(upbeat music) All right, talk to me, Goose. I'm a, I'm trying to catch up from the last episode. I forgot to put the notes in there. So I'm just kind of like typing away here. For those who don't know, we do like, anywhere from five to 10 of these episodes at a time. And then release them one day at a time. So this is basically a giant round on conversation. Why we're always wearing the same clothes. We only own two shirts. We only own two shirts or like, we're just dirty or whatever like that. Now it's that we just hammer through these things. This is unleashing leadership. Yeah, this is the show unleashing leadership. Welcome to a bunch of crazy dudes. I'm Travis Moss, the CEO of C-Plaining Group. And this is my ghost, Dave Nerty, chief operating officer. We was now in the crazy club because he's hanging with me. Sorry, Dave. Yeah. It's a fun club. Woo-hoo. It's getting funner. It's getting funner. The podcast is all about how we implement to take away some great books into our business. And today we're talking about take away from the book by Tony Fidel. And our take away don't just ask what's in it for me. Offer something and bring something to the table. You wanna do this? We kind of nailed this one already. We've definitely talked about it, but your call, what do you think you got more to say about this? Yeah, we'll talk about it. I just wanna rail on people who talk about what's in it for them. But really, maybe we'll focus a little bit more on something, bring something, because it's an opportunity to be positive here. Let's focus on offer something or bring something to the table. Okay. And maybe we'll shit talk just a little bit about other people. All right. As always, do it's a favor. Like subscribe to us wherever you're listening or watching. And if you don't regular, regular. Almost, almost had it. I almost got through it, man. I'm struggling. I'm gonna have to change up the script for the intro here, because I cannot say that word. But just do it for us. Give us a thumbs up, like. If you don't do that, do it. Yes, that's what it's supposed to say. I got that from Simon, when Simon said next things. It works, he says it works for charities. I'm just seeing if it works for basic ass likes. Yeah, yeah. I don't know, I'm just trying it out, man. Let us know if it works or not. (both laughing) All right, but we do have a sponsor today. And that is the Cut-Thru of Planning College podcast. I thought it was gonna be a podcast. Was it? I thought it was gonna be nuts after our. Yeah, it should be nuts. Yeah. It should be nuts thermostat. But it's not. It's got, they won't pay us. Cut-Thru of College Planning podcast doesn't pay us either, but it's part of the same family. So we're advertising them instead of nuts. So nuts have already gotten four free ads on this show. But anyway, helping people avoid going broke because of the cost of college. Check them out at nqrmedia.com, wherever podcasts can be found. I actually heard too, this was an interesting thing. I gotta find out more details about it, but they had a student that got $150,000 scholarship or something like that to the program. Not through the program. They actually teach you how to go out about getting. So the program helped them be awarded that scholarship? Yeah, I think it was the catalyst behind them. By teaching them the ways of doing that. How to go get it? Right. Check it out for yourself though, it's a podcast. You listen to podcasts, they have a program that scholarships go through their boot camp. They have all kinds of stuff. So I guess that's more on listeners to go check out. I only get bits and pieces of it, but pretty cool program and they talk about it on the podcast all the time. All right, so don't just ask what's in it for me, offer something and bring something today. But let's do this shit talking first. Yeah, right. Well, yeah. So I'll start with, I'm a big part of the hiring process. See, I do our meet and greets and talk with a lot of different candidates. And the conversation or the kind of where it goes usually is the employee always kind of ask, "Well, what are the benefits? What is the salary? What's it?" It's always like, what is the company going to give to me? Right. Very few candidates. And that's important. At some stage, it's important. I'm not saying it's not. An important thing to understand as a candidate for a job. So there is a place for that. But when I'm saying meeting, this is the first conversation that we're having with a potential candidate, right? It's kind of more of an informal, get to know the candidate, let the candidate ask about seed and things like that. But a lot of it is, you know, what, again, what's in it for me, meaning what is the salary? What's the benefits? How does this work? What are the hours? Can I work from home? That kind of stuff. Very little times does a candidate look at something or maybe they did their homework and they say, "Oh, that's really cool. I have experience here. Maybe that's a place that I could add some value." Something along those lines, right? That doesn't happen very often. It's usually the, all right, qualify yourself as a company first. So I know it's worth my time where I think a lot of it, you know, as an employee or if you're part of a hiring process at a company, look at that or think about it that way. Do something different. Differentiate yourself by saying, "Look, I'll figure out what's in it for me at some point, but I want you to understand having future conversations with me or keeping me in this interview process. Here's the type of impact or value that I think is a good company." I think about being a big part of that whole process prior to you taking it over, I used to ask people, you know, "What are your goals? What are your dreams in life?" And I think that that's part of it. I think you have to be able to find what your goals or your dream are. It is in life, right? But I think that the way that that should manifest that is, okay, I have this thing that I want to do, this thing that I want to achieve. What can I do to earn what I need to get there, right? What can I do to earn it? Jaco Willox, one of the books that we've done, I don't know if I've done one of his books, actually, to go backwards on it. I've read a number of his books. I think it was from his podcast. It's an episode of one of his podcast episodes. I think he wrote "Dicotomy of Leadership" or something like that. He's got a bunch of books. I have X special forces, military type of stuff. But he talked about going into a meeting and basically thinking about it like this. Whatever that desire that you have, whatever your intention of the meeting is, it's like you write it on it with a sharpie and a piece of white paper and you just stick it to your forehead and you're walking around and you think that you're so smart and so sharp that nobody can understand, nobody knows what your ulterior motive is. But chances are if you're around others' mart and sharp people, which if you're working in an environment with a bunch of idiots, and you're really good, why are you there, right? So chances are if you're walking around an environment that's full of other sharp and dynamic people that's going to be successful, they're going to be able to read you and it's going to be just like walking around with a written on your forehead. So if you're walking around with your intentions on your forehead, don't you want to walk around with how can I help? What can I do? How do I earn? Not, I want, I want, I want, I want. It's about me, it's about me, it's about me. You know, my idea, my idea, my idea. And that's, I think that that's really, really powerful because in order to get out of your own head, like, yes, I need to make money. Yes, I want to raise. Yes, I want to, you know, I want more vacation time where I want a promotion or I want to use this as a stepping stone maker. But be honest about it. Hey, I do want to advance in my career. How can I do that? Hey, I do want to make money. How can I do that? If I put an extra time on this project, I'm willing to do that. Does that give me an opportunity? Right? Like you can be selfish in your actions from the standpoint of, I know it's going to benefit me and I'll get to grow and I'll get to advance. And I want to understand what the rules are with that. So that you go in eyes wide open, right? If you're at an organization and every time you say, hey, if I contribute extra, well, help me advance and they say, no, every single time, don't bitch about it. Go someplace else. But if you're in an organization that, you know, you could say, hey, you know, I've contributed to the last three projects. I really like an opportunity to advance. What do I need to do? Somebody can turn around and tell you, you need to show up for two more projects or, you know what? You need to see it for another six months or you know what? We've invested a ton in you and yes, you've been contributing. But that doesn't count the first three years of your development. Yeah. So we need to have you contribute xyz more before we can, you know, from a cost, you know, an investment standpoint, escalate you to the next level. But then you can have this transparency and this clarity and you can have that trust bank that we talked about so much and you won't have so much anxiety or, you know, just like that friction that you have when you're fighting for your own agenda against, you know, the agenda of the company or the organization. Because what that does is it, it takes the mindset of like me versus that. Right. Yeah. To we. How can we do this together? Yeah. So now it's how can we both benefit from either what I'm asking or what, you know, my wants are, and how can we align that and I don't know if you think differently, but I don't think those conversations happen a lot at most companies. I think just. No. I don't think they're abused when they do happen. Yeah. And I think just recently we've gotten better at seated doing that, right? Yeah. Like really laying it out there and, you know, we screwed up hitting that picture. Yeah. We've screwed up with it in the past. We had conversation. Look, I don't want you to leave because you have ambition. I want to figure out how we can quench that ambition, that hunger for you, right? How we can grow together. I understand that some people leave, right? And because it's not going to be the right fit or because it's a stepping stone or whatever. They're going to get an opportunity or whatever. I get that, but I would much rather have an opportunity for you to come to me and say, this is what I really want for me to say, I would love to try to walk that journey with you and get you there. No. Here's what I can do for you to help you get there. If you do that with me for me, right? Here's the commitment. This is what you're committing to the company. This is what I'm committing to you to get you to the point where you want to be. If at all I can do that, right? Yeah. You need to have that environment. We've had that before where I said, okay, you come to me and give me an idea of what you want to do. But the thing there is is you have, both parties have to commit. What we've seen before is the employees say, great, I'm going to use you to get where I want to go. And then I'm peace out, right? And that's where you get burned. And that's where you come back to though. From day one when the employee walks in the door, you have to have that candor and build that trust, right? You have to have that type of open dialogue where there is no question ever. I don't know everything, but I know we're moving in the right direction together and I trust the leadership. And the second that you don't or the second that the leadership doesn't trust the employee, you probably got to make changes. Yeah. It's powerful conversations. I mean, think about people and a company is what it is because of its people. We talk about people a lot, right? The last episode, it's all about people. Think about what happens to a project that doesn't have milestones to find or deliverables or something like that, right? But it doesn't go anywhere. It kind of flounders around or doesn't get done. Think about that as a employee, right? Or when you're having these conversations, if that person, if they're trying to figure out, well, geez, what is my next raise? Or how do I take care of my finances? Or how do I move up in advance? If they don't know anything about their career path or some of the, you know, we talk about like, tour of duty sometimes too, right? Of like, what are you trying to accomplish here? It's the same thing, right? Think of it that way and define it for that person. Have those conversations openly so everybody knows what the expectation is. Right. And there's alignment along the whole way. (upbeat music)
