1st Lead U - Leadership Development
This podcast, now in Season 3, 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
Human Resources - Not the Department - CHART
Coaching and mentorship programs I think are crucial for leadership growth in this next decade. Oh, absolutely. I think companies just need to sit down, whether it's somebody coming in part-time just to develop their team, once a month, once a quarter, whatever it is that you can afford to large corporations, they need to have a coaching program internally.
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 you 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 leaders. My name is John Ballinger. I'm with First Lead you. I'm here with my trusted co-host, mrouglas ford.
Douglas Ford:Hello john, how are you today? I am good, and yourself I'm good. I'm ready for the rain to go, go, go away, douglas.
John Ballinger:It rained again today. It's like it'll be sunny and all of a sudden it's just like, oh gracious, so we live in seattle, but we didn't.
Douglas Ford:We don't live in seattle, but it feels like we live in seattle I feel like that's a 10-year cycle for 10, because when I first moved here, the first year that I lived here, it was like that it rained like out of a 45-day uh window. It rained like 30 of those did it really.
John Ballinger:And you, you came from california, then what well?
Douglas Ford:uh well, we came from south carolina, um, immediately, but I was still like my gosh and then I just decided it takes a lot of water, phillip Tennessee river, so it's got to rain a lot, I don't know.
John Ballinger:So, but the California has got the ocean, so what has that correlate with that?
Douglas Ford:Yeah, but it didn't rain all day. La is a desert. Oh, so we are on, uh h third h, third h, and that would be human. That was a drum roll human resources.
John Ballinger:Human resources so, oh.
Douglas Ford:So we're going to talk about departments no, we're not going to talk about. We're not, so all right. So then, what are we going to talk about if we're not talking about the human resources department?
John Ballinger:well, we're going to talk about resources humans need and I thought it was odd when I was kind of laying out the chart because, if you remember, h was the first letter that started all this and I thought, well, I can't say resources for humans because that kind of violates the H. Yeah, that interrupts the H flow there. And anyone that's heard me talk about the H's they've heard me say human resources, not the department. Like I always leave that, you know, put that in there.
Douglas Ford:I have to have that little asterisk.
John Ballinger:Yeah, now should these, should these topics, that should this topic we're going to talk about, originate in the human resource department?
Douglas Ford:Yes, it should. So it's human resources for human resources.
John Ballinger:Exactly, I get it. Could you say human resources with a two on it? Yes, square square resource.
John Ballinger:Human resources squared. So we're going to be talking about what do the humans, the workers, managers, even leaders, say that they need in order to effectively do their job better? That's what this is, uh, this uh, this H is for. And I did a lot of reading, and let me give props to the organizations that I read articles, I read Inc. I actually read McKinsey, I read Harvard Business Review and there was one more, I think I talked about it Forbes, forbes Magazine, yeah, forbes. And there was a lot of consistency. Now, I don't know if they were plagiarizing each other well and those are.
Douglas Ford:I mean those are kind of the resources that we go to a lot when we start doing research and we start looking at those names consistently pop up because they do a lot of uh surveys, studies. I mean there's a lot of think take, think tank, think tank type uh activity that goes on in those organizations and they're, you know, especially Inc and Forbes, like they're. They're kind of always on the forefront of what's going on in corporate culture.
John Ballinger:Yeah, so the consistencies I'm going to talk about throughout the podcast, from reading the articles and McKinsey's report was big it was. It was a over 100 page article just about employee engagement, what employees need in today's marketplace and so the first part of the podcast we're going to talk about this is what the team members said that they need in order to effectively do their jobs better.
John Ballinger:Okay, and but first I'm going to talk about the actual what's it called the definition of human resources not the department okay, and and it requires employee development to a combination of resources, including training programs, mentorship, the use of technology to effectively develop, and this and necessitate a supportive environment with clear goes, feedback mechanisms and opportunities for growth.
Douglas Ford:That's a lot it is probably should say that again, because there's a lot in there yeah, it's.
John Ballinger:It's employee development, which requires a combination of resources, including training programs, mentorship with the use of technology that effectively develops and is a necessity in supporting an environment with clear goals, feedback mechanism and opportunities for growth.
Douglas Ford:So basically helping people learn to do their job better and then teaching them to lead other people.
John Ballinger:Well, yeah, Now you and I both know from what we've done in companies that the part with clear goals Very seldom happens. It does. Is it not crazy how you know? And so you're paying someone to do a job, but you're not clearly defining goals that they need in order to do their job, and then you're angry when they don't do.
Douglas Ford:Yeah, I was.
Douglas Ford:Uh, I was actually listening to a podcast I think it was Harvard business review podcast and they were talking about, uh, the idea that uh, most of the time people don't set clear goals and you go in and you tell somebody, hey, you're not doing very well, and a lot of times the employee doesn't you know, team member doesn't really have the wherewithal or always understand like well, the reason I'm not doing good because I don't know what I'm supposed to be doing.
Douglas Ford:You know, it's like the more uh, clearly you can communicate your goals then then everybody has a, a target, so to speak, is like here's what we're trying to go, here's what we're trying to do, and then I know what I I need to do to be successful, and then that's something you can, I can, be measured against as well. So, all right, that's, um, one of the things that uh, I've heard when you're, especially when you're, interviewing, is what does it look like for somebody to be successful here? Right, and get them to tell you that early, but at least you maybe start establishing some sort of parameters about what it looks like for me to come into your organization and be successful.
John Ballinger:I'm going to say something unpopular, unscripted, but I've seen it in the military and I've seen it in the business world A leader spots someone that potentially has more capabilities than they do and they will hold that employee down. I've seen it time and time and time again when, in reality, a leader should always want to look back and look at the amount of people they've developed into some sort of position where they've increased their abilities inside the organization, increased their ability to earn income, you know, really develop them. I love looking back and saying, oh, this person was here when we started. Now look at it, and I think that's to me. A leader should want to do that, not look at them and like, oh, they're a threat to me.
Douglas Ford:All right. Well, they may be in a leadership position, but they're not.
John Ballinger:Could it be the convenience versus competence? It could be. We were talking about that just a minute ago. So the first thing that the employees and this is consistency across the different articles is that there was a lack of structured training programs and organizations. True, yeah, and I think the structured part of that. So they they said well, there's a training program, but it is not structured, it's not consistent. Things will impede that If something comes up, we don't do it and then all of a sudden, you're three weeks later and there's nothing going on. Um, ironically, one of the most uh, one of the biggest issues with turnovers is people leaving within a year because they didn't get trained, but they got blamed.
Douglas Ford:Oh wow they got, they got.
John Ballinger:they did not get trained, but they got blamed Gotcha.
Douglas Ford:Yeah, here's the employee manual. Read through this. I'll be back in an hour.
John Ballinger:Yep, yep. So a structured training program is something that was talked about a lot. One of the most common requests in that training program for from a leader to a manager, or say, leader, vp, director, manager was teaching soft skills. Now I can personally say I don't think soft skills are taught in. I don't see soft skills taught and that's what I call the old interpersonal people skills right, how to speak to someone, how to do an evaluation, how to draw things out of someone with questions. I don't see soft skills being taught in companies and and the employees that are responsible for doing the evaluations are asking somebody, teach us soft skills, because we don't know them.
Douglas Ford:Yeah, I completely agree with that. There's a term that's not going to come to mind right now, but that it's actually like strong skills, right, like, not soft skills. Those strong skills, those are the skills that are and we read this in emotional intelligence 2.0 it's not your um, your your um, I can you, I, yeah, well, you're so your um. Intelligence gets you, gets you hard, but it's your uh, your ability to assess someone's uh, uh, emotional intelligence. That's going to continue to uh move you up in the organization. Yeah, yeah, there's a there's to move you up in the organization.
John Ballinger:Yeah, yeah, there's a, there's a phrase that says in the book that really articulates what you're going to say it's not your intelligence that gets you promoted, it's your emotional intelligence that elevates you inside an organization. The second thing that was asked for so you got these. We'd like these, uh, these different structure training programs. They would like diverse delivery methods with them. For, so you got these. We'd like these uh, these different structured training programs. They would like diverse delivery methods with them. And that is, people learn differently seeing, hearing, doing, right and uh, reading, seeing, hearing, doing and. And because they learn differently, they would like interactive training or simulations, uh, so that it would help them, based on their learning ability. So that was another one of the requests that employees had.
John Ballinger:And again, if you look at profit dollars that go out the back door because of retention issues and we've talked about those numbers and they're big, and we talk about productivity being low, talked about that so now you've got profit dollars going out because retention issues, you've got productivity issues, so which are profit dollars? And you've got an employee or a team member inside a company that says you know, I don't think the leadership really cares about me, so now they've got an attitude problem and you think, well, what would it cost to do X so that we could solve this? I really do believe if an accountant put dollars to dollars over a five year period, they're going to say the money that we invested here is going to far exceed what we're losing over here in space.
Douglas Ford:Yeah, well, it's the yeah we've. We've said this many times the cfo ceo conversation right yep, exactly what it is.
John Ballinger:So the the uh, the third thing is we talk about another episode the other thing is teaching the what I'd say the vp director managers once these things are starting to mature inside an organization actually how to build training materials for their teams. So they're being trained and now they're saying we want to learn how to build things for our team from a training sample and some of that could be videos or handouts or just team meetings and things like that. But it's, how do we teach our teams how to do things Right? And then this one was interesting Micro learning.
Douglas Ford:Oh yeah, big into micro learning.
John Ballinger:Yeah, they the if consistent across the articles two to three minute videos on specific topics in a company based on your position, that you may not deal with consistently but you can go back and refer to in a learning center that if this comes up, go watch this two to three minute video.
Douglas Ford:Yeah, I worked at an organization where we develop software for organizations and that was our.
Douglas Ford:We didn't have any video over two minutes long that would show somebody how to do a task inside of the software, because, you know, we knew that they weren't going to search through a video to find that specific thing, and so we just had a series of about 25 videos that were very specific about what you wanted to do.
Douglas Ford:In the first 15 seconds Looked the same in almost every video because you kind of you know, you got to sign in, you got to do these things, you've got to sign in, you've got to do these things, but really it's that last 45 seconds of the video that really shows them, like, here's how you do what you're wanting to do, and it just made it so much easier. And if they called in for customer support, it gave us a short clip that we could send them at the end of our conversation. So after we get off the phone, if you forget or you need a refresher, here's a little short two minute video for you to watch, uh, to be able to do that task. So yeah, I'm all about micro learning.
John Ballinger:I've been into that for quite some time yeah, I learned a new acronym developing or going through all this and you know, getting the notes, lms lms all right learning management system. Yeah very good. I don't think you didn't cheat on that, did you?
Announcer:just like pop.
John Ballinger:Yeah, so I know things, man. So so it basically is taking all that I described and putting it into a system that's accessible by the team member right and it tracks what they're doing and what you've seen, how many times they watch that video.
John Ballinger:Oh, we're watching that video a lot. So we need to pay attention to that, right, right, because that's something that the team is is going back many times and looking at and that could be a vendor issue coming up, could be an employee issue, but it starts giving the leadership, you know, some data to look at. And so I'm looking at that, thinking, okay, none of that seems unreasonable. Is I'm looking at that, thinking okay, none of that seems unreasonable? Is there a cost associated with it? Yes, absolutely is. But look at what you're got. The benefit is going to be over a five or 10 year period of your organization. When you just talked about those three things I talked about earlier minimizing retention, turnover you are getting a better quality productivity out of the team member and their attitude, especially if they feel like there's some advancement opportunities, cause now I'm really learning my job, I understand what I'm doing and now somebody can look at me and say, yeah, that's a promotable person inside the organization.
Announcer:Yeah.
Douglas Ford:I remember the phrase that we were looking for it's your. It's not your aptitude, but your attitude is going to determine your altitude.
John Ballinger:That's it. Zig, Ziglar, Yep, Come on. So we're going to take a break and we're going to come back and we're going to talk about the the number two most requested uh item with team members and this, this went all the way up to VP level. So this wasn't C-suite, this was. We want this from our leadership and organization. We want our life to be number two thing, which I think is exciting for us.
Douglas Ford:Hello First Lead U listeners, douglas Ford here. I want to take just a few seconds during this break to say thank you for spending a few moments with us as we discuss the challenges and opportunities of being a leader. We hope that in every episode, you find some bit of information that will help you on your own personal leadership journey. That will help you on your own personal leadership journey. In order to reach more people and to improve our positioning on all the podcasting and social media platforms, it's important that you subscribe to our podcast on your favorite podcasting platform, like Apple, spotify or any other platform where you listen to First Lead you. We would really appreciate you clicking on the subscribe button to help us reach more people and expand the message of First Lead you. And please take time to visit the First Lead you website. That's the number one S-T, the word lead and the letter U dot com. First Lead you dot com. Number one S-T, the word lead and the letter Ucom. I hope you have a great day as you continue to learn. To First League U.
Douglas Ford:We are here today talking about the third H in our chart acrostic, and we've talked about the fact that we're all humans. We've talked about the fact that we all have a human nature. Today we're talking about human resources, not the department, but the resources that we need as humans to progress, to develop, to grow. All those things, especially when you're inside a company, an organization, should be coming out of the human resources department. Company and organizations should be coming out of the human resources department. But specifically, today we're talking about the resource itself that's needed to help us grow and mature. And before we went to break, john, you had given us several things related to that, but you want to talk about the number two thing that's most requested by team members, leadership managers, when they went through some of these surveys with some of these organizations. We that's most requested by team members, leadership managers when they went through some of these surveys with some of these organizations we talked about, like McKinsey and Harvard Business Review Inc. And Forbes.
John Ballinger:Yeah, and I want to reiterate these surveys went as high as VP level. Inside organizations when you're talking about vice presidents and directors and managers, so drum roll please. Side organizations when you're talking about vice presidents and directors and managers, um, so drum roll please.
Douglas Ford:I need a sound effect.
John Ballinger:I love that this is being asked for and companies are going to have to raise their heads up and start doing it, but the the teams were asking for mentorship and coaching programs maybe like first lead you.
Douglas Ford:I mean a little shameless self-promotion. Is that? Is that a plug? Shameless self-promotion? Here's what they said.
John Ballinger:Please pair us with experienced employees that are because we're less so if we're less experienced, please pair us with an experienced employee to give us personalized guidance and knowledge transfer. Wow what do we talk about?
Douglas Ford:Very good, very specific.
John Ballinger:That's good, yeah, we talk about a person that has gone through life a business owner, an executive, a leader and have had ups and downs. Because you're going to have ups and downs, you should not want dirt thrown on your grave until you have given that knowledge to somebody else to carry on. Why would you just want to take it with you and all that experience, good and bad, because the bad parts don't do that. I did it and here's what the results were. You're trying your best to not Now. There are times that I know myself when I'm coaching somebody they don't listen. I guess what they've got to learn, like I've done many times the hard way. But those hard ways they leave imprints on. But I thought you know what they're. So they're asking for mentorship and coaching programs. They even went so far as said we'd love knowledge transfer from more seasoned, experienced people in our organization. Would they please put something like that in place?
Douglas Ford:yeah, I mean it's well, it's great that people are asking, uh, but it's also said that they have to ask because, you know, I feel like there probably was a time and we we've talked about this especially from a parenting standpoint the knowledge transfer in the late 1800s was much greater because a lot of times you were right there with your parent, you were working side by side, you were learning, especially as an agrarian society, we were learning how to take care of the fields, how to take care of how, to, you know, do a lot of different repair work around the house, different things like that, because parent and child were right there next to each other. Because we've kind of diversified, like, we get a lot less of that transfer of just regular knowledge yeah, I've got to bring this up.
John Ballinger:So I had a gentleman working for me and he was 65 years old and his original job we're talking about out of college was he did technology.
John Ballinger:He was a the original it person for playboy magazine that's family show but that far back I was thinking he's 65 when he works for me and bill's been passed away for at least 10 years, yeah, and he was a very unique man. But bill called me one day and he said my car won't start. Well, bill, have you checked to see if the battery cables are tight? You know just basic things.
John Ballinger:And I'm like he's like he got out and like, well, where's the battery at? I was like, well, it's a black box at square and there's a red cable going to it. Where's the battery at? I was like, well, it's a black box, it's square and there's a red cable going to it. He didn't know, yeah, he didn't know what the battery was. Then I said it sounds like the back cause. It clicked. And so I said it sounds like you need to jump off your battery's dead. And he didn't know how to For the jumper. Yeah, and I was having to coach and I thought, man, 65 years old, you're an it person and you don't even know how to jump a car off with battery cable.
Douglas Ford:Well, I had that experience not too long ago with uh. At the time it was probably an 18 year old, you know. It's the same type of thing like nobody ever showed him how to jump a car off, and I was on the phone trying to talk him through.
John Ballinger:Here's what you're supposed to be doing? Yeah, Did you tell him to stick his tongue to the battery? He didn't do that. My dad did that to me, by the way uh, test and see if it works but coaching and mentorship programs, I think, are crucial for leadership growth in this next decade. Oh, absolutely, I think companies just need to sit down, whether it's somebody coming in part-time just to develop their team once a month, once a quarter, whatever it is that you can afford to large corporations, they need to have a coaching program internally.
Douglas Ford:Yeah, and we were talking about this before we started recording. It's like you know, there's some industries and I was involved in one that was a hospitality industry, or specifically the hotel industry. Uh, where if I wanted to advance in that industry, more specifically the hotel industry, where if I wanted to advance in that industry, I actually had to leave the job I was at, go to another hotel to take a promotion, so to speak, and I could do that four or five times come back to the original hotel, be in a better position, making more money, have more responsibility, be in a better position, making more money, have more, you know, responsibility. But if I'd stayed at that hotel the entire time that I was gone, I wouldn't have moved up in that organization, douglas, why does that happen? Because there was no way there to teach me, but it was.
Douglas Ford:Also, it was easier for well, I didn't want people that were doing a good job in one position to leave and go to another position, right. But it was also easier for somebody else to hire me away and let and give me more responsibility than it was to train somebody in their organization that maybe was doing a good job in their organization. So it was just it was a. It's a very weird system, but that you know. When you talk to somebody that's been in the hotel hospitality industry and you look at the resume and they've got like 10 jobs in the course of like eight years, that's not really strange at all. You know, because you know that's the only way. You know if they're trying to move up and grow and get in a better position and be in a leadership position, that most of the time you have to do those types of things and that's not the only industry where that's true.
John Ballinger:Oh no, I'd say it's consistent things. And that's not the only industry where that's true. Oh no, I'd say it's consistent. So, in other words, there's a comfort level to leadership. To select a person, bring them on board they're doing their job and leave them there. Yep, that's, that's comfort. Yep, because if I move them up now, I have a void and I have to select somebody. And what if they're not as good as that person? Now I've shot myself in the foot, proverbially, and that person's promoted. And now I've got soup sandwich here in this job.
Douglas Ford:But as we just talked about, like well, people self-select, they get out right, they go somewhere else. If you don't move them up, then they're like well, I'm gonna go someplace else where I can.
John Ballinger:Yeah, so I think the programs um, then, using technology to actually implement those programs so it doesn't mean that somebody has got to be there every month or quarter use technology, videotape things, bring it into that LMS where people can go back to it, and on their own time tape now is like old school, right you? Know that right.
Douglas Ford:Yeah.
John Ballinger:Yeah.
Douglas Ford:Digital video now.
John Ballinger:Yeah.
Douglas Ford:Immersive virtual reality training, that's nice, that's a.
John Ballinger:That's a new one. I started learning about that and that's more on the manufacturing side. Uh, you're actually taking someone through the facility. You're telling them yeah, your job's this, but here's how it impacts it back this way to gets to you and this is what's going to happen at the end result, because you did your job with, and so it's. It's virtual reality training, where somebody can actually see the process going through. Uh, for a position.
Douglas Ford:Yeah, I have a friend of mine who works for a company that does that, and so they do a lot of repair work on machinery and they have a system where they can take an iPad and the person who knows how to really repair the machine is remote, but you've got a person physically on site and the person that knows the information will put their hands in front of the iPad camera and it will display on the other person's iPad and show them here's the knob you're supposed to turn, so they can mirror that with their hands and do the exact things that the other person is doing to repair the machine. So, yeah, it's pretty crazy.
John Ballinger:Yeah, I was downtown. I almost said why I was downtown and I shouldn't have said that. But I was downtown and was introduced to a doctor downtown, uh, at an office where I walked into his office. He was on a um um run, you run on them, treadmill, treadmill. I'm on a treadmill, why don't I'm treadmill?
John Ballinger:He was on trip and he had like five screens, large screens, in front of him and he had like five screens, large screens, in front of him and he was watching surgeries and he was commenting on the surgeries as the surgeries were taking place, as the consultant to make sure that they were performed properly. Oh, wow, and he's running the entire time and I'm sitting there watching him and he's, he's I mean he's not out of breath, but I mean you know he's, he's huffing a little bit, but he will see, he would see something from a surgical standpoint and stop and say here's what you need to do. Yeah, and this was, this was a few years back. So think about, you know, those surgeries could have been somewhere all over USA happening. And here's a doctor downtown Chattanooga on a treadmill, uh, just making sure that they're done properly. Yeah, yeah, Uh, just making sure that they're done properly. Yeah, uh, the.
John Ballinger:The other thing is so we've talked about all the things up top. You know the first part of the. Now we've talked about, uh, coaching and the, the mentioning mentoring and coaching, setting clear goals and objectives Super important. Yeah, we've seen that. Not, that's not an often trait that we see inside organizations.
Douglas Ford:No, mostly mass confusion and chaos. Yeah, because nobody knows what they're supposed to be doing.
John Ballinger:Yeah, uh, we, we talk, uh, we've talked about this in a previous podcast, but at at high level, inside the organization. You get down from VP to director, to manager, to the team members, and they're in the trenches every day and they're doing the thing and that's the direction. And all of a sudden they come in the next day and we're going a different direction. Nothing's communicated. Everybody's engaged in the direction that they were going in. No turn signals, no, anything. We're just heading in a different direction. It literally paralyzes the organization and at the ground level, it appears there's chaos going on at the top level which probably that's probably true, right.
John Ballinger:So asking for clear, defined goals, I think it's extremely important out of all this, and the team members also, after the clear goals are set and they function, would like the opportunity to give feedback to their leadership on how things are progressing. Now I think all that, if put in place what we talked about with human resources, all those are put in place, the coaching and mentoring is done and the feedback is done after clear goals and objectives are established, I really truly think you start rebuilding trust, which is void in the marketplace between the team member and leadership. And I'm telling you it's not just void at the ground level. I truly believe, based on our interaction, that trust is void all the way up into the company. Oh yeah, I don't think you get to a part like, oh, now there's trust up there. I don't. I don't see that there's mistrust at all levels, but this process actually will start recreating trust at all levels in the organization.
Douglas Ford:Yes, I completely agree with that and you're you're right. And it seems that it doesn't matter which level of an organization you go into, a majority of the time the trust between um two levels of the of the company and the chain of command, so to speak, does not exist. I mean, I was just listening to your favorite book this morning speed of trust, were you. I was absolutely on my on my morning walk, uh, and he was talking about, uh, american airlines and that, uh, they were getting ready to file for bankruptcy. It was at a time when all the major airlines were about to go into bankruptcy. They had gone to the, so American went to the union and asked them to make some major concessions to keep the company out of bankruptcy, and they had been negotiating for quite a while.
Douglas Ford:And they had been negotiating for quite a while and on the same day that the union voted for the concessions, uh, which meant mostly pay cuts for the union members, the news came out that the American airlines executive team or executives, had a trust that helped them ensure that they were going to get their bonuses fulfilled, their retirement and some other thing from a money standpoint, which completely destroyed the trust that they had been trying to build with the unions, like, hey, we're all in this together.
Douglas Ford:Well, within 45 days that CEO was was out and they had brought in a new ceo and they talked about he inherited the um, you know the trust tax because the union didn't trust him and it took him you know months to re-establish and he had to do things that went above and beyond to try to re-establish that trust with union. Let him know, like here's the things we're going to do like they started having open business meetings where people from the union could come and they could hear. They had to put more union representatives on executive management committees so that they could see and hear what was going on and they understood. And so you know. I mean it can be rebuilt, but it's like it's things like that that happen that cause people not to trust you know upper management or people who are in charge or their leaders or whatever it is.
John Ballinger:You know that's a good book. It is a good book. We encourage our leaders to read that book. There's a couple that are helping some, doing some things in our organization for us, and I encourage both of them here. This is the book you need to read, and I do that because trust is so void in society and so when trust is void, we become selfish and reality is, we're selfish, we're selfish population, which means that everybody's it's every man, woman and child for themselves, because we can't do anything together, because we don't trust anybody. So we hope that through this acrostic process of chart and wrapping out our last H, that the leaders will see that embracing this chart mentality day in and day out inside your organization will be rebuild trust. It will make you a stronger leader inside your organization and it also means that you've got to tackle some things that you may not have tackled from a leadership standpoint. Uh, so that's doing the hard work. You know you gotta do the hard things to do the hard thing.
Douglas Ford:Exactly. Right so uh, you know, you got to do the hard things, to do the hard thing, exactly Right.
John Ballinger:So, uh, we hope you've enjoyed this letter of H and remember, in order to lead your teams, well, you must first. We'll be you next time.
