Hey, everybody, welcome back. The wise leader sees more deeply into people. What does this mean? It means you're able to use your empathy, to look deeply into people to slow down to take a minute to spend some time with your staff and see what's going on for them. How are they doing in their job? How are they relating to their team?

How are they especially because this is being empathetic? How are they feeling? Now people don't live in a bubble. How are they doing at home? Is everything okay? there?

Are they feeling fulfilled on the job? Are they having any physical complaints or challenges, aches or pains? I remember I almost had a staff member quit on me. I was running a methadone clinic. We had 425 patients. He was a wonderful part of the team.

He been there for many years. But he came up to me one day Paul and said, I just need to quit. And I said, Jim, what's going on for you? And he kind of hemmed and he kind of hard and come to find out, you know what it was. He had to sit there as a nurse and pass out the methadone. But he was an older gentleman.

He'd been doing this for many years. It's very hard on your feet. And they were on a tile floor reinforced with three feet of steel reinforced concrete. And this was just absolutely destroying their feet over time. Now the young guys and young gals, they could handle it, go home with sore feet and rub it up and it was okay. The next day for him the pain was starting to accumulate and getting to be too much.

So instead of coming to me, he was ready to quit. So I told him, I said, You are a valuable part of our team. You are dearly loved by this staff. You're dearly loved by the patients. You You bring experience history and maturity and reliability to this whole unit. I can't afford to lose you.

I went out later that day and literally brought him a brand new map. Matter of fact, I bought them, two of them. So he could stack them if you want to. I said, here's a nice big, rubberized matte, two inches thick, should be great. There's a secondary softer matte, if you want to put on top of that. I said, I'll tell you what, use this for a week if you still want to quit.

We'll have a separate conversation at the end of the week. Well, he was thrilled and he ended up staying. And he stayed for two reasons. It wasn't just about his feet. His feet were part of the problem, but it wasn't the whole problem. Problem.

Number one, he was in pain all the time. And it was a physical thing exactly the way I stated. The second thing was, he didn't know if he felt appreciated. He was kind of off to the side. He was kind of in a division that They didn't have too much to do with because their their tasks are so simple. I saw him all the time I waved to him all the time.

I had fun with them at staff meetings and little get togethers that we would have. But it's not an area where I spent a lot of time like I did with the counseling staff at this unit, because they constantly need my attention and my help with clients. The nursing staff really didn't. But the second thing that he wanted that he needed was to hear those compliments, that he brought age and wisdom and experience that he was an important part of the team. He needed to feel more valued in the team. And I personally have to take responsibility for this.

I let him down in that area. And his manager had let him down in that area. So we both had to take a bite of the apple. It really had me looking at my relationships with all my other staff. Who else hadn't I told recently that they did a great job. Who else was having challenges out there?

There that I hadn't seen, because I hadn't asked. So when you can see more deeply into people, you're able to use this gift to help them grow and to overcome obstacles and challenges that they have. Now, the other way that you can look at this too, in terms of empathetically looking into people looking at them at a deeper level, is to say, What is it about this person that's great, that will help them grow in this company. I know some people that are really organized in my company. So they love to do things, like read the books, and do the trainings. That's how they learn.

Other people are more creative. If I put them on new projects, they learn new things, and that's how they grow. So you want to match to the style of the people that you're working with. And say, if I take a real deep look at this person, how can I help them move to the next level? How can I make them feel better about their job? How can I help them be more productive?

I basically have two goals. I want people to grow in their position. And I want people to grow that position, which means make it more profitable, make it more productive. So a great work environment where people come into, they learn, they become more they grow and the company grows. That's the perfect mix. Where does that start by careful analysis of your staff by looking more deeply into them and looking for opportunities and challenges.

That by solving the challenges you can move them forward and by taking advantage of the opportunities, you can move them forward. That is perfect. That is a great leader. Now, one of the early tips was to be a great leader. You need to go first. One of the major things that moves people forward and we just finished talking about this is training.

You need to work on yourself constantly. I love this quote, readers are leaders. I've read over 600 different books in areas of psychology, business, and self help and physiology. I figured psychology, biology and business. Those are the three major areas of life, right? So you got to get great all of them.

My company has advanced ideas. Our goal is to make you healthy, wealthy, and wise. three major areas, your health, your mind, your business, perfect. These are the areas that you need to be working on constantly. And you need to hit all three of those areas. You can't just focus on business and psychology stuff and let your health go to hell.

Everything will crumble. It'll all be for nothing. You need to always be learning so you can always be teaching. That's one of the last things my kung fu instructor ever taught me before he died. Keep learning so you can keep teaching. You can't teach your staff anything.

Thing that you don't know. So you constantly have to be coming up with new ideas and new skills. One of the other reasons that you're constantly working on yourself is the things that you work on within yourself will be the things that your staff needs help with. It could be something that's totally unrelated to business, and it has everything to do with business. One of the huge things is anger management. So say you have an anger management problem.

Go ahead and learn how to deal with anger. Because you're going to have a lot of employees that either have an anger management problem, or they're having one in the moment temporarily, because somebody is just making them very upset. You'll have two people that get upset at each other. And boy, you better know some anger management slash de escalation skills. If you don't have challenges with anger management, why would you be studying anger management because you're one person you might have Like my team, I had 600 people under me. in smaller businesses, I had three or four.

But even among three or four people, at some point during the year, multiple times during the year, there was going to be an opportunity to use those anger management skills with somebody that wasn't me. This is why you constantly need to be working on yourself. Remember, readers are leaders and leaders are readers. There's a horrible statistic that people read only one book in their entire career. Isn't that amazing? Let me share that with you.

Sad statistic, average person with a bachelor's degree. I look this up. We'll read only one book in their field during their entire career. And then they'll tell you how brilliant they are. I remember there was a professor at school, and he was talking to a new professor that had just started the university and he took kind of a od approach to this guy. He said, Well, you know, you're a young kid, and you're just learning.

Good thing you can learn from somebody like me. I've got 20 years experience, and I can help out you, you know, poor and enlightened kids that don't really know what you're doing. And one of the other professors that had also been there for 20 years, stopped him and said, Bob, I need you to learn from this young guy. You know why? Because you don't have 20 years of experience. 20 years of experience every single year, you get better.

I think you did year 120 times, you're about the same as when I saw you come in here. So you don't necessarily have more experience. You just have more time doing the exact same thing. Now I'm looking at this young kid coming in, and I'm thinking he's going to learn new things this year. He's going to do it different next year, in somewhere between the next few months to the next year. He's going to whistle right past you why growing, learning, improving That's what everybody needs to do, starting with the leader, and then transmitting that down the line.

Remember this leadership skill, very rare that your staff will do anything that you yourself, don't do. You're not reading the books, they're not going to read the books, you don't take the trainings, they're not going to take the trainings. You don't go first. They're not going to go first. Be the change you want to see in the world. Make sure that you're learning all the time, and that your staff is learning all the time.

It's the only way in which you grow. Think of it this way. Understand this philosophy. The only advantage I have tomorrow, over today is what I learned today, that I can use tomorrow. So if I go through my career, and I just keep going to work, do my job, going to work, doing my job, rarely, if ever going to progress. If I go to work, do my job, come home and learn something and then go back into my job the next day.

I've learned a new thing. I become better We'll do a better job that day. And for every remaining day, my career, and then that night when I come home, I'm going to learn another thing. Pretty soon all these small improvements are stacking within a very short period of time. I'm doing phenomenal. You can do that your staff can do that.

It's the ultimate way to get ahead. Now, in keeping with this, the Wise leader mentors and guides, why? because it creates connectedness, it creates that obligation. Remember, there's a law of reciprocity, do something nice for somebody, they're gonna want to do the same for you. There's the law of obligation. If you do something for somebody, they want to return the favor.

They want to do something back for you. There's an obligation there. So mentoring them in guiding them is deeply appreciated. They have had so many jobs. If they've been around for more than a minute, they've had a few jobs. They've had so many jobs.

People just said, do this, do that tell me when it's over. And if you don't have it done on time, it's not better than I thought it was going to be. You're a bad person and I'm going to spank you for it literally. So they love it when somebody is teaching them and helping them grow and become more. I used to fascinate people in job interviews, it was part of how I got the job. Strange but true.

At the end of the job interview, they'll always ask you if you have any questions, and the average person just says, very politely, no, thank you so much for your time, or they start asking about benefits, which means Tell me more about what I can gain as opposed to what I can do for the company. Both answers are entirely wrong. What I would do is I would stop them. I say, when I go to a company, one of the major benefits that I get is who I become within that company, the things that I learn within that company, how I grow and become more and are able to do more for that company. I need to feel like I can grow here. How are you going to help me become more, do more, be more productive, be more profitable for the company, so that I become better and the company becomes better.

If that doesn't get you the job, nothing well. And that's the last thing, they're gonna remember you for that before you left the door. That's what you said, People remember the first thing you say, and the last thing you say. And you actually put them on the defensive, where they have to sell you why they're such a great company, they are going to help you in all these areas to become more. They are selling you on them as opposed to us selling yourself to them. See how you've done a role reversal?

Beautiful. That's genius. And they've made a commitment to help you. So when you get that job, and you say, hey, great job interview. One of the reasons I came on this team I'm so excited to be here today is that I'm going to be able to grow in this company. Let's talk about a plan to help move me forward as I have that conference.

I start talking about my promotions. What would I need to do six months from now a year from now, to get that promotion? To go to the next position? What would you need to see? What kind of skills would I have to add? And then ask them how they can help you add those skills.

Perfect. So wise leaders are mentors and guides. Why? Because it boosts performance. And we've been talking about this over and over again, it increases loyalty. You've given a lot, and now they want to repay you.

It works out perfect. Everybody wins, you win. The employee wins, the company wins. I'm always going to use that as the criteria for a great tip. That's it for now. You're doing fantastic.

Remember, learn, learn, learn, and you will What? earn, earn, earn. I'll see you in the very next section.