Hey, welcome back. You're doing absolutely fantastic. Now the wise leader practices and teaches how h o w. So what is that? It's an acronym it stands for. Go ahead and take your notes now. Honesty, openness, and willingness.

So how do you use this? first to use it with yourself? honesty. If I were completely honest with myself, I would realize right now and you fill in the blank, you're being honest about where you are. How is the business doing? Be honest about it?

How am I doing in my personal development? Be honest about it. How am I doing as a leader? Be honest about it? What does my productivity look like? be brutally honest about openness means being open to new things.

Am I open to ideas? Am I open to changes? Am I open to learning new things? That's an amazing skill as well. So if I'm honest about things, which means I assess, I don't judge, I'm willing to look at everything. I'm not hiding anything from myself.

And I'm open to new ideas, taking new learnings, be able to become even more productive, more effective, that's a great thing. And then willingness just means that I'll take action on the things and I'm honest and open about no sense being honest and open, if you're not going to take massive action. So you need to practice this and teach your staff to practice this, that this is a good thing. This is a positive thing. This is what moves you forward. Most companies don't practice this.

When you think of honesty, they're kidding themselves about their sales. They're kidding themselves about how well they're performing. They're kidding themselves about how much their staff likes them or hates them or as helping them or as hurting them. They're not open to new ideas. They're very rigid. They want to keep doing things, the old comfortable way.

They don't want to take any risks. They just want to keep their head down and get through the day. They're not willing to take massive action. They'll tell your friends at cocktail parties that I like to kick butt and take names, and I'm a mover and a shaker. But if you ask them, what's their most recent initiative, and how much action are they taking on it, you'd be very disappointed in an honest response. So that's how to use practice and teach h o w. How the wise leader helps people to grow and to expand.

They'll tell you something, and I might be repeating myself a little bit but to grow your business. You have to grow your staff and I mean this in two ways. One, help each person become more Be more, do more, learn more, produce more. But then you also have to grow your staff, which means you have to be able to add on new people. So in order to grow your staff, the existing people have to be very solid. This is why you're training them so well, because you are literally training the trainer.

As you help them become more, they can help the people below them come become more, and so on and so on and so on. it trickles downhill. This is why it's so important to work with the people directly underneath you. Help them learn, develop, grow, become more, we said they would appreciate it, and they would help you do more. But also teach them this to whom much is given. Much as expected.

If you're taking notes, write that down to whom much is given, much as expected, which means I gave you these skills you're doing fantastic. I appreciate your helping the company do fantastic. But now you need to help your staff and your co workers. do fantastic. Don't keep this growth, this learning these new skills to yourself, share it, share it, share it. That's how people in companies and profits grow.

Now, the Wise leader is very aware of processes, both individual and group. Believe me when I tell you, understanding makes everything go smoother. You have to know how individual processes work. Why do people do the things they do? What sequence Do they like to do things in? what particular quirks Do they have about the way they like to do things?

How do they think about things, these are all part of processes that's on an individual basis also happens in a group Sometimes these are positive things. Sometimes these are negative things. I used to have people bring me in as a consultant, just to teach them how to run an effective meeting, why they didn't understand how to solve the challenges that came up when they were working with a group, which is the classic team meeting, right? They didn't understand the processes that were going on in the background. They just thought, Well, I can jump up. And I've got these three things that I want to go over.

I'm the boss, we'll go over these three things, and then we'll stop the meeting. And that'll be the end of it. It looked very simple. And it is in principle, but not in practice. Why? Because there's more processes going on in the background.

Then you jumping up and stating three things. The minute you state the first thing, somebody wants to talk about it, then that spurs an idea to another person and they want to talk about that which person idea to another person they want to talk about that. Then it becomes like playing the game of telephone. You ever play the game at times? Telephone where you whisper something in somebody's ear, and they do it with about six or seven other people. And by the time you get to the fifth, sixth or seventh person, it doesn't look anything like what you said.

This is what will happen in staff meetings, one idea will bounce off, another idea will bounce off another idea. I remember, we were talking about how to be more productive. And by the time it went for ideas out, we were talking about what flavor of coffee creamer we should have in the staff room. had nothing to do with how you're talking about, but it very quickly got there. So what I would do when I would consult with these companies, is I would teach them a couple of things. One, always have a written agenda to always stick to the agenda.

If somebody says something that's outside the agenda, say that's a great idea, but we're not focusing on that right now. Or if it's really important say, this sounds like a great idea. It sounds like an area we should discuss. I'll put on the agenda for the next meeting. And then drive on, and you never got off track, then I would teach the managers how to shift people back to whatever the topic was. If the person started getting off topic, he said, Well, that's a great idea.

Now specifically tell me how it relates to our goal. The goal that I stated we're just going to talk about, and they would say, Oh, well, it kind of relates back like this, that would do two things, it would get them back onto the topic. And it also let everybody else know in the room, that if you went off topic, the boss Paul was going to call you on it and move you back in. So I never allowed it to get more than one person out. One person trying to take it off on a tangent before I immediately stopped it, and that stopped the entire chain. The agenda helped bring people back, having an agenda where people know exactly what we're going to talk about.

Having put timeframes on the agenda. A lot of times I would say that's a great idea, but we don't have to Right now to talk about that, let's table that for later discussion or you and I could talk about that later. Or why don't I would put them to work? Why don't you get a team together, research that more and flesh out your idea and then get back to me personally, that stopped the dead in its tracks. There's lots of ways once you understand how the processes work to be more effective in your job. A process can be as simple as how an employee does a task.

It can be how employees interact. It can be how departments interact, you have to understand both individual and group processes. Once you understand it, just like we talked about that medical maximum, proper diagnosis is half the cure. Once you understand how to diagnose the issue, you're aware of the process you're aware of what's going on, you're where the challenges, most the time 90% of the time, the solution will be intuitive, you'll be able to help people out and you'll be able to smooth things out there. Your life will go better, and their life will go better. Everybody wins.

Now another important piece, within any interaction within any group is that the wise leader knows that they influence the group with who they are. And I love this quote, it says, who you are speaks so loudly, I can't hear what you're saying. write that one down your notes. Here's another one for your notes. It isn't here. There's an old Zen expression, and it simply states.

Everybody is perfectly being who they are. Remember, I told you to be genuine. Because everybody knows who you are, whether that's what you're displaying or not. When you're displaying something that isn't genuine, they know you're being fake, and they call you on it. And you're nailed whether they say anything or not, you're done. When you're being genuine, you're always inside your integrity.

You're always trustworthy, and there's no issue. So who you are is very important. So be genuine. Be yourself and be a good role model. Be a good example. Who you are is critical.

I remember when I was doing therapy, they said who you are with that client is the most important thing. If I'm showing them that I'm a good, kind, loving person, they're going to try to be a good, kind, loving person. They're also going to trust me because I'm a good kind, loving person. See how it's Win, win, influence the group with who you are. I'm somebody that sincerely wants my team to get ahead. I selfishly want them to get ahead so they can help me and I selfishly want them to get ahead so they can do better in their life.

If I'm doing better in my life, and the company is doing better, and my staff is doing better, I'm a massive success. If any one of those areas isn't doing better than I feel at some level, I failed. I failed the company. I failed the staff. Worst of all, I failed myself. When people see that that's who you are that you genuinely are there to help them.

They will follow you and you are a true leader. That's it for this section and I'll see you in the very next training.