Hi, everybody, and welcome back. Professor Paul here, we got another great tip for you. The wise leader uses simple wisdom. Write this down. Don't complicate the simple. When ever possible, try to reduce any challenge down to its simplest components.

Think of this like your 40,000 foot view. So you can look down and see things as simple as possible. Remember, we were talking about the quote unquote, problem employees, and we simplified it. Is it an attitude problem? Is it a skills or training problem? Is it a resource problem?

Now 98% of all the problems you're going to have employees will come down to those three. Now there's an infinite number of challenges you can have and how they will present. I didn't try to teach you how to deal with every single presentation instead. I simplified it down to three areas that you can very quickly understand, diagnose, and treat. Perfect. That's why it was so easy to understand.

I know a lot of trainers will go out there and they'll try to appear brilliant by saying, Hey, give me all your different situations. And they'll go through in the back of their mind. They're using those three steps that I told you about. But they're making it sound very complex. And you're saying, Oh, good thing you brought that, to me is a very challenging one. Let I the guru walk you through this.

And you would clap and think they were wonderful. And wow, how did they do that? No matter what we came up with, they seem to be able to isolate what the challenge was, and solve it. I couldn't do that. If I studied this stuff for 10 years. No, you absolutely can do it.

If you knew this three step secret. That's why I reduced it. I kept it simple and then anybody I can understand it. You don't need a PhD in psychology or PhD in business to be able to understand these things. If your trainer teaches you in a simple way, you're the trainer for your staff, you're the leader for your staff. Keep things simple so they can understand it.

Notice when I trained you in that I didn't dumb it down. I simplified it. If you dumb things down, people will think you're taking them for an idiot. So don't confuse simple with taking people for idiots. They're two totally different things. Now, the other reason to use simple wisdom is because the fundamentals are your friend.

Great football coaches, great baseball and soccer coaches virtually any sport. If they want their players to be really good. They drill on the fundamentals. Same thing in your business. How's your sales team going? Nothing happens until first sale.

Don't get wildly creative in how you sell go back to the fundamentals when sales are down. You're trying and testing too many things. The fundamentals always work. Whenever you have a challenging situation, go back to the fundamentals. Watch how quickly a business goes back to the fundamentals. When sales get tough.

When the economy goes into recession, they get very tight, very right. They go back to the fundamentals. You should be going back to the fundamentals to excel, whether you're in a good economy or a bad economy, whether your business is going well, or it's going poorly, the fundamentals will always be right. Drill on the fundamentals, and you will be fantastic. I knew one guy he was a great martial artist, but he only had about five moves where other people would brag that they knew 100 different ways to get out of a chokehold. This guy just had five moves, and he would pick one of the five moves for every single situation and one of those five would Worked for it.

And he was so good at it. Nobody could defend against it. He wasn't kind of good at 100 different things. He was excellent, exceptional at five things, he stuck to the fundamentals. What are the fundamentals in your business, in your leadership style that you could be focusing on that would make you exceptional? What are the fundamentals that your team could be focusing on?

That would make them exceptional? focus on those things, use that simple wisdom, and you will be a massive success. Now, the Wise leader is also very contemplate if they take a lot of time, they think things out. A lot of times what I'll do is when I have a problem that I can't solve, I'll study the problem, study the problem, study the problem. And then I rest my mind. I go for a walk.

I sleep on it overnight. I check in with a few other people. Maybe I take it nap doesn't matter. I get away from the material for a little while. Then when I come back and I study the problem again, it looks different. This is allowing your unconscious mind and your conscious mind to digest all the material, and a great answer will float to the top.

Now being contemplated doesn't mean just thinking internally. Part of my contemplation, like I said, is doing the study, but it's also taking in other sources. I'll talk to people, I'll look things up online. I'll check in with my supervisor and my boss's boss's boss. I'll check in with other friends online or call friends up on the fall. I try to check in with as many sources as I can.

And then I rest and I contemplate it. I think about it. I got a great quote here by Henry Ford says thinking is the hardest work a person can do. This is the probable reason so few engage in it. It is. That's why a manager makes more than the line staff.

Matter of fact, one of the things that they discovered in leadership in management is that management people aren't necessarily smarter than the line person. If there was a problem in a system, you could ask the manager for his solutions. And you could ask the employee for their solutions. And as they weighed these out in these studies, they found out that the answers were about as good whether you're a manager or an employee, they came about the same in terms of the quality of the solution. The reason the manager was the manager and the employee was the employee was the manager was willing to jump up and say, let's do this, where the employee didn't want to make the decision. So being able to contemplate think about things, and then take action on what you decide.

That's what makes you a true leader. A leader will also Here's something from an employee and not give an immediate answer. They can wait. They can contemplate. They don't say, Oh, that's a good idea. That's a bad idea.

They say that's interesting. And they let it digest, they may even go back to them and ask for a little more information. You can always say it's a bad idea later. But think about it for a while, you may realize that you didn't look at it from every angle yet, and it might be a great idea. So take the time to stop, think and reflect. I take time out every single day to focus on my business and how I do things, just quiet time to think, how can I do things different?

How could I do it better and just see what bubbles up in my mind. Now the wise leader intervenes only to shed light or to create harmony. Otherwise, they're perfectly happy to allow people to work things out on their own. There's a few reasons for this one Sometimes when people are upset at each other, they just need to have it out. They also need to learn how to have frustration between themselves and then come together and work it out. When they get stuck.

We provide the grease that helps get the gears turning again. Or we'll go to one person or the other and give them a little insight, a little mentoring, a little advice. Maybe tell a story about a time you had a similar situation that helped you or something that you learned, or maybe you know of somebody that tried a certain technique and it worked for them. So you do the minimal intervention possible. This will allow them to work it out and take the credit for having worked it out on their own. I only jump in as a leader when it's absolutely necessary.

Like when we don't have enough time when it's interfering with the work when It's creating ripples across the corporation where it's hurting other members of the team, those types of things and it just can't wait. Otherwise, I helped them out a little bit, but I essentially want them to do it on their own. And when they come to the solution, they use the advice that I gave. I give them 100% credit for working it out, makes them feel fantastic, and they're more likely to use your advice or your systems in the future.