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Compassionate Leadership: How To Lead With Compassion

Compassionate leadership is the art of leading people by building relationships with them and understanding their personal needs, strengths and limitations. Leadership is a process by which a person influences others to achieve a common goal. Compassionate leadership is the type of leadership that takes into account the feelings and emotions of others. It is …

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Cort Dial - Heretics to Heroes: A Memoir on Modern Leadership

137: Cort Dial: You’re not telling me the whole story

Cort Dial Show Notes Page

Cort Dial was working with the leaders on a capital project in Saudi Arabia. 3 years and 8 million man-hours where required to build this project. Cort asked the supervisors to go all in and sign up to build the project without harming anyone. After months of being told no, Cort had a break through and got over the hump.

Cort Dial is a native Texan, born and raised in Houston and living today in Austin, Texas with his wife Julie, their children and grandchildren.

Cort was the third of four boys whose parents were happily married until their deaths. Cort’s dad was a fire fighter and his mom was a homemaker. His family is Catholic, however, Cort attended public schools where he excelled in basketball and golf.

When Cort was 15, his family moved to a golfing community in Broken Arrow, Oklahoma where Cort spent his days playing golf, fishing and swimming with his brothers and friends. Cort met his wife of nearly 40 years in high school and they were married two weeks after he graduated from Oklahoma State University where he majored in engineering.

He immediately joined Monsanto Chemical Company where he rose through the ranks and ultimately retired while in the corporate staff after 14 years. Ever since, Cort has been the sole proprietor of Cort Dial Consulting, LLC.

Shaped by the firsthand life and death stakes of his early career as an engineer in eight different chemical plants, Cort developed a profound commitment to “the health, safety and wellbeing of the men and women who design, build, operate and maintain our world.” That commitment has guided Cort most of his adult life and is the source of his belief that “business results are best produced through people, not systems or equipment.”

The Dial clan owns and operates two businesses grounded in a simple principle, “You’ve reached the summit of leadership when you can create extraordinary results while caring for people.” Cort’s consulting practice specializes in what he calls “performance transformation” and his unique approach to leadership he calls “All-In™ Leadership”.

The family’s other business, Trent Reynolds Player Development, is led and managed by Cort’s son-in-law, Trent and his wife Katy, is a youth baseball development enterprise whose guiding mantra is “Baseball is for a season, character is for life.” Katy and Trent are the parents of Cort and Julie’s grandsons Max and Jake. Cort’s son, Charlie, is a rising professional golfer making the long journey to the professional tour.

Today, Cort spends his days in Austin writing and teaching others his methodology. He is the author the Amazon Top 10 business book, Heretics to Heroes: A Memoir on Modern Leadership; named “The Best Business Book of 2016” by Canada’s Globe and Mail.

Tweetable Quotes and Mentions

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

“What forms a leader is a circumstance, a coach, and an individual that wants to develop.” -Cort Dial Click to Tweet

“There has to be a big game that everyone’s excited about playing.” -Cort Dial Click to Tweet 

“In our society, if you can’t touch or feel it, it isn’t valued.” -Cort Dial Click to Tweet 

“The most important thing for business performance can’t be quantified.” -Cort Dial Click to Tweet 

“By nature, we don’t follow procedures or anything, unless there’s good reason.” -Cort Dial Click to Tweet 

“Give people a good reason to come to work every day, passionate about what’s going on.” -Cort Dial Click to Tweet 

“Let’s start working in the self and social fields.” -Cort Dial Click to Tweet 

“If you create five conditions within your organization, people will give you a good rating.” -Cort Dial Click to Tweet 

“It’s built in our DNA to be part of a group.” -Cort Dial Click to Tweet 

“Give people opportunities to grow and develop, but only in service of the mission and vision.” -Cort Dial Click to Tweet 

“No organization or individual can outperform their self-image.” -Cort Dial Click to Tweet 

“In our society, we tend to turn human beings into its. And in reality, they’re thou’s.” -Cort Dial Click to Tweet 

Hump to Get Over

Cort Dial was working with the leaders on a capital project in Saudi Arabia. 3 years and 8 million man-hours where required to build this project. Cort asked the supervisors to go all in and sign up to build the project without harming anyone. After months of being told no, Cort had a break through and got over the hump.

Advice for others

Treat others as sacred human beings, instead of its.

Holding him back from being an even better leader

Trying to find others to help as clients.

Best Leadership Advice

Most things that are important for performance can’t be measured.

Secret to Success

Knowing what needed to be said or asked and being willing to ask it.

Best tools that helps in Business or Life

The ability to interpret circumstances that best serve the people I’m leading.

Recommended Reading

Heretics to Heroes: A Memoir on Modern Leadership

Inspirational Presence: The Art of Transformational Leadership

Contacting Cort Dial

Website: http://www.cortdial.com/fastleader

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

Twitter: https://twitter.com/CortDial

Resources and Show Mentions

Increase Employee Engagement and Workplace Culture

Empathy Mapping

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

137: Cort Dial: You’re not telling me the whole story

 

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.

 

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 improved customer loyalty and reduce your cost to operate. Get over your emotional hump now by going to empathymapping.com to learn more. 

 

Jim Rembach:   Okay, Fast Leader legion today I’m excited because I have somebody on the show today who likes to lay it on the line but does it with humility. Cort Dial is a native Texan born and raised in Houston and living in Austin, Texas with his wife Julie their grandchildren and children. Cort was a third of four boys whose parents were happily married until their deaths. Cort’s dad was a firefighter and his mom was a homemaker. His family is Catholic however Cort attended public schools where he excelled in basketball and golf. When Cort was 15 his family moved to a golfing community in Broken Arrow, Oklahoma where Cort spent his days playing golf, fishing, swimming with his brothers and friends. 

 

Cort met his wife of nearly 40 years in high school and they were married two weeks after he graduated from Oklahoma State University where he majored in engineering. He immediately joined Monsanto Chemical Company where he rose through the ranks and ultimately retired while in the corporate staff after 14 years. Ever since Cort has been the sole proprietor of Cort Dial consulting. Shaped by the firsthand life-and-death stakes of his early career as an engineer in eight different chemical plants, Cort developed a profound commitment to the health, safety and well-being of the men and women who design, build, operate and maintain our world. That commitment has guided Cort most of his adult life and is the source of his belief that business results are best produced through people not systems or equipment. 

 

The Dial clan owns and operates two businesses grounded in a simple principle, we’ve reached the summit of leadership when you can create extraordinary results while caring for people. Cort’s consulting practice specializes in what he calls performance transformation and his unique approach to leadership he calls all-in leadership. The family’s other business Trent Reynolds player development has led and managed by Cort’s son-in-law. Trent and his wife Katie is a youth baseball development enterprise whose guiding mantra is, “Baseball is for a season character is for life.” Katie and Trent are the parents of Cort and Julie’s grandsons Max and Jake. Cort’s son Charlie is a rising professional golfer making the long journey to the professional tour. Today Cort spends his days in Austin writing and teaching others his methodology. He is the author of the Amazon top ten business book—Heretics to Heroes-A Memoir of Modern Leadership named the best business book of 2016 by Canada’s Globe and Mail. Cort Dial are you ready to help us get over the hump? 

 

Cort Dial:  Yes I am Jim. 

 

Jim Rembach:   And I’m glad you’re here. Now, for everybody who isn’t aware we actually had a little bit of an issue with our first interviews so this is a redo and I want to thank Cort for coming back and actually helping us make sure that we had a good recording because the information that he actually provides both in his book and just in his in his teaching is very valuable to all of us and has a very unique perspective. So, Cort, I’ve given our listeners a little bit about you but can you share with us what your current passion is so that we can get to know you even better.

 

Cort Dial:  My passion is to help leaders capture the hearts and minds of their people and then focus that energy on whatever their business imperatives are. And right now I just completed a six year engagement with a large company and you know I’m excited about who’s around the next corner, who’s the next individual leader that I’m going to be coaching.

 

Jim Rembach:   I think you bring up a really interesting point when you mention and you talk about a six year journey. People oftentimes think that, hey just go to a training session or let’s just have a two-day or three-day workshop and everybody’s going to be better at communicating and connecting but that’s just not how it works, does it? 

 

Cort Dial:  No. What I believe forms of leader is a circumstance, a coach, and an individual who wants to grow and develop into extraordinary human being, extraordinary leader those three things together are what I look for. I bring the coaching I look for the circumstance and I look for the leader. In the case of this recent six years it was a gentleman who was in charge of deep water drilling, offshore in Gulf of Mexico and if you’re we’re what’s happened out there with the horizon disaster and then dropping oil prices he had a lot to do to change his organization make it profitable.

 

Jim Rembach:   There’s a whole lot of challenges when you start talking about that type of business and that type of industry and the different level of I guess you’d say people different types of organizations have everything from the day laborer or the laborer to very sophisticated and complex skill sets and jobs and education. So, when you start thinking about all of that how does an organization bring those multi different groups together?

 

Cort Dial:  Well there has to be a big game that everyone’s excited about playing and that’s one of the key jobs I believe that the leader is to articulate the vision if you will the big game were a lot to playing here. And in the case of this gentleman his big game was we got to be able to drill every well on budget on time the first time which has never been done in the industry in the Gulf of Mexico and that was a huge game for everyone. And like you say in his organization he has top one percentage from Stanford engineers and then he has people with probably an eighth grade education out on his rigs and everyone in between. Ultimately they were able to do that for months and saved him about close to million dollars and demonstrated the corporation, hey this is still a viable business. 

 

Jim Rembach:   When I started reading Heretics to Heroes and scanning over it– first of all it’s a really different and interesting approach that you’ve taken with writing that book because it’s more in the first person than it is talking about theory and ideas and maybe even practices and case studies about other companies but this was your life.

 

Cort Dial:  Yeah it’s essentially a nonfiction novel the way I look at it and that’s what I tried to do. I tried to have people follow my journey development and then once I reached the point where I was capable of coaching others what does it look like when I coach these others and I wanted to put people in the room when outstanding, coaching an extraordinary leadership was going on have and see and feel and hear what it looks like. And the feedback I’ve gotten on the book is—and even the gentleman who selected as a best book of the year is they love it because it touches them so much and affects him emotionally and inspires him so much.

 

Jim Rembach:   Definitely. For me oftentimes we think about in certain industries certain job types and the people who oftentimes you know fill those particular roles and when you start thinking about engineers, accountants, lawyers a lot of times they aren’t perceived as being touchy-feely people oriented type of folks and so their leadership comes across as very structured and very distant but you actually kind of changed that type of a characteristic or even a stereotype within these organizations and that’s what’s made the difference.

 

Cort Dial:  Yes. Well in our society in general if you can’t touch and feel it isn’t valued. What is the mantra in most businesses? If you can’t measure, you can’t manage it. And one of the first lessons I learned as a young man I was fortunate to work for the gentleman named Dr. Edwards Steming who was pretty famous in the 80’s and he said to me once, Cort the things that are most important for business performance can’t be quantified. And that started me thinking about what does he mean by that? So, that’s what’s missing in most organizations. They have great systems and programs and processes and they know all the behaviors that need to be exhibited in order to perform well it’s just getting people to do it is a challenge. By nature we don’t follow procedures we don’t follow anything unless there’s a good reason for doing it that’s the leaders job. Whoever’s at the top of any organization one of your main functions is to give people a good reason to come to work every day, passionate about what’s going on and ready to behave in the ways that we need to behave to perform.

 

Jim Rembach:   One of the stories that you talked about or situations, experiences I guess I should say, in the book is you introduce something that I just never heard before and correct me if I’m not pronouncing a correct but that was it Inshallah 

 

Cort Dial:  Mmm-hmm, Inshallah.

 

Jim Rembach:   Inshallah. Tell us about where that came about for you?

 

Cort Dial:  Well one of the things a leader was putting in front of a major capital project over in Saudi Arabia was that we’re going to build this thing we’re getting ready to build. Work three years, millions of man-hours and we’re not going to harm a single person and that anyone who’s done that type of work knows that’s impossible but that’s why it was such a big game. And I was working with the supervision of the initial supervisors, initial supervisors on that project because it’s always important to get the core there before anyone else shows up. And their answer to my question, my invitation was, can you sign up to build this thing without harming anyone was no for months. And they kept throwing this thing called Inshallah in my face which is a concept over there which essentially the way they put it was it’s in God’s hands we don’t have any control over whether anybody gets hurt. Ultimately I found that that wasn’t actually what Inshallah meant means is with my hard work and God willing it will happen, that’s me paraphrasing it and that’s what I was taught. I went to one of the mosques in Bahrain and met with a teacher there and he helped me understand it. When I went back and confronted these guys and said, hey you’re not telling me the whole story ultimately they committed to it and what they came to realize was it wasn’t that we need a new programs or systems we needed to start treating these men, and I say men because in Saudi there were no women, we need to start treating these men’s as we would any loved one look after them the way we would our own sons and think like that. Ultimately they worked million man-hours and didn’t have a single person leave the project for any medical attention which is impossible but they did it. And when you ask them why they did it? How did they do it? They’ll tell you because I was a father. I became a father I was much more than a supervisor I was a father.

 

Jim Rembach:   When you start thinking about the different generations that are in the workplace thinking also about how these generations have been brought up even going back to the whole, I have a day laborer it’s a sixth eighth grade education all the way up to the Stanford, Doctor and Engineering you have a situation where connecting to those people at that deeper level is not an easy task and so I know you talk about the big game but you also mentioned something about the five conditions of performance, how does all of that come into play so that that collaboration and that connection at a significantly deeper level than just, hey here’s my title and here’s my job responsibilities take place. 

 

Cort Dial:  A lot of times leaders will ask me, okay how do I capture the hearts and minds of people? And because what we really want them to do is stop working and when I call the systems and behavior fields not stop but don’t put any more investment in there you put enough in there let’s start working in what I call the self and social fields and that’s what’s going on inside of people in between people the social constructs in an organization. And so I I’ve developed years ago this sort of quick fixers, quick start up approach and basically you will create five conditions in the organization people will give you well beyond what if they normally give you to get a good rating and keep the boss happy. And those five things are a big game to play their commitment and confidence that we’re going to win this game especially confidence and commitment that the leader has. A sense of belonging, it’s built in our DNA to want to be part of a group and belong to a group throughout all our evolution if we were excluded from the group or excluded from the leader it meant death and so psychologically we are very hungry for belonging. People are looking for opportunity to grow and develop especially these newer generations coming in but what’s important is to give people those opportunities but only if they’re in service to the mission and the vision. And then to work on people’s positive—give them a positive self-image no organization or individual can outperform their self-image. 

 

So for example, what I was working on with those men over there was changing who they were being. Who they were being were like you said early accountants they were they were using the predictive mechanical part of their brain to say I know this is impossible I had all my experiences we can’t do this without hurting people, people die when you build things like this. And have them access another part of the brain we have which is the part that loves and cares and has concerned and can see the impossible and can say I don’t care if it’s impossible my son is not going to get hurt. I was trying to pull that out of them and has since have them shift on who they were being from being like mechanical predictors to human beings. You said it’s tough to access these things it’s actually very easy and simple if you just become a human being and stop being a manager stop being a supervisor and start looking across at this other human being and interact with them as if you’re interacting with something sacred a sacred being. And in our society we tend to turn human beings into it’s and in reality they’re thou’s and if you have thou relationship to all the different human beings you come in contact with you’ll have a profound effect on their hearts and minds.

 

Jim Rembach:   You bring up a really interesting point, thanks for sharing that. There’s things that kind of hit me and one of the things that you bet I think about, and I kind of ran into this the other day just at the grocery store, some people you just can’t make that connection with and they just refuse to give it back even though if you keep giving it and giving it you’re just not going to get it in return. So, when I start thinking about an organization and I have multiple thou’s throughout the organization is that there’s some who are just going to—I absolutely refuse to participate and engage with that. What do then especially if they’re in a key role?

 

Cort Dial:  Well, if they’re in a key role you either need to move them into a more of a single contributor role definitely get them out of a leadership role or in most cases they will remove themselves. People don’t like to work in an organization where everyone’s going this direction and excited about it I’m one of the few that isn’t. The other thing I share with leaders is don’t expect everybody to sign up immediately. When you work with people in the way that we were talking about here you’re basically creating a psychological container with your vision and with your leadership that you’re putting people in. It’s like popping popcorn, you put the kernels in there those are the people your vision the future you’re inviting them to become part of is the actual popper and you’re the source of heat as a leader and if you do this well some of the kernels are going to pop. But there isn’t any popcorn popper, there’s some kernels of pop early some will take later and some that never pop, so, they expect everyone to pop that’s not going to happen. There’s certain strategies for treating all those different groups as they slowly start to sign up and get enrolled in what you’re inviting them to sign up for.

 

Jim Rembach:  I think that’s a great analogy. For I started visualizing all that and it totally makes sense in it. That is kind of the way it happens, I mean it’s simplistic in it’s vision but I mean that is what occurs. 

 

Cort Dial:  The people that resist to change like this are very useful because they’ll point out everything you need to overcome all the challenges all the reasons why it can’t happen and that’s essentially what you’re going deal with. Ultimately you want them and you want to guide them through these different stages ultimately into exploring your invitation and then you can’t force anyone to say yes so there is no choice so as a leader you have to be perfectly okay with anyone saying no thank you. However as you said earlier if some of them are in critical positions if they can’t find a way to say yes then they need to be moved or reassigned or whatever.

 

Jim Rembach:   So without a doubt when we’re starting to talk about all of this especially the length of the journey that’s necessary and the effort and the activity that needs to go involved there’s a whole lot of an emotion we need in order to be able to pull this off. One of the ways that we look for that on the show is through quotes and your book is just loaded with quotes for sure but is there one or two that kind of stands out to you that you can share?

 

Cort Dial:  I guess the one that I always go back to is that, you can’t quantify, Dr. Deming. What he basically said was, young man as you mature you’re going to come to realize that the things that are most important for safety, quality, productivity in any business result or human endeavor cannot be quantified. And that hit me like a ton of bricks and it caused me to begin a journey that I’ve been on ever since which is what are all these things that you can’t count you can’t see they don’t exist in time and space but I have a profound effect on our performance? 

 

Jim Rembach:  That is so deep and so profound in so many different ways. I think I kind of like what you’ve really alluded to with it as well is that it’s a lifelong journey in order to figure all that out and being mindful. I guess that’s where it starts and like you even said a moment ago is that it’s the whole self-peace all those things that start with me. 

 

Cort Dial:  Especially in a world that most people see this stuff as I’ve had it people call it psychobabble. We’ve all grown up in this world where if it doesn’t exist in time and space it isn’t real that’s it through the education system and through all the business. It’s funny though if you go back a few hundred years just the opposite was true where the mystical the spiritual was all that mattered and everything science was evil. So all I’m all I’m trying to do is, hey let’s bring this other half back into its rightful place. I’m not saying the mechanical and the system’s behaviors aren’t important, absolutely critical. As my dad used to say this an old Texas saying, you’re half-ass which ever cheek you’re missing. I’m not suggesting we stop doing the things we’re doing but we have to start learning how to access this other half of the equation and those who do leave other people in the dusk perform at a level no one ever thought was possible.

 

Jim Rembach:   That’s a great point. I know with the things that you’re doing with your work the book trying to develop—mentor others and really make us all in something that more people can actually participate in but—grandkids got a lot of things going on, what’s one of your goals?

 

Cort Dial:  One of my goals is to write a second book which is about the—how to do what I do. I’ve created this thing I’m calling a summit which has captured the entire process and all the materials involved. I’m now hosting these small very groups to come spend a week and meet with me in Austin and learn how to do what I do. People who would attend that are like people that are leading a major change in an organization or coaches those type of folks. And then the second big thing as I said I’m working on is writing a second book because a lot of people have loved the book and said, now how do I do what I’ve read about in that book? 

 

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.

 

An even better place to work is an easiest solution that gives you a continuous diagnostic on employee engagement along with integrated activities that will improve employee engagement and leadership skills in everyone. Using this award winning solutions guaranteed to create motivated, productive and loyal employees who have great work relationships with their colleagues and your customers. To learn more about an even better place to work visit beyondmorale.com/better.

 

Alright here we go Fast Leader legion, it’s time the Hump Day Hoedown. Okay, Cort, the Hump Day Hoedown is the 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 are going to help us move onward and upward faster. Cort Dial, are you ready to hoedown? 

 

Cort Dial:  I am ready. 

 

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

 

Cort Dial:  I’ve sort of been spoiled because I’ve never had to look for clients and now I’m trying to figure out how do you reach this broader audience and give away in a sense give to others all that I’ve created over the years. 

 

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

 

Cort Dial:  We already talked about it. Most things that performance can’t be measured.

 

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

 

Cort Dial:  Because I had this knack of knowing what needed to be said it was dying to be said or asked at the moment and I was willing to ask it. 

 

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

 

Cort Dial:  The ability to interpret circumstances in the way that best serve me best serve the people I’m leading.

 

Jim Rembach:   What would be one book you’d recommend to our listeners, it could be from any genre, of course we’re going to put a link to, Heretics to Heroes on your show notes page as well.

 

Cort Dial:  Inspirational Presence is by a gentleman named Jeff Evans.

 

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/cortdial. Okay, Cort, 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? 

 

Cort Dial:  Storytelling. Because it affects people emotionally captures their hearts and minds.

 

Jim Rembach:   Cort 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? 

 

Cort Dial:  Yes. I’ve actually created a landing page on my website, it’s cortdial.com/fastleader and that will tell them everything about me. 

 

Jim Rembach:   Cort Dial 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!

 

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 thefastleader.net so we can help you move onward and upward faster.

 

END OF AUDIO 

 

 

Diana Oreck Leadership Podcast Fast Leader Show

131: Diana Oreck: I was so obsessed with work

Diana Oreck Show Notes

Diana Oreck is a recovering type-A person that was so obsessed with work, that her body started breaking down. She went for extended periods of only getting 3-4 hours of sleep per night and it thrust her into the hospital with dehydration and lack of sleep. All because she was obsessed with work. Diana discovered the cause and her remedy that helped her get over the hump.

Diana was born and raised in Mexico City, Mexico along wither her younger brother Paul.

Her father was a Real Estate Developer and her mother owned a correspondence school. Before her father passed away in 2012, her parents had been married 57 years.

Growing up in Mexico, her parents had many friends in the hotel business. This inspired Diana to attend hotel school in Switzerland. This led to a decades long career in customer service.

Diana Oreck is now the Executive Vice President, Owner Experience and reports directly to the NetJets Inc. Chairman and Chief Executive Officer.

In her role, Diana is responsible for overseeing all customer service functions and ensuring that NetJets provides legendary service with every Owner and every travel experience.

Diana brings over 30 years of experience in the hospitality industry to her role. Diana joined NetJets, Inc. from the Ritz-Carlton Leadership Center, a corporate university open to the public to provide opportunities to leadership and learning professionals from a variety of industries. Under her leadership the Ritz-Carlton Hotel Company, L.L.C. was named the best Global Training Company in the world in 2007 as ranked by “Training Magazine”.

Diana was named one of the top 100 people in Learning and Development by “Leadership Excellence Magazine”. In May 2010 Diana’s case study on “Radar On, Antenna Up, Fulfilling Even the Unexpressed Wishes and Needs of Customers” was accepted by Cornell University’s Hospitality Research Center.

The legacy she is proud to leave behind is ‘even when events or people become very difficult it always pays to be gracious’.

Diana currently lives in Columbus, Ohio with Chuck, her husband of 25 years and her Miniature Schnauzer, Jets.

Tweetable Quotes and Mentions

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

“The most intriguing thing about service is, too many companies over thinking it.” -Diana Oreck Click to Tweet

“It comes down to showing care, and concern, common sense, and common courtesy.” -Diana Oreck Click to Tweet 

“You can learn how to extend legendary service.” -Diana Oreck Click to Tweet 

“People say legendary service costs millions and billions, it really doesn’t.” -Diana Oreck Click to Tweet 

“Smiling is a universal language.” -Diana Oreck Click to Tweet 

“Legendary service is absolutely about connecting with people.” -Diana Oreck Click to Tweet 

“Service is all about psychology.” -Diana Oreck Click to Tweet 

“In service, don’t sweat the small stuff does not apply.” -Diana Oreck Click to Tweet 

“It just is about common courtesies and any industry can do that.” -Diana Oreck Click to Tweet 

“Employees need systems and processes to deliver your brand promise.” -Diana Oreck Click to Tweet 

“To be a good service provider you’ve got to have empathy.” -Diana Oreck Click to Tweet 

“Bring the right people into your organization that have the service hart.” -Diana Oreck Click to Tweet 

“Role model empathy and teach empathy.” -Diana Oreck Click to Tweet 

“Make sure your managers are teaching emotional intelligence elements.” -Diana Oreck Click to Tweet 

“Culture and service is not a once and done.” -Diana Oreck Click to Tweet 

“You’ve got to constantly reinforce culture and service.” -Diana Oreck Click to Tweet 

“You cannot give great service if you’re not appropriately staffed.” -Diana Oreck Click to Tweet 

“I love drama, but only in the theater.” -Diana Oreck Click to Tweet 

“When you are worried, you’re not concentrating on delivering the service.” -Diana Oreck Click to Tweet 

“There’re are no perfect human beings, we all have different frailties.” -Diana Oreck Click to Tweet 

“People are like batteries, you either recharge them or you have to throw them out.” -Diana Oreck Click to Tweet 

“I’ve learned to surround myself with awesome talent.” -Diana Oreck Click to Tweet 

“When you’re not delegating, you’re not developing.” -Diana Oreck Click to Tweet 

Hump to Get Over

Diana Oreck is a recovering type-A person that was so obsessed with work, that her body started breaking down. She went for extended periods of only getting 3-4 hours of sleep per night and it thrust her into the hospital with dehydration and lack of sleep. All because she was obsessed with work. Diana discovered the cause and her remedy that helped her get over the hump.

Advice for others

When you delegate you build trust.

Holding her back from being an even better leader

Impatience

Best Leadership Advice

Surround yourself with people more brilliant than you and let them go.

Secret to Success

I’m very calm under pressure.

Best tools that helps in Business or Life

Positivity and sense of humor.

Recommended Reading

Managing Transitions, 25th anniversary edition: Making the Most of Change

Contacting Diana

email: doreck [at] netjets.com

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

Twitter: https://twitter.com/dianaoreck

Resources and Show Mentions

Creativity with Dr. KH Kim

Increase Employee Empathy and Emotional Intelligence

Empathy Mapping

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

131: Diana Oreck: I was so obsessed with work

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.

 

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 improved customer loyalty and reduce your cost to operate. Get over your emotional hump now by going to empathymapping.com to learn more. 

 

Okay, Fast Leader legion, today I’m excited because the person that I have on the show today knows how to build a legendary customer experience. Diana Oreck was born and raised in Mexico City, Mexico along with her younger brother Paul. Her father was a real estate developer and her mother was a correspondent school owner. Before her father passed away in 202 her parents had been married 7 years. Growing up in Mexico her parents had many friends in the hotel business this inspired Diana to attend Hotel School in Switzerland this led to a decade’s long career in customer service. 

 

Diana Oreck is now the Executive Vice-President Owner Experience and reports directly to the NetJets Chairman and Chief Executive Officer. In her role Diana is responsible for overseeing all customer service functions and ensuring that Net Jets provides legendary service with every Owner and every travel experience.  Diana brings over 30 years of experience in the hospitality industry to her role. Diana joined NetJets from Ritz-Carlton Leadership Center, a corporate university open to the public to provide opportunities to leadership and learning professionals from a variety of industries. Under her leadership the Ritz-Carlton Hotel Company, was named the best Global Training Company in the world in 2007 as ranked by “Training Magazine”.

 

Diana was named one of the top 100 people in Learning and Development by “Leadership Excellence Magazine”. In May 200, Diana’s case study on “Radar On, Antenna Up, Fulfilling Even the Unexpressed Wishes and Needs of Customers” was accepted by Cornell University’s Hospitality Research Center.  The legacy she is proud to leave behind is even when events or people become very difficult it always pays to be gracious. Diana currently lives in Columbus, Ohio with Chuck her husband of 2 years and her miniature schnauzer Jets. Diana Oreck, are ready to help us get over the hump?

Diana Oreck:   I am, Jim. I’m totally ready.

Jim Rembach:  I’m glad you’re here. 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?

 

Diana Oreck:   Absolutely. Professionally, my current passion hasn’t changed in decades, I’m really fascinated by organizational culture and fabulous service. Because we’re all consumers Jim and when we get great service it’s like poetry in motion it’s like a choreographed ballet and when we don’t it’s right out of Stephen King. And I do believe that providing, extending legendary service it is a true art form, so nothing has changed there. Personally, my passion right now is my puppy Jets and I always love jazz.

 

Jim Rembach:  I had the opportunity to see you do a keynote speech at the IQPC Call Center Week—Winter in New Orleans and for me a lot of the things that you were talking about for me I was just like head nodding, I think I actually might have sprained myself a little bit, you started talking really about emotional intelligence types of things in order to be able to create that legendary customer experience and that really what draw me to you. And I chatted with you afterwards like—oh, I can talk about this emotional intelligence stuff all day. 

 

Diana Oreck:   I could. 

 

Jim Rembach:    But when you start thinking about emotional intelligence and leadership and things like that, what is the most intriguing to you?

 

Diana Oreck:   The most intriguing to me about service is the way so many companies, Jim, are overthinking it. The good news is at the end of the day it really comes down to four C’s. And that’s showing care and concern, common sense and common courtesy and I am just so intrigued by how many companies find it so difficult, it’s a mystery to me. Because I do think that you can learn how to extend legendary service. A lot of people say, well it costs millions and billions, it really doesn’t. Some of it does, but looking people in the eye, giving a firm handshake, smiling is a universal language so that intrigues me. 

 

Jim Rembach:  For those that may not be aware could you give a quick explanation of what NetJets is.

 

Diana Oreck:   Yes, absolutely. NetJets, we are a private aviation company. If we were commercial we’d be the fourth largest airline in the world and we’re almost like a timeshare in the sky. We sell aircraft to owners on a timeshare basis we also have a card product so you can buy a certain amount of hours to fly. Total we have about 700 aircraft worldwide. Our corporate office in the US is here in Columbus. We have a smaller one in Lisbon, Portugal.

 

Jim Rembach:  Essentially you’re talking about leasing, time sharing and ownership and chartering jets. 

 

Diana Oreck:    And cards exactly. We don’t charter we just have the fractional and the cards and we lease, and we lease. 

 

Jim Rembach:  Of course we talked about you being from the Ritz-Carlton as well. Somebody could sit here and say that—Huh, if we’re talking about Ritz-Carlton we’re talking about NetJets being your owners are people who are of wealth, is that required in order to be able to give this service? But you’re saying no it’s simple.

 

Diana Oreck:   No. I don’t think it does. I think you can be in a supermarket and extend legendary service it is absolutely about connecting with people. I’ll give you a great example, I was in a supermarket recently and I was reading, for relaxation I like to read trash The National Enquirer just boggles the mind. I’m in the line and I can’t remember the headline but it was so cool because my cashier, she made a connection with me, whatever the headline was. She said, oh my goodness isn’t that silly? She could have been just focused on the machine or whatever we can all do that that’s creating these emotional connections. This is what’s interesting in my world, Jim, yes the majority of the people that use NetJets are extremely wealthy, billionaires, millionaires they don’t need anything material from us they can buy their own aircraft, their own mansion, their own jet they do want that personal touch. 

 

Let me tell you a very funny story. Obviously, when I get called out of a meeting it’s not because one of our owners wants to ask about my health I know something’s gone really bad. I get called out of a meeting recently and I’m looking in all of our charts to see do I have a record of poor service for this lady that I’m about to speak to? I don’t. Everything looks great we’ve not had issues mechanicals her on-time departure has been fine. And so I picked up the phone and I say, “Good afternoon, Mrs. So-and-So” and she’s laughing. She said, Diana got you I made you scared didn’t I? I said, yes, how can I help you? She said, Diana I myself have a new puppy she’s been flying with me for four months now and I was so touched that the pilot took the time to put a blanket on my puppy. Think about that. She gets me out of a meeting to tell me that she was so wowed by this kindness. So, I love it, that’s why I love service. 

 

Jim Rembach:  I have to presume—and thanks for sharing that story, I have to presume that based on the story that you told and also seeing your keynotes speech is that you’re not really giving people the tools and the support to essentially create a legendary experience per se . What I mean by that is it’s all these little mindful points, these interaction points—call them touch what you want to call them, that ultimately lead to that outcome.

 

Diana Oreck:   Correct. And what we’re giving, what I am giving is opening people’s eyes up to the fact that service is all about psychology. And in service don’t sweat the small stuff does not apply it is all small stuff, it’s just a different way of looking at things, so that’s what we’re giving. Now we do have what I have created, we have a framework a culture framework called our 20/20 Flight plan. And it does give guidance such as for our owners, us as the staff we need to see ourselves through the lens of the owners through the eyes of our owners. Some of the tactics to get there are things like provide on-time performance,  make each travel experience special and personalized, attract and retain owners, so we do teach the how to’s under those buckets. But it really it’s just about common courtesies at the end of the day and in any industry can do that. 

 

Jim Rembach:  What you’re just explaining—I see where a lot of organizations kind of struggle with the whole process piece and the ability for individuals to do some creative thinking. 

 

Diana Oreck:   Yeah. I would like to say this to your audience, Jim, there is a misconception out there most people think that it’s just all about giving the great service. That’s only part of the equation you have to have something called the systems behind the smiles. Your company has to have robust systems and processes that your employees can rely upon to deliver your brand promise, whatever your brand promise is, and that gets overlooked a lot.

 

Jim Rembach:  When I start thinking about a lot of the folks that are in the workforce and the  educational process that all of us have gone through is that the whole creative thinking element inside of us is actually squashed and there’s research that has proven it over and over—is that we’re more creative—

 

Diana Oreck:   I would agree with that. 

 

Jim Rembach:  –and so when you start thinking about some of the process behind those smiles, and I totally agree with you having that framework and that support system so that people can have trust in what they’re doing is important, but how do we keep them from not being so processed driven that they forget the mindfulness piece—the emotional intelligence piece the small stuff that’s really going to make ultimately that fantastic and legendary service experience?

 

Diana Oreck:   This is where we’ve come full-circle. We’ve started our conversation around emotional intelligence and the reality is this Jim I am not convinced that you can be a good service provider without having empathy as a human being. You’ve got to be able to do this. See yourselves through the eyes of your customers, patients, owners, members so that’s where it gets very difficult. You’ve got to have empathy. 

 

Jim Rembach:  For me there’s two things there. First of all, I have to screen for people who have that ability that aptitude if you even want to call it that we can actually develop that competency even further. But then we also have, especially when I start thinking about your industry and what you’re doing, we don’t have a huge abundance of people who can fly.

 

Diana Oreck:   No. It’s a tiny, tiny market. 

Right. I’ve got to work with what I have as far as my workforce. How do you go about actually getting those people to develop those emotional intelligence skills because we know they can be developed? 

 

Diana Oreck:   Look, the reality is this I will give you an umbrella statement. In my opinion when I look at the selection process in companies and the training processes think of a dollar I would always say put $0.90 cents towards your selection process and $0.10 cents towards training because you nailed it. If you can bring the right people into your organization that have it in their DNA that have the service, a heart you’re way ahead of the game. Now, there are many companies out there that do this behavioral selection process where they are looking to see if you’ve got a service heart, so it can be done, it’s costly though not every company can afford that. Let’s pretend you can’t do that then you can role model empathy, you can teach empathy, you can teach the five components of emotional intelligence. That is self-awareness, self-regulation, empathy motivation and social skills. What I would have to say is you have to make sure that your department heads and your managers are walking the talk and are teaching these elements. 

 

Jim Rembach:  Definitely. For me I’ve learned over the course of my years they say the good Lord doesn’t give us youth and wisdom at the same time. 

 

Diana Oreck:   No they don’t. 

 

Jim Rembach:  For me I’ve seen that a lot of the things that we’re talking about here has to do with being in forefront of mind having to be primary and not secondary or tertiary or not even on a plate. And so you—I think that’s where you’re—what I see is that’s where your systems piece comes into play is that the systems helps folks keep it in the forefront of their mind. 

 

Diana Oreck:   Correct. Correct and this is what’s interesting too and a great big shout out to Ritz Carlton because I spent many, many twelve very happy years there and they are just phenomenal on the culture piece. They keep it top of mind because they align back to their culture every single day 24/7 and they don’t spend hours talking about it they do something called the lineup where every day in every department they’re aligning back to one piece of the culture. So you’re right you’ve got to keep it top of mind because most companies have vision, mission stuff but it’s often just a piece of paper with the gold frame, the employees aren’t living it every day. Culture and service is not a once and done. You don’t get to teach it once and not constantly reinforce, you’ve got to reinforce it. 

 

Jim Rembach:  You’ve kind of really have uncovered the issue with others and why they can’t deliver this type of services because their focus is on—hey, we have to cut we have to you know become more lean. Or their focus is on—hey, we’ve got to meet our numbers. Or you’ve got to meet your numbers. 

 

Diana Oreck:   I will say this for having studied it for over 30 years, you cannot give great service if you’re not appropriately staffed. I’m not saying over-staffed, appropriately staffed. 

 

Jim Rembach:  There is such thing as being too lean. 

 

Diana Oreck:   And you cut into the muscle, right? 

 

Jim Rembach:  Absolutely. I just saw a piece on my local news which was talking about our national weather service here in the states and saying how they’re understaffed by a 160 positions. I can imagine from your industry that’s frightening. 

 

Diana Oreck:   Terrifying. Terrifying. And again in our world plus the fact we couldn’t do that because we’re all about safety as you can imagine and we would never jeopardize safety we can’t. 

 

Jim Rembach:  Right. But the two lean thing can have far-reaching impacts. All of what we’re talking about legendary experience, not providing that or even an adequate one, there’s a lot of emotion associated with that and on the show we look at quotes in order to help us focus. Is there a quote that you can share? 

 

Diana Oreck:   This is my favorite quote and I don’t know if it’s a Diana quote or it’s anonymous or where I got it. It is, I love drama but only in the theater. I cannot stand it when managers create psychic turbulence for their employees. I also don’t like it in the past when bosses I’ve had created psychic turbulence for me. Because when you are worried and your head’s not screwed on you’re not concentrating on delivering the service. So, keep the drama down let’s just try to have no drama please. 

 

Jim Rembach:  It’s a really good point. There are studies associated with that whole fear and drama and stress and tension and how—of course we know that it’s going to impact your emotional intelligence because you’re not really being mindful in the moment but they also have revealed that it impacts people’s IQ, they just can’t think well. 

 

Diana Oreck:   No, and what happens is they get paralyzed. I live by that one every day and all the people I’ve led over the years know that about me. 

 

Jim Rembach:  I had the opportunity to look at a quick video while you’re still with Ritz Carlton and you were explaining how the whole forefront of mind and the communication process and all of those ladies and gentlemen are meeting in the morning and they’re talking about some of these values that are part of the organization. And you said one thing to me that was really important is that, you said, then all the managers take it and localize it. 

 

Diana Oreck:   Yes. 

 

Jim Rembach:  Your background and your experience living and being exposed to multiple cultures I think gives you an experience and an insight into the localization and relevancy piece that others just don’t have an opportunity to obtain. With that there’s also a lot of humps that we have to get over. Is there a time where you’ve had gotten over the hump and it really made you a better person that you can share? 

 

Diana Oreck:   I can. It’s an interesting one. Being a Type-A person this happened, it’s been about seven years now, what happened to me Jim is I was not sleeping enough. I got to a place where I was so obsessed with work that maybe for long periods of time I’d be getting three or four hours of sleep a night, in a very stressful environment. What happened is ultimately my body started to shut down through dehydration, lack of sleep and I ended up in the hospital for about five days and it changed my entire life. Because one thing that I will not do today is I never get less than eight hours of sleep and I’ve got to tell you it’s changed my whole life. Now, getting more sleep doesn’t mean that you’re not going to have all these issues and dramas to deal with but it absolutely changes your outlook, your problem-solving. I’ll be candid with you it scared me very badly. 

 

Jim Rembach:  Wow! I’m glad you brought that up because it’s a conversation and I even have in my own home with my superwoman wife, other than her having to be in the hospital which she has been in for other reasons which I think are lack of sleep and stress-related. How can one, because I think the fear is, how can i still be productive? How can I still get my job done? How can I do all those things and not essentially burn the candle at both ends? 

 

Diana Oreck:   You know something I am a great believer, Jim, in self-reflection. I really do believe there are no perfect human beings were just all frail human beings with different frailties. I think you need to be very comfortable in your own skin and say, look I’m doing best I can with the tools I have but self-reflection is important. I used to do a lot of work with hospitals and doctors at Ritz-Carlton and I was working with the doctor and he said to me one day, you know Diana people are like batteries you either recharge them or you have to throw them out. And so now I’m careful and the sleep thing honestly, it’s the biggest change I’ve made in my life. 

 

Jim Rembach:  I can only imagine going through that transition process. Of course, you had the scare which I’m glad you made it through it. You had to do some things a little bit differently maybe even dramatically differently than you had been doing prior. What are some of those things that come to mind that you did? 

 

Diana Oreck:   Well this is exactly and it’s a great lead-in, this is what changed. I used to have terrible problems in delegating and that I’ve learned to do that well. I’ve learned to surround myself with awesome talent and then you’ve got to hold them accountable but delegate. Someone that I was leading some years back said to me, Diana I don’t feel when you don’t delegate to me it makes me feel that you don’t trust me, it was totally the opposite, that was the light bulb. Get yourself good people around you and then hold them accountable. 

 

Jim Rembach:  I think that’s a really good point. We often talk and I have the opportunity to interview a lot of folks in a couple different disciplines and there’s a lot of people who have written books on leadership and I think just about every single one of them there’s some element of trust associated with it. But I think what people and including myself forget is that foremost you have to give it in order to receive it. 

 

Diana Oreck:   Yes, yes. Absolutely. And when you’re not delegating unbeknownst to you, A: You’re not developing and that’s how they get that they’re saying exactly that, gosh, she doesn’t trust me that was an eye-opener for me. 

 

Jim Rembach:  And in that you’re going to get that back—they’re not going to trust you. 

 

Diana Oreck:   Absolutely, absolutely. 

 

Jim Rembach:  As one of those things that being a father of three I’ve always said and I’ve shared many of those in the show but one of them I might have not shared in a while is that you get what you give. 

 

Diana Oreck:   Hmm-hmm, absolutely. 

 

Jim Rembach:  Especially with kids, I’m like, do you want to be loved? Do you want to be shown love? Yes. Then you have to give it, quit being so nasty. 

 

Diana Oreck:   Yes. What is the age range of your children, Jim? 

 

Jim Rembach:  Right now I have 14, 12 and 8. 

 

Diana Oreck:   Oh, boy, you’re busy. 

 

Jim Rembach:  Oh, yes. 

 

Diana Oreck:   Very active at that age.

 

Jim Rembach:  Absolutely. So, for me I’m trying not to burn that candle about them. 

 

Diana Oreck:   That’s good, that’s good. 

 

Jim Rembach:  I know you’ve got a lot of things going on. We talked about a couple passions including Jets and I know—I even have to ask, but you don’t have to share it—you went from Ritz and you said you loved it and now you’re with NetJets and how all that happened is of course something you’ll need to share. I know you got a lot of work to do before anything else comes wherever that may be, we wish you the best. What are some of your goals? 

 

Diana Oreck:   The great news is this, I loved the Ritz Carlton and I’m over the moon here when I look at our flight plan here I’ve got about five to eight years of a lot of hard work here and continuing to build our cultural service. My goal here is to develop people we’ve got some fantastic people at all levels here at NetJets. So, it really is around that mentorship, that developing, that teaching emotional intelligence, so that’s what the goals are and of course, making course making sure that our aircraft owners get that very, very nuanced service. 

 

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. 

 

An even better place to work is an easy-to-use solution that improves the empathy and emotional intelligence skills in everyone. It provides a continuous diagnostic on employee-engagement and provides integrated activities that will improve the leadership and collaboration skills in everyone. This award-winning solution is guaranteed to create motivated, productive and higher performing employees that have great working relationships with their colleagues and your customers. To learn more about an even better place to work visit beyondmorale.com/better. 

 

Alright here we go Fast Leader listeners it’s time for the Hump Day Hoedown. Okay, Diana, the Hump Day Hoedown is the 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 a robust yet rapid responses that are going to help us move onward and upward faster. Diana Oreck, are you ready to hoedown? 

 

Diana Oreck:   I am. 

 

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

 

Diana Oreck:   Impatience. 

 

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

 

Diana Oreck:   Surround yourself with people that are more brilliant than you and let them go. 

 

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

 

Diana Oreck:   I’m very calm under pressure. 

 

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

 

Diana Oreck:   Positivity and sense of humor. 

 

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

 

Diana Oreck:   It is called, Managing Transitions. 4th edition Making The Most of Change by William Bridges. 

 

Jim Rembach:  Okay, Fast Leader listeners you can find links to that and other bonus information from today’s show by going to fastleader.net/Diana Oreck. Okay, Diana, this is my last Hump Day Hoedown question. Imagine you were given the opportunity go back to the age 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?

 

Diana Oreck:   Learning how to keep things in perspective. When I was in my 20’s and 30’s I used to run around pleasing everybody and everything was a crisis. I’m very good at keeping things in perspective today. 

 

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

 

Diana Oreck:   Absolutely. The best way to connect with me would be email, doreck@netjets.com. I’m also on Twitter and I’m on Facebook and LinkedIn. 

 

Jim Rembach:  Diana Oreck, 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!

 

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 a fastleader.net so we can help you move onward and upward faster. 

 

END OF AUDIO 

 

130: Michele Borba: Changed my life on the spot

Michele Borba Show Notes

Michele Borba was in Rwanda distributing backpacks to deaf kids. Her transformational moment was when a sobbing child keep reading a hand-written note. If there’s any need for empathy, that child was sharing it; it was human connection. Listen to Michele share her story about how we can move onward and upward faster with our current global empathy crisis.

Michele was born and raised in San Jose, California as an only child with wonderful parents. Her dad was a school superintendent and her mother was a kindergarten teacher.

She is a former classroom and special education teacher with a wide range of teaching experience, including work in a private practice with children with learning and emotional disabilities.

She received a Doctorate in Educational Psychology and Counseling from the University of San Francisco, an M.A. in Learning Disabilities and B.A. from the University of Santa Clara, and a Life Teaching Credential from San Jose State University.

She is an internationally renowned educator, award-winning author, and parenting, child and bullying expert recognized for her solution-based strategies to strengthen children’s empathy and social-emotional intelligence and character, and reduce peer cruelty.

She is an NBC contributor who has appeared 140 times live on the TODAY show and countless shows including: three Dateline specials, Dr. Phil, The View, NBC Nightly News, The Doctors, Dr. Oz, TD Jakes, Anderson Cooper, Katie Couric, MSNBC, Fox & Friends, Countdown, 2 NBC Education Nation specials, Inside Edition, Fox, The Early Show, CNN and Dr. Drew and featured in TIME, Washington Post, Newsweek, People, Boston Globe, U.S. News & World Report, New York Times, Reader’s Digest, and Globe and Mail.

Borba is the award-winning author of 24 books translated into 18 languages and her most recent work is UnSelfie: Why Empathetic Kids Succeed In Our All-About Me World.

Michele lives in Palm Springs, California with her husband Craig and has three grown sons.

Tweetable Quotes and Mentions

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

“Empathy matters and we better start the dialogue quickly.” -Michele Borba Click To Tweet

“20% of Fortune 500 Companies require employees to have #empathy training.” -Michele Borba Click To Tweet 

“There’s been a 40% drop in 30 years in empathy for incoming freshman.” -Michele Borba Click To Tweet 

“Empathy; it’s one big diagnosis that we need to look at together.” -Michele Borba Click To Tweet 

“This most plugged in generation is the most people-lonely group.” -Michele Borba Click To Tweet 

“We’re more likely to be innovative when we collaborate with others.” -Michele Borba Click To Tweet 

“What’s wrong is raising this generation to be about me, as opposed to we.” -Michele Borba Click To Tweet 

“A child who thinks we, not me, makes a major difference in our world.” -Michele Borba Click To Tweet 

“Our children are hard-wired for empathy, but we have to nurture it.” -Michele Borba Click To Tweet 

“Emotional Intelligence skills will be more important now more than ever.” -Michele Borba Click To Tweet 

“Emotional literacy is the gateway to empathy and creativity.” -Michele Borba Click To Tweet 

“Every employer is looking for the cognitive side of empathy.” -Michele Borba Click To Tweet 

“Perspective taking, the cognitive side of empathy, can be taught.” -Michele Borba Click To Tweet 

“Our behavior matches our mindset.” -Michele Borba Click To Tweet 

“Character is very void in our world right now.” -Michele Borba Click To Tweet 

“When ethics and morality goes, civilization goes.” -Michele Borba Click To Tweet 

“It all starts with empathy.” -Michele Borba Click To Tweet 

“You can cultivate empathy.” -Michele Borba Click To Tweet 

“Empathetic children do better in the workplace.” -Michele Borba Click To Tweet 

“Be a humble leader.” -Michele Borba Click To Tweet 

“We need other people to build us up.” -Michele Borba Click To Tweet 

“Surround yourself with models, because models help you be the best human you can be.” -Michele Borba Click To Tweet 

“Virtue is made up of habits.” -Michele Borba Click To Tweet 

Quotes from Michele’s TedTalk

“Just because we’re hardwired to care doesn’t mean it’s innate.” -Michele Borba Click To Tweet 

“Empathy is a verb, it needs to be active and meaningful.” -Michele Borba Click To Tweet 

“You don’t learn empathy facing a screen.” -Michele Borba Click To Tweet 

“Empathy is made of habits we need to work on.” -Michele Borba Click To Tweet 

“If you practice empathy enough, then you can live it.” -Michele Borba Click To Tweet 

“When empathy wanes, so does humanity.” -Michele Borba Click To Tweet 

“We exercise everything but our hearts.” -Michele Borba Click To Tweet 

“Empathy is the best investment we can make for our future.” -Michele Borba Click To Tweet 

Hump to Get Over

Michele Borba was in Rwanda distributing backpacks to deaf kids. Her transformational moment was when a sobbing child keep reading a hand-written note. If there’s any need for empathy, that child was sharing it; it was human connection. Listen to Michele share her story about how we can move onward and upward faster with our current global empathy crisis.

Advice for others

Let’s start a national dialogue that empathy matters.

Holding her back from being an even better leader

Not enough sleep.

Best Leadership Advice

Be a humble leader.

Secret to Success

I surround myself with unbelievable people. I have a network that is very supportive. We need other people to build us up.

Best tools that helps in Business or Life

Notebooks. I carry them with me to write down ideas and I process them later.

Recommended Reading

UnSelfie: Why Empathetic Kids Succeed in Our All-About-Me World

Empathy: Why It Matters, and How to Get It

Born to Be Good: The Science of a Meaningful Life

Contacting Michele

Website: http://micheleborba.com/

LinkedIn: https://www.linkedin.com/in/michele-borba-b4b5055/

Twitter: https://twitter.com/micheleborba

Resources and Show Mentions

Charles Vogl: The Art of Community

Christine Porath: Incivility in the Workplace

KH Kim: The Creativity Challenge

Increase Employee Empathy

Empathy Mapping

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

130: Michele Borba: Changed my life on the spot

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.

 

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:  Okay, Fast Leader legion today I’m excited because I have somebody on the show today that really can give us some insight into a growing problem it’s one of those crisis situations that we currently have right now in the marketplace and in our society and it’s just not getting a whole lot attention, so I’m glad she’s here. Michele Borba was born and raised in San Jose, California as an only child with wonderful parents. Her dad was a school superintendent and her mother was a kindergarten teacher. She is a former classroom and special education teacher with a wide range of teaching experience including work in a private practice with children with learning and emotional disabilities. She received a doctorate in Educational Psychology and Counseling from the University of San Francisco and a Master’s in Learning Disabilities and a BA from the University of Santa Clara and a life teaching credential from San Jose State University. 

 

She’s an internationally renowned educator, award-winning author and parenting child and bullying expert recognized for her solution-based strategies to strengthen children’s empathy and social, emotional, intelligence and character and reducing peer cruelty. She is an NBC contributor who has appeared 140 times live on Today’s show and countless shows including three Dateline specials Dr. Phil, The View, NBC Nightly News, The Doctors, Dr. Oz, TD Jakes, Anderson Cooper, Katie Couric, MSNBC, Fox & Friends, Countdown 2 NBC, Education, Nation Specials, Inside Edition, Fox , The Early Show, CNN, on and on. 

 

Borba is an award-winning author of 24 books translated into 18 languages and her most work is UnSelfie: Why Empathetic Kids Succeed in Our All about Me World. She lives in Palm Springs, California with her husband Craig and has three grown sons. Michele Borba, are you ready to help us get over the hump? 

 

Michele Borba :    I am so ready, thank you Jim. 

 

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

 

Michele Borba :    My current passion is starting a national dialogue that empathy matters and we better do so very quickly. I just have actually working around the world as well. Last week I spoke at Sesame Street on it and I’m on my way believe it or not next week to Abu Dhabi to do a speech with a crown prince of Abu Dhabi. Internationally people are realizing this is the problem, what I want to do is start United States of America realizing we have a problem with our kids. 

 

Jim Rembach:  Yeah, when I had the opportunity to get introduced to your work and here you speak about this particular topic it resonated with me at so many different levels because what I see is that all of these kids that probably for the past 10 years or more have really been more self-absorbed, have not been focusing on collaborating and get to knowing one another and it’s creating a situation to where when they get into the workplace we don’t have people that know how to get along very well and how to connect very well. 

 

Michele Borba :    You have just defined what I am hearing from every workplace manager/employer. In fact, 20% of Fortune 500 companies are now requiring their employers to do have empathy training because they’re so lacking of it. What you’ve also described in crisis is not just something that we think about in terms of our feeling but it’s actually been tracked by the University of Michigan. For the last 30 years fathom this, they have been looking at incoming college freshmen in the United States of America and they’ve been giving each kid regardless of zip code, regardless of gender from West coast to East 14

Coast ID League to Community College this simple little narcissism personality test. And what they found happened actually around the year 2000 this nosedive began to be very clear that empathy was going down, down, down in fact 40% drop in 30 years of the American kids while at the same time the other thing that you just mentioned a 58% increase in narcissism and self-absorption. That doesn’t make a good citizen it also doesn’t make a good partner and heavens for sake doesn’t make a good employer or employee.

 

Jim Rembach:  That’s for certain. One of the guests that I had previously on the Fast Leader show talked about how we’re actually raising the loneliest generation ever. Also when you start thinking about all of some of these other economic statistics associated with innovation is declining. A lot of people think that we’re very innovative because they only see the tech sector as far as innovation is concerned but they’re kind of a novelty and a standoff and standalone but even them when you look at their R&D spending the ROI on R&D spending over the past several years has declined dramatically and it’s all contributing to this collaborative issue in this whole people connection issue.

 

Michele Borba :    I think that we’ve summed it all up and often what we do is we put it in little packages or there’s the problem or there’s the problem or were they lonely or they’re too plugged in and really it’s one big diagnosis that we need to look at very clearly together. Certainly a plugged in generation we also know is even though they’re the most connected is actually the most people lonely group that we’ve ever had and that doesn’t make a real collaborative, creative, innovative, and kind of person because we’re more likely to be innovative and creative if we do so with others. The Thoreau model is few and far between but even when we’re in the workplace what we discover as many of us would rather be texting or sitting at our own little cubicles as opposed to turning. Or we are texting to one another as opposed to turning to the guy who’s sitting in the cubicle right next to you. So, we’ve got a lot of work to do, I think the biggest thing that we’ve been doing maybe is wrong is raising this generation to be about me as opposed to we. And when we flip that and that would be my definition of an unselfie, a child who thinks we not me you flip the lens and you start looking at others it makes them major difference in our world. 

 

Jim Rembach:  It does. And listening to your TED talk there are several quotes that I was able to pull out to me that just stood out. I also had another guest on the show, Christine Porat, and talked about incivility in the workplace and one of the things that I saw as a comment on Amazon book comment about her book was someone said, hey, this is really just common sense stuff. Okay, it’s common sense but it doesn’t mean that we’re practicing it and one of your quotes was saying, just because we’re hardwired to care it doesn’t mean that it’s an eight.

 

Michele Borba :    Yeah, I think a lot of times we think that in order to be a good human being or a collaborative human being we have to won the DNA Sweepstakes in altruism. When all of the research is actually on our side we need to exercise the skill set, in fact, if we look at empathy as a skill set of habits that actually can be cultivated it makes a lot more sense because then we can break it down and go this is doable. Our children are hard-wired for empathy but we also realize that unless we intentionally start nurturing it, it lies dormant and that’s what I think is a problem. We’ve got a lot of kids in sleep mode as well as in adults because we’ve sort of put this over to the side assume that it’s going to blossom or assume we don’t need to work on it and we’ve also as a culture I fear put all of our sweepstakes into one side of the report card it’s all about the degree we get, the GPA, the SAT score, as a result all of those human qualities are really not being worked on. I always tell parents when’s the last time you saw a bumper sticker that said proud parent of a kind kid. It isn’t part of RMO and it’s a result I think we’re really handicapping our children and handicapping the workplace. 

 

Jim Rembach:  There’s so many things—as I listening to you explain some of the statistics and talk about these situations that for me as a father of three kids, who are two middle-schoolers and one elementary schooler and my daughter oldest daughter is now getting ready to go into high school and so needless to say this whole w competitive talk around getting into college competing for candidates and they actually had three recruiters come from some pretty notable schools—Duke University, Virginia Tech University and a small prestigious Liberal Arts school up in New England but when they were explaining their entrance process and how they go through and review the candidates they want it was all emotional intelligence based it’s like you’ve got to have the academic credentials yes but then you also have to have this high emotional intelligence in order for you to be seen as a right fit for us. But they’re not teaching that in the school. 

 

Michele Borba:    Yes, I think, in all fairness to schools, we used to do that as parents with our children and that was turn and talk and face-to-face connection. How was your day? How are you feeling? In fact, we’ve already realized that we’re already short changing our boys at age two we talk far more feelings with our daughters than we do with our sons. As a result this digital divide and the emotional intelligence divide gets further and further away from us, bottom line on this is they’ve also clearly came out with—just six months ago, a list of the top ten qualities that will be ones that globally all of us need in order to function in the real world and one of those you’ve already mentioned emotional intelligence skills will be more important now more than ever. We’re really going to survive as a civilization the capital is human capital and I think that’s slowly falling apart. When I wrote on UnSelfie and it’s actually was a 10-year journey, Jim, the most difficult thing I’ve ever done in terms of flying the world to find the answers and interviewing the top researchers the first thing that was clear this can be cultivated. Second of all I tried to come up with if it can be cultivated then is it ever too late or ever too early it seems like it’s a womb to tomb scenario, so we’re all in good shape we can keep working on it. Third thing is that there are specific skills—when I wrote on UnSelfie I came up with the nine habits that are critical. It starts with what you’ve already mentioned it emotional literacy is the gateway to empathy. It’s the gateway to creativity because it’s impossible to be pro-social turn and go how are you feeling, or gee, you need help without being able to read the emotion off someone else’s face. So, that’s step one and we’re already realizing that our kids today, your middle school children by the way, feel far better off texting than talking, you’re not comfortable because we’ve lost that face-to-face connection. I see people just sitting side by side and they’re still texting they’re not talking. The second one is they also need a moral identity that’s a rudder it means I am going to be social responsible, I am a kind-hearted person we put the whole bottom line into—yeah, you’re a smart kid but in the bottom line is we’ve asked our children how important it is for you to be a kind-hearted person. Harvard study was unbelievable 80% of kids said the most important thing that my parents wanted me is to get the good grade. And then we turned to the parents, how important is it and everybody’s face went—oh, my gosh, that’s not true. Well, our messages aren’t seeping into our kids so we need to develop that. Third one is every employer said they’re looking for the cognitive side of empathy. That’s the employer that can get into the shoes of the client and go how would I feel if that happened to me? We’re going to be a global world where there will not be barriers and walls there will be bridges that we better be able to figure out how we can all unite and get along so we’re more inclusive and perspective taking the cognitive side of empathy also can be taught. So, those are just three of the nine that are critical but the good news is this isn’t an app and it’s not a program and it’s not a worksheet the best ways to do this are just naturally, intentionally weaving it in. Fourth one is absolutely fascinating and that’s moral imagination. Let’s start reading more so we get into the shoes of different diverse groups. Understand a journey into different worlds because what we discovered is literary fiction is one of the strongest ways to boost empathy those of us who read literary fiction they put us in MRIs, they found a part of our brain where compassion is actually lights up when they read passages from Grapes of Wrath or To Kill a Mockingbird. And then they read Danielle Steele and 50 Shades of Gray and we flat line. So, bottom line is we got to read and we’ve got to get into the world of others. Films can do that, elevating experiences could do it but we need to be a little more intentional about it Jim. 

 

Jim Rembach:  I think you make a great point. Even at work as I was thinking about at a work situation we talked about doing more with less, we talked about our productivity and things like that but we don’t look at it in context of making a connection and being intentional in doing that and we have to do more of that in order for that collaboration to occur the whole setting the right example piece. I love what you said in regards to one big diagnosis because one of the guests that I even had on the show Dr. KH Kim, talks about this whole test centric culture and needing to compete and get the grade and how that is really stymied and stifled our creative thinking. There was a statistic that I even saw a few weeks ago that mentioned that the number of startups from an entrepreneurial perspective just 10 years ago was in the low teens and now it’s dropped into the low single digits people just aren’t being creative and starting their own thing and being constructive and this whole connection to other people is to me I think it’s that one big diagnosis issue that we need to do something about it and do something about it now. My kids when I asked them, why did God put you on earth? They say to help others and I hope they never lose that. 

 

Michele Borba :    Yeah, yeah, Jim can you imagine if the world did that. In fact, fascinating thing is it’s that mindset that we create in our children that we fail to realize how powerful we are as parents. Just those everyday things of what we acknowledge, they come home and the first question out of our mouths is what you get. But how often do we say what kind thing did you do? Did you see somebody else being a kind person? The more we talk about it actually and why you studies are on our side children begin to internalize that’s the kind of person I am because that’s how I was raised and as a result our behavior matches our mindset. What we’re doing is instilling that it’s all that stuff of who you are is what you get as opposed to the kind of person you become. I think character is very, very void in our work right now and that’s an extraordinary concern when ethics and morality go and that’s what makes us good human beings and want to connect with one another civilization goes, the bottom line is we’ve got a problem. You mentioned creativity we’re already seeing that that used to be our staple as the United States of America but one of the big things we’re now seeing is that it’s starting to nosedive in the third grade with our kids, that’s another huge concern. Collaboration is nose diving with our kids in fact Generation Z, which is the generation right now out in the workplace,  three key things that we see about them—well a number of them. The first is you mentioned they are the loneliest. Second, they’re not team players, now there’s a tragedy. Third is they’re more competitive so that’s me against you as opposed to we. They are focused but even the bottom line when we asked our children 10 20 years ago what do you want to be when you grow up? It was a doctor, a lawyer, a helper, I want to make a difference. What do you want to be when you grow up right now? Rich or famous are the two items over and over again at the top of their lists, that doesn’t make a collaborator either it makes it I’m going to get the money. 

 

Jim Rembach:  Yeah, there’s somebody who talks about the phrase and actually has created a brand around the self-made man, the reality is that none of us are that. We all need other people in order for us to make a difference and to get made—if you want to use that as a phrase. I think both of us can probably talk all day long because we’re very passionate about this whole issue and quotes are some of the things we focus on the show in order to help focus, drive, do all those things from an emotional perspective and help us to hopefully make a difference. This particular issue, even though we’re started talking about one big diagnosis, and if we look and try to boil the ocean it ain’t going to happen so we have to focus on making a little bit of a difference today. Is there a quote or two that you can share that will help us do that?

 

Michele Borba :    Well, I think the number one is it all starts with empathy, now that sounds so simple and quote unquote but if you really start to think about—so, where do we do to start turning this around? The easy one that comes back from us is start ** thinking that it’s all about empathy and everything the thing that you’ve talked about from collaboration to teamwork to emotional literacy to people skills that’s the basics of it if we don’t have that the rest of it—it’s a scaffolding, it’s a staircase to start with empathy and start building our way up. Good old Aristotle told us also way back when that the best way to become a really good human being is to surround ourselves with good examples and then exercise our virtue. What is our virtue? Maybe it’s just our common humanity. Finding the skills that you think are lying dormant in yourself and start not just changing your diet, changing your exercise program, but figuring out what am I going to do and keep working out or exercising the habits that are going to make me a better human being.

 

Jim Rembach:  Yeah, because those are also the habits from a career perspective that cause people with high technical skill to hit the ceiling in their mid-40s and not go any higher. They’ve got a flip the switch it has become more emotionally based, leverage that technical skill to become that better human being in the workplace and at home. When we start talking about all of this, it’s a huge hump, and we all have humps that we have to go through in life in order for us to learn these important lessons that self-awareness, peace and many other things. Is there a story that you can share when you had to get over the hump?

 

Michele Borba :    You know, the most interesting thing that happened to me in terms of all of this was actually in Rwanda. There I was distributing backpacks to children, can you imagine who are all in an orphanage who have been abandoned by their parents, whose grandparents were slaughtered in a genocide of a hundred days, neighbors killing neighbors absolutely the most horrific thing. And I was in an orphanage with deaf mute kids and there I was giving out these little teeny backpacks very inexpensive but inside them they were all packed by children in the United States. There was a pencil, a notebook, little pieces of stick of gum and a handwritten note from a child. The moment that was just transformational to me was we given out these backpacks and this one kid was frantically going through this backpack pulling everything out I’m looking very distraught and I kept going my gosh do we need to give him another notebook, is he missing the pencil, what is it? No, I finally discovered what he was looking for was the handwritten note from a child and once he pulled it out he puts this note up to his chest and he starts to sob he’s reading it over and over again and I’m standing behind him and it just says hello, I’m your new friend from Minnesota I looked up Kigali I know where you live and I packed this backpack for you and he just couldn’t stop sobbing he turns to me points to my tears and then signs the word for love and I realized on the spot that’s the human connection for every child in the whole world. If there’s any need for empathy that child was sharing it and it all starts with one, it starts with face-to-face connection—changed my life because on the spot I turned and said what can I do and I became the goodwill ambassador flew all over the world with the most impoverished protocol’s that you could possibly imagine giving out laptops for children from a program called MIT because I realized that was going to be the one that maybe help them see there was other kids in the world besides themselves. But the fascinating thing is what I just described actually is what exactly the research says, empathy starts with one, it starts with face-to-face connection and when you realize you’ve made a difference on one child or anybody else’s life you are transformed it’s impossible to go back to where you were. Stop collecting coins to be APRA, go out and do one service project or make a difference with one person’s life, I’m just saying to them, how are you? You look upset and what will happen is your empathy just starts to open up and you keep doing it over and over again. It’s simple, we’re looking overlooking the simple things Jim.

 

Jim Rembach:  Yeah, I think that’s a good point. Sometimes we make it too complex and then we start overthinking things and we put up walls and barriers and then we remain that lonely person, kind of strange how that works. We talked about the work that you’re doing of course, we talked about w living in Palm Springs how you shared with me off-mic how beautiful it is there today, and you have three grown sons you have a lot of things going on. When you start thinking about goals, what’s one of them?

 

Michele Borba :    Again to just spread the word that empathy really matters. What I realized when I—in fact when I’ve spoken to now over a million parents and teachers all over the world and I find the same reaction whether it’s this month it was in the Philippines, a month before that it was a Egypt, I’ve spoken from coast to coast the bottom line from every parent is their mouth goes open when I say you can cultivate empathy. And if it’s lying at a 40% drop in 30 years we have got to realize it matters and we can turn it around and I think that’s the starting point. Change always starts with knowledge and the first step is realize you can make a difference collectively we can make an even bigger difference. My goal is to keep trying to get unselfie into parents hands, luckily the coolest thing is schools are now doing book clubs all year long for parents and counselors and teachers to read it so they’re starting to discuss it and I think that’s where we start, we start with knowing we can make a difference.

 

Jim Rembach:  The thing is for me I’m looking at it from a workplace perspective and from a leadership perspective. I’m looking at all the statistics associated with the economic impact both as an individual and as an organization when they improve their emotional intelligence skills. When you design the customer experience and you use emotion, when you use a motion in order to lead others it makes not only a world impact it makes a financial impact. And just like you said the title of your book, Why Empathetic kids succeed in our all about me world, they succeed in a multitude of different ways.

 

Michele Borba :    I agree with you. And I think the big piece on that one is redefining success to broaden it so that it’s a human being, is the success we’re really doing we’re all about trying to raise a child who has the potential to be the best they can be who wants to make a little bit of difference in the world. Actually empathetic children are actually happier kids they have stronger relationships, they do better in the workplace, they’re more employable, they’re critical thinkers, they have perspective-taking potentials they have lower stress rates, phenomenal! Mental health needs are going to be in fact—in fact I have it number six in unselfie, self-regulation. If we can lower our stress we fight the empathy gap because when stress builds and we know we also have another problem and that is the mental health epidemic in our country with our children no place in the world, United States of American kids are more stress, more likely to be depressed, more likely to be suicidal that alone should make us all shudder and not go to sleep.

 

But if we can teach them the skill on how to self-regulate, I learned that one by the way from flying to Tibet interviewing monks the most amazing—just deep breathe breaths they would tell me take a slow deep breath that’s the fastest way to relax they showed me exactly how to do it. If you inhale then hold it in then exhale twice as long as you inhale, oh, my gosh! fastest relaxation process. And then once you do that you can actually do the second piece which is you can start building compassion. And think about compassion, if you think that sounds soft and fluffy, I learned the same thing on working in 18 US army bases, Navy SEALs pulled me aside and said that’s the same thing that we are now doing. We’ve retrained ourselves to keep our fear down or stress down and our courage up. I said, what is it? The first thing we learn is deep breathing. My gosh! If the simplest thing from monks to Navy Seals are learning it, why aren’t we teaching it to our children? So, that’s another piece.

 

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: 

 

An even better place to work is an easy-to-use solution that improves the empathy and emotional intelligence skills and everyone. It provides a continuous diagnostic on employee-engagement and provides integrated activities that will improve the leadership and collaboration skills in everyone. This award-winning solution is guaranteed to create motivated, productive and higher performing employees that have great working relationships with their colleagues and your customers. To learn more about an even better place to work visit beyondmorale.com/better. 

 

Alright here we go Fast Leader Legion it’s time for the Hump Day Hoedown. Okay, Michele, the Hump Day Hoedown is the 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. Michele Borba, are you ready to hoedown? 

 

Michele Borba :    I’m ready. 

 

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

 

Michele Borba :    Not enough sleep. If I had more sleep, I would be able to write and I’m already working 16 hours a day but it’s all driven by passion. 

 

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

 

Michele Borba :    Use it, be a humble leader. If you’re a humble leader even from Jim Collins, Jim of Good to Great, you will actually are going to be able to be more supportive and get leaders, other people, your employers to listen to you because it’s all about teamwork together.

 

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

 

Michele Borba :    I have surround myself with unbelievable people. I have about a network that are very, very supportive. What happens is every once in a while they call me up and say how you doing? We need other people to just build us up and boy I had found a network of supporters.

 

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

 

Michele Borba :    Notebooks. Small skins I have 50,000 of them. I always carry them with me and that’s actually how I’ve written 24 books. It’s always been—every time I have an idea write it down or I’m going to forget it about five minutes from now. They are unbelievable.  I process them later on go through them and all of it comes to be.

 

Jim Rembach:  What would be one book that you’d recommend to our listeners, it could be from any genre, and of course we’re going to put a link to UnSelfie: Why Empathetic Kids Succeed in our All About me World. 

 

Michele Borba :    I like empathy. Actually there’s a book called empathy that I think was emotionally charging to me you can get that just about anywhere, UnSelfie obviously I would hope that you would read. There was really some other ones that were just really key points to me, Born to be Good was another on that I think what’s fabulous. They were all instrumental because they all kind of said the same thing and that we can cultivate empathy.

 

Jim Rembach:  Okay, Fast Leader listeners, you can find links to that and other bonus information from today’s show by going to fastleader.net/MicheleBorba. Okay, Michele, 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. So, what’s skill or a piece of knowledge would you take back with you and why?

 

Michele Borba :    Oh, My gosh! I think the same thing that would be back and that is—even when in college the most powerful piece that I ever learned were from Aristotle and that was about surround yourself with models because models are how you become the best human being you can be. Look for somebody who inspires you and exercise—virtue is made up of habits. Clearly, when I look back about it and I rewind everything Aristotle nailed most of what I am now, I’m looking at now and I’m reading it back going he had it all right but what we just need to do is maybe look back at the Greeks. 

 

Jim Rembach:  Michele 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?

 

Michele Borba :    Well, thank you for that. I’m on Twitter @Michele Borba, I’m a one “L” girl, Jim. Or my website micheleborba.com that’s the best way there’s always a contact card in there for speaking or evaluating or just reading 50,000 blogs out there about what we can do to raise a stronger, healthier more empathetic generation of kids.

 

Jim Rembach:  Michele Borba, 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!

 

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 fastleader.net so we can help you move onward and upward faster. 

 

END OF AUDIO 

 

 

122: Claire Brooks: I wasn’t culturally understanding

Claire Brooks Show Notes

Claire Brooks moved to Detroit, Michigan and found a senior role with an advertising agency. During her first meeting, she met with the brand manager for an American car brand and she began to mixing up the names of car parts. After a moment, the brand manager asked ask what was she talking about. Claire, felt she failed with her attempt to impress. Listen how she turned this moment into a global empathy opportunity.

Claire Brooks was born in West Africa to English parents and lived in West Africa and India until she was 8 years old. She was educated in England at Cambridge University, studying ancient Greek and Latin and Social Sciences! She started my career in Europe, coming to the US in 1997.

All her life Calire’s been what’s called a ‘Third Culture Kid’ (TCK), a child whose formative years were spent outside her parents’ culture. Her early childhood was spent changing schools every 2 years and having to make new friends; and taking long-haul flights back and forth to see family.

To this day it’s tough for her to answer the question “where are you from?” However, when she moved to the US, she turned her early experiences into a business. TCKs are known for being culturally attuned and this, together with her Masters in Social Sciences, enables her to earn her living as a culture consultant.

Claire works with Fortune 500 brands around the world, helping them to understand the culture and emotions of their consumers and shoppers and develop winning strategies!

Despite her global perspectives, Claire believes that the only real legacy we leave is our children (in her case her son James) and in a life lived productively and humbly in the service of others. It’s not about me, could be her mantra.

Claire is driven by curiosity and self-knowledge. She believes the ancient Greeks counseled us well to “know thyself” before attempting to know anything else. She’s built a global consulting business on the premise of helping others to explore and know their non-conscious emotions, motivations and cultural beliefs as they relate to their behavior as consumers.

Claire is currently the president of ModelPeople Inc., a global brand insights and consulting company. She is also the author of Marketing with Strategic Empathy – Inspiring strategy with deeper consumer insight.

Claire currently resides in Chicago and Manchester, England.

Tweetable Quotes and Mentions

Listen to @modelperson and get over the hump on the @FastLeaderShow Click to Tweet

“Everything you do strategically needs to start with real empathy with your customers.” -Claire Brooks Click to Tweet

“Strategic empathy is equally applicable to non-profit organizations.” -Claire Brooks Click to Tweet

“We all have our own mental frameworks. Organizations are the same.” -Claire Brooks Click to Tweet

“Successful organizations have a very powerful internal culture.” -Claire Brooks Click to Tweet 

“Looking at customers as people is a different framework for a lot of organizations.” -Claire Brooks Click to Tweet 

“You have to empathize with somebody as a customer before you can serve them well.” -Claire Brooks Click to Tweet 

“Companies have more data than ever about their customers.” -Claire Brooks Click to Tweet 

“If you can relate data to observation then you get a complete picture.” -Claire Brooks Click to Tweet 

“You have to develop empathy within managers and employees.” -Claire Brooks Click to Tweet 

“If you’re just looking at customers as paying the bills, it’s not going to work.” -Claire Brooks Click to Tweet 

“Entrepreneurs build their businesses by really knowing what’s going on with customers.” -Claire Brooks Click to Tweet 

“Customer empathy has to be the foundation for everything you do.” -Claire Brooks Click to Tweet 

“At the end of the day never forget that you’re serving real people.” -Claire Brooks Click to Tweet 

“Empathy isn’t strategic unless you take action.” -Claire Brooks Click to Tweet 

“The biggest learning situations are mistakes.” -Claire Brooks Click to Tweet 

“If you don’t have a passion for what you do, getting up in the morning becomes very hard.” -Claire Brooks Click to Tweet 

“You have to think about society as well as your family and business.” -Claire Brooks Click to Tweet 

“Focus on where you can add value and bring your skills.” -Claire Brooks Click to Tweet 

“I don’t think business is glamorous, but it can be a lot of fun.” -Claire Brooks Click to Tweet 

“You don’t have to be front and center to be a leader.” -Claire Brooks Click to Tweet 

“Let other people do what they’re good at and help them win.” -Claire Brooks Click to Tweet 

“Don’t go in seeking to win; look for the other side to win as well.” -Claire Brooks Click to Tweet 

“Be curious and don’t be afraid to explore.” -Claire Brooks Click to Tweet 

Hump to Get Over

Claire Brooks moved to Detroit, Michigan and found a senior role with an advertising agency. During her first meeting, she met with the brand manager for an American car brand and she began to mixing up the names of car parts. After a moment, the brand manager asked ask what was she talking about. Claire, felt she failed with her attempt to impress. Listen how she turned this moment into a global empathy opportunity.

Advice for others

Everything you do strategically must be based in empathy.

Holding her back from being an even better leader

It’s time, you can’t do everything. You have to focus.

Best Leadership Advice Received

Leap over the hurdle and engage.

Secret to Success

Hard work and attention to detail.

Best tools that helps in Business or Life

Lack of ego.

Recommended Reading

Marketing with Strategic Empathy: Inspiring Strategy with Deeper Consumer Insight
Getting to Yes: Negotiating Agreement Without Giving In

Contacting Claire

Website: http://www.modelpeopleinc.com/

LinkedIn: https://www.linkedin.com/in/claire-brooks-6367533/

Twitter: https://twitter.com/modelperson

Resources and Show Mentions

Empathy Mapping: Unlock greater empathy in the customer experience.

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

122: Claire Brooks: I wasn’t culturally understanding

 

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 talk about something that’s critically important to not just profit organizations but also non-profit organizations, all organizations that are trying to really connect with customers. Clare Brooks was born in West Africa to English parents and lived in West Africa and India until she was 8 years old.  She was educated in England at Cambridge University studying ancient Greek and Latin and Social Sciences. She started her career in Europe coming to the U.S. in 1997. All her life, Clare has been what’s called a Third Culture Kid, a child whose formative years were spent outside her parent’s culture. Her early childhood was spent changing schools every two years and having to make new friends and taking long-haul flights back and forth to see family. To this day it’s tough for her to answer the question where are you from? However when she moved to the US she turned her early experiences into a business. Third Culture Kids are known for being culturally attuned and this together with her master’s in social sciences enables her to earn a living as a culture consultant.

 

Clare works with Fortune 500 brands around the world helping them to understand the culture and emotions of their consumers and shoppers and developing winning strategies. Despite her global perspectives, Clare believes that the only real legacy she will leave is her children and a life lived productively and humbly in the service of others, It’s not about me could be her mantra. Clare is driven by curiosity and self-knowledge she believes the ancient Greeks counseled us well to know thyself before attempting to know anything else. She’s built global consulting business on the premise of helping others to explore and know their non-conscious emotions, motivations and cultural beliefs as they relate to their behavior as consumers. 

 

Claire is currently the President of Model People Inc., a global brand, insights, and consulting company. She is also the author of marketing with strategic empathy inspiring strategy with deeper consumer insight. Claire currently resides in Chicago and Manchester, England. Claire Brooks are you ready to help us get over the hump?

 

Claire Brooks:  Sure. Good to see you.

 

Jim Rembach:    I’m glad to have you here. 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. 

 

Claire Brooks:  Well I think you covered it pretty well Jim. My current passion is really helping Fortune 500 marketing companies to understand their consumers and customers. And it’s not just the old kind of chestnut you should understand your customers it’s about a deeper level of understanding and it’s what I call empathy. So, the book is called strategic empathy because everything that you do strategically as an organization needs to start with real empathy with your customers as real people. How they think, how they feel, how they behave and how they relate to the products and services that your organization it’s trying to sell them. So, that’s the passion and it’s not just about profit organizations either this strategic empathy idea is equally applicable to nonprofits. And so I’ve recently found an additional passion doing pro bono work for organizations like the World Federation for mental health helping them to understand it’s very talented people that work in the mental health field but work from a clinical point of view or from a donor point of view or from a volunteer point of view and understanding the experience of mental health and how to connect that is very important to me at the moment.

 

Jim Rembach:   You and I mean had the opportunity to chat a little bit off mic about this particular issue about becoming really a or connectible, relatable and desired type of organization regardless of where it comes from. And it seems simple, I mean, people are people, how can this be that hard? However as I going through the book there’s one thing to me that popped up in the work that I do with organizations. And of course you confirmed and affirmed what I was talking about. But it’s really this issue around framing and that organizations well people I mean when we’re in an organization it’s really difficult for us to relate outside of our own four walls. So, how does an organization really go about preventing themselves from being handcuffed by their problems?

 

Claire Brooks:  I really liked the way that you put that Jim, this idea of framing because we all have our own mental frameworks we all have the culture we grew up in the beliefs we grew up with and that frames the way that we see the world and the way that we relate to others and understand others organizations are just the same. Successful organizations have a very powerful internal culture. And so people learn how to think they learn what a mental framework will get them promoted. And companies have silos as well, they have divisions between different functions within the company. So sometimes the marketing people don’t talk to the product people or the engineers don’t talk to the designers or they’re talking but they’re talking in a way that is within that mental framework of the organization. So, what I try to do is to break down silos and get multi- functional teams to go on what I call a strategic learning journey so really connect with their customers or consumers in the field physically and observe them using the company’s products. Talk to them as real people, understand their lives where they come from what their cultural beliefs are and when this happens that tends to be an “aha” moment. I was thinking about that from our point of view but that really made me think I need to do things differently, I need to design a product differently, I need to speak to my customers in a different way. And it’s only really through that looking at customers and consumers as people not as numbers in an XLS or a balance sheet or whatever, looking at customers as people and that’s a different framework for a lot of organizations, believe it or not.

 

Jim Rembach:   You mentioned something about observing customers in their own environment, the ethnographic type of study work. When you start looking the types of clients that you work with and the work that you’re doing, how much of it does involve actually going through and doing those ethnographic studies?

 

Claire Brooks:  That’s where, if you like the rubber hits the road actually going out and doing these ethnographic studies, and a lot of organizations do that. But some of the companies that help them to do ethnographic research don’t always help them to break outside of these silos and so they’re still looking at people as objects that’s the where the idea of empathy comes and I know you do a lot of work with emotional intelligence, Jim you’re telling me that, and I think it’s that idea that you have to empathize with somebody as a customer or a consumer before you can really serve them well. So, you can’t look at them as a subject of research you really have to get down and have the conversations with people one on one.

 

Jim Rembach:   Now ethnographic research isn’t the only way that you do with this data. Companies are more data than ever about their customers and if you relate data to observation then you get a complete picture. Ethnographic research won’t tell you everything you need to know because it’s small-scale, you need the big scale data approach. But you can’t look at data alone you have to relate the two and you have to develop this emotional intelligence this empathy within managers, within an employee’s, within an organization. Because if you’re just looking at customers as people who pay the bills and bring in the revenue and then it’s not going to work there isn’t going to be a dedication to really serving your customers. 

 

Claire Brooks:  I think it’s important that you bring that up, and thanks for sharing, because when you start thinking even about ethnographic studies you have a bias that occurs because of the observation in itself. In other words people don’t necessarily behave when you’re actually watching them in the same way they would if you were not.

 

Jim Rembach:   And that’s true, and bias is a big issue in ethnographic research. You obviously read the book, Jim, which is good, but we can do a lot to minimize that. But you know, ethnographic research isn’t the only way to observe. If you think about entrepreneurs and the way that they build their businesses they usually do it by really knowing what’s going on and with their customers. So, they get out there they talk to them they observe them and they have a very visceral empathetic feel for their customers. When organizations get big replicating that entrepreneurial understanding is very difficult, and that’s the work that we try to do by taking cross-functional teams on these learning journeys. We try to replicate that entrepreneurial gut feel for a customer. 

 

Claire Brooks:  Yeah, I think that’s a really interesting point. Because typically when we get to be a larger organization as everybody focused in on their niche and their particular technical expertise and they’re doing that heads down with such a fervor and doing an excellent job at it that they don’t stop and do that mindfulness reflection and do that existential type of work to be able to say, “Okay, how is what that I’m doing right here right now really impacting and making effect on the customer and where can I fill in gaps and –and thinking about them like you said, as people not objects, that is really hard for them to do. And a lot of times on the show we look at quotes to help us give us the right direction. Is there a quote or two that you can share that helps do that for you?

 

Jim Rembach:   Well, the quote that we’ve been talking about is really, customer empathy has to be the foundation for everything you do. By all means do the market research, do the desk research, get the data, prove out the size of the market, at the end of the day never forget that you are serving real people and you have to have not only a knowledge, a functional data-driven knowledge of those people and how they behave, but you have to have a real raw observed understanding empathy with how those people behave, how those people feel about your products use your products and feel about you as a company, and the best CEO’s do that.

 

Claire Brooks:  I very often have a group of CEO’s by senior executives on my learning journeys, they might not be able to come for the whole week that we’re doing this work but they’ll come for a day. One example of that is a customer that had a product recall and they really wanted to understand, the very senior executives, not only what was going on with the recall whether it had affected the brand, whether if it’s a huge brands, a global brand, whether American consumers were turning against the brand as a result of this recall. And so we were able to stage a day where we talked empathetically with a number of products users and those in real our harsh that came out of that. The brand was okay but there were things that the CEO and the senior executives needed to do to make sure that customers were better communicated with. So, there was a level of understanding that was generated that helped them actually feel better from the C-Suite they were looking at a bit of a disaster it helped them feel better it helped them communicate with the organization it’s not as bad as we thought. But here’s what we need to do to make sure that customers know and that we’re on this and we’re dealing with this and we heard you, we listen to you. 

 

Jim Rembach:   Now you mentioned something about working with cross-functional teams and so for me, I find that working with different groups has a very different set of dynamics along with it. When you start thinking about all of those different cross-functional groups, how can you get them to come together faster? 

 

Claire Brooks:  Well through the research and through the learning journey. What we’ll do is we’ll mix up the teams. We’ll put a product person with a marketing person, a technical person with a non-technical person we’ll make them listen to the same consumer conversations and so they hear the same things. When we bring them back into the room and we always do this, by the way it’s what we call an activation phase we don’t just let them listen to consumers and go off that wouldn’t have any teeth at all, the strategic empathy part is about action empathy is not strategic unless you take action. 

 

So, we bring people back together after and we’ve done these consumer conversations and we have them distill what they’ve heard and we have them play it back and very often they haven’t heard it properly. We have to maybe play them some video or correct assumptions correct or correct what they’ve heard. Then we have them work with what they’ve heard. What does this mean for me in my function, in my silo? And then cross-functional teams, what are we going to do about this? How are we going to design things differently and communicate things differently? So this can be very fast to answer your question about speed. We can get these conversations up and running in a week have the activation session immediately afterwards. Within a couple of weeks you might have a radical turnaround in the way that functions within an organization relate to one another, understand the customer and I have decided to work together to do something about this, so activation is the key. 

 

Jim Rembach:   I think your starting point is important for all of us to make sure that we’re very intentional about and what you had talked about was mixing up the groups. And for those that are familiar with appreciative inquiry and positive psychology what that is—it’s talking about unlikely pairs, your matching unlikely folks with one another so that they actually gain different perspectives. That is like a critical foundational point when you start talking about working with cross-functional teams and trying to get them to bond and understand one another better that is a key point cornerstone.

 

Claire Brooks:  It kind of build on that, Jim, because I’m glad you brought up appreciative inquiry. That often involves bringing in people from outside the organization. Sometimes, we’re involved in getting speakers to talk from a very different perspective maybe a fashion person to talk to a car company, maybe a doctor to talk to people designing the seats and often consumers come in too we’ve actually involved customers in the debate. We’ve had executives in a retail fashion store talk to their customers one-on-one about products that they’ve bought and why did you buy that? What experience did you have? And so the appreciative inquiry approach is very powerful. 

 

Jim Rembach:   Very much so. I know when we’re starting to talk about a lot of these dynamics of dealing with all these different peoples and everybody has their own humps that they’ve had to get over and that really has to also be part of our understanding of learning about folks and how they interact with us. But we have humps that we have to get over, do you have a time where you’ve had to get over to hump and it made a difference for you and you can share that story?

 

Claire Brooks:  Mine’s a good one. I came to the US 1997. I actually followed my husband to Detroit. He is an engineer and got a job in Detroit and eventually I followed him. And it was a challenge for me, it was a cultural challenge for me because English people tend to think 

America’s like England, we talk the same language but it really isn’t. So, I got a fantastic job working in an ad agency in senior role, a billion dollar advertising budget, top car brand a very American car brand as well. And at one of my very first meetings I was dealing with a very experienced, very no-nonsense brand manager very senior guy, and I got very flustered. I was hot off the plane I started mixing up my car parts so I started saying—in England we talk about bonnets not hoods and we talked about trunks not boots. And the client put up with me for a couple of minutes and then he leaned over to his second-in-command and said what is she talking about? I could have died. This is my chance to impress this guy and then I could have died. But I picked myself up and I decided that, okay, I wasn’t culturally understanding what was going on, we were dealing with trucks as well that was the other thing trucks don’t really exist in England, so I had to go out I had to learn about trucks I had to learn about truck culture. And it really brought me up short. Okay, I’m a third culture kid I need to be able to get into truck culture now. And out of this really came my passion for understanding culture and  in a commercial sense, a product culture, truck culture, but also helping other people understand that because it’s no good if I just understand that that’s just academically interesting I had to lead teams of clients and create it within the agency to help them understand so that they could empathize so that they could create advertising that really spoke to customers and really understand the culture that they were dealing with. I proved myself ultimately as a translator of truck culture but that was a real learning for me. 

 

Jim Rembach:   I think it was important how you rebounded from that right?

 

Claire Brooks:  Yes. I felt like getting back on the plane at that time. It was awful. But, yes, you have to rebound. The biggest things learning situations are mistakes and that’s true for clients as well we design that wrong, we did that wrong. Okay, we better deal with that and that’s true as an individual, if to get over the hump.

 

Jim Rembach:   Definitely. And I think part of what you’re talking about too is that—somebody was talking the other day that I was having a conversation about reputation in that when you think consistently and that you’re always trying to build a reputation that is of high caliber that when you do fall, and you will, it’s a lot easier for you to dust yourself off and rebound from that. So, you have to think long term, in the moment short term you fell, oh well give yourself a chance to get up. 

 

You and I talked a little bit and you talked about the work that you’re doing now having a split—living, trading across the pond as far as, you’re in Chicago right now as we’re talking and it’s wintertime you think you may escape the extreme cold and go the UK but you didn’t do that so we’re glad you’re here, but it you have a lot of things going on. What is one of your goals?

 

Claire Brooks:  I love what I do and I also think that’s really important. Because if you don’t have a passion for what you do getting up every morning and spending ten hours a day at it and becomes very hard, so my passion is to continue to do this.  We’re bringing on new clients all of the time. I was talking to a couple of new clients yesterday who have stuff that they want us to do for them. So, for me having done this for, what 15 years now, it becomes very interesting because you start to make the connections. 

 

We’re not specializing in any particular industry. We work in food, beverage, fashion and automotive, and that’s good because that’s how customers are they don’t just buy your product. I can also help my clients make connections between categories, the kind of person who drives your car also shops at these stores also eats this way likes these food brands and so that becomes more and more interesting as time goes on. And then I mentioned the non-profit work, so that’s really a goal to take some of what I’ve learned and give back because you have to do that you have to think about your society as well as your family and your business. And I most entrepreneurs do that, I think you get to the stage where you realize that you can make a difference elsewhere and that’s increasingly important to me.

 

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. 

 

Alright, here we go Fast Leader Legion, it’s time for the Hump Day Hoedown. Okay, Claire, the Hump Day Hoedown is the part of our show where you give us good insights fast. 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. Claire Brooks, are you ready to hoedown?

 

Claire Brooks:  I am. 

 

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

 

Claire Brooks:  It’s time, Jim. You can’t do everything and the more you do the more you want to do, so focus. You really have to focus on where you can add value, bring your skills, whether it’s to clients or to society.

 

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

 

Claire Brooks:  I was 22, first job with an American company. I was sitting there trying to figure it out and my manager said, “Don’t, leap over the hurdle, jump in, so engage come up with an idea run with it and you will figure it out as you go along.”

 

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

 

Claire Brooks:  Hard work, attention to detail. I don’t think business is glamorous but it can be a lot of fun it’s worth it, the works worth it.

 

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

 

Claire Brooks:  I think a lack of ego, and I hope that everybody that knows me would agree with that. You don’t have to be front and center to be a leader, let other people do what they’re good at. Help them win. Help them own what they’ve done and to be proud of it because that’s when they’ll really learn and implement what they’ve learned. 

 

Jim Rembach:   What would be one book, and it could be from any genre that you recommend to our legion, of course we’ll put a link to your book on the show notes page as well. 

 

Claire Brooks:  I did an MBA and when I was an MBA student we were recommended to read a very slim volume it’s called, Getting to Yes by Fisher and Ury, and you may know it. But it really advocates win-win situations, don’t go in seeking to win look for the other side to win as well. And I’ve applied this really widely from dealing with my son when he was a toddler to negotiating very big contracts. Again put your ego aside look for win-win situations.  

 

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/Claire Brooks. Okay, Claire, this is my last 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 piece of knowledge or skill would you take back with you and why?

 

Claire Brooks:  Be curious. Don’t be afraid to explore and learn and don’t give up for the first hurdle. When I started my business I was asked if I could do things, I was asked if I could work in Japan or in India I didn’t have a clue how to do it but I went found out I went and found partners who could help me with that.  Never say no. My very first job I was told and I’d be judged on knowledge, skills and attitude. I could learn the first two, I couldn’t learn attitude that was internal so, go for it, you will succeed.

 

Jim Rembach:   Claire, 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?

 

Yes they can Google me, Claire Brooks Model People and that will take you to the website, www.modelpeopleinc.com and there you’ll see contact details for me and you’ll be able to see some video on there of me talking about the book. That will tell you a bit more about what we do.

 

Claire Brooks, 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 

 

099: Steve Mariotti: They attacked me with knives

Steve Mariotti Show Notes

Steve Mariotti went out for a jog and was mugged by a bunch of young men with knives. Experiencing post-traumatic stress disorder, Steve was taught to change the sentences in his mind. As part of his ongoing therapy he became a teacher and he found out that he enjoyed helping people achieve their life through entrepreneurship.

A native son of Flint, Michigan, Steve Mariotti grew up with his younger brother Jack.

Steve received his B.B.A in business economics and his M.B.A. from the University of Michigan, Ann Arbor. His primary interest in school was Entrepreneurship as he had been unable to get a job as a teenager in Flint and started seven different businesses to fund his education.

After receiving his MBA, Steve was appointed the treasury analyst for South Africa for Ford Motor Company where he led the internal effort to prohibit Ford from selling Surveillance equipment to the racist government of South Africa. Ford adopted Steve’s recommendations and their policy of not selling to non-democratic governments remains in effect to this day.

In 1982, Steve was mugged by a group of youths armed with knives. After seeing Therapist Albert Ellis, he was advised to become a public high school teacher in New York City’s roughest neighborhoods as part of his therapy.

So Steve decided to leave a successful business career to become a teacher. On his first day of teaching special Education students in the worst school in New York City (March 6th 1982), his Post Traumatic Stress Disorder from the mugging, disappeared and he knew he had found his life’s work. Steve discovered he could reach even his most troubled students by teaching them to run small businesses.

In 1987, he founded the Network for Teaching Entrepreneurship (NFTE) to bring entrepreneurship education to low-income youth. Since then, more than 700,000 students in 22 states and 12 countries have graduated from NFTE programs. Steve’s vison is that every low income youth will be taught the basics of starting a business so they will have an opportunity to escape poverty.

Steve has authored 30 books, including An Entrepreneur’s Manifesto. Over 10 million of Steve’s book are in print and used in over 30 countries.

Steve is the Fellow of Entrepreneurial Education for the PhilaU Center for Entrepreneurship at Philadelphia University. In announcing this appointment, Diana Spencer, president of the Diana Davis Spencer Foundation said, “Steve Mariotti is a visionary who takes the road less traveled, encouraging others to think big and create their own entrepreneurial journeys.

Steve currently lives in Princeton, New Jersey where he enjoys hiking, playing chess and adding to his collection of more than 7,000 rare books.

Tweetable Quotes and Mentions

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

“Every human being has the ability to find a comparative advantage.” -Steve Mariotti Click to Tweet

“Every human being, is basically always in business for themselves.” -Steve Mariotti Click to Tweet

“Your life is to determine how to best use your resources.” -Steve Mariotti Click to Tweet

“Each human being has unique knowledge of time and space.” -Steve Mariotti Click to Tweet

“It’s very healthy to teach people to be thinking of themselves as entrepreneurs.” -Steve Mariotti Click to Tweet

“The happiest people in the world today are American women entrepreneurs.” -Steve Mariotti Click to Tweet

“Some of the great minds in the world never shine.” -Steve Mariotti Click to Tweet

“In one generation you can go from doing everything wrong to everything right.” -Steve Mariotti Click to Tweet

“We have a corrupt and evil tax code.” -Steve Mariotti Click to Tweet

“In the art world, so often the entrepreneur is portrayed as a negative.” -Steve Mariotti Click to Tweet

“Common core has made people’s unique knowledge not of value.” -Steve Mariotti Click to Tweet

“The standardization of curriculum really benefits no one.” -Steve Mariotti Click to Tweet

“It’s the entrepreneur that creates the wealth.” -Steve Mariotti Click to Tweet

“Empathy has created great happiness for me and wealth.” -Steve Mariotti Click to Tweet

Hump to Get Over

Steve Mariotti went out for a jog and was mugged by a bunch of young men with knives. Experiencing post-traumatic stress disorder, Steve was taught to change the sentences in his mind. As part of his ongoing therapy he became a teacher and he found out that he enjoyed helping people achieve their life through entrepreneurship.

Advice for others

Talk to local school districts about local programs to teach kids about starting businesses.

Holding him back from being an even better leader

Organization

Best Leadership Advice Received

Integrity

Secret to Success

Listening

Best tools that helps in business or Life

Reading a book a week.

Recommended Reading

An Entrepreneur’s Manifesto

The Power of Your Subconscious Mind: Updated

Contacting Steve

email: stevemariotti [at] gmail.com

website: http://www.stevemariottipartners.com/

Huff Post: http://www.stevemariotti.com/

LinkedIn: https://www.linkedin.com/in/steve-mariotti-534647103

Twitter: https://twitter.com/SteveJMariotti

Resources

Five Spot Soul Food – Five Spot Restaurant & Lounge

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

099: Steve Mariotti: They attacked me with knives

 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 the guest that I have on the show today has big ideas for a big problem that we all face. Steve Mariotti was a native son of Flint Michigan where he grew up with his younger brother Jack. Steve received his undergrad in Business economics and his masters from the University of Michigan Ann Arbor. His primary interest in school is entrepreneurship as he had been unable to get a job as a teenager in Flint and started seven different businesses to fund his education. 

 

After receiving his MBA, Steve was appointed to the Treasury Analyst for South Africa for Ford Motor Company where he led the internal effort to prohibit Ford from selling surveillance equipment to the racist government of South Africa. Ford adopted Steve’s recommendations and their policy of not selling to nondemocratic governments remains in effect to this day. In 1982, Steve was mugged by a group of youths armed with knives. After seeing a therapist, he was advised to become a public high school teacher in New York City’s roughest neighborhoods as part of his therapy, so Steve decided to leave a successful business career to become a teacher.

 

On his first day of teaching special education students in the worst school in New York City, which is back in March 6, 1982, his post-traumatic stress disorder from the mugging disappeared and he knew he had found his life’s work. Steve discovered he could reach even his most trouble students by teaching them to run small businesses. In 1987, he founded the network for teaching entrepreneurship to bring entrepreneurship education to low income youth, since then more than 700,000 students in 22 states and 12 countries have graduated from NFTE programs. 

 

Steve’s vision is that every low income youth will be taught the basics of starting a business so they will have an opportunity to escape poverty. Steve has authored 30 books including an entrepreneur’s manifesto, over 10 million of Steve’s books are in print and used in over 30 different countries. Steve is the fellow of entrepreneurial education for the PhilaU Center for Entrepreneurship at Philadelphia University. Steve currently lives in Princeton, New Jersey where he enjoys hiking, playing chess, and adding to his collection of more than 7,000 rare books. Steve Mariotti, are you ready to help us get over the hump?

 

Steve Mariotti: Yes. I’m glad to be on the show Jim, thank you. 

 

Jim Rembach:     And thanks for being here. I’ve given our listeners a little bit about you but can you tell us what your current passion is so we get to know you even better?

 

Steve Mariotti: Absolutely. I spend my time reading and writing on the issue of entrepreneurship and what happens to entrepreneurs during times of emergencies such as wars and natural disasters and how we can help entrepreneurs be peacekeepers and help them connect with one another around the world and create a global movement of entrepreneurs that are interconnected and act as a force for good globally, which I’ve always believed.

 

Jim Rembach:    When I started reading your book, And Entrepreneur’s Manifesto, I started really coming to the realization that I don’t think the title matches what’s inside because it has such a huge foretelling as well research of the past on the impact of business and entrepreneurship in society as a whole.  You even talked about—that everybody could be taught entrepreneurship and I’ve kind of say I’m a skeptic on that but how is that possible? 

 

Steve Mariotti: I think that every human being has within them the ability to find a comparative advantage. And every human being is basically always in business for themselves even if you’re working at the Post Office your life is to determine how to best use your resources, time, energy, knowledge. And through the concept that FA (4:37 inaudible) develop to when Nobel Prize in 1974, I was fortunate enough to be his assistant, and he came up with the idea that each human being has unique knowledge of time and space and with that knowledge you can make a livelihood either as self-employed or working for someone else. I don’t think the barrier between being a worker and an entrepreneur or owner or capitalist is legitimate, I think we’re always basically trying to maximize our revenue, financially and intellectually and psychically in trying to minimize our cause so I think it’s very healthy to teach people to be thinking of themselves as entrepreneurs or business people.

 

Jim Rembach:     You bring up a very interesting point because the use of part-time help, contract labor and even outsourcing is just going to continue to grow and I have a lot of our listeners that are in customer care and customer experience so when you think about customer service a lot of companies are actually taking on those folks as contract workers and they have to bring things with them. So, learning those entrepreneurial skills earlier on would be important for those folks to be successful and sets a goal where they want to go. 

 

Steve Mariotti: Absolutely. That’s been my whole career of 35 years, is to get an international movement for every country in the world so that every child in the world will learn how to start a business before they graduate high school. Some point in their career that will pay off. They have a boss that doesn’t like you, or if you have a company that wants to use contractors or if you want to try make more money or have  it is to and from for every country in the world said every child in the world learn started business before the graduate school she standpoint new career that will penalize him up asset is thank you working at a company that wants to use contractors everyone tried in the long money on have flexible hours, the highest rate of business formation in the world today are American women. And also the happiest people in the world today are American women entrepreneurs.

 

Jim Rembach:     That brings up a really interesting point when you start talking about those younger generations really wanted to make an impact on the world and a lot of folks I think have very important thoughts in regards to making that impact but they don’t have the funding behind them to really make a difference and I think you brought the two together it could make a bigger difference for all of us. 

 

Steve Mariotti: Absolutely. I think one of the most important things to teach at a young age is the concept of capital. How do you save capital? How do you make it grow? And just as important, how do you get other people to invest in you. There’s millions of ideas that could improve the world and many times people are taught to be afraid to ask for help or they don’t know how to put together a two page business proposal or all the little nuances of business language which can learn in a 100 hours. So some of the great minds in the world never shine and it hurts the world because their idea dies with them. So, there’s something about business and the ability to enhance people’s productivity to get things done to help them psychologically—and most important is to develop ideas and businesses that help other people in their communities. 

 

Jim Rembach:     That’s really interesting as you were talking, thanks for sharing that, I started thinking about a lot of organizations today that are trying to instill more that entrepreneurial mindset within their own workforce, these are people unemployed and they want to bring more innovation and things like that to the table but based on what you’re saying they’re not taught those things when they’re younger growing up. It’s a missing skill but yet it can be learned. So, how do we actually make this change? Before I go there I think that’s what the book is about, you talked about coordinated support within the book, what is that?

 

Steve Mariotti: Coordinated support really means building communities that support creativity, individualism, ideas, the to fail, the right to be successful, building a community that is supportive of the entrepreneurial process the uniqueness of it, the many failures of it. The beauty of that is that you have a community that understands it and keeps with it. I really point it to great examples, Israel.

 

Steve Mariotti: I went to Israel 1993 and at that time the majority of the leaders of Israel in my opinion were socialists, were based on the original Israeli, bellows and astern and those guys vision of forage which a very socialist state ownership, very regimented society and in 1993, and I think it was in a small part because nifty came but there was young Israeli entrepreneur okayed a huge homerun and went public the New York Stock Exchange, I believe, and the culture begin to change and now Israel has created a community that I think is the most pro-entrepreneurial community in the world. They have 34% of the new companies on NASDAQ were founded by Israelis. So it shows you in the 22 year period, one generation, you can go from doing everything wrong to everything right and that’s the power creation of community and the power of idea, the power of vision every strategy and tactics and I want us to do that right here in America particularly in low income communities that would benefit the most from a renaissance of entrepreneurship.  

 

Jim Rembach:     I definitely can see that that would be a benefit to those areas but it’s almost like it’s really being tossed across the entire economic spectrum because one of your articles on Huffington Post you talked about how there’s more college graduates that are living at home now than ever before because there’s no jobs for them and universities are failing them. And you also had mentioned something where by 2030 three out of five people living in cities will be under the age of 18. We have a huge employment problem that’s going to continue to get bigger. 

 

Steve Mariotti: It’s very scary. And it’s much worse in the Middle East and certain parts of Africa. Certain parts of Africa blooming, certain parts have the same problems with the Middle East than we do, and we’ve got to start talking about it and thinking of solutions but getting our tax code right, we have a corrupt and just evil tax code. I wouldn’t use those words if I didn’t actually believe them but it’s 4,800 pages with another 80,000 pages of [12:01 inaudible] that you have to check as your reading for the tax code. And we’ve got to get rid of that, make it simple, fair and in my opinion flat. We’ve got to get rid of all regulations that don’t help people with health and safety but rather prevent competition. We’ve got to change our culture in particularly the earth world which so often the entrepreneur is portrayed as a negative, mean, dishonest person. Something like 90% of the villains in movies and TV’s are small businessman or large businessman and women too. And it’s a terrible message to send to all children, particularly children in poverty, so I think in my generation certainly in a decade we can turn this around we get the tax code right, we grow at 5%, we get the regulations right, we grow at 7%, we get universal ownership and entrepreneurship education in every school in America and we’ll grow at 10%. That means we double every seven years and that means we eliminate poverty in about 14 years in America. And if we can do it here, we can do it anywhere in the world. No one should have to grow up in poverty which in the next 25 years we should wipe poverty out of this world. 

 

Jim Rembach:     And that’s an action-based way of wiping poverty out that’s proactive instead of continuing to contribute to entitlement programs, and I love that big thinking. Obviously, with the people who you’ve had the opportunity to be mentored by and work with and some of the experiences that you had, you had a lot of inspiration in your life and your inspiration person yourself and oftentimes on the show we look to quotes that we share. So is there a quote or two that you can share that gives you that inspiration?

 

Steve Mariotti: Yes. Dear God give me an [14:07 inaudible] sense of purpose. And my second one is: Never, never, never, never compete. Find out what everybody else is doing then don’t do it. Create.

 

Jim Rembach:     It was two very good ones, thank you for sharing. I know also, even reading to the book that you’ve had several humps to get over and I think that’s probably why you are the person you are today. Is there a story that you can share with us when you had to get over a hump? 

 

Steve Mariotti: Absolutely. In 1981, I was in the business of import/export which I was very good at and I enjoyed it. And I went out for a jog in September ’81 in New York City along the East River, broad daylight and five or six young men couldn’t be more than 13 years old attacked me with a weapon, knives and humiliated me in front of my young girlfriend and also robbed me and it was a very humiliating and very, very scary.  And I got post-traumatic stress disorder which is anybody has had it, it’s just horrible. It basically came from your mind and all you think of are the moments that are [15:36 inaudible] in your mind by the trauma and the stress of those moments. So, for six months I was pretty unable to do anything it was a very difficult time in my life. And my friend took me to a psychologist who is very famous at that time named Albert Ellis, and taught me how to change the sentences in my mind. So, instead of being humiliated and a victim of a mugging in front of your girlfriend in broad daylight, I became a survivor, a hero who escaped five/six young man with knives and save my girlfriend and I felt totally better within an hour. 

 

And then the next day I became a special lead teacher as part of the therapy in boys and girls high school in Brooklyn, New York, which is at that time the most difficult high school. They’ve had two children who’d been shot there, none of the teachers wanted to go so they were very glad that I would go. And I just walked in and my post-traumatic stress disorder was totally gone I never taught of it in a painful way again. And I found that I enjoy talking to children that was disconnected from themselves and from God and from a craft where they can make a living, and that became my life’s work. I was eating one, I’ve been doing it for 35 years thinking about how to help people achieve their life through the skills of thinking about ownership, entrepreneurship, self-reliance, planning, goals, action, being pro-active, understanding money, respecting money, and most important the golden rule is for you really are successful. Try to help other human being get what they want. Treat them the way you want to be treated and most of the dreams of your life will come true. 

 

Jim Rembach:     What you’ve been able to accomplish as a result of that event? 

It’s almost a blessing that it had happened to you, I know that may sound strange.

 

Steve Mariotti: It is a blessings. All spiritual I think, but it was a major blessing. 

 

Jim Rembach:     Even in the book you shared a couple of some pretty amazing success stories that had come out of this particular program, can you share one of those with us?

 

Steve Mariotti: Absolutely. Our children in whole 700,000, become more business literate, become aware of time preference they see further in the future and most important 99.5% of them which means 199 out of 200 would recommended highly without qualification to a best friend. So, to me what the child says is very important. We have many success stories around the world, we’ve recreated cultures in certain countries we’ve recreated cultures in certain cities. The story I like most is a student of mine that I’ve had at 1988. His name was Monique Armstead and his business is in New York City and it’s a restaurant. He started at ’93, I went to the neighborhood it was a very difficult neighborhood in Brooklyn, I went to look at the neighborhood and I said, “Monique don’t do it, it’s too rough. I felt nervous there during the day, which is always a bad sign. And he said, “Absolutely not, I’m going to do it.” And sure enough within eight years he owned the whole two blocks. As one more successful restaurants in Brooklyn, and he’s created, I think 71 jobs, and the neighborhood’s change. He got this young people starting businesses, they come over and talk to him like a senior fellow. He’s venture capital in young people in businesses, he’s got kids to college, and he sponsors sports teams. One entrepreneur over a lifetime can have a huge impact on another human being. So you don’t have to be the Bill Gates or the Steve Jobs or Michael Dells, you can be just in your community and affect thousands of live over your career. It’s a beautiful way to make a living.

 

Jim Rembach:     Steve that was a great story. But you’ve got to tell us the name of the restaurant.

 

Steve Mariotti: It’s called Five Spot Soul Food.

 

Jim Rembach:     Okay, make sure Fast Leader Legion, if you ever get down in Brooklyn, right? 

 

Steve Mariotti: Yes, it’s at 459 Mrytle Ave. and again the name is Five Spot Soul Food, you’ll love it and it’s one of the New York City’s top entrepreneurs, I’m very proud of him. 

 

Jim Rembach:     Okay, Fast Leader Legion, if you ever get down to Brooklyn make sure you go see Malik and tell him Steve sent you. Steve I know that you got a lot of different things that are going on. Your mission what you’re doing with the entrepreneurial center and all of those things, you’re writing on Huffington Post, I want to help you as much as I possibly can cause I see that your positive method and solution for addressing some of these big societal problems is something that seems just so simple but just needs an extra push. If you were to give a recommendation to listeners on how to help make this change happen, what would be your advice?

 

Steve Mariotti: Number one, I would begin to talk to the local school district particularly if you have  children. And say, what is our program to teach kids how to start businesses? And see what they say. Most won’t have one but they will if local community people talk about it. Ninety percent is exposure, many, many teachers have part time businesses, so you have a wealth of genius within that school. And tragically under common core and this whole centralization of the state over monopoly public school system has made a lot of people unique knowledges of value in the school system. So you’ll have a great teacher whose run an auto mechanic shop after school for the last 25 years and 10 years ago that would be part of his curriculum. Every kid would come out knowing about this basic business because that’s what he did. Even if he was an English or Science teacher. But now the standardization of curriculum really benefits no one, I think it was a major error and it’s not where you win your Nobel prize, it’s not where you generate great wealth and I encourage people to talk with their local school systems if they have the time and the money to run for office, it’s the most important thing you can do other than starting your own business to change society.

 

Jim Rembach:     When you  when you start thinking about all the things that you have on your plate, and I know there’s a lot,  but if you were to talk about one being a goal that you wanted a pushover, what would it be? 

 

Steve Mariotti: My biggest goal right now is to capture the stories of entrepreneurs who have stayed alive and helped other people to war and natural disaster and how did they do it. What entrepreneurial mind frame that they have to get through absolute horrors of things that have happened and they kept going. When you read history the entrepreneur is invisible. With Churchill who I’ve read everything he’s ever written, I’m a big fan, but he’s got exactly three sentences on small businesses out of 3.8 million published words and he won the Nobel Prize for literature. And that’s sure with almost everybody that has won the Nobel Prize in literature or any major writer. They take the entrepreneur out of history and they substitute them in for the large government leaders. Stalin, Hitler, Mao, our own George Washington, and I’m a huge fan of, but they don’t define entrepreneur in those societies. And it’s the entrepreneur that creates the wealth, get things done, supplies the sacks and if we could raise the consciousness of the entrepreneurs similar that [25:04 inaudible]we’re raising the consciousness of women in ’63 with her pioneer work or Martin Luther King did with the African-American community around liberty and voting and Robert Kenney did and George Washington did and Gandhi and Mohammed Yunus, I would like to be one of many raising the self-esteem, the consciousness of small entrepreneurs and big entrepreneurs and view it as one community.

 

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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Jim Rembach:     Alright here we go Fast Leader Legion, it’s time for the Hump Day Hoedown. Okay, Steve, the Hump Day Hoedown is the 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 response that are going to help us move onward and upward faster. Steve Mariotti, are you ready to hoedown?

 

Steve Mariotti: I’m ready. 

 

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

 

Steve Mariotti: Organization. 

 

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

 

Steve Mariotti:   Integrity.

 

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

 

Steve Mariotti:    Listening. 

 

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

 

Steve Mariotti:  Reading a book a week. 

 

Jim Rembach:     On that note, is there a book that you’d recommend to our listeners, and it could be from any genre? Of course we’re going to provide a link to An Entrepreneur’s Manifesto, but what book would you recommend beyond that?

 

Steve Mariotti: The best book ever written for entrepreneurs is The Power of the Subconscious by Murphy published in 1963.

 

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/Steve Mariotti. Okay, Steve, 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 could only choose one. So, what skill or piece of knowledge would you take back with you and why?

 

Steve Mariotti: Empathy.  The ability to try to understand how people feel and what I can do to help them. Because that for me has been the best way to help people and has created great happiness for me and enough wealth so that I can live comfortably. 

 

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

 

Steve Mariotti: Absolutely. Stevemariotti@gmail.com is my email and stevemariottipartners.com is my website. 

 

Jim Rembach:     Steve Mariotti, thank you for 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 

 

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