They're just going to give him a haul. What does it matter if I do? I'm just going to get griped at. They're just going to be yelling at me. Many studies have confirmed what each of us know in our heart and I think that this article actually saying what many of us know in our heart, we know the truth in our heart that somebody that's rude and thoughtless, uncivil, somebody that's rude and thoughtless, uncivil, that's a leader has disastrous ripple effects on our emotional field.
Douglas Ford:They lower commitment, satisfaction and performance by the same token, and I thought this was a word that I wouldn't have thought about putting in here, but it says a nourishing boss yeah that's a good term.
John Ballinger:It is, it really is a good term, because you're replenishing, you're giving to. When you nourish something, you're giving something to it, you're growing something, and they are ones with traits, civility, respect, the organization has satisfaction, there's people and it boosts performance. And I thought, man, nourishing, that's a good word. You brought this up when we were pairing. You were talking about the impact being yelled at as on you, not just at work but in your life, right, and we remember those things much more than we remember somebody saying great job.
Douglas Ford:Oh, absolutely yeah, and we were talking about that and it really. That's true. I mean, I've said this before we're so much quicker to believe a lie than the truth, especially if it has to do with ourselves, and that's why people can wreck our lives. When we're on social media and they're making negative comments on us, or somebody that we don't even know, that has no relevance in our life, that doesn't know us or the circumstances in which we operate on a daily basis, can make one negative comment and it can just blow your day, maybe it blows your week, it could even blow your month, depending on what that impact is. And it takes so much more. And we'll believe that On the other side of that, you may have your family, your close friends. Everybody's telling you what a great job you've done or how good you are, or congratulating you on something, and it's a lot of times we just dismiss that and we don't embrace that.
John Ballinger:But you know, and that's just kind of our inerrant human nature in the ways that we accept criticism and praise. So this next statement you've the anybody that's listened to the podcast for any length of time. I've made the statement that empathy is the single most important trait a leader can have, and this article and it's a university of Chicago identifies three kinds of empathy, each based on a different brain circuitry, which I'm fully. This is another one of those. Michelle Davis, when it comes to learning RX, she and I would really like to. We could have some conversations about cognitive empathy, emotional empathy and then empathetic empathy. It's like how are you empathetic to someone and have empathy at the same time? And remember empathy is simply putting yourself in someone else's shoes but having never walked in them yeah, you want to walk through what each of those meant.
Douglas Ford:So you kind of went through three different types of empathy that, uh, they've identified through this research at the university of chicago. Yeah, so it's cognitive is it means you understand how somebody thinks of empathy that they've identified through this research at the University of Chicago?
John Ballinger:Yeah, so it's cognitive empathy. It means you understand how somebody thinks. So we said it's important to know the 16 personalities. Yes, because you're going to start kind of understanding, like this is how they process information, this is how they reason, this is how they respond, this is how they interact. And so that's that cognitive. The emotional is how they feel.
John Ballinger:Now, leaders really don't really like that word. How they feel, but guess what? It's real, how you lead your people and how they feel. And I think we said this maybe at the last podcast or one before if it's Sunday and you're dragging to go to work on Monday, you're making an impact, either positively or negatively, on that person, because if they dread going in on Monday, that's a feeling. If they're excited because they get to go to work on Monday, that's a feeling. And then the empathetic concern is you want to be the best. You want that person to be the best person they can be. So you're literally I call this the coaching side of it You're coaching them what's inside them, out of them, that they sometimes don't even know. That's in them. You see it, but it's suppressed, they don't see it. And so you're coaching it out of. And I've got, I've got a statement. I asked yesterday in a meeting what happens when society becomes uncoachable.
Douglas Ford:Chaos ensues.
John Ballinger:Somebody in the audience said what we've got. Somebody in the audience said what we've got. That's true, because we have, by and large, become an uncoachable society. And I made a statement in that meeting and I said really for good reason, because people don't know if they can trust their coach. Is that are you giving me good information? Are you? I mean, what's your motives behind it? You know what are you doing? So I'll just self preserve because I don't know if I'm being coached properly. And so now we have an uncoachable society and look what we've got.
Douglas Ford:Yeah, the two year olds the world over have known that for ever. You're not the boss of me.
John Ballinger:Yeah, that's exactly right. There's a chief operating officer made a large steel company uh, was going through kind of just. This was self assessment. He said he needed to remind himself every day that people dumping on him was just part of his job.
Douglas Ford:At some point. That's what you sign up for, right. It is Some level of leadership. That's what you're there for is to help people solve their problems and don't get upset when they come and start sharing their problems with you.
John Ballinger:I want the leaders to ask themselves these questions Am I approachable? Can my team approach me? Am I approachable? Can my team approach me? Do I adopt an acquiring mindset? Can I understand questions that need to be asked in my team? You don't have all the answers. I have to learn how to ask questions. And can you keep your cool if somebody's coming at you because you've asked a question and all of a sudden they feel like you know what? Here's the time I feel like I can answer and I'm just going to give it to you. Can you keep your cool while that's going on?
Douglas Ford:Yeah, and that's key, because if you open the door of discussion with your team and perhaps they react in a way that you're not expecting and then you react negatively to that, it's going to be a while before you get back.
John Ballinger:You can solicit that type of discussion again oh yeah, they'll just sit quiet, you'll say feel, you'll say as a leave, feel free to comment and everybody's just dead silent.
Douglas Ford:Yeah yep, okay, good, we're great guys. All right, let's move on.
John Ballinger:Let's go on to something else another thing about leadership is once you ask, so once you've been approachable, you've inquired, you've asked questions, you've kept cool, cool and now you've made the decision. You've moved forward. It was the wrong decision. Learn how to forgive yourself. That's's emotional intelligence. And forgiving yourself means you've got to go back and tell the team like you know what I missed that one. Communicate that to them, because with emotional intelligence, you should be banking goodwill with the team and in doing so, when the team sees that you've made a mistake, it should be a forgiving mistake to them. It should be a forgiving mistake to them where they can come back to you and say you know what, that's all right. What you can't do is over, over and over again, because you're going to erode that bankable credibility that you have with your team.
Douglas Ford:Absolutely. We've talked before about this idea of credits and debits in relationships and certainly emotional intelligence and how you interact with your team creates that account and those deposits go in a lot slower, in a lot smaller denominations than the debits come out.
John Ballinger:Right. Here's another Harvard business research analyzing 1,200 journal accounts of workday. So people were journaling their workday and this was several hundred men and women and they revealed key indicators when there was good emotional intelligence, highly productive, satisfied with their work, they were committed to their job, they were creative, they felt good and they give and got support at work. Teammates rally together Highly important.
Douglas Ford:All right, I'm going to set you up right here for the, for the close Cause we're we're running out of time. So last paragraph, last couple of paragraphs of this article, Lon says satisfied employees are less likely to leave many lower rates of turnover.
John Ballinger:Somebody do we have a drum roll.
Douglas Ford:We should have we should have a drum roll effect and I could give myself some more applause.
John Ballinger:So this is key. A well-connected leader with the team can lead to good organizational citizenship, where employees go beyond their job description to do whatever it takes to help the organization succeed.
Douglas Ford:Yeah, and we've talked about this offline. I mean, part of that is somebody making a decision to stay home or go to work. I mean, depending on the situation. If you're in a situation where you need your team members to be in every day, hands-on production, if they're thinking about not just themselves, but they're thinking about the coworker next to them, or perhaps they're even thinking about you as the leader, because they understand that you're thinking about them and that you're doing what's best for them and you and they feel like you genuinely have their best interests at heart. When there's you know, when that there's that moment, it's like, man, it's really nice outside. Today I'd really just like to just stay home or or go to the lake, or go to the beach or whatever it is, go hiking. Now, if I don't show up, these people are going to miss me and these people are going to be impacted by my absence. So I'm going to go versus. They don't care, I don't care, it doesn't matter, I'm just going to take the time.
John Ballinger:Yep. So homework for the audience.
Douglas Ford:Yeah. So if you have not invested yet in emotional intelligence 2.0 the book, please do so. That comes with an assessment. You can go online after you get the book. You have a code in the back of that book that'll allow you to take the test and it'll our assessment and it'll give you all the instructions related to that.
Douglas Ford:And the good thing about it is, if you do that, be on the lookout because after you take that assessment, six months later thereabouts, you're going to get a second email from the organization. It's called Talent Smart. They're going to send you another email that allows you to take the test, the assessment again so you can see how you're growing, the assessment again so you can see how you're growing. Because what they hope that you're going to do, or expect that you're going to do what we talked about early on is first, you've educated yourself. Now you're going to spend a certain amount of time applying what you've learned, so you should be growing and getting better. So it's a great resource. Again, if you have there's other emotional intelligence tests, assessments online, certainly you can use those, but this one we know is a great resource. It's a physical, hard, physical resource that you can carry around with you that you can study, you can listen to on audible. It's you know. We highly recommend it.
John Ballinger:Yeah. So the one thing takeaway leaders. Look at your turnover, look at attrition, look at your healthcare cost I would walk around and look for tums and drawers and acid. If you're causing your employees to have stomach issues, ulcers, emotional stress, mental stress, do something. They deserve better. And really the corporation, the company, whether it's yours or somebody else's those people deserve better than you just having profit dollars drain out the back end because you will not learn who you are. You won't first learn to lead you. That's a great podcast title First Lead you. We could do that, but go to that one thing and start somewhere inside the organization. All right, mr Ford, been a good podcast.
Douglas Ford:Yes, thanks for leading us and talking about how, learning to first lead, you can actually lead to broad line profits, absolutely.
John Ballinger:Have a good week. We'll see you next time. You.
