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115: Kathleen Peterson: I actually flew off the handle

Kathleen Peterson Show Notes

Kathleen Peterson was in the midst of a large training project when she clashed with the project manager. She was right and she chose to fight. This episode sent Kathleen on a journey of discovery and learning. Listen to learn where she went and how she ended up learning that being right is useless.

Kathleen was born in Boston, Massachusetts – fifth born of 10 – 2nd girl. All of her siblings were close in age – no birth twins.

Kathleen’s three older sibblings were boys so she was sort of brought up by wolves, learning early on to hold her own with “men”. When she was 5; which was 1957 – the family moved from Boston to New Hampshire; her father had taken a job with a “start up.”

Her father was a self made man, literally rising from “messenger boy” to a senior executive and member of the board of directors for, at the time, the largest private employer in NH. He was extremely smart; very impish, always challenging the status quo with smarts, wit, and humor. Kathleen inherited a lot of her business savvy from him and patience from her stay at home mom.

With 10 kids, if you wanted “extras” that was up to you. So Kathleen had her first paying job at the age of 11. She was a “mother’s helper” for a neighbor with six children. Kathleen had a lot of jobs; she worked in a movie theatre, several retail stores, cocktail waitress, bartender, chamber maid, office worker, and technical illustrator; in 1979 she began what would be her “real” career when she went to work for my husband in the telecommunications business.

That led to her understanding of technology as a “support” tool to meeting objectives. She witnessed firsthand the misconception that technology alone is the solution; which was the seed of what she does now.

Kathleen is currently celebrating her 30th year in business as founder and Chief Vision Officer of PowerHouse Consulting – a management consulting firm that specializes in “operational-izing the customer experience.”

She works with many growing, quality focused organizations looking to achieve excellence when it comes to delivering on the Customer Experience – across all access channels.  She has a very strong practice in Healthcare right now working with many systems to elevate their Contact Center environments to the level of strategic asset by optimization in key areas like people, process, and technology.

Kathleen lives in Bedford New Hampshire since 1957, she lives in a house next door to her childhood home. She also has two sisters, two brothers, a niece and nephew living on the same “compound”.

She’s been married since 1979 to David, her husband and partner in PowerHouse. He leads the Voice & Data side of the practice. And she has two sons and one grandson.

Tweetable Quotes and Mentions

Listen to @PowerHouse603 to get over the hump on the @FastLeaderShow Click to Tweet

“The healthcare industry is the most changing industry on the planet.” -Kathleen Peterson Click to Tweet

“The number one success factor is leadership at the executive level.” -Kathleen Peterson Click to Tweet 

“It’s the change management that’s causing the success or failure.” -Kathleen Peterson Click to Tweet 

“I can’t fix it’s not working. What’s not working?” -Kathleen Peterson Click to Tweet 

“We’re in this wonderful moment of massive change.” -Kathleen Peterson Click to Tweet 

“Without proper leadership it’s going to be a constant source of irritation.” -Kathleen Peterson Click to Tweet 

“We have cynicism around vision because it’s not experienced in the operation.” -Kathleen Peterson Click to Tweet 

“90%+ of people say the customer experience is part of their strategy.” -Kathleen Peterson Click to Tweet 

“What does a great customer experience really mean?” -Kathleen Peterson Click to Tweet 

“Senior executives need to champion the contact center being properly managed.” -Kathleen Peterson Click to Tweet 

“Change is iterative.” -Kathleen Peterson Click to Tweet 

“Progress is almost always in spirals.” -Kathleen Peterson Click to Tweet 

“Being right is useless if you can’t effectively communicate it.” -Kathleen Peterson Click to Tweet 

“You will perform better and manage your own state of mind when you communicate better.” -Kathleen Peterson Click to Tweet 

“Being smart is as stupid as being right if you can’t communicate it.” -Kathleen Peterson Click to Tweet 

“Contribution is a privilege to be able to enjoy.” -Kathleen Peterson Click to Tweet 

“Improvement is a natural byproduct of learning.” -Kathleen Peterson Click to Tweet 

Hump to Get Over

Kathleen Peterson was in the midst of a large training project when she clashed with the project manager. She was right and she chose to fight. This episode sent Kathleen on a journey of discovery and learning. Listen to learn where she went and how she ended up learning that being right is useless.

Advice for others

Being able to effectively communicate is the key factor in successful change.

Holding her back from being an even better leader

Nothing because I have a passion for learning and leading follows learning.

Best Leadership Advice Received

Never lose you sense of humor.

Secret to Success

Telling it like it is.

Best tools that helps in Business or Life

Nurturing my emotional intelligence and a healthy work life balance.

Recommended Reading

Backstage at the Customer Experience: Musings for Contact Center Leaders

The Corporate Mystic: A Guidebook for Visionaries with Their Feet on the Ground

Contacting Kathleen

email:  kpeterson [at] powerhouse1.com

Website: http://powerhouse1.com/

LinkedIn: https://www.linkedin.com/in/kathleen-peterson-9119228

Facebook: https://www.facebook.com/PowerHouseConsulting

Twitter: https://twitter.com/PowerHouse603

Resources and Show Mentions

54 Emotional Intelligence (EQ) Competencies List: Emotional Intelligence has proven to be the right kind of intelligence to have if you want to move onward and upward faster. Get your free list today.

 

Show Transcript: 

Click to access edited transcript

115: Kathleen Peterson: I actually flew off the handle

 

Intro Welcome to the Fast Leader Podcast, where we explore convenient yet effective shortcuts that will help you get ahead and move forward faster by becoming a better leader. And now here’s your host, customer and employee engagement expert and certified emotional intelligence practitioner, Jim Rembach.

 

Need a powerful and entertaining way to ignite your next conference, retreat or team-building session? My keynote don’t include magic but they do have the power to help your attendees take a leap forward by putting emotional intelligence into their employee engagement, customer engagement and customer centric leadership practices. So bring the infotainment creativity the Fast Leader show to your next event and I’ll help your attendees get over the hump now. Go to beyondmorale.com/speaking to learn more.

 

Jim Rembach:     Okay, Fast Leader Legion, today I’m so excited because I have somebody who has a wealth of information and something I even have a passion for, and really we’re going to have insights that we can actually share with so many. Kathleen Peterson was born in Boston, Massachusetts, fifth born of ten, second girl all siblings were close in age but no twins. Kathleen’s three older siblings were boys so she was sort of brought up by wolves learning early on to hold her own with men. When she was five, which was in 1957, the family moved from Boston to New Hampshire where her father had taken a job with a start-up. Her father was a self-made man literally rising from a messenger boy to a senior executive and member of the board of directors.

 

Kathleen inherited a lot of her business savvy from him and patience from her stay-at-home mom. With 10 kids, if you wanted extras that was up to you, so Kathleen had her first job at leap age 11. She was a mother’s helper for a neighbor with six children. Kathleen had a lot of jobs, she worked in a movie theater, several retail stores, cocktail waitress, bartender, chambermaid, office worker, and technical illustrator. In 1979, she began what would be her real career when she went to work for her husband in the telecommunications business. That led to her understanding of technology as a support tool to meet objectives. 

 

She witnessed firsthand the misconception that technology alone is the solution which was the seed of what she does now. Kathleen is currently celebrating her 30th year in business as founder and chief vision officer of Powerhouse Consulting, a management consulting firm that specializes in operationalizing the customer experience. She works with many growing quality focused organizations looking to achieve excellence when it comes to delivering the customer experience across all access channels. She has a very strong practice in health care right now working with many systems to elevate their contact center environments to the level of strategic asset by optimizing in the key areas like people processing technology. Kathleen lives in Bedford, New Hampshire and she’s been there since 1957. She lives in a house next door to her childhood home. She also has two sisters, two brothers, a niece and a nephew living on the same compound. She’s been married since 1979 to David her husband and partner in Powerhouse, he leaves the voice and data side of the practice. She has two sons, and one grandson. Kathleen Peterson are you ready to help us get over the hump? 

 

Kathleen Peterson:     I am ready. Absolutely Jim. 

 

Jim Rembach:     I’m glad to have you. Now I’ve given our listeners a little bit about you but can you tell us what your current passion is so that we can get to know you even better.

 

Kathleen Peterson:     Our current passion today is working in the health care industry. It’s the most changing industry on the planet I believe from every aspect, from the provider side from the patient side and from the leadership side.  When we look at what it takes to be successful in this, what we really have identified as the number-one success factor is leadership. It’s the leadership at the executive level being able to understand and sustain their strategic objectives. But it’s really whatever the strategic objective is it’s the change management that’s causing either the success or the failure. And the ability to communicate why something is happening, why we centralize, why we have to gain efficiencies, why the brand is going to benefit from this. So being able to really take the change through the providers and stand tall in your decisions. 

 

We have to really guide our executive teams to not abdicate their responsibility of making these massive changes effective and make them work because we know how important they are from an efficiency perspective. But efficiency is only efficient if everybody is on board and engaged in what the objectives are. I had a conversation yesterday with a client who brought to our attention from a call center that went live in December the feedback they were getting from the physicians was, well, it’s not working, it’s not working has no meaning. I mean it’s not working could be—I couldn’t find a place to park, the elevator was broken that not anything anybody can fix we need to know what about it isn’t working. And that people will accept an assessment of its not working and then bring it to somebody else is ludicrous because if someone says to you it’s not working you have to say, “What about it that’s not working?” I can’t fix it’s not working. But when an executive-level has abdicated their leadership responsibilities and allowed peer-to-peer that’s where them and us comes from, and the contact center and the provider community or the practice community in the case of what I was just referencing when those two parties look at what they do as a handoff we need to move them towards—this is hand in hand, the contact center and the practice environment when the contact center is supporting that that’s a hand in hand activity not a handoff and the executive level needs to be the party that brings it together and says, “You know, if it’s not working let’s talk about what about it’s not working and how we’re going to fix it because this is the future and this is the way it’s going to be.” And we’re in this sort of wonderful moment, at least I feel privileged to be in it, because we’re party to this massive change. When you look at healthcare you’ve got minute clinics you’ve got all these are urgent care environments you’ve got all kinds of options that are challenging the status quo of what we know. So, when the changes come to support the new models it has to be supported from a leadership perspective or honestly no matter how good your technology no matter how wonderful your management it’s not going to work it’s going to be a constant source of irritation without proper leadership. 

 

Jim Rembach:     Thanks for sharing that story. As you were talking a lot of things started going through my head and one of the things about the fast leaders show for me which has been such a tremendous life impacting type of experiences. I get to hear all these different stories and hear these different perspectives I start seeing common themes and threads and it’s just really—when you were talking I started thinking about what I hear a lot of folks sharing in regards to vision and as well as communicating intent. And for me it seems like the more that people make their message and their focus and the things that they say repetitive and simple it kind of helps lead through that change process but you can’t waver,

 

Kathleen Peterson:     No you can’t waver and that’s where the strength of leadership comes in and just be consistent and inclusive. When people are making statements their pain statements. If the user community has a statement it’s just not working they’re in some sort of pain. The good news about physicians, particularly in healthcare, physicians are scientists so when—I volunteered yesterday to sit down with musicians because I know from past experience when I say to them where’s—we all appreciate evidence based reasoning so what’s the evidence for this? When you get into a dialogue they actually talk themselves out of the problem. 

 

So the challenge is having the confidence to address that, and you use the word vision that’s why I’m the chief vision officer because my job in a lot of our engagements is to clarify the vision. And when I say vision clarity I’m talking about actual operational plan for what that vision statement actually means. Because the reason we have cynicism around vision is because it is not experienced in the operation of the enterprise. To make vision really significant we need an operational plan to support that vision.

 

Okay, that’s a very important point right there. Kind of help me understand that a little bit better when you start—so for me I think that—when I see vision I’m not connected to it. So, how do you actually enable that connection to take place?

 

Jim Rembach:     The process that we use is we build for our clients what we call a straight tactical map. So, it’s your strategy which vision is the seed of your strategy. And we identify the tactical elements. It starts with a very simple plan. It starts with—here’s the vision, what are your financial perspectives? What are your growth objectives? What are your efficiency objectives? The next lane is define the customer experience? Because everyone says, 90 plus percent of people say the customer experience is their primary objective as part of their strategy. And what happens is we get in rooms, I get in rooms with senior-level executives and I say to them give me a top three strategies, it’s always customer experience is one of them, so let’s pick that one. What do you want for your customer experience? And almost universally, and I’m sure you already know, what they want, they wanted to be great. If you’re an e-commerce they want you to be surprised and delighted. And then you say to them, well, those are nice words but what do they mean?

 

Kathleen Peterson:     I was in a room with a group of a CEO and his team and when I asked them what that meant there was silence, and it was uncomfortable silence. And finally the CEO said, “I am embarrassed that none of us at this table can answer that question.” And I said, “It’s okay, that’s why we’re here, we’re going to help you do that. “ And we extract from them through a conversation as a consumer what do you want? What makes you feel like you’re getting what you need? So, when they say to us, “well we want a quick answer, we want an informed rep, we want them to recognize and know us so we can get those. Once we get those nuggets we then say, “Okay, are we all clear here? This is who we want to be? Growth and efficiency how are we going to get there? Here are the experience elements. Then we go through a process of saying, “Here are the processes and technologies that are required to achieve that. Here’s the human capital that’s required to achieve that, here’s the information capital required to achieve that, and here’s the culture or organizational model that’s going to help you get there. So, we take their vision and we operationalize it through a strategy we call vision clarity. It operationalizes, I have to say it’s a magical outcome. 

 

Jim Rembach:     Okay, when you were explaining that I started thinking about executives being so far removed from that actual patient or member or customer interaction that oftentimes what they say they want from an experience perspective has the potential of not being aligned with what the customer, a member or a patient actually wants. I mean, did you find at times there is that disjointed or disconnected or unrealistic expectations?

 

Kathleen Peterson:     Well, I think sometimes you have to assist them in defining what, based on their vision, what that patient experience should be? I haven’t found that the gap is very large. The biggest gap is in understanding that when you build a plan or you build out your vision that you come to the realization of what your operational infrastructure has led to. When you look at health care as an example what we find is all of a sudden someone wakes up one day and they go, “Wow, I have a hundred locations across my ten hospitals who have deployed on automatic call distribution of call center technology.” What the heck is everybody doing? So, then they start looking at, “Oh my goodness, billing centralized, so that’s over here, oh finance centralized that’s over here, oh my goodness we had a centralization of appointments in our southern tier, oh, we have another call center over here that’s doing that they’re all making independent agree arrangements with the vendors they’re all taxing the heck out of IT because there’s no strategic model for them to follow from an infrastructure perspective and the consequence desire as anyone in contact centers know they wind up focusing only on the challenges. 

 

What’s wrong with it? We got too many calls in queue, we don’t have enough people, we have so many applications we have to have open that have timeouts and resets that are causing pain, if we could even just get dual monitors would be better off. So, what we’re finding is that enterprises have begun to recognize they need, at the executive level to have some influence and persuasion over these environments because they’re costing them a fortune, they’re not yielding the outcome. In fact, in many cases they’re damaging the brand. And that’s why it usually gets to the executive level because now complaints have come in now and it’s really because when you lack an operational plan for your strategy the interpretation of that is deluded as it goes through the enterprise. And when business units who appear to be despair but are actually operating on the same platforms you want those platforms at the executive level they want to look at every performance report looking the same. 

 

We had a client with, I think 11 hospitals, and we did this assessment. We went to all these contact centers and we just had one slide with all the varied performance, the dashboard reporting and it was complete chaos. So the executives could never know what their investment strategy should be for these organizations. So the executive has in some ways abdicated their responsibility for operations because I think traditionally in the siloed model of business that was the approach, we’re beyond that now. The senior level really needs to champion these centralizations champion the objectives that surround those and hence champion the contact center being properly provisioned and managed. 

 

Jim Rembach:     Well, the reality is that they have a fiduciary responsibility and if they’re not doing those things they’re not executing on their fiduciary responsibility. When you start talking about all this change and reorg and transformation, there’s a lot of passion associated with that and on the Fast Leader show we look at quotes to help us, to guide us give us vision all of those things. Is there a quote or two that you can share if you like? 

 

Kathleen Peterson:     My favorite quote comes from Madame de Staël, who is a French-Swiss writer in the late 1700s, the quote I have relied on for decades is: “The human mind always makes progress but it is a progress in spirals. “I mean Napoleon banned her, exiled her from Paris. First out of Paris she had to be taken at least miles away because he said she was teaching people to think who had never thought before. Then he had her exiled from France so she was very much a thought leader in her time, in those turbulent times. I’ve always appreciated that because the world is iterative. Change is iterative. When people look at projects and engagements and they want to know—give me the five things that we have to do—I don’t know them yet. We have to appreciate the iterative nature of the world we live in and recognize that progress is almost always in spirals. For me, recognizing that helps not get caught up when you are challenged. We’re all challenged. I look at those kind of challenge as opportunity, I know that’s sort of a classic thing to say, challenges are opportunities. For me they’re mostly communication opportunities. 

 

Jim Rembach:     That’s a great point and a great quote I really appreciate your sharing that. And when you start thinking about—reading your bio and thinking about your upbringing, your childhood, and how it really seems like your family is still close-knit, it’s quite amazing. During your career, your life, I know that you’ve had a lot of humps that really made you who you are today. Is there a story that you can share that kind of gives us a view into that? 

 

Kathleen Peterson:     I can. I was very blessed to have this happen to me 30 years ago because at the beginning of my company we did a lot of post-sale implementation of telecommunications services and a lot of them were for the phone company. At that time in Boston, I think New England telephone had already become 9X but we were engaged, probably a very early outsourcer, because my husband and I had on what was before divestiture called an interconnect company so we were actually selling systems. We sell that company in 1986 and then David and I went into two different consulting practices I had my own he went to work for somebody else. But we were engaged by 9X, we were doing three projects at the same time, major hospital in Boston with a 10,000 line replacement, a major university in Boston with two campuses which was a 20,000 line replacement in the entire city of Boston which was I can’t even remember how many months. 

But if you think about the timing that was when we were going from truly the big old phones when people would say, “Hey Jim, pick up line one, and you’d press the big flashing button on the phone and you’d pick up line one. It had gigantic 25 pair cables coming all copper, you know the things could be a weapon if you threw one of those phones at someone it would definitely cause pain if it hit so we were going from analog technology essentially to digital. Interestingly enough there was also a similar intense transition particularly in the healthcare world going the secretary answers the call the doctor picks up the line, now we’re telling them that’s going to be history you’re going to have to transfer that call there are no more in intercoms it’s all digital, there was a of anxiety in that. One of the functions we have is the trainer. 

 

One night at the end of the day I got a call from the project manager at the university we had a group of trainers on campus that day that training location was going to be taken down, move to a different location and she called me and told me that she expected my trainers to break the room down, take the phones, carry them across the campus back to their location. And I said, “Because now we don’t touch equipment we’re not insured to touch equipment, we’re not hired to touch equipment. I don’t think I said it very nicely, I was young, I was tired, I thought we’ve been helping you so much now I have the—poor me, and she just caught me at the wrong moment and I actually  blew up the handle but I was a right fighter. So she then ask that I be removed from the project and that caused all kinds of you drama. I will have to say at that time, and I’m not sure that companies would do this today, my client stood behind me a hundred percent. They said, nope, you know she’s absolutely right they don’t touch equipment, they can’t touch equipment and plus we’re not going to remove her from the project. We’ll make her go away for a couple of weeks but we’re not going to take her off. So, as that was happening it was horrible blow to my ego because I thought, “Oh, I’m so right, who does she think she is?”

 

I had been at that time very interested in Tony Robbins. I had bought his—actually received his book for my sister-in-law in 1988, Unlimited Powers, I had been reading that book and I always sort of went back to it. And then I taped program, so while this is happening on one side I’m listening to all these tapes about communicating others, I got to tape seven it doesn’t work. So I call up Tony Robbins, this is before the Internet I mean there was a time before the Internet, so I call them up and I tell them about the tape and I they going to send me a new one and I said to them, what else do you people offer? Because she has—well, we have—they call it at that time a certification program. It was a two-week long seminar with Tony Robbins in Hawaii. It was $5,000—I mean $5,000 is still a lot of money but then it was a ridiculous amount of money but I was in a state I can remember to this day going right out to the driveway and talking to David and saying, “Look, it’s $5,000 dollars even talking about it now I still can remember how intensely exhausted I think I was. And he just said, hey, go. What the heck? You sort of have two weeks off from Harvard so you might as well just go. So, I said, “Okay, I’m going to go.” And I went and I’m going to tell you that period of time taught me that it’s not being right is pretty close to useless if can’t effectively communicate it. So the ability to look at what that other person needs and how your rapport skills are going to enhance your message that’s one side. But I think the bigger side of it for me was it’s first what you’re telling yourself so the whole communication thing is really –do you have enough evidence to support this belief. 

 

So I can think and sit and think this woman is an idiot. What evidence are you using for that? The fact that she’s stressed out because she has a test that has to be done. I’m stressed out because I don’t want—it put me in the path that I attended after that a lot. One of Tony Robbins other quotes, Is repetition is the mother of skill.  So I kept going to these—I think that was the last two week event here ever did but I kept attending events of his, and in fact was by the late nineties staffing events for them being a staff I could attend again for nothing and do the fire walk and do all the crazy things, but if you take the crazy things out of it the yield is you will always not only perform better when you communicate better you will manage your own state of mind.

 

Jim Rembach:     A lot head nodding going on here for those that can I actually see the video, I think people have this false perception that once they gain a particular piece of knowledge is going to change their outcome. And one of the things that you talked about which is really the one of the most important points and all that is that you didn’t stop you kept going so that you can actually change your own behavior.

 

Kathleen Peterson:     Exactly. 

 

Jim Rembach:     You got to practice it. 

 

Kathleen Peterson:     It needed changing. I was an attention hunt being the fifth of ten you’re in the middle of a calamity. So the only way you’re going to get—it didn’t matter whether it’s positive or negative just attention. Though I had undo a lot of my reactionary response conditions that had just—as I said I was very fortunate to have that happened at the beginning of my career because it established a real genuine obsession with being able to effectively get the message across. Because being smart is, again it’s as stupid as being right if you can’t communicate it.

 

Jim Rembach:     I love that. Okay, so now I know you got a lot of things going on and you’re a machine you just keep going and going. But when you think about all that you have going on, what’s one of your goals?

 

Kathleen Peterson:     My goals have pretty much always remained the same and it’s really contribution. I feel like contribution is something that is a privilege to be able to enjoy. Our organization—we feel passionately that we are not just a consultant we are advisors we are support people we help move help define and move a very real objective forward and bring to it the associated personal challenges that come with change. We’re very good at the optimization side, the technical side the training development all those things we can do that. But again even though that’s all the right stuff to do if it’s not properly implemented, if the messaging is inaccurate because a lot of people advertise—you know, it’s like they’ll advertise internally—oh, this is going to be fantastic well that remains to be seen. So, for me contribution has always been the fuel that keeps me going. And I have to also say I’ve always thought I’ve been blessed. For me workers was introduced as something fun I guess it was getting out of the house and having my own money but I’ve always had an expectation that work should be a pleasure and contribution for me is a basic human need. 

 

Jim Rembach:     And the Fast Leader Legion wishes you the very best. Now before we move on let’s get a quick word from our sponsor. 

 

The number one thing that contributes to customer loyalty is emotions so move onward and upward faster by gaining significantly deeper insight and understanding of your customer journey and personas with emotional intelligence. With your empathy mapping workshop you’ll learn how to evoke and influence the right customer emotions that generate improve customer loyalty and reduce your cost to operate. Get over your emotional hump now by going to empathymapping.com to learn more. 

 

Jim Rembach:     Alright, here we go Fast Leader Legion, it’s time for the Hump Day Hoedown. Okay, Kathleen, the Hump Day Hoedown is a part of our show where you give us good insights fast. So, I’m going to ask you several questions and your job is to give us robust yet rapid responses that are going to help some onward and upward faster. Kathleen Peterson are you ready to hold down?

 

Kathleen Peterson:     I hope so.

 

Jim Rembach:     Alright. So, what do you think is holding you back from being an even better leader today?

 

Kathleen Peterson:     Well, you know, I don’t want to seem arrogant but I’m thinking nothing. Really because I’m a—improvement is a natural by-product of learning. And I have a passion for learning and that is—leading follows learning. 

 

Jim Rembach:     What is the best leadership advice you have ever received? 

 

Kathleen Peterson:     I got it from my father he said, “Never lose your sense of humor.”

 

Jim Rembach:     What is one of your secrets that you believe contributes to your success?

 

Kathleen Peterson:     Telling it like it is.

 

Jim Rembach:     What do you feel is one of your best tools that helps you lead in business or life?

 

Kathleen Peterson:     Nurturing my emotional intelligence and a healthy work-life balance.

 

Jim Rembach:     What would be one book and it could be for any genre that you’d recommend to our listeners?

 

Kathleen Peterson:     I have this book in my office to this day it’s called, The Corporate Mystic by Gay Hendricks and Kate Ludemann, fabulous.

 

Jim Rembach:     Okay Fast Leader Legion, you can find links to that another bonus information from today show by going fastleader.net/KathleenPeterson. 

 

Okay, Kathleen, this is my last Hump Day Hoedown question. Imagine you were given the opportunity to go back to the age of 25. And you’ve been given the opportunity to take the knowledge and skills that you have now back with you but you can’t take everything back you can only choose one. What skill or piece of knowledge would you take back with you and why?

 

Kathleen Peterson:     Well, I want to tell you—I was 25 in 1977. My gut instinct is I would take back the Microsoft Software program and beat Bill Gates to the punch, that’s probably not what you mean. But as a time traveler, I wouldn’t want to go back to 25 but if I did I’d be better to my knees. I just got told the other day after the knee replacement so you know that and maybe the skill of being a better communicator earlier. 

 

Jim Rembach:     Kathleen it was an honor to spend time with you today can you please share with the Fast Leader Legion how they can connect with you? I can be reached at

kpeterson@powerhouse1.com. Our website is www.powerhouse1.com. And my book—Backstage at the Customer Experience—is available on Amazon.

 

Kathleen Peterson:     Kathleen Peterson, thank you for sharing your knowledge and wisdom the Fast Leader Legion honors you and thanks you for helping us get over the hump. Woot! Woot!

 

Jim Rembach:     Thank you for joining me on the Fast Leader show today. For recaps, links, from every show, special offers, and access to download and subscribe, if you haven’t already, head on over the fastleader.net so we can help you move onward and upward faster.

 

END OF AUDIO 

 

 

113: Ashish Bisaria: Are we doomed right out of the gate

Ashish Bisaria Show Notes

Ashish Bisaria was leading a transformation team that needed to take thousands of people on a change journey. But one of his peers struggled with being able to take a large strategic vision and turn it into tactical steps. That’s when Ashish did two important things that helped the organization to get over the hump.

Ashish was born and raised in New Delhi, India. The elder of two boys, he was destined to follow the path of his father, who is a successful pediatrician. Little did they know that Ashish wanted to blaze his own trail. And did he blaze his own trail! He left India at the age of 22 and, at last count, has lived in seven countries, and traveled to 99 countries as of December 2016.

Ashish’s passion is in driving change. His personal and professional life both are a reflection on his comfort with change. After all, you would not live in different parts of the world and work for six different employers in twenty two years of your professional career if you were uncomfortable with change, would you?

The lens Ashish uses for driving ‘change & innovation’ is ‘customer experience’. Companies often look at change from an internal, financial and growth perspective. Ashish helps companies change the filter and drive change from a customer’s viewpoint. From his early career as a junior consultant with a Big Five firm, he discovered quickly that to be heard in a room full of senior executives he needed to bring something different to the table. The customer experience lens was his trump card.

Ashish has led multi-billion dollar mergers, helped companies go public, transformed 40 year old business models and has grown companies exponentially. While all this may be his professional legacy, what is less known about him is the leadership qualities and his personal brand with which he leads. Multiple team members have moved jobs or relocated their families in order to continue their growth under his leadership. His legacy is building very strong relationships and future leaders of the world. Ask him what he is most proud of, and he will rattle of a list of leaders who have gone on to do great things professionally and personally.

Ashish drives change by respecting the past work the people have done to create the present platform on which change can be built. He leads with passion and complete focus on people and bringing them along on the journey. He is most proud of purpose driven leadership for which we was recently recognized by the Atlanta Diversity Council. His brand is reflective on his blog titled ‘Life Reflections’.

Ashish currently resides in Atlanta, is a single guy, allowing him to have a single digit handicap in golf. He has two sons, 16 and 12 years of age, and they are the center of his world. And his proudest accomplishment so far is that he is creating two responsible citizens for the world in his boys.

Tweetable Quotes and Mentions

Listen to Ashish Bisaria to get over the hump on the Fast Leader Show Click to Tweet

“We always have headwinds; people willing to row get to the other side.” -Ashish Bisaria Click to Tweet

“There’s a myth in the world that change causes fear.” -Ashish Bisaria Click to Tweet 

“Change leaders often forget to respect the legacy people have created.” -Ashish Bisaria Click to Tweet 

“Build change on top of the success the organization has created.” -Ashish Bisaria Click to Tweet 

“Build change that allows people to come with you, not to them.” -Ashish Bisaria Click to Tweet 

“Building change on appreciation is a far easier change model.” -Ashish Bisaria Click to Tweet 

“Define the future as being built on the success of the organization.” -Ashish Bisaria Click to Tweet 

“Curate ideas of the team to become the narrative of change.” -Ashish Bisaria Click to Tweet 

“Good change leaders direct the pieces in a way that results in change.” -Ashish Bisaria Click to Tweet 

“The worst thing we can do as an outsider is to use a SWOT model which reinforces fear.” -Ashish Bisaria Click to Tweet 

“Start the journey from the appreciative side and you’ve won half the battle.” -Ashish Bisaria Click to Tweet 

“Rather than talk about what’s broken, talk about the moment of delight.” -Ashish Bisaria Click to Tweet 

“Talk about the things we are good at because we need to build on those strengths.” -Ashish Bisaria Click to Tweet 

“Work on change and transformation with a customer experience lens.” -Ashish Bisaria Click to Tweet 

“The best way to predict the future is to design it.” -Ashish Bisaria Click to Tweet 

“People is the hard change manage problem.” -Ashish Bisaria Click to Tweet 

“When there’s a leadership disconnect do not fix it in a public forum.” -Ashish Bisaria Click to Tweet 

“Find ways to get aligned and understand what that person is thinking.” -Ashish Bisaria Click to Tweet 

“Future can be tangible and long-term.” -Ashish Bisaria Click to Tweet 

“You cannot code imagination; technology is about zeros and ones.” -Ashish Bisaria Click to Tweet 

“History gives me perspective but I do not obsess over it.” -Ashish Bisaria Click to Tweet 

Hump to Get Over

Ashish Bisaria was leading a transformation team that needed to take thousands of people on a change journey. But one of his peers struggled with being able to take a large strategic vision and turn it into tactical steps. That’s when Ashish did two important things that helped the organization to get over the hump.

Advice for others

Bring appreciation to change projects.

Holding him back from being an even better leader

Over curiosity. I spread myself too thin.

Best Leadership Advice Received

Anyone can cook.

Secret to Success

Incredible curiosity

Best tools that helps in Business or Life

Looking back and looking forward.

Recommended Reading

The Art of Possibility: Transforming Professional and Personal Life

Contacting Ashish

Website: https://ashishbisaria.wixsite.com/speaker

LinkedIn: https://www.linkedin.com/in/ashishbisaria/

Twitter: https://twitter.com/ashishbisaria

Resources and Show Mentions

Appreciative Inquiry Commons – is a worldwide portal devoted to the fullest sharing of academic resources and practical tools on Appreciative Inquiry and the rapidly growing discipline of positive change.

54 Emotional Intelligence (EQ) Competencies List: Emotional Intelligence has proven to be the right kind of intelligence to have if you want to move onward and upward faster. Get your free list today.

 

Show Transcript: 

Click to access edited transcript

113: Ashish Bisaria: Are we doomed right out of the gate

Intro: Welcome to the Fast Leader Podcast, where we explore convenient yet effective shortcuts that will help you get ahead and move forward faster by becoming a better leader. And now here’s your host, customer and employee engagement expert and certified emotional intelligence practitioner, Jim Rembach.

 

Need a powerful and entertaining way to ignite your next conference, retreat or team-building session? My keynote don’t include magic but they do have the power to help your attendees take a leap forward by putting emotional intelligence into their employee engagement, customer engagement and customer centric leadership practices. So bring the infotainment creativity the Fast Leader show to your next event and I’ll help your attendees get over the hump now. Go to beyondmorale.com/speaking to learn more.

 

Jim Rembach:    Okay, Fast Leader Legion, today I’m excited because we’re going to get a chance to talk some good customer service and customer experience with somebody. Ashish Bisaria was born and raised in New Delhi, India. The elder of two boys he was destined to follow the path of his father who is a successful pediatrician. Little did they know that Ashish wanted to blaze his own trail and did he blaze his own trail. He left India at the age of 22 and at last count he had lived in more than seven countries and traveled to 99 countries as of December, 2016. Ashish’s passion is in driving change. His personal and professional life are a reflection on his comfort with change. After all you would not live in different parts of the world and work for six different employers in 22 years of your professional career if you were uncomfortable a change would you? The lens Ashish uses for driving change and innovation is customer experience. Companies often look at change from an internal financial growth perspective. Ashish helps companies changed the filter and drive change from a customer’s viewpoint. 

From his early career as a junior consultant with a big five firm he discovered quickly that to be heard in a room full of executives that he needed to bring something different to the table. The customer experience lands was his trump card, Ashish has led multi-billion dollar mergers, helped companies go public, transform 40-year old business models, and has grown companies exponentially. While all this may be his professional legacy what is less known about him is the leadership qualities and his personal brand with which he lives. Multiple team members have moved jobs or relocated their families in order to continue their growth under his leadership. His legacy is building very strong relationships and future leaders of the world. His brand is reflected in his blog titled Life Reflections. She’s currently resides in Atlanta as a single guy allowing him to have a single digit handicap in golf. He has two sons 16 and 12 years of age and they are the center of his world and his proudest accomplishments so far is that he is creating two responsible citizens for the world and his boys. Ashish Bisaria, are you ready to help us get over the hump?

 

Ashish Bisaria:    Let’s get it done. 

Jim Rembach:    Ashish, thanks for joining me today. Now I’ve given our listeners a little bit about you, but can you tell us what your current passion is so that we can get to know you even better?

Ashish Bisaria:    Besides my passion, to still compete with my 16 and 12 year old boys in golf, it is about leading change. There’s a Latin proverb that has defined my life it basically says, “If the wind will not serve take to the oars.” And what it really has done is it reminds me that we always have our best professionally, personally. And people who are willing to beat the oars in the water and start rowing will get to the other side. And that passion is what drives me.  

Jim Rembach:    It very easily could be too that when you start talking about change and driving change that the whole human component really gets kicked to the curb as they say. So, how do you actually maintain or accentuate or really bring those people along with you without sacrificing them?

Ashish Bisaria:    Jim. I think there’s a big met in the world that change causes fear. People are resistant to change because of fear. Here’s my experience, when you are brought or somebody’s into change they forget to respect the legacy that this people have created in that organization. What change lead us often forget is the platform on which they are building are created by the hard work, blood, sweat and tears of the people they get to lead. The difference for me is recognized that, celebrate the platform and the success that the organization has created to that point, and then build change on top of that. It allows people to come with you rather than doing something to them. 

Jim Rembach:    And so for me what you just described is really the change management focus when you use appreciative inquiry. Appreciative inquiry is based in positive psychology it’s been around for decades but unfortunately we don’t look at positive psychology and appreciative inquiry as a method by which we would actually cause change to occur. But you just described it so I have to ask, are you a student of appreciative inquiry? 

Ashish Bisaria:    I am, not by design. I think in my career early on many humps happen and you learn very quickly. If you’re paying attention that changing the filter and being appreciative and building upon that is a far better, easier, sustainable change model who says come outside as a consultant and try pushing.

Jim Rembach:    One of the things that made it stands out is a quite different approach. You’ve just start looking at strategic planning and business approaches as a whole and the traditional practice being what, we talked about strengths, weaknesses, opportunities and threats and it’s really negative and fearful in connotation. But appreciative inquiry doesn’t take that approach it takes a little bit different approach, can you share that with us? 

Ashish Bisaria:    Absolutely. I will use three words that I use, futurist, curator and director, and I’ll elaborate. As a change leader and as an appreciative inquiry student define the future which is built upon what the organization has provided? It’s an important differentiation I want to make in the word futurist one is this 5, 10 years our future who nobody knows whether we’re going to colonize Mars or not. And then there’s the tangible future which is six months, 12 months lead by defining the short term future which is built on the success of the organization already. 

 

Second, when you’re trying to define that future people come up with ideas, solutions, processes, technology and you have hundreds of idea and just like a curator of a museum you’ve got to make sense out of all those ideas and curate them into a theme which becomes the narrative of the project. It’s important that that narrative is created by the people who have to come on the journey. It is their narrative and the leadership is doing is curating it into a logical sequence. 

 

And then the final part is what I call the director. And the analogy is a movie director, you have artists, you have support staff, you have audio visual people, everybody has a role to play on the project. And good change leaders can then direct the pieces, the players, the costs that they’ve been dealt with in a way that results in that change. So, those are the three words I’ve leveraged in my career, to take appreciative inquiry into a tactical implementation model. 

 

Jim Rembach:    I love that model. I also love the flip side of the SWOT model with appreciating query and they use SOAR which is strength, yes, we definitely need to know our strengths and I talked about using tradition to propel your tomorrow. What got you where you are or core things that you need to preserve and oftentimes and looked to enhance in order to help you get where you want to go? And then the other thing is your opportunities, so don’t think about weaknesses think about the opportunities that currently exist based on those strengths and then think about your aspirations because all of that needs to feed into where you want to go. Opportunities, aspirations and then think about the results, the results that you’re going to be able to obtain based off of all those things and where you want to go. And it aligns much better and more positively if we’re already using our core, our power core, what we’re good at. Instead of thinking about where we need to move because we’re fearful of getting taken out or whatever.

 

Ashish Bisaria:    Jim, I loved your concept of SOAR, I just love it. And building on that as a change leader there’s always a fear and skepticism about you when you’re coming from the outside. The worst thing we can do as an outsider is to use a SWOT model which only reinforces the fear of art and what’s wrong with you rather than start on the appreciative inquiry side to talk about what’s good about you. And the part that people forget I raised my hand to join the organization obviously there was some strengths and some opportunities an upside result of why I wanted to be part of that story board. So, if leaders understood that and embraced and started the journey from the appreciative side you won half the battle of all the skeptics who are looking at you, are you here to fire me? Are you here to change my world? Are you going to completely cause chaos? So, I love your model I’m going to be starting to use the SOAR model more and more. 

 

Jim Rembach:    Definitely I didn’t invent it this comes straight out of—you can go to appreciative comments or appreciative inquiry comments and look up the SOAR model it’s been established for a long time and to me it’s one that I choose to use instead of SWOT. Because I don’t want to get people to focus on what you’re talking about, focus on fear I want them to focus on what are the opportunities are where we can build upon that we already have because I think what you’re talking about with anything new whether it’s an internal or external change process, meaning a consultant coming in is they start looking and saying, we need to fix this because it’s broken. You’ve messed up that if that’s your first step. I mean you’re already going down a hole and all you’re going to do is just dig it bigger as you go along the way. 

 

Ashish Bisaria:    Completely agree. 

 

Jim Rembach:    So, when you start thinking about this from a customer experience perspective and everybody’s talking about customer experience, customer experience, we need to do customer experience, we need to do to me it’s like—okay, enough is enough let’s start getting this some action. How can people take what we’ve been talking about here for the last few and initiate customer-centric change. 

 

Ashish Bisaria:    Same around appreciate inquiries. We have spent years and decades of our life as an organization serving our customers and we start by asking how are we doing? What is wrong with us? What do I need to fix? And good organizations do something about that feedback. Average organizations use it as a vanity score, I call it. If the scores go up by doing a few things they celebrate success and then some organizations don’t care. We can change that approach, historically, there are two very radical approaches I’ve used. 

 

One, is the positive reinforcement. Rather than always start about what’s broken about us let’s talk about the moment of delight. Ask the customer, when you were doing business with us when you’d experienced our service or a product, what did you really enjoy? That’s what our organization and our people also need to hear. We’ve told them all the things that are broken but let’s talk about all the things that we are good at. Because we need to build on those strengths I am not discounting the negative feedback I’m not discounting the traditional survey all I’m saying is there’s a place for a different survey also in a life of an organization, so that’s one. 

 

The second more radical thing I’ve done is at some level customers are tired of telling us the same problem. I’m tired of telling the airlines that your peanuts don’t do anything for me, and they continue still doing the survey. In a couple of rows instead of going to the customers and asking this question we actually rattled out. The analogy is opening a kimono we said here are the top 10 things you’ve told that are really bad. I know we don’t do a good job on these 10 things, guess what, I can’t fix all 10 and I need your help my customer. What is most important to you? Rank these 10 things in what’s the worst impact to your business or your life and let us work on them and we’ll work on our transformation and our change and that we’ll adapt. So, I’m connecting my job and my role. I’ve left transformation from a customer experience lists rather than asking my CFO, how much cost you need to cut? How much revenue you need? I’ve gone to the customers and says, here we are we are broken. I want to work on a transformation roadmap over the next three years and you my customers are going to help build it and we’re going to start with the worst thing to the best thing. 

 

It is kind of an appreciative inquiry where we are telling the customers, I am bad, I acknowledge it and I want to do it right by you. And those two things have been powerful transformation roadmap because now your customers are bought into the journey and if you’ve done all the other parts that we talked earlier with your people your people, your people are board in, what a positive environment that creates where everybody is aligned to the transformation.

 

Jim Rembach:    You know I would also add to that, thanks for sharing, I would also add that a lot of companies won’t address the things that they aren’t going to change. Meaning that, okay, so we picked out these 10 things and you’re saying that we’re not doing well at these 10 things, well you know what, the first three we’re not going to do anything about because that’s not who we are. And companies are like, we’ve got to be everything to everybody. No, you don’t. I mean you have to pick your lane and you have to stay in it. So, going back to the airline’s example if I’m going to pick a particular airline, say the Southwest, everybody loves them but I know I’m not going to serve you that particular meal on that particular flight at that particular time because we’re a discount airliner we’re not going to do that that is not who we are, so if you want that we’re not the right fit for you. 

 

Ashish Bisaria:    And then that takes a lot of courage for an organization to be that honest because we rather avoid that tough chat with our customer then be honest. And I agree Southwest is a perfect example they made it very clear to their customers who they are and who they are not. And their multiple successful organizations made it very clear. I used Cirque du Soliel, they agree that they’re not going to be cheap, animal-loving, corner show, they’re going to charge premium rates, rates that are not affordable by most, they’re going to put a show which is very different than what a circus looks like and they’re going to use people to create that same ambience of what animal and human could do for them. And I love examples like this where the companies are very, very honest about it. 

 

Jim Rembach:    Very true. So, I think this goes back to a different viewpoint of transparency that we often don’t consider is saying who you’re not going to be even if it upsets a certain sub-group or group of customers, and it’s okay to do that. Pick your lane, know who you are, be true to yourself, be transparent about that and really take that core strength and use it to move forward. Now what we’re talking about here is just loaded with tons of passion, and one of the things that we look at on the show are quotes to help drive some of our own passions internally and as a collective. Is there a quote that you can share that help give you some passion? 

 

Ashish Bisaria:    Yes. There are two quotes, one is external which I remind when we are doing transformation. I’ll start with the story but then I’ll tell you the quote. Often early in the transformation I’ll ask people this question: Are you willing to bet your entire salary that you can predict the future? And an audience of hundred people zero hands are up because nobody is willing to predict the future. And it goes back to my concept of futurist and I turn that on the court I say, the best way to predict the future is to design it and that’s what transformation is about. We’ve been given a unique opportunity by a company who’s willing to invest certain amount of dollar to create our future. I can predict it by designing it and that’s one code that I use externally a lot. Internally for me I have worked with high-tech, dot com, telecom, automotive now I’m in a financial services. 

 

So, if you look at industry, I’m agnostic to industry, I’m a student in every new job. I’m learning about the industry, I’m learning about everything, so I have to tell something to myself that creates the confidence because you can’t lead submission if you don’t understand the business, the business model, and the business fundamentals. I’m going to quote from a movie Ratatouille and the main character Remy the rat, there’s a line in it that says, “Anyone can cook, and while it may have been lost here’s what it made sense to me, here’s a movie about a rat the last thing you want to see in your house less in your kitchen cooking for you and here’s a rat who believes that anyone can cook and actually goes on to become a chef in France. And it’s a good reminder to me to say that if you have the curiosity, the passion, anyone can cook. So, I may not be an expert in financial services or automotive or dot com or high tech but if I dig deep and if I’m curious and if I’m passionate I will learn and I’ll be able to lead better. 

 

Jim Rembach:    I love that quote, good point. So, I know with being someone who grew up, left India, left the parents, and the prodigal following being a pediatrician and moving to all these different countries and being will all the different companies and family, we have humps that we have to get over and I am sure you’ve got had to get over a lot with all that transition. But can you share a particular story that really made a difference for you?

 

Ashish Bisaria:    There’s a specific story that I can think of again and again in my career. I’m sitting in early on with my peer group and we are sitting and discussing how does this transformation going to take place and the transformation we all know has three major legs, things around people, things around processes, and things around technology. The process leaders are clear, smart, industrial engineers they can break a process 20 steps look at base, errors, remove this, remove that very tangible, very tactical you know what that means. People on the other side is the hard change and everything but somewhere in between is technology. And I remember my peer, the chief technology officer sitting and pontificating about transformation talking about this future world of putting cars on the and colonizing Mars and everything with no specificity, with no clarity, and here is the leadership team that needs to now walk out of a room and take thousands and thousands of people on a change journey without any specific examples. And I know I cannot be successful if my partner in crime, the technology leader, cannot take this broad vision into very tactical steps. That moment is when you sit back and you look and say, “Are we doomed?” right out of the gate because no one in the room is really translating what we are asking into tactical steps. And the analogy I use is if I’m a bicycle manufacturing company and I want to colonize Mars I cannot just talk about colonizing Mars without understanding how to go from bicycle manufacturing to rocket manufacturing to safety to putting a man in the rocket and taking there, that was one clear moment in my life that I have to use again and again to fix. 

 

Jim Rembach:    So, what happened?

 

Ashish Bisaria:    Two things, side conversation with that leader is an important part. And what I’m trying to say here is it is very important that when there is a huge disconnect in a leadership room you do not start in a public forum fixing it, find a one-on-one with the person that you think is missing the point. And find ways to get aligned, find ways to understand why that person is thinking, what they’re thinking, see if they understand the challenges you will see and also try empathizing on what they are dealing with. So, my four step was to step out of that room, catch the leader, spend some over the next couple of weeks really trying to make sure that did I miss read the information or do we truly have a problem. Unfortunately, in this case I had a problem with the leader. Here’s the leader who’s truly not understanding how to translate a broad vision into execution now I have to turn that around because I have to work with this leader. 

 

This is where my history of three worst futurist curator and director comes in where I sat with this leader and said, okay, got it, we got to go colonize Mars, what’s the first thing we need to do in your area that we can go out and get done because we are not going to a bicycle manufacturing to colonizing Mars in one broad step. And nobody’s giving us five years in a black box to go create something in five years from now come out and say, voila, here’s magic. Helping the person to understand that future can be tangible and long-term was the next step, weeks of discussion with him and his team to break it down into tangent pots. Now I want to be very careful of not painting a broad brush in technology. I have another court over here, you cannot code imagination. Technologies about zeros and ones they have to be hard-coded, operation change leaders have this imagination and this dream that they are articulating in broad words and it’s tough to automate that. So, here’s my leader saying, I get it that I’m talking big high level things and you need more specificity but your dream is also not very specific, so can you break your dream down. This is the part of futurists where you have to get very defined both on what is that operation dream, the process dream, the people we’re talking about and then talk to the (23:40 inaudible) to say, what is that technology that matches that? That process was our first step to get over the hump. Painful, long discussion, some territorial fights that time, lot of blame game, not a victim mentality of old architecture cannot do this and I’ve been given cost that I can’t play with and that hump can take weeks and months at time but no point jumping onto the rocket if we do not solve that.

 

Jim Rembach:    When you start thinking about—I mean, you got a lot of things going on trying to get that handicap down lower, a lot of change management activities, when you look at one goal, what would it be? 

 

Ashish Bisaria:    Look back and look forward. History gives me a perspective of what worked and what did not work. And I absolutely spent time with that but I don’t obsess about it I don’t ruminate over it my job personally, professionally is to look forward, that’s what I do. 

 

Jim Rembach:    And the Fast Leader Legion wishes you the very best. Now before we move on let’s get a quick word from our sponsor: 

 

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Alright here we go Fast Leader listeners it’s time for the Hump Day Hoedown. Okay, Asish, 

The Hump day Hoedown is a part of our show where you give us good insights fast. So, I’m going to ask you several questions and your job is to give us robust yet rapid responses that are going to help us move onward and upward faster. Asish Bisaria, are you ready to hoedown? 

 

Ashish Bisaria:    I am ready to hoedown. 

 

Jim Rembach:    Alright. What do you think is holding you back from being an even better leader today? 

 

Ashish Bisaria:    Over curiosity. I spent and spread muscles ten on reading, on travel, on golf, on kids, at work, I think there are times I need to really focus. 

 

Jim Rembach:    What is the best leadership advice you have ever received?

 

Ashish Bisaria:    Remy from Ratatouille, “anyone can cook my friend.:

 

Jim Rembach:    What is one of your secrets that you believe contributes to your success? 

 

Ashish Bisaria:    Incredible curiosity.

 

Jim Rembach:    What do you feel is one of your best tools that helps you lead in business or life? 

 

Ashish Bisaria:    My blog, which is about looking back and my calendar notebook which is about looking forward. 

 

Jim Rembach:    What would be one book, and it could be from any genre, that you recommend to our listeners?

 

Ashish Bisaria:    Strongly recommend people to read The Art of Possibility by Ben Santa.

 

Jim Rembach:    Okay, fast Leader Legion you can find links to that and other bonus information from today’s show by going to fastleader.net/ashishbisaria. Okay Ashish, this is my last Hump Day Hoedown question: Imagine you were given the opportunity to go back to the age of 25. And you have been given the opportunity to take the knowledge and skills that you have now back with you. But you can’t take everything back you can only choose one, what one skill or piece of knowledge would you take back with you and why?

 

Ashish Bisaria:    Explore your passion. At age 25 I did not appreciate my passion outside of work. I have passion in music, sports, life, friends, and I became too singularly focused on a single professional goal rather than exploring my passion.

 

Jim Rembach:    Ashish,  it was an honor to spend time with you today, can you please share with the Fast Leader Legion how they can connect with you? 

 

Ashish Bisaria:    The best way to connect with me is my LinkedIn profile, you can find me as 

Ashish Bisaria. And my Twitter handle which is @ashishbesaria.

 

Jim Rembach:    Ashish Bisaria thank you for sharing your knowledge and wisdom the Fast Leader Legion honors you and thanks you for helping us get over the hump. 

 

Thank you for joining me on the Fast Leader show today. For recaps, links, from every show special offers and access to download and subscribe, if you haven’t already, head on over the fastleader.net so we can help you move onward and upward faster.

 

END OF AUDIO