- Oh, so, yeah, we're done talking about the banana because it wasn't in back. We're not going to read the last episode, but it sounds like our minds in the gutter. So, hopefully, people got a good laugh from our last episode, but this is unleashing leadership. And, yeah, sometimes we say stupid shit too, I guess. Well, I do. I don't know if Dave does. - Part of it. - I definitely watch. Yeah. You're guilt by association, buddy. - Right. - You wanted to be a co-host. You're here with me now. You're going to have to explain that to your kids, I guess. - I don't understand. - I'm one of your co-hosts, Travis Mossy of Seed Planning Group. And this is Dave Nerty, our other co-host, Chief Operating Officer of Seed Planning Group. And this podcast is all about how we implement takeaways from great books into our business. So, we don't just do the two-dimensional thing where we read a book and then run our miles. We actually read the book and talk about how we actually do those things in our real experience with them. So, we get immersed into it. Today, we're talking about takeaways from the book, "Build by Tony Fadal." And, yes, I am losing my voice, so at some point here, I might just stop talking. And it'll give Dave more time to talk because normally, I feel like they're room. I suck at all the act. Good thing we're in two different rooms, you'd pass out, I think. But we got to take away, and we haven't even talked about our takeaway. We didn't do any prep for this. So, Dave, if you don't want to do this, just tell me and we'll auto skip it. Find a handful of like-minded people, and if you can't, you might be too early with your idea. What do you think about that one? - I think we could roll with this one. - Yeah. - We're rolling with it. All right, cool. As always, do its favor, like or subscribe to us wherever you are listening or watching your like subscription comment, thumbs up, helps other people find the show. If you don't like it, don't tell us about it, just go away. And every time somebody does that, we appreciate it, we do notice it. Like I said, it does help get the show out there, and hopefully, we can start filling up rooms with people who are trying to personally, professionally get better. If we do have a sponsor for today, that sponsor is NQR Media Inc, that's actually a parent company of this show where we unapologetically bring to light things that need to be talked about, NQRMedia.com, or look for NQR wherever you find your content, and you'll find all of our other productions and other stuff that we're doing. All right, so, Dave, back to our point of the day. Find a handful of like-minded people, and if you can't, you might be too early with your idea. I think he's talking about, okay, so you've got an idea, and just feel some thunder from a future show. You know, you can go out there, all kinds of people are going to call you stupid. So you got to find a handful of people who go, "You know what? I either believe in you or I believe in the vision." Right? You're one of the two, but you got to find a group of people that are going to get on board and are going to roll with that thing, right, and commit them to that thing. And if you can't find anybody at all, you're rolling, and you just can't find people to state, then that might be an idea issue. You know? Or it could be a you issue. You could be a jackass. I mean, we've done an episode on jackass a couple of books ago. Yes. Ideal team player, right? Yep. Ideal team player. That was one of your favorite books. We did a book on that, and there's a no jackass boss. So if you're a jackass, actually, there's a whole chapter in this book about assholes. So if you're one of the assholes, and then there may be a reason why people don't want to follow you, in which case you should put that in anyhow. Yeah, it's easier to fix the idea than it is to fix the asshole. Yes. Yeah, kind of like assholes, kind of like just a thing that, you know, for some reason you're wired that way. Yep. But the whole point I think is, is, you know, if you're too early with an idea, sometimes you might be a visionary, but the world isn't ready for you yet. Right. And I like how you put that, because my mind was going the same way, and I'll take it a step further. It's the, you know, getting on board with the vision and the person, right? Those are the two big parts of that for me as well, where it's not- Is it both? Is it both? You said and? And it's both to me. But the part that's excluded from that is, this doesn't mean, I don't think anyone should take this as, you need people who are going to just agree with everything you say and kind of just following you. I think you, the important part is they believe in you, number one, and the vision. Right. So we're talking like kind of, you know, big picture here. This is what I think this company or, you know, what we're doing, this product, this mission is. Yeah. I'm about five years from now or 10, whatever it is, like this is what we're going to be solving for or fixing in the world, and they believe in both of those things. It doesn't mean you don't want to find those same like-minded people that also are going to challenge you because that's going to make everybody better, including the, you know, the visionary person to challenge some of the ideas along the way or the path to get there maybe is the good way to say that. So I think that's another, another important part of that is you need those two factors, the vision, the belief in the vision and the person, but then you also need people who are going to challenge and grow themselves and not just kind of hang on the coattails. Just making a quick note, because I had said in the beginning, I used or used and I think I like the and better because I think, and we've seen this, somebody can believe in the mission, but just be completely against the leadership for whatever reason, right? And all they're going to do is see chaos or so chaos into that, like bad chaos. I think chaos can really be a good thing, but when it's used as a destructive measurement as far as non-productive, I think it's just disastrous. So I do agree with you. I think it's an and thing. You have to believe in the mission and you have to believe in the leadership. And if you don't, then you probably shouldn't be there. Don't join somebody else's mission and then try to change the leadership. You see that people all the time, they move from, let's say, if you take politics, they move from one type of state to another type of state, and then they get to another kind of state and they try to change it. It's like, no, you came to somebody else's house, right? You abide by their house rules, tough shit if you don't like it. Yeah. You are the visitor. You are the outsider. So when you join somebody else's mission, you have to buy into what's actually operating there. And if you don't want to, then save everybody else's trust. Don't go in there and blow the thing up. Find us someplace else, you know, or start at your own. Be your own creator. Don't be the destructive force. Don't be the force that comes in that is not creative at all. And all you do is tear everything down, right? And if you get people like that, kick them out. You need to be looking at it and saying, I'm joining them because I believe in the management and I believe in the mission. And the second, you don't believe in one of those two leave, right? And if you really believed in the mission, but you lost faith in the management, then go create your own. Yep. That's the answer or find one that does that you do align with. But that you also brought up like-minded people. And I think that that's really important to talk about too, because what we're talking about with like-minded people is people who agree on the mission and agree on, let's say, the leadership, right? Believe in the, they believe in the overall direction, right, of where things are going. But it doesn't mean they're yes, man, doesn't mean that when you say like, minus, some people are going to take that and say, I need somebody every time they're in a room, they just look at me and go, yes, yes, yes, yes, yes. That won't help anybody. I hate that. Yeah. I hate it when I push back at somebody and they don't push back, right? Like stand up for what you believe in. You can believe in me, you can believe in the mission, and you can still disagree with me on certain things. Yeah. Because we've talked about this many times, right, when we'll disagree on something or we'll like come back to something that wasn't maybe the best initial conversation, right? It's because there's multiple paths or directions to get somewhere. Like if we're aligned in the bigger picture, we do this a lot. We're aligned to where we want to go. But maybe we have different thoughts of the path or how we should get there. And that's a good because you're probably going to come up with something better together as you would have individually on your own. And if you're wrong about something, you know, like a lot of people think that there's about being who's right or who's wrong or whose name is on an idea or something like that. You're not trying to be the smartest person in the room and you're not, you know, you may even be right about things and still that's not what happens, but you'll have to be comfortable with that. If you believe in the leadership and you believe in the mission, you also believe that there's going to be times where whatever your best idea is isn't the best idea, right? And you need to be humble enough to allow that to happen. And then there's going to be times where your idea maybe was the best, but it wasn't selected. And looking backwards shows that it was the best and you have to be humble enough to accept that. You know, and not use those to galvanize the team in the future. And I think that that's hard for people. But I think that that's what we mean when we say surround yourself with like-minded people. You know, you're not looking for a bunch of cowards. You're looking for people. Don't confuse that. Right. Yes, man. Right. All right, so I think we're good today, right? That's a good one. Yeah. What did we say there? If you find people who don't like your mission or don't like the leadership, just get them out of there. Send them on their way. Help them. You know how you do that, Dave? You go to them and say, look, I know you're not happy here. We don't want to blow anything out. What we want to do is help you find that next chapter in your life where you're going to be happier. What can I do to help you find someplace else to be that's going to make you excited about coming to work every day? Right, because that puts the-- that's an awkward for both sides, right, especially the person who wants out because they might not know there's a graceful or a good way out, right? They might think, geez, once I bring this up, you know, my life's going to be hell, and everything's going to blow up in my face. But if you, as a leader, you open that conversation up and say, yep, I get it, I'm here to help you not make your life miserable, that will change the game and it'll get everybody where they want to be. Give them a path with like dignity and respect that they can take and, you know, it doesn't, they don't have to go out with a bang because they're trying to make sure everybody understands their position. Yep. They can take it and they can use it as a positive stepping skill, right? Cool. Now we're done. Done. Have a good day. [MUSIC PLAYING]
