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    Did Iraq have WMD's? w/ Ari Fleischer | PBD Podcast | Ep. 210

    en-usDecember 01, 2022

    Podcast Summary

    • Handling intense political questioning in American historyDespite the escalating nastiness and personal attacks in modern political discourse, the underlying noisiness of American politics has remained constant throughout history.

      The intensity and divisiveness of modern political discourse has reached unprecedented levels, surpassing even the most acrimonious periods in American history. Ari Fleischer, the former White House press secretary for President George W. Bush during the 9/11 era, shared his experiences of handling intense questioning from reporters and the public during his tenure. He emphasized that politics has always been a contentious sport, but the personal attacks and nastiness have escalated in recent times. Examples from history, such as the election of 1800 and Andrew Jackson's bigamy accusations, illustrate the depth of the vitriol. While the language and tactics have evolved, the underlying noisiness of American politics remains. The question now is, what has changed in the way elections are conducted and how have these changes impacted the political landscape?

    • Divisive Political Climate and the Need for UnityThe divisive political climate in America can be addressed by a genuine, respectful leader who can unite the country and remind Americans of our shared values of unity, acceptance, and tolerance.

      The political climate in America has become increasingly divisive and toxic, with the use of name-calling, trolling, and social media fueling the fire. This trend began during the Bush administration and continued into the Obama and Trump eras. The lack of decorum and respect for opposing views has led to a pitted society where half of America sees the other as illegitimate. However, the speaker believes that the pendulum will eventually swing back towards reasonableness and moderation, as it has in the past. The solution, according to the speaker, is for a genuine, respectful leader to emerge who can unite the country and remind Americans of the unity, acceptance, and tolerance that have always defined America.

    • Leadership and example in the press roomPresidents must set an example of unity and resilience, handle tough questions with grace, enjoy the process, prepare thoroughly, and think strategically to succeed in the press room.

      The role of a president goes beyond just policy and media interactions. It's about setting an example for the nation and demonstrating leadership through unity and resilience in the face of criticism. The ability to handle tough questions with grace and respect for the press is crucial, but it's also about enjoying the process and understanding the importance of preparation and knowledge. The key to success in this role is being in the know, listening to the president, and having a solid understanding of the issues at hand. It's not just about anticipating questions or playing defense, but also about being proactive and thinking strategically. Ultimately, the president's performance in the press room can set the tone for the entire country.

    • Navigating Crisis Communication as White House Press SecretaryDuring crises, anticipate questions, prepare answers, and communicate the president's message directly to the public, even if it angers reporters.

      During Ari Fleischer's tenure as White House Press Secretary under President George W. Bush, he viewed his role as a competitive sport, anticipating questions and preparing answers, especially during times of crisis. His hardest days were during slow news periods when unpredictable topics emerged. Fleischer's most significant victories came during the lead-up to the war in Afghanistan when he refused to confirm the deployment of special forces, a decision that angered reporters but was cheered by the American public. The experience taught him that his role was to speak over the heads of reporters and communicate the president's message to the people. Additionally, Fleischer shared insights on handling criticism and negative public perception, particularly when faced with documentaries or accusations, emphasizing the importance of staying focused on one's own values and understanding that not everyone's perception is accurate.

    • Effective communication and resilience in the political sphereStay composed and communicate effectively, even in the face of opposition and criticism. Former presidents Bush and Obama exemplified this skill, maintaining thick skin and belief in their actions.

      Effective communication and resilience are crucial skills when working in the political sphere, especially when dealing with public figures who may face criticism and controversy. The speaker shared his experience working with former presidents Bush and Obama, highlighting their thick skin and belief in their actions as key factors in handling public scrutiny. He emphasized the importance of being able to articulate and defend the actions of the president, even in the face of opposition. The speaker also shared a personal story of inviting President Bush to an event and the positive reaction from attendees, despite political differences. Overall, the discussion underscores the importance of staying composed and communicating effectively in high-pressure situations.

    • George W. Bush's Leadership Style: Inspiring and EngagingGeorge W. Bush's leadership style was marked by his ability to inspire through seriousness and humor, and his loyalty to his team was reciprocated. His thick skin and sense of humor allowed him to handle criticism with grace, making him a beloved figure despite political differences.

      George W. Bush was not only an inspiring and tough leader on stage, but also an engaging, witty, and self-deprecating boss off stage. His nature of inspiring people through seriousness and humor made him an effective leader, and his loyalty to his team was reciprocated. Even in his post-presidency, Bush's humor and self-deprecating nature shone through, making him a beloved figure. His legacy, which includes his father and brother also being presidents, will likely be remembered for his leadership style and his ability to connect with people. Bush's thick skin and sense of humor allowed him to handle impersonations and criticism with grace. Despite political differences, Bush's legacy continues to endure, showcasing his ability to bring people together.

    • Bush's Legacy: Complex and ControversialBush's legacy is complex, marked by successes and failures, particularly regarding the Iraq War and WMDs. The future of Iraq as the Middle East's only democracy will influence its perception.

      George W. Bush's legacy is complex and multifaceted, with his handling of the Iraq War and the presence of WMDs being a major point of contention. Despite initial unpopularity due to the war, Bush's reputation has improved in recent years due to his stance on putting the country first and avoiding criticism of current presidents. The legacy of Bush's presidency will likely be determined by the future of Iraq, which remains the only Arab democracy in the Middle East. However, the fact that the intelligence community, including the CIA under George Tenet, provided incorrect information about WMDs in Iraq cannot be ignored. Bush's decision to go to war was based on this intelligence, and it was a collective failure of the international community to accurately assess the situation. The legacy of Bush's presidency is a complex one, with elements of success and failure, and the ongoing situation in Iraq will continue to shape its perception.

    • Bush kept Tenet as CIA director despite political affiliationsBush prioritized competence and continuity over political affiliations in appointing Tenet as CIA director, and his decisions regarding the Iraq War were driven by national security concerns, not money or oil.

      George W. Bush kept George Tenet as CIA director due to his belief in continuity and Tenet's competence, regardless of Tenet's political affiliations. Bush's decisions regarding the Iraq War were not driven by money or oil, but by his belief in protecting America. The Bush administration faced intense criticism, particularly during the end of Bush's presidency, and the White House staff grew tired of fighting back against the media. The lack of social media and alternative platforms to reach the public made it challenging for the administration to get their message across. Despite this, Bush believed in rising above the negativity and controversy. The modern Republican Party continues to debate the appropriate balance between fighting back and maintaining a moderate approach.

    • Presidents and their DCI's: Keeping the same team or bringing in new leadership?While keeping the same team can provide continuity, it may also limit new perspectives and potential conflicts of interest. Allegations of manipulation or influence are not unheard of in politics.

      Throughout history, there have been instances where presidents have kept the same Director of Central Intelligence (DCI) as their predecessor, while others have brought in new leadership. For example, George H.W. Bush had three DCI's during his presidency, while Clinton had five. Elon Musk's decision to let go of a DNC-majority workforce at Twitter may serve as a reminder that keeping the same team may be a double-edged sword. On the other hand, there have been allegations that some DCI's may have been manipulated or influenced to make decisions that could benefit them financially. However, it's important to note that George Tenet, the DCI during the George W. Bush administration, did not come to the conclusion that Saddam Hussein had weapons of mass destruction, but rather, it was the CIA's assessment. The speaker raises the possibility that someone with negative motives may have manipulated the situation to make money, which is a common criticism of politics.

    • Intelligence reports provide assessments based on available information, not absolute facts.Intelligence reports offer probabilities and possibilities, not definitive facts, and are subject to change with new information.

      Intelligence reports are not always definitive or declarative. They provide assessments based on available information, often with probabilities and possibilities, rather than absolute facts. Intelligence analysts and agencies work to piece together information, and their conclusions can be influenced by the information they have access to and the expertise they possess. The intelligence community's assessment of Saddam Hussein's possession of WMD is an example of this, as they concluded with a high degree of confidence that he had such stockpiles, but it was not a certainty. The intelligence process is complex, and the information is not always complete or clear-cut. It requires interpretation and analysis, and the conclusions can be subject to change as new information becomes available.

    • Determining Trust in Politics: A Complex IssuePresidents face challenges in identifying trustworthy advisors and obtaining accurate intelligence information due to the complexities of politics and the difficulty of hiding secrets.

      Determining who is truly not part of the political swamp and having accurate intelligence information for presidents to make decisions is a complex issue. The swamp, or the deep state, has been a topic of debate for many years, with figures like Reagan and Trump being targeted, but it's not a clear-cut definition. Motives for joining politics can range from personal gain to a desire for knowledge and experience. Even trusted advisors like George Tenet, who provided intelligence to President Bush regarding WMD in Iraq, may have had ulterior motives that were not known to the president at the time. The difficulty in obtaining accurate intelligence information is compounded by the fact that nations are skilled at hiding their secrets. The consequences of getting it wrong, as seen in the Iraq War, can be costly in terms of resources and lives lost. Ultimately, it's a challenging task for any president to know for certain who they can trust and rely on for accurate information.

    • Legacy of a political figure shaped by significant eventsFormer White House spokesperson emphasizes the importance of reporting truthfully and taking pride in accomplishments, while acknowledging the challenge of selecting trustworthy individuals in politics.

      The legacy of a political figure, such as the one under discussion, is inextricably linked to significant events during their tenure, like the Iraq War and the WMD issue. This legacy can shape perceptions and raise questions about motives and trust. When a new leader comes into power, the challenge lies in selecting trustworthy individuals for their team, especially when facing entrenched interests. The speaker, a former White House spokesperson, emphasized that their job was to faithfully report information to the president and that they take pride in their accomplishments, both in government and in their communications company. The speaker also expressed the belief that politics can be the most fulfilling job, as it offers the power to make decisions that can influence and change the world.

    • Young people can make a difference in society and economics through politicsGet involved in politics to bring change, everyone's path is unique, have a diverse representation, be cautious of internal issues in organizations, and maintain a balanced functioning of Congress

      Government offers young people an opportunity to make a difference in various aspects of society and economics. The speaker encourages those passionate about change to get involved, whether it's on social issues like climate change or economic issues like taxation. However, there's no one-size-fits-all approach to entering politics, and everyone's path is unique. It's essential to have a diverse representation of people in government, reflecting the country's mix of backgrounds and opinions. Regarding the Lincoln Project, the speaker expresses skepticism towards the organization, citing financial and personal issues within it. They believe that while individuals may have genuine reasons for opposing certain political figures or parties, the organization itself should not be supported if it has internal problems. Lastly, the speaker discusses Liz Cheney's decision to serve on the January 6th committee, expressing the view that Republicans should not have joined the committee after Nancy Pelosi rejected Kevin McCarthy's selections. They believe that the functioning of Congress relies on both parties having a say, and that the speaker should not have the sole power to appoint committee members.

    • Lincoln Project's Impact on Politics and Family DramaThe Lincoln Project, a group that gained prominence opposing Trump, used effective marketing and anti-Trump messages to raise funds and influence the 2020 election, but their relevance and effectiveness are debated, while their founders' family drama adds complexity.

      The Lincoln Project, a group initially positioned as conservative Republicans, raised significant funds through grassroots donations and Democratic support, primarily due to their opposition to former President Trump. Their marketing strategies and anti-Trump messages influenced the 2020 election, but their relevance and effectiveness in the current political climate are debatable. The inner politics within the Conway household, with George Conway being a founder of the Lincoln Project and his wife, Kellyanne Conway, a former Trump advisor, have become a public spectacle, raising questions about the challenges of maintaining relationships amidst political differences. Ultimately, while money plays a role in politics, principles and ideas hold more importance. It's crucial for individuals, regardless of their political affiliations, to maintain respect and support within their families.

    • The Impact of Personal Life on Public FiguresUnderstanding the complex dynamics between a public figure's personal life and professional role is essential for evaluating their impact on history. Strong partnerships can thrive under pressure, but not all relationships can withstand the scrutiny and challenges of public life.

      The dynamic between a public figure's personal life and their professional role can significantly impact their public image and the perception of their abilities. Using the example of Kellyanne Conway and her supportive role in President Trump's campaign, the speaker emphasizes the importance of a strong and united partnership, especially in high-pressure political environments. However, they also acknowledge that not all relationships can withstand the scrutiny and challenges that come with public life. The speaker also discusses the complexities of evaluating the actions of public figures, such as Dick Cheney, and separating their personal beliefs and professional accomplishments. Ultimately, they argue that understanding the nuances of these relationships and the individuals involved is crucial for gaining a complete picture of their impact on history.

    • Vice President Cheney's Influence on Bush's DecisionsCheney offered opinions during private lunches, but Bush and advisors dominated meetings. Media portrayed Cheney as 'evildoer' running show, but Bush made Iraq invasion decision based on 9/11 attacks, belief in Saddam's WMDs, and desire to protect country.

      Vice President Dick Cheney's influence on President George W. Bush's decisions during their time in office was significant, but it didns't always involve Cheney doing the majority of the talking. Cheney would offer his opinions during their weekly private lunches, but in meetings, Bush and his advisors did most of the speaking. The media often portrayed Cheney as an "evildoer" running the show, but this was largely an optics issue. Cheney was a strong advocate for invading Iraq, believing it would promote world peace and be in America's interest. Bush ultimately made the decision, and it was influenced by his desire to protect the country after the 9/11 attacks and the belief that Saddam Hussein had weapons of mass destruction. Despite the controversy surrounding the war, Bush's memoir, "Decision Points," provides insight into his thought process. There was also concern within the administration about Saddam having nuclear capabilities, but intelligence did not support this claim.

    • Consequences of using false information for military actionUsing false information to justify military action can lead to significant consequences, including diplomatic tensions, economic challenges, and potential loss of life. Diplomacy, economic sanctions, and understanding the complexities of each situation are more effective strategies in today's world.

      The use of false information as a justification for military action, as seen in the case of Iraq and weapons of mass destruction, can have significant consequences. The world has changed since the days of large-scale military conflicts, and the response to modern threats like terrorism requires different strategies. While the use of nuclear weapons may have saved lives in the past, the current threat landscape necessitates different approaches. The ongoing tension between Russia and Ukraine highlights the importance of diplomacy and the potential dangers of escalation. Additionally, the economic realities of the current world make the prospect of large-scale military action less feasible. The resistance of smaller nations, like Ukraine, against larger adversaries can be surprising, and it's essential to understand the complexities of each situation before making assumptions or taking action.

    • Deciding to go to war: Financial considerations vs. necessitySuccessful business leaders believe war decisions should prioritize necessity over financial considerations, praise Trump's peacekeeping efforts, and view DeSantis as a potential conservative populist contender, despite his retail politics challenges.

      According to the discussion, the decision to go to war should not be based on financial considerations, but rather on whether there is no other choice but to fight. The speaker also praised former President Trump for keeping the country out of wars during his tenure and expressed concern that potential challengers to Trump in the upcoming election might try to prevent him from running. The conversation also touched on the importance of being a conservative populist candidate in today's Republican party and speculated about potential contenders, with DeSantis being mentioned as a popular choice. However, it was noted that DeSantis may face challenges in states like New Hampshire and Iowa due to his lack of retail politics skills. Overall, the conversation provided insights into the perspectives of successful business folks on politics and the upcoming election.

    • 2024 Republican Primary: Personal Touch Matters in New HampshireNew Hampshire voters prioritize personal connections. Trump's controversies may hinder his appeal to independents and Democrats, potentially benefiting DeSantis in the early stages of the primary.

      The 2024 Republican primary will be shaped by candidates' ability to connect with voters at a local level, as New Hampshire voters value a personal touch. While both Donald Trump and Ron DeSantis have strengths and weaknesses, Trump's controversies and baggage may make it difficult for him to attract independents and Democrats, giving DeSantis an edge at this early stage. Polls will be crucial indicators of each candidate's chances, and high turnout due to Trump's impact on politics is expected to continue. The midterm elections of 2018 and 2022 demonstrated that Trump's presence on the political stage can motivate high voter turnout, both for and against him.

    • The Will of the People Determines the Outcome in Our DemocracyDespite challenges, the will of the people ultimately decides election outcomes in a healthy, functioning democracy. Potential presidents must have thick skin to handle scrutiny and criticism.

      Our democracy is healthy and thriving, as shown by the high turnout rates during contentious elections. The will of the people ultimately determines the outcome, making it a true representation of a functioning democracy. However, entering the political arena comes with challenges, such as intense scrutiny and criticism. Some individuals, like athletes or celebrities, may have the potential to make great presidents due to their unique qualities, but they must possess thick skin to withstand the pressures of the role. The unpredictability of American politics allows for unexpected stars to emerge, and the true contenders will prove themselves to the American people. The current political landscape presents opportunities for both parties, as the aging leadership of one party may pave the way for a strong challenger from the other. In essence, the key to a successful presidency lies in being measured and having the ability to endure adversity.

    • Moral strength and authenticity matter in leadershipEffective communication, consideration, and authenticity are essential for gaining support and making an impact as a leader.

      Moral strength and authority play a significant role in inspiring people and gaining their trust. However, being measured and considering different perspectives is crucial for making informed decisions, especially for leaders. Morality is an essential aspect, but it's not the only factor that influences people's judgment. The discussion also touched upon the importance of charisma and compelling approaches when selling policies. The 2018 election was an example of a moral argument between candidates, but the speaker questioned Joe Biden's morality based on his past actions and statements. The conversation also touched upon Elon Musk's potential purchase of Twitter and the double standard applied to political affiliations in media ownership. In essence, authenticity, consideration, and effective communication are vital for gaining support and making an impact.

    • Elon Musk's witty Twitter banter and media diversityMusk uses Twitter to engage critics, emphasizes media diversity and discerning bias. Fox News' 6 O'clock show praised for objective reporting.

      Elon Musk and his ability to engage in witty banter on social media, particularly Twitter, serves as an effective means of countering criticism and asserting his voice. The importance of having a diverse media diet and being able to discern bias in news reporting was also emphasized. The speaker expressed concern for the average consumer who may not have the time or resources to navigate the biased news landscape. Additionally, the speaker praised Fox News' 6 O'clock show with Brett Baer for providing objective news and offering a balanced perspective. Ultimately, the importance of having opposition and diverse viewpoints, as well as being informed and aware of media bias, was emphasized.

    • Traditional Media Faces Challenges from Shifting Consumer Preferences and Alternative PlatformsTraditional media faces pressure from subscriber-based models and needs to adapt by welcoming diverse perspectives, understanding audiences, and providing unbiased reporting to regain trust and relevance.

      The media landscape is facing significant changes due to shifting consumer preferences and the rise of alternative platforms like podcasts. The traditional media, which has relied heavily on corporate advertisers, is now facing pressure from subscriber-based models, making them more reliant on audience opinions and emotions. The media's ideological bias and failure to represent diverse thought has led to a loss of trust and subscribers. Conservatives, in particular, have been alienated, leading many to seek out alternative sources of information. Elon Musk's takeover of Twitter and his intention to create a subscription-based platform is a game-changer, as it could potentially eliminate the need for traditional media's advertising revenue. The media needs to adapt by welcoming diverse perspectives, understanding their audience, and providing unbiased reporting to regain trust and relevance.

    • Advertisers shifting focus from financial power to substanceFormer White House press secretary Ari Fleischer discusses how advertisers, including big pharma, are losing their influence through financial power and need to focus on substance to capture attention

      The way advertisers, including big pharma companies, have been able to influence opinions through their financial power is changing. Ari Fleischer, a former White House press secretary and current media strategist, discussed this shift during a podcast interview. He likened the situation to a 22-year-old girl realizing she can no longer rely on her looks to get what she wants. Fleischer emphasized that advertisers will now need to focus on substance rather than just financial resources to capture people's attention. He encouraged viewers to read his new book, "Deception, Snobbery, and Bias," for more insights on this topic. The future of communications is changing, and podcasts are leading the way. Fleischer is a strong advocate for Twitter and encouraged viewers to follow him there. Subscribe to the PBD podcast, Valuetainment, and Ari Fleischer's channel to stay informed on these developments. Later in the day, the podcast will feature an interview with Andrew Schultz.

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    ABOUT US:

    • Patrick Bet-David is the founder and CEO of Valuetainment Media. He is the author of the #1 Wall Street Journal Bestseller “Your Next Five Moves” (Simon & Schuster) and a father of 2 boys and 2 girls. He currently resides in Ft. Lauderdale, Florida.
    --- Support this podcast: https://podcasters.spotify.com/pod/show/pbdpodcast/support
    PBD Podcast
    en-usJune 21, 2024

    Donald Trump Found GUILTY in Hush Money Trial | EMERGENCY PODCAST | PBD Podcast | Ep. 417

    Donald Trump Found GUILTY in Hush Money Trial | EMERGENCY PODCAST | PBD Podcast | Ep. 417

    Patrick Bet-David, Tom Ellsworth, Vincent Oshana, and Adam Sosnick cover Donald Trump being found guilty of 34 counts of falsifying business records in the New York Hush Money trail. THE VAULT CONFERENCE FEAT. PATRICK BET-DAVID & DWAYNE "THE ROCK" JOHNSON:


    THE MINNECT LEAGUE CHAMPIONSHIP:

    • Want your shot to win dinner with Patrick Bet-David? Win "The Minnect League Championship": https://bit.ly/4aMAar8


    MINNECT:


    CHOOSE YOUR ENEMIES WISELY:

    • Purchase PBD's Book "Choose Your Enemies Wisely": https://bit.ly/41bTtGD


    BET-DAVID CONSULTING:

    • Get best-in-class business advice with Bet-David Consulting: https://bit.ly/40oUafz


    VT.COM:

    • Visit VT.com for the latest news and insights from the world of politics, business and entertainment: https://bit.ly/472R3Mz


    VALUETAINMENT UNIVERSITY:

    • Visit Valuetainment University for the best courses online for entrepreneurs: https://bit.ly/47gKVA0


    TEXT US:

    • Text “PODCAST” to 310-340-1132 to get the latest updates in real-time!


    YOUR NEXT 5 MOVES:

    • Want to be clear on your next 5 business moves? https://bit.ly/3Qzrj3m


    ABOUT US:

    • Patrick Bet-David is the founder and CEO of Valuetainment Media. He is the author of the #1 Wall Street Journal Bestseller “Your Next Five Moves” (Simon & Schuster) and a father of 2 boys and 2 girls. He currently resides in Ft. Lauderdale, Florida.
    --- Support this podcast: https://podcasters.spotify.com/pod/show/pbdpodcast/support
    PBD Podcast
    en-usJune 19, 2024

    “Jesus Was An Alien” - Ancient Texts, Pyramids, Trump’s Uncle & Nikola Tesla | Billy Carson | EP 426

    “Jesus Was An Alien” - Ancient Texts, Pyramids, Trump’s Uncle & Nikola Tesla | Billy Carson | EP 426

    Patrick Bet-David sits down with Billy Carson, founder of 4BiddenKnowledge!


    Billy Carson is an American entrepreneur, best known as the founder and CEO of 4BiddenKnowledge Inc, where he investigates ancient civilizations, extraterrestrial life, and conspiracy theories, making him a prominent figure in the exploration of the unknown.

    BILLY CARSON

    • Buy Billy Carson's Latest Book: "Compendium Of The Emerald Tablets" - https://bit.ly/3Vv3xrV


    THE VAULT 2024:


    ANGRY PATRIOT SHIRT:

    • Purchase the new "Angry Patriot" t-shirt for $34.99 at VTMerch.com: https://bit.ly/4c3WsW2


    MINNECT:

    • Connect one-on-one with the right expert for you on Minnect: https://bit.ly/3MC9IXE
    • Connect with Patrick Bet-David on Minnect: https://bit.ly/3OoiGIC
    • Connect with Tom Ellsworth on Minnect: https://bit.ly/3UgJjmR
    • Connect with Vincent Oshana on Minnect: https://bit.ly/47TFCXq
    • Connect with Adam Sosnick on Minnect: https://bit.ly/42mnnc4
    • Connect with Rob Garguilo on Minnect: https://bit.ly/426IG0R


    CHOOSE YOUR ENEMIES WISELY:

    • Purchase PBD's Book "Choose Your Enemies Wisely": https://bit.ly/41bTtGD


    BET-DAVID CONSULTING:

    • Get best-in-class business advice with Bet-David Consulting: https://bit.ly/40oUafz


    VT.COM:

    • Visit VT.com for the latest news and insights from the world of politics, business and entertainment: https://bit.ly/472R3Mz


    VALUETAINMENT UNIVERSITY:

    • Visit Valuetainment University for the best courses online for entrepreneurs: https://bit.ly/47gKVA0


    TEXT US:

    • Text “PODCAST” to 310-340-1132 to get the latest updates in real-time!


    YOUR NEXT 5 MOVES:

    • Want to be clear on your next 5 business moves? https://bit.ly/3Qzrj3m


    ABOUT US:

    • Patrick Bet-David is the founder and CEO of Valuetainment Media. He is the author of the #1 Wall Street Journal Bestseller “Your Next Five Moves” (Simon & Schuster) and a father of 2 boys and 2 girls. He currently resides in Ft. Lauderdale, Florida.
    --- Support this podcast: https://podcasters.spotify.com/pod/show/pbdpodcast/support
    PBD Podcast
    en-usJune 19, 2024

    No Tax On Tips, Deep Fakes & LGBTQ Friendly Traffic Signs | PBD Podcast | Ep. 425

    No Tax On Tips, Deep Fakes & LGBTQ Friendly Traffic Signs | PBD Podcast | Ep. 425

    Patrick Bet-David, Vincent Oshana, Tom Ellsworth, and Adam Sosnick cover Donald Trump's 'No Tax On Tips' campaign promise, the city of Los Angeles removing traffic signs that 'target' the gay community, Marc Cuban and Bill Ackman fighting on social media, and Sandy Hook families suing Alex Jones' for his social media accounts!


    THE VAULT 2024:


    ANGRY PATRIOT SHIRT:

    • Purchase the new "Angry Patriot" t-shirt for $34.99 at VTMerch.com: https://bit.ly/4c3WsW2


    MINNECT:

    • Connect one-on-one with the right expert for you on Minnect: https://bit.ly/3MC9IXE
    • Connect with Patrick Bet-David on Minnect: https://bit.ly/3OoiGIC
    • Connect with Tom Ellsworth on Minnect: https://bit.ly/3UgJjmR
    • Connect with Vincent Oshana on Minnect: https://bit.ly/47TFCXq
    • Connect with Adam Sosnick on Minnect: https://bit.ly/42mnnc4
    • Connect with Rob Garguilo on Minnect: https://bit.ly/426IG0R


    CHOOSE YOUR ENEMIES WISELY:

    • Purchase PBD's Book "Choose Your Enemies Wisely": https://bit.ly/41bTtGD


    BET-DAVID CONSULTING:

    • Get best-in-class business advice with Bet-David Consulting: https://bit.ly/40oUafz


    VT.COM:

    • Visit VT.com for the latest news and insights from the world of politics, business and entertainment: https://bit.ly/472R3Mz


    VALUETAINMENT UNIVERSITY:

    • Visit Valuetainment University for the best courses online for entrepreneurs: https://bit.ly/47gKVA0


    TEXT US:

    • Text “PODCAST” to 310-340-1132 to get the latest updates in real-time!


    YOUR NEXT 5 MOVES:

    • Want to be clear on your next 5 business moves? https://bit.ly/3Qzrj3m


    ABOUT US:

    • Patrick Bet-David is the founder and CEO of Valuetainment Media. He is the author of the #1 Wall Street Journal Bestseller “Your Next Five Moves” (Simon & Schuster) and a father of 2 boys and 2 girls. He currently resides in Ft. Lauderdale, Florida.
    --- Support this podcast: https://podcasters.spotify.com/pod/show/pbdpodcast/support
    PBD Podcast
    en-usJune 18, 2024

    Kevin Spacey EXPOSED, Elon Musk vs Apple, Hunter Biden A Convicted Felon | PBD Podcast | Ep. 424

    Kevin Spacey EXPOSED, Elon Musk vs Apple, Hunter Biden A Convicted Felon | PBD Podcast | Ep. 424

    Patrick Bet-David, Vincent Oshana, Tom Ellsworth and Adam Sosnick cover Kevin Spacey's revealing interview with Piers Morgan, Elon Musk taking on Apple's new AI, Hunter Biden being a convicted felon, and Joe Biden's weird interview that's causing the internet to speculate he's wearing a mask!


    VT FATHER'S DAY PACKAGE:

    • VT Father's Day Collection: Purchase a Valuetainment wallet and get a FREE Future Looks Bright hat: https://bit.ly/3RpZQCI

    THE VAULT 2024:


    ANGRY PATRIOT SHIRT:

    • Purchase the new "Angry Patriot" t-shirt for $34.99 at VTMerch.com: https://bit.ly/4c3WsW2


    MINNECT:

    • Connect one-on-one with the right expert for you on Minnect: https://bit.ly/3MC9IXE
    • Connect with Patrick Bet-David on Minnect: https://bit.ly/3OoiGIC
    • Connect with Tom Ellsworth on Minnect: https://bit.ly/3UgJjmR
    • Connect with Vincent Oshana on Minnect: https://bit.ly/47TFCXq
    • Connect with Adam Sosnick on Minnect: https://bit.ly/42mnnc4
    • Connect with Rob Garguilo on Minnect: https://bit.ly/426IG0R


    CHOOSE YOUR ENEMIES WISELY:

    • Purchase PBD's Book "Choose Your Enemies Wisely": https://bit.ly/41bTtGD


    BET-DAVID CONSULTING:

    • Get best-in-class business advice with Bet-David Consulting: https://bit.ly/40oUafz


    VT.COM:

    • Visit VT.com for the latest news and insights from the world of politics, business and entertainment: https://bit.ly/472R3Mz


    VALUETAINMENT UNIVERSITY:

    • Visit Valuetainment University for the best courses online for entrepreneurs: https://bit.ly/47gKVA0


    TEXT US:

    • Text “PODCAST” to 310-340-1132 to get the latest updates in real-time!


    YOUR NEXT 5 MOVES:

    • Want to be clear on your next 5 business moves? https://bit.ly/3Qzrj3m


    ABOUT US:

    • Patrick Bet-David is the founder and CEO of Valuetainment Media. He is the author of the #1 Wall Street Journal Bestseller “Your Next Five Moves” (Simon & Schuster) and a father of 2 boys and 2 girls. He currently resides in Ft. Lauderdale, Florida.
    --- Support this podcast: https://podcasters.spotify.com/pod/show/pbdpodcast/support
    PBD Podcast
    en-usJune 13, 2024

    Tom Fitton: Biden’s Crimes, Trump Verdict, & Disgraced Former Protectees Act | PBD Podcast | Ep. 422

    Tom Fitton: Biden’s Crimes, Trump Verdict, & Disgraced Former Protectees Act | PBD Podcast | Ep. 422

    Tom Fitton is the President of Judicial Watch, a public interest group dedicated to investigating and prosecuting government corruption. Fitton's commitment to transparency and accountability in government has made him a respected figure in the conservative movement. Fitton and Judicial Watch have been involved in high-profile cases including a FOIA request for Clinton tapes, advising Trump on retaining presidential records, seeking the release of the Tennessee Covenant school killer manifesto, and a lawsuit over an FBI memo on the protection of legacy tokens. —— Purchase tickets to The Vault Conference 2024 featuring Patrick Bet-David & Dwayne "The Rock" Johnson: https://bit.ly/3X1JBzm Purchase the new "Angry Patriot" t-shirt for $34.99 at VTMerch.com: https://bit.ly/4c3WsW2 Connect one-on-one with the right expert for you on Minnect: https://bit.ly/3MC9IXE Connect with Patrick Bet-David on Minnect: https://bit.ly/3OoiGIC Connect with Tom Ellsworth on Minnect: https://bit.ly/3UgJjmR Connect with Vincent Oshana on Minnect: https://bit.ly/47TFCXq Connect with Adam Sosnick on Minnect: https://bit.ly/42mnnc4 Connect with Ricardo Aguilar on Minnect: https://bit.ly/4c7rxrY Connect with Rob Garguilo on Minnect: https://bit.ly/426IG0R Purchase Patrick's new book "Choose Your Enemies Wisely": https://bit.ly/41bTtGD Register to win a Valuetainment Boss Set (valued at over $350): https://bit.ly/41PrSLW Get best-in-class business advice with Bet-David Consulting: https://bit.ly/40oUafz Visit VT.com for the latest news and insights from the world of politics, business and entertainment: https://bit.ly/472R3Mz Visit Valuetainment University for the best courses online for entrepreneurs: https://bit.ly/47gKVA0 Text “PODCAST” to 310-340-1132 to get the latest updates in real-time! Get PBD's Intro Song "Sweet Victory" by R-Mean: https://bit.ly/3T6HPdY SUBSCRIBE TO: @VALUETAINMENT @vtsoscast @ValuetainmentComedy @bizdocpodcast @theunusualsuspectspodcast Want to be clear on your next 5 business moves? https://bit.ly/3Qzrj3m Join the channel to get exclusive access to perks: https://bit.ly/3Q9rSQL Download the podcasts on all your favorite platforms https://bit.ly/3sFAW4N Patrick Bet-David is the founder and CEO of Valuetainment Media. He is the author of the #1 Wall Street Journal Bestseller “Your Next Five Moves” (Simon & Schuster) and a father of 2 boys and 2 girls. He currently resides in Ft. Lauderdale, Florida.

    --- Support this podcast: https://podcasters.spotify.com/pod/show/pbdpodcast/support
    PBD Podcast
    en-usJune 07, 2024

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    This week Lisa speaks with Pete Mockaitis, who joins us in a live example of what it’s like to explore your StrengthsFinder results for the first time.

    Pete's Top 10 StrengthsFinder Talent Themes:  Ideation, Strategic, Learner, Activator, Input, Connectedness, Woo, Communication, Positivity, Individualization

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    You can reach Pete through the Awesome at Your Job website. You can also connect with him on Twitter and LinkedIn. And you should because he's awesome!

    Here's the link to Pete's podcast, and to his interview of Lisa Cummings.

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    Here's The Full Transcript of the Interview

    Lisa Cummings: [00:00:08] You’re listening to Lead Through Strengths, where you’ll learn to apply your greatest strengths at work. I’m your host, Lisa Cummings, and I’ve got to tell you, whether you’re leading a team or leading yourself, it’s hard to find something more energizing and productive than using your natural talents every day at work.

    And today you’re going to get a really unique episode on StrengthsFinder. It’s different from our usual guest interview. Today, your guest joins us in a live example of what it’s like to explore your StrengthsFinder results for the first time. So I think a lot of guests are going to identify with his love of learning and his corporate experiences.

    He’s actually a former consultant for Bain so he has that pedigree company thing on his list that many of you. And today he’s the trainer and chief at Awesome At Your Job, so you’ll hear more about that and his show as we dig in.

    So, you know, if you’re a regular listener of this show that we’re going to talk about how his differences are his differentiators. So you’ll enjoy hearing a fun fact about him. So, here it goes. This guy has a unique talent of being able to clap with one hand. So, Pete Mockaitis, welcome to the show. Please give yourself a one-handed welcome and demonstrate for us.

    Pete Mockaitis: [00:01:34] Oh, Lisa, thank you. That’s such a unique welcome and it’s fun to do, and here we go. [one-handed claps]

    Lisa Cummings: [00:01:40] I can’t believe that is really happening with one hand. It is blowing my mind. You’re going to have to make us a video so we can see what that actually looks like. I can’t believe that’s possible.

    Pete Mockaitis: [00:01:51] I can do that, yes, and that’s probably my number one strength is one-handed clapping. It opens a lot of doors.

    Lisa Cummings: [00:01:58] [laughs] Your hand can open a door in a traditional way...but his hand...watch out.

    Pete Mockaitis: [00:02:01] Oh, well-played.

    Lisa Cummings: [00:02:05] Watch out. Oh, my gosh. We’re going to totally have this video on the show notes, so if you’re listening click on over to that because that’s a serious talent. I love it. [laughs] Okay, let’s get into the serious side of super powers. That’s one, I tell you, parlor tricks though they could fuel the Woo that you have up in there. I think there’s something tied here. Maybe that’s how you discovered it. Maybe we’ll uncover that today.

    Pete Mockaitis: [00:02:30] Oh, are folks being won over as we speak, or are they turned off? We’ll see with your emails that come flowing in.

    Lisa Cummings: [00:02:35] That’s right. Okay. So, you know in this episode, we’re going to do this like a sample of exploring your StrengthsFinder talents for the first time. Well, we’re going to have to start by telling them what your Talent Themes here. So give them your top five.

    Pete Mockaitis: [00:02:50] Okay, can do. With just the words or the descriptions as well?

    Lisa Cummings: [00:02:54] Let’s get a little “Meet Pete” moment. So do the word and also the one sentence what this looks like on you.

    Pete Mockaitis: [00:03:03] Okay. So, first, I’ll give a quick preview – one, Ideation; two, Strategic; three, Learner; four, Activator; and five, Input.

    In terms of the one sentence:

    1) Ideation, it’s true I am fascinated by ideas and how they connect together on my podcast with guests. I eat it up when I see “Oh, wait, there’s one thing someone said” can combine with that other thing they said, so I’m going to focus on prioritizing with the one thing but also building some tiny habits and, boom, there’s this combination synergy goodness, and so that resonates.

    2) Strategic. I buy that in terms of if I’m always thinking about sort of what’s the optimal path forward, that’s the name of my company – Optimality, LLC – getting the band for the buck and sort of that 80/20 Rule and action, I’m really after that.

    3) For Learner, it’s true. Ever since I was a youngster that’s kind of where my trainer and chief story starts. I was always going to the library reading books about goal-setting, success, teamwork, collaboration, influence. I was just into that stuff, and I remain to this day.

    4) Activator, it’s true. I am often impatient. I’m excited to put things into action. Just this week I was thinking it’s just too much trying to manage the guests with merely emails and spreadsheets. I need a CRM, customer relationship management piece of software, and five hours later I had tried nine of them and made my decision. So, yeah, I got after it right away. That’s kind of my nature. I’ll wake up and I’ll have an idea and I just want to like run to the computer and implement it.

    5) And then, finally, Input. I do, I love to get perspective from wise folks and learn all that they have to offer and collect multiple opinions to really prove or disprove the sort of key facts or assertions that are going to make or break a given decision.

    Lisa Cummings: [00:04:59] These are so good. Thanks for adding the Pete color because even for people who don’t understand the basic definition of it and Gallup’s terminology you explained it and then added your individual color. Just seeing as a kid in the library, I’m imagining you going back and training them so it’ll be fun to hear the depth on that. And then Activator, one that just happened the other day. It’s just a really great specific example so we can see what these are like in real life.

    So, let’s talk about if we really relate this to career, and you think back on one of your proudest accomplishments, tell us about that snapshot in time.

    Pete Mockaitis: [00:05:40] You know, I’m thinking, the first thing that leaps to mind is just getting the job at Bain & Company itself. I’d say it was very meaningful to me because I had been interested in it for some years before it came about, and it was just a vivid moment. I can recall when I was emceeing a date auction event as a fundraiser in college for a student organization, and when I got the call I just handed the microphone to someone, walked off stage, received the call.

    It was great news. I was excited. I hugged my friend, Emily, who was wearing a red puffy coat. It’s forever enshrined in my brain as like the moment that this thing I had been after for some years was now mine.

    Lisa Cummings: [00:06:31] I love how vivid your imagery is and all of these. Take us through the preparation, what it was like for you getting ready for applying for this job, making it a thing. It sounds like it was a long time coming. So how was that playing out in your life, leading up to that phone call?

    Pete Mockaitis: [00:06:49] Oh, sure thing. Well, I was sort of an odd kid in my sort of freshman year of college. I was sort of determined like, “By golly, I want to work in a top strategy consulting firm when I graduate, and so that’s just what I’m going to do.” And so I began exploring different avenues very early on in terms of student organizations and what were the linkages and how I could have sort of a distinctive profile that I would be intriguing to them.

    I went to the University of Illinois Urbana-Champaign which is not a hotbed for recruiting into those firms, but there are a few each year who get in, and I wanted to be one. So, I remember I would sort of try to find the right people, and the right organizations, and learn from them and see what I could do. And I remember, talk about vivid experiences, I was chatting guy named Bo who was wearing a Harry Potter wizard hat at a Halloween party.

    And he said, “Oh, you should join the student organization.” And I was like, “Oh, I was thinking about that, but isn’t that kind of more technology stuff?” And he’s like, “Oh, no. It’s much broader than that. Yeah, and they’re always chatting with so-and-so and they do case interviews,” which is a key step to get a job in these firms, “to get in and, yeah, I think you’d like it.”

    And so I was excited to discover that opportunity and then go after it. Then once I met a real person named Jeff who had the position, I was just having a real lot of fun chatting with him and seeing, “Hey, what’s it like on the inside? Is it really what I’ve built it up to be?” and sort of receiving that reinforcement that it was good.

    And then, ultimately, I think the biggest hurdle to get the job is the case interview where you have to sort of solve business problems live before the interviewer’s eyes. And so I did a lot of prep. I got the books, I even recorded myself doing case interviews. I’d listen to them back to see how I was doing and to see how I might tweak it to seem more engaging or succinct and insightful.

    I remember I was listening to myself doing case interviews while driving up to the interview the day before. So those are things that leap to mind there.

    Lisa Cummings: [00:09:06] Those are so good. Now, if you look at your talents, and then you try to make some linkages, now I’ve made a bunch of linkages and I’ve even, although the listeners can’t see your list beyond your top five, as you would not be surprised if you know a Learner and Input. Pete immediately goes out and wants more input and grabs the full 34 premium version of assessment so he can see the whole lineup.

    So I see a bigger lineup and I have some things popping into my head about your number 6, Connectedness, and your number 7, Woo. But when you look at your list and you think back on that experience, what links do you see where you’re using those talents as you’re preparing?

    Pete Mockaitis: [00:09:47] Oh, sure thing. Well, it’s interesting, in terms of Activator it’s like, “This is the thing I want and so I’m going to start now.” I was a freshman and I was evaluating opportunities. Not only whether they were fun and I would get to meet people, but if they would take me to where I wanted to go, and then jumping in full force for those things I thought could really do it. So, I guess that’s Activator. I’m getting right to it yet Strategic is that I was kind of being selective, and saying, “You know, while that club sounds kind of interesting, I don’t think it’s going to have as much sort of bang for my buck, in terms of taking me where I want to be.”

    And so the interestingness is not quite enough to offset this. And then with Ideation, I think I did take some novel approaches to having distinctive profile, like I authored a book in college about leadership and student organizations, and I saw the opportunity to be the Secretary General of our model United Nations, which I thought, “Well, that’s a really cool leadership opportunity in terms of managing dozens of people and thousands of dollars to put together an event for hundreds of folks. Ooh, that’ll be a real nice concept to make an impression, as well as having a ton of fun.” So I was a pure career-seeking robot along the lines.

    But I do see those in learning, yeah, talking to folks, learning what the firms want, how they operate, getting the books. And Input, certainly, talking to numerous people along the way to confirm, “Is this really what I think it is?” and learn, “Well, what needs to be done in order to get there?”

    Lisa Cummings: [00:11:30] You’re bringing up what happens for a lot of people where if they heard the descriptors in the StrengthsFinder Talent Themes, and they listen to the thing that you just described, they would probably think, “Achiever” because it seems like the easy way to describe what you accomplished. And although Achiever is middle of the road for you, 13, it’s not extraordinarily high but you found extreme achievement at that age.

    So, you’re demonstrating something that’s really cool which is I always tell people. StrengthsFinder doesn’t tell you what you go do in your career. It’s more about how you can go do it, leaning through the talents you have. So you found achievement through totally different talents and it’s dangerous to try to look at the words on the surface.

    And I think if I listened to your show, which I do.

    Pete Mockaitis: [00:12:21] Oh, thank you.

    Lisa Cummings: [00:12:22] Which is called Awesome At Your Job. So, for those of you listening and you want to check it out, we’ll put the link in the show notes. It’s a great show about being awesome at your job overall. I think if listened to that show I may hypothesize that you have an Analytical talent, for example, because I know that you mention research studies very often, you mention proof points, your favorite hobby is Monopoly. So you have some of these things, right, that some people might think, “Oh, that sounds like an Analytical guy.”

    And Talent Themes show up more in how you approach what you do not necessarily what those interests are. So, kind of fascinating thing you’re bringing up. So, tell us about yearnings and interests, like Monopoly and research studies and proof points, and things that you talk about in your show and how your Talent Themes speak to those.

    Pete Mockaitis: [00:13:14] Oh, that is interesting in terms of just what’s fun. So, on my honeymoon, just a few months ago – Yay.

    Lisa Cummings: [00:13:23] Yay.

    Pete Mockaitis: [00:13:24] I was reading this book Pre-Suasion by Dr. Robert Cialdini on the beach. And so it’s funny, it’s non-fiction but that was just fascinating and fun for me, I was like, “Oh, wow. Well, here’s an interesting fact. They did study and here’s what happened.” And so I’ll find that all the more thrilling than most works of fiction because I guess Ideation is fuelling that fascination in terms of I’m thinking, “Oh, look at all these implications for how I could go put that to work and make things happen.”

    And for Monopoly, it’s so funny. I remember one time I was meeting this guy for the first time, his name is Peter; fine name, fine guy.

    Lisa Cummings: [00:14:09] Fine name.

    Pete Mockaitis: [00:14:11] [laughs] And so as we were playing Monopoly he kept asking me some questions about my career journey and how I went into Bain and why I left Bain and started my own business and these things. And I’ll tell you what, I was so focused on the strategic options and decisions I had to make in that game Monopoly to win I actually had in my head the idea that this guy is trying to distract me in order to win at Monopoly.

    Lisa Cummings: [00:14:40] [laughs]

    Pete Mockaitis: [00:14:41] I thought, “Pete, that’s crazy. Most people don’t care. They play games to socialize in fun ways.” [laughs] I was being a little rude in retrospect. I kind of apologized to him. I gave him very short answers, I was like, “Well, ultimately, that’s just something I’ve always loved to do.” You know, just one- or two-sentence responses.

    Lisa Cummings: [00:15:01] Let’s get back to the seriousness of Park Place, buddy. [laughs] Okay. So, now what you’re helping me see and raise is this concept of domains. I don’t know if you know this about StrengthsFinder, but they’ve done some studies on leadership, and these four domains of leadership actually came from quite a large study on followers.

    So, if I look at your talent lineup, not to get too nerdy and distract from the story of you, I’ll give you the quick version. There are four different domains of leadership that people often find their strength in, and yours, to give you the tell as I lean into it, you come in really hot on the Strategic Thinking Talents, and then second highest your Influencing.

    So, there are four categories. You have the Relationship Talents. You have the Influencing Talents. You have the Strategic Thinking talents, the thinker guy that you probably are, and then you have Executing Talents. And so, as I listened to your reaction to the Monopoly thing, I could see you being really in your head about what was going on in the situation.

    The way I look at these four domains is that they’re all valuable, and they’re all useful ways that you can demonstrate leadership, but this is kind of, when you have one that comes in heavy in your top five, it’s often the color of glasses you’re wearing. Like yours would be, if you looked at your StrengthsFinder report, the Strategic Thinking Talents are actually colored red. And you could see, “Okay, look, my first view on things, the lens I’m going to see the world through will, first, likely be thinking about it.”

    Now you have a lot of fast-thinking talents, so Ideation is fast and Strategic is fast, so it’s not like you’re going to go deep and sit around and ponder things deeply for months. You can boom, boom, boom, react to that guy and have your answer. And I noticed your Influencing Talents are also high on your list. You have Activator, Woo, Communication up in your top 10. It’s interesting to see those two. How does that play into how you’ve seen yourself and your career?

    Pete Mockaitis: [00:17:12] Well, that is interesting. And what’s funny is I have a little bit of a hard time switching at times in that I really do like people and building relationships, and connecting and laughing and seeing how we’re similar and how we can help each other and collaborate and all those good things. That’s fun for me. But surprising, or I don’t know, just kind of part of how I go, is that when I get deep into the realm of this Ideation, Strategic, Input, Thinking and I’m trying to crack something, or figure it out, it’s just sort of like Peter in that game of Monopoly.

    It’s like, “I’m not in people mode right now. I am in finding an optimal solution given all of my options and constraints mode right now.” And I feel a bit sort of like I’m being pulled away from that which I’m attached to and I’m into at the moment, or I’m just sort of like I’m not really present or there. I think that does show up in that they are different clusters and I feel them differently in terms of my whole headspace and emotional state. It’s like, “I’m not in people mode right now.”

    And sometimes my wife will notice and she would like me to enter into people mode as we’re being together, or where she’ll just say, “Okay, you’re in your groove. Go ahead and finish that first.” So that’s the first thing that pops to mind there.

    Lisa Cummings: [00:18:45] What a deep powerful insight. I love hearing how the thinking stuff is playing out in your head, and then also the relationship part. So, I apply StrengthsFinder to work all the time and find that sometimes the easiest ones to get how you perform relative to other people is through people you’re really close to. So your wife probably knows you about as well as anyone in the world so she’s going to be more comfortable saying it out loud or noticing it or mentioning it. Do you happen to know hers? Has she taken this yet?

    Pete Mockaitis: [00:19:20] You know, I don’t think she has.

    Lisa Cummings: [00:19:22] Okay. Would be fun. So this could be one where you say, “Okay, look, your first Relationship Talent is Connectedness. It’s your number six. I hear you relying on it relatively often.” So you could ask a question like how could you lean on your Connectedness talent when you’re trying to consciously switch into a mode that would complement the conversation you two are having?

    Pete Mockaitis: [00:19:47] That is a great question. And, particularly Connectedness, that’s one of those words for the Strengths Finders that makes me think of, “Oh, like a super network.” But, no, no. Connectedness is more about having sort of like the faith in why things are the way they are or a higher power. And so, for me, that is big.

    I’m a Catholic Christian. I think tapping into some of those, well, one, I guess is the headspace of worship or sort of loving people and serving them as folks made in the image and likeness of God can be pretty potent in terms of a reminder of, “Hey, what’s really important here?” “Well, how about we give that person the listening ear and respect and attention that they deserve?”

    Lisa Cummings: [00:20:32] Oh, this is so good. I could take this in 20 directions because, one, I hear the interplay of Talents, how your Connectedness and Strategic gets so wound together because you do have so many Thinking Talents, the connection of ideas and not just people and meaning but pull all those things together – connecting meaning, connecting people, connecting ideas. Those are going to play out for you in a way that might even be difficult to separate, you know, “Which talent thing is talking here?”

    And then your first Executing Theme is Belief and that, of course, I hear it in what you just said, and so it really helps me see when you say it. Oh, yeah, this would drive how you go about getting things done as well with the perspective of the meaning in your life and what is this all for and how does it play out. I also think this is the direction I’ll ultimately take it, because there are so many ways we could go from that conversation.

    So a lot of people struggle with this. You look at your lineup, and I’ve told you about these leadership domains, and you see, “Oh, my gosh. My first Executing Talent is number 12. This sounds like a person. Oh, no, I might be doomed. Does it mean I never get anything done?” Well, clearly you get a lot done. You are a machine it seems. So, where do you get your ability to achieve and get the outcomes and results you want? Because you clearly do.

    Pete Mockaitis: [00:22:00] How does it happen? Well, I think part of is just that I think about it in terms of I have a standard in mind in terms of how things should be or go. I think that’s kind of a vague broad thing to say. But, day after day, what mostly happens is I have kind of a picture in my head for what is done, good, complete, dream, nirvana state look like, and then I have all these ideas for what are the things that I could do that I couldn’t bring it there. And then I just become very excited about those ideas and I just sort of run after them.

    In terms of the CRMs, I was thinking, “I have a dream” – so dramatic.

    Lisa Cummings: [00:22:57] [laughs] Martin Luther Pete has a dream of CRM systems.

    Pete Mockaitis: [00:23:03] In which every guest that comes on my show will be absolutely outstanding, like leaving me and listeners with, “Wow.” Well, what’s it take to get there? Well, probably a fuller pipeline so that I don’t ever have a scramble in terms of, “Oh, I’m a little light on interview appointments. I better get some right away.” That’s like an obstacle to that is like when you have the time to patiently vet candidates as opposed to, “Oh, I’ve got to grab somebody,” then the odds are in your favor in terms of getting great ones.

    So then, I think, “Well, then what does that system look like? And how can I do that without spending my whole life stuck into analyzing their tweet history?” That’s how I often think about how it gets done, is I feel this tension inside me. It’s like, “I want that to be real and I’ve got these compelling, exciting ideas for what I could do to make that real so let’s go do it.”

    Lisa Cummings: [00:24:01] It’s really pretty deep what you just said because I could see Strategic helping you sort quickly, “Here’s the outcome. What’s the best way to get there?” Boom, your Activator says, “Go!” and then you create these systems and the insight that listeners won’t have, is that you and I have had some other conversations outside of this.

    Pete and I are pals. So we’ll talk podcast nerd-talk and he has all these great systems and team members who make things happen, and it actually is one of the great things you can do as Activator. You partner with people who see it through the finish line so that you can get the excitement at the starting line, and then other people can do the execution of the systems you’ve established and the vision you’ve created. So it’s actually a beautiful way you’ve worked through it.

    Pete Mockaitis: [00:24:43] Oh, thank you. You know, it’s so funny, when you say it like that I think, “Well, of course, isn’t that how everyone does it?” And the answer is I guess clearly, “No, it’s not.” Because I think, “Well, isn’t executing the same thing hundreds of times kind of dull?” But, no, some people are into that.

    Lisa Cummings: [00:24:59] A-ha. Okay. So, here’s the last topic we’ll bring up only because we’re running out of time because, geez, this would be so much fun to keep going and going and going. So that comment you just made made me think of the Talent Theme of Consistency, doing the same thing hundreds and hundreds of times. Well, it is Pete’s number 33 talent, so we call that a lesser talent, or maybe somebody else’s talent. Meaning somebody else, right? Yes, somebody else might get really excited about doing something the same way consistently over and over every day. But if Pete had to do that every day, what would work feel like for you?

    Pete Mockaitis: [00:25:37] Oh, it would just be so dull. It’s like I would want sort of some spark of newness to make it come together.

    Lisa Cummings: [00:25:48] This is a great way to end the show because living in your strengths makes you a stronger performer. Living in your strengths brings you energy and enjoyment about your job. If you’re pulling on your lesser talents, or someone else’s talents, all day every day, you feel drained, you feel burned out, and so many people feel like that and wonder, “You know, gosh, it’s not so hard and people are nice. So why do I feel like this?” And that’s often why, it’s because they’re calling on their weaknesses all day every day but they just don’t quite realize why.

    So, thanks, in an unexpected way, for illustrating that point because that is so powerful for people to have that insight.

    Pete Mockaitis: [00:26:25] Oh, thank you. It’s been a blast.

    Lisa Cummings: [00:26:27] It has been a blast. I’m so excited to have you here to do this. I wish we could triple down on it. Let’s get listeners over to you because you have so many great shows to help people be awesome at their jobs. So, where should they go to dig into your content, your training, your podcasts?

    Pete Mockaitis: [00:26:42] Oh, sure thing. Thank you. Well, I’d say if you’re already, well, you are a podcast listener, fire up your app and whatever you’re doing and search Awesome Job. That should be enough to pop up the show How To Be Awesome At Your Job. Lisa herself is a guest on an episode. You might check that out to get another flavor for her. Or just my website AwesomeAtYourJob.com.

    And it’s been fun. I’ve had about 130, wow, conversations with tremendous folks and every one of them is about trying to sharpen the universal skills required to flourish at work. So, whether you’re an executive, or a manager, or an individual contributor in marketing, or finance, or anything, it should be applicable because that’s kind of the primary screen we’re using.

    Lisa Cummings: [00:27:26] I second that. It is a fantastic show. I met Pete last year, and ever since leaving our meet-up in Chicago, I just have been an avid listener, and it’s just full of great guests and great tips. If you want to go back and listen through the lens of the StrengthsFinder Talents it’ll be really fun to do that. Also, for listeners, if you want some Strengths focus tools to use with your team at work, also check out LeadThroughStrengths/resources and you’ll get a bunch of great free info there.

    As we close episode, remember using your strengths makes you a stronger performer at work. If you’re putting a lopsided focus on fixing your weaknesses you’re probably choosing the path of most resistance. So claim your talents and share them with the world.

     

    10 Culture Building Tips For Managers Who Want To Build A Strengths Based Team - With Maya Tremelling and Cheikh Tall of FHI 360

    10 Culture Building Tips For Managers Who Want To Build A Strengths Based Team - With Maya Tremelling and Cheikh Tall of FHI 360

    This Episode’s Focus on Strengths

    This week Lisa chats with Cheikh Tall, Maya Tremelling, and a Project Director at FHI 360. Their amazing company is working in 70 countries to find cures for many of the world's deadliest diseases, provide water for villages in Africa, and promote the health and well-being of all people.

    In this special episode, you'll hear how FHI 360 has built a strengths-based team, while nurturing a strong company culture. You'll learn about these 10 ideas:

    1. Charity Cube
    2. Employee Resource Groups (ERGs)
    3. Focus On The People
    4. Offer Awesome Grants
    5. Randomized Coffee Trials
    6. Thank You Cards
    7. Now Awards
    8. Annual Awards
    9. Leaders Set The Tone
    10. Creative Work Schedules

    [caption id="attachment_3508" align="alignleft" width="400"] FHI 360's Awesome Mission[/caption]

    Meet the interviewees (see photos below):

    Cheikh's Top 5 Clifton StrengthsFinder Talent Themes: Maximizer, Adaptability, Achiever, Responsibility, Deliberative (such a great fit for getting a financial analyst in the zone!)

    Maya's Top 5 Clifton StrengthsFinder Talent Themes: Positivity, Includer, Woo, Developer, Harmony (what a beautiful set of relationship talents to bring to a records management role!)

    Lisa’s Top 5 Clifton StrengthsFinder Talent Themes:   Strategic, Maximizer, Positivity, Individualization, Woo

    Resources of the Episode

    You can connect with the FHI 360 team through their website, Twitter, and their interesting and informative blog.

    Strengths Tools

    You'll also find lots of StrengthsFinder, leadership, and team tools on our ="https://www.google.com/url?hl=en&q=http://leadthroughstrengths.com/resources&source=gmail&ust=1487264698482000&usg=AFQjCNHUtPcayNXycHfGq_r2Crj5sPIU7w">Strengths Resources page.

    Subscribe To The Lead Through Strengths Podcast

    To subscribe and review, here are your links for listening in iTunes and Stitcher Radio. You can also stream any episode right from this website. Subscribing is a great way to never miss an episode. Let the app notify you each week when the latest episode gets published.

    Here's a Full Transcript of the Interview

    Lisa: You’re listening to Lead Through Strengths, where YOU'LL learn to apply your greatest strengths at work. [music break]

    I’m your host, Lisa Cummings—and I gotta tell ya, whether you’re leading a team or leading yourself…it’s hard to find something more **ENERGIZING** and productive than using your natural talents every day at work.

    Today, you’ll hear a special episode, where I’m onsite in the Raleigh Durham area of North Carolina. I’m with an organization called FHI 360. They do work in 70 countries, and wow...talk about bringing out the best in humanity…

    I was onsite, delivering a StrengthsFinder program to their Global Leadership Team. They came from all over the world and, man, we got to apply the concept of strengths to [00:01:00] suuuuch a wide range of job responsibilities.

    We had research scientists, we had country directors, we had clinical operations leaders, and we had people whose career mission is to cure malaria. We had leaders who devoted their entire lives to getting clean drinking water to villages in Africa.

    It was amazing, and their organizational culture really stuck me.

    It feels different (in a special way) when you walk in their building. So [00:01:30] I couldn’t pass up the opportunity to chat with some of their team members about what makes this organization so special.

    Now, bear with us. The audio on this episode is not as good as our usual standard. We’re on site, in a common space, with four of us on one centralized microphone. The setup was not ideal for your ear buds, yet we made it work on the fly.  And, even with the extra fuzz and distance in your ears, you’ll absolutely benefit by listening to their creative tips and culture-building ideas.

    In just a sec, they’ll start giving you 10 specific ideas you can borrow for YOUR work culture. If you find it tough to follow who is talking (because there are 4 of us), take a glance over at leadthroughstrengths.com/listen. When you see the podcast episode art with three faces, you’ll know you found them. We added photos of each person throughout the show notes - so I think you’ll love checking out those visuals (we even have some that show the 10 tips in action). That page also includes each person’s StrengthsFinder talent themes, so it might be fun for you to spot their natural talents as you hear how they describe their ideas.

    We kick it off with . She jumps right in with their [00:03:00] Charity Cube idea. Here she is, giving you a cool use for the empty cubicle in your office!

    Project Director: Hi,  I'm a project director. My favorite thing about working here or one cool thing I look forward to is an initiative we have called the Charity Cube. It's an empty cube that we use as a mini-thrift store to raise funds [00:03:30] for charities that are nominated by our staff.

    Sometimes it will be a charity that our staff cares about, local or national, or sometimes it'll be something thathas personal significance to someone, right? Now for example, this month, the funds raised through the Charity Cube are going to the Leukemia Society because one of our colleagues lost her husband recently to leukemia, so it's raising money in honor of him.

    Lisa: I can already tell it's something of meaning here. Tell me a little bit [00:04:00] about what that cube looks like. If you walk up to that cube, what do you see? Because I imagine almost everybody listening has an empty cube somewhere around the office and they want to do this. What does that look like?

    Project Director: Sure. We invested in a portable clothing rack. I think a company called Neatfreak makes it. We have clothes hanging there. We ask people to only bring in really nice stuff. We usually have some shoes and purses. There are books, CDs and DVDs [00:04:30]. Knickknacks. People bring in all kinds of things. Some things we wish they didn't, but usually what happens is the good stuff is gone in a second. What's left over is the stuff that nobody wants, so once a month, we get volunteers to come clean it out and to purge it, then we start over. We've raised $5,000 in the Charity Cube.

    We've been doing it two years and each month, it's a different charity and [00:05:00] staff nominates it. It's fun. It needs to be placed somewhere strategic. Our Charity Cube is placed right next to the canteen, so everyone who's going to warm up their lunch stops by. It's an honor system. There's a moneybox. People put in the cash and once a month, we add up all the money and send it to a charity.

    Lisa: It's like a little retail store in a cube. I wasn't even imagining it at first.

    Project Director: Yeah. It manages itself, for the most part.

    Lisa: And anybody listening to this could implement something like that. They don't have to be a people [00:05:30] manager to do that. That can be anyone who wants to demonstrate leadership and do something meaningful. Ooh. Maya, this is a lot to live up to. What kind of cool thing do you love here?

    Maya: My name is Maya Tremelling [00:05:43]. I'm responsible for record management and I’ve worked for FHI for almost nine years. What I like most about working in this company are the people.

    Lisa: Let's talk about relationships for a second and what happens when you're so far away. I talk to more and more people at companies, organizations everywhere that have remote employees all over the place. Your tightest knit team might not be anywhere near you, so how do you ... This answer could be for anyone even though, Cheikh, you haven't been able to introduce yourself yet. How do you stay connected like that relationship-wise when you're not physically seeing each other?

    Cheikh: The ERG.

    Maya: Yeah, ERG. I don't know if you heard of them [00:06:29].

    Lisa: Employee Resource Groups?

    Cheikh: Employee [00:06:30] Resource Group. Yes.

    Lisa: Yes. Talk about them.

    Cheikh: And then people that share…

    Project Director: Common interests.

    Maya: We have so many groups. Maybe I can talk for “Tapioca” [00:06:38], which is Asian people, but people who care about Asia also can join. You don't need to be Asian to join. We have really good causes too, like fundraising. We celebrate New Year's for all the countries in Asia. We have potlucks. Being away from our countries can feel lonely, but it feels like we are family here. It's just nice.

    Lisa: Yeah, so you mentioned Tapioca. You mentioned Young Professionals. Is that an Employee Resource Group?

    Maya: Yes.

    Lisa: What are some other ones?

    Maya: Africa.

    Project Director: Working parents.

    Cheikh: I think a bicycle group.

    Lisa: Bicycle?

    Cheikh: They have a bunch of bicycles. Yeah.

    Project Director: Yeah. We have a bicycle one, working parents. Oh, Toastmasters, public speaking, Africa, Asia. Military veterans? [00:07:25] Oh, a fitness one that does yoga and meditation.

    Lisa: It's as if you find a special connection point, you could make one of these.

    Project Director: Sure. You can propose it.

    Cheikh: The last one is a women’s group.

    Project Director: Oh, yeah. The women's group? Yeah.

    Cheikh: I attended that one [smiles].

    Project Director: That's awesome. Good for you [cheerful crosstalk].

    Lisa: Okay, so now people have sort of met you.

    Cheikh: Yes.

    Lisa: Tell them who you are and one of the cool things you love about working here.

    Cheikh: My name is Cheikh Tall [00:07:52]. I've been with FHI for about a year. The purpose for me to join FHI was the work that FHI was doing. I was just sitting at my old job - just working and I guess it wasn't meaningful to me. It wasn't about the money, it's about what I want to do personally. I think working here - and the work that FHI is doing, that's one of the main things that I like about working here.

    Lisa: Yeah. I think people listening to this will almost feel like you [00:08:30] have an advantage because when you're in a company like this, that is so mission driven and so out for humanity and what the world could become, you certainly (on the purpose and meaning part) have something special.

    Let's just say you're a manager listening to this and they work in a manufacturing company. They're making widgets and you're trying to figure out - how do you tap into meaning? You've obviously had this experience when you didn't feel that connection. [00:09:00] Do you think that connection can be made when it's a hardware product or something like that?

    Cheikh: Yes. I think it's good to take time to understand what somebody's motivation is. It's important to tap into that motivation and keep that person going.

    Lisa: If you just asked one question to try to get at somebody's motivation, what would that thing be?

    Project Director: Whenever I work with someone that I don't know, I make sure that the very first meeting has nothing to do with work. That it's [00:09:30] just about getting to know each other and understanding. You don't want to make people say things that they're not comfortable sharing, but just opening a dialogue for people to share what they're comfortable with about their life and their family and where they went to school or what books they love, what music they love, what their hobbies are, so that you can build trust. I think in order to be able to be on a team and have healthy conflict about ideas, you have to trust each other. In order to build trust, you have to know something about the person [00:10:00] beyond their name and their title.

    Lisa: It doesn't cost any money, either. That's a great one, Project Director, for that.

    Project Director: Exactly. You do it over lunch. You go out, "Hey, I'm so glad we're working together. Can we go and grab lunch?" You just talk about life and each other. Also in keeping that feeling going and building that relationship too, a lot of times, we work with people that are overseas.

    I had a team that was all in Kenya. We did so much better, we were so much more engaged when we were on video, rather than when we were on the phone. As much as we could, we did Skype and video calls more than just being on the phone. When you're on the phone and someone could be doing something else and it's too passive. When you're on video, you have to really focus.

    So yeah, using video and just keeping a personal relationship just when you start meeting like, "How's everything going with you guys? How's your family?" You know what their kids are doing. "How's soccer going?" or something. "How's your garden going? You grow tomatoes. Do you have any tomatoes yet?" Just to have ahuman connection and not be so boring about work, because things can get boring sometimes.

    Lisa: [00:11:00] It's big. People say, "Oh, you're not focusing on work", but you're focusing on work by focusing on the people that do the work, so you have to have that piece.

    Cheikh: Adding to that, I might be an introvert sometimes. I don't like to talk. I just sometimes just keep it business as usual.

    Lisa: Perfect for having someone on a video right now, right? [sarcasm] “Let's do an in public interview with someone to make him feel really uncomfortable.”

    Cheikh: I've been working with my manager for a while. She can tell by how I react if I'm excited about something or not. She knows that I like to be challenged. If a new challenge comes up, she can see the excitement in me. I think paying attention to the non-verbal action of people pays a lot. They can't help unless they are 100% sure what motivates that person.

    Lisa: I like how practical your ideas are. You were talking about the fact that someone can read you [00:12:00] and know. The same thing applies with anybody that you're working with whether they're your direct report or a colleague who's a peer. If you get to know each other at those informal lunches and they know, "Oh, you want a little more time to think about things" or "Don't put me under pressure to speak in the moment" or "Now I can see that eye twitch means that's a good thing". All those little signs.

    Project Director: One of the things that I love about FHI is HR has set aside funds and resources for employees to come up with [00:12:30] ideas. We have the Awesome grant: give us an idea that's awesome that you can do for $1,000 and we'll consider it. Everyone can submit his or her ideas. One of the Awesome grants was to get some bicycles that employees can check out and go for lunch, go ride into downtown and grab a coffee or a lunch.

    HR, it's not tons of money, but it's very encouraging to feel like your ideas are valued and for HR to say, "We want to know what ..." [00:13:00] The Awesome grants are about the culture. $1,000 projects to make our culture better. I love that HR is thinking that way because that's creative and it's not expensive. It's pretty easy. The staff is doing all the work. They're coming up with an idea they're implementing.

    Lisa: And executing. I hear that and I think if someone said, "Oh, we don't have that. We have $100", you could do an Awesome grant with $100. That's cool.

    Paige Winn (cameo appearance): Do you guys know about the randomized coffee trials?

    Maya: Yeah. Every [00:13:30] month, people who register to be part of it will get an invite. They match us with other people and we can have talking and it's just having a coffee or tea or even lunch if you want. I meet most of the time with someone new that I never met before. It's really good because we are such a big company. So many new people - we benefit.

    Lisa: Yeah. Say more about how this actually works. You're an employee and I'm imagining [00:14:00] it could be something like networking and I just want to meet someone in whatever department?

    Maya: Yes.

    Lisa: Networking, mostly? Does it happen through software or how does this happen?

    Maya: It's just an email.

    Project Director: It's part of the Awesome thing. Someone manages it. They get all the names of people and then they use random matching and send out emails.

    Cheikh: Usually the people that they match are in the same department.

    Project Director: Yeah.

    Cheikh: We end up being matched to somebody who is doing something totally different than your area of work, so you can talk about projects you’re working on.

    Project Director: The ones that I've been in, we talk about work some and what kind of projects you're doing and what excites you about what's coming down the pike.

    Maya: Most of the time. Yeah.

    Project Director: "Where did you come from? Who are you?" It's all the employees who schedule it and reschedule it if you need to cancel. That's your gig. They just tell you whom you're matched to and then you can take it and run.

    Lisa: You're hitting [00:15:00] on an enormously important concept. I talk a lot with managers about individualizing to each person and what makes them tick.

    Project Director: One thing I really appreciate is that we get handed out stationary that is a thank you note. It has a logo and it says 'We are FHI'. You get those and when someone does something that you appreciate or helps you out, you can send them a handwritten thank you note. I have handwritten thank you [00:15:30] notes from people in leadership that mean so much. The power of that is just so real and wonderful. We can do that to each other. We also have an ability to nominate people for awards.

    Cheikh: Yeah. The Now Award.

    Project Director: On an ongoing basis, we have a Now Award, which is just someone helped you out. It can be a $10 gift card or $20, whatever. Once a year, then we have the big award. They take nominations from around, many, many offices around [00:16:00] the world. It's nice. There's a ceremony and people get to tell their story. You hear why people got this award and they give it to teams. It's not about individual accomplishments, it's about team accomplishment and project accomplishment. That's awesome because then you're really creating a culture that values teamwork.

    Cheikh: Also, what I like especially about the Now Award is that it is something that you get from peers. You're working next to each other.

    Maya: Right. In the same department.

    Cheikh: It doesn't come from the top leader. [00:16:30] My direct manager or my direct coworkers are the ones that can nominate me. Just getting an award from them means a lot because they are the people that you interact with all the time, and they see you putting in the work. The direct manager knows what I'm doing every day. Getting recognition from them sometime means a lot.

    Lisa: As I was listening to your answers, I was thinking about how that gave people a [00:17:00] big, bigger, biggest option where thank you cards, recognition cards can be big, Now Awards can be bigger, the team impact thing, the biggest. But that something as simple as a peer recognition getting a handwritten note whether it's from a peer, even an email, that it's big.

    It's a big meaning to you even though it's a small easy action to take. Anybody can keep a stack full of blank cards at their desk to recognize peers, even if their company doesn't [00:17:30] provide something. Okay. Closing thought. It's a simple question, yet a deep question. What do you know about team dynamics today that you didn't know five years ago?

    Project Director: I don't know if I didn't know it five years ago, but I certainly know now that the leader sets the tone. I'm on a team now where the leader will send out a message [00:18:00] and it's completely heartfelt. "This morning I woke up and there was a beautiful sunrise and I was on my run. I was just thinking about how much we've accomplished in the last month, and how hard you guys have worked, and how much I appreciate it. I'm just thankful that you all are my team."

    He's setting the tone. He's setting the tone and then that becomes the tone of the team. I think it goes all the way up to our CEO. We have a CEO suggestion box. You can say anything you want in the suggestion box. Anything. [00:18:30] He will respond publicly unless it's private, if it's an HR issue that is private.

    He sets the tone for communication. That would be my nugget: the leader sets the tone. It's your responsibility to set the tone for your team. If there's gnarly-ness going on in your team, you have to not just want to blame it on them but look inward and accept some responsibility. How do I turn this around? What can I do? Instead of just saying, "All those people are hopeless." I [00:19:00] believe it comes from the top.

    Lisa: It takes a lot of small interactions to make that openness happen, so that's a really good lesson.

    Project Director: You know one thing we didn't talk about, but I think is really great, is that I only work 60% of the time. That's a choice that I made, so that I cannot make my kids eat TV dinner every day, right?

    Lisa: Ooh, it is a big one.

    Project Director: I work less and I make less money, but I still know, and I think most people here know, that you don't get all this [00:19:30] stuff. Culture is not going to just ... someone else is going to create it. You have to put the time in even though I'm only working 60%, but I put the time in for the Charity Cube. We put the time in for the ERGs. We do it because we know that it's our responsibility. We get to own whether this place is awesome to work at or not. It's everybody's responsibility and we all chip in, don't we?

    Maya: Yeah. [00:19:53].

    Project Director: People chip in. We're not getting compensated for these things that we're doing. We shouldn't be. We're doing them because we want to work at an awesome place [00:20:00] and that's what it takes to work somewhere awesome. If you're not willing to give a couple of hours a month or one hour a month to make this place awesome, then it's not going to be awesome. That's why it's awesome. If you think everyone else is going to create the culture and then you get to benefit from it? No. That's not how it works.

    Lisa: It's so uncommon to see any fractional work schedule.

    Project Director: Yeah. It has to be that your project, it meshes with your project needs, but yeah. If you can justify in how it will work and it works [00:20:30] for your group, then you can do it.

    Lisa: The Project Director ended it so perfectly, didn't she? You know what, if you want your workplace to be great, it's built from the inside out. A culture's not an HR initiative, it's not a vision from one single leader. It's actually a reflection of the past and the present and all of those actions, habits, preferences, commitments and trusts that are going on in your organization.

    Building a strengths-based culture takes [00:21:00] some time, effort, and ongoing communication. They did such a great job of showing how yes, it does take an effort by many people over a long period of time to shape a culture yet at the same time, they demonstrate really beautifully that these 10 ideas can be executed by anyone at any level and really with any budget level.

    To do a quick recap, here are the 10 ideas. I hope you will take some inspiration [00:21:30] and implement a spark that you got from this episode in your company.

    1. Turn an empty cube into a Charity Cube.Use it to give to causes that employees select and care about.
    2. Form Employee Resource Groups (ERGs), and don’t limit them to ethnic diversity groups. Allow team members to find connection points and create groups, like their cyclist group or veterans group.
    3. Focus on the work by focusing on the people doing the work. Build human connections by being willing to chat about non-work topics. Get on video for remote team members. Going deeper builds trust that translates into results.
    4. Offer Awesome Grants. Give people the opportunity to apply for grants that build a great workplace. They implemented everything from a sharable bike program to buying StrengthsFinder assessments - all from their Awesome Grants.
    5. Create a program like their Randomized Coffee Trials.They literally get matched up with a random person from another department to have coffee and try on a conversation. It has been awesome for cross-functional networking and collaboration.
    6. Provide an inventory of Thank You cards. They provide stationery to each employee so that offering appreciation is convenient. This removes cost barriers and convenience barriers that would otherwise keep people from doing it. I know, that sounds like a lame excuse to not say thank you…yet I don’t see fat stacks of thank you cards on people’s desks, so this idea rocks. Make it easy.
    7. Now Awards.Start a peer-nomination system. Get rid of the bureaucracy and approvals. Allow people to give something simple, like a $10 gift card to a peer.
    8. Annual Awards.This is their big team award, so it’s different from peer awards. This one recognizes project level success. They go all out with stories that describe the team’s experience together. And they pump up the pomp and circumstance to really make a celebration out of it.
    9. Set the tone.As a leader, FHI leaders are comfortable with a heartfelt tone. They are willing to listen and help each person feel important. They see from their results and loyalty that it's a big deal. Whether it’s a meaningful team message or their CEO suggestion box, they’re out to show people that they matter.
    10. Get creative with work schedules.FHI offers what they call “Reduced LOE” where any professional on their team can work fractional hours and get prorated benefits. What a creative way to keep your best employees through different seasons of their lives. It makes team members feel accountable to keeping the amazing culture train going - what a brilliant way to build a feeling of ownership all the way through. At its simplest level, consider offering a job sharing program or part time roles. The important differentiator here is that it’s not just for entry-level jobs. When you show people they have a career path with flexibility, you can keep your top talent rather than having them opt out of the workforce entirely.

    It makes the team members feel accountable to keeping the amazing culture train going, you heard that from Project Director, and what a brilliant way to build a feeling of ownership all the way through the organization. If you offered this at its simplest level, just consider doing a job-sharing program where two employees can share a job 50/50 or maybe you offer part-time roles.

    The important differentiator is that it's not just for entry-level jobs. I do see people experimenting with part-time offerings, yet they stop at the entry-level jobs. The magic here is that when you show people they have a career path with flexibility, you can keep your top talent rather than having them opt out of the workforce entirely. All right. With that, I'd love to hear what this episode inspires you to put into practice.

    If you've done the Clifton StrengthsFinder assessment with your team, it's a great [00:27:00] spark. I say this often. It's a great start, it's a great spark, but it needs the continued conversation and execution to have the deep impact on an organization. First, I'm virtually high fiving you if you've gotten the conversation started already and the examples in this episode are a great way to support talents and put them into action.

    Just think about this for a second. If someone on your team leads through the Discipline or Focus talent themes, maybe they create the calendaring process for something like those randomized coffee trials because they really dig the organizational skills and the follow through part. If someone leads through restorative, maybe they institute their own ERG.

    They create an employee resource group called the Fix It Amigos, I don't know, to tinker on electronics or solve business issues that people submit. If someone leads through the developer talent, maybe they propose a mentoring program or they offer to be someone's mentor so they can take them through those small steps of development and have someone who they can celebrate the success of.

    If someone leads through Includer, they might offer to become the onboarding welcome wagon and offer tour guides to ensure that new hires feel totally comfortable and grounded in their first week on the job. You get the idea here. I'm just spit balling. The idea though is take your talents and the talents of people on your team and aim them at culture building conversations. Aim them at specific company programs.

    Get people involved in ways [00:28:30] that light them up. Encourage people to contribute in ways that bring them ease and energy and enjoyment about the workplace and about their culture and about their roles. After all, if they're obsessed with fixing their weaknesses, you know what I'm about to say here. They are performing on the road of most resistance. So help them claim their talents and share them with your culture.